Agenda of Economic Development Committee

Notice of Meeting:

I hereby give notice that an ordinary meeting of the Economic Development Committee will be held on:

Date: Tuesday 13 March 2018

Time: 1.00 pm

Venue: Edinburgh Room, Municipal Chambers, The Octagon, Dunedin

Sue Bidrose

Chief Executive Officer

Economic Development Committee

PUBLIC AGENDA

MEMBERSHIP

Chairperson	Chris Staynes
Deputy Chairperson	Christine Garey	Andrew Whiley
Members	David Benson-Pope	Dave Cull
	Rachel Elder	Doug Hall
	Aaron Hawkins	Marie Laufiso
	Mike Lord	Damian Newell
	Jim O'Malley	Conrad Stedman
	Lee Vandervis	Kate Wilson

Senior Officer John Christie, Director Enterprise Dunedin

Governance Support Officer Jenny Lapham

Jenny Lapham

Governance Support Officer

Telephone: 03 477 4000

Jenny.Lapham@dcc.govt.nz

www.dunedin.govt.nz

Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.

Economic Development Committee

13 March 2018

Part A Reports

Enterprise Dunedin October - December 2017 Activity Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 This is Enterprise Dunedin’s second activity report for the Economic Development Committee (EDC).

2 The purpose of this report is to update the EDC on four Enterprise Dunedin activities between 1 October and 31 December 2017.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin 1 October to 31 December 2017 activity report.

BACKGROUND

3 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.

4 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

Provincial Growth Fund

5 The aim of the Provincial Growth Fund is to lift productivity, enhance economic development opportunities, create sustainable jobs, enable Māori to reach their full potential, boost social inclusion and participation, build resilient communities, and help meet New Zealand’s climate change targets.

6 An announcement was made by the Government on 23 February 2018 about the Provincial Growth Fund, committing to invest $1 billion per annum in activities over the next three years. Enterprise Dunedin is working with other economic development units in Otago on an application to the fund, and other areas of common interest.

Otago Regional Business Partnership and Start-Up Support

7 The Regional Business Partnership (RBP) is funded by three Government agencies, New Zealand Trade and Enterprise (NZTE), Business Mentors New Zealand and Callaghan Innovation (Government’s research and innovation agency).

8 The Otago RBP is comprised of Dunedin City Council, the Otago Chamber of Commerce and Otago Southland Employers Association. Advisors employed by the three organisations provide a range of business support to companies across the Otago region.

9 Table 1 summarises the year to date (YTD) performance of the Otago RBP against the contracted targets for the region.

Table 1 Regional Business Partnership: 1 July to 31 December 2017

Key performance measures	Annual target 2017/18	YTD target 2017/18	YTD actual 2017/18
Unique business engagement	275	137	169
Discovery session – business support	200	100	134
Business mentor matches	115	57	50
Net promoter score	50%	50%	70%
New Zealand Trade and Enterprise (NZTE) business training grant ($)	$200,000	N/A	$140,000

10 The Otago RBP is working with 11 clients on research and development applications to Callaghan Innovation. Six Callaghan grants worth $130,000 were approved during the October – December 2017 period for businesses in the health, manufacturing and technology sectors.

11 As part its ongoing work with the Grow Dunedin Partners, Enterprise Dunedin has finalised an agreement with ‘Creative HQ’ (a Wellington based business incubation service) and Callaghan Innovation to support business start-ups in Dunedin.

12 Under the agreement, Enterprise Dunedin proposes to develop and implement an incubation programme to support a small group of business ready companies with the Start–Up Dunedin Trust.

GigCity/Smart City and Techweek18

13 The sixth and final round of the GigCity Community Fund commenced on 10 November 2017. Under this round, $45,000 is expected to be allocated. This will fully commit the $500,000 GigCity Community Fund awarded by Chorus as part of the Gigatown competition win.

14 The Otago University led Eduroam platform is now live across the 14 active WiFi hot spots in Dunedin. Eduroam is an international wireless network service for users in research, higher education and further education.

15 The initiative allows teachers and students secure network access when visiting an institution other than their own. The roll out of Eduroam makes the city more attractive for visiting academics and international students.

16 GigCity Free WiFi useage during the period was as follows:

a) Sessions (user interactions on a website) reached over 1 million in October and declined to 900,000 during November and December 2017. The reduction in November and December is likely the result of students leaving the city for the Summer Holiday period.

b) Data useage rose from 3,600 to 5,200 gigabits over the October – December 2017 period. This coincides with the cruise-ship season and can be attributed to visitors connecting with friends and family, uploading photos, checking emails or video connecting via platforms such as Skype.

17 Work has continued with MartinJenkins (a Wellington based consultancy) on the review of GigCity activity and options going forward. The results of the work are expected to be complete by March 2018.

18 Enterprise Dunedin is working with local Dunedin businesses, the University of Otago and Otago Polytechnic, SIGNAL ICT Graduate School to develop events for ‘Techweek NZ 2018’ between 19 – 27 May 2018.

19 The aim of Techweek NZ 2018 is to promote the tech sector internationally, grow exports, raise New Zealand’s international profile with investors, improve productivity, develop the capability needed to support tech sector growth and raise awareness of the need for greater ICT skills.

Study Dunedin

20 A review of Study Dunedin activities was completed at the end of December 2017. This resulted in a new set of actions and milestones for 2018. This year, the focus will be on four key work streams: destination marketing, the student experience, capability and capacity and education and workforce pathways.

21 In November 2017, Study Dunedin ran an industry workshop to develop a vision for international education in the city. The following draft statement prepared by the workshop participants (including the University of Otago, Otago Polytechnic and secondary schools), will be developed further and inform branding, photography and video, student stories and marketing campaigns:

“Dunedin delivers the most innovative, unparalleled educational experiences, resulting in life long outcomes for global learners”.

22 Discussions commenced with the University of Otago accommodation office late last year regarding use of the city’s accommodation stock for short-term education groups. As a result, an accommodation working group has been set up to look at options and opportunities.

23 The Work Ready Programme for international students has had another positive year. The aim of the programme is to:

a) Ensure international students, who want to work in Dunedin, either during their study or at the conclusion, are safe in the workplace and understand their rights.

b) Support those reaching graduation who want to stay and work in the city. The programme runs seminars, one-on-one support and networking and speed-interviewing events involving Dunedin employers.

24 So far, the programme has helped over 50 international students find work in Dunedin and around New Zealand.

OPTIONS

25 As an update report, there are no options.

NEXT STEPS

26 Feedback on the activity report will be incorporated in future updates.

27 The following areas will be progressed during 1 January and 31 March 2018:

a) Ongoing support for business support activities with Start-Up Dunedin.

b) Finalisation of the MartinJenkins Smart City report and recommendations.

c) Ongoing engagement and preparation regarding the Provincial Growth Fund.

d) Continued development and engagement with the Chairs of Economic development on the Think, Plan, Do Review framework and 2018/19 priorities.

Signatories

Author:	Fraser Liggett - Economic Development Programme Manager
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

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	☐	☐	☒
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	☒	☐	☐

Enterprise Dunedin activities contribute to a number of strategies and plans, including Council’s Energy Plan.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

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.

Financial considerations

There are no financial considerations.

Significance

This decision is considered low significance under the Significance and Engagement Policy.

Engagement – external

As an activity report, no external engagement has been undertaken

Engagement - internal

As an update report, no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

There are no implications for Community Boards.

Economic Development Committee

13 March 2018

Dunedin Food Charter

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The development of a local food charter is an action in Council’s adopted Food Resilience Plan 2013. A draft charter has been developed, consulted on and subsequently updated.

2 It is now presented to the Economic Development Committee for consideration.

RECOMMENDATIONS

That the Committee:

a) Adopts the draft Dunedin Food Charter.

BACKGROUND

3 Council adopted the Food Resilience Plan in December 2013, which aims to actively support three broad areas of work: supporting the economy, the natural environment, and social wellbeing (see Attachment A).

4 A Food Resilience Business Advisor was appointed in February 2016 to establish and strengthen relationships with the business and community sectors, and deliver the food resilience initiative. This activity has since been rebranded 'Good Food Dunedin’.

5 A working partnership was established to progress the project. The partnership, known as the Good Food Dunedin Alliance includes: The University of Otago (Centre for Sustainability; Departments of Geography, Nutrition, and Food Science), Otago Polytechnic, Our Food Network, social sector agencies and WellSouth.

6 The development of a local food charter was highlighted as an activity under the Food Resilience Plan. A food charter is a statement of aspirational values and principles which guides future food policy and action.

7 Using international examples and community engagement as a guide, the working partnership developed its first draft Dunedin Food Charter in early 2017. (Attachment C).

DISCUSSION

8 The purpose of a local food charter is to:

· Enable partnerships between public, private and community organisations;

· Describe how groups can work together to use food as a vehicle for positive change; and

· Provide a focal point around which these partnerships can grow over time.

9 Consultation on the draft charter was undertaken between September and December 2017. A summary of the 28 submissions received during the consultation is attached to this report (Attachment B).

10 26 submissions supported the development of a local food charter and the content of the draft. 19 submitters requested detailed additions, however these would sit more appropriately within an updated Good Food Dunedin action plan (currently in development). Two submissions were not supportive of the concept of a local food charter.

11 Based on the consultation feedback, the Good Food Dunedin Alliance added the following sentence to the draft charter:

“Food gathering and growing spaces that reflect the values of local iwi are integral to this vision.”

OPTIONS

Option One – Recommended Option

12 Adopt the Dunedin Food Charter, as attached, or with agreed amendments.

Advantages

· Facilitates progression of the Good Food Dunedin project.

· Publicly signals Council’s commitment to action on food resilience in Dunedin.

Disadvantages

· Implementation will incur some costs.

Option Two – Status Quo

13 Not adopt the Dunedin Food Charter.

Advantages

· No implementation costs are incurred.

Disadvantages

· The project loses momentum and experiences a decrease in stakeholder engagement.

NEXT STEPS

14 If the charter is adopted by the Economic Development Committee, the DCC will be asked to become the first official signatory. The charter would then become a non-binding reference document for decision making.

15 In turn, the charter will be used to engage with additional partners, raise the profile of food resilience issues, and further develop an updated Good Food Dunedin action plan.

16 Subject to adoption by the Economic Development Committee, a review of the Charter will be undertaken in three years’ time.

Signatories

Author:

Ruth Zeinert - Food Resilience Business Advisor

Authoriser:

Fraser Liggett - Economic Development Programme Manager

John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
a	Food Resilience Action Plan 2013	25
b	Summary of submissions	53
c	Dunedin Food Charter	54

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This proposal relates to providing a public service through strengthening our local food system, 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	☒	☐	☐

Food resilience objectives are implicit throughout the strategic framework.

· 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 through connected people; vibrant and cohesive communities; and healthy and safe people;

· Arts and Culture Strategy through identity pride, and creative economy; and

· Parks and Recreation Strategy through the Parks and Open Space Action Plan.

Māori Impact Statement

Consultation with Maori is an integral part of the Good Food Dunedin project. A number of Alliance members identify as Ngai Tahu or Tangata Whenua. Wider consultation with local iwi may occur for future projects.

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.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The implementation costs for the Charter and Action Plan is funded from Enterprise Dunedin budgets and the 2013-23 Economic Development Strategy, which are included in the 2015-25 Long Term Plan.

Financial considerations

The implementation costs for the Charter and Action Plan will be funded from Enterprise Dunedin budgets.

Significance

This activity has been assessed as low in terms of the Council's Significance and Engagement Policy.

Engagement – external

Community engagement has been undertaken via the Good Food Dunedin Alliance. Engagement has also included (but has not been limited to) the University of Otago (Centre for Sustainability; Departments of Geography, Nutrition, Food Science); Our Food Network; Presbyterian Support Otago; KiwiHarvest; Dunedin Mobile Traders Association; WellSouth; Southern DHB; Otago Farmers Market; local business owners and consumers.

Engagement - internal

Internal engagement has included the Parks and Recreation Department; Policy; and Community Development.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

There are no specific implications for Community Boards, but the boards will be engaged in the implementation of the Charter and the Action Plan.

Economic Development Committee

13 March 2018

Dunedin Destination Plan

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The Dunedin Destination Plan (DDP) has been through a public consultation process with submission being received. This report presents the updated version of the DDP to the Economic Development Committee for consideration.

RECOMMENDATIONS

That the Committee:

a) Adopts the attached Dunedin Destination Plan.

BACKGROUND

2 In 2016, the Dunedin City Council (DCC) commenced the development of the DDP with the community and stakeholders.

3 The proposed DDP is intended to replace the Visitor Strategy, which was due for review in 2016.

4 The DDP was developed as a city-wide plan to meet the destination objectives of stakeholders including tertiary institutions, government and business sectors. It aligns to national objectives including those set out by Tourism New Zealand and Tourism Industry Aotearoa.

5 The DDP is informed by the themes of Dunedin’s Economic Development Strategy 2023 (EDS), with the primary focus being on the ‘compelling destination’ theme. The DDP takes an integrated approach to destination marketing and management, responding to city objectives around education, business, investment, migration, employment and tourism.

Discussion

Consultation Process

6 On 25 March 2017 Council resolved to commence consultation and engagement on the draft DDP.

7 Consultation with city stakeholders and the community commenced in June and closed on 7 July 2017. A total of 44 submissions were received.

8 Councillors Staynes, Garey and Whiley were appointed to the Dunedin Destination Hearing Panel.

9 The Hearings Panel met with 17 groups and interested parties who provided feedback on the draft DDP in September 2017. The minutes for the hearing are at Attachment B.

10 Feedback from the consultation process was considered and informed an updated document which was presented to key stakeholders.

OPTIONS

Option One – Recommended Option

11 The Economic Development Committee adopts the attached DDP.

Advantages

· Destination marketing and management resources can take account of Dunedin’s strengths as a great place to live, visit, study, work and invest.

· Opportunities to share resources, work collaboratively and develop innovative actions can be considered.

Disadvantages

· May require changes to existing activities and budgets.

Option Two – Status Quo

12 Economic Development Committee does not adopt the attached Dunedin Destination Plan.

Advantages

· No changes to existing activities, budgets or resources.

Disadvantages

· Opportunities to promote the city as a destination to live, visit, study, work and invest are not realised.

NEXT STEPS

13 If adopted, the DDP will provide strategic direction to meet the destination objectives, as well as contributing to the delivery of the Economic Development Strategy objectives.

Signatories

Author:	Suz Jenkins - Finance and Office Manager
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
a	Dunedin Destination Plan	59
b	Destination Plan Hearings Minutes; 4 September 2017	95

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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 aim of the Dunedin Destination Plan is to meet the objectives of the Strategic Framework, specifically around economic development and the environment and within the principles of sustainability and Te Tiriti o Waitangi.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

One of the main principles of destination planning is to ensure ongoing sustainability, increased destination activities and minimise negative impacts so Dunedin remains a compelling destination for visitors, students, investors and migrants.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The DDP will be supported through activities identified through Enterprise Dunedin budgets and priorities, 2013-23 Economic Development Strategy and draft 2015-25 Long Term Plan

Financial considerations

Significance

This decision is low significance under Council's Significance and Engagement Policy.

Engagement – external

External engagement has been undertaken with: Kāi Tahu ki Otago, Otago Regional Council, Dunedin International Airport, the Otago Chamber of Commerce, the Department of Conservation, the Ministry of Building, Innovation and Employment, Immigration New Zealand, New Zealand Transport Agency, DunedinHOST, Grow Dunedin Partnership, Creative Dunedin Partnership, Te Ao Tūroa Partnership, the Māori Participation Working Party, Community Boards, and the Dunedin People's Panel.

Engagement – internal

Internal engagement has been undertaken with units of Council including Corporate Policy, Marketing and Communication, Community and Events and the Senior Leadership Team.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards were briefed and provided feedback on the draft DDP. There may be implications for Community Boards if the volume of visitors to some areas increases e.g. the volume of cruise passengers and crew in Port Chalmers and elsewhere, and visitors, including freedom campers, to the Otago Peninsula and other popular destinations.