Agenda of Economic Development Committee

Economic Development Committee

11 September 2018

Part A Reports

Enterprise Dunedin July to September 2018 Activity Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee on a selection of Enterprise Dunedin activities during the period July to September 2018.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin 1 July to 30 September 2018 Activity Report.

BACKGROUND

2 Enterprise Dunedin activity is informed by the 2013-2023 Economic Development Strategy ('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.

3 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

4 Business Vitality

a) The Otago Regional Business Partnership (RBP):

· The RBP is composed of the Otago Chamber of Commerce, Otago Southland Employers Association and DCC. Funding is provided by New Zealand Trade and Enterprise and Callaghan Innovation.

· During the period, the RBP supported 39 new clients through training grants worth $11,500, and matched 17 mentors to businesses. It achieved a net promoter score of 70% (an indicator of client satisfaction), exceeding the target of 50%.

· Enterprise Dunedin is working with five Callaghan Innovation clients who are preparing applications to support their research and development.

b) Energy Plan:

· Yoogo Share spoke to the Council and other Dunedin organisations about its electric vehicle (EV) sharing service. Enterprise Dunedin is working to support Yoogo’s application for funding to the Energy Efficiency and Conservation Authority’s Low Emissions Vehicle Contestable Fund to bring EV sharing to Dunedin.

· Discussions are ongoing with the Ministry of Health, Southern DHB, and University of Otago, about further study of the potential for a new District Energy System for Dunedin. An MOU is being negotiated for co-funding the business case for this project.

5 A Hub for Skills and Talent

a) Sexy Summer Jobs (SSJ):

· In the 2017/2018 season, the Sexy Summer Jobs Business Internship Programme placed 48 interns into 30 businesses. Twenty-four interns gained employment (50%) and 15 of the roles post internship were new positions (62%). Business satisfaction is high - 89% of businesses involved are satisfied or very satisfied with the programme.

· Facilitating relationships and opportunities for businesses and students to meet, is key to the SSJ programme’s success. The SSJ speed interview event will be held 19 September at the Otago Polytechnic. This event is hosted by Enterprise Dunedin, the University of Otago, Otago Polytechnic, and Firebrand, and enables businesses to meet students and retain talented people in the city.

6 A Compelling Destination:

a) International Travel Trade:

· Enterprise Dunedin, in partnership with Air New Zealand, hosted 20 inbound tour operators, showcasing city attractions and helping build their knowledge of Dunedin.

b) Business Events:

· Business events staff will be exhibiting at the Convene South trade exhibition in Christchurch this month, in partnership with Dunedin Venues and Otago Museum.

· Convene South showcases the best of the South Island’s business event offerings to professional conference organisers, business events and incentive planners, as well as a wide range of business event professionals from around New Zealand. Located in Christchurch, Convene South puts exhibitors face-to-face with a highly qualified and targeted audience.

· This is an opportunity to highlight Dunedin as a leading business events destination within the domestic market. Every buyer at the trade show is interested in the South Island product, so exhibitors have a chance to make valuable business connections. This is also a valuable opportunity to network with industry colleagues and grow current relationships within the business events industry.

c) Marketing Campaign & Activity:

· Enterprise Dunedin ran domestic marketing activities to support Year 3 of the “Where the Wild Things Are” campaign. This included print, digital, radio and social media advertising and sponsored content. This campaign aim was to educate the Queensland market with spill-over into wider Australia, about Dunedin as an accessible and intriguing destination

· The same ‘Wild’ key theme is used in the both the New Zealand & Australian markets for consistency with slightly differentiated messaging giving compelling reasons to visit Dunedin in autumn and winter 2018.

· The Australian component of the “Where the Wild Things Are” campaign was wrapped up, with a final media famil hosted in the city during the International Science Festival, resulting in five blog posts and additional coverage in print. A full report will be presented at the November EDC meeting.

· The Hidden Dunedin spring campaign targeting Auckland launched in August with bus back and online advertising.

· Enterprise Dunedin supported iD Fashion at New Zealand Fashion Week, hosting Tourism New Zealand PR advisors and media.

d) Study Dunedin:

· Study Dunedin in conjunction with Education New Zealand hosted a Vietnamese travel blogger, photographer and travel agent in July, with a presentation being live-streamed from the New Zealand Embassy in Vietnam. They will be producing a video of their visit that we can use on the DunedinNZ.com website and social media platforms. The Vietnamese market is growing in Dunedin - 46 Vietnamese students were enrolled in 2017, up 15% on the previous year.

· Four students and a teacher from Dunedin attended the Shanghai Youth Camp in July. The students experienced cultural classes, toured Shanghai and showcased Dunedin’s culture to 120 young people from Shanghai’s sister cities. Students paid their own return airfares but expenses in Shanghai were paid by the Shanghai Education Commission. Enterprise Dunedin sponsored the teacher’s participation. This year was the 10th anniversary of the camp.

· In July Education New Zealand confirmed its 2018/19 funding for continuation of the Work Ready Programme for international students. In partnership with Otago Polytechnic and the University of Otago, the programme will continue to run existing services and develop new areas, such as Edubits (microcredentials). Over 350 students participate in the programme every year and, to date, over 50 students have gained employment in New Zealand.

· In August the city welcomed 12 students from six university partners in Shanghai. Their two-week stay included a homestay experience, business English classes, campus tours, and cultural and tourism activities. They also completed work experience with Dunedin companies and institutions aligned to their study. This is the fifth year of this programme, which is run in partnership with Otago Polytechnic and the University of Otago.

e) i-SITE Visitor Centre:

· i-SITE staff have been preparing for the coming summer and cruise season, updating their product knowledge, and recruiting for seasonal staff.

· June was quieter this year, a trend noted by all Lower South Island i-SITEs at their regional meeting. Trading during July and August was similar to the same time last year.

NEXT STEPS

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

Signatories

Author:	Suz Jenkins - Finance and Office 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 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	☒	☐	☐

Enterprise Dunedin is responsible for the delivery of the 2013-23 Economic Development Strategy. Enterprise Dunedin activities also contribute to other Council strategies in particular the Arts and Culture Strategy.

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 2018-28 Long Term Plan.

Financial considerations

There are no financial considerations.

Significance

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

Engagement – external

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

Engagement - internal

As an update report no external engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified risks.

Community Boards

There are no implications for Community Boards.

Economic Development Committee

11 September 2018

Enterprise Dunedin Cruise Update Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 This report presents the results of the 2017/18 Cruise season and forecasts for the 2018/19 season (due to start 1 October 2018).

2 In 2017/18, Dunedin received 89 cruise visits over 69 days, carrying 179,564 passengers. Cruise ship spending for Dunedin rose 41.1% in the 2017/18 season, increasing from $34.8m to $49.1m. This was well ahead of the national average increase of 18.3%.

3 The city is now preparing for 120 ship visits over 90 days with an estimated 251,680 passengers in the upcoming 2018/19 season.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin Cruise Update Report.

DISCUSSION

4 The cruise ship season runs from October to mid-April.

5 Approximately two-thirds of all cruise ships to New Zealand visit Dunedin.

6 Cruise ship visitor numbers continue to grow both in Dunedin and nationally. However, some forecasts suggest that the cruise ship market will plateau over the next 2 years.

2017/18 Cruise Ship Season Results

7 Cruise ship spending for Dunedin rose 41.1%, from $34.8m to $49.1m in the 2017/18 season, well ahead of the national average of +18.3%.

8 Dunedin received 89 cruise visits over 69 days carrying 179,564 passengers in 2017/18.

9 The largest cruise visitor sector is Australia at 44% of passengers, followed by the Americas at 25% (this includes Canada), and Europe and New Zealand both at 13%. While the biggest growth by percentage in cruise visitors was from Asia with an increase of 47%, this is in fact the smallest regional sector representing only 4% of all cruise passengers.

10 The largest growth in visitor age bracket by actual numbers was the 40-60 years. The median age was 64 years.

11 Good weather during the 2017/18 season resulted in only two weather related cancellations, both on 30 January due to dense fog at Taiaroa Heads. Both vessels sat off the Heads until after midday waiting for the fog to lift before finally deciding to sail onto the next port.

12 The last cruise ship visit for the season was also cancelled due to mechanical issues with the ship.

2018/19 Cruise Ship Season Forecast

13 The 2018/19 season is set to start on 1 October 2018 and run through to 12 April 2019.

14 The schedule includes 120 ships visiting over 90 days with capacity for 251,680 passengers. This represents an increase of 31 ships and 72,116 passengers over the previous season.

15 This schedule includes 16 significant days where passenger numbers visiting the city will be over 4,000. On the double-ship days of 18 October, 8 December, 26 December, and 25 January passenger numbers will exceed 6,000.

16 On 1 October we welcome a new ship to New Zealand waters, the Majestic Princess, which can carry 3,560 passengers and 1,346 crew. She will make 14 visits to Dunedin during the season.

17 Ovation of the Seas, the largest ship on the circuit with 4,180 passenger capacity, is scheduled to make 10 visits to Dunedin.

18 In preparation for this increase, an expanded Cruise Action Group has been planning and preparing for the known busy days. This includes addressing parking issues for extra shuttles and tour buses both in the city and Port Chalmers. The aim is to keep our cruise destination rating high by ensuring visitors experience the best of Dunedin, while maximising the economic benefits this market brings and being mindful of impacts on local residents.

OPTIONS

19 As this report is for noting, there are no options.

NEXT STEPS

Not applicable.

Signatories

Author:	Louise van de Vlierd - Team Leader Visitor Centre
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

There are no attachments for this report.

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	☐	☐	☒

Māori Impact Statement

No known impacts for tangata whenua.

Sustainability

Cruise visitor growth has been strong, but is forecast to plateau over the coming three years.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

No implications.

Financial considerations

No financial implications.

Significance

This report is considered of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

Engaged with Port Otago and Cruise Association New Zealand for forecast numbers as well as Stats NZ for the official New Zealand and Dunedin spend figures.

Engagement – internal

Engaged with i-SITE Visitor Centre staff.

Risks: Legal / Health and Safety etc.

Not applicable/no identified risks.

Conflict of Interest

No conflict of interest.

Community Boards

This report may be shared with the Port Chalmers Community Board, as it is the community most impacted by cruise ship visits.

Economic Development Committee

11 September 2018

Film Dunedin

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 This report is to seek Economic Development Committee approval for a Grow Dunedin Partnership recommended funding decision.

2 On 8 June 2018, the Grow Dunedin Partnership resolved to allocate $100,000 from an agreed and existing 2018/19 operating budget of $362,634 to film activities.

3 The purpose of this funding is to maintain existing film activity and over time increase levels of service and resourcing from the current 0.25 full time equivalent (FTE) Film Dunedin Coordinator role to 1.0 FTE.

RECOMMENDATIONS

That the Committee:

a) Approves $100,000 from existing 2018/19 Grow Dunedin Partnership operating budgets for Film Dunedin activity.

BACKGROUND

4 Enterprise Dunedin has identified the development of the film sector as a priority for 2018/19. Film activity supports the 2013-23 Economic Development Strategy (EDS) and economic goals of:

a) 10,000 extra jobs over ten years (requiring employment growth of approximately 2% per annum);

b) An average of $10,000 extra income for each person (requiring GDP per capita to rise by about 2.5% per annum).

5 Film contributes to the EDS themes of Business Vitality, Alliances for Innovation, a Hub for Skills and Talent, Linkages Beyond Our Borders and Compelling Destination. It also supports the Ara Toi Otepoti – Our Creative Future Strategy themes of Identity Pride and Creative Economy.

6 Enterprise Dunedin has a dual role in film as a:

a) Regulator through the administration of an efficient film permit process;

b) Business enabler including identification of locations, contractors and accommodation, community engagement, relationship building, support for training and vocational pathways.

DISCUSSION

7 On 8 June 2018, the Grow Dunedin Partnership resolved:

a) To allocate $100,000 (including staffing) from existing 2018/19 operating budgets for film development.

Moved (Thomson/Campbell):

8 This funding will result in an increased level of service from the current 0.25 FTE allocated to film activity to 0.5 FTE in quarter 1 (2018/19). Current resourcing will again increase to a 1 FTE in quarter 2 (2018/19).

9 The increased level of service will deliver a range of additional outcomes beyond business as usual activity (such as production attraction, business support and regulatory functions) in 2018/19.

a) Shanghai Film Festival

10 Enterprise Dunedin will take a festival of New Zealand films to Shanghai later in the year. The programme (agreed with the New Zealand Film Commission) is weighted to content that showcase stories, talent and locations from Dunedin and Otago. Representatives from the Dunedin film and screen sector will also be invited to attend the launch of the film festival and business meetings.

b) Dunedin Shanghai Screen Writers Exchange

11 The Dunedin Shanghai Screen Writers exchange will be launched in October 2018. This project is a result of the memorandum of understanding signed by Enterprise Dunedin and the Shanghai Art Film Federation and offers a two-month exchange for writers to develop research, relationships and content for future film and television productions.

12 The Screen Writers exchange is part funded by New Zealand Film Commission and is supported by New Zealand Screenwriters Guild, local businesses and institutions.

c) Industry Development

13 Research to identify crew skills and capacity in the city has been completed. This supports development of a crew database and informs vocational pathways, professional development and training activity. The database will also enable further engagement with producers and scouts regarding crew available in the city.

OPTIONS Option One – Approve $100,000 for 2018/19 film activity (preferred option)

14 Option one is the preferred option. Under this option the EDC would approve $100,000 from existing 2018/19 Grow Dunedin Partnership operating budgets to support film activity.

Advantages

· Option one is supported by Grow Dunedin Partnership;

· Film activities are resourced during the 2018/19 financial year;

d) Disadvantages

· $100,000 less for other 2018/19 Grow Dunedin Partnership activities.

Option Two – Approve smaller or no investment for 2018/19 film activity

15 Under this option the EDC would approve a smaller investment (i.e. less than $100,000) for 2018/19 from existing 2018/19 Grow Dunedin Partnership operating budgets for film activity.

Advantages

· $100,000 for other 2018/19 Grow Dunedin Partnership activities.

Disadvantages

· Reduced level of service and support for film activities.

NEXT STEPS

16 Subject to agreement by the Economic Development Committee, existing levels of service for film will be maintained and increased during 2018/19. Updates on the film festival and business delegation, screenwriters exchange and industry development will be provided in future Enterprise Dunedin activity reports.

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 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	☐	☐	☒

This report describes activity and planning that directly supports all five themes within the Economic Development Strategy, the Creative Economy and Creative Pride themes in the Arts and Culture Strategy.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Support for film sector contributes to economic growth and sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The decision will maintain and increase levels of service for 2018/19 film activity.

Financial considerations

The recommended option has been prioritised in existing and agreed Grow Dunedin Partnership 2018/19 operating budgets.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

The Grow Dunedin Partnership has been engaged on this decision.

Engagement - internal

The Ara Toi Group Manager has been engaged on the report.

Risks: Legal / Health and Safety etc.

There are no known legal or health and safety issues.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

There are no implications for Community Boards.

Economic Development Committee

11 September 2018

Start-Up Ecosystem

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to seek Economic Development Committee (EDC) approval for a Grow Dunedin Partnership recommended funding decision.

2 On 12 July 2018, Grow Dunedin Partners resolved to allocate $150,000, from an agreed and existing 2018/19 operating budget of $362,634 to support the development of the start-up ecosystem.

3 The proposed 2018/19 investment will be matched by $50,000 funding from CreativeHQ/ Callaghan Innovation for the Challenger business incubator programme.

RECOMMENDATIONS

That the Committee:

a) Approves $150,000 for measures to support the start-up ecosystem from existing 2018/19 Grow Dunedin Partnership operating budgets;

b) Notes this investment will attract $50,000 from Callaghan Innovation for the delivery of business incubator services during 2018/19.

BACKGROUND

4 A start-up ecosystem is formed in a physical location by people, businesses (in their various stages of growth) and organisations who wish to support and scale new start-up companies.

5 The ecosystem is typically led by entrepreneurs and often includes economic development agencies, universities, polytechnics, co-working spaces, professional services and existing and established businesses.

6 Over the last 18 months Enterprise Dunedin has worked with the Grow Dunedin Partnership, the Start Up Dunedin Trust and local businesses including co-working spaces such as Innov8HQ and Petridish to identify measures to support the development of the ‘Dunedin start-up ecosystem’.

7 This work has been identified as a key priority for Enterprise Dunedin given the role the ecosystem plays in supporting the economic goals of the 2013-23 Economic Development Strategy (EDS):

a) 10,000 extra jobs over ten years (requiring employment growth of approximately 2% per annum);

b) An average of $10,000 extra income for each person (requiring gross domestic product per capita to rise by about 2.5% per annum).

8 The development of the start-up ecosystem contributes to all themes of the EDS:

a) Business Vitality;

b) Alliances for Innovation;

c) A Hub for Skills and Talent;

d) Linkages Beyond Our Borders;

e) Compelling Destination.

9 During this period, Enterprise Dunedin and the Grow Dunedin Partners have developed a greater understanding of the local ecosystem and how it can be supported by:

a) Connections, collaboration and alignment of resources;

b) Improved visibility of activities;

c) Building confidence in the start-up ecosystem;

d) Celebrating business hero stories;

e) Improved performance measurement;

f) Removing barriers to business start-ups;

g) Strengthening support for investors and influencers.

10 This has resulted in:

a) Grow Dunedin Partners investing $68,000 in start-up activities during 2017/18;

b) Enterprise Dunedin entering a memorandum of understanding with Creative HQ (a Wellington based business support service) funded by Callaghan Innovation for the delivery of business ‘incubator’ services in Dunedin.

The Dunedin incubator received $25,000 from Callaghan Innovation during 2017/18 and has been developed by the Start-Up Dunedin Trust under the brand Challenger Series with businesses such as Gallaway Cook Allan and Deloitte;

c) Stronger communication and engagement with the Start-Up Dunedin Trust, the wider ecosystem, city partners including the Otago Business School and Otago Polytechnic.

11 The start-up ecosystem has shown signs of growth and activity over the last 18 months. For example, the inaugural Challenger Series, launched in June 2018, attracted 71 start-ups in less than two weeks, with 20 being shortlisted and 3 entering the Challenger Series.

12 The Challenger Series has highlighted the growing number of quality start-up within the city as well as willingness of the ecosystem (co-working spaces, city partners, private sector and Start Up Dunedin Trust) to collaborate on projects.

13 Table one, summarises the outcomes achieved by the Start Up Dunedin Trust over the last 12 months:

Table one: summary of activity

Objective	Activity 2018	Outcome
Enable connections, better collaboration and alignment of resources	Incubation Services/Creative HQ - Challenger Series	71 start-ups applied 20 shortlisted 3 start-up applicants in full incubation programme
Improve visibility	Community Events Start Up Dunedin Trust hosted events	86 events (60 community and 26 Start Up Dunedin Trust hosted events)
Celebrate hero stories	Community Events Start Up Dunedin Trust hosted events
Improve performance measures	Number of start-up paired with mentors	12 start-ups
Remove barriers	Start-Up Weekend	60 participants
Strengthen capability	Co.Starters (a programme designed to support early stage start-ups)	40 graduates

14 On 8 June 2018, the Grow Dunedin Partnership resolved:

a) Up to $150,000 be assigned for start-up ecosystem development; noting that support funding will be sought from other sources.

Moved (Thomson/Campbell).

15 On 12 July 2018, the Grow Dunedin Partnership subsequently resolved to:

a) Receive the Start Up Dunedin Trust update and presentation on 2017/18 activity.

b) Note the decision to prioritise $150,000 from 2018/19 operating budgets for investment in the start-up ecosystem on 8 June 2018.

c) Note the proposed split for this investment:

i. $100,000 allocated to the Start Up Dunedin Trust for the delivery of 2018/19 start-up business support;

ii. $50,000 for additional measures to be determined by Enterprise Dunedin, Grow Dunedin Partnership and the start-up ecosystem.

d) Note this investment will leverage:

iii. $50,000 from CreativeHQ and Callaghan Innovation for business incubation services delivered by the Start-Up Dunedin Trust;

iv. $44,000 from Enterprise Dunedin for the 2018/19 delivery of Audacious;

v. $40,000 from the University of Otago for the 2018/19 delivery of Audacious;

vi. $20,000 from the Otago Polytechnic for the 2018/19 delivery of Audacious.

e) Agree to set aside $150,000 in 2019/20 operating budgets to ensure surety of investment in the start-up ecosystem contingent on advice (including the development of the Centre of Digital Excellence) from Enterprise Dunedin.

f) Note that resolution needs to be approved under delegation by the Economic Development Committee on 11 September 2018.

Moved (Gallaher/Staynes).

16 This decision was also considered in the context of the development of the Centre of Digital Excellence (CODE) which is currently being developed through a business case. CODE provides a further opportunity to match future 2019/20 GDP investment against additional government and private sector support and investment in the start-up ecosystem.

17 Given this, the Grow Dunedin Partnership also resolved to set aside $150,000 2019/20 operating budgets to further support start-up activities contingent on the presentation of additional advice from Enterprise Dunedin.

DISCUSSION

18 This investment will support the delivery of the following three workstreams and activities during 2018/19:

Start-Up Support:

a) Raising the profile and improving the attractiveness of the ecosystem locally, nationally and internationally;

b) Introducing investors to Dunedin;

c) Supporting start-ups through ongoing delivery of the Co-Starters programme;

d) Delivery of other priorities in the Start Up Dunedin Trust’s 2018/2019 ecosystem strategy.

CreativeHQ – ‘Challenger Series’ 2019:

a) Continued rollout of Challenger Series in conjunction with the private sector and Callaghan Innovation/CreativeHQ.

Start Up Pilots:

a) Development of additional pilot activities to address barriers, need or opportunities identified in the start-up ecosystem.

OPTIONS

Option One – Approve $150,000 investment in the start-up ecosystem (preferred option)

19 Option one is the preferred option. Under this option the EDC would approve $150,000 for 2018/19 from existing Grow Dunedin Partnership budgets to support the start-up ecosystem.

Advantages

· Option one is supported by the Grow Dunedin Partnership and has been developed in conjunction with the start-up ecosystem, local businesses and city partners over the last 18 months;

· Start Up Dunedin Trust activities, delivery and outcomes are resourced during the 2018/19 financial year;

· Further opportunities are created for additional measures to support the start-up ecosystem;

· Match funding for CreativeHQ services and 2019 Challenger Series is continued during 2018/19.

Disadvantages

· $150,000 less for other 2018/19 GDP activities.

Option Two – Approve smaller investment or no investment in the start-up ecosystem

20 Under this option the EDC would approve a smaller investment (i.e. less than $150,000) for 2018/19 from existing Grow Dunedin Partnership budgets to support the start-up ecosystem.

Advantages

· $150,000 for other 2018/19 Grow Dunedin Partnership activities.

Disadvantages

· Reduced investment options were considered, but not preferred by the Grow Dunedin Partnership;

· Reduction in services and support to the start-up ecosystem during a period of growth;

· Potentially loss of match funding from CreativeHQ and Callaghan Innovation for Challenger Series.

NEXT STEPS

21 Subject to EDC agreement, Enterprise Dunedin will update the existing service level agreement with the Start Up Dunedin Trust for 2018/19 business support, delivery of the 2018/19 Challenger Series (supported through CreativeHQ funding).

22 Enterprise Dunedin will also work with Grow Dunedin Partnership to invite proposals for additional measures to support the start-up ecosystem before quarter two 2018/19.

23 The proposed investment in the 2018/19 start-up ecosystem will be considered in the context of the development of the Centre of Digital Excellence (CODE).

Signatories

Author:

Chanel O'Brien - Business Development Advisor Skills and Entrepreneurship

Authoriser:

Fraser Liggett - Economic Development Programme Manager

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 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 preferred option within this report supports the educational, business support and talent attraction goals of the Centre of Digital Excellence (CODE) and computer gaming sector. Creative businesses (such as film and digital content) are represented in the start-up ecosystem. As a result, the proposed option and measures also supports the theme of Creative Economy under the Arts and Culture Strategy.

Māori Impact Statement

Ngai Tahu are represented on the GDP and therefore have had the opportunity to contribute to decision making on 2018/19 investment in the start-up ecosystem.

Sustainability

Ongoing business development and support for the start-up ecosystem has been identified as one priority by GDP and Enterprise Dunedin to meet the economic goals in the 2013-23 Economic Development Strategy.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for the LTP, Annual Plan, Financial Strategy and Infrastructure Strategy.

Financial considerations

The total cost of the recommended option is $200,000 and comes from existing budgets and external revenue. This figure includes $150,000 from 2018/19 GDP existing operating budgets for measures to support the start-up ecosystem and $50,000 external revenue from CreativeHQ/Callaghan Innovation for the 2018/19 Challenger Series.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy

Engagement – external

The following organisations have been engaged regarding the recommendations in this report, the Grow Dunedin Partnership (including: Dunedin City Council, Otago Chamber of Commerce Incorporated, Otago Southland Employers Association, University of Otago, Otago Polytechnic, Ngai Tahu, Anna Campbell, AbacusBio, John Gallaher, Forsyth Barr), the Otago Business School, Start-Up Dunedin Trust and wider start-up ecosystem via workshops in 2017 and including co-working spaces, Petridish and Innov8HQ, Silver Fern Farms, Codelingo, NomosOne, TracPlus and CreativeHQ

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no identified risks. The Dunedin City Council procurement team have been involved in the development of contracts and service level agreements with CreativeHQ and Start-Up Dunedin Trust. These will be managed by Enterprise Dunedin and outcomes reported back to GDP and EDC Committee.

Conflict of Interest

There is no conflict of interests.

Community Boards

There are no implications for Community Boards.

Economic Development Committee

11 September 2018

Submission on the phase out of single use plastic shopping bags

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 This report provides a draft Dunedin City Council (DCC) submission (Attachment A) to the Ministry for the Environment’s Discussion Document (Attachment B) on the proposed phase out of single use plastic shopping bags. Submissions are due 5pm, Friday 14 September 2018.

2 The Government is considering phasing out single-use plastic shopping bags in New Zealand as one of many steps to reduce the negative environmental impacts of plastic. At the same time, the Government will work toward a longer-term goal of taking a ‘circular economy’ approach to waste – designing for less waste and cycling resources, like plastics, back into the economy.

3 There are 10 proposed options and the attached draft submission supports option 1, the mandatory phase out of sale or distribution of single use plastic shopping bags.

4 The DCC submission notes the first option aligns with the DCC’s support for local grass root initiatives and petitions calling for the ban of single use plastic shopping bags.

RECOMMENDATIONS

That the Committee:

a) Approves the draft submission.

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
Authoriser:	Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

	Title	Page
a	Draft Submission	36
b	Discussion Document: Phase out of single use plastic bags	37

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal enables democratic local decision making and action by, and on behalf of communities.

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	☒	☐	☐

This submission relates to the DCC’s Waste Minimisation and Management Plan.

Māori Impact Statement

There are no known local impacts for tangata whenua.

Sustainability

Supporting the Government’s actions in terms of waste minimisation and a circular economy are aligned with the DCC’s ambitions around zero carbon and sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known implications for the 10 Year Plan or Annual Plan.

Financial considerations

There are no direct financial implications of this submission.

Significance

This submission is considered to be of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

This submission has been developed by Waste and Environmental Solutions and Corporate Policy.

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 specific implications for Community Boards.

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

	Title	Page
a	Register of Interest	7