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Economic Development
Committee
13 March 2017
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Part
A Reports
Food Resilience Project Update
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 This
report provides an update on the Dunedin City Council's Food Resilience
project.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Food Resilience project update.
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BACKGROUND
2 The Council agreed a food resilience plan as a strategic opportunity
in December 2013. Improving food resilience contributes to the Council's vision
of Dunedin as 'one of the world's great small cities'.
3 An
initial discussion document and advice were prepared and presented to Council
on 20 May 2015.
4 Council
endorsed the recommendations of the Food Resilience discussion document and
approved $39,434 to fund a 0.5 FTE role to implement a number of initial
activities.
5 The 0.5
FTE Food Resilience Business Advisor was appointed on a fixed term contract and
commenced employment on 29 February 2016.
6 On 11 May
2016 Council approved $40,000 to continue and progress food resilience until 30
June 2017.
7 On 21
February 2017 Council resolved to include $50,000 for food
resilience in the Draft Annual Plan 2017/18.
DISCUSSION
8 The Food
Resilience project (now known as 'Good Food Dunedin') aligns with Council's
strategic framework, in particular the Economic Development, Environment,
Social Wellbeing, Arts and Culture and Parks and Recreation strategies.
9 The
project's economic development focus is through business support, research,
food events and tourism. Environmental and social priorities have also been
included in a work-plan informed by the 2015 discussion document.
10 The following
activity has been undertaken between March 2016 and February 2017:
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Agreed priorities
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Activity
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Outcome
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1. Support
new food businesses and innovators
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· 5
dedicated business clinics undertaken
· Engagement
with 'FoodSouth' and on-going communication with Food Innovation Network
staff in Dunedin and Christchurch
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· 1
new business started
· Ability
to connect appropriate innovators with support systems
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2. Continued
engagement with external stakeholders
3. Continued
support of not-for-profit organisations and community groups undertaking food
resilience work
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· 5
engagement sessions
· 3
sector meetings
· 3
governance meetings
· Engagement
with community groups interested in improving local food resilience
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· Increased
awareness of, and engagement with 'Good Food Dunedin'
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4. Consider
establishing a local food policy steering group, to develop a Dunedin food
charter
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· Agreed
working structure developed
· The
Good Food Dunedin Alliance (sector group) is supported by a nominated core
group which advises and supports activities
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· More
effective and efficient engagement and coordination across food network
(including producers, manufacturers and retailers)
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5. Co-ordinate,
with Enterprise Dunedin’s assistance, the marketing of the Food
Resilience project to Dunedin and wider markets through the use of all media
channels
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· Brand
and communications plan development
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· 'Good
Food Dunedin' brand launched in September 2016
· Good
Food Dunedin website (www.goodfooddunedin.com)
launched October 2016
· Monthly
Good Food Dunedin column in The Star launched November 2016
· Development
of the 'Green Food Ideas' free pamphlet for library users.
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6. Establish
an internal working group
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· Working
group established, first meeting held in April 2016
· On-going
meetings of subgroups occur as needed
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· Increased
awareness and engagement regarding Good Food Dunedin principles across DCC
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7. Promote
Dunedin food and cuisine through events, festivals and food tourism
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· Collaboration
with local and national stakeholders
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· Night
Noodle Market held 22-26 February 2017, with 43,000 people attending
· Other
new ideas currently being explored include:
o Coffee
festival/coffee passport
o Whisky
festival
o Pop-up
eateries/long dinners
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OPTIONS
11 There are no options
as this is an update report.
NEXT STEPS
12 Proposed 2017/18
activity includes:
a) Development of
and engagement on a 'Dunedin Food Charter', including a local road show to
raise awareness of Good Food Dunedin and increase community buy-in.
b) Increased
focus on food tourism opportunities. Food and beverage serving services was the
second biggest activity for visitor spending in Dunedin in 2016 (c. $100m)
Proposed work includes enhancing food tourism,
building on consultation undertaken with current tour operators, and local
businesses and entrepreneurs.
c) Development of
a city-wide community orchard project, to provide accessible food sources,
places of education and learning, and new hubs for community gatherings and
events.
d) Continued
engagement with council departments and staff, to ensure that food resilience
is considered across activities.
Signatories
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Author:
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Ruth Zeinert - Food Resilience Business Advisor
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Authoriser:
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Fraser Liggett - Economic Development Programme Manager
John Christie - Director Enterprise Dunedin
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Attachments
There are no attachments for
this report.
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SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government
This report supports the delivery of a Council approved
plan by reporting on progress to date.
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Fit with strategic framework
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Contributes
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Detracts
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Not applicable
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☒
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☐
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☐
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☒
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☐
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☐
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Integrated Transport Strategy
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☐
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☐
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☒
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Parks and Recreation Strategy
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☒
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☐
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☐
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Other strategic projects/policies/plans
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☒
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☐
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☐
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Food resilience objectives are implicit throughout the
strategic framework. This project contributes to the:
· Economic
Development Strategy through supporting Business vitality; and A compelling
destination,
· Environment
Strategy through Treasuring the environment; a Healthy natural environment;
and an Environment for the future,
· Social
Wellbeing Strategy thorough Connected people; Vibrant and cohesive
communities; and Healthy and safe people
· Arts
and Culture Strategy through Identity Pride; and Creative Economy.
· Parks
and Recreation strategy.
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Māori Impact Statement
Consultation with Māori is an integral and on-going
part of the Food Resilience project.
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Sustainability
Building food resilience is crucial to achieving long-term
sustainability with respect to increasing sustainable food production,
adapting to climate change, and supporting healthy communities.
In addition, this project increases support
for the local economy by creating a food-friendly city with opportunities for
growers, producers, food tourism, and entrepreneurs.
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LTP/Annual Plan / Financial Strategy /Infrastructure
Strategy
On 21 February 2017 Council agreed to include a budget of $50,000 for Food Resilience work in the Draft Annual
Plan 2017/18.
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Financial considerations
As above.
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Significance
This activity has been assessed as low in terms of the
Council's Significance and Engagement Policy.
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Engagement – external
Engagement has included (but has not been limited to) the
University of Otago (Centre for Sustainability; Departments of Geography,
Nutrition, Food Science); Ahika Consulting; Our Food Network; Presbyterian
Support Otago; Foodshare; Blueskin Resilient Communities Trust; Dunedin
Mobile Traders Association; WellSouth; Taste Nature; Malcam Charitable Trust,
BrandAid; Otago Farmers Market; local business owners and tour operators.
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Engagement - internal
Internal engagement has included the Parks and Recreation Department;
Policy; Community Development; Water and Waste; Transport; City Planning;
Communications and Marketing; and Environmental Health.
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Risks: Legal / Health and Safety etc.
There are no known risks.
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Conflict of Interest
There are no identified conflicts of interest.
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Community Boards
There are no specific implications for the Community
Boards, although they may have an interest in various elements of food
resilience.
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Economic Development
Committee
13 March 2017
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Dunedin Marketing - Spring Campaign 2016
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Committee on the results of the Spring
Campaign 2016 Activity between August and November 2016.
2 The
purpose of the campaign was to raise awareness of Dunedin as compelling
destination. The primary target market focus was Auckland and included the
wider upper North Island as a secondary market.
3 Provide
visibility across Enterprise Dunedin’s Spring Campaign 2016 targeted
spend and the channels utilised in marketing the city as a domestic break
destination in the North Island.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Dunedin Marketing Spring Campaign 2016 report.
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background
4 This
campaign used council allocated funding dedicated specifically to the New
Zealand domestic market to promote Dunedin as a ‘compelling
destination’.
5 This was
the first consumer campaign of Enterprise Dunedin’s annual marketing
activity in 2016/2017 financial year from within existing budgets.
6 It is the
first a significant spring campaign in the domestic market as part of a three
year programme of themed seasonal Dunedin campaigns that began last year.
7 The
purpose of this campaign was to raise Dunedin brand awareness and position
Dunedin as a compelling destination with travellers primarily in the Auckland
market and secondarily in the upper North Island marketplaces during the
shoulder season.
8 The
campaign theme focussed on a creative and event laden spring in Dunedin
including arts and culture, events and festivals, and food experiences
alongside the influences of city’s unique heritage and wildlife.
OBJECTIVES
9 The
objectives, targets and measures of the campaign included:
a) increasing
Dunedin’s visibility and attractiveness as a destination to visit over
the spring and early summer months in the Auckland and Upper North Island
markets;
b) generating
additional website traffic and social media engagement primarily from the
Auckland market;
c) encouraging
increased bookings to travel to Dunedin between August and November
specifically using additional flight capacity from Auckland over spring;
d) generating
further awareness of Dunedin as a year round destination with the Auckland
domestic market supporting additional Air NZ capacity.
10 Secondary objectives
for NZME were to generate target market engagement and connection via NZME and
DunedinNZ social media channels, stimulate earned media, encourage local
business participation, increase digital measures including followers, likes,
shares, reach, unique visitors, increased Google searches, visitors to the
campaign pages.
11 The campaign’s
primary target market was domestic travellers from Auckland working with NZME
as key media partners supporting Air New Zealand, who have provided significant
additional capacity on the Auckland–Dunedin route.
12 The period
highlighted for travel to Dunedin was during the ‘shoulder’ spring
season. The campaign’s secondary target markets were other upper North
Island domestic travellers looking to experience a South Island Spring break.
Discussion
13 Following on from
the successful New Zealand Herald supplement in January 2016 this year, which
focused on Autumn 2016 visitation to Dunedin, Enterprise Dunedin with media
partner New Zealand Media and Entertainment (NZME) launched a successful
campaign highlighting arts and culture in Dunedin over Spring 2016.
14 The creative
focussed Dunedin Spring push was a co-ordinated four month multi-channel
campaign across digital, social, competition, and print media consumer
channels.
15 The creative Dunedin
Spring Campaign proved successful in its first year. Key highlights were made
of events, artists, creative businesses and lifestyle. Events are a key driver
of domestic tourism, the events promoted included the NZ Young Writers
Festival, Otago PolyFest, Arts Festival Dunedin, Vogel St Party, Dunedin Craft
Beer and Food Festival and iD Dunedin Fashion Week 2017.
16 The campaign
included branded landing page, digital display advertising, branded content -
stories, imagery, video and editorial across NZME – NZ Herald (NZH), NZH
Travel and Lifestyle, Weekend Herald, Viva and NZME Facebook and Instagram
channels; together with a street art competition on both NZME and DunedinNZ
social media with supporting advertising and a gallery of entries.
17 The total campaign
budget Enterprise Dunedin contributed to the campaign was $35,000. Partner
contributions were made via media partner NZME’s advertising channels in
support of the campaign. The campaign brought together 10 local partners and
included and another 10 local businesses actively leveraging the campaign. The
results are outlined below.
Results
18 Key results for
activity during the 2016 Spring Campaign are outlined below.
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DIRECT MEASURES
DunedinNZ
Digital/Online
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2016
Aug - Nov
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DIRECT MEASURES
NZME
Digital/Online
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2016
Aug - Nov
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DunedinNZ.com visits (Aug to Nov)
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377,900+
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NZME Campaign Impressions
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4,000,000+
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DunedinNZ.com visits (Aug to Nov from Auckland)
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13,200+
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NZ Herald Campaign
Impressions
(Aug to Nov)
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804,100+
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DunedinNZ.com
Spring landing visits
(Aug to Nov)
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4,200+
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NZH Viva Campaign
Impressions
(Aug to Nov)
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661,600+
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InsidersDunedin Spring Content visits (Aug to Nov)
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37,800+
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NZ Herald Facebook Reach
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+100%
(20k to 40K)
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InsidersDunedin Spring Content visits (Aug to Nov from Auckland)
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6,000+
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NZH Single Best Campaign Facebook
Post
(Organic Reach)
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182,000+
(2000 engagements)
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Facebook Likes
(Content Likes)
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177,800+
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Google Search
(Dunedin Keywords)
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+920 increase
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NEW Facebook Followers
(Page Likes)
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3,800+
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NZME CTR Range
(Click through rates)
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0.16 – 0.33%
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Facebook engagements
(Organic reach)
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741,900+
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Facebook Competition
(Artist entries)
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15 artists
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HAshtag use #createDunedin (Aug to Nov)
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1,100+
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#createDunedin Tagboard
posts
(Aug to Nov)
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+35-40x daily
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Comparative Results
19 Comparative Results
from 2015 non-campaign period and the January 2016 print insertion
in the NZ Herald are outlined below.
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DIRECT MEASURES
DunedinNZ
Digital/Online
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2015
Aug – Nov
No Campaign
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DIRECT MEASURES
DunedinNZ
Digital/Online
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2016
Jan
NZ Herald insert
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DunedinNZ.com visits (Aug to Nov)
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375,600+
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DunedinNZ.com visits (Jan 21 to Feb01)
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33,600+
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DunedinNZ.com visits (Aug to Nov from Auckland)
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17,500+
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DunedinNZ.com visits (Jan 21 to Feb01
from Auckland)
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1,250+
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DunedinNZ.com
Spring landing visits
(Aug to Nov)
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500+
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NZH Dunedin Supplement Online
Visits
(Jan 18 -24)
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808,900+
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InsidersDunedin Spring Content visits (Aug to Nov)
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19,200+
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DunedinNZ iD Dunedin Fashion Facebook
Reach
(Jan 22- 27)
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122,000+
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InsidersDunedin Spring Content visits (Aug to Nov from Auckland)
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3,000+
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NZH Supplement copies delivered with NZH (Sold Out
Issue) (Distribution)
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129,500+
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Facebook Likes
(Content Likes)
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81,900+
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Google Search
(Dunedin Keywords)
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N/A
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NEW Facebook Followers
(Page Likes)
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4,200+
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NZME CTR Range
(Click through rates)
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N/A
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Facebook engagements
(Organic reach)
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483,200+
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iD Dunedin Fashion 2016 Facebook
Competition
(Entries)
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1,400+
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HAshtag use #createDunedin (Aug to Nov)
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N/A
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#createDunedin Tagboard
posts
(Aug to Nov)
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N/A
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analysis
20 Online there was a
significant increase in site visits to www.DunedinNZ.com from Auckland and
social media channels also saw a marked increase in engagement and following.
The Street Artists Facebook competition drew 15 artist entries. Over 3000 new
DunedinNZ Facebook followers were added as a result of this campaign, more than
1600 directly through NZME channels.
21 Comparatively during
the same non-campaign period in 2015 the Spring Campaign 2016 generated 0.5%
more overall visits on DunedinNZ.com and 25% less from Auckland. DunedinNZ
social media channels saw 117% more Facebook likes of our posts, 53% more
Facebook engagements. During spring 2016 on Insiders Dunedin landing page
visits also increased by 682%, spring content visits increased by 97% overall
and by 100% from Auckland compared to the 2015 non-campaign spring period.
22 The 25% & 10%
decrease in the number website visits from Auckland of DunedinNZ Facebook
followers is possibly attributable to an artist rather than consumer focussed
competition in 2016 resulting in fewer entries and as a consequence fewer new
followers. Spring 2015 also had significantly different events to spring 2016
including Port Chalmers Seafood Festival, a Royal Visit, the Neil Diamond and
Fleetwood Mac concerts potentially inducing new DunedinNZ website visits and
Facebook followers.
23 In addition the
campaign resulted in a significant number of Dunedin banner and content views
on the NZME sites and channels with banner advertising which linked to the
DunedinNZ.com Spring landing page driving visitation to the related spring
feature pages there and on Insiders Dunedin. There was no such banner
advertising or seasonal campaign specific content in spring 2015.
24 Journalists from
NZME were assisted by Enterprise Dunedin to write destination articles on the
city during the campaign period for NZ Herald Travel and Lifestyle pages and
the Viva Fashion supplement.
25 Dunedin Airport has
recorded some of the largest months on record over late spring and early summer
in passenger movements. Flights on the Auckland-Dunedin route continue to have
significantly high load factors across both airlines servicing the city from
Auckland. This is with an additional 18,000 plus seats in increased capacity
over the four month period on the Air New Zealand flights compared to spring
capacity in 2015.
26 Indirect measures
indicate more than 6% increase in domestic visitor spend approximately
$12million in the 2016 campaign period on the same non-campaign period in 2015.
conclusion
27 As evidenced by the
results in the comparative tables and analysis above, the Spring Campaign 2016
achieved the campaign objectives:
a) a good increase in awareness, visibility with the key
primary Auckland and secondary upper North Island target markets via digital,
print editorial, social and media channels from the Auckland and Upper North
Island target markets;
b) encouraged shoulder season market interest in Dunedin
evidenced by high levels of social media engagement and the continuing high
load factors across the shoulder season on the Auckland - Dunedin route;
c) increasing Dunedin’s visibility and
attractiveness as a destination to visit over the spring and early summer
evidenced by digital views and engagement on both the NZME and DunedinNZ Spring
Campaign pages, content and social media;
d) generating additional website traffic on to the Spring
Campaign pages and social media engagement including the DunedinNZ Facebook and
Instagram channels;
e) generating on-going awareness of Dunedin as a year
round destination with the Auckland and upper North Island markets on
NZME’s, NZ Herald’s and Viva’s online and social media
channels.
next steps
28 The Spring Campaign
provided a starting point for future domestic ‘shoulder’ season
campaigns in which Enterprise Dunedin can collaborate with more local campaign
partners in the future to achieve similar or better results.
29 The proposed Dunedin
Marketing Prospectus 2017/2018 will help aid in achieving this afford better
visibility for the year to local stakeholders and national partners.
30 Cross campaign
learning’s and differences between the Spring and Winter 2016 campaigns
in Auckland and Brisbane respectively highlight the importance of local and
national campaign delivery partners together with key media partners leveraging
multiple channels online social and print. Events are also a key motivation for
both domestic and trans-Tasman short breaks.
31 The trans-Tasman
campaign in particular also highlights the impact of sales, deals and
competitions when combined together with key partners to drive following,
bookings and then visitation. Noticeably the inclusion of more booking and
delivery partners in the Australian winter campaign provides a layer of
measures harder to achieve domestically with more limited opportunity for
involvement of larger booking channels.
32 These cross
learning’s have been applied to the current Autumn/Winter Campaign 2017
in Australia with a longer term focus on destination and product recommendation
channels like TripAdvisor and the addition of booking channel partners like
Expedia.
33 Enterprise Dunedin
will work to continue to build on ‘Dunedin brand’ momentum an
campaign partners in the Auckland, upper North Island and trans-Tasman markets
increasing the profile of the city with an aim to boosting
‘shoulder’ and ‘low’ season visitation direct from
Brisbane and supporting additional air capacity afforded to the city over
Auckland.
Signatories
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Author:
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Ryan Craig - Destination Dunedin Manager
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
There are no attachments for
this report.
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This report relates to providing a public service and is
considered good-quality and cost-effective use of budget to promote the
Dunedin brand, marketing Dunedin collaboratively with private sector
partnership and added financial contribution.
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Fit with strategic
framework
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Contributes
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Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
|
Environment Strategy
|
☐
|
☐
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☒
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Arts and Culture Strategy
|
☒
|
☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
|
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Spatial Plan
|
☐
|
☐
|
☒
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Integrated Transport Strategy
|
☐
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☐
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☒
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Parks and Recreation Strategy
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☒
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☐
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☐
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Other strategic projects/policies/plans
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☒
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☐
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☐
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This activity in this report contributed to the Economic
Development theme ‘Compelling Destination’ and associated action
‘Marketing Dunedin’. It also contributed to the Arts and Culture,
Events and Festivals, Parks and Recreation strategies by promoting activity
under these thereby also contributing to the Social Wellbeing Strategy.
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Māori Impact
Statement
Ngai Tahu is one of the six partners who are responsible
for governing and delivering the Economic Development Strategy.
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Sustainability
The activity in this report aids in the continuing
sustainability of increased air capacity to Auckland providing economic,
social and environmental benefits to the city.
|
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no implications from the activity in this
report.
|
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Financial
considerations
There are no financial implications. All activity in this
report was within budgets.
|
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Significance
This report is considered of low significance in terms of
the Council’s Significance and Engagement Policy.
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Engagement –
external
There has been external engagement with local industry,
and national media partners around activity within this report.
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Engagement -
internal
There has been engagement with DCC Events and Festivals,
Marketing and Communication - Web Team and the Dunedin iSite around activity
within this report.
|
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
|
|
Conflict of
Interest
There are no known conflicts of interest.
|
|
Community Boards
There are no known implications for Community Boards.
|
