Agenda of Economic Development Committee

Economic Development Committee

19 March 2019

Part A Reports

TRENZ 2018 Update Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to provide an update on the Dunedin hosted TRENZ 2018 event survey results and outcomes.

2 Enterprise Dunedin in partnership with Tourism Waitaki, Venture Southland and Dunedin Airport, hosted TRENZ 2018 in Dunedin from 7 to 10 May 2018.

3 The TRENZ 2018 event showcased the region to international travel trade buyers, sellers from around New Zealand, and media delegates via the welcome and closing ceremonies and planned activity days.

4 1,257 delegates were hosted over the four-day event, and post-event survey results estimated that buyer, seller and media delegates stayed a total of 5,361 nights in Dunedin while attending TRENZ 2018.

5 The economic impact study conducted for TRENZ 2018 estimated $10.3 million in additional forward booking revenues for Dunedin, Waitaki and Southland, from travel trade over and above business that had previously been placed with the region.

RECOMMENDATIONS

That the Committee:

a) Notes the TRENZ 2018 Update Report

BACKGROUND

6 Tourism in New Zealand is a $39.1 billion industry. It contributed $778 million to Dunedin’s economy to the year ending January 2019 (Source: MBIE’s Monthly Regional Tourism Estimates).

7 TRENZ is the largest annual tourism event in New Zealand and is managed by Tourism Industry Aotearoa (TIA). It is a national ‘business to business’ event where New Zealand travel sellers connect, interact and do business with a target audience of key travel trade buyers and international media from 29 markets.

8 The 2018 event was held in Dunedin for the first time at The Edgar Centre from 7 to 10 May 2018.

9 Enterprise Dunedin partnered with its International Marketing Alliance partners, Tourism Waitaki and Venture Southland along with Dunedin Airport to host TRENZ 2018.

10 Event costs included a TRENZ ‘Host City’ fee plus city activation costs of $57,000. The costs were covered from Enterprise Dunedin’s budget, together with joint venture partner investment from Tourism Waitaki, Venture Southland and Dunedin Airport. The delivery of the event was supported by an in-kind contribution of $32,952. Key industry partners were:

· Tourism Industry Aotearoa (TIA)

· Tourism Waitaki

· Venture Southland

· Dunedin Airport

· Hotel Partners including Scenic Hotels Group and Distinction Hotels

· The Edgar Centre

· Dunedin Venues and Restaurant Associates

11 The 2018 TRENZ event hosted 373 international travel buyers.

12 The value of the event is reflected in the research commissioned by TIA. The evaluation methodology had three elements:

· 210 on-site ‘mood of the delegates’ micro-surveys conducted by student volunteers;

· 47 qualitative 15-minute interviews with Buyer, Seller, Media Trade and Sponsor delegates conducted during the appointment schedules;

· A post event online survey of all Buyer, Seller and Media delegates to formally evaluate the event, measure its financial impact, and explore opportunities for developing the event in the future. 583 delegates completed the survey, representing a 46% response rate.

DISCUSSION

13 TRENZ 2018 was one of the largest business events the city has hosted in the last ten years and strengthens Dunedin’s messaging as a premier business events destination.

14 During the TRENZ event 1,475 delegates were hosted over the four days.

15 Survey respondents reported staying a total of 2,235 nights in Dunedin, with buyers staying an average of 4.5 nights, sellers 4.3 nights and media 3.9 nights. Together with delegate numbers, and adjusting for the proportion of delegates living in Dunedin, it was estimated that buyer, seller and media delegates stayed a total of 5,361 nights in Dunedin while attending TRENZ 2018.

16 An increased percentage (on previous years) of both buyers and seller delegates participated in at least one Dunedin tourism activity during the highly successful ‘Activity Afternoon’. 46% of buyer respondents, anticipate increasing their itinerary content in the Dunedin, Waitaki and Southland region.

17 An economic impact study conducted post event for TRENZ 2018 found that Buyers estimated a likely increase of additional business from itinerary content in to the regions of Dunedin, Waitaki and Southland of $10.3 million over the course of a year.

18 TRENZ 2018 generated 226 media articles, with an estimated advertising value of $1.56 million, including a piece exclusively on Dunedin in CNN traveller which had an estimated advertising value of $687,000.

OPTIONS

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

NEXT STEPS

20 Continue to work in partnership with our regional partners Tourism Waitaki and Venture Southland with a suggested ‘Lower South Island’ regional marketing approach to strengthen the regions attraction as a compelling destination.

21 Leverage off the success of the TRENZ 2018 event and continue to showcase Dunedin and neighbouring regions to help grow the visitor numbers, GDP and Dunedin’s economy.

22 Explore opportunities to showcase Dunedin through global media coverage and contacts made as a result of hosting TRENZ 2018.

23 Work with Tourism Industry Aotearoa to investigate the opportunity for the region to host TRENZ again.

Signatories

Author:

Suz Jenkins - Finance and Office Manager

Gil Abercrombie - Travel Trade Sales and Marketing

Authoriser:

John Christie - Director Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This activity relates to providing a public service and it is consider good quality and cost-effective by growing the Dunedin economy by continuing to promote the city as a compelling destination.

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	☐	☐	☒

Hosting TRENZ 2018 in Dunedin provided the city the opportunity for strategic alignment across multiple themes within the Economic Development Strategy of Compelling Destination and Linkages Beyond our Borders.

Māori Impact Statement

Kai Tahu are one of the six partners in the Economic Development Strategy. Connections were made between local Iwi and Tourism Industry Aotearoa to coordinate their involvement in the opening ceremony.

Sustainability

A key aim of hosting TRENZ is to grow awareness of the hosting region (Dunedin, Waitaki and Southland) and increasing visitor numbers. An increase in visitor numbers may have an impact on the region’s eco-tourism system and environment.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known implications.

Financial considerations

If the city and region were to bid to host TRENZ in the future there would be financial considerations including City Host fee and related activation costs.

Significance

This is considered low significance under the significance and engagement policy

Engagement – external

Enterprise Dunedin in collaboration with Tourism Industry Aotearoa, engaged with local industry partners including Dunedin Airport, regional partners Tourism Waitaki and Venture Southland, and the wider Dunedin tourism industry to host TRENZ 2018. A “TRENZ city activation group” chaired by the Director of Enterprise Dunedin was established for this event.

Engagement - internal

Enterprise Dunedin was supported by the wider Dunedin City Council for the delivery of TRENZ 2018 in Dunedin.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There is no conflict of interest.

Community Boards

When relevant, Enterprise Dunedin engaged with Community Boards as part of hosting TRENZ.

Economic Development Committee

19 March 2019

Enterprise Dunedin October to December 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 October to December 2018.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin 1 October to 31 December 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 2.5% per annum).

DISCUSSION

Enterprise Dunedin Review Update

4 Following the Martin Jenkins review of Enterprise Dunedin programme of work is underway to give effect to the recommendations (attachment A). A summary of initial actions are as follows:

Strategy and Focus

5 Enterprise Dunedin is reviewing its Strategic Work Programme (SWP) priorities for the upcoming year and will update Councillors at the May Economic Development Committee meeting.

Organisational Capacity

6 The recruitment of the City Marketing Manager role is underway. There is engagement with representatives from Dunedin Host, The Otago Chamber of Commerce (including tourism committee) and Study Dunedin Advisory Group throughout the recruitment of this role.

Stakeholder Engagement and Communications

7 Enterprise Dunedin is enhancing its customer relationship management system to enable integration with the DCC customer satisfaction monitor. This will enable Enterprise Dunedin to benchmark and improve customer experience as part of DCC customer experience monitoring programme.

8 Meetings with stakeholders have been scheduled to discuss actions that are being taken to implement the recommendations from the Martin Jenkins report.

Monitoring and Reporting

9 Work continues to identify and prepare applications to national and local partners for investment, including the Centre of Digital Excellence and Otago Regional Economic Development activity.

10 To align with its Strategic Work Programme, Enterprise Dunedin has contracted business analyst support (for an initial period of six months) to provide economic analysis and further develop the reporting framework including key performance indicators.

Governance and Advisory

11 A Grow Dunedin Partner Governance workshop was held on 7 March to discuss the recommendations in the review relating to current governance of the partnership. A report outlining options for improvement will be brought back to Council.

2018 Annual Economic Profile Report

12 Dunedin's annual Economic Profile report to March 2018 was released in January 2019; the full report is available on the DunedinNZ.com website https://www.dunedinnz.com/business/toolkit-and-resources/research-and-statistic.

13 Key highlights include:

a) GDP in Dunedin City measured $5 billion in the year to March 2018, up 2.6% from a year earlier. New Zealand's GDP increased by 3.2% over the same period.

b) Dunedin City accounted for 2.1% of national GDP in 2018.

c) Total employment in the year to March 2018 was up 2.7% from a year earlier. Employment in New Zealand increased by 3% over the same period. From March 2013 to March 2018 there has been a net increase of 4,721 jobs in Dunedin.

d) Dunedin City's population was 130,700 in 2018, up 1.5% from a year earlier. New Zealand's total population grew by 1.9%.

e) A region's population can grow through natural growth (births less deaths) and net migration (arrivals less departures). Dunedin City's population increased by 1,900 people in the year to June 2018. This increase was made up of net migration 1,700 and natural increase of 200.

Business Vitality

14 The Otago Regional Business Partnership (RBP)

a) The RBP is composed of the Otago Chamber of Commerce, Otago Southland Employers Association and DCC. The RBP is funded to deliver business capability support, mentors and research grants by New Zealand Trade and Enterprise (NZTE) and Callaghan Innovation.

b) Year to date the RBP issued 124 clients $121,000 in training grants and matched 26 mentors to businesses.

c) Over this reporting period three Callaghan Innovation clients were successful with research and development project grants totalling $80,000. This supported projects totalling $202,000 in value. One client was successful with a Student Career grant with a value of $35,000.

d) From the five student Experience Grants reported in the last quarter report, one company has since employed both their interns on a full-time basis.

Business Clinic

15 Enterprise Dunedin business advisors supported 32 clients through business clinics during the period. Enquiries included new food businesses, property maintenance, transition housing, and new tourism projects such as glamping and destination mini-golf. Clients were introduced to other advisors in council where needed for planning and consent enquiries. They were also offered resources and access information and support from a range of external agencies and programmes for business advice.

Alliances for innovation

Energy

16 Following the establishment of the MOU between DCC, Ministry of Health, Southern DHB, and University of Otago, a working group has been formed with DCC as the lead. The procurement process began in December using the DCC's Long-Term Technical and Engineering Support Services Panel for the completion of the business case. A preferred provider has been identified and negotiations are underway to finalise the agreement. Estimated completion date for the business case is May 2019.

17 Two new ChargeNet chargers (commercial provider of electric vehicle fast charging stations) were installed at University of Otago and New World Mosgiel.

18 ChargeNet and Aurora are exploring opportunities to install additional EV fast charging infrastructure in Dunedin.

Film Dunedin

19 Work has been completed on a dedicated Screen section on the DunedinNZ website to profile Dunedin's screen capability and to support screen businesses and activity in the city.

20 Film Dunedin received 15 enquiries during the period which resulted in seven permits being issued. This generated 532 bed nights for the city (14 shoot days with 38 visiting crew).

Image - Shooting Air New Zealand Safety Video at St Clair Beach

21 The inaugural Shanghai Dunedin Screen Writers Exchange went smoothly and was productive. Dunedin writer, David Hay spent six weeks through December and January in Shanghai, attending industry meetings and writing. He is now looking for a Producer and funding to shoot his feature length black Dunedin comedy in 2020.

Image – David Hay meeting with Shanghai Writers Association

Otago Regional Economic Development (ORED)activity.

22 Enterprise Dunedin continued to work with other economic development units across Otago on the development of the ORED framework. This work which was supported by the Otago Mayoral Forum, has been funded through the Provincial Growth Fund (PGF) and is intended to support future collaboration between Otago Councils on common economic development issues.

23 Over the period economic development managers have continued to identify draft themes or areas of common interest as well as a framework to support the decision makers on prioritisation of potential activities. The draft themes were tested with a broad range of range of business and community stakeholders across Otago such as the Otago Chamber of Commerce, Silver Fern Farms and Otago Mayoral Forum during this period. A draft framework is expected to be prepared by June 2019 and will be brought back to Otago Councils before adoption.

Centre of Digital Excellence (CODE)

24 The business case for CODE was further developed during October and December. This remains a resource intensive activity for Enterprise Dunedin supported by the Grow Dunedin Partnership.

25 Design workshops were held with industry (including Rocketwerkz and Runaway Play), the University of Otago, Otago Polytechnic, secondary school representatives, Ministry of Business Innovation and Employment (MBIE), and Education New Zealand during the period. This work informed advice to the CODE steering group (again composed of tertiaries, industry and agencies such as the Southern District Health Board) on the potential scope and solutions for CODE.

26 Further links with gaming industry in Edinburgh, Dundee and China were also established during the period. These relationships which included connections with Abertay University in Dundee and Capital Enterprise London are intended to support the global export potential of the computer gaming sector, as well as gain access to potential investors and industry talent. The business case will be further developed during the next period with a proposed submission to the Provincial Growth Fund (PGF) by the end of March 2019.

A Compelling Destination

Dunedin Destination Plan

27 In March the Insights and Key Visitor Statistics dashboards were launched on DunedinNZ.com. This work led by Enterprise Dunedin, represents a collaboration from key sectors across the city.

International Trade

28 Sales/product training calls were made to 25 inbound operators, wholesalers and coach tour operators based in Brisbane, Sydney and Melbourne.

29 During an Auckland based sales visits, met with 28 inbound operators, wholesalers and coach tour operators to update them on Dunedin tourism product development.

30 Two product managers from Genting Cruise Lines were hosted during a visit to plan Shore Excursions for their first NZ cruise in the 2019/2020 season.

31 Enterprise Dunedin and ChristchurchNZ presented a webinar, which was organised by Tourism New Zealand to over 80 UK/Europe travel agents.

Business Events

32 Enterprise Dunedin was successful in winning two conferences for the city, with an approximate value of $720,000, including an international bid with the Australian and New Zealand Student Association.

33 Seventeen (17) conference leads between 2019-2026 are currently being developed including four International events which are expected to attract over 2500 visitors to the city.

PR and Promotions

34 Enterprise Dunedin hosted three domestic media visits and one international media visit, including Going Down Under Magazine (Netherlands), Newshub Travel and two freelance journalists who write for numerous national and international publications.

35 Seven Communications (Australian-based PR Agency) continue to develop story angles and media outreach activities for the Australian market.

36 Enterprise Dunedin hosted three Tourism New Zealand International Media Programme visits from Australian, Japanese and Chinese media outlets in the city.

i-SITE Visitor Centre

37 November and December were good trading months with record days on 8 December, 3 and 9 January.

38 There has been a noticeable return of free independent travellers (FIT) wanting our assistance with bookings, with more of these visitors spending two to three days in Dunedin.

OPTIONS

39 Not applicable.

NEXT STEPS

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

Signatories

Author:

Suz Jenkins - Finance and Office Manager

Des Adamson - Business Relationship Manager

Fraser Liggett - Economic Development Programme Manager

Authoriser:

John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
⇩a	Enhancing Service Delivery Programme	27

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.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no known 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 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 known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Economic Development Committee

19 March 2019

DCC submission: a new approach to employer-assisted work visas and regional workforce planning

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks approval of a Dunedin City Council (DCC) submission to the Ministry of Business, Innovation and Employment (MBIE) on a new approach to employer-assisted work visas and regional workforce planning (Attachment A).

2 The draft DCC submission outlines economic development, talent attraction and workforce planning initiatives already underway in Dunedin and Otago, upcoming projects and trends likely to have significant impacts on Dunedin’s workforce needs, and provides general comments and recommendations on the proposed documents.

3 The recommendations in the draft DCC submission aim to enhance workforce planning outcomes for Dunedin and the wider Otago region.

RECOMMENDATIONS

That the Committee:

a) Approves a DCC submission to the Ministry of Business, Innovation and Employment on a new approach to employer-assisted work visas and regional workforce planning.

BACKGROUND

4 MBIE’s proposals are set out in ‘A new approach to regional workforce planning: Consultation discussion paper, December 2018’ (Attachment B). The deadline for a DCC submission on the proposals is 5pm, 21 March 2019.

5 MBIE proposes to combine six employer-assisted work visa categories into one category: the ‘employer-assisted temporary work visa’. Immigration New Zealand will assess applications for the proposed new employer-assisted temporary work visa through a framework of three ‘gates’, which is designed to be employer-led. The three gates are:

a) Gate 1: the employer gate, where employers are accredited to employ temporary migrant workers;

b) Gate 2: the job gate, where checks are made to make sure no New Zealander can fill the job the employer is recruiting for; and

c) Gate 3: the migrant gate, where checks are made on a migrant worker’s identity, health, character and capability.

6 On 28 February 2019 staff from Enterprise Dunedin and Corporate Policy attended a meeting in Dunedin, where officials from MBIE explained the proposals and answered questions. Representatives from the Otago Chamber of Commerce, Otago Southland Employers’ Association and the Southern District Health Board also attended.

DISCUSSION

7 The draft DCC submission focuses on aspects of Gate 2, which will see the introduction of a more region-focused approach to workforce planning. The proposed new approach includes:

a) Recasting the Essential Skills in Demand list on a regional basis (the first Regional Skills Shortages lists are due for publication in April 2019 and will be reviewed annually);

b) Development of indicators to inform a regionally-differentiated approach to the labour market test;

c) Development of regional labour market plans;

d) Introduction of Regional Skills Bodies and, in some areas, regional skills and jobs hubs.

8 MBIE’s discussion document suggests local government and local economic development agencies could play a role in implementing the proposed regional approach to workforce planning.

9 The draft DCC submission outlines economic development, talent attraction and workforce planning initiatives already underway in Dunedin and Otago, and upcoming projects and trends likely to have significant impacts on Dunedin’s workforce needs. It makes recommendations and suggestions about how a more region-focused approach to workforce planning could be designed to best serve the needs of Dunedin and the wider Otago region, and indicates the DCC’s desire to work with MBIE and other stakeholders to deliver regional workforce planning measures that create beneficial outcomes for Dunedin and Otago.

OPTIONS

Option One (Recommended Option) – Submit on the proposed new approach to employer-assisted work visas and regional workforce planning

10 Approve the draft submission on the proposed new approach to employer-assisted work visas and regional workforce planning be submitted, along, with any suggested amendments, to MBIE.

Advantages

· Highlights issues that could benefit from further consideration as the Government continues to progress reform of its approach to employer-assisted work visas and regional workforce planning.

· Highlights economic development, talent attraction and workforce planning initiatives already underway in Dunedin and Otago, and upcoming projects and trends likely to have significant impacts on Dunedin’s workforce needs.

· Highlights the DCC’s desire to work with MBIE and other stakeholders to deliver regional workforce planning measures that create beneficial outcomes for Dunedin and Otago.

Disadvantages

· There are no identified disadvantages for this option.

Option Two – Do not submit on the proposed new approach to employer-assisted work visas and regional workforce planning

11 Do not approve the draft submission.

Advantages

· There are no identified advantages for this option.

Disadvantages

· Missed opportunity to highlight issues that could benefit from further consideration as the Government continues to progress reform of its approach to employer-assisted work visas and regional workforce planning.

· Missed opportunity to highlight economic development, talent attraction and workforce planning initiatives already underway in Dunedin and Otago, and upcoming projects and trends likely to have significant impacts on Dunedin’s workforce needs.

· Missed opportunity to highlight the DCC’s desire to work with MBIE and other stakeholders to deliver regional workforce planning measures that create beneficial outcomes for Dunedin and Otago.

NEXT STEPS

12 If the Committee approves the submission it will be sent to MBIE for consideration.

Signatories

Author:

Scott Campbell - Policy Advisor

Authoriser:

Maria Ioannou - Corporate Policy Manager

John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
⇩a	Draft DCC submission: a new approach to employer-assisted work visas and regional workforce planning	34
⇩b	A new approach to employer-assisted work visas and regional workforce planning: Consultation discussion paper, December 2018	37

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

DCC involvement in regional workforce planning supports providing local infrastructure in ways that are 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 draft DCC submission supports the strategic theme ‘a hub of skills and talent’ in Dunedin’s Economic Development Strategy. It also supports Dunedin’s Social Wellbeing strategy, which identifies working with Economic Development Strategy partners to develop migrant retention strategies as a main action under the Manaakitanga implementation pathway.

Māori Impact Statement

There are no known specific impacts for tangata whenua resulting from a decision to approve a DCC submission.

Sustainability

The draft DCC submission supports measures to ensure the sustainability of Dunedin’s workforce, particularly for large projects such as the development of the new Dunedin hospital.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known impacts for current levels of service and/or performance measures resulting from a decision to approve the draft DCC submission.

Financial considerations

There are no known financial implications resulting from a decision to approve the draft DCC submission.

Significance

This decision has been assessed under the Council’s Significance and Engagement Policy as being of low significance.

Engagement – external

DCC staff met with officials from MBIE, and representatives from the Otago Chamber of Commerce, Otago Southland Employers’ Association and the Southern District Health Board on 28 February 2019.

Engagement - internal

Staff from Enterprise Dunedin, Corporate Policy and Human Resources developed this submission.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest

Community Boards

The proposed new approach to employer-assisted work visas and regional workforce planning and a DCC submission on the proposals may be of interest to Community Boards.

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

	Title	Page
⇩a	Elected Members' Register of Interest	7