Northeast Iceland Strategic Tourism Plan:

A five year strategy

2009-2014

Report 2

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Northeast Iceland Strategic Tourism Plan:

A Five Year Strategy 2009 - 2014

Report 2

Submitted to:

Þingeyjarsýsla Regional Development Agency

Submitted by:

John S. Hull Associates, Inc.

Kalahari Management, Inc.

Icelandic Tourism Research Centre

New Zealand Tourism Research Institute

December 15, 2008

Northea

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Acknowledgements

John S. Hull Associates, Inc. would like to extend their sincere appreciation to the following individuals and organisations for their assistance in the research, writing, map production, editing, and formatting of these documents. Without the assistance and teamwork from the following people, this document never would have been finalised and presented to the Thingeyjarsýsla Region Development Agency Board of Directors.

First and foremost thanks to the staff of the Thingeyjarsýsla Regional Development Agency for their research assistance, translation, and administrative support. We would like to thank Gunnar Jóhannesson for his direction as Economic Development Officer, Ari Páll Pálsson for his extensive research and translation work. In addition we would like to thank Sif Jóhannesdóttir for gathering information on the cultural heritage in the region and Vilborg Gissurardóttir, a Bachelor´s student at Holar University College and intern at the Atthing, for her assistance with the media plan and for coordinating the logistics for the public workshops.

In addition we would like to thank the Icelandic Tourism Research Centre and Edward Huijbens for his guidance and support in researching, networking, and promoting the project with other university researchers. His efforts were critical in gathering important information on the natural heritage, especially his contacts with Hörður Kristinsson, who provided important information on the rare flora of the region and Rúnar Óskarsson from Fjallasýn Rúnars Óskarssonar who worked with us at the preliminary stage to identify important baseline data.

We would also like to especially thank Daníel Borgþórsson for his GIS expertise and map making skills which are evident throughout the State of Affairs document. His important work served as the basis for the document and is critical in moving forward with the recommendations for the strategic tourism plan in the region.

Thanks are also extended to the staff at the Husavik Academic Centre including Óli Halldórsson and Haraldur Reinhardsson for providing baseline information on the natural heritage. Thanks also to Þorkell Lindberg Þórarinsson for his expertise in organising the natural heritage information, and especially for presenting on the birds of Northeast Iceland at the public workshop.

Finally, in New Zealand, we would like to extend special thanks to the staff of the New Zealand Tourism Research Institute who assisted with the writing of the different sections of the report and plan. First special thanks go to Simon Milne, Director, Carolyn Nodder and especially Suzanne Histen for coordinating the research and to Viviena Schaaf for the administration of the project. Thanks to Steve Airey, Keri-Anne Wikitera, Yixin Luo, Etienne Vignali and Ulrike Sassenberg for their teamwork in conducting the research. I would also like to recognize Starr Nguyen for her research, formatting, and hard work at the end of the document that helped to complete the contract.

Personally I would also like to thank the research team that is working with us on this project – Carol Patterson of Kalahari Management, Edward Huijbens of the Icelandic Tourism Research Centre, and Simon Milne of the New Zealand Tourism Research Institute for feedback and advice during this project.

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Table of Contents

1.0 Introduction …………………….…………………………………………… 1 1.1 Objectives of the Strategic Plan …………………….…………...…. 2 1.2 Work Tasks Undertaken …………………………….…………...…. 2 1.3 Strengths and Weaknesses of Tourism in Northeast Iceland …..... 3 1.4 Opportunities and Needs of Tourism in Northeast Iceland ……... 5 1.5 Vision Statement ………………………………………….…………. 7 1.6 Organisation of report ……………………………………………… 8 1.7 Core Principles of the Strategy ………………………………….…. 8 1.8 Strategic Approach ……………………………………….…………. 11 1.9 Integrating Complementary and Coordinated Programs …….…. 13

2.0 General Developmental Strategies …………………………………………. 16 2.1 Planning and development …………………………………..…..…. 16 2.2 Product development ……………………………………………… 17

2.2.1 Natural attractions ………………………………………..…. 18 2.2.2 Cultural attractions …………………………………………. 19 2.2.3 Recreational attractions ………………….………………… 21

2.3 Marketing ………………………………………………….…….…. 21 2.3.1 Partnerships and alliances …………………………………. 22 2.3.2 Marketing tools ……………………………….….…………. 23 2.3.3 Media relations ……………………………….…….………. 23 2.3.4 Travel Trade ……………………………….…………….…. 24 2.3.5 Promotions ……………………………………………….…. 24 2.3.6 Marketing Support Initiatives …………….………………. 25

2.4 Education and Training ……………………………………………. 25 2.5 Access ………………………………………………………….……. 26 2.6 Infrastructure ……………………………………..……………..…. 28

2.6.1 Water and sewage …………………………………….……. 29 2.6.2 Electricity ………………………………….……………..…. 29 2.6.3 Solid Waste …………………………………………………. 29

2.7 Technology …………………………………………………………. 30 2.8 Support services ……………………………………………………. 30

2.8.1 Organisations—Geotourism Alliance ……..……………… 30 2.8.2 Marketing coordinator ……………………………………. 30 2.8.3 Geotourism Education and Training Centre

of Excellence ……………………..…………………….….... 30 2.8.4 Special projects – GEBRIS, Northeast Iceland

Culinary Project, Yule Lad Project, Regional Development Planning Using GIS Technologies ….…….... 31

2.9 Support Sectors …………………………………………….………. 31

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2.9.1 Accommodations ………………………….…..……………. 31 2.9.2 Food and Beverage …………………………………………. 31 2.9.3 Handicrafts ……………………………….…………………. 33

3.0 Specific Strategies ……………………………………………………..……. 33 3.1 Targeting Visitors to the Region – Enhancing Experience …….. 33

and Extending Stay 3.1.1 Goal ……………………………………………………….…. 33 3.1.2 Objective …………………………………………….………. 33 3.1.3 Product development ………………………………………. 33 3.1.4 Markets and marketing ……………………………………. 34 3.1.5 Education and training ……………………….……………. 34 3.1.6 Access ………………………………………………………… 35

3.2 Targeting Domestic/International Visitors from Around Iceland .. 35 3.2.1 Goal ……………………………………………...………….. 35 3.2.2 Objective …………………………………………………….. 35 3.2.3 Product development ……………………………………….. 35 3.2.4 Markets and marketing …………………………………….. 36 3.2.5 Education and training …………………….……………….. 37 3.2.6 Access …………………………………………………….…… 37

3.3 Creating New Destination Trips to Attract International Markets … 37 3.3.1 Spa/Wellness ……………………………….………………. 37 3.3.2 Hiking ………………………………………………………. 40 3.3.3 Photography ……………………………..………….…..…. 45 3.3.4 Outdoor or Eco-adventure ………………………..………. 49 3.3.5 Agritourism ……………………………………….…….…. 54 3.3.6 Creative Tourism …………………………………….……. 59 3.3.7 Birding …………………………………………….…….…. 62 3.3.8 Winter ………………………………………..….…………. 68 3.3.9 Culture and Events …………….…………………….……. 71

3.4 Implementation Strategy Tables ……………………………….… 77 3.5 General Development Strategies …………………………………. 77 3.6 Sub-regional Development Strategies …………………….……… 81

4.0 Conclusions …………………………………………………………..……. 88

Appendix 1, 2, 3 ……………………………………………...……………………. 89

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1.0 Introduction

The region of Northeast Iceland is one of the top tourism destinations in Iceland, welcoming over 100,000 visitors a year to whale watching and geothermal attractions centred around an expanding nature-based tourism industry. In an effort to better manage growth in the region the Þingeyjarsýsla Regional Development Agency commissioned a tourism strategy to outline a direction for future planning and development from 2009 to 2014. The strategy adopts the United Nations Development Program’s (UNDP) framework for sustainable tourism as its main premise. The framework is based on the belief that the tourism industry is centred around the natural and socio-economic environment of a destination. These resources serve as the basis for the development of clusters of attractions and activities and secondary support services that define the supply side of the industry. These services create market demand which attracts tourists from international and domestic markets as well as local residents to foster sustainable development (Figure 1).

Figure 1: Sustainable Tourism: Balancing Supply and Demand

Tourism is a worldwide industry that, in order to be sustainable, requires up-to-date information and statistics to adapt to changing global trends. It requires leadership and innovation from

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public and private agencies working together to define a clear vision and draft strategic goals and objectives for planning and development. These strategies must integrate access, market-ready products, and secondary support services into clusters of activities that provide visitors with authentic experiences. Finally these experiences must generate interest in the marketplace through promotion and marketing strategies that will encourage people to buy these products. For remote destinations like Northeast Iceland, the challenges for success are significant but not insurmountable. 1.1 Objectives of the Strategic Plan The objectives of the Strategic Plan for Northeast Iceland are meant to support the planning and development of tourism in the region to accomplish the following:

• Generate increased visitation and expenditures • Increase length of stay • Create jobs for local residents • Generate economic activity through product development • Stimulate investment • Provide quality products and services linked to the region’s unique selling points • Optimize marketing opportunities aimed at target niche markets • Preserve the natural and cultural heritage of the region.

1.2 Work Tasks Undertaken The recommendations in the strategic plan are based on extensive research that included a tourism resource inventory that is summarized as part of The State of Affairs of Tourism in Northeast Iceland document, which accompanies this report. After the completion of the State of Affairs Document, the consulting team then conducted a series of seven public consultations attended by forty-six local residents to solicit feedback regarding the strengths, weaknesses, opportunities, and challenges of tourism development in the region (Appendix 2). In addition, twenty in-depth interviews with key stakeholders were completed to verify the results of the public consultations and to further identify key opportunities and needs for the tourism industry. A survey of visitors to the region in the summer of 2008 was also completed to begin developing a profile of tourists. In addition, secondary research included a review of government reports, academic literature, and web-based information. These data have been used to generate a list of priorities and strategic recommendations for tourism development in the region over the next five years that are outlined in this report.

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1.3 Strengths and Weaknesses of Tourism in Northeast Iceland In the State of Affairs document, it is pointed out that Northeast Iceland’s numerous strengths as a destination are linked to the many unique selling points associated with the natural and cultural heritage and associated recreational opportunities found in the region. The Icelandic Tourist Board reports that the two most important factors affecting visitor’s decision to visit Iceland are the natural scenery and the rich cultural history with the former far outweighing the latter as a demand generator. For the region of Northeast Iceland local residents participating in the public consultations mentioned most often that the region’s key strengths are linked to its natural attractions. Table 1: Strengths of Tourism in Northeast Iceland

KEY STRENGTHS MENTIONS Nature 15 Húsavík (Whale Watching) 7 National Park / Waterfall / Ásbyrgi / Dettifoss 5 Mývatn 4 Bird Watching 4 Peace and stillness 3 Less traffic 1 Winter 1 Accommodation 1 Workforce (well-trained management) 1 Relics 1 Diamond Circle 1 The natural heritage of Northeast Iceland is strongly influenced by the marine environment with Húsavík promoting itself as the whale watching capital of Iceland and Lake Mývatn renowned for its birdlife, agricultural heritage, unique geology and outdoor spa experiences. Winter tourism is increasing in popularity, e.g. with the Yule Lad holiday program and winter sports and activity tours by Mývatn Ltd. The Mid-Atlantic Ridge provides a rich diversity of volcanic and tectonic features and geothermal attractions throughout the area that provide potential for further development. Eighteen rivers are renowned for their fishing and spectacular waterfalls. Dettifoss is recognised as containing the largest volume of water in Iceland. Vagalskógur woodland and twenty three unique species of flora also have potential to attract visitors interested in botany and Arctic environments. All these unique natural features have led to a network of national parks and conservation areas including the new Vatnajökull National Park that is part of the largest park in Europe.

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Hiking trails, horse riding, whale watching, fishing, hunting, flightseeing, Highland Jeep tours, and athletic competitions provide numerous recreational opportunities during the long summer days for active pursuits. In winter, snowmobiling, skating, go-cart racing, skiing, ice climbing and snowshoeing are offered in the area. In addition, there are opportunities to expand on these offerings to take advantage of the rich cultural heritage in the region that is presently untapped. In addressing the key weaknesses of tourism in Northeast Iceland, local residents in the public consultations mentioned most often the lack of access to and within the region (Table 2, page 7). Residents expressed concern that there are poor transportation connections to the ferry in East Iceland and also poor road conditions in the region to such popular attractions as Dettifoss. Air connections were also identified as limited even though Akuryeri airport is approximately one hour to Húsavík and Mývatn by car/bus. Tourism researchers have identified that access plays a key role in the development of tourism to northern destinations by providing routes for touring as well as encouraging the establishment of associated services to destinations. Lack of access remains a serious constraint to tourism development in the region. Table 2: Weaknesses of Tourism in Northeast Iceland

KEY WEAKNESSES MENTIONS Road conditions/network/poor transportation [including ferry passengers that arrive in Seyðisfjörður]/lack of access to attractions/connection to Eastern Iceland

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Short operating season 6 Shortage of service/know-how/employees 6 Lack of diversity in accommodation 4 Need for more activity options 4 Government’s lack of understanding and inaction 3 No international flights in the area 2 Tourist volume in the Mývatn region is far beyond capacity (attractions/nature is damaged)

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Poor telecommunication network 2 Lack of cooperation between businesses 2 Increasing disputes between tourism businesses, inhabitants and farmers 1 No swimming pool 1 No ATM 1 Forvöð (in Jökulsárgljúfur) not on map 1

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Figure 2: Tourism Strengths and Weaknesses in Northeast Iceland

1.4 Opportunities and Needs of Tourism in Northeast Iceland At the public consultation workshops, local residents were also clear and demonstrative in identifying the issues facing Northeast Iceland that need to be addressed in becoming a tourism destination that is competitive in the marketplace. Key opportunities for planning and development most often mentioned were focused largely on expanding the tourism product in the region along with improving the quality of secondary services, access, and marketing (Table 3). Table 3: Opportunities for Tourism

KEY OPPORTUNITIES MENTIONS Product Development there are more opportunities to attract people/unused opportunities (untouched nature/history/culture/bird- and whale watching/hiking/ ocean/freshwater fishing/riding/golf course etc.)

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Better service (toilets, signs to attractions, information, education, guides, self-guiding brochures)

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Improve road system 7 Improve marketing (brochures/website/advertisement) / attract more people/create an image in people's minds

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Be prepared for more visitors (recreation/accommodation/signs) 4 Extend season and jobs 4 More financial resources 3 Cooperation 3 Work on weaknesses 1 No mass tourism, but quality personalised tourism 1 Easier access for foreign tourists TO the region 1

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A needs assessment of twenty key tourism stakeholders in the summer of 2008 reinforced many of the points raised during the public consultations. Stakeholders mentioned most often that the needs for sustainable tourism should be focused on developing unique products, encouraging greater collaboration between the public and private sector, and building clusters of quality services to keep people in the region for longer periods of time. Stakeholders mentioned that this could be accomplished through themed routes and attractions that incorporate information to direct and control visitor behavior. In addition, there was also mention of the need for marketing strategies that incorporate a well-defined brand for the region (Table 4, page 9). Marketing experts identify that a successful brand incorporates six general principles as criteria for success: simplicity, unexpectedness, concreteness, credibility, emotions, and stories. These factors will be important considerations in developing a brand for Northeast Iceland that is recognized in the marketplace over the next five years. Table 4: Needs Assessment

KEY NEEDS MENTIONS Packaging and product development that focus on the unique selling points 34 Greater participation/collaboration/cooperation in planning/management between public and private sector

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Themed routes, walks and attractions for tourists in region 18 Marketing strategy aimed at niche markets with a well-defined brand 15 Information to direct and control visitor behavior/use of guides 14 Extending services into shoulder/winter season 14 Improve access: air/road 11 Build respect of the industry as a viable year round sector 10 Protect local natural and cultural resources that are the basis of the industry 8 Evaluate needs for secondary support services across region (hotels, restaurants, craft-shops, public washrooms, information centers)

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Training programs needed targeted at specific needs of tourism industry/increase professionalism and customer service

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Tourism plan that is implemented/investment in actions 4 Statistics for proper planning and management/decision-making 3

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Figure 3: Needs and Opportunities for Tourism in Northeast Iceland

The strengths, weaknesses, opportunities and needs identified by residents and key stakeholders (Tables 1 through 4, Figures 2 and 3) will be critical to address over the next five years as part of the strategic plan in order to ensure the development of a sustainable industry for the region. These themes have been integrated into the overall strategy for tourism in Northeast Iceland as part of this report. 1.5 Vision Statement It is important to acknowledge from the public consulations and interviews that any growth in tourism activity will require a clear vision, sustained funding, and political support. In addition, there is also required a carefully managed, co-ordinated program for product development, marketing, education and training, and improved access that acknowledges the strengths, weaknesses, opportunities and needs for Northeast Iceland. A clear vision statement is an important component of any tourism plan. The vision statement provides a direction and insight into the desired results for development. It also helps to build consensus for residents that they can agree to as a way forward. The following statement in Table 5 describes a vision for tourism development based on the public consultation workshops.

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Table 5: Vision Statement for Tourism in Northeast Iceland

Northeast Iceland will develop in the coming five years a tourism industry focused on its strengths – natural heritage, cultural heritage and recreational opportunities -- to offer a series of quality, themed-based products targeted at appropriate niche markets. Promotion and marketing will use networking with the travel trade and media along with optimized web-based marketing to build a new brand for the region that will embrace the concept of geotourism. Development will proceed through public/private partnerships where theme-based packages are organised into clusters of activities to promote visitation throughout the entire region. Adopting sustainable practices that protect the natural and cultural heritage and way of life in the region is a priority.

1.6 Organisation of report The strategy document is organised into five main sections. Section One addresses the core principles of the plan, the methodology, and the strategic approach. Section Two describes the general development strategies for the various supply and demand components of the tourism industry in Northeast Iceland. Section Three outlines the specific strategies for product and market development, education and training, infrastructure, and access. It also provides a detailed outline of the actions and potential partners. In Section Four, the implementation strategy for the three sub-regions in Northeast Iceland is presented. Finally, Section Five provides concluding remarks on implementing the strategic plan. 1.7 Core Principles of the Strategy There are a number of key tourism development principles that will form part of the tourism strategy for Northeast Iceland. General

• Initially the focus of the strategy must be on sustainable tourism in an effort to adopt practices in the region that are market driven while being environmentally supportable, economically viable, and culturally acceptable. Overall the industry should make every effort to promote “green” strategies for development.

• The strategic plan must foster the adoption of a set of guidelines that will enhance the character of the local environment, culture, aesthetics, quality of life and well-being of host communities in the region.

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• The strategy must assure that tourism is complementary to other economic activities

(fishing, farming) in the region.

• Critical to the success of the strategy will be the “buy in” and support for the plan by local tourism leaders, government agencies, and local residents.

Product Development

• Tourism development recommendations should be concentrated in clusters of activities and attractions and product networks that have the most potential. These clusters of activities will be arranged according to three sub-regions for planning and development: 1-Mývatn, 2-Húsavík, 3-Langanes (Figure 4, page 12).

Figure 4: Northeast Iceland Tourism Planning and Development Subregions

• A focus will be on identifying what is special and distinctive about the tourism product in Northeast Iceland to enhance the unique selling propositions (demand generators) through theme-based packages.

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• An important focus of the strategy will be to enhance existing attractions/activities and

packages that are already built on developed natural/cultural/recreational assets that have proven to be demand generators such as the national park.

• Priority will also be given for the development of new attractions and activities that will provide the greatest economic impact for the region.

• Finally a secondary focus will be on providing secondary support services (demand

supporters) that offer quality customer service and hospitality that will ensure a memorable experience and help to promote the region through word of mouth.

Market

• The marketing of Northeast Iceland must be supported by the development of a clear and recognized brand.

• The tourism strategy will be market-driven with practical recommendations on how to reach and sell to potential clients based on their market profiles. Target markets will include the general touring, hiking, photography, cultural heritage, bird watching, spa/wellness, meetings/conferences/incentives/events, outdoor adventure (including whale watching and wildlife watching), and creative tourism.

• The primary marketing strategy will focus on an interactive, web-based marketing approach that optimizes the website for Northeast Iceland, integrating it with the overall web based marketing of Iceland. The strategy will incorporate Web 2.0 interactive technologies in order to build a sense of community with target markets.

• A secondary focus of the marketing strategy will require building partnerships with

regional destination marketing organisations, the travel trade and media in Iceland and internationally to maximize distribution channels and marketing opportunities through a personal and customized approach that provides a maximum return on marketing investments.

Education/Training

• Education/training and research into the current trends and impacts of tourism in Northeast Iceland will be a priority for the region over the next five years to increase the professionalism, quality of service, and competitiveness of the tourism industry.

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• Partnerships will be fostered with local research and academic institutions to enhance

their involvement in supporting tourism planning and development efforts through professional development workshops aimed at key themes for the industry such as spa/wellness, slow food, and geotourism.

Infrastructure

• Infrastructure upgrades and assessments that address sewage and solid waste disposal, water supply, energy needs, and telecommunications for the region will be analysed to identify present capacity and future needs as the tourism industry grows. This assessment will also assist in contributing to the development of an environmentally-friendly, green tourism industry for Northeast Iceland.

Access

• The strategy supports the need for more efficient access to and within Northeast Iceland by improving linkages between air, water, and land transportation as well as through improving the linkages between the subregional tourism clusters of Mývatn, Húsavik, and Langanes.

Support Services

• The GIS mapping of secondary support services in the region outlined in the State of Affairs document will be used as a tool for supporting strategic investment and development of tourism clusters in the three sub-regions. The presence of tour and travel operations, restaurants, handicrafts, convenience store, banks, tourist information offices, public safety facilities will be evaluated to ensure that there is adequate support of facilities and services across the region for tourists. The mapping will also serve as a tool for wayfinding and pretrip planning as part of the marketing of Northeast Iceland.

1.8 Strategic Approach The Northeast Iceland Strategic Plan will be based on a product-market match approach to tourism development. This approach integrates a product analysis of the destination and its unique selling points (USPs) with a market analysis of potential target segments, trends, and competition. Report #1 outlining the present State of Affairs of Tourism in Northeast Iceland serves as the resource guide that addresses the product and market analysis on which this tourism strategy is based. Figure 5 illustrates that customers drive the overall strategy, and their feedback is critical in achieving market readiness. Through a market and product analysis,

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opportunities and trends are considered so as to identify market, product, training, infrastructure and service elements that can be developed that are market ready. These elements are then tested in the market place through promotion strategies to determine their appeal with potential customers. At present the availability of current market data on visitation to the region is limited to departure surveys conducted at the Keflavik Airport. The 2008 visitor survey in Northeast Iceland provides a first step in defining the profiles of tourists to the region based on information collected at the local Visitor Information Centres. As part of the five year strategy, a more concerted effort will be made to develop a profile of visitors to the region based on the coordination of annual surveys to identify tourist arrival numbers and characteristics that include: place of origin, purpose of visit, length of stay, age, gender and number in travel party, type employment and income, places visited, expenditure patterns, mode of transport, and satisfaction levels. This information will assist in better understanding target markets.

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Figure 5: Product-Market Match Strategy

Source: EPG Canada

1.9 Integrating Complementary and Coordinated Programs To successfully continue the strategic development of tourism in Northeast Iceland over the next five years, marketing, product development, support services, education and training, access and infrastructure development must occur simultaneously. There is a need for complementary and coordinated programs that will help build a quality product throughout the region through careful planning that supports and reinforces the UNDP’s principles of sustainable tourism (Figure 6).

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Figure 6: Integrating Product, Market, Support Services, Access and Infrastructure, Education/Training

In addition to a series of complementary and coordinated programming recommendations, three strategic market opportunities for further growth in the study area are also proposed that focus on three types of customers. These market opportunities are seen as forming the basis of the Northeast Iceland Strategic Tourism Plan and are outlined below.

Targeting Visitors to the Region – Enhancing Experience and Extending the Stay First it is acknowledged that targeting visitors that are already in the region provides an important opportunity for the industry. Product enhancement and targeted marketing through local distribution channels will assist in encouraging visitors to extend their stay in the region through new half-day and day long, guided and self-guided activities targeted at local markets.

Targeting Domestic/International Visitors From Around Iceland Second, targeting domestic and international visitors in Iceland through promotion and marketing strategies aimed at the Reykjavik, East Iceland, and Akuryeri markets will provide opportunities for travellers to schedule a trip or add-on Northeast Iceland to their itineraries. Two (weekend) and three day packages and itineraries will be developed aimed at the domestic weekend getaway market in addition to international travellers incorporating Northeast Iceland as part of a tour of the country.

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Creating New Destination Trips Targeting New International Markets

Finally, through both an Internet-based and co-operative overseas promotion and marketing campaign, Northeast Iceland will partner with regional and national marketing agencies to target new niche markets as part of the development of a series of guided and self-guided products that are linked to the natural, cultural, and recreational opportunities in the region. These trips will be five to seven day trips that are exclusive to Northeast Iceland.

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2.0 General Developmental Strategies

The following developmental strategies are recommended for the region of Northeast Iceland. These strategies are meant to reinforce the general principles of the plan and provide a more specific context for tourism development in the region over the next five years. 2.1 Planning and Development The overall approach to planning and development is to ensure that tourism development is “market driven” to attract tourists to the region.

• A recognized brand that is unique to Northeast Iceland is therefore required that acknowledges the need for more sustainable forms of development. This brand must be agreed to by local public and private tourism organisations in the region.

• As part of the rebranding effort, Northeast Iceland will adopt the National Geographic’s

Geotourism Charter (Appendix 1). Geotourism is defined as tourism that sustains or enhances the geographical character of a place – its environment, culture, aesthetics, heritage, and the well-being of its residents. The geotourism charter identifies the following principles outlined in Table 6, page 19.

o An alliance of public and private stakeholders will be formed to implement the charter in the region.

o The Regional Development Office (Atthing) will be the point of contact with local stakeholders and National Geographic to lead the effort in finalizing the charter.

o Critical to the successful implementation of the charter will be the need to secure support from local tourism leaders, businesses, and government agencies.

o National Geographic Centre for Sustainable Destinations (CSD) will work with destination stakeholders to further identify, sustain, develop and market geotourism assets unique to the locale.

o The CSD will work with the local alliance in Northeast Iceland to create a co-branded National Geographic map that highlights the natural, historic, and cultural assets unique to the destination.

• Planning and development of tourism in the region is to reflect the principles of the

geotourism charter will be focused on three tourism sub-regions (Mývatn, Húsavik, Langanes) within Northeast Iceland. The implementation strategy will be organised by region to prioritize the specific needs for each area.

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• Tourist flows throughout Northeast Iceland will build on present visitation patterns with Mývatn, Húsavík and the National Park serving as anchors for the industry. For the eastern subregion, the National Park will serve as an anchor/gateway.

Table 3: Principles of Geotourism

Integrity of place

International codes

Market selectivity

Market diversity

Tourist satisfaction

Community Involvement

Community Benefit

Protection and Enhancement of Destination Appeal

Land Use

Conservation of Resources

Planning

Interactive Interpretation

Evaluation

2.2 Product Development

Product development in Northeast Iceland will be based on enhancing existing attractions and /or packages that are built on already developed activities, and natural/cultural assets. New attractions and activities will support the “anchor” attractions of– Mývatn, Húsavík, and the National Park. Smaller, secondary tourism clusters will then be developed to support anchor attractions throughout the region with strategic development focused on products, such as Langanes, that have the most potential to attract visitors. In general, the following general product development principles should be followed.

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• Ensure that there are unique attractions for each sub-region that are market-ready, and that offer a high-quality, authentic experience for Northeast Iceland.

• Product development will focus on organizing a series of themed based tours based on the State of Affairs inventory of natural, cultural and recreational opportunities and target markets. These tours will incorporate anchor attractions and secondary support clusters.

• Self-guided and guided tours and events will be offered to increase length of stay as the industry expands.

2.2.1 Natural Attractions The natural assets of Northeast Iceland are the major draw for visitors to the region. Lake Mývatn, Húsavík, and the National Park are recognized as anchor attractions and form a popular tourism circuit that has been recognized as, “The Diamond Circle.” These three sites should develop appropriate visitor management strategies to minimize negative impacts of increased tourist flows to preserve these attractions.

• The geothermal attractions found along the Mid-Atlantic Ridge through Northeast Iceland have formed spectacular landscapes that provide recreational opportunities for visitors interested in hiking, spa/wellness, photography, and general touring. Similarly to the marine environment, there is a need to develop a visitor use management strategy for sensitive areas that defines zones of access, a code of ethics, quality interpretive programs, necessary infrastructure to accommodate and direct visitors, and a surveillance program using a list of sustainable tourism indicators from the UNWTO Handbook for Sustainable Tourism Destinations. Lake Mývatn should receive special consideration due to its pseudo-craters, Dimmuborgir, the lake and adjoining freshwater rivers, the mud pools, Myvatn Nature Baths, and Krafla, all sensitive areas that need to be monitored so as to conserve these resources and preserve the long-term integrity of this fragile region. This should be done in cooperation with the Environmental Agency of Iceland.

• The rich marine environment of Northeast Iceland supports a diversity of marine mammals, seabirds, and fish that have helped to identify the region as one of the most popular whale watching destinations in Europe attracting approximately 150,000 visitors annually. Due to the biodiversity and accessibility of these marine resources, a review of marine wildlife regulations with local partners should be considered using the New Zealand Department of Conservation’s wildlife regulations for marine wildlife, recognized as a global model for management where there is increasing interaction between visitors and wildlife. These regulations should be adopted especially at the Port

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of Húsavík and in the adjoining bay where many tours are offered. Access to sensitive nesting areas of seabirds should also be restricted. A visitor use management plan for the Port is needed to assist in reducing conflict between visitors and the commercial fishery.

• Protected areas play a key role in attracting tourists to rural and remote areas. The establishment of Vatnakjökull National Park, the largest national park in Europe, provides a new opportunity to promote and market the park as a destination attraction. There is a need to develop a visitor use management strategy for Dettifoss and the canyon as well as Ásbyrgi in the Park. This strategy should be organised in cooperation with the Regional Board of the National Park in the area. The development of appropriate infrastructure and signage for safe and secure visitation to properly manage the thousands of visitors that visit these sites annually is needed. A Friend’s of the Park Organisation should also be formed to assist with park management and the development of secondary services. A meeting with the Gros Morne Cooperating Association in eastern Canada should be organised to understand the operational management and opportunities available to the region through the creation of a friends group.

• The eastern region of Northeast Iceland remains largely pristine and undeveloped. There are many opportunities to incorporate outdoor adventure with the natural and cultural attractions in the area. Due to the limited infrastructure, it is recommended that theme-based tours be developed using as much exisiting infrastructure as possible and using the National Park as a gateway to the region. Local residents have suggested a lighthouse and legends tour to recount the folktales and sagas of the region; an Arctic experience tour to visit the southern boundary of the Arctic Circle and the Arctic Henge project; a geology tour that will incorporate a visit to the proposed Earthquake Centre and the numerous fossil sites; and a birding tour that follows the coastline and includes a visit to the northern gannet colony at Langanes. The development of a Great Walk modeled on the popular New Zealand program is also recommended to take advantage of the many trails in the area and to encourage a three to five day experience for tourists interested in hiking.

2.2.2 Cultural Attractions

The rich cultural heritage of Northeast Iceland is focused on the region’s long association with fishing and farming. Many local community events and festivals are based on traditional fishing and farming practices with the Réttir being one of the biggest events in the region. District museums and archaeological sites provide evidence of the early settlement of the area. Folklore, legends, and the sagas also provide a rich oral tradition that is recounted on cultural heritage tours in the region. There are many opportunities to expand the cultural product offerings in

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Northeast Iceland through the development of theme-based packaging and cultural itineraries for tourists. A few recommendations are provided below.

• A series of theme-based touring routes that combine visits to local cultural centres, lighthouses, district museums, abandoned fishing villages, maritime and food festivals, the boat building tradition, local handicrafts, and archaeological sites of Swedish settlement. Self-guided and guided itineraries should be considered to provide visitors with an understanding of the accounts of early settlers, and history of trade in the fishing villages that has helped to “breed a culture of rugged, proud people with strong connections to the past and strong survival skills.” (see Cultural and Events specific strategies).

• Similarly, the rich agricultural heritage should be organised into an agritourism product that combines a farmstay with opportunities to work on a local farm, assist with the Réttir, learn about traditional and present day agricultural practices through a visit to one of the cultural monument sites (turf/timber houses), participation in a local festival, market or event (horse competition, music, handicrafts), and program to sample the local cuisine such as Hverabrauð and Smoked Trout. (see Agritourism Specific Strategy).

• Consideration should be given to partner with the Northern Europe’s New Economuseum network based in Norway (twenty years in Canada). Southern Iceland is presently participating in this Northern Periphery Program funded project (http://www.economusees.com/). A partnership should be fostered over the next five years to collaborate on identifying unique cultural handicrafts and a creative tourism network (see Creative Tourism Specific Strategy) that will provide visitors with an opportunity to meet a local craftsperson, witness a handicraft demonstration, and have an opportunity to buy a local souvenir. The Yule Lad handicrafts should be prioritized as the first souvenir for production and development under this new European program. This could be a cultural program and network linked to communities surrounding the new National Park.

• Finally a series of events should be organised to highlight the folklore, legends, literature, poetry and Icelandic Sagas of the region. A dinner theatre program should be developed in Mývatn to offer evening theatre and a literary event for visitors, .e.g. drawing on the experience of the Saga museum in Hvolsvöllur and the framing of Gíslasaga in an event in Dýrafjörður. This summer program could be organised through the theatre group in Akureyri as a type of summer theatre festival to complement the present winter theatre weekends (see http://www. theatrenewfoundland.com/gmtf.html). A literary festival should be formally organised that attracts national writers and poets to conduct public readings and offer writer’s workshops. National radio broadcasts throughout the country

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should be featured (based on a similar model in eastern Canada see Specific Strategies Culture and Events for more details).

• The Saga maps for Northeast Iceland scheduled for completion in 2009 should also be

promoted and marketed along with the political geotourism map as part of the effort to enhance the oral traditions and the cultural heritage in Northeast Iceland to potential visitors.

2.2.3 Recreational Attractions

• Packaging and product development for recreational opportunities in Northeast Iceland should be targeted at developing a number of market-ready, quality products throughout the region that have the greatest chance for success and that incorporate the following themes -- specifically hiking, winter, outdoor adventure, bird watching, and athletic events. A bike and/or hiking route around Lake Mývatn should also be considered to provide visitors to the destination with an opportunity to travel comfortably by bike to the local attractions.

2.3 Marketing

The initial marketing effort should be focused on developing an interactive web-based strategy that maximizes use of Web 2.0 technologies through the new recently launched website for Northeast Iceland. The focus of the marketing strategy recommended in this report adopts a highly targeted approach, designed to reach those specific markets that have been identified as having greatest potential for the region. Initial overall marketing efforts should include the following:

• Development of an online mitigation strategy to inform potential visitors that Iceland is still open for business and that travel has not been disrupted by the recent financial crisis. In fact, mention should be made of the affordable opportunities that are available to international visitors as a result of the decrease in the exchange rates. As part of this strategy, a blog should be organised on the regional website that allows foreign travellers to document their recent experiences in Iceland to reassure potential new visitors that it is business as usual. This strategy should be done in cooperation with the Icelandic Tourism Board to legitimize the information being provided on the blog.

• In adopting the Geotourism Charter in Northeast Iceland, the region will be the first destination in Iceland to align itself with this international certification and marketing program providing the region with a competitive advantage in the marketplace as well as the development of a co-brand for the destination that is linked to a following of over

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four million members. By adopting the charter, the region will also be able to align itself with the Centre of Geotourism in western Norway, helping to establish important research linkages and networks to such funding organisations at the Nordic Innovation Centre.

• In an effort to improve the marketing capacity of Northeast Iceland, a marketing

coordinator should be hired as part of the geotourism strategy to build partnerships with the National Geographic Geotourism Program, with the Icelandic Tourism Board, and North and East Iceland marketing agencies. Locally the marketing coordinator should be a liason with the new National Park and the Visitor Information Centres. The coordinator should also develop an annual marketing strategy and report that is approved by the geotourism alliance that documents the success of web-based strategies, travel trade, media, FAM tours, and ad campaigns initiated to promote and market the region to target markets identified in this strategy as part of the marketing efforts for North Iceland.

• As part of the overall marketing strategy, local residents should work with an Icelandic marketing agency in defining a new image or brand for Northeast Iceland over the next five years that will provide the region with a competitive advantage in the marketplace. This image/brand should be reflective of the unique natural assets in the region. The image/brand should incorporate six general principles as criteria for brand success: simplicity, unexpectedness, concreteness, credibility, emotions, and stories.

2.3.1 Partnerships and Alliances

• As part of the marketing strategy, the marketing coordinator should build cooperative

marketing partnerships with regional and national marketing groups and associations over the course of the five year strategy. These include partnerships with associations in East Iceland, the North Iceland Marketing Organisation, the Icelandic Tourism Board, and the National Geographic Society.

• Partnership activities should focus on: o Ensuring that Northeast Iceland is incorporated into collateral material such as

brochure, websites, publications, and joint ad campaigns. o Making sure that collateral material from Northeast Iceland is provided to these

associations when then attend select travel trade and consumer shows that are of benefit to Northeast Iceland.

o Placing paid advertisements in travel guides of these associations. o Participating in travel media and travel trade familiarisation tours organised by

these associations.

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o Working together to improve issues of common concern such as access, marketing to cruiseships, and package development where appropriate.

o Ensuring that brochures on Northeast Iceland are available through these associations and their distribution centres (e.g. visitor information centres).

o Supporting market-ready tourism operators in Northeast Iceland so that they can be promoted to international markets.

2.3.2 Marketing Tools

• The adoption of new Web 2.0 new technologies should be considered over the five years to enhance the usability and functionality of the regional website. These interactive technologies (e.g. blog, flickr, twitter, facebook, You Tube, My Space) will also assist in promoting the region through an attractive and aesthetically pleasing website that supports the brand and principles of the Geotourism Charter. Once the new brand is developed for the region, changes to the website should be made to reflect this new image for the region.

• The lure brochure and regional guidebook should be updated annually and changed as needed to reflect the new brand, the geotourism charter, and the new products being developed for the region.

• A web audit of the website for Northeast Iceland should be conducted to optimise the site, adopt a content management system, and improve traffic and online booking and reservations for the region. A secure booking system should be offered as part of the online services.

2.3.3 Media Relations

• A list of media contacts should be generated by the marketing coordinator. The tourism strategy provides an initial list of potential options based on target markets.

• Northeast Iceland should work in partnership with North Iceland and/or East Iceland and/or Icelandic Toursim Board, Icelandair and Air Iceland to develop a database and select a number of contacts for an annual familiarisation tour that attracts travel writers to prepare articles on the area for the general media as well as the specialty travel media linked to the proposed target markets.

• A media kit should be developed and distributed that includes professional photography,

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information on the unique appeals of the area on tourism businesses and packages, as well as contacts for more details.

• There should be an annual review of media relations by the members of the alliance.

2.3.4 Travel Trade

• A list of national and international tour operators based on target markets should be generated by the marketing coordinator. Partnerships should be developed with these companies to assist Northeast Iceland in development and marketing destination packages for the region.

• An annual familiarisation tours for travel trade should be developed to test new product and packages being organised in the region.

• Attendance at key international travel trade shows including ITB Berlin and New York Adventure Show, World Travel Mart in London, Westnorden Travel Mart in Copenhagen, should be considered based on budget and targeted markets in Europe and North America in collaboration with national marketing campaigns and strategies. There should be consideration for the long-term development of the Japanese market due to the recent publicity linked to the television show promoting the area targeting autumn and winter experiences (specifically for autumn/winter experiences).

2.3.5 Promotions

• The marketing coordinator should request specific readership and demographic profiles

from potential advertising venues linked to target markets to determine which provide the best coverage for marketing dollars invested. Examples of potential marketing vehicles are identified in the specific strategies.

• Each year a few selected promotional efforts should be identified that will increase awareness of Northeast Iceland in key target markets. These will include a mix of purchased half-page advertisements in regional/national travel guides, recognition in international travel guides, and the purchase of ads in the Specialty Travel Index showcasing specific packages and tours (http://www.specialtytravel.com/).

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2.3.6 Marketing Support Initiatives The following marketing support initiatives should also be considered. These include:

• Development of a database on inquiries, including basic information on their travel interests. A database should be built not only from inquiries but also through trade shows, and lists from special interest clubs.

• Coding promotions to see which ones are generating the highest call to action, web hits, and inquiries via phone and mail.

• Other evaluation techniques should include monitoring media coverage, visitor counts at information centres and area attractions, trends based on occupancy data, an surveys of tourism businesses.

2.4 Education and Training

• The tourism strategy for Northeast Iceland will provide annual professional education and

training opportunities for the industry to ensure that the local population and tourism entrepreneurs are well-trained, provided with current information, and expertise to improve business performance and offer a high-quality product for visitors. A Geotourism Training Centre of Excellence in partnership with the Húsavík Academic Centre, the Icelandic Tourism Research Centre, the Icelandic Trade Council the Northeast Iceland Nature Centre, the National Park, and the Svartárkot project will be developed to identify the top priorities for education and training linked to the tourism industry centred around core learning principles that address the natural and cultural heritage of the region, hospitality training, business development, leadership and innovation, product development and marketing, as well as strategic management.

• The professional program will not be targeted at only providing information to

increase awareness and understanding but also to insure high quality products and services, positive experiences for tourists, and a competitive workforce. It will utilise innovative, hands-on methods of learning that include shared experiences, group work, and best practice through on-site training opportunities, study tours, vocational training, as well as self-training and assessment tools.

• The outcome of the education and training programs will be to build a knowledgeable, skilled and motivated workforce for the region that promotes leadership and innovation.

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• Target audiences for the education and training program will include youth, community leaders, businesses, potential entrepreneurs, interpretive guides, tour operators and key stakeholders from the public sector.

2.5 Access Limited access to and within Northeast Iceland is identified as the major weakness for tourism development. The following recommendations are necessary to upgrade and improve access over the next five years. Road

• There is a need to improve the efficiency of access to the region through a multimodal approach (air/bus/water) that diminishes travel time to the region and provides more opportunities to lengthen the stay of visitors within the region. Improved access to important attractions and activities in the region is critical to the development of the themed touring routes and touring circuits in the three sub-regions. Providing alternative transport options through hybrid/electric vehicles will also assist in the marketing and promotion of the region as a destination that is conserving local resources.

• All key roads in the region should be paved within five years to facilitate access to major anchor attractions such as Dettifoss and the National Park.

• A review of the present bus schedule should be made that recommends alternatives to strengthen tourist flows to and between the anchor attractions of Northeast Iceland on a daily basis in the high season. This service should be modelled on the Kiwi Experience service offered in New Zealand and should use electric buses to conserve energy use. A pilot study should be conducted to assess demand for this service. One shuttle service should be provided around Lake Mývatn that stops at major attractions two to three times a day. A second pilot service between Diamond Circle attractions in the high season that runs three times a day depending on demand should also be considered.

Air

• Due to the recent proposed development of the Alcoa power plant, a demand for improved air access linked to the expansion of the utility industry has been identified. The corporation has expressed the need for an upgrade to the local airport facilities. It is therefore recommended that there be discussion of a pilot project to examine the market feasibility of Húsavík as an air destination for visitors. There is a unique opportunity to

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link the power generation in the region with a renewable tourism transport product linked to the airport’s development through the organization of road transportation services that are powered by electricity.

• Testing market demand through charter flights with specialized wholesalers and discussions with Air Iceland on a stopover as part of the flight to Þórshöfn should be considered.

Water

• The development of the Port of Húsavík as a cruise destination, specifically targeting the adventure/expeditions cruise market should become a top priority as part of the region’s plan to respond to the worldwide growth of this sector. The following ships have been identified as suitable for visiting the port of Húsavík and should be contacted as potential clients. The harbour master should strongly consider working with ships that are members of the Association of Arctic Expedition Cruise Operators (AECO) http://www.aeco.no/. Environmental controls should be enforced for Húsavík and the harbour to restrict bilge cleaning operations and ocean dumping.

Table 4: Potential Expedition Cruiseships Suitable for Visiting the Port of Husavik Name Owner LOA

(M)

Beam

(M)

Draft

(M)

PAX

Professor Motchanov Oceanwide Expeditions

71.6 12.8 4.5 54

Professor Multanovskiy

Oceanwide Expeditions

71.6 12.8 4.5 54

Girgoriy Mikheev Oceanwide Expeditions

66 12.8 3.5 46

Aleksey Maryshev Oceanwide Expeditions

66 12.8 3.5 46

Clipper Adventure Clipper Cruise 100 16.3 5.2 122

Polar Star Polar Star Expeditions

86.5 21.0 6.06 105

Seven Seas Navigator Regent Seven 170.0 24.6 6.4 490

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Seas

Seabourn Pride Seabourn Cruise

134.1 19.2 5.0 208

Seabourn Sprint Seabourn Cruise

124.1 19.2 5.0 208

Seabourn Legend Seabourn Cruise

124.1 19.2 5.0 208

Orion Travel Dynamics

102.7 14.0 3.71 106

Fram Norwegian Coastal Voyage

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Lyubov Orlova Cruise North 100.0 15.8 4.66 122

Explorer Adenture Canada

73.0 19.2 4.2 100

Hanseatic Hapag Lloyd Cruises

122.8 17.9 4.69 194

Akademik Ioffe The Adventure Fleet

117.6 18.2 5.9 110

Silver Cloud Silver Sea Cruises

156.6 21.0 17.3 296

Silver Wind Silver Sea Cruises

156.6 21.0 17.3 296

Silver Shadow Silver Sea Cruises

185.9 24.9 5.94 381

Silver Whisper Silver Sea Cruises

185.9 24.9 5.94 381

2.6 Infrastructure

In order to support the principles of the Geotourism Charter, the tourism strategy advocates the development of an environmentally-friendly tourism industry through infrastructure and programs that conserve water, maximize the use of renewable energy resources (energy, geothermal heat), and the recycling of waste.

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2.6.1 Water and sewage Northeast Iceland is blessed with an abundance of pure spring water. In fact there are plans to export this resource to regions that are experiencing water shortages. It is therefore recommended that efforts are made to conserve water in the region through water conservation programs that monitor consumption levels. For instance, at accommodation providers throughout the region, low-flow shower heads should be installed and grey water should be recycled where ever possible. Even though there are presently no shortages of water and sewage is not presently a problem, there is a need for a monitoring system to guard against contamination, to protect fragile water supplies, and to provide regular maintenance of household and business sewage systems to avoid contamination of surface areas. 2.6.2 Electricity

Northeast Iceland presently has plans on the books for the development of three, potentially four new power stations in the region. The development of these electrical power systems should ensure adequate and reliable power and utilise conservation techniques to monitor and conserve energy consumption. For many green tourism destinations, energy audits (costing approximately 10,000 ISK) provide one of the most important tools for reducing the operational costs of tourism businesses. Bi-annual audits should be offered to the tourism industry to reduce consumption. 2.6.3 Solid Waste A formalized regional waste management programme is needed for Northeast Iceland that adopts the 3-R philosophy (Reduce, Reuse, Recycle).

• The present recycling programme in the region should be promoted with signs to alert visitors to their existence. An education program should also be organised to raise awareness.

• Public trash and recycling receptacles should be available for visitors in communities and at major attractions throughout the region.

• Signs should be posted to alert tourists and the general public about the need to reduce littering.

• Creative strategies for reusing waste should also be considered. Maho Bay in the Caribbean and the Dana Nature Reserve in Jordan both take recycled glass and produce arts and crafts that are sold to visitors.

• A community compost program for Northeast Iceland for restaurants and community, should be initiated to divert organic waste for use in local gardens.

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2.7 Technology

• The region of Northeast Iceland should be in contact with the Ministry of Communication to ensure that upgrades and improvements to the broad band system in the region is completed by the end of 2009 as scheduled. In order to address present gaps in Internet service, a series of hotspots should be identified (Mývatn, Húsavík, National Park) to provide tourists with access to the Internet as they travel through the region.

• The use of GIS technologies for tourism land use planning and development should

continue. The maps that have been created as part of the State of Affairs document that accompanies this report should be finalized using a global positioning system (GPS) to support planning and development strategies in addition to marketing opportunities for the tourism industry. These land use maps should also be used as a tool to maintain the local character of the region, to manage visitor flows and also to assist with marketing and wayfinding.

2.8 Support Services The following support services should be organised to support the tourism industry over the next five years to assist in the implementation of the strategy. 2.8.1 Organisations—Geotourism Alliance

• An alliance of public and private stakeholders should be organised into an alliance that will support the adoption of the National Geographic Geotourism Charter for the region.

2.8.2 Marketing coordinator

• A marketing coordinator should be hired and supported through the Alliance to assist with implementing the recommendations that are a part of the plan’s marketing strategy.

• This position will liase between international, regional, and local marketing organisations to assist with coordination and cooperative marketing efforts.

• A research agenda linked to the development of a visitor profile for the region will also be part of the job description for the coordinator

2.8.3 Geotourism Education and Training Centre of Excellence

• A Centre of Excellence for education and training linked to the geotourism charter will also be coordinated in partnership with the Atthing, Húsavík Academic Centre, the

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Icelandic Tourism Research Centre, the Húsavík Whale Museum, the University of Iceland research centre, the National Park, the Svartárkot project and the Geotourism Alliance. This group should identify priorities for education and training opportunities linked to the tourism industry that will be offered in the region annually. An annual publication of these workshops and training sessions should be coordinated through the Icelandic Tourism Research Centre.

2.8.4 Special projects – GEBRIS, Northeast Iceland Culinary Project, Yule Lad Project, Regional Development Planning Using GIS Technologies.

• The Atthing has initiated a number of tourism development projects that are presently benefitting Northeast Iceland. These projects are focused on innovation, local cuisine, handicrafts and living heritage, and the use of GIS technologies. The product development and marketing linked to these projects will be integrated into the five year strategic plan so that present investment and development of these projects is integrated into present development strategies.

2.9 Support Sectors As part of the proposed cluster development for Northeast Iceland, a focus on a number of support sectors is required to enhance the development of a high quality, market ready product. 2.9.1 Accommodations

• An evaluation of quality and type of accommodations in Northeast Iceland will be initiated by year three of the plan to profile the satisfaction levels of overnight visitors addressing such issues as accommodation preference, price, seasonality, and quality of service. Specific accommodation needs for the winter market in the Lake Mývatn and for Bjarg in Þingeyjarsveit will also be addressed.

2.9.2 Food and Beverage

• As part of the Northeast Iceland Culinary Project, the region will adopt the Slow Food Movement and hold a conference where product development linked to local cuisine will be addressed. The speakers from this workshop will provide and recommendations for maximizing opportunities to use as local ingredients at restaurants in the region. Training opportunities in developing local menu items for restaurants and a cooking contest will also be developed as part of this event. .

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2.9.3 Handicrafts

The Yule Lad and GEBRIS Projects are presently addressing the development of the handicraft industry in Northeast Iceland. As mentioned in the cultural attractions section of the strategic plan, a partnership with the European Economusee network should be initiated to develop an network of handicraft operations around the new National Park that can be promoted and marketed to strengthen links between the park and local communities. The Economusee network will support local artisans, foster pride in community, the preservation of cultural traditions, and generate employment and revenue opportunities for local communities. For Northeast Iceland the Yule Lad handicraft project should be the first program to participate in this network (http://www.economusees.com/).

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3.0 Specific Strategies

3.1 Targeting Visitors to the Region – Enhancing Experience and Extending Stay

3.1.1 Goal To extend the amount of time visitors spend in Northeast Iceland

3.1.2 Objectve To extend the average length of an overnight stay by 10%

by 2012. To increase the number of repeat visitors by 10% by 2013.

3.1.3 Product Development The region will be able to increase the length of the tourist’s average stay by offering a greater range of experiences and by packaging experiences into ½ and 1 day products. Some suggestions are: (Year 1)

• Provide more interpretation opportunities for whale watchers. Some possibilities would be to use plankton nets to examine ocean marine life on tours, offer lectures by marine scientists at the Whale Museum in collaboration with the University of Iceland research centre in Húsavík.

• Enhance flagship products such as whale watching with a spa treatment or a visit to the Whale museum and lunch to create a one day package

• Develop new one day spa packages that include spa experiences, nutrition, education, etc. These could include spa treatments for men, couples or girlfriends.

• Create activities or events in Húsavík that can be linked to the Advent Season and Yule Lad events in Mývatn

• Offer new ½ day spa/wellness experiences such as yoga classes, for hikers and other outdoor adventurers

• Offer lighthouse picnics for self-guided tourists (see http://www.lighthousepicnics.ca/ for a Best Practice example of this concept)

The recommendations in Section 3.3 for developing new markets will also benefit tourists already in the region. Many of the experiences and services developed through

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these initiatives will appeal to current tourists and result in longer stays or repeat visitors to experience all that the region has to offer. 3.1.4 Markets and Marketing Those tour operators currently bringing visitors to the region should be approached about adding more Northeast experiences to their tours. For example, they could include a spa experience to their tours or a stop at the Rauðinúpur to view the lighthouse and the seabird colonies. Familiarization tours should be offered to tour company representatives so they can sample a range of Northeast Iceland experiences. Care should be taken to include only those experiences and services that are market-ready at this time (Year 1). Offer visitors to the region the chance to participate in a loyalty program. A passport program, similar to a scheme initiated in 2008 in SE Iceland, where people receive a stamp for each stop at a Northeast attraction that they can redeem for a contest entry or small souvenir would make people aware of more attractions and encourage them to visit more sites. (Year 2) Encourage tourism organizations to cross market their activities. For example, advertising at the Yule Lads celebration could include a discount on a whale watching tour to encourage winter visitors to return in the summer. Or whale watching tickets could be redeemed for a discount at the Yule Lad event to bring summer visitors back for a winter experience. (Year 1 onwards) Wherever possible, tourism businesses in Northeast Iceland should seek opportunities for tourism partnerships. For example, the National Park could share advertising costs for Internet marketing targeted at hikers with Northeast Icelandic tour companies offering hiking tours, guesthouses in the region, and transportation companies. This would reduce the cost to individual organizations and extend their marketing reach. It may also be desirable to create tourism marketing partnerships with organizations outside of the region. For example, spa operators in Mývatn will find it beneficial to work with spas in Reykjavik to market a greater range of spa experiences and keep visitors in Iceland longer. (Year 1 onwards) Accommodation providers should be encouraged to put information on spas, outdoor activities, attractions and events into hotel rooms or on their websites.(Year 1) 3.1.5 Education and Training Local tourism businesses may need additional training in packaging requirements and in assessing whether their products or services are market-ready. (Year 1)

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3.1.6 Access Work with local transport companies to offer a Diamond Circle Tour in the region during the high season to complement the transport services associated with the Golden Circle Tour in south Iceland. (Year 1 onwards) Road conditions to outlying regions should be improved to encourage greater visitation to outlying regions. This may include more pull-offs, paving or widening roads, and traveler’s bulletins on road conditions during inclement weather. For tourists unfamiliar with Icelandic roads, it may be intimidating to drive to the far eastern regions. More information and improved infrastructure will be necessary to compete with other regions offering easier access. (Year 5)

3.2 Targeting Domestic and International Visitors From Around Iceland 3.2.1 Goal

To attract domestic and international visitors from around Iceland to visit Northeast Iceland as a destination or add-on trip to their travel plans. 3.2.2 Objective To increase the number of domestic and international visitors to Northeast Iceland from around the country by 6% per annum over the next five years. To increase the number of repeat domestic/international visitors by 10% by 2013.

3.2.3 Product Development The region will attract new domestic and international tourists from other regions of Iceland through offering a greater range of experiences that will have the option of being combined into one/two and/or three day packages. Some suggestions are: (Year 1)

• Provide more opportunities for creative tourism workshops linked to nature, culture, cuisine, and art. These would be specialized workshops that would feature a local artisan, storyteller, chef, or naturalist or park interpreter who would be asked to develop a one to three day program (Year 1) for visitors that would focus on the unique natural and cultural heritage of the area and that would be market ready by Year 2. An inventory of local specialists in these areas should be developed (Year 1) and these products should be promoted and marketed by either the local educational institutions or the national park.

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• Enhance flagship products with a three day tour of the region that would include guided or self-guided theme based day programs linked to hiking or birding with visits to Húsavík (coastal walking/birding), Mývatn/Highlands (mountainous hikes/fresh water birding), and the National Park (river/canyon hikes to waterfalls/ terrestrial/upland birds) or Langanes (coastal walks/seabird colonies).

• As part of the cultural and events program, initiate a three day literary festival that would attract domestic tourists interested in storytelling, poetry, folktales, sagas, and fiction based on past writers and sagas in the region. Call the event: The Writers of Mývatn and make this an annual event that combines storytelling and writing workshops with readings by writers and artists.

• National Park should initiate an Artist in Residence Program or Creative Arts Program that would be an annual competitive offering for painters, writers, sculptors, photographers. This program should be modeled on the program in Gros Morne National Park of Canada. Once the artist is selected by the National Park, the artist should offer a three day workshop for domestic and or international visitors in Iceland who might be a participant in The Arts in the Park Project. These paintings/sculptures/photographs/etc should be linked to a public exhibition and gallery sale that raises awareness and the profile of the unique selling points of the new park. Corporate sponsors should be secured to help support the program. Proceeds should go to benefit the new Parks Friends Group being formed.

The recommendations in Section 3.3 for developing new markets will also benefit domestic and international tourists in Iceland. Many of the experiences and services developed through these initiatives will attract new domestic and international tourists to the region and help Northeast Iceland to set itself apart from other regional destinations in Iceland.

3.2.4 Markets and Marketing Familiarization tours should be offered to tour company representatives so they can sample one of the new Northeast Iceland experiences linked to the creative tourism, events and arts programs proposed for domestic/international markets. (Year 1) Encourage tourism organizations promoting creative tourism workshops, events, and the arts to cross market their activities. For example, advertising with the whale watching companies that there is a nature photographer offering a two-day workshop on

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photographing marine mammals. Or the literary festival could incorporate a local cuisine workshop event with a chef as part of an evening program over the three days of the festival. (Year 1 onwards) 3.2.5 Education and Training Local artisans may need additional training in programming and packaging and in assessing whether their products or services are market-ready. (Year 1) 3.2.6 Access Work with local transport companies to offer a Diamond Circle Tour in the region during the high season to complement the transport services associated with the Golden Circle Tour in south Iceland. (Year 1 onwards) Road conditions to outlying regions should be improved to encourage greater visitation to outlying regions. This may include more pull-offs, paving or widening roads, and traveler’s bulletins on road conditions during inclement weather. For tourists unfamiliar with Icelandic roads, it may be intimidating to drive to the far eastern regions. More information and improved infrastructure will be necessary to compete with other regions offering easier access. (Year 5)

3.3 Creating New Destination Trips to Attract International Markets This section identifies new niche markets for Northeast Iceland focused on spa/wellness, hiking, photography, outdoor/eco-adventure, agritourism, creative tourism, birding, winter, and cultural/events. The following sections provide guidelines and recommendations on potential five to seven day trips for promoting and marketing the region to international markets through web-based and co-operative marketing strategies with the travel trade and media. 3.3.1 Spa/Wellness Goal: To develop and offer world-class spa experiences (Appendix 3 for more details) Objective: To increase the number of visitors to Northeast Iceland participating in a spa/wellness experience. Product Development: • Develop spa retreats, meetings, conventions and events (Year 3)

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• Create spa packages with nature, culture and recreation themes (Year 1) • Create spa packages for girlfriends or mothers and daughters (Year 1) • Develop spa experiences for health professionals (Year 1) • Incorporate health and wellness theme to spa experiences. (Year 1) • Use Northeast brand in product development and marketing. (Year 1) Markets and Marketing Target Markets European and US markets

Objectives To increase Northeast Iceland’s spa visitors

Competitive Positioning Health and wellness in the land of fire and ice

Partnership Opportunities • Spa tour operators at Mývatn

• Blue Lagoon spa

• Tour operators offering adventure trips e.g. Iceland Experience/Top of The World, Arctic Aurora, Iceland Excursions, Icelandic Adventure.

• Icelandic Tourism Board

• National Park

Overall Marketing Strategy Packaging

• Work with a local packager to develop several spa or health and wellness itineraries (e.g. weekends, retreats, girlfriends getaway) and take them to market (Year 1)

Promotions

• Offer familiarization tours for travel writers specializing in health and wellness (Year 1)

• Attend international travel shows e.g. ITB in collaboration with Iceland promotion, Vestnorden Travel Mart

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(Year 2)

• Set up meetings with inbound tour operators with the aim to include more spa activities in tours to NE Iceland (Year 1)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) (Year 1)

• Purchase online ads on Icelandic marketing websites (Year 1)

• Offer online incentives for booking online (Year 2)

• Target meeting, incentives, conference and event market using Lake Taupo Hot Springs Region in New Zealand as a business model (Year 3)

• ½ page ads in regional and national tourism publications featuring spa and wellness products and services (Year 2)

Key Measurement Tools Online bookings

Online Inquiries

Visitor Centre inquiries

Future Research Tools Research to address shortage of qualified workers. Potential topics may include number of people interested in spa-related careers, barriers to study, attractive career options, etc.

Marketing Budget Various partner activities

Support to Tour Operators

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Education and Training • Training programs, certification and career awareness needed for potential spa workers (Year 2) Access • Improved road access is needed to reach all parts of the region. (Year 5) • A bus shuttle from Akureyri to Húsavík or Mývatn may assist independent

travelers reach their spa experience with less stress (Year 2). Support Sectors • Hotels could enhance the visitor experience by offering spa products to their

guests, e.g. soaps, lotions (Year 1) • Restaurants should offer healthy menu choices and locally grown food

(Year 2) Support Services • Medical facilities may support spa tourism by offering medical treatments at

spas or in conjunction with a spa visit. (Year 5) 3.3.2 Hiking

Goal: To make Northeast Iceland a premiere hiking destination Objective: To increase the number of hikers in the region by 50% by year 5 To provide one multi-day hiking package and to add more packages as number of hikers increases Product Development: • Create a Great Walks program modeled after a similar program developed by the Government of New Zealand’s Department of Conservation. (Year 3) • Develop themed information material, available at both visitor information centers and online. (Year 4) • Train staff and involve commercial operators in all the project phases: design, delivery and marketing of the new offerings. (Year 3)

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• Assist tour providers with identifying suitable accommodations, tour itineraries, and add-on activities for hikers. (Year 3) Possible packages might include something like: Package: _Mountain Highs and Arctic Tundra Five day package featuring premiere hikes such as:

o One day hike at Jökulsárgljúfur National Park, evening talk on park history o One day hike at Rauðinúpur, picnic at eider farm o One day hike at Rauðanes, meal featuring clams from Þórshöfn o 2 – one day hikes at Langanes peninsula, evening talk on egg gathering practices o Transportation to and from Akureyri o Accommodation, meals, picnic lunches

• Develop a winter event as part of two to three day event (winter hiking, Nordic walking, snowshoeing, cross-country or back-country skiing) with marked trails, signaled itineraries, patrolled areas and guided tours. (Year 4) Include a family component. • Develop a shuttle service on Langanes peninsula that allows hikers to traverse further in one day by only walking one way (Year 4) • Encourage local egg collectors to open cabins as tea-houses for hikers.

(Year 2)

Markets and Marketing Target Markets European and US markets interested

in hiking, winter hiking/cross-country/backcountry skiers

Objectives To make Northeast Iceland a premier hiking destination in Europe

Competitive Positioning Great Hikes Around Iceland

Partnership Opportunities • Tour operators offering adventure trips e.g. Iceland Experience/Top of The World, Icelandic Adventures, Iceland Excursions, Responsible Travel, Natural Habitat Adventures, Backgrounds, Scott Walking Tours, Country Walkers, The World Outdoors, Discover the World,

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Butterfield and Robinson, Going Places, Randonnee Tours, Walking Softly Adventures, etc.

• Icelandic Tourism Board

• Landowners Association

• National Park

• Húsavík Academic Centre

• Icelandic Tourism Research Centre

Overall Marketing Strategy Packaging

• Work with a packager to develop a multi-day hiking package and take it to market (Year 3)

Promotions

• Develop a Great Hikes webpage (Year 3)

• Offer online reservation system similar to New Zealand Great Walk system. (Year 3)

• Offer incentives for booking online. (Year 3)

• Create collateral material (maps, hiking guides) to distribute at visitor centers. (Year 3)

• Participate with partners at selected adventure shows, and in marketing efforts targeting adventure travelers from selected target markets (Year 3 onwards)

• Encourage Icelandic Tourism Board to include a section for Great Hikes on travel publications and websites

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such as icetourist.is (Year 4)

• Provide support in the form of marketing materials or financial incentives to tour operators developing and selling hiking packages. (Year 2 – 4)

• Create a passport program that rewards people who have completed a certain number of hikes, e.g. for completing 5 hikes people can enter a draw for a walking stick with the Northeast Iceland logo (Year 3)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) (Year 3)

• Purchase online ads on Icelandic marketing websites (Year 3)

• ½ page ads in regional and national tourism publications featuring Great Walk hiking experiences (Year 3)

• Lure cards on Great Walk experiences to be distributed at Visitor Information Centres, ferry terminals, airports, hotels and restaurants in Northeast Iceland. (Year 4)

• Media campaign with Explore, Outside, National Geographic, Canadian Geographic, Wanderlust, to generate a few good stories on the new Great Walks in Iceland. (Year 3)

Key Measurement Tools Online bookings

Online Inquiries

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Visitor Centre Inquiries

Future Research Tools Baseline research into the number of hikers visiting Northeast Iceland, their trip motivations, levels of satisfaction, and preferred activities.

Marketing Budget Collateral material (maps and guides)

Various partner activities

Support to Tour Operators

Education and Training • Guide training for local hiking guides (Year 2 - 3) • Educate visitor centre staff on hiking opportunities in Northeast Iceland and ways to up sell the experience, for example, encourage visitors to participate in a passport program or add other activities to their vacation.(Year 3) • On site workshop for local businesses to assist them in catering to hiking visitors. (Year 2) Access • Trail heads for premiere hikes require visible signage and safe parking

spots.(Year 3) • Pave pathway at Ásbyrgi to allow early season and handicap-access. This will

improve access during muddy periods and limit environmental damage. (Year 2)

• Pave route around lake Mývatn. (Year 2)

Support Sectors • Needs assessments must be conducted of necessary support facilities for hiking

(weather cabins, first aid, search and rescue, trail maintenance, etc). (Year 1) • Provide assistance for egg collectors to convert shelters to tea houses or

warming huts (Year 2).

Support Services • Latrines are required for heavily used trails. (Year 4)

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3.3.3 Photography

Goal: To attract new visitors to Northeast Iceland interested in nature photography. Objectives: • Develop one new green banded package in the first year and review programming and visitation annually over the next three years. • Build training workshops, international photographic safari challenge event, and photographic exhibition into a series of shoulder season products that can help promote and market the region year round. Product Development: • Development of 3-5 day nature photography workshop and shoots with expert photographer. (Year 2) A possible package might include something like: Package Theme: Wildlife Photography on the Top of The World 5 day package including photography stops at:

o Birdlife at Grímsey Island, marine mammals enroute (one day) o Migrating birds in Mývatn area (one day) o Seabird colonies and arctic species at Rauðinúpur and Raufarhöfn (one day). Seasonally, the opportunity to photograph egg collectors could be included. o Seabird colonies and marine mammals at Langanes and Bakkafjördur (one day) o Jökulsárgljúfur National Park wildlife and natural features (one day) o Link stops with the educational mission of the National Park and the Geotourism charter.

• Development of annual International Photo Safari with north east Iceland as the subject. Annual photographic exhibition based at Húsavík Museum of Natural History with a rotating exhibition to other facilities in north east Iceland, Akureyri, and Reykjavik. (Year 3)

• Encourage the construction of wildlife blinds similar to those described in the publication Wildlife Photography For Fun and Profit: Constructing and Installing Wildlife Photography Blinds by Texas A&M Extension department. (Year 2)

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Markets and Marketing Target Markets Nature/wildlife photographers, special

interest travellers from Europe and US

Objectives To make Northeast Iceland attractive to photographers

Competitive Positioning

Bringing Iceland into Focus (use themes of wildlife, conservation and education as main brand attributes)

Partnership Opportunities

• Tour Operators Offering photography trips or wildlife viewing e.g. Gavia Travel, Nature Explorer, Field Guides, Victor Emanuel Nature Tours, WINGS Birding Tours Worldwide, Joseph Van Os Photo Safaris, Photo Quest Adventures

• Nature Photographers Online Magazine (official website of the Nature Photographers Network)

• Phototraveler (online database with information on photographic travel destinations)

• Travellerspoint (photographic travel community providing accommodation information and online booking service)

• Trek Earth (“learning about the world through photography”, an online photography community with education purposes)

• National Geographic Expeditions (organizes educational trips in selected destinations along with National Geographic experts)

• The Pro Tour (the event that brings 20 professional nature photographers from across the U.S., Canada and Europe for a

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one-month competition. Each photographer is teamed with a private landowner of 500 acres or more, and the teams compete for a share of up to $200,000 in prize money)

• Daniel Bergmann, Icelandic photographer offering photography workshops and tours in south and west Iceland, and landscape photography tours to northeast Iceland

• Icelandic Tourism Board

• Jökulsárgljúfur National Park

• The Svartárkot project

• Húsavík Academic Centre

• Icelandic Tourism Research Centre

Overall Marketing Strategy

Packaging

Work with a outbound tour operator to develop a multi-day photography package and take it to market (Year 2)

Promotions

• ½ page ads in regional and national tourism publications feature Nature/Wildlife Photography Packages/ Competition (Year 2)

• Lure card on nature photography experiences to be distributed at visitor information centres, ferry terminals, airports, hotels, restaurants in north east Iceland (Year 2)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) (Year 2)

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• Work with partners to include information to distribute to group tour operators (Year 3)

• Media campaign/FAM tours with Royal Geographic Society, Smithsonian, Canadian Geographic, National Geographic, National Audubon Society, Icelandic Geography to pitch nature photography competition (Year 2)

• Partnership with magazines, Internet utilities, communities and organizations which can promote Northeast Iceland as a photographic destination. The partnership can be between the National Park as well as with the media contact, for example, the partnership between nature Photographers Online Magazine and the Aurum Lodge in Banff National Park, as shown on http://www.naturephotographers.net/links.html) (Year 2 - 3)

• Commercial alliances with specialized tour operators for things such as participation at selected adventure shows. (Year 3 onwards)

Key Measurement Tools

Online bookings

Online inquiries

Visitor centre inquiries

Future Research Tools Conduct research into the economic impacts of nature photography and wildlife viewing

Marketing Budget Collateral material Various partner activities Support to Tour Operators

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Education and Training • On site workshop for local businesses to assist them in developing products and services that cater to photographers (Year 2) • Provide guide training for farmers, biologists, tour guides interested in leading photography tours (Year 1 – 2) Access • Roads to remote areas require improvement as best bird photography opportunities often occur in the spring when rural roads can be very muddy or impassable. (Year 5) Support Sectors • Provide assistance for local businesses to develop market-ready products for package tours (Year 2) • Additional accommodation may be required for eastern photography stops. (Year 5) • Retail outlets should be encourage to carry photography supplies and accessories (Year 1) Support Services • Latrines, blinds required at natural areas receiving regular visits by photographers (Year 4)

3.3.4 Outdoor or Eco-adventure

Goal: To attract new visitors to Northeast Iceland interested in outdoor and eco- adventures. Objective: To develop, and launch in the international marketplace in collaboration with Iceland marketing efforts, two multi-day, multi-activity destination packages to be sold through tour wholesalers serving international markets. The packages would be built around the theme “Rejuvenate in Nature’s Playground: You’ll Find It Here” Product Development • Assist tour providers with identifying suitable accommodations, tour itineraries, and add-on activities. (Year 1) Multi-day packages can be created using ½ and 1 day products to build new or customized experiences. Possible packages might include something like:

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Package #1 Iceland Eco-Outdoor Adventure Five day package featuring outdoor activities such as: o One day whale watching and visit to Húsavík Whale Museum o Puffin watching tour at Bakkafjörður and lighthouse hike at Rauðinúpur, evening soak at Mývatn Nature Baths o One day hike at Jökulsárgljúfur National Park, evening talk on park history o ½ day paddle at Raufarhöfn, ½ day horseback ride, clam meal at Þórshöfn and meal o One day hike at Langanes peninsula, evening talk on Icelandic wildlife and rare plants o Transportation to and from Akureyri or ferry at Seyðisfjörður o Accommodation, meals, picnic lunches Package #2 Geology and Culture of Iceland Four day package featuring activities such as: o One day tour of geological features along the coast (fossil sites) and at Jökulsárgljúfur National Park, evening talk on park history o One day hike of Langanes peninsula, tour of egg collecting cliffs and huts o One day tour of local farms, visit to a eider farm, tour of Þórshöfn clam factory o One day in Mývatn area exploring legends and sagas o Transportation to and from Akureyri or ferry at Seyðisfjörður o Accommodation, meals Package #3 Fisherman’s Delight Three to five day package featuring angling opportunities in the region o One day sea-angling in Húsavík area o One and a half days angling in Mývatn area o Afternoon transfer to Þórshöfn, meal featuring Þórshöfn clams, seafood o One day angling in Þórshöfn area o Transportation to and from Akureyri or ferry at Seyðisfjörður o Accommodation, meals featuring local cuisine, picnic lunches

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Markets and Marketing Target Markets European and US markets interested

in outdoor or eco-adventure

Objectives To make northeast Iceland easily accessible to active travelers

Competitive Positioning You Will Find It Here

Partnership Opportunities • Tour operators offering adventure trips e.g. Iceland Experience/Top of The World, Icelandic Adventure, Iceland Excursions, Responsible Travel, Natural Habitat Adventures, Backgrounds, Scott Walking Tours, Country Walkers, The World Outdoors, Discover the World, Butterfield and Robinson, Going Places, Randonnee Tours, Walking Softly Adventures, Freewheeling Adventures, GAP Adventures, Nature Quest Adventures, North Sailing, etc.

• Tour operators offering fishing trips e.g. Lax-Á Angling Club, Nordic Adventure Travel, etc.

• Icelandic Tourist Board

• Jökulsárgljúfur National Park

• Angling Club of Reykjavik

• Húsavík Academic Centre

• Icelandic Tourism Research Centre

Overall Marketing Strategy

Packaging

• Work with a packager to develop 2 multi-day adventure packages and take it to market (Year 1)

Promotions

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• Create collateral material (maps, hiking guides) to distribute at visitor centers. (Year 2)

• Participate with partners at selected adventure shows, and in marketing efforts targeting adventure travelers from selected target markets (year 3 onwards)

• Provide support in the form of marketing materials or financial incentives to tour operators developing and selling adventure packages (Year 1 – 3)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) to provide testimonials. (Year 1)

• Online reservation system similar to New Zealand Great Walk system (Year 2)

• Purchase online ads on adventure travel websites such as www.LonelyPlanet.com, www.rei.com, www.gorp.away.com (Year 1 onwards)

• Work with partners to include information to distribute to group tour operators (Year 2)

• ½ page ads in regional and national tourism publications featuring various outdoor adventure experiences (Year 1)

• Lure cards on outdoor adventure experiences to be distributed at Visitor Information Centers, ferry terminals,

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airports, hotels and restaurants in Northeast Iceland. (Year 2)

• Media campaign with Explore, Outside, National Geographic, National Geographic Adventure, National Geographic Traveler, Adventure Travel, Canadian Geographic, to generate a few good stories on outdoor adventure possibilities in Northeast Iceland. (Year 1-2)

• Invite students from University of Akureyri to organize an outdoor club linked to camping/fixed roof accommodation in the region or national park. Offer annual membership fees and discount cards for outdoor adventure activities. (Year 2)

Key Measurement Tools Online reservations

Online inquiries

Visitor Centre inquiries

Future Research Tools Research market segments with specialized tour operators to identify and build targeted products that can be taken to market in partnership with operators and packagers.

Marketing Budget Collateral material (maps and guides)

Various partner activities

Support to Tour Operators

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Education and Training • Guide training for local adventure guides (Year 1) • On site workshop for local businesses to assist them in developing products and services catering to adventure visitors.(Year 1)

Access • Trail heads for premiere hikes require visible signage and safe parking spots. (Year 2) Support Sectors • Provide assistance for local businesses to develop market-ready products for package tours. (Year 1) • Additional accommodation should be developed for summer months. (Year 3)

3.3.5 Agritourism

Goal: To develop an agritourism program that assists farmers in developing and marketing agricultural activities and products to tourists. Objective: To develop agritourism products that includes activities such as: • Walking tour of a farm • Observing farm animals up close • Guided tour of a cheese-making operation or dairy • Guided tour of eider duck practices • Egg collections • Demonstration of sheep herding practices - réttir • Culinary and social events for the fall round-up Product Development • Create a network of restaurants and agritourism farms around Northeast Iceland that will provide authentic dining experiences. (Year 3) • Assist farmers in identifying and developing agritourism attractions and tours. (Year 4) • Assist tour providers with identifying agritourism activities that would be possible add-ons to existing tours or building blocks for new tours with agricultural themes. (Year 2). Possible packages might include something like:

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Package: Fall Round Up Three day package featuring premiere hikes such as:

o One day sheep round up, evening social at farm o One day tour including Húsavík Museum of Natural History, horseback riding tour, evening wine and cheese tasting o ½ day sheep round up, coffee at farm coffee shop (possibly the Vogafjós Café with cows visible from the restaurant) o Transportation to and from Akureyri o Accommodation, meals, picnic lunches

• Develop a dine around Iceland program that will brand and market regional cuisine (Year 3) • Encourage hotels, restaurants and other tourism providers to use local foods and themes in their meals, menus, itineraries and décor. An example would be to feature bread baked in geothermal heat. (Year 2)

Markets and Marketing

Target Markets European and US markets interested in cultural or educational experiences, special interest travelers, professionals with learning/research purposes

Objectives To showcase Iceland’s agricultural heritage and to increase value-added opportunities

Competitive Positioning Flavors of the ocean and the earth

Partnership Opportunities • Tour operators offering soft adventure, educational or agricultural trips e.g. Iceland Experience/Top of The World, Nordic Adventure Travel, Icelandic Adventure, Arctic Aurora, Responsible Travel, Backgrounds, The World Outdoors, Discover the World, Butterfield and Robinson, Going Places, Randonnee Tours, Walking Softly Adventures, Freewheeling Adventures, GAP Adventures.

• Association of Independent Tour

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Operators, UK http://www.aito.co.uk

• Smithsonian Institute

• Ministry of agriculture

• Icelandic Tourist Board

• Agricultural Associations

Overall Marketing Strategy Packaging

• Work with a packager to develop a multi-day agricultural package and take it to market (Year 2)

Promotions

• Develop a agritourism webpage (Year 2)

• Develop a dine around Iceland webpage (Year 3)

• Create collateral material (maps, dining guides) to distribute at visitor centers. (Year 2)

• Participate with partners at selected tourism shows, and in marketing efforts targeting cultural and soft travelers from selected target markets (Year 3 onwards)

• Encourage Icelandic Tourism Board to include a section for agriculture and culinary opportunities on travel publications and websites such as www.icetourist.is (Year 1)

• Provide support in the form of marketing materials or financial incentives to tour operators developing and selling agritourism

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packages (Year 2)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) to provide testimonials (Year 2)

• Purchase online ads on culinary travel websites such as www.foodandwinetrails.com, www.epiculinary.com, www.wishyouwereheretours.com, etc. (Year 2)

• Work with partners to include information to distribute to group tour operators (Year 2)

• ½ page ads in regional and national tourism publications featuring various agricultural or culinary experiences (Year 2)

• Lure cards on farm and dining adventure experiences to be distributed at Visitor Information Centers, ferry terminals, airports, hotels and restaurants in Northeast Iceland.(Year 2)

• Media campaign with Royal Geographic Society, Canadian Cultural Landscapes, Smithsonian, National Geographic Traveler, Adventure Travel, in-flight travel magazines to generate a few good stories on agritourism possibilities in Northeast Iceland. (Year 2 – 3)

Key Measurement Tools Number of farms offering agritourism products and services

Online inquiries

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Visitor Center inquiries

Future Research Tools Interviews with farmers to identify their business capacity, barriers to expansion, financing requirements

Marketing Budget Collateral material (maps and guides)

Website design and search engine optimization

Various partner activities

Support to Tour Operators

Education and Training • Interpretation training for farmers so they can best showcase the unique features of Icelandic agricultural lifestyles (Year 1) • Educate visitor centre staff on agritourism opportunities in Northeast Iceland and ways to up sell the experience, for example, encourage visitors to visit a farm or buy food products as trip souvenirs. (Year 1) • On site workshop for local businesses and farmers to assist them in catering to agritourism visitors. (Year 1) • Train culinary workers, chefs on how to incorporate local foods into menus. (Year 1)

Access • Standardized signage for farms offering tourism experiences. (Year 2) Support Sectors • A source of cost-effective insurance should be identified for farmers wishing

to participate in the program. (Year 2) Support Services • Additional latrines, warming sheds may be required at sheep round up areas

for tour groups. (Year 2)

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3.3.6 Creative Tourism

The educational and creative tourism market provides tremendous potential for Northeast Iceland due to the Húsavík Academic Centre, the Icelandic Tourism Research Centre, the Húsavík Whale Museum, the interpretive staff at the national park, and the programming and courses offered at the Svartárkot farm (http://www.svartarkot.is). Goal: To attract new visitors who are interested in educational, authentic experiences to Northeast Iceland through creative tourism experiences. Objectives: Develop two new packages in the first year and to double this amount over the next three years. Build a series of educational, authentic experiences for tourists that focus on workshops linked to the arts, nature, culture, taste, sport/outdoor recreation and volunteer tourism. Product Development • Development of themed workshops, learning activities in nature, culture, the

arts, taste, and sport/outdoor recreation modeled on Creative Arts program in New Zealand (www.creativetourism.co.nz) and the Svartárkot program in the region (http://www.svartarkot.is). (Year 3)

• Involvement of visitors in field research and data collection for conservation/environmental programs linked to Voluntourism programs. (Year 2)

• Offer multi-day training programs and scientific lecture series in partnership with Húsavík Academic Centre/Icelandic Tourism Research Centre to the travelling university educational and alumni (www.alumni.net) tourism markets. (Year 2)

• Guided tours with environmental/naturalistic programs, safety courses (avalanche awareness, wilderness camping, first aid etc.). Offer park staff interpretive training courses and open these up as workshops for visitors and tourists. (Year 3)

• Host a Creative Arts conference in Mývatn as a mechanism to develop local partnerships and linkages with international network of institutions and individuals interested in Creative Tourism. (http://www.santafecreativetourism.org/about-the-conference.html) (Year 3)

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Markets and Marketing

Target markets

• High profile market, special interest travelers, professionals with learning/research purposes, naturalists, students, special learning programs for schools.

• Creative Tourism Network

• University/alumni associations

• Volunteer tourism networks

Positioning • Active learning destination, interactive educational centre (with different attributes from a museum, a research centre, a natural reserve and a park).

• Life-long learning opportunities in Northeast Iceland: Unlock your creative potential

Overall market strategy

• ½ page ads in provincial and regional tourism publications featuring Creative Tourism/Educational Packages. (Year 3)

• Lure card on creative tourism/educational experiences to be distributed at Visitor Information Centres (VICs), ferry terminals, airports, hotels, restaurants in Northeast Iceland and around the country (Year 3)

• Online web-based strategy with Web 2.0 technology (blogs, flickr, twitter, facebook) to provide testimonials. (Year 3)

• Develop an online reservation system. (Year 3)

• Work with partners to include information to distribute to group tour operators. (Year 3)

• Media campaign/FAM Tours with Royal Geographic Society, Smithsonian, Canadian Geographic, National Geographic, Icelandic Geographic, Bestway Tours, Responsible Travel, Wanderlust, Discover the World. (Year 3)

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Possible partners

• Earthwatch Institute (offers educational programs involving clients in scientific field research. Projects are both wildlife-based and culturally focused).

• WWF travel – Natural Habitat Adventures (The travel branch of the international non-profit and a partner wildlife tour operator-these could be partners for the wildlife programs as well)

• National Geographic Expeditions (organizes educational trips in selected destinations along with National Geographic experts)

• World Volunteer web (www.worldvolunteerweb.org)

• Voluntourism (www.voluntourism.org).

• Responsible Travel

Key measurement tools

Online booking

Visitor inquiries

Future research

Attend Creative Tourism Conference in New Mexico and target organizers to host upcoming conference (http://www.santafecreativetourism.org/about-the-conference.html).

Education and Training • Work with park interpretive staff and Húsavík Academic Centre to develop a list of potential creative tourism workshops based on specific areas of expertise • Compile a list of local artisans and craftspeople who might be interested in offering creative tourism workshops. Offer a training workshop for interested individuals to package/promote workshops to ensure that a quality product is offered.

Access • Provide group transport options to workshops from key tourist communities.

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Support Sectors • Offer training to artisans participating in the program to assist them in

developing market ready products and packages. Support Services • Identify cultural centers in Northeast Iceland where artisans could offer their

workshops.

3.3.7 Birding

Goal: To position Iceland as a great birding spot for observing a high number of breeding ducks and an usual cross section of both American and European species.

Objective: To develop a self-guided birding trail by year three, to develop one high quality bird watching package by year two, and to create international awareness of Iceland as a birding destination by year five. Product Development • Develop a self-guided birding trail that includes coastal bird watching sites already identified in the Northern Coastal Experience brochure and new sites in Mývatn area, possibly called the Iceland Bird Trail. Include suggested driving itineraries for birders built on a Hub and Spoke model (Hubs are more developed centers with accommodations and visitor services, spoke sites being less developed outliers that can be grouped in day or multi-day tours) (Year 2) • Enhance bird trail brochure with site descriptions, list of visitor amenities (Year 2) • Develop a 3 day bird watching package for tundra birds and sea bird colony at Rauðinúpur aimed at expert birders (Year 1) • Develop a 3 day bird watching package for Mývatn area for casual birdwatchers (Year 1) • Develop ½ day puffin watching tours by boat from Bakkafjörður (Year 2) • Encourage development of social house at Víkingavatn to offer refreshments and viewing opportunities (Year 3) • Develop pre and post conference trips for bird photography conference planned for Mývatn area in 2009 (Year 1) • Construct bird viewing blinds in Mývatn area (free info on blind design and construction available at http://agrilifebookstore.org/publications_search.cfm (and input wildlife photography) (Year 2)

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Markets and Marketing The market for serious birders is very specialized; however Iceland has sufficient diversity and unique occurrences to attract birders who travel for their hobby.

Target Markets

Avid birders in western Europe and North America, particularly those in clubs and associations

Birders already traveling in Iceland who would extend their trip to see the spring bird migration at Mývatn or the tundra birds along the Northeast coast.

Ornithological researchers, field study groups, persons interested in unusual geography of Iceland

A mix of independent and group travel, depending on the destination area

Birders who are also interested in photography

Objectives To attract independent birdwatchers and birding tours to Northeast Iceland

To encourage birdwatchers to visit a variety of bird watching sites

To encourage viral marketing of experiences by bird watchers

Competitive positioning of northeast Iceland

Northern birds from two worlds (North America & Europe)

Partnership Opportunities

• Other Iceland regions developing bird watching trails

• Not-for-profit groups that develop and sell birding trips, such as the Smithsonian, National Audubon Society, university alumni groups, zoo ecotour programs, e.g. Smithsonian Institute, World Wildlife Fund, Harvard Alumni Association,

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Wildlife Conservation Society, etc.

• Specialty tour operators such as Gavia travel

• Partnerships with Húsavík Academic Centre, University of Akureyri

• Bird Centre

• National Park

Overall Marketing Strategy

Packages

• Three day package for spring bird watching in Mývatn area including accommodation, box lunches, admission to Bird Centre (Year 1)

• Three day packages to see coastal birds at Rauðinúpur and tundra birds in area surrounding Raufarhöfn (Year 1)

• Develop self-guided packages for people wanting to explore the full birding trail with accommodation at Húsavík, Raufarhöfn, Þórshöfn, Mývatn (Year 2)

• Offer one day tour of eider farming practices at Nýhöfn (Year 1)

• Offer ½ day guided tour of birds in Víkingavatn area (Year 1)

Promotions

• Develop website for Iceland Bird Trail (Year 2)

• Add webcam to lighthouse at Rauðinúpur to show Gannet and other sea birds. Stream video from Northeast Iceland website but allow links to visitor centers, national park or hotel websites. Consider private sector involvement with local farmers where they would gain advertising revenue in exchange for maintaining the camera. (Year 2)

• Create a passport program with the Bird Centre, Húsavik Whale Museum, Húsavik Museum of

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Natural History, National Park visitor centre which encourages visitors to stop at each to gain a stamp. Completed passports could be redeemed for a pin of Icelandic birding and a chance to win free accommodation in region. (Year 2)

• Print “I brake for birds” bumper stickers with www.northeasticeland.com url that are sold at visitor centers. (Year 2)

• Link bird trail website information to the Iceland Tourism Board website (Year 2)

• Buy banner advertising on websites of bird watching organizations in Norway, Sweden, U.K., U.S. (Year 1)

• Post to European birder bulletin boards for birdwatchers to come and identify new species at areas like Heiðarhöfn where few local birdwatchers live. (Year 1)

• Upon official opening of Iceland Bird Trail, offer a media familiarization trip to travel writers and tour operators specializing in bird watching. (Year 2)

• Provide information on birding tours in northeast Iceland to National Park visitor centre. Cross marketing private sector birding tours and National Park interpretative programs. (Year 2)

• Establish a blog and a social networking page for Northeast Iceland (Year 1)

• Create collateral material (expanded birding trail maps, wildlife guides) to distribute at visitor centers. (Year 2)

• Participate with partners at selected birding conference and in marketing efforts targeting bird watchers and nature lovers from selected target markets (Year 3 onwards)

• Provide support in the form of marketing materials

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or financial incentives to tour operators developing and selling bird watching packages. (Year 1 – 2)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) to provide testimonials. (Year 2)

• Work with partners to include information to distribute to group tour operators. (Year 2)

• ½ page ads in regional and national tourism publications featuring bird watching experiences. (Year 2)

• Lure cards on bird watching experiences to be distributed at Visitor Information Centers, ferry terminals, airports, hotels and restaurants in Northeast Iceland. (Year 2)

• Media campaign with Birdwatchers Digest, WildBird, Birders World, Dutch Birding Magazine, Ornithos, etc. to generate a few good stories on bird watching experiences in Northeast Iceland.(Year 1 – 2)

Key Measurement Tools

Online inquiries

Visitor Centre inquiries

Number of birding trail brochures distributed

Future Research Needs

Assess customer satisfaction level of birdwatchers visiting area

Marketing Budget

Website

Bird trail brochure

Cooperative marketing for tour packages

Internet banner advertising (birding groups)

Social networking page, blog

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Education and Training • Training of local residents as interpretation guides for birding sites near Víkingavatn, Þórshöfn, Raufarhöfn (Year 2) • Awareness training for local people so they understand the natural and economic importance of bird watching sites (Year 2) • Information and education to visitors on bird sanctuary code of ethics (Year 1) • Training and certification of local bird operators taking visitors to bird sanctuaries and coastal areas (Year 2) • Train visitor centre staff and front-line hospitality staff on customer service for bird watchers (Year 1)

Access • Add wildlife viewing signage, for example, the Watchable Wildlife binocular icon, to bird watching sites (Year 2) • Add pull-offs to bird viewing sites lacking safe stopping areas, for example, Stapi (Year 3) • Increase parking areas at key bird viewing sites, for example, Rauðinúpur

(Year 5) • Add road turnoff sign for viewing sites at Nýhöfn (Year 1) • Encourage tour operators to approach landowners at Tjörnes peninsula for access

for guided tours of puffin breeding sites. (Year 1)

Support Sectors • Tour operators will need to work with existing accommodations in each location so that groups of 10-14 can be accommodated, fed and entertained (Year 2) • Develop greater accommodation options in outlying communities (Year 3 – 5) • Encourage visitor centers to maintain sightings log for visitors to record bird and animal sightings (Year 1)

Support Services • Work with Icelandic Tourism Research Centre/Húsavík Academic Centre to ensure all rules and regulations are followed regarding access to the birds (Year 2) • Add latrines to picnic areas and viewing areas receiving high visitation. (Year 1)

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3.3.8 Winter

Goal: To make Northeast Iceland a winter destination Objectives: • To increase the number of winter recreationists in the region • To create a northern lights experience that will attract winter tourists • To create one ice climbing package • To develop regional linkages using the Yule Lad theme and events that will increase Christmas visitation • To support opportunities created by the Northern Periphery project, Snow Magic Product Development • Assess the feasibility and market interest in a snowmobiling trail or cross country ski trail network (Year 3) • Assist tour providers with identifying appropriate routes, suitable accommodations approximately 1 day travel apart, tours, and add-on activities • Create a 3 day package to view northern lights at Húsavík, Mývatn or

Raufarhöfn (road conditions permitting). (Year 3) • Develop an ice climbing package for Skjálfanda area (Year 1) • Develop a Yule Lads activity at Húsavík to complement Mývatn celebrations (Year 1) • Create a Dinner on Ice experience (Year 3)

Markets and Marketing

Target Markets European and US markets (guided and independent) interested in culture and adventure

Icelanders

Objectives To make Northeast Iceland a winter destination

Competitive Positioning

Experience the Arctic Winter in Iceland

Partnership Opportunities

• Local market-ready snowmobile guides/tour operators

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• Mývatn tour operators promoting winter tourism

• Tour operators offering winter adventure trips e.g. Iceland Experience/Top of The World, Arctic Adventures, Icelandic Adventure, Arctic Aurora, etc.

• Icelandic Alpine Club

• Northern Periphery Project Snow Magic

Overall Marketing Strategy

Packaging

• Work with a packager to develop a multi-day winter adventure package and take it to market (Year 3)

• Work with a packager to develop a multi-day northern lights package linking Húsavík and Mývatn and Slétta around Raufarhöfn (Year 3)

• Work with a packager to develop an ice climbing package (Year 1)

• Develop a Yule Lad activity or package to complement Myvatn Yule Lad events (Year 1)

Promotions

• Prepare an ice climbing guide to Northeast Iceland indicating climbing spots, accommodations, food & support services (Year 3 )

• Participate with partners at selected adventure shows, and in marketing efforts targeting winter adventure travelers from selected target markets (Year 3 onwards)

• Provide support in the form of marketing materials or financial incentives to tour

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operators developing and selling winter packages.(Year 3)

• Buy banner advertising on websites of ice climbing, skiing, and snowmobiling organizations in Norway, Sweden, U.K., U.S. (Year 1)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) to provide testimonials. (Year 1)

• Work with partners to include information to distribute to groups of tour operators. (Year 3)

• ½ page ads in regional and national tourism publications featuring winter tourism experiences. (Year 3)

• Lure cards on winter experiences to be distributed at Visitor Information Centers, ferry terminals, airports, hotels and restaurants in Northeast Iceland. (Year 3)

• Media campaign with Explore, Outside, National Geographic, National Geographic Adventure, National Geographic Traveler, Adventure Travel, Canadian Geographic, Wanderlust to generate a few good stories on winter experiences in Northeast Iceland. (Year 2)

Key Measurement Tools

Online queries Visitor Center queries

Future Research Tools Interviews with winter tourists to explore their trip motivations, levels of satisfaction, and preferred activities.

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Marketing Budget Collateral material (maps and guides) Various partner activities Support to Tour Operators

Education and Training • It would be helpful if existing and potential tour operators could visit other established winter destinations to understand consumer demands, quality and standards of operations and services (Year 2). • Training for trail grooming and first aid should be offered for volunteers along snowmobile trails or cross country ski trails.(Year 3) • On site workshop for local businesses to assist them in catering to winter visitors. (Year 3)

Access • Tour packages should include those locations that have consistent winter access.

If weather or road conditions mean uncertain access during winter months, it would not be desirable to include them in package itineraries.

Support Sectors • Needs assessments must be conducted of necessary support facilities for cross

country skiing, snowmobiling and ice climbing (weather cabins, first aid, search and rescue, trail groomers, etc). (Year 1)

Support Services • Timely snow removal required on roads commonly used by winter visitors

(Year 1 onwards) 3.3.9 Culture and Events

Goal: To increase awareness of Northeast Iceland as a tourist destination for culture and events. Objectives: • To create a signature event in each cluster in Northeast Iceland • To offer cultural experiences for visitors to the region that combine folklore and traditions with natural heritage landscapes • To develop a cultural programming focusing on the settlement of Northeast

Iceland linked to early Swedish explorers to the region and to the literary history of Icelandic authors and poets that have lived in the region.

• To develop one product linked to the archaeological heritage of the region

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Product Development • Create a holistic-themed conference or event in the Mývatn area that combines spa experiences with educational and culinary activities emphasizing health and wellness, for example, tours of greenhouses to showcase local foods, lectures by local health practitioners,etc. (Year 3) • Create a running event on the Langanes peninsula to attract athletes and increase awareness of the region’s hiking and walking opportunities. (Year 4) • Offer a maritime themed event in Húsavík, perhaps focusing on the wooden boats or sailing events.(Year 2) • Develop an annual literary festival that is based on the folklore, poetry, and literature of Icelandic authors Jón Trausti and Guðmundur Friðjónsson who resided in the region. The festival would be based on a similar program that has become popular in Newfoundland and Labrador, Canada with radio broadcasts, writers workshops, and interviews with presenters http://www.townofwoodypoint.ca/woodypoint.php?page=archives/writersfest. (Year 3) • Identify charitable group(s) that could benefit from these special events. Develop a fund-raising component of event, use connection to attract media sponsors, build community goodwill. (Year 2) • Create a lighthouse trail for independent travelers (Year 3). Consider offering

picnics for visitors to the lighthouses similar to the successful Lighthouse Picnics at Colony of Avalon, Newfoundland and Labrador http://www.lighthousepicnics.ca/

• Develop archaeological resources by identifying sites suitable for visitation and providing interpretation. Possible ways of delivering material may include podcasts, GPS self-guided interpretative tools such as GyPSy at www.gpstourscanada.com. (Year 4) • Involve visitors in field research for archeological sites through volunteer tourism opportunities. (Year 5) • Create interactive opportunities for visitors at archaeological sites. These could

include the opportunity to watch archeologists at work (see above) or use interpreters to deliver educational programs. Examples of communities that have successfully developed similar archeological resources can be found in Newfoundland and Labrador at Cupids http://www.baccalieutourism.com/baccalieu/cupids.htm and Colony of Avalon http://www.heritage.nf.ca/avalon/. (Year 5)

• Offer educational tours featuring Icelandic culture or archeological sites. (Year 4)

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Markets and Marketing Target Markets European and US markets (guided

and independent) interested in health, culture and recreation

Icelanders

Objectives To create signature events for Northeast Iceland

Competitive Positioning Rejuvenate and Recreate Yourself in Northeast Iceland: You’ll Find it Here

Partnership Opportunities • Local tour operators

• Local businesses

• Icelandair and Air Iceland

• Icelandic Tourism Board

• Tour operators offering spa experiences, lighthouse stops, or sightseeing tours e.g. Iceland Experience/Top of The World, etc.

• Specialty interest or educational tour operators e.g. National Geographic Expeditions, World Volunteer web, Voluntourism, Smithsonian Institute, Responsible Travel, Canadian Cultural Landscapes, etc.

• Laugaskokk running club, Reykjavik

• Icelandic sailing clubs e.g. Nökkvi Sailing Club (Akureyri), Sigurfari Sailing Club, (Seltjarnarnes)

• University of Akureyri

• Icelandic Tourism Research Centre

• Húsavík Academic Centre

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• Rás 1, Rás 2, Útvarp Saga 99,4

Overall Marketing Strategy Promotions

• ½ page ads in regional and national tourism publications featuring special events and cultural attractions. (Year 2 – 5)

• Get radio slots and programmes around the details and rationales for each event

• Create collateral material for lighthouse trail and archeological sites (maps and interpretative guides) (Year 2-5)

• Buy banner advertising on websites of running, sailing, archeological clubs in Europe. (Year 2 – 5)

• Online web-based strategy with Web 2.0 technology (blogs, Flickr, twitter, Facebook) to provide testimonials. (Year 2-5)

• Work with partners to include information to distribute to group tour operators.(Year 4)

• Media campaign with Explore, Outside, National Geographic, National Geographic Adventure, National Geographic Traveler, Adventure Travel, Canadian Geographic, Royal Geographic Society, Smithsonian to generate a few good stories on events and cultural experiences in Northeast Iceland.(Year 2 – 5)

• Identify corporate sponsors for special events, e.g. car companies,

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sports manufacturers, electronic distributors, telecommunication providers, boat manufacturers, etc. (Year 2-3)

Key Measurement Tools Online queries

Visitor Center queries

Future Research Tools Research into Icelandic sports tourism i.e. the number of participants, interest in events, demographics, etc.

Marketing Budget Collateral material (maps and guides)

Various partner activities

Support to Tour Operators

Education and Training • On site workshop for local businesses and community leaders on special event

organization. (Year 2) A good resource on community festivals has been created by Nancy Millar, McAllen Convention and Visitors Bureau at http://festivalsandevents.com/resources/festival-planning/nature1.shtml

• Develop an interpretative script for a lighthouse trail. (Year 2) • Develop an interpretative script for an archeological guide. (Year 4) • Provide guide training for people interested in leading cultural tours. (Year 3)

Access • Landowner permission should be sought for important archeological sites and

lighthouses profiled on maps and guides. (Year 3) • Permission for special event on Langanes peninsula may be required; event

dates should be chosen to avoid conflict with other recreational users and egg collectors. (Year 4)

• Roads to the eastern region should be improved to facilitate access to cultural events and sites.(Year 5)

Support Sectors • Environmental assessments of archeological sites should be conducted to

determine which are suitable for tourism visitation. If necessary, access should be limited to a limited number of guided tours for small groups. (Year 3)

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• Accommodations in the eastern region may not be sufficient for a large event. The options of tent camps or home billeting should be investigated. (Year 4)

Support Services • Additional latrines may be needed for special events. (Year 4)

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4.0 Implementation Strategy Tables 4.1 General Development (Activities for 5 –year plan)

INDUSTRY ELEMENT Years 1-2 Years 3-4 Year 5 Planning and Development Adoption of a recognized brand X Adopt and implement National Geographic’s Geotourism Charter

X X X

Form an alliance of public/private stakeholders

X

Atthing will be point of contact for charter

X

Secure support from local tourism leaders, businesses and government agencies

X

National Geographic will work with stakeholders to market geotourism assets unique to the region.

X X X

National Geographic and alliance will complete maps that highlight assets of the region

X X

Planning and development will be focused on three subregions – Myvatn, Husavik, and Langanes

X X X

Myvatn, Husavik and National park will serve as anchors for the tourism in dustry.

X X X

Product Development Enhance existing attractions and packages

X X X

Develop secondary clusters to support anchor attractions

X X X

Ensure products are market-ready, offering a high quality authentic experiences

X X X

Organise a series of theme-based tours X X X Self-guided and guided tours will be organised to increase length of stay

X X X

Develop visitor management strategies for anchor attractions at Lake Myvatn, Husavik Harbour, and the National Park

X X X

Create a Friends of the Park for Northeast Iceland

X

Develop culural theme based packages that highlight the accounts of early settlers and history of Iceland

X X X

Develop an agritourism product X Incorporate Yule Lads into the NPP Economusee network

X

Develop a dinner theatre program and a X X

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literary festival Develop a network of recreational opportunities linked to hiking, winter, outdoor recreation, bird watching, photography, and athletic events

X X X

Marketing Develop interactive web-based strategy using Web 2.0 technologies

X X X

Target specific markets identified in strategy

X X X

Develop online mitigation strategy to inform visitors that Iceland is open for business

X

Align marketing with National Geographic and with Centre for Geotourism

X X X

Hire a marketing coordinator X Define a new image and brand for Northeast Iceland

X X X

Build cooperative marketing partnerships with regional and national marketing groups.

X X X

Update lure brochure and guidebook annually

X X X

Conduct a web audit for Northeast Iceland website

X

Develop a list of media contacts X X X Work in partnership with marketing agencies to develop a database of media contacts

X X X

Complete a media kit X Generate a list of national and international tour operators by coordinator

X X X

Organise an annual familiarization tour for travel trade

X X X

Participate in key international travel trade shows in partnership with North Iceland and Icelandic Tourism Board

X X X

Develop a list of potential advertising venues linked to target markets.

X X X

Contact Specialty Travel Index to identify a few key promotional efforts.

X X X

Develop a database of inquiries from the website, travel trade and special interest clubs

X X X

Code promotions to measure ROI X X X Monitor media coverage, visitor counts and VICs and area attractions, and occupancy rates

X X X

Education and Training Organise annual professional training opportunities for the industry as part of a

X X X

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Geotourism Centre of Excellence Offer hands-on innovative methods of learning for tourism professionals in region

X X X

Build a knowledgeable workforce for youth, community leaders, businesses, entrepreneurs, guides, tour operators, and key stakeholders.

X X X

Access Improve efficiency of access to the region through a multimodal approach to diminish travel time and lengthens stay

X X X

Provide alternative transport options for visitors

X X

Pave key roads within five years X X X Create kiwi experience bus service to improve tourist flows in region

X X X

Create Diamond Circle bus service to provide links between attractions in high season

X

Assess demand for improved air access to the region. Test market demand through charter flights.

X X

Target adventure/expedition cruise market for Husavik

X X X

Infrastructure Develop environmentally-friendly industry through infrastructure programs that conserve water, maximize renewable energy, and recycle waste.

X X X

Adopt water conservation programs and monitor consumption levels.

X X

X

Monitor water to guard against contamination and to protect supply

X X X

Offer bi-annual audits to tourism industry to reduce consumption.

X X X

Adopt a formalized waste management programme that embraces 3-Rs.

X X

Adopt creative strategies to reduce and reuse waste. Adopt a community compost program

X X X

Complete broad band system in region. Also identify a series of hotspots for tourists.

X X X

Use GIS technology in land use planning, to maintain local character, to manage visitor flows, and to assist with marketing and wayfinding.

X X X

Support Services Organise a geotourism alliance in region X Hire a marketing coordinator X Create a geotourism centre of excellence X

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Adopt a Friends of the Park group for Northeast Iceland

X

Incorporate special projects of Atthing into five year tourism strategy

X X X

Support Sectors Evaluate quality and type of accommodation to profile visitor satisfaction

X

Adopt Slow Food Movement X X X Adopt Economusee network X X X

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4.2 Sub-regional Development (Annual Activities for 5 –year plan)

INDUSTRY ELEMENT Years 1-2 Years 3-4 Year 5 Product Development General Develop ½ and 1 day self-guided and guided packages

X

Develop spa retreats, meetings, conventions & events

X

Create new spa packages X Develop spa experiences for health professionals

X

Great Walk program X Develop themed information material – hiking

X

Train staff & involve commercial operators in all phases of Great Walk program design

X

Develop hiking packages X Develop winter event using Great Walk sites

X

Create 3-5 nature photography workshop package

X

Develop international photo safari X Construct wildlife blinds X Develop multi-day packages for outdoor/eco adventurists

X

Create restaurant and agritourism dining network

X

Assist farmers in developing agritourism attractions & tours

X

Develop agritourism packages X Develop a dine around Iceland program X Develop creative tourism experiences X X Involve visitors in field research X Offer training programs & scientific lecture series

X

Offer educational tours X Develop region-wide birding trail X Enhance bird trail brochure X Develop self-guided birding packages X Assess feasibility of snowmobiling or cross country ski trail network

X

Create northern lights package X Develop a multi-day winter adventure package

X

Develop a multi-day northern lights package

X

Create Dinner on Ice event X Identify charitable groups that could partner on special events

X

Create a lighthouse trail X

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Offer a cultural heritage tour linked to farming/fishing heritage

X

Develop archaeological sites for visitation

X

Create interactive opportunities for visitors at archaeological sites

X

Offer education archaeological tours X Involve visitors in archaeological /environmental research through volunteerism

X X

Húsavík Provide more interpretation opportunities for whale watching visitors

X

Develop a ice climbing package at Skjálfanda

X

Develop a Yule Lads activity to complement Mývatn celebrations

X

Offer a maritime-themed event X Mývatn Host a Creative Arts conference X Develop a bird watching package for casual birdwatchers

X

Offer guided birding tours at Víkingavatn

X

Develop bird watching amenities at Víkingavatn social house

X

Develop pre and post conference for 2009 bird photography conference

X

Build bird viewing blinds X Develop spring birding package X Offer a 3-day literary festival X Create a holistic-themed event X Langanes Develop a shuttle service for hikers on Langanes to create longer, more interesting hikes

X

Offer lighthouse picnics for selfguided tourists

X

Open egg-collector huts for tea, meals X Develop a bird watching package for tundra birds & sea bird colonies

X

Develop ½ day puffin watching tours X Develop coastal bird watching package X Offer ½ day tour of eider farming practices at Nýhöfn

X

Organize an Artist in Residence/Arts in the Park Program

X

Create a running event on Langanes peninsula

X

Marketing

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General Offer fam trips to tour operators currently offering packages to the Northeast Iceland

X

Offer fam trips for health & wellness travel writers

X

Offer fam trips for travel writers specializing in birding

X

Encourage cross marketing and cooperative marketing for Northeast Iceland tourism organizations

X X X

Encourage accommodation providers to put information in rooms or on websites on attractions, activities, events

X

Attend international travel shows in collaboration with Iceland marketing campaigns

X X X

Meet with inbound tour operators to add spa activities to tours

X

Create marketing strategies with Web 2.0 technology

X X X

Purchase online ads on Iceland marketing websites

X X

Work with partners to include information to distribute to group tour operators

X X

Offer online booking incentives X Target meeting, incentive, conference and event markets for spa products

X

Place ads in regional and national tourism publications

X X

Develop a Great Walks webpage X Offer online reservation system similar to that used in New Zealand’s Great Walks for a variety of purposes, e.g. accommodation booking and itinerary identification

X X

Create hiking collateral material X Encourage Icelandic Tourism Board to include a section for Great Hikes in promotional material

X

Encourage Icelandic Tourism Board to include a section for agritourism and culinary experiences

X

Provide marketing materials or financial incentives to tour operators

X X X

Create collateral material for lighthouse trail and archaeological sites

X X X

Create Passport program for hikers X Create a loyalty program for Northeast Iceland attractions and museums

X

Create and distribute Lure Cards on Great Hikes

X

Create and distribute Lure Cards on outdoor adventure

X

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Create and distribute Lure Cards on nature photography experiences

X

Create and distribute Lure Cards on farm and dining experiences

X

Create and distribute Lure Cards on bird watching opportunities

X

Create and distribute Lure Cards on creative/educational experiences

X

Create and distribute Lure Cards on winter experiences

X

Develop media campaign on nature photography

X

Develop media campaign on Great Walks

X

Develop media campaign on outdoor adventure

X

Develop media campaign on agritourism X X Develop media campaign for bird watching

X

Develop media campaign for winter experiences

X

Develop media campaign for event and cultural tourists

X X X

Partner with organizations that can promote region as a photographic destination

X X

Identify corporate sponsors for special events

X X

Develop commercial alliances with specialized tour operators for photographic packages

X X

Purchase online ads on adventure travel websites

X

Purchase online ads on culinary travel websites

X

Purchase online ads on bird watching websites

X

Purchase online ads on websites promoting ice climbing, skiing and snowmobiling organizations

X

Purchase online ads on websites of running, sailing, archaeological clubs

X X X

Invite university students to create an outdoor club

X

Develop an agritourism webpage X Develop a dine around Iceland webpage X Develop a website for Iceland Bird Trail X Create a birding Passport program X Print “I brake for birds” bumper stickers X Link bird trail website to Icelandic Tourism Board website

X

Participate with partners at birding conferences

X

Prepare an ice climbing guide X

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Húsavík Develop a ice climbing package at Skjálfandi

X

Mývatn Provide information on birding tours at national park visitor centre

X

Langanes Add webcam to Raudinupur lighthouse X Education and Training General Training programs & certification for spa workers

X

Offer guide training for local hiking guides

X X

Provide guide training to hosting or leading photographers

X

Provide guide training for people leading bird watching tours

X

Provide guide training for people leading archaeological tours

X

Educate visitor centre staff on hiking opportunities

X

Educate visitor centre staff on agritourism

X

Workshop for local businesses on tour packaging and assessing market-readiness

X

Workshop for local artisans in programming and packaging and market-readiness

X

Workshop for local businesses on catering to hikers

X

Workshop for local businesses on catering to photographers

X

Workshop for local businesses on catering to outdoor adventurists

X

Workshop for local businesses and farmers on catering to agritourists

X

Workshop for local businesses catering to winter tourists

X

Workshop for local businesses and community leaders on special events

X

Interpretative training for farmers X Develop interpretative script for lighthouse trail

X

Develop interpretative script for an archaeological guide

X

Train culinary workers, chefs on incorporating local food into menus

X

Awareness training for local people on the importance of birding tourism

X

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Visitor information and education on bird sanctuary code of ethics

X

Training and certification of operators taking people to sensitive birding spots

X

Train visitor centre staff and hospitality staff on customer service for bird watchers

X

Best practices tour for winter tour operators

X

Train volunteers maintaining winter trails

X

Access General Improved road access X Bus shuttle from Akureyri to Húsavík or Mývatn

X

Offer formalized Diamond Circle Tour during high season

X

Improve trail heads and parking lots for premier hikes

X

Offer standardized signage for agritourism attractions, facilities

X

Add wildlife watching signage to bird watching sites

X

Add pull-offs to bird watching sites lacking safe stopping areas

X

Increase parking areas at key birding sites

X

Landowner permission sought for important archaeological sites

X

Húsavík Encourage tour operators to gain access to puffin viewing site at Tjörnes peninsula

X

Myvatn Pave pathway at Ásbyrgi for early season access

X

Pave trails around the lake X Langanes Add road turnoff at Nýhöfn X Gain permission for special event on Langanes peninsula

X

Roads to eastern cultural sites should be improved

X

Support Sectors General Hotels to offer spa products X Restaurants to offer healthy menu choices & local food

X

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Needs assessment of hiking support facilities

X

Needs assessment of support facilities for cross country skiing, snowmobiling and ice climbing

X

Assist local businesses in developing market-ready products for packaged tours

X

Encourage retail outlets to carry more photography supplies and accessories

X

Develop additional accommodation for summer months

X X

Find a source of cost-effective insurance for farmers participating in tourism

X

Encourage visitor centres to maintain bird sighting logs

X

Environmental assessments should be conducted on archaeological sites

X

Langanes Provide assistance for egg collectors to convert huts to tea houses or warming huts

X

Develop additional accommodation X X Support Services General Medical treatments offered at spas X Add latrines to heavily used hiking trails X Add latrines and blinds to natural areas heavily used by photographers

X

Add latrines and warming sheds at areas used for tour stops at sheep round-ups

X

Add latrines to picnic areas and bird viewing areas receiving high visitation

X

Add latrines as needed for special events X Work with Icelandic Tourism Research Centre/ Húsavík Academic Centre to ensure rules and regulations regarding wildlife observation are followed

X

Timely snow removal on roads used by winter tourists

X X X

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5.0 Conclusions

In the five year tourism strategy for Northeast Iceland we have tried to show that a successful tourism destination involves linking and clustering the many interrelated components of the industry (eg. markets, attractions, institutional elements, transportation). The future basis for building sustainable tourism starts with well thought out planning and a clear vision supported by local residents. Over the last year, residents of Northeast Iceland have been clear and demonstrative in their belief that tourism development must embrace the concept of geotourism. Geotourism is defined as tourism that sustains or enhances the geographical character of a place – its environment, culture, aesthetics, heritage, and the well-being of its residents.

Through the use of the UNDP destination planning framework, tourism policymakers in the region have been provided with an important tool to implement geotourism over the next five years. This framework is also meant to serve as a guide for local planners to add and build on this present strategy into the future. Through public consultations, workshops, and interviews, local residents have participated in the planning process to help build awareness and understanding for the tourism industry in the region. They have worked in cooperation with the research team to identify a list of priorities for development that are based on their traditional knowledge and understanding of Northeast Iceland.

As has been indicated in the State of Affairs document, Northeast Iceland is blessed with many unique selling points that include spectacular natural scenery, abundant marine wildlife, geothermal attractions, and a rich cultural heritage. These resources have served as the basis for the successful development for the tourism industry to date. These resources will continue to serve as the anchor attractions and demand generators for the majority of visitors to the region.

Even so, in looking forward over the next five years, this strategy focuses on adopting a systematic product-market match approach to future development that is based on building on present attractions to create new theme-based touring routes, clusters of secondary activites, and a diversity of quality experiences that will ensure increased visitation, return on investment, local employment, and revenue generation through new products aimed at visitors interested in spa/wellness, hiking, photography, outdoor adventure, birding, agritourism, winter, culture and events, and creative tourism opportunities.

As local residents clearly stated in the tourism needs assessment, the sustainability of tourism will first depend upon having the “buy in” and support for the plan by local tourism leaders, government agencies, and local residents. Finally, it will also depend upon future development that is market driven and environmentally supportable, economically viable, and culturally acceptable.

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Appendix 1

This global template is designed for nations but can also be adjusted for signature by provinces, states, or smaller jurisdictions, and for endorsement by international organizations. Geotourism is defined as tourism that sustains or enhances the geographical character of a place – its environment, culture, aesthetics, heritage, and the well-being of its residents.

The Geotourism Charter WHEREAS the geotourism approach is all-inclusive, focusing not only on the environment, but also on the diversity of the cultural, historic, and scenic assets of _______, WHEREAS the geotourism approach encourages citizens and visitors to get involved rather than remain tourism spectators, and WHEREAS the geotourism approach helps build a sense of national identity and pride, stressing what is authentic and unique to________, THE UNDERSIGNED parties to this Agreement of Intent commit to support these geotourism principles, to sustain and enhance the geographical character of _________—its environment, culture, aesthetics, heritage, and the well-being of its residents: Integrity of place: Enhance geographical character by developing and improving it in ways distinctive to the locale, reflective of its natural and cultural heritage, so as to encourage market differentiation and cultural pride. International codes: Adhere to the principles embodied in the World Tourism Organization’s Global Code of Ethics for Tourism and the Principles of the Cultural Tourism Charter established by the International Council on Monuments and Sites (ICOMOS). Market selectivity: Encourage growth in tourism market segments most likely to appreciate, respect, and disseminate information about the distinctive assets of the locale. Market diversity: Encourage a full range of appropriate food and lodging facilities, so as to appeal to the entire demographic spectrum of the geotourism market and so maximize economic resiliency over both the short and long term. Tourist satisfaction: Ensure that satisfied, excited geotourists bring new vacation stories home and send friends off to experience the same thing, thus providing continuing demand for the destination.

Community involvement: Base tourism on community resources to the extent possible, encouraging local small businesses and civic groups to build partnerships to promote and provide a distinctive, honest visitor experience and market their locales effectively. Help businesses develop approaches to tourism that build on the area’s nature, history and culture, including food and drink, artisanry, performance arts, etc. Community benefit: Encourage micro- to medium-size enterprises and tourism business strategies that emphasize economic and social benefits to involved communities, especially poverty alleviation, with clear communication of the destination stewardship policies required to maintain those benefits. Protection and enhancement of destination appeal: Encourage businesses to sustain natural habitats, heritage sites, aesthetic appeal, and local culture. Prevent degradation by keeping volumes of tourists within maximum acceptable limits. Seek business models that can operate profitably within those limits. Use persuasion, incentives, and legal enforcement as needed. Land use: Anticipate development pressures and apply techniques to prevent undesired overdevelopment and degradation. Contain resort and vacation-home sprawl, especially on coasts and islands, so as to retain a diversity of natural and scenic environments and ensure continued resident access to waterfronts. Encourage major self-contained tourism attractions, such as large-scale theme parks and convention centers unrelated to character of place, to be sited in needier locations with no significant ecological, scenic, or cultural assets. Conservation of resources: Encourage businesses to minimize water pollution, solid waste, energy consumption, water usage, landscaping chemicals, and overly bright nighttime lighting. Advertise these measures in a way that attracts the large, environmentally sympathetic tourist market. Planning: Recognize and respect immediate economic needs without sacrificing long-term character and the geotourism potential of the destination. Where tourism attracts in-migration of workers, develop new communities that themselves constitute a destination enhancement. Strive to diversify the economy and limit population influx to sustainable levels. Adopt public strategies for mitigating practices that are incompatible with geotourism and damaging to the image of the destination. Interactive interpretation: Engage both visitors and hosts in learning about the place. Encourage residents to show off the natural and cultural heritage of their communities, so that tourists gain a richer experience and residents develop pride in their locales. Evaluation: Establish an evaluation process to be conducted on a regular basis by an independent panel representing all stakeholder interests, and publicize evaluation results.

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Appendix 2

Strategic Tourism Plan for Northeast Iceland Public Awareness Workshops Location: Gamli Skólinn Grenivík, 610 Greinivík Date: 29. May 2008 Time: 10:30-13:30 TSP participants: Edward h. Huijbens, Martin Green,Vilborg Arna Gissurardóttir

Issues

No one knows how many tourist arrive at Grenivík, neither on high season or low season. residents belive though that they should an could increase the industry at the area.

Residents don´t agree on the access to nature attraction in the area, e.g. some people like to have good road transportation to Grímsnes meanwhile others like to have it just the way it is now.

There is a lack of access to information in the area, there is neither an information center nor a sign with a map and other useful information.

Residents would like to open discourse with the local government and increase collaboration. Residents are interested in having a tourism agent in the area wich has an overview of the industry and has an ability to develop tourism products.

There is no harmony between the services and the needs of the tourists in the area. The stores and the swimming pool are closed when the guests are in the need to use them during high season.

Define how specific areas e.g. Látraströnd and Fjörður should be marketed with regard to motorized traffic and hiking areas..

The peninsula between Skjálfandi Bay and Eyjafjörður fjord doesn´t have a name as a peninsula, although different parts of it are named. A name for the peninsula would be helpful in marketing. It´s also important to work together with Thingeyjarsveit wich is the other stakeholder of the peninsula.

Residents belive that it´s really important for the area to be a true rural area, and the goal should be to keep it like that.

Solutions

Define target market and use that for marketing.

Offer a deal for groups like family gatherings, reunions and other events.

Market the area as a quiet and tranquil place, along with the rural image. Continue to work on Kaldbakur mountain as a vinter recreation area, and Fjörður and Látraströnd as an area for hikers. There are also a lot of sagas and tales from that area.

Define areas for dirtbikes, motorbikes and snowmobiles away from areas for hikers, skiers etc.

Grenivík is a village that can be marketed as a central location between Akureyri and Þingeyjarsýsla. Grenivík can offer a true countryside experience.

Iceland, all in one place: here you can find interesting geology, glaciers on the peninsula, turf house, old ruins, etc.

To adjust opening hours of the service companies to the needs and arrivals of guests.

Make informations accessible for tourists, sign on the gateway into town, make website with useful information and a brochure.

Open discourse with the local government and provide better access to the administration.

Participant Organization Contact Stefán Karlsson Pólarhestar Grýtubakka II Stefanie Lokmann Höfði II Janetta Höskuldsson Kaldbaksferðir Réttarholt 2 Birna Friðriks Ferðaþjónustan Hléskógum Hléskógum Anna Bára Bergvinsdóttir Áshóli Róbert Þorsteinsson Ægisíða 29 Viðar Júlíusson Gistiheimilið Miðgarðar Ægissíða 39 Guðný Sverrisdóttir Sveitastjóri

Grýtubakkahrepps Stórasvæði 8

Location: Narfastaðir, 650 Laugar Date: 29. May 2008 Time: 14:30-16:30 TSP participants: Edward H. Huijbens, Martin Green, Vilborg Arna Gissurardóttir

Issues:

The tourism industry is not as important for rural areas as people like to think, the work is seasonal. The size of elementary school and collage affect the industry in the area. Stakeholders need to work a lot during shoulder season before they get the high season staff, on the other hand there is not enough work to hire employees year around.

The service and recreation which tourists buy is closed except during high season.

Stakeholders are tired of meetings regarding to the tourism industry, so far they have been ineffective. There is not enough respect for the tourism industry as a profession.

There is a need for more studies of the industry and mapping the multiplier. The government has no or little insight in the field. And there isn´t always consistency between what the government says and what is happening in the real world.

Small units in the industry are not working together or with the bigger ones like Minestry of industry-energy-and tourism, Minestry of communications, The Icelandic tourist board etc. Tourism Officers don´t stay for long time and they have just gotten to know the situation in the area when they leave.

Stakeholders are not doing well in keeping files for the office of Statistics in Iceland regarding number of tourists, nationality and how long they stay at the hotel/guesthouse. For that reason, stakeholders don´t know how many guests they have had or their ratio of nationality. Each stakeholder has a feeling about their ratio, but not for the whole area. This knowledge is very important for the area as a whole, for mutual marketing and infrastructure.

Access to Dettifoss, the most powerful waterfall in Europe, and one of the attractions for the region is very limited because of bad road transport except for few weeks every year during high season,.

There has been a lot of archeological research in Thingeyjarsveit which has not been introduced to the residents or tourists.

Solutions:

Stakeholders and others who plan to run a business could utilize more the available support, from the Development agency or others who give advice of trade facilitation.

Cooperation between the industry and the schools in the area is a possibility. Offer special courses of study aiming at the tourism industry.

It´s very important to support the tourism industry and build it as a real industry but not as a second profession, or seasonal. The strategy plan can help stakeholders to specialize in some subjects, too many companies are trying to reach to the same target market. Stakeholders need to make a niche for oneself and have a vision for the future.

The strategy plan has to be used to reach to the government and to the associations who invest in the tourism industry. It´s very important that it will be used but not end as a file in a drawer.

People’s vacation is getting shorter, that’s why it´s very important to get an international flight to Akureyri, also because domestic flight is very expensive. That would lead to that tourists would stay longer in the area and spend more money.

Participant Organization Contact Aðalsteinn Már Þorsteinsson

Hjalli

Snæfríður Benediktsdóttir Karhóll Bryndís Ívarsdóttir Staðarhóll Staðarhóll Unnsteinn Ingason Narfastaðir Narfastaðir Ingi Tryggvason Narfastaðir Narfastaðir

Location: Hótel Reynihlíð, 660 Mývatn Date: 30 may, 2008 Time: 10:00-12:00 TSP participants: Edward H Huijbens, Vilborg Arna Gissurardóttir

Issues:

There is a lack of recreation, especially during high season. There is a good selection of accommodation for tourists which is very well used. But there is no one who offers recreation or interpretation on the nature, geology, plants etc. During low season stakeholders are trying to build up winter recreation, but there is a lack of context between high and low season.

There is a lack of collaboration between areas in the region, that´s why it´s necessary to have a tourist officer who lead to gather interest between different areas and stakeholders. It´s very important that the tourism industry gain respect as a real profession and it´s necessary to built it up with that goal. At the same time there is a lack of money and investment in the industry to develop tourism products.

Stakeholders in the area have a differing points of view toward tourism development. Some of them like to have it as a seasonable industry while others like to build it up as a year around industry.

The distance between the people who work in the industry and the distance to the government is too long. It´s very important to forge connections between those agents. The people who work for the government don´t know what´s going on in the tourism industry.

There are no houses for bird watching, no trails for hiking or biking on the side of the lake. It´s necessary to control where tourists go, because the nature can´t take all the load without some damage. Then it´s important to respect rights to access.

The Mývatn area hasn´t been marketed for a winter recreation, but it has great resourses for that.

Solutions:

Use shoulder season for tourism, to be able to offer recreation for the guests in content to the various accommodation which is on the market. Also to market the area for winter recreation and winter tourism, and offer tours with a tour guide.

Offer good information which at the same time controls where the tourists go which is beneficial for wildlife conservation and for the economy.

There is a market for tour guides to offer day hikes and shorter tours. Mývatnsstofa has already started to offer a one hour story walk, but the area needs more selection of similar theme walks.

Build up the industry and place emphasis on professionalism e.g. connect schools and the industry. It´s possible for the college at Laugar to offer tourism courses aiming at more professionalism in the area.

Tourism officer could have overview of the industry in the area and make connections between stakeholders and the government. Also it´s important to map where it´s possible to put in some applications for founding and developing the industry.

Teamwork is the key to success, but at the same time it´s important to define the field.

Participant Organization Contact Margrét Hólm Sel-Hótel Gautlönd Ingi R. Kristjánsson Sel-Hótel Skútustaðir II Hallgrímur M Jónasson Hótel Reynihlíð Úthlíð Eyrún Björnsdóttir Jarðböðin (Naturebaths) Skútahraun 17 Valbjörg Fjölmundsdóttir Fuglasafn Sigurgeirs Akureyri

Location; Gamli Baukur, Hafnarsétt 9, 640 Húsavík Date: 30 mai 2008 Time: 14.00-16.00 TSP Participants: Edward H. Huijbens, Vilborg Arna Gissurardóttir

Issues:

The tourism industry in Húsavík suffers from a lack of employees in the beginning and the end of the season. Continually shorter summervacation from schools, and then shorter time for the summeremployees to work, increase the burden for the employees who work year around.

The tourism industry in the area is not taken serious as a real profession.

Unchecked hunting on the bay on seabirds can damage the whalewatching industry. There are no rules for right to access the wildlife on the bay.

Previous stragety plans have not been successful. In past years the Húsavík area has relapsed, among the reasons are; break down in the fishing industry, air transport was put aside etc.

Opening hours in the service companys are not according to the needs of the tourism industry.

Stakeholders need better connection to the industry, like The Icelandic Tourist board and the Icelandic Tourism Research Centre.

Solutions:

The goal should be to extend the tourism season up to 8 months. Tourism products needs to be of good quality, rather sell fewer seats with good quality than more seats and lack of service.

Place emphasis on marketing the Þingeyjarsýsla region as one continuum and make products out of birdtrails, artic experience, Flatey islands tours etc.

Define concepts like highland, nature study ctc, so there will be harmony in marketing for the area.

The Jökulsárgljúfur national park can be used for marketing for the area. It’s important to include residents in establishing the accessibility and the process of the park. One way is to offer the residents to become a friend with the park. Also it’s important to make the park accessible for everyone .

It´s very important to follow up this stragety plan in a systematic way, and use it to reach to the government and include them in the industry. It´s also important to use the stragety plan when applying for grants.

It’s important to make rules for access to the wildlife on the bay, The Marine Research institute should be operating as The Environment Agency of Iceland. It‘s also important that The Marine Research institute have an operation in Húsavík area to protect the wildlife on the bay.

Participant Organization Contact Ásbjörn Björgvinsson The Húsavík Whalemuseum Sólbrekka 20 Elke Wald The Húsavík Whalemuseum Sólbrekka 20 Jóhannes Haraldsson Hótel Rauðaskriða Rauðaskriða Erla Sigurðardóttir Norðurþing Höfðavegi 22 Hörður Sigurbjarnarson North Sailing Skútahrauni 20 Jóna Matthíasdóttir Snow magic Garðarsbraut 35a

Meeting place: Gljúfrastofa,Öxarfjörður Date: June 5, 2008 Time: 10:00-12:00 The Icelandic Tourism Research Centre: Edward Hujbens Atthing: Sif Jóhannesdóttir 1.0 Issues 1.1 Stopovers, signs and car parking. Too many interesting places in the area are not

marked with signs. And in some places there are no car parks where tourists are stopping. There are strict rules about which signs are allowed along the main road.

1.2 Dettifoss is one of the places Iceland is known for, but still access is very limited and too few signs leading the way. One thing to consider is the possibility to keep the road to Dettifoss open during wintertime, the Public roads administration is the one responsible. They are going to make a new road on the west side of Jökulsá, that is going to be open year round. We had some discussion about that road, if there are going to be conflict of interest, between tourism and trucking for example and also if it is ok to build a big road inside a National Park. It is also important to keep the road on the east side open and good accessibility, because the view on that side is very good, some people say it is the best. It is more dangerous to go down to Dettifoss from the west side especially during wintertime because of the spray and snow. Because of the spray the riverbank on the eastside is falling down.

1.3 In this area we have many marks on plate boundaries, that gives some opportunities in tourism.

1.4 The vast open areas, the long sand beaches, 380° horizon give opportunities in tourism. Warm water on the plate boundaries. The new road (ready 2011) also gives new opportunities in stargazing, Dark hotel in Merakkaslétta, no lights there dark as far as you can see, little traffic.

1.5 Many special places and phenomena in the area: • Bakkahlaup a unique place to watch seals, 10 km from the shore in walking

distance from the National Park. • Öxarnúpur (Daðastaðir) a very old forest perhaps from the time of settlement. • Flöskukrækiber, a special type off northern crowberries, special taste and

shape only found in 3-4 places in Iceland. • Great area in Öxarfjarðarheiði north of Hrauntangar. A very good area for

hiking, good access. • Lava south and east of Presthólar, there are craters (Rauðhólar), this area is

protected. • There are many caves in this area, e.g. the biggest stalagmite cave in Iceland

(in Kerlingarhraun) and Krossdalshellar. • Þeystareykir, a new road up there gives new opportunities e.g. in connection

with Grettissaga. • Þorrablót an annual feast with entertainment and traditional food (feb.-mar.).

1.6 Some kind of a center is needed in the area, a hotel and something to do for the children. Probably wise to look at an area close to the national park but not inside it. Building something inside a National park can limit growth and expanding.

2.0 Solutions 2.1 Stopovers, signs and car parking. Communication with the Public Road

Administration very important in order to put up signs and make parking possible where needed and according to law.

2.2 Important to keep in mind the access for tourists when the new road along Jökulsá on the west side comes. Dettifoss has to be accessible from both sides. And we have to find ways to make the access to Dettifoss on the west bank more secure, especially during winter and spring.

2.3 We should look for ways to make marks on plate boundaries more visible and use them to attract people. This is something that is possible to work into the Earthquake center.

2.4 Maybe it´s possible to make a warm black sand beach in Öxarfjörður because of the warm water there.

2.5 We should look for ways to market and make accessible more of the special places and phenomena in the area.

2.6 It is very important to build up a center in the area with hotel and something to do for children, close to the National park e.g. in Lundur or somewhere in Kelduhverfi. Maybe the local museum can play a part in making something to do for children. Lundur is a good location; there is enough hot water, enough land and the landowners are positive. There, the hotel would be midway between the hotel in Húsavík and the hotel in Raufarhöfn.

Participant Organization e-mail address Stefanía V. Gísladóttir Local museum disagisla@islandia.is Hólmfríður Halldórsdóttir Earthquake Center fridahalldors@internet.is Jón Grímsson Municipality jongr@simnet.is Þórarinn Sveinsson Land owner krossdal@simnet.is Guðmundur Þórarinsson Land owner vogar@isl.is Ólöf Sveinsdóttir Skúlagarður, b&b skulagardur@simnet.is Sigþrúður Stella Jóhannsd. National Park stella@ust.is

Strategic Tourism Plan for Northeast Iceland Public Awareness Workshops

Meeting place: Grunnskólinn á Raufarhöfn Date: June 5, 2008 Time: 17:00-19:00 The Icelandic Tourism Research Centre: Edward Hujbens Atthing: Sif Jóhannesdóttir

1.0 Issues 1.1 In this area we should place emphasis on the vastness. 1.2 The flora on Melrakkaslétta is very varied. On a small area you have an example of

wilding arctic flora. 1.3 Bad lavatory facilities at Dettifoss. Something must be done to make it better and

suitable for the amount of tourists visiting the place. The facilities must be according to the needs, environmental demands and modern demands of visitors. It’s very important to find the best ways to market Melrakkalétta and get the most out of using it as a tourist attraction without loosing the quietness and uniqueness.

1.4 There should be signs in the area to help people find the trails that are marked on the hiking map for the area.

1.5 Special places in the area: a. Bretastangir, remains of British soldiers in the area, bunker close to Raufarhöfn. b. Many interesting cultural remains in the area e.g. houses on Melrakkaslétta and

Raufarhöfn. c. On Rif, a farm owned by the state, there is an old house very big and superb but

in a poor state. Inside the barn at Rif there is a ravens´ nest on top of an approx. 2 meters high tower made out of garbage.

d. Þorgeirsdys (cairn) archeological remains linked to the sagas. e. There is a river running underground on Melrakkalétta, it is possible to see it and

hear it some places e.g. Blikalónsdalur. f. At Höskuldarnes and Oddstaðalón there are seal rookeries. g. Arnarbæli, a beautiful lavafield. h. Bæjarfjall, the lowermost mountain in Iceland. i. Lake area on the east part of Melrakkaslétta is preserved.

1.6 Between Skinnalón and Rif there is a very good hiking trail.

2.0 Solutions 2.1 Is it possible to sell admission to places like Dettifoss and Hljóðaklettar and use the

income to make the facilities better? But in Iceland we have this Scandinavian tradition not charging for visits to natural pearls.

2.2 Is it possible to limit the access to Melrakkaslétta when the new road comes (Hófaskarðsleið). And plan trips with guides, some for bird watchers, some for hikers, some for hunters and angling. It is very important to have guides from the area to go on those trips. There is also a possibility to plan winter trips e.g. fishing through ice.

Participant Organization Contact

Guðrún Sigurðardóttir Land owner gudrunsig@hotmail.com Margrét Rögnvaldsdóttir Land owner hjorv@simnet.is Jóhanna Dögg Stefánsdóttir Schoolmaster johanna@raufarhofn.is Birna Björnsdóttir Municipality birna@nett.is Brynja Reynisdóttir Ljósfang (handy craft) brynja@magnavik.is Þóra Soffía Gylfadóttir Artictravel thora@raufarhofn.is Olga Friðriksdóttir Teacher, land owner olga@raufarhöfn.is Einar Sigurðsson Artictravel ees@magnavik.is Erlingur B. Thoroddsen Hotel Norðurljós ebt@vortex.is

Strategic Tourism Plan for Northeast Iceland Public Awareness Workshops

Meeting place: Félagsheimilið Þórsver á Þórshöfn Date: June 6th. Time: 10:00-12:00 The Icelandic Tourism Research Centre: Edward Hujbens Atthing: Sif Jóhannesdóttir

1.0 Issues

This area needs a Hotel. People working in tourism have had to dismiss larger groups (20-30 people) because of the lack of sleeping accommodations.

Stakeholders in the area should try to get some cooperation with travel agencies to increase the number of tourists visiting the area.

Öxarfjarðarheiði has a very beautiful area with many caves e.g. this area has not been marketed or used in tourism.

Something has to be done in marketing the area in Norræna (Smyril-line). Those working in tourism think that fewer people coming with Norræna visit the area now than before. We have to find ways to change that.

2.0 Solutions 2.1 Sleeping accommodations, already many ways have been considered to

increase them, e.g. building a Hotel in Þórshöfn. The meeting agrees that there is a need, but it´s hard to realize how the operational circumstances to run a hotel are. They think that there are enough people in the area to work in a hotel during the summer. But other options should be looked into like building huts and renting them. That is less expensive and easier to sell if necessary. One way could be that the municipality would put some money in to building the houses and get somebody to run the business. And maybe Byggðastofnun (Institute of regional development) can in some way assist.

2.2 We should put together packages with sleeping accommodations, dining and entertainment/relaxation, and market them with travel agencies e.g. Iceland Travel and Terra Nova sol.

2.3 Places like Öxarfjarðarheiði have to be marked and used e.g. for guided hiking tours. But always in context with how much the places can take.

2.4 Marketing has to take place in Norræna (Smyril-line), we have to have brochures both aboard and on land in Seyðisfjörður. Maybe it is a good idea to go to Seyðisfjörður and look into those matters, even have someone there when the ferry comes in.

Participant Organization e-mail address

Mirjam Blekkenhorst Ytra-Lón, Youth hostel ytrlon@visitlanganes.com Björgvin Þóroddson afibeggi@simnet.is Eyþór Atli Jónsson Ver sport center sund@langanesbyggd.is Björn Guðmundur Björnsson Langanesbyggð, municipality bjorngb@langanesbyggd.is Bjarnveig Skaftfeld Ytra-Áland, bed and breakfast ytra-aland@ytra-aland.is Nanna Steina Höskulsdóttir Eyrin, restaurant eyrin@eyrin.is

Appendix 3

© vatnavinir

Wellness Country Iceland – North-Eastern Iceland region 1.1 Project essentials 1.2 General industry background – Figures and facts 1.3 Outline proposal for the region 1.4 Vatnavinir Team

1.1 Project essentials Water is bountiful in Iceland. The abundance of water and geothermal energy enriches the land. This unique resource is present in myriad of forms; fresh springs, hot springs, flowing water, falling water, geothermal water, glacial water, oceanic water and in all the states of water from steam, to liquid to glacial. The concept of Wellness Country Iceland is to promote health related tourism for the whole of Iceland. The project develops concepts for geothermal wellness centres across the country integrating wellness and nature with the therapeutic effect of thermal bathing. The wellness centres can be found in urban, semi-urban, rural or natural settings, amidst the distinct landscape of Iceland. The unique natural settings whether by the sea, in the countryside or mountains provide the guidance for the architectural expression of the centres and the variety of services, facilities and treatments on offer. A network of Icelandic wellness centres encompassing the diversity of small and large centres provides guests with the opportunity to navigate their own journey across the country. Visitors can travel from larger wellness centres with variety of treatments and activities on offer to rural pools and hot springs in natural settings. The experience of thermal bathing is integrated and enriched with experience of nature, culture, outdoor activities as well as education and training courses. The concept Wellness Country Iceland gives a fresh impetus to collective collaboration to support local initiatives for future economic regeneration. Water is the source of all life.

© vatnavinir

1.2 General industry background – Figures and facts In order to protect its nature and to ensure economic viability and sustainability, Iceland has to look for options beyond aluminium smelting, banking and other “big box” solutions. In the face of the current financial crisis this is truer than ever. One of the pillars of the Icelandic economy of the future is tourism, which – among others -must be considered a serious alternative to outweigh conventional solutions as lined out above: The Spa industry is estimated a 4,700 billion, Spa related hospitality & tourism at 10,600 billion ISK. Spa related real estate at 8,830 billion, Healthy foods & nutrition industry at 16,240 billion. Beauty & wellness medicine industry is estimated at 19,580 billion. The global health and wellness market is estimated in 2007 at 100+ trillion. The World Bank estimates natural healthcare will be a 300 trillion industry by mid-century. Foreign visitors to Iceland in 2007 were 485,000. All tourist spend in 2006 135 billion, 11,6% of Iceland GDP. •North East of Iceland received 235,769 visitors in 2006 of which 60% foreigners •Gentle giants” whale watching in Husavik received 26,000 visitors in 2007. •“Jarðböðin” in Mývatn received some 60,000 visitors in 2006. 1.3 Outline proposal for the region Vatnavinir propose a series of wellness, spa, health and bathing stations in the North-Eastern region. These stations are broken down into three types:

Main Stations Larger scale centres providing a full range of services and facilities ranging from types of accommodation, cuisine, treatments and therapies of offer, bathing experiences, services and facilities. Principle centre in region from where is possible to visit a range of satellites and smaller wellness places. Satellites Local pools in regions located in distinct settings in landscape providing a web of unique interrelated water based experiences across Iceland. Satellites vary in range of services on offer, from very basic to some basic accommodation and refreshments. Hidden Gems Natural or semi- man made pools in remote natural locations difficult to reach for the uninitiated. Location of Wellness Centres: Urban Wellness and water treatment centres located in towns and villages allowing for a greater range of treatments and services to be offered in relation to accommodation, leisure, alternative health related treatments, complimentary medicines, thermal treatments, and nature based treatments. Rural Numerous and diverse pools, baths and hot springs are all distinct reflecting diverse natural settings and mode of construction, these can be local county pools, private pools within the fields of local farms, pools by the seashore, pools in meadows, deserts or in the mountains etc. and all with a unique chemical and mineral condition of the water. Remote - in nature The diverse and multifarious landscape of Iceland with its long coastline, the green agricultural counties, heaths and mountains, highlands, volcanic and glacial landscapes provides a natural landscape of distinct characteristics, atmospheres and natural qualities. Here natural unique nature contributes to unique treatments, e.g. seawater treatments,

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volcanic earth baths, wind and air treatments etc. Within the North-Eastern region we propose three main stations including the existing Jarðböð at Mývatn, as well as developing urban Spa-towns at Húsavík and Akureyri. These three locations will form centres in the North-East. The distance between them is approx. 60-80km and within this region may be found 4 to 8 satellites. Based on further research and the inventory of existing qualities within the region, vatnavinir will propose the extent of facilities, programmes, services and networks. The various stations - large or small - are to be linked by hiking, horseback-riding or driving trails. These trails can be marketed as packages by touring operators, be used by independent travellers or serve as day trips form the main stations.

Emphasis for all ventures – large or small - is on sustainable site specific place-making and building on existing natural and socio-economic fabric, i.e. networking with local businesses and initiatives. Vatnavinir uncompromisingly strive for high quality of services, products and architecture. As an example for a Spa-Town, Vatnavinir propose Husavík to be developed as a centre for wellness and unconventional, alternative medical treatments in multiple stages (below). These stages should be coordinated with Myvatn/ Jarðböð to retain the option of a joint marketing strategy and to improve the cooperation between Husavik and Myvatn.

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- As a first step we are currently exploring the existing buildings, businesses and initiatives. These existing facilities may include: Hospital, Hotel, Museum, Store, Whale Museum, Restaurant, Tourist information, Whale watching, Swimming pool, Lighthouse, Kerið - As a second step, vatnavinir propose the creation of new main points of interest for day visitors, medical patients, spa-tourists and families. This may involve the development of the local hospital into an alternative water treatment centre and the extension of the local swimming pool as a family bath park. The treatments offered in the hospital will be subject to detailed research in the upcoming project phase. - In the next step, the erection of a new Spa facility by the sea on Húsavíkurhöfði and an ocean bath for bathing in warm sea water in the old harbour is envisaged. All these interventions combined will create a greater variety of services, creating more local revenue and reasons for visitors to stay. Furthermore, they will inform each other and create more traffic throughout town for smaller businesses to hook on to. To ensure the quality of the network as a whole and the individual pools we are currently also exploring the potentials of the satellites. Some of these satellites are proposed to be actually operating as early as summer 2009, to be followed closely by further regenerative measures. Bathing experiences in the region may include river and sea water baths, warm sand baths, steam baths, mud baths, all of which are subject to further detailed investigation. At this stage please refer to the following examples currently being investigated: 1. OSTAKARIÐ AT HÚSAVÍKURHÖFÐI

In the vicinity of Húsavík a unique and unequalled bathing facility can be found at Ostakarið, or the so called cheese tub. In the hills of Húsavíkurhöfði by Húsavík 3 boreholes were drilled for the purpose of finding hot water. Local inhabitants of Húsavík rendered useful the hot water with establishing this ingenious bathing experience by installing a large tub formally used for making cheese. With every hot spring in Iceland supplying water rich of different chemical content, this one is found to be particularly healing for psoriasis and various eczema conditions. In addition to its healing properties, the experience of bathing at Ostakarið is exceptional with its views across the bay of Skjálfandi and to the mountain range in distance.

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The Ostakarið is almost 7 m long, 1,5 m wide and 0,6 m deep accommodating up to 15 people at a time. The tub is supported with concrete foundations and surrounded with a 1m high timber fence. Water is channelled from the borehole with continuous flow of water and the temperature is controlled manually. For many years a basic shed provided the changing facility but recently a freight container has been installed for shelter. There is no WC or shower facility.

Vatnavinir proposal: Ostakarið with its healing properties and beautiful setting could be a principle satellite pool in the region. Vatnavinir propose a minimum intervention on site to retain the character of the place e.g. it would be possible to landscape the freight container with turfing over to minimise visual impact. The now redundant shed needs removing to allow for uninterrupted views across the Bay of Skjálfandi. Parking could be located in further distance from the tub to minimize noise and gas pollution. Some landscaping is needed to maintain surroundings and protect local nature.

The pool could be a destination or respite either by horse back or on foot during explorations in the area. With development of further hiking trails, the Ostakarið will connect to other bathing experiences and satellites via hiking routes.

2. GLJÚFURÁRLAUG

Historically a natural pool in this location had been the site of swimming lessons for the region for many years. The warm water came from a nearby hot spring providing only 16° hot water.

The existing small public pool is located in a ravine by the river Gljúfurá, not far from Laufás in Eyjafjörður and built in 1944 with the aid of the Rescue Service from Grenivík. This pool of concrete construction provided improved facilities for the obligatory swimming lessons. A small timber structure at one end of the pool houses the changing rooms.

By 1990 a modern pool was opened in Grenivík and as Gljúfurárlaug was in need of repair and with access becoming difficult the pool was closed. (source; Björn Ingólfsson prior Schoolmaster at Grenivík)

At a later date, with drilling for hot water in the vicinity of Gljúrurárlaug a borehole at the depth of 480m was found to provide 27° hot water. It is considered, that with drilling to a further depth of 1500-2000m greater temperatures can be found within the same borehole. (source; report by Kristján Sæmundsson)

Vatnavinir proposal: Gljúfurárlaug with its beautiful setting could be a satellite pool in the region. The existing pool would need some repair work and maintenance servicing. The changing rooms would need to be repaired and made good with the addition of basic services installed like WC and showers. Drilling for more hot water would be desirable. The surrounding area would need some landscaping for ease of access as well as to provide protection for the surrounding nature.

The path leading from the parking area to the pool needs to be signposted and made more easily accessible. The pool could be a destination or respite during explorations in the area either by horse back or on foot.

Further investigation is needed to ensure sufficient water capacity. Enquires will be made with representatives from Grenivík to investigate interest in collaborating in future health related tourism services.

Further satellite locations in the North-East are proposed to include: - Þeistareykir in the highlands by Húsavík - Keldunes in Öxarfjörður - Draflastaðir in Þingeyjasveit (existing) - Presthvammur in Aðaldal (existing) - Birningstaðir in Reykdælahrepp (existing)

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- Hrísey in Eyjafjörður - Hólsgerði in the valley of Eyjafjörður (existing) - Hrafnagil in the valley of Eyjafjörður (existing) - Laugafell by Hofsjökull (existing) - Víti in the highlands by Öskjuvatn (existing)

warm river bathing in remote landscape

bed&bath accommodation

warm sea water bathing and thalassic therapy

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1.4 Vatnavinir Team

Vatnavinir joins an international, multi-disciplinary team with high-profile experience in the wellness sector. The individual members´ contact details can be found under http://www.vatnavinir.org/ Our key areas of expertise include:

• Spa, health and wellness know-how • Marketing, lobbying • Branding, myth-making, story-telling • Design of business and financing models • Architectural services • Programming and definition of services

In keeping with the philosophy of networking and layering, our foremost in-house strength is the interdisciplinary approach of our team. The mix of our specific qualifications enables the team to go beyond any single one of these disciplines in making business models, foster programmes and services and tell stories to create a richer, more complex and sustainable whole. Who are we? We are an international multidisciplinary team of professionals with experience in developing bathing and wellness concepts. We develop concepts for treatment centres dealing with the therapeutic effects of thermal baths and bathing for urban and rural locations in Iceland. What do we do? The uniqueness of a place provides the guidance to developing services and experiences to offer. We research and analyse potential locations and environments for developing health related treatment centres in Iceland. Our research explores the geographical and natural context be it urban, rural or remote landscapes assessing possible range of services and facilities to be established in close relation to the social fabric and local economic environment. What is our aim? We explore opportunities for building a network of complementary thermal water treatment centres in Iceland with the aim of supporting sustainable local economies with services and treatments consisting of natural remedies based on water, nature and fresh air. How do we work? We explore, analyse, research local condition, working with local communities for consultation developing a discourse and dialogue amongst the associated partners for the development of new initiatives.

Vatnavinir - Reykjavík Dec 10th, 2008