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Economic Development
Committee
21 November 2017
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Part
A Reports
Business Events Update
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to provide an overview and update on the Business Events
activity undertaken by Enterprise Dunedin.
2 Business
Events contribute to Dunedin’s Economic Strategy theme, “Compelling
Destination” and link into other key themes such as “Business
Vitality”, “Alliances For Innovation”, “Linkages Beyond
our Borders” and “Hub for Skills and Talent”.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Business Events update.
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BACKGROUND
3 The
Ministry for Business, Innovation and Employment (MBIE) measures business
events activity in New Zealand through the Convention Activity Survey (CAS). A
business events activity is defined as Meetings/Seminars, Incentive Activities,
Conferences/Conventions, Tradeshows/Exhibition and Special Occasion activities.
4 MBIE also
measure the annual economic contribution of multi-day conventions and
conference activity to the New Zealand economy through the Convention Delegate
Survey (CDS)
5 Business
events continue to be a lucrative market for tourism in New Zealand and Dunedin
as delegates stay longer, spend more and travel in off/shoulder seasons. MBIE
released the CDS year ending December 2016 revealing an increase in delegate
spend and length of stay for the period:
· International
delegates spent an average of 6 nights in New Zealand (4.2 nights in the host
region), spending an estimated $334 per night. This is almost double the
average spend per night for all international visitors according to the
International Visitor Survey (IVS).
· Domestic
delegates (New Zealand delegates from outside the event region) spent an
average 3 nights in the event region, spending an estimated $504 per night.
6 Enterprise
Dunedin works in partnership with Tourism New Zealand to bid for international
conferences. Tourism New Zealand received an additional $34m for the period of
2014-17 from MBIE to support this. They manage the Conference Assistance
Programme (CAP); a fund available to national and international associations
and organisations that bid to host international conferences in New
Zealand. This programme provides funding, expertise and support to
develop international conference bids, as well as on-going support when the
bids have been successful.
7 Business
events, particularly international conventions, have a significant flow on
effect for Dunedin through facilitating knowledge exchange and building
international networks, consequently raising the profile of the city and
encouraging growth and investment in key sectors.
8 The role
of Enterprise Dunedin is to generate leads for the city and its key partners.
These leads are predominantly generated from sales and marketing activity in
the domestic and Australian market.
9 The
proposed opening of four new convention centres in Auckland, Wellington,
Christchurch and Queenstown highlights the need to build on the momentum we are
experiencing and look for new opportunities for growth to ensure we remain
sustainable, and continue to grow market share. International conferences offer
the strongest potential for growth.
10 Enterprise Dunedin,
supported by Grow Dunedin Partnership and University of Otago funding, has
continued to fund an FTE for a fixed term period until 30 June 2018, with a
hope to make this role permanent as part of the Long Term Plan. The focus
for this resource continues to be to drive the International Business Events
Plan attracting high yield visitors to Dunedin in winter and shoulder seasons,
increasing overall market share, and highlight the city’s thought
leaders, tertiary institutions and key industry sectors on a global stage.
DISCUSSION
11 In the year ending June
2017 Dunedin continues to hold market share at 3% of business events
experiencing strong growth in a period where six destinations have lost market
share.
12 The city has
experienced a 5.7% increase in the number of events on the previous year to
date which equates to 80 additional events.
13 The number of
delegates attending events has grown by 16.2% to 124,026 and the number of
delegate days associated by 18.4% to 139,142 days - more than double the
national average.
14 Since 01 July 2016
Enterprise Dunedin has generated 28 leads, including 11 formal bids for the
city and its venues and suppliers, with a potential economic impact to the city
of $17,381,175 for the period of 2017-2020 if successful.
15 Enterprise Dunedin,
in conjunction with Tourism New Zealand, hosted a function at the University of
Otago to promote the Conference Assistance Programme and support available when
bidding for international conferences. This was endorsed by the Vice Chancellor
and was attended by approximately 50 academic staff. Additional presentations
have also been made to various divisions with the University.
a) From this
activity four leads were generated, three of which have progressed into formal
bids and one is still in the early stages of research.
b) From previous
international bid activity four international conferences were secured with an
estimated economic value of $4.2m. This includes the World Congress of
Herpetology which will welcome 1000 delegates to the city for six days in
2020.
c) Enterprise
Dunedin has received significant industry partnership from Tourism New Zealand
to fund this activity and the entire bidding process. The value of this
partnership is estimated at $106,000 for the 2016/17 financial period.
OPTIONS
16 There are no options
as this is an update report.
NEXT STEPS
17 Dunedin will
continue to build on the market share growth experienced by creating
opportunities in line with the International Business Events Plan. Dunedin
needs to ensure we remain sustainable as competition starts to increase in the
coming years through four proposed new Convention Centres.
18 International
conferences have strong potential for growth – both in value (attracting
high yield visitors in winter/shoulder seasons) and the global profile of
Dunedin and that of our tertiary institutions.
19 Enterprise
Dunedin will continue to work with Tourism New Zealand to
develop a business events ‘Advocates’ programme. This will identify and engage thought leaders in their
field as potential or current, destination champions for business events in
Dunedin.
Signatories
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Author:
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Bree Jones - Business Tourism Events Advisor
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
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 activity relates to providing a public service and it
is considered good-quality and
cost-effective by growing the Dunedin economy by continuing to promote the
city as a compelling destination.
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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 business events visitor is a key component of the
visitor industry, which contributes to Dunedin Economic Development
Strategy’s theme, a compelling destination, as also outlined in the
Dunedin Visitor Strategy (DVS) 2008-2015.
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Māori Impact
Statement
Ngai Tahu has a representative on the Grow Dunedin
Partnership governance group which has overall governance responsibility for
Dunedin’s Economic Development Strategy.
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Sustainability
These activities promote a sustainable economy as it attracts
delegates to the city in traditionally off-peak and shoulder seasons. These
are high yield visitors that spend more and stay longer than an international
leisure visitor.
These activities potentially contribute to the long-term
economic benefits of the city by increasing the visitor industry’s GDP
and employment.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no known implications.
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Financial
considerations
There are no known financial implications.
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Significance
It is considered to low significance and is consistent
with the Economic Development Strategy’s goals.
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Engagement –
external
These activities are being delivered with the relevant
city partners.
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Engagement -
internal
There is no internal engagement required.
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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 known conflicts of interest.
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Community Boards
There are no known implications for the Community Boards.
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Economic Development Committee
21 November 2017
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Enterprise Dunedin Q1 2017/18 Activity Report
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 This is
the first activity report prepared by Enterprise Dunedin for the Economic
Development Committee (EDC).
2 The
purpose of this report is to update the EDC on several Enterprise Dunedin
activities during Quarter 1 2017/18.
3 Activity
not included in this update will be addressed in future reports to either EDC
or other committees. For instance, recent updates have been provided to EDC on
Project China and Good Food Dunedin. An update on Enterprise Dunedin Ara Toi
activity was reported through the Community and Culture Committee on 17 October
2017.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Enterprise Dunedin Quarter 1 2017/18 Activity Report.
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BACKGROUND
4 Enterprise
Dunedin activity is informed by the 2013-23 Economic Development Strategy (or 'strategy').
The strategy is underpinned by five themes:
a) Business
vitality – to improve the ease of doing business.
b) Alliances for
innovation – to improve linkages between industry and research.
c) A hub for
skills and talent – to increase retention of graduates, build the skills
base and grow migrant numbers.
d) Linkages
beyond our borders – to increase international investment and establish
projects with other cities.
e) A compelling
destination – to increase the value of tourism and events and improve the
understanding of Dunedin’s advantage.
5 The
strategy sets out two economic goals:
a) 10,000 extra
jobs over 10 years (requiring growth of approximately 2% per annum).
b) An average of
10,000 of extra income for each person (requiring GDP per capita to rise about
2.5% per annum).
DISCUSSION
6 The
latest economic information produced by Infometrics to the year ending 30 June
2017 indicates:
a) Growth in
employment of 1% (and 1.5% for the period until 30 June 2016).
b) Growth of GDP
per capita of 1.4% per annum.
7 The
activity report is composed of two parts:
a) Update on the
development of a planning and reporting framework.
b) Details on
Enterprise Dunedin activities undertaken between 1 July and 30 September 2017.
Enterprise Dunedin Planning and
Reporting Framework
8 Enterprise
Dunedin has been developing a planning and reporting framework since February.
This work will inform more structured reporting (and planning) to the EDC, the
Grow Dunedin Partners (GDP) and community in the future.
9 This
framework has drawn on a range of good practice from New Zealand and Australia
including:
a) The integrated
planning and reporting model below:
b) Reporting
tools such as results based accountability (RBA) – a practical technique
for organisations to evaluate the results of their programmes.
c) Economic
analysis developed by experts such as Infometrics.
10 Future Enterprise
Dunedin Activity Reports will apply the new framework.
Enterprise Dunedin
activities undertaken from 1 July – 30 September 2017
11 The draft Dunedin
Destination Plan:
a) Hearings
on the draft Dunedin Destination Plan were held on 4 and 5 September 2017.
Issues raised by submitters were considered and the draft Dunedin Destination
Plan will be presented to Council for adoption in the New Year.
12 Public Relations,
Marketing Activities, Campaigns and TRENZ:
a) In September,
Enterprise Dunedin hosted Japanese media arranged through Tourism New
Zealand’s International Media Programme (IMP). The visits achieved the
following outcomes:
i) A
Dunedin feature in Brutus (one of the most popular life style
publications in Japan) with circulation of 91,000 resulting in an estimated
advertising value of $214,344.
ii) Promotion of the
Taieri Gorge Rail journey and Dunedin’s craft beer sector via the Asahi
Digital and Travel website and associated online posts resulting in an
estimated advertising value of $260,838.
b) Campaigns:
i) Extend
your Stay:
The Extend your Stay campaign was launched in
mid-September and will run until the end of December. The campaign centres on
significant concerts, events and attractions occurring in Dunedin and
encouraging visitors to stay longer and explore more of the city.
c) TRENZ 2018:
i) Dunedin
will host TRENZ, New Zealand’s biggest business to business travel and
trade event from 7-10 May 2018.
ii) The event is
delivered by Tourism Industry Aotearoa (TIA) on behalf of the industry and is
expected to attract 1500 delegates.
iii) In preparation,
Enterprise Dunedin has established a TRENZ city activation group consisting of
key representative organisations and individuals to ensure the city maximises
the hosting opportunities.
iv) This group will be
focussed on airport welcomes, hosting opportunities, training and development
and will engage with key sectors such as local retailers, transport operators,
tourism operators and the hospitality sectors.
13 i-SITE Visitor
Centre:
a) Preparations
have commenced for the 2017/18 cruise season with an expected 90 ships visiting
the city – an increase from 76 last year.
b) Queries
regarding accommodation for the Ed Sheeran concert in March/April 2018 have
continued. The i-SITE is working to reassure fans outside of Dunedin regarding
accommodation and respond to requests and bookings in relation to other major
upcoming events.
14 Business
activities including:
a) The Otago
Regional Business Partnership (RBP):
i) The
Regional Business Partnership (RBP) includes Dunedin City Council, the Otago
Chamber of Commerce and Otago Southland Employers Association. During the
period, the Otago RBP supported 89 new clients (43% based in Dunedin) through
training grants worth $71,000 and access to business mentors.
ii) The RBP
achieved a net promoter score (and indicator of client satisfaction) of 73%
exceeding the national average of 61% and target of 50%.
iii) The Enterprise
Dunedin Growth Advisor supported the development of a $200,000 research project
which was approved by Callaghan Innovation.
iv) Quarter 1 activity
generally exceeded the forecast performance targets (set by the funders, New
Zealand Trade and Enterprise and Callaghan Innovation) and is a positive
indicator of business capability and growth in the city and across the region.
b) Support for
the start-up ecosystem:
i) Enterprise
Dunedin has continued to review the business start-up ecosystem. This process
has brought together a range of companies, co-working spaces and other
stakeholders to identify problems, benefits and options to support business start-ups.
ii) Funded and
supported by GDP, the intention is to encourage new ventures, develop
entrepreneurship and successful scalable businesses.
c) GigCity/Smart
City activities including Techweek18:
i) The
fifth round of the GigCity Community Fund received seventeen applications in
August. While outside Quarter 1, $147,000 funding for projects aimed at
education and health were subsequently announced on 15 October.
ii) In August,
the Digital Community Trust (DCT) appointed Martin Jenkins to review GigCity
activity to date and present options on future technology and smart city
activity. Enterprise Dunedin intends to present early options later in
December.
iii) Enterprise
Dunedin worked with the Australian Broadcasting Commission (ABC) Four
Corners programme on a comparison of the rollout of ultra-fast broadband
(UFB) in Dunedin with Australia. This was a positive story about Dunedin and
businesses and can be accessed via the link to the ABC website: http://www.abc.net.au/4corners/whats-wrong-with-the-nbn/9077900
iv) Work is continuing
with the SIGNAL ICT graduate school, University of Otago and Otago Polytechnic
on the development of events for Techweek 2018. The aim of Techweek is to
inspire, connect and build capability through a nationwide festival of
innovation in conjunction with businesses and institutions.
d) Sexy Summer
Jobs (SSJ):
i) The
annual Sexy Summer Jobs (SSJ) programme, aimed at meeting business need through
student internships has commenced for 2017/18. The speed interview event was
held on 20 September which has so far resulted in attracting 32 businesses (12
of which are new to the programme).
ii) Early indications
are that the business participating in the programme will again come from the
tech, education/research and biotech/health technology sectors.
15 Study Dunedin:
a) An agent event
promoting international study in Dunedin was held in Auckland during August.
The event focused on the Japan study market and brought together ten Dunedin
high schools, the University of Otago (including Foundation Studies programmes)
and Otago Polytechnic with 39 agents. Two agents were invited to visit Dunedin
at the end of September.
b) Study Dunedin
attended an Education New Zealand (ENZ) Student Fair and Agent Seminar event in
Bangkok in August. Sixteen agent meetings were held and Study Dunedin engaged
with over 40 individuals during the Fair.
c) The Study
Dunedin sections of the DunedinNZ.com have been refreshed. The website, which
is designed to market the city to prospective international students, has been
updated to include 360° video segments with real students talking about
their Dunedin study experiences.
d) A dedicated
Dunedin agent networking event was held for 11 agents who have existing
relationships with Dunedin institutions.
e) An industry
survey was conducted in June/July to gauge the cohort’s needs from Study
Dunedin going forward. The results of the survey and workshops will inform
new plans and KPI’s for the remainder of the 2017/18 and going forward.
16 Energy:
a) A new Energy
Planning Co-ordinator was appointed in September. The initial focus has been on
the preparation of a feasibility study to consider the expansion of the
district energy scheme in Dunedin’s CBD using biomass power. This report
is expected to be completed in the New Year.
OPTIONS
17 As an update report,
there are no options.
NEXT STEPS
18 Feedback on the
activity report will be incorporated in future updates.
19 The following areas
will be progressed during Quarter 2:
a) Continued
development of the planning and reporting framework which will report on a
broader range of Enterprise Dunedin activity including film, Good Food Dunedin
and Ara Toi.
b) The draft
Dunedin Destination Marketing Plan.
c) Ongoing
development of measures and activities to support the start-up ecosystem.
Signatories
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Author:
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Fraser Liggett - Economic Development Programme 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 decision relates to
providing local public services and is considered good quality and cost
effective.
|
|
Fit with strategic
framework
|
|
Contributes
|
Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
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☐
|
☐
|
☒
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
|
Environment Strategy
|
☐
|
☐
|
☒
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☒
|
|
3 Waters Strategy
|
☐
|
☐
|
☒
|
|
Spatial Plan
|
☐
|
☐
|
☒
|
|
Integrated Transport Strategy
|
☐
|
☐
|
☒
|
|
Parks and Recreation Strategy
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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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Enterprise Dunedin activities contribute to a number of
strategies and plans, including Council’s Energy Plan.
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Māori Impact
Statement
There are no known impacts for tangata whenua.
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Sustainability
There are no implications for sustainability.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
Enterprise Dunedin activities and the 2013-23 Economic
Development Strategy are included in the 2015-25 Long Term Plan.
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Financial considerations
There are no financial considerations.
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Significance
This decision is considered low significance under the
Significance and Engagement Policy.
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Engagement –
external
As an update report, no external engagement has been
undertaken
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Engagement -
internal
As an update report, no internal engagement has been
undertaken.
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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 conflicts of interest.
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Community Boards
There are no implications for Community Boards.
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