How Hamilton & Waikato Tourism works
Answers to common questions about Hamilton & Waikato Tourism, our role in the region and how we work with our partners.
What is Hamilton & Waikato Tourism?
Hamilton & Waikato Tourism (HWT) is the official regional tourism organisation (RTO) for Hamilton City, Waipā, Waikato District and Matamata-Piako. We market the region to visitors and business events, support local tourism businesses and lead destination management. We were established in 2011 and are supported by investment from these four councils, along with industry financial support through our Membership programme.
Why do councils invest in regional tourism organisations?
Councils invest in RTOs because domestic destination marketing and destination management are local government roles in New Zealand's tourism system. The Government's Tourism Policy Statement (June 2026) states local government leads these functions and describes RTOs as "a critical delivery mechanism at a destination level".
Destination marketing benefits the whole district rather than any single business. Visitor spending helps sustain venues, hospitality, retail and facilities that residents use too, and individual operators can't market a whole region on their own.
How much do councils invest?
In 2025/26, the four councils together invested $1,155,488 under the collaborative Service Level Agreement. Each council's share and term is set out on our council investment and governance page.
What do councils receive in return?
Councils receive the regional tourism services set out in the annual Schedule of Services, plus regular accountability. We report in writing every six months on performance, deliverables and KPIs, meet council representatives at least twice a year, and provide monthly key statistics on request. Council representatives are consulted with during the preparation of the annual Schedule of Services before it is finalised.
Does HWT promote all four districts, or mainly Hamilton?
We promote all four investing districts. Our marketing uses the region's best-known (hero) attractions to draw visitors further afield and encourage them to stay longer and explore more. We promote operators, experiences and places only within the districts investing in our work.
How does HWT measure success?
We measure performance against Key Performance Indicators (KPI) agreed with our shareholder and council partners. These include market share of commercial guest nights, domestic visitor spend and business events, as well as media hosting and the number of operators we support. Results are reported to councils every six months.
What happens if a council reduces or withdraws its investment?
If a council reduces its investment, the HWT board will assess the collective reduction to decide what services HWT delivers will be reduced to match. If a council withdraws entirely, its district is no longer part of the area HWT is contracted to serve.
For a district that withdraws, the practical effects include:
Marketing: its operators, towns and experiences would no longer be promoted in HWT campaigns, on waikatonz.com or through our social media, newsletters, media hosting and travel trade activity.
Business events: its venues would no longer be included in our convention bureau activity, bids or famils.
Industry support: its tourism businesses would no longer be eligible for HWT Membership, one-on-one support or regional trade show representation, as our programmes are limited to businesses within the districts investing with us.
Government programmes: central government tourism programmes have often been channelled through RTOs, and the Tourism Policy Statement gives RTOs a role in national actions such as regional propositions with Tourism New Zealand and AI upskilling for businesses. The district would have less access to these programmes through HWT.
Tourism New Zealand activity: Tourism New Zealand works with RTOs on offshore activity, so the district's operators would no longer be included through HWT in activities such as trade events and famils.
Destination planning: the district would no longer be part of the regional Destination Management Plan and its coordinated approach to infrastructure, product development and events.
Crisis management: when a crisis occurs in a district/region impacting visitors, the local RTO will join the Visitor Sector Emergency Action Group (stood up by MBIE).
A smaller investment base reduces what HWT can deliver for the remaining districts, because many costs, such as campaigns, data, trade shows and the website, are shared across the region.
Has the Waikato been without an RTO before?
Yes. The region's previous regional tourism organisation closed in 2006, and the Waikato had no RTO until HWT was established on 1 July 2011. HWT has data proving visitor numbers, spend, guest nights, employment and GDP declined during that period.
How does council investment in HWT compare with other RTOs?
MartinJenkins were commissioned by RTNZ to conduct a benchmark study of all 30 RTOs. The report was finalised in November 2025. At that time, with $3.19 of council investment per head of population, HWT ranked 30th of the 30 RTOs across the country.
Does the tourism industry contribute too?
Yes. Operators contribute through HWT Membership fees and by co-investing in joint marketing and business events activity. Operators also provide in-kind support by way of discounted venues, experiences, hosting etc. HWT also secures central government investment for specific programmes, such as the Regional Tourism Boost funding and the Thermal Explorer Regional Events Fund.
How does HWT's work fit with the Government's Tourism Policy Statement?
Our core work matches the role the Statement sets out for RTOs. Published in June 2026, it is New Zealand's first national Tourism Policy Statement and supports the Government's goal of doubling the 2023 value of tourism exports by 2034. It places domestic destination marketing and destination management with local government and its agencies, which is what our council partners contract us to deliver in the Waikato.
The Statement acknowledges investment in tourism is under pressure, particularly at local government level, and that councils must balance tourism with keeping rates under control and prioritising core services. It does not commit new investment, and the Government will set out the timing of its actions in an implementation plan.
Could councils deliver tourism services themselves instead of investing in HWT?
They could, and a few New Zealand councils run tourism in-house. Central Otago District Council's Tourism Central Otago team is one example. For the Waikato, a shared regional organisation has practical advantages:
Visitors don't follow council boundaries. A Waikato trip often takes in several districts, and one organisation can promote the whole journey rather than four separate ones. The visitor proposition is more compelling with this collaborative approach. None of our districts’ propositions would be strong enough to attract overnight stays.
Costs are shared. Campaigns, waikatonz.com, data and insights, trade shows and business event bids are paid for once and shared across four districts, rather than each council building its own.
It fits national direction. The Government's Tourism Policy Statement calls for better alignment between national and regional marketing and less fragmentation and duplication. Tourism New Zealand works with regions through RTOs.
Industry co-invests. Operators invest through HWT membership and joint campaigns, adding to what councils invest.
Independent governance. An independent board with tourism and commercial experience oversees the work, and councils hold HWT to account through the Service Level Agreement.
Specialist capability takes years to build. The relationships, expertise, systems and market knowledge HWT has built over 15 years, with Tourism New Zealand, airlines, travel trade, media, event buyers and operators, would be costly and time-consuming for a council to recreate internally.
The Waikato has been here before. The previous RTO, Tourism Waikato, was disbanded in 2006 after council support was reduced or withdrawn, and the region had no RTO until HWT was established in 2011.
Is tourism still a council role under the new local government rules?
Yes. The Local Government (System Improvements) Amendment Act 2026 refocuses councils on good-quality local infrastructure, public services and regulatory functions. Government guidance says councils can still invest in arts, culture, tourism and economic development, but must consider the new purpose and core services when setting priorities. The Tourism Policy Statement (June 2026) also gives local government the lead on domestic destination marketing and destination management.
Who benefits from investment in tourism?
The benefits reach well beyond tourism businesses. Visitor spending supports hospitality, retail, transport and events, and helps sustain venues and facilities that residents use too. Destination marketing benefits a whole district, which no single business can provide on its own. Tourism businesses also invest directly through HWT membership and joint campaigns.
Are there other ways to pay for tourism, such as a visitor or accommodation levy?
This is being discussed nationally, but no decisions have been made. The Tourism Policy Statement says the Government will consider future funding arrangements, including exploring an accommodation levy policy in 2027 as agreed through the Auckland City Deal. In September 2026, a group of local government and tourism leaders also proposed a national tourism funding charter.
Which areas does HWT cover?
We cover four districts: Hamilton City, Waipā, Waikato District and Matamata-Piako. This includes towns such as Hamilton, Cambridge, Te Awamutu, Ngāruawāhia, Huntly, Raglan, Matamata, Morrinsville and Te Aroha; and all the smaller villages in between. We promote operators, experiences and places within these districts.
How does HWT report on each district?
We report to councils twice a year on overall performance and deliverables for each district. Monthly key statistics are also available to council representatives on request.
What is the Mighty Waikato?
Mighty Waikato is the consumer brand we utilise to promote the region to visitors. Hamilton & Waikato Tourism is the organisation behind it.
Is HWT a travel agency or tour company?
No. We don't sell tours, tickets, accommodation or travel packages. We promote the Waikato as a destination and connect visitors with the region's tourism businesses. Visitors then book directly with those businesses or through their usual booking channels, and the operators deliver their own experiences.
Is HWT a department of Hamilton Airport?
No. Hamilton & Waikato Tourism Ltd is a separate company with its own board and team. It is a wholly owned subsidiary of Waikato Regional Airport Ltd (WRAL), the company operating Hamilton Airport, and our office is at the airport. Our work for the region is set out in a separate Service Level Agreement with the four councils investing in us.
Who owns HWT?
Hamilton & Waikato Tourism Ltd is a wholly owned subsidiary of Waikato Regional Airport Ltd, the company operating Hamilton Airport. HWT is a company with its own board, consisting of a governance representative from the WRAL board, the WRAL CEO, and two independent directors.
Each year, a Statement of Intent is adopted between WRAL and HWT. This aligns to the Schedule of Services agreed with the four investing councils.
Does HWT give grants to tourism businesses?
We don't run a grants programme for individual businesses. Council investment pays for regional services to benefit tourism businesses collectively, such as marketing, business events and capability building. From time to time we lead central government programmes for the region. For example, HWT was the lead entity for the $3.75 million Thermal Explorer Regional Events Fund, which supported new and existing events across the Waikato, Rotorua, Ruapehu and Taupō. HWT members can be included in activity linked to government programmes like these if/when relevant.
Does HWT build tourism infrastructure, hotels or attractions?
No. Councils and central government plan and invest in public infrastructure such as roads, parks and visitor facilities, and businesses invest in hotels, attractions and tourism experiences. Our role is to help make the case and connect the people involved. Through the Destination Management Plan we identify where the region needs more accommodation, infrastructure or new experiences, share visitor data and insights, and work with councils and operators to strengthen the region's visitor offering.
Does HWT make a profit from tourists?
No. HWT is a limited liability company operating under a not-for-profit model, and we don't earn money from visitors because we don't sell tours, tickets or bookings. Our revenue comes from council investment, industry investment through Membership and joint campaigns, and central government investment for specific programmes. Council investment pays for the regional tourism services set out in our agreement with councils.
Is HWT just an advertising or marketing agency?
No. Marketing is one part of our work, and unlike an agency, we promote the whole region rather than individual clients. We also run the region's convention bureau for business events, help tourism businesses build capability, lead the Waikato Destination Management Plan, share visitor data and insights, represent the region's tourism interests nationally, and lead government programmes such as the Thermal Explorer Regional Events Fund.
Do ratepayers pay for tourists' holidays?
No. Visitors pay their own way. Council investment pays for promoting the region as a destination and supporting the tourism industry, and the aim is to bring new spending into the local economy. In the year to June 2026, visitors spent $884 million across the HWT region (MBIE Monthly Regional Tourism Estimates), money that flows to local businesses and the jobs they support.
Does tourism benefit locals, or only visitors?
Locals benefit too. Visitor spending helps keep cafes, restaurants, shops, attractions and event venues viable, giving residents more to enjoy than the local population alone could support. Tourism creates jobs, and events attract visitors while giving locals more to do. The Waikato Destination Management Plan was developed with communities, iwi and industry, and its goal is that the visitor economy positively contributes to thriving Waikato communities: people, culture and the environment.
A vibrant place to visit is a vibrant place to live.
Who can I talk to about HWT?
Council representatives can contact our General Manager. Call +64 7 843 0056 or email info@waikatonz.com.