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Economic Development
Committee
12 September 2017
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Part
A Reports
Dunedin Marketing - Autumn/Winter Campaign
2017
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Committee on the results of the 'Where
the Wild Things Are' (WTWTA) Autumn/Winter 2017 Campaign Activity between
February and June 2017.
2 The
purpose of the WTWTA campaign was to raise awareness of Dunedin as a compelling
destination. The primary target market focus was Brisbane and surrounding
regions in Australia.
3 This
campaign is Year Two of a three year strategy for Australia, continuing to
educate the Queensland markets about Dunedin as an accessible and intriguing
destination. The same ‘Wild’ key theme was used in last year's
Australian markets for consistency with slightly different messaging promoting
compelling reasons to visit Dunedin in Autumn & Winter 2017.
4 For
further details refer to Attachment A – WTWTA Campaign Summary Proposal.
|
RECOMMENDATIONS
That the Committee:
a) Notes the
Dunedin Marketing Autumn/Winter Campaign 2017 report.
|
background
5 This
campaign was the last consumer campaign of Enterprise Dunedin’s annual
marketing activity in 2017 financial year from within existing budgets.
6 This
WTWTA campaign into Australia themed around Wild Dunedin including iconic
aspects of weather, landscapes, events, festivals, food and the city’s
unique wildlife. "Dunedin is a great small city
with a WILD side; WILD life,
people, places, weather, scenery, days, nights, culture, food, events,
entertainment and experiences - an intriguing,
eclectic compelling and surprising wild destination."
7 The
primary purpose of this campaign was to raise Dunedin brand awareness and
position Dunedin as a compelling destination with travellers primarily in the
Brisbane market and surrounding regions.
8 The campaign
was also visible to wider global markets online through Dunedin NZ channels
– website and social media (Facebook and Instagram).
Objectives
9 The
objectives of the campaign included:
a) achieve a good
increase in awareness of Dunedin and visibility of 'brand Dunedin' with the key
primary audiences in Brisbane and surrounding regions via Dunedin NZ digital,
social and Australian media and bookings and referral channels,
b) encourage
shoulder/low season response to market activations through the travel dreaming
and planning phases about Dunedin,
c) increase
Dunedin’s visibility and attractiveness as a destination to visit over
the Autumn and Winter,
d) generate
additional social media and campaign engagement including a Dunedin NZ Facebook
competition,
e) generate
awareness of campaign deals and encouraged bookings and visit Dunedin between
May to August,
f) generate
further awareness of Dunedin as a year round destination with the Australian
travel trade.
Discussion
10 The WTWTA campaign
was a five month multi-channel campaign across digital, social, competition,
video, media and trade platforms.
11 The total campaign
budget was in excess of $680,000 of which Enterprise Dunedin contributed
$275,000 to the campaign. This included direct investment contributions of
$25,000 and in kind campaign partner investment contributions of over $385,000.
12 The campaign brought
together 18 local, national and international industry, trade and media
partners including Enterprise Dunedin.
13 Enterprise
Dunedin supported this campaign on DunedinNZ.com digital channels with
landing pages/event, social media content and electronic direct mail via the
following portfolio channels:
a) Brand/Digital/Consumer – Travel Expo (Feb in BNE & MEL), Facebook
Ads, Autumn Instameet (Instagram), Twitter, & Consumer data base
(Dunedin’s historic social reach 1.3million monthly),
b) PR/Media & Comms – Travel Influencers, Writers & Photo/Videographer Famils
– Brisbane Times & APN, Instameet Influencers (BNE), Key Event Media
– Fashion/Arts,
c) Travel Trade & Industry –Tourism NZ - Wholesaler Event (Mar), Travel
Trade Frontline Training Roadshow (SYD, MEL, BNE, PER),
d) Business Events – Australian Professional Conference Organisers (PCO) Association
Trade Event (BNE), Australian PCO & Media Famil, Tourism NZ - Business
Event Roadshow (SYD, MEL, BNE, CAN), CIM Magazine Ad.
14 Two influential
Australian media partners' travel channels were used to leverage the Dunedin
brand, content and imagery promoting Dunedin as a WILD travel destination. The
campaign ran across print, digital, mobile and social channels including
editorial, advertising, short articles, quiz’s competitions, and deals.
- Fairfax
Media Australia reaches 13 million Australians daily with national and metro
news, business and lifestyle mastheads; including the Brisbane Times, Sydney
Morning Herald and Melbourne Age.
- News
Corp APN Australian Regional Media reaches 2.3 million Australians via multiple
platforms with 12 significant regional mastheads across Queensland and New South
Wales.
15 The campaign’s
primary target market was travellers from Brisbane. The highlighted travel
period for to Dunedin was April 2017 onwards.
Campaign
Partners
16 This is the first
year Enterprise Dunedin has partnered with Australian Media groups - Fairfax
and News Corp APN - Australian Regional Media. Together with global online
partners for travel booking and referral - Expedia, Wotif and TripAdvisor in
Australia.
17 National and
trans-Tasman campaign partners were Air New Zealand and Virgin Australia,
together with the Flight Centre and Infinity Travel.
18 Local campaign
partners included Dunedin Airport, Scenic Hotels (Southern Cross and Dunedin
City), Distinction Hotel, Otago Peninsula Trust (Royal Albatross Colony and
Blue Penguins Pukekura), Larnach Castle, Monarch Wildlife, and Orokonui
Ecosanctuary.
19 There was a total of
18 campaign partners comprising nine trans-Tasman and national and nine local
industry partners providing a combined local direct investment contribution of
$25,000 and wider in kind campaign partner investment contribution of over
$385,000.
20 Combined these
relationships collaborated to assist Enterprise Dunedin delivering a campaign
leading potential Australian travellers through an identified travel decision
pathway: 'Dream, Plan, Book, Visit and Recommend.'
Results
Overall
21 The most robust and
reliable measure of economic value and benefit for Dunedin from this and
associated campaigns is Australian Visitor Spend in Dunedin, this based on the
Ministry of Business Innovation and Employment's (MBIE) Major Regional Tourism
Estimates (MTREs).
Australian Visitor
Spend in Dunedin
|
Year Ended June 2017
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Dunedin
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New Zealand
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Australian Visitor Spend
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$60M
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 13.5%
(compared to year ended Jun 16)
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$ 2845M
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9.9%
(compared to year ended Jun 16)
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Australian Market Share
of total Visitor Spend (New Zealand)
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26%
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24.5%
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1
2
Source: MBIE Tourism
Dashboard - Visitor Markets – Visitor Spend by Origin* – Dunedin
RTO Region
3
*Major Regional Tourism
Estimates - MRTEs are an estimate of total regional tourism spend including
cash and online spending, and excluding Goods and Services Tax (GST).
4
www.tourismdashboard.mbie.govt.nz
5
22 The graph below
illustrates the increase in visitor spend from Australia in Dunedin for the
last two years 2017/2016 and 2016/2017 during which the WTWTA Campaigns have
been delivered into the Australian market.
6
7
Source: MBIE Tourism
Dashboard - Visitor Markets – Visitor Spend by Origin* – Dunedin
RTO Region
8
*Major Regional Tourism
Estimates - MRTEs are an estimate of total regional tourism spend including
cash and online spending, and excluding Goods and Services Tax (GST).
9
www.tourismdashboard.mbie.govt.nz
10
23 The 2016/2017
increase is 3.6% above the national average growth from the Australian market.
The Year One and Two WTWTA Campaigns have influenced these results.
24 These campaigns
combined together with individual local industry efforts and the wider
partnership work Enterprise Dunedin undertakes with the SOUTH Marketing
Alliance (Christchurch Airport, Tourism New Zealand and other South Island RTOs)
also focussing on increasing Australian traveller visitation to South Island
destinations including Dunedin.
25 For further detailed
results refer to Attachment B – WTWTA Campaign Partner Detailed Results
and Attachment C - WTWTA Campaign Execution Examples.
analysis
26 There was a
substantial increase in activity and engagement on Dunedin NZ social media
channels. Both Facebook and Instagram saw marked increases contributing to new
followers on new channels.
27 The Dunedin NZ
Facebook competition again drew significant attention, adding almost 5000
contacts to Enterprise Dunedin’s consumer database from Brisbane.
28 Responses to Dunedin
video posts during the campaign period were also significant with over 430,000
views via Facebook.
29 In addition the
campaign resulted in a significant number of Dunedin banner advertising views
and ad click engagements on Fairfax and News Corp APN media websites with
Dunedin pages on TripAdvisor, Expedia and Wotif sites linked to DunedinNZ.com.
Significantly this also included consumers posting and sharing Dunedin
articles, images and video on their own social media feeds.
30 Evidence of
decreases in the number of Dunedin website visits and the flow on to WTWTA
Campaign and deal pages reflects a global consumer trend of increased
engagement with social media and looking to make planning and booking decisions
on these platforms as opposed to clicking further down to websites.
31 This decrease is
likely also reflective of increased Dunedin content on partner media, booking
and referral sites including the Dunedin Hub and Discover Destination Dunedin
feature pages and the Dunedin pages on both Expedia and TripAdvisor
websites.
32 Enterprise Dunedin's
consumer database has increased by 4,970+ competition entry emails from
Brisbane who have opted into the consumer newsletter to whom remarketing
(email) of future campaigns can be undertaken.
33 Travel-minded
consumers who either, watched Dunedin videos, or interacted with Dunedin Facebook
ads are able to be retargeted (online advertising) via Facebook with future
Dunedin messaging and campaigns. (Both of the
above digital marketing activities comply with NZ Privacy laws).
34 Evidence shows
‘Dunedin Fare Sale’ bookings increased markedly during campaign
activity with Air New Zealand (Virgin Air) recording a 12% increase in bookings
from Australia to Dunedin over the campaign compared to the previous
‘Dunedin Fare Sale’ period. This included significant Travel Trade
activity with travel wholesalers and retailers' indicating this is remains a
preferred method of booking travel to New Zealand.
35 Brisbane-Dunedin
direct flights accounted for 30% of all bookings and 74% of Queensland
bookings. Brisbane-Dunedin direct flight bookings and load factors saw little
change compared to the same period last year with some months showing a slight
decrease in booking activity indicating a significant number of Australian
consumers also travel to Dunedin via Auckland, Christchurch and possibly
Queenstown Airports.
36 Australian Visitor
spend measures indicate more than 13% increase in visitor spend in to year end
June 2017 on the same period last year. This is 3.6% above national average
growth in Australian Visitor spend for New Zealand.
conclusion
37 As evidenced by the
above results and commentary the WTWTA Campaign 2017 can be summarised as
follows:
a) achieved
a good increase in awareness, visibility with the key primary Brisbane and
surrounding regions via Dunedin NZ digital, social and Australian media and
bookings and referral channels.
b) encouraged
shoulder/low season markets with Australian consumers responding to market
activations evidenced by competition entries and high levels of social media
engagement and increased views of the WTWTA video.
c) increased
Dunedin’s visibility and attractiveness as a destination to visit over
the Autumn and Winter as evidenced by digital engagement Australian Media and
Online Booking partner sites; however this may have also contributed to a
decrease in the Dunedin NZ website visits and WTWTA Campaign and deal pages.
d) generated
additional social media and campaign engagement including a Dunedin NZ Facebook
competition resulting significant market responses above media, booking and
referral partner campaign benchmarks.
e) generated
awareness of campaign deals and encouraged bookings to travel to Dunedin
between May to August, are evidenced by:
- the
News Corp post campaign survey results the increase in planning and bookings
activity as a result of the campaign,
- and
via Air NZ (Virgin Air) Dunedin Fare sale bookings from Queensland and Brisbane
supported by growth from New South Wales and Victoria,
- this
combined with the increases in planning and bookings engagement and activity on
Expedia and TripAdvisor channels,
- the
Dunedin NZ WTWTA Campaign deals produced results for a limited number of
industry partners who created WTWTA Campaign deals measured and shared their
results,
- the
above results are detailed in Attachment B - WTWTA Campaign Partner Detailed
Results.
f) generated
further awareness of Dunedin as a year round destination with the Australian
travel trade is evidenced in the uptake of the Air New Zealand sale bookings
via travel wholesalers and retailers.
38 A summary report for
the ‘Where the Wild Things Are’ Autumn/Winter Campaign 2017 with
examples of WTWTA Campaign PR media, trade, digital and social media activity,
and banner advertising are in Attachment C – WTWTA Campaign Execution
Examples.
next steps
39 Enterprise Dunedin
plan use similar channels to market to the east coast of Australia next winter.
40 More emphasis on
advertising and offers will be placed on social media and booking channel
partners as opposed to driving traffic to the Dunedin NZ website deal page in
response to a shift in consumer online booking trends.
41 Enterprise Dunedin
will continue to build on ‘Dunedin brand’ momentum increasing the
profile of the city in collaborative seasonal campaigns across key target
markets.
42 There is an appetite
from local industry partners for additional focus on NZ Domestic Campaigns with
a lower investment entry point and involving a print component.
43 Lessons learnt have
also informed activity in the upcoming ‘Dunedin Events - Stay Longer
Explore and Do More' campaign promoting travel to Dunedin in the late September
to early December shoulder season.
Signatories
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Author:
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Ryan Craig - Destination Dunedin Manager
Kyla Anderson - Business Analyst, Enterprise Dunedin
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
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Title
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Page
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a
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WTWTA Campaign Summary
Proposal
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23
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b
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WTWTA Campaign Partner
Detailed Results
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25
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c
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WTWTA Campaign Execution
Examples
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30
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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
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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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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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 building sustainability
of air connectivity to Australia 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 budget of $275,000. The activity drew external financial
contributions of $25,000 and in kind contributions of $385,000.
|
|
Significance
This report is considered of low significance in terms of
the Council’s Significance and Engagement Policy.
|
|
Engagement –
external
There has been external engagement with local, national
and international industry, trade and 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.
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|
Conflict of
Interest
There are no known conflicts of interest.
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|
Community Boards
There are no known implications for Community Boards.
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|
Economic Development Committee
12 September 2017
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Sexy Summer Jobs
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Economic Development Committee on the
results of the Sexy Summer Jobs Programme (SSJ) for the 2016/17 season.
2 The Sexy
Summer Jobs programme has commenced for the 2017/18 season.
3 The
programme supports city economic development and will be considered as part of
future discussions in the 2018-2028 Long Term Plan.
|
RECOMMENDATIONS
That the Economic Development Committee:
a) Notes
the results of the 2016/17 season for the Sexy Summer Jobs Programme.
|
BACKGROUND
4 The
internship programme was established in 2009 by the ICT business sector,
tertiary providers and the DCC to meet significant industry skills shortages.
5 The
objective of the Sexy Summer Jobs Programme is to meet business needs, create
high value jobs, retain skills and talent in the city and contribute to the
economic growth of Dunedin.
6 Businesses
utilise the programme to reduce the commercial risk in taking on an untried
person. It provides the opportunity for market and product development, which
might not otherwise be executed.
7 Under
Dunedin's Economic Development Strategy, the programme aligns to the following
themes which include growing capability and real advantages in ICT, education,
biotechnology, the creative sector and niche manufacturing:
· Hub
for Skills and Talent – attracting and retaining talent in the city
· Business
Vitality – supporting the capability building of export facing businesses
· Alliances
for Innovation – assisting businesses in building scale in export facing
businesses
8 The
following graph reports the number of internships who participated since the
commencement of the Sexy Summer Job programme in 2009; the permanent employment
gained and the upward trend in engagement. From the 2011/12 period, additional
data was captured showing a breakdown of the type of employment gained.
(Source:2016/17 SSJ Business Engagement Survey)
9 The table
below shows results for the 2016/17 Sexy Summer Jobs programme. Of the total
internships in 2016/17, 69% of the interns gained permanent employment and 68%
of those were for newly created positions.
|
KPI
|
Measure
2016/17
|
Result
2016/17
|
|
Total
number of funded internships (50 @ $1,000)
|
50
|
46
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|
Interns
employed post-internship
|
25
|
32
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|
Post
internship - New positions created
|
19
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22
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Business
needs met by high quality of intern
|
80%
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93%
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(Source: 2016/17 SSJ Business Engagement Survey)
DISCUSSION
10 Since 2009, 93
businesses across a wide range of sectors have been involved with the
programme: 318 internships resulting in 216 positions with seven new businesses
involved in the 2016/17 season.
11 The programme is
dominated by the “demand” and “need” created from
businesses for student talent.
12 While the programme
started with an ICT focus, it now attracts a wide range of sectors. Technology
and its application is a strong feature of the programme. The programme has now
expanded and is accessed by businesses (including SMEs) from 13 sectors to grow
capabilities and stimulate employment.
13 The following graph
shows the business sectors participating in 2016/17, the top three business
sectors are ICT, Education/Research and BioTech/Health Technologies.
(Source:
2016/17 SSJ Business Engagement Survey)
14 Intern evaluation
reports revealed that the top three benefits of completing a Sexy Summer Job
internship are building relationships with business people and industry
experts, working with experienced teams and adding value to a business.
15 The following graph
shows internship roles for 2016/17, the most common were Client Support,
Marketing and Communications and Technical Support.
(Source: 2016/17 SSJ Business Engagement Survey)
16 The following graphs
show that of the 45 businesses that participated, all reported high levels of
satisfaction with the quality of interns for 2016/17 (93% are very satisfied)
and the quality of the programme (89% are very satisfied).
(Source: 2016/17 SSJ Business Engagement Survey)
oPTIONS
17 No options.
NEXT STEPS
18 The Sexy Summer Jobs
programme has commenced for the 2017/18 season.
19 The programme
supports city economic development and will be considered as part of future
discussions in the 2018-2028 Long Term Plan.
Signatories
|
Author:
|
Kyla Anderson - Business Analyst, Enterprise Dunedin
Chanel O'Brien - Business Development Advisor Skills and
Entrepreneurship
|
|
Authoriser:
|
John Christie - Director Enterprise Dunedin
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Attachments
There are no attachments for
this report.
|
SUMMARY OF CONSIDERATIONS
|
|
Fit with purpose
of Local Government
This report enables democratic local decision making and
action by, and on behalf of communities.
This report relates to providing a public service and it
is considered good-quality and cost-effective.
|
|
Fit with strategic
framework
|
|
Contributes
|
Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
|
Environment Strategy
|
☐
|
☐
|
☒
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☒
|
|
3 Waters Strategy
|
☐
|
☐
|
☒
|
|
Spatial Plan
|
☐
|
☐
|
☒
|
|
Integrated Transport Strategy
|
☐
|
☐
|
☒
|
|
Parks and Recreation Strategy
|
☐
|
☐
|
☒
|
|
Other strategic projects/policies/plans
|
☐
|
☐
|
☒
|
The Sexy Summer Jobs Programme contributes to the Economic
Development Strategy in supporting Dunedin as a hub for skills and talent.
|
|
Māori Impact
Statement
Ngāi Tahu is a key stakeholder engaged with
Dunedin’s Economic Development Strategy.
|
|
Sustainability
The programme supports businesses and economic
sustainability by stimulating job creation, retaining talent and skills in
the city, to link top quality students to local businesses to build
capability, and grow export ready businesses.
|
|
LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no implications.
|
|
Financial
considerations
A budget of $50,000 was provided for the 2016/2017
financial year to issue 48 grants at $1000 per intern. It enabled start-ups
to cover some of the costs of taking on an intern.
|
|
Significance
This activity has been assessed as low in terms of the
Council’s Significance and Engagement Policy.
|
|
Engagement –
external
External parties such as Otago Polytechnic, the University
of Otago and Dunedin businesses are supportive of the programme.
|
|
Engagement -
internal
There has been no internal engagement.
|
|
Risks: Legal /
Health and Safety etc.
There are no identified risks.
|
|
Conflict of
Interest
There is no identified conflict of interest.
|
|
Community Boards
There are no implications for Community Boards.
|
|
Economic Development
Committee
12 September 2017
|
|
Dunedin Cruise Ship Season 2017/18
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 This
report is to update Council on Dunedin’s 2016/17 cruise ship
season. The report outlines the importance of the Dunedin cruise market
and how the visitor experience is managed.
2 This is
particularly important in light of the predicted increase of cruise visitors by
30% in the 2018/19 cruise season.
3 The
cruise sector contributes to the “Compelling Destination” theme of
Dunedin’s Economic Development Strategy and contributes over $34 million
GDP to the city’s economy annually.
4 Dunedin’s
Cruise Action Group continue to meet and review the action points.
|
RECOMMENDATIONS
That the Committee:
a) Notes the
Dunedin Cruise Ship Season 2017/18 report.
|
BACKGROUND
New Zealand
Cruise Industry
5 The
cruise sector is an important, visible and growing part of the visitor economy
and key to our compelling destination theme. The joint partnership approach
with Port Otago and the visitor industry is pivotal to enabling the visitor
experience to be delivered. Council facilitates the collaborative approach and
leads destination management, ensuring the marketing promise is
delivered. Cruise contributes to Dunedin’s economic development,
city vitality and reputation as one of the world’s great small cities.
6 The
cruise sector contributed a record $447 million to New Zealand’s economy
in the 2016-17 season and that figure is forecast to grow to $514 million in
2017-18 season. The 2016-17 cruise season for New Zealand saw 235,900
passengers on 42 separate ships which made 138 voyages and spent 747 days at
ports around the country. Australians made up the majority of cruise passengers
(48%), followed by North Americans (21%), Europeans (13%) and New Zealanders
(10%).
|
Region
|
Total Value Add ($m)2016/17
|
Forecast Value Add ($m)2017/18
|
|
Otago
|
$34
|
$38
|
|
New
Zealand
|
$490
|
$514
|
Dunedin
Cruise Industry
7 Dunedin
is fortunate to be a coastal destination and well positioned for cruise ships
who include Fiordland in their itinerary as Port Chalmers is a night’s
cruise away. Cruise provides key GDP to the city’s visitor sector with an
estimated $34 million GDP (Source. Cruise NZ
2017) being injected into the city’s economy.
8 During
the 2016/17 season Dunedin welcomed 76 ship visits carrying 144,450 passengers.
9 Cruise
destination delivery is facilitated in Dunedin by the Cruise Action Group,
whose members are representatives from Dunedin City Council, Dunedin Host,
Otago Chamber of Commerce, Port Otago, and the University of Otago. The
group oversees the delivery of the Dunedin Cruise Action Plan 2014-2018.
10 The Cruise Action
Plan’s vision is “To be the premier cruise destination in New
Zealand, where passengers and crew want to disembark, and after a memorable
experience, they want to return”.
11 There are three key
performance indicators for this:
a) To increase the number of
passengers disembarking in Dunedin.
b) To achieve a passenger
satisfaction rating of 90% or more (as measured by the annual Cruise New
Zealand survey).
c) To increase the average daily
spend per passenger.
12 Key statistics:
a) Of those passengers who visit
Dunedin, at least 90% will disembark (Source: Thyne, Henry, Lloyd 2009).
It should be noted that research in other markets suggests that up to 40% of
passengers do not disembark when a ship is in port. The rate of
disembarkation in Dunedin appears to be higher, possibly because it is either
the first or last port of call for New Zealand.
b) Dunedin currently receives
approximately 61% of all cruise ship
passengers who visit New Zealand. (Source: Cruise New Zealand 2017).
c) Cruise contributed 30% of the
Dunedin i-SITE turnover. The i-SITE is charged by the DCC to be 50%
self-funded.
DISCUSSION
Dunedin
cruise ship passenger experience
13 Cruise New Zealand
advises that cruise passengers base their satisfaction on factors including
iconic destination attractions, genuine experiences, New Zealand made products,
easiness of access to retail opportunities, welcoming acknowledgement,
atmosphere, value for money, friendliness and shelter from the elements.
These are all factors to consider when making decisions about their Dunedin experience.
The Cruise Action Plan has addressed many of these factors however visitor
amenities and experiences can always be improved.
14 Key areas the Cruise
Action Plan addresses:
a) Developing a collective
approach to the cruise industry
b) Developing and co-ordinate
transportation and infrastructure
c) Being passenger and crew
focused
d) Providing a memorable quality
experience
e) Optimising passenger and crew
expenditure
f) Information provision and
promotion
g) Research and advocacy for
future needs
h) Public Health and Safety
notification
15 In the last 7 years,
significant improvements have been made to the Dunedin cruise visitor
experience. Key initiatives include:
a) Formation of a Cruise Action
Group committed to the delivery of Cruise Action Plan.
b) Implementation of the Cruise
Action Plan with achievements around operator, retail, stakeholder support,
communication, shuttle parking, visitor information and experience.
c) Communicative stakeholder
approach and partnerships to deliver the Cruise Action Plan.
d) Dedicated staff time for
cruise destination management and specialised operator support.
e) Research with University of
Otago Marketing Department around cruise experience.
f) Port Otago’s
significant investment in a dedicated area where visitors are welcomed by
i-SITE staff and volunteers, where they can book activities and tours for the
day and meet their pre booked private tour operators and have access to free
Wi-Fi.
g) A dedicated cruise shuttle
stop in the Octagon centre carriageway.
16 For 2016/17, the key
improvement was Port Otago building a multi-purpose cruise terminal/warehouse.
This facility meant that for the first time passengers had a totally dry
facility, out of the wind where i-SITE staff and volunteers could greet them
with information and assistance on how they could spend their day in Dunedin.
Staff also directed passengers to their waiting pre booked local tours within
the space. Free Wi-Fi was provided to waiting passengers in the lounge area.
OPTIONS
17 As this report is
for information purposes only there are no options.
NEXT STEPS
18 In 2017/18 Dunedin
is set to welcome 26 ships on 91 visits bringing an estimated 183,648
passengers in the coming season. Forty nine of these visits are by ships with
passenger capacity of over 2,000, with seven scheduled visits by `Ovation of
the Seas’ which has a capacity of over 4,000.
19 The forecasts for
2018/19 cruise season at this stage show Dunedin is expecting the largest
growth for the season at an estimated 30% increase. This will impact on
staffing requirements on these days and plans are being developed in
preparation.
Signatories
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Author:
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Kyla Anderson - Business Analyst, Enterprise Dunedin
Louise van de Vlierd - Team Leader Visitor Centre
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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 enables democratic local decision making and
action by, and on behalf of communities.
This report relates to providing local infrastructure and
it is considered good-quality and cost-effective.
This report relates to providing a public service and it
is considered good-quality and cost-effective.
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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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Social Wellbeing Strategy
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☐
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☐
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☒
|
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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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The cruise sector contributes to the Compelling
Destination theme in the Economic Development Strategy. It is an important
generator of GDP, job creation and awareness of Dunedin as one of the
world’s great small cities.
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Māori Impact
Statement
Ngāi Tahu is a key stakeholder engaged with
Dunedin’s Economic Development Strategy with representation on the
Growing Dunedin Partnership group. Ngāi Tahu cultural heritage is
acknowledged as an important aspect of the Compelling Destination theme and
visitor experience.
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Sustainability
Cruise management contributes to growing Dunedin’s
economy in a sustainable beneficial manner.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no implications for currently
agreed budgets and plans.
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Financial
considerations
There are no implications for currently
agreed budgets and plans.
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Significance
This report is considered of low significance in terms of
the Council’s Significance and Engagement Policy.
At approximately 5% of Dunedin’s visitor economy and
an estimated $34 million GDP cruise is a significant contributor to the
city’s wellbeing and is managed accordingly.
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Engagement –
external
The Cruise Action Group works with a variety of council
departments who all contribute positively to visitor management.
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Engagement -
internal
The Cruise Action Group is representative
of major cruise stakeholders and works with a wide range of city and national
stakeholders including NZ Transportation Agency, Department of Conservation,
Cruise New Zealand, Tourism New Zealand and Otago Regional Council.
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Risks: Legal /
Health and Safety etc.
Not applicable to this noted report
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Conflict of
Interest
Not applicable to this noted report
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Community Boards
Chalmers Community Board are important stakeholders around
Port Chalmers, Port Chalmers Volunteers and SH88 speed limits.
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