Agenda of Economic Development Committee

Economic Development Committee

2 July 2019

Part A Reports

Dunedin Ecosystem Support Fund

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee (EDC) on the outcomes of the 2018/19 Dunedin Ecosystem Support (DES) fund.

2 The Aim of the DES fund is to support statups and access the people and resosurce they need. As part of the initiative Innov8HQ and Petridish each received $25,000 for the Konaki Mangai and Rising Tide programmes. Reports setting the outcomes from both initiatives are attached.

RECOMMENDATIONS

That the Committee:

a) Notes the update report on 2018/19 Dunedin Ecosystem Support fund, and the reports from Innov8HQ and Petridish.

BACKGROUND

3 On 12 July 2018 EDC agreed to invest $150,000 on measures to support startup businesses in Dunedin. $50,000 of this investment is aimed at encouraging new innovative initiatives developed by the wider startup ecosystem.

4 The DES fund had the following objectives:

a) Improve the ease of access for startups to the people and resources they need;

b) Build confidence and belief in Dunedin’s startup ecosystem and enhance its reputation;

c) Increase the level of investment support available to early startups in Dunedin;

d) Grow opportunities for Dunedin entrepreneurs to take pathways to new startups.

5 Proposals were invited and considered during October 2018 by a panel of independent assessors including:

a) John Gallagher, Member of Grow Dunedin Partnership (GDP), and lead assessor on the DES fund panel;

b) Virginia Nichols, CEO, Otago Southland Employers’ Association, Member of GDP;

c) Ellen Davidson, Senior Policy Advisor, Innovation Policy, Ministry of Business, Innovation and Employment;

d) Chris Hopkins, CEO Scott Technology;

e) Tony Allison, CEO Night N Day.

DISCUSSION

6 The panel unanimously decided to allocate $25,000 to projects developed by Innov8HQ and Petridish. Both projects are summarised below, and the full outcome reports are also attached for the committee’s consideration.

Innov8HQ: Konaki Māngai – A programme for Māori entrepreneurs to share skills and expertise

7 Innov8HQ’s Konaki Māngai is a partnership with Te Kura Pakihi (The University of Otago Māori Business School) and is a new internship programme which supports Maori students and startup companies. The programme provides a launch pad for Māori students to apply their skills and expertise with startups to accelerate commercialisation and growth.

8 Startups were profiled and matched with a student. The intern was then given the opportunity to support the startup through their knowledge and skills.

9 Five startups were supported through the programme by seven students:

Target Segments:	Startup Name:	Timeline of Project:	Current Position:
Māori/Pasifika	Rā Design (Design and Printing Agency)	6 weeks	Launch Party – 6 June
Māori/Wāhine Led	TESecurity (Female led Security Services)	6 weeks	Branding being completed, website
Tech Startup	Manufacturing Mate	6 weeks	Marketing/Branding being completed. Founder is off to Melbourne
Māori/Tourism	Māori Tourism App	3 weeks	Client was prepared for provisional growth funding process
Youth/Bayfield High Student	Armstrong Photography	ongoing	Innov8HQ Youth Ambassador

10 The following additional outcomes were also achieved through Konaki Māngai:

a) A partnership between Innov8HQ and the Ministry of Social Development (MSD) which provides self-employment pathways for clients. Konaki Māngai will work with clients to participate in the Co.Starters programme facilitated by Startup Dunedin Trust;

b) Potential adoption of the Konaki Māngai framework by New Zealand Trade and Enterprise (NZTE) to support small and medium sized (SMEs)business;

c) A memorandum of agreement with the University of Otago Pasifika Department to include Pasifika students as mentors, and to apply their skills and expertise with startups to accelerate commercialisation and growth.

Petridish: Rising Tide – Bridging the gap between ideas, founders and early stage investors

11 Rising Tide is a website platform and grant programme which assists investors to support early stage founders and startups. The wider Dunedin community may pledge their support to startups, people and ideas through the website. The budget for allocating the $25,000 is set out in the table below:

Activity	Amount
Quarter 1 Grants	$8,000
Quarter 2 Grants	$8,000
Function and Administration Costs	$1,500
Legal and Website Costs	$6,000
Lift Programme	$1,500
Total	$25,000

12 Rising Tide received 25 submissions from local startup businesses during the first-round grant process, of which 16 were selected to pitch to a panel of representatives from Deloitte, BNZ, University of Otago, Gallaway Cook Allen and Kiddey Consulting. Three businesses were chosen to receive the inaugural Rising Tide grants:

1 Startup	2 Purpose	3 Funding
Project M	Plastic free alternative to milk bottles for cafes.	$1000 Used for a rebrand, registration as a company, to leverage other funding and completion of prototype
Winely	Data science company providing data collection, automation and analysis in the wine making process.	$2000 Used to meet with investors to build investment portfolio
Fred Fred	Organic frozen baby food and toddler snacks.	$5000 Used to improve production, distribution and expansion of offerings

13 The following additional outcomes were also achieved through Rising Tide:

a) A collaboration with Hamilton based founder incubator SODA Inc. funded by Callaghan Innovation. SODA Inc. matches advisor’s with founders to support them in growing a business through a remote customised incubation programmes for people located through New Zealand. Specific activities include:

Startup Bootcamp

· The collaboration gives Rising Tide applicants access to SODA’s Startup Bootcamp attracting some of New Zealand’s top business mentors.

The SODA Lift Programme

· The Soda LIFT programme provides resources, connections, and people to help founders develop strategies that will increase knowledge and quickly grow the startup.

· Timbr, a Dunedin startup located at Petridish, has been selected to participate in the LIFT programme to the value of $20,000.

OPTIONS

14 There are no options.

NEXT STEPS

15 Innov8HQ and Petridish have indicated they intend to build on the programmes they have established through the DES fund. This includes continuing these activities through non-council funding sources.

16 The outcomes of both pilot programmes may inform the basis for further support to the wider Dunedin ecosystem in 2019/2020.

Signatories

Author:

Chanel O'Brien - Business Development Advisor Skills and Entrepreneurship

Authoriser:

Fraser Liggett - Economic Development Programme Manager

John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
⇩a	Innov8HQ DES Report	21
⇩b	Petridish DES Report	28

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the economic wellbeing of communities in the present and for the future. It is providing a public service 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	☒	☐	☐

This activity aligns to the objectives of the 2013- 23 Dunedin Economic Development Strategy (EDS) through improving access for startups to the people and resources they need, building confidence in Dunedin’s startup ecosystem, increasing the level of investment support available to early start ups in Dunedin, and growing opportunities for Dunedin entrepreneurs to pathway to new startups. Income and employment outcomes support social wellbeing and the theme of Creative Economy under the Arts and Culture Strategy.

Māori Impact Statement

Ngāi Tahu are represented on GDP and have had the opportunity to contribute to decision making on the GDP recommendation on 12 July 2018 to invest $100,000 in the Startup Dunedin Trust in addition to $50,000 for the development of the wider startup ecosystem (DES fund).

Sustainability

Ongoing business development and support for the startup ecosystem has been identified as a key priority for 2013- 23 Enterprise Dunedin in implementing the objectives of the Dunedin Economic Development Strategy (EDS).

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

On 12 July 2018 EDC resolved to invest $150,000 in the Dunedin startup ecosystem. This included $50,000 for new initiatives (the Dunedin Ecosystem Support fund – DES), identified through a competitive process, to support startup companies.

Significance

This update is considered low in terms of the Councils Significant and Engagement Policy.

Engagement – external

Grow Dunedin Partners were engaged in the development of the initial recommendation to allocate $50,000 to the wider Dunedin startup ecosystem. A panel of assessors composed of innovation leaders from Wellington, the Dunedin business community and the Grow Dunedin Partners were engaged in the assessment of the DES fund proposals.

Engagement - internal

There has been no internal engagement.

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 implications for Community Boards.

Economic Development Committee

2 July 2019

Enterprise Dunedin Activity Report - June 2019

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.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin Activity Report – June 2019.

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

Major Projects and Key Focus Areas

Enterprise Dunedin Review – Implementing Recommendations

4 The Enterprise Dunedin review was released in February. Many of the key recommendations have been implemented or are in progress. In summary:

· Recruitment of a City Marketing Manager – the process for recruitment began in March and interviews with shortlisted candidates were undertaken on 13 May 2019. A second interview followed by a presentation to stakeholder representatives took place on 20 June;

· The Visit Dunedin stakeholder group met for a second time and is providing a good conduit for disseminating information to sector representatives and obtaining their feedback;

· Martin Jenkins has been engaged to review Grow Dunedin Partnership governance. A revised Terms of Reference will be discussed by the Grow Dunedin Partners on 2 July, then a report will be prepared for Council;

· Sharing insights and information – the DunedinNZ Insights online research and statistics webpage went live in March;

· Enterprise Dunedin Managers are working on updating the strategic work programme (SWP) which will be presented to the Economic Development Committee in September;

· A meeting with some stakeholder representatives was held on 17 June to engage with them on the prioritisation of the Dunedin Destination Plan and its alignment to the Dunedin Hosts Tourism 2025 framework. Once completed this will lead to an implementation plan;

· Staff are working on a marketing plan which will be reviewed by the City Marketing Manager and presented to Visit Dunedin before bringing it to Council;

· Any vacancies in Enterprise Dunedin will be filled to reflect the resourcing required to deliver on the Economic Development Strategy and SWP;

· Enterprise Dunedin will be participating in the DCC customer satisfaction survey from July;

· Further capability is being developed with staff on Investment Logic Mapping and Business case development writing;

· Proactive measures have been put in place to more actively disseminate Economic Development Papers to stakeholder groups.

Projects

5 Project China - A Dunedin delegation including Enterprise Dunedin Director John Christie, Otago Chamber of Commerce Chief Executive Dougal McGowan and China Project Coordinator Hui Zang visited China from 23 April to 8 May. The purpose of the delegation was to:

a) Progress and support educational opportunities between the Chengdu Traditional Chinese Medicine University, Sichuan University, Sichuan Science and Technology Commission and the University of Otago;

b) Support educational exchanges between Qingyuan (including Qingyuan No 1,2, 3 High Schools) and Dunedin;

c) Finalise arrangements for the Shanghai screen writer exchange and the New Zealand Film Festival (focused on Otago film makers) in Shanghai in July;

d) Support the relationship between Otago Chamber of Commerce and Shanghai Chamber of Commerce;

e) Support plans for the 10th anniversary of sister gardens relationship between Yu Garden and Lan Yuan (Dunedin Chinese Garden);

f) Progress opportunities in education, tourism, medical technology, environmental protection between Wuxi and Dunedin;

g) Explore industry and education ties in Zhengzhou;

h) Promote business opportunities and meetings with parents of students in Beijing coming to Dunedin;

i) Progress opportunities with the New Zealand Consulate in Chengdu in the gaming and health tech industries.

6 Enterprise Dunedin is working with Zino Ventures to bring several venture capitalists to Dunedin in September. The purpose of the visit is to:

a) Showcase the range and scope of the tech sector in Dunedin;

b) Introduce key Chinese venture capitalists to investment opportunities available in Dunedin;

c) Help establish relationships between Dunedin businesses and venture capitalist firms.

Enterprise Dunedin Activity Outcomes

7 Enterprise Dunedin’s activities are focused around the Economic Development Strategy themes. The following section provides highlights of some of the key activities and outcomes that have occurred within each activity theme during the past few months.

Business Vitality

8 Dine Dunedin

a) Otepoti food and drink take centre stage during the inaugural Dine Dunedin event from 21 June to 7 July. This event celebrates our unique culinary culture in Dunedin and will showcase well-known favourites through to newer influences on our city's foodscape.

b) Enterprise Dunedin has been a significant part of the development of this event from its inception and has provided extensive marketing support, reflecting our expectation that Dine Dunedin will become a significant annual fixture in our city’s events calendar.

Alliances for Innovation

9 Film Dunedin

a) A US film maker based in Dunedin since early May, is preparing to film in the city and North Otago locations. This has created opportunities for Dunedin-based crew, accommodation and service providers.

b) Dunedin will host the annual Regional Film Offices NZ meeting at the end of June including meetings with New Zealand Film Commission and MBIE.

A Hub for Skills and Talent

10 Business Internship programme

a) The objective of the business internship programme is to meet business needs, create high value jobs, retain skills and talent in the city and contribute to the economic growth of Dunedin. Businesses utilise the programme to reduce the commercial risk in taking on an untried person. It provides the opportunity for market and product development, which might not otherwise be executed.

b) While the programme started with an ICT focus, it now attracts a wide range of sectors. Technology and its application are a strong feature of the programme. The programme has now expanded and is accessed by businesses (including SMEs) from 12 sectors to grow capabilities and stimulate employment.

c) The programme achieved the following outcomes during 2018/19:

· 48 interns placed in 26 companies;

· 30 (63%) were employed in fulltime, part time or contract capacities;

· 25 (52%) of these positions were new.

d) The top three sectors taking on interns were:

· ICT - nine businesses (39%);

· Creative - six businesses (23%);

· Biotech/Health Technologies - two businesses (8%).

A Compelling Destination

11 Visitor Statistics

a) Commercial guest nights were down 1.6% over the March 2019 year, with guest nights by domestic travellers increasing 1.9%, and guest nights by international visitors down 6.7%.

b) Declining guest nights were concentrated on the backpacker market (down 18%) and holiday parks (down 2.8%). Hotels experienced a more modest 1.6% decline, while motel guest nights increased 3.0%.

c) A similar pattern to guest nights has been experienced nationally, as international visitor arrivals growth slows and private accommodation platforms, such as Airbnb, continue to expand. Declines to the backpacker market across the country have been attributed to New Zealand falling out of favour with British and German backpackers.

d) Visitor spending in Dunedin has continued to increase, up 2.7% in the April 2019 year. Spending has been pushed up by a record cruise season, and a lower New Zealand dollar helping visitors’ stretch their foreign currency budget further.

e) Statistics New Zealand has announced that due to cost pressures, it will discontinue reporting on accommodation data following the publication of September results in November. Discussions are ongoing between government agencies and key industry stakeholders as to way of filling in gaps created by the end of the survey.

12 International Trade

a) Trade travel work involves various activities to promote and support bookings via trade travel channels to overseas travellers. Supporting trade travel is also a key priority in Tourism New Zealand’s strategic plans.

b) Enterprise Dunedin staff recently attended two major travel trade shows:

i. Regional Tourism NZ event where meetings were held with over 120 reservations staff from 40 inbound tour operators.

ii. The TRENZ international travel trade event was held in Rotorua this year. Enterprise Dunedin staff met with 50 overseas product managers from the major tourism markets for New Zealand. Other Dunedin tourism operators who partnered Enterprise Dunedin met with approximately 200 agents. The event attracted over 380 travel buyers from 30 markets.

13 Business Events (Conferences)

a) Although business events in Dunedin for the 12-month period to March 2019 decreased slightly, from 1,524 (in 2018) to 1,479, they were generally larger events that extended over more days. Therefore, delegate days in Dunedin still rose, as evident from the table below. A larger number of delegate days helps support guest nights in Dunedin.

Table - Delegate days and average event duration

March year	Delegate Days	Average Event Duration (Days)
2018	22,768	1.5
2019	38,083	2.3

b) Delegate days at business events in Dunedin climbed 67% in the March 2019 year, compared to 21% growth nationally.

c) MBIE’s Business Events Activity Survey shows that 77.7% of out-of-town delegates in Dunedin during the March 2019 year were from New Zealand, while 10.5% were from Australia, and 11.7% were from other international origins.

d) Delegate numbers from New Zealand grew by 3.9% in the March 2019 year, while delegates from Australia increased 83% and international delegates more than doubled (up 149%).

e) There is typically a long lead time from initial engagement on a prospective business event until a final decision is made. Of the 68 prospective conference events engaged with over the past 12 months (covering events out as far as 2026), eight conferences were successful, three were unsuccessful, and the remainder are still in progress. By comparison there were 33 prospective business events in the 2017/18 year.

f) A key contributor to recent growth was the successful attendance at the Convention and Incentives New Zealand business events trade show.

14 PR and Promotions

a) Five media famils were pitched, planned and hosted by Enterprise Dunedin during the period from April to June 2019. These included The Australian, The Guardian Australia, Kia Ora magazine, New Zealand Herald and a writer working for Metro/North & South and Home magazines.

b) A feature on Dunedin is appearing in the Courier Mail Australia in late June. This is a key target publication for Dunedin with a reach of 2.8 million readers in the Queensland market. The feature resulted from a media famil planned and hosted by Enterprise Dunedin in March 2019.

15 i-SITE Visitor Centre

a) The 2018/2019 cruise season was a record season, with 120 scheduled ship visits and 352,148 total passengers (including crew). Total passenger numbers have almost doubled since the 2014/15 season when they totalled 189,349.

b) Forward bookings data for the 2019/20 season is promising. There are already 131 confirmed cruise ship visits, with capacity for 355,014 total passengers (including crew).

16 Study Dunedin

a) SIEBA (Schools International Education Business Association) is the body supporting high schools in the international education space. Study Dunedin hosted a SIEBA representative as part of the planning for their 450-person conference being held in Dunedin in May 2020.

b) Enterprise Dunedin entered an agreement on behalf of 12 Princess Chulabhorn Science high schools and Chitralada School in Bangkok and six Dunedin high schools. The first programme saw students from Thai high schools spend nine weeks here. Student numbers are expected to double in 2020 and stay for two terms.

c) Planning is underway for the Shanghai Mayoral Scholarship Programme. The Shanghai Education Commission will select 12 students from our partner institutions to attend the two-week programme. Given this is the China-New Zealand Year of Tourism students with a tourism/marketing/business background have been invited.

d) The number of student visas in Otago was down slightly for the year ending April 2019 (3,514 in 2019 compared to 3,628 in 2018). While this was down for 2018, visa numbers were still higher than the 2017 numbers of 3,117.

e) International students in Dunedin represent 76% of the total number of international students in Otago during 2017/18.

NEXT STEPS

17 Feedback on Enterprise Dunedin activity will be incorporated into future updates.

Signatories

Author:

Suz Jenkins - Finance and Office Manager

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	☒	☐	☐

Enterprise Dunedin is responsible for the delivery of the 2013-2023 Economic Development Strategy.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no known impacts for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Enterprise Dunedin activities and the 2013-2023 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

2 July 2019

Energy Plan Update

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 This report provides an update on Enterprise Dunedin activities related to implementation of the Energy Plan.

RECOMMENDATIONS

That the Committee:

a) Notes the Energy Plan Update report.

BACKGROUND

2 The Energy Plan 1.0 was adopted by Council in 2015 and sets out four goals:

a) Take advantage of economic opportunities in a changing energy context;

b) Save costs and enhance quality of life resulting from energy efficiency improvements;

c) Boost the city’s energy security and ability to adapt to change; and

d) Reduce Dunedin’s climate change and environmental effects.

DISCUSSION

Major Energy Plan Projects and Key Focus Areas

2017/18 Dunedin Energy Study

3 The Dunedin Energy Study is a joint research project between Enterprise Dunedin and the Centre for Sustainability at the University of Otago. The study provides an estimation of the total amount of each energy type used within the city, along with an indication of the end uses of energy, and energy-related greenhouse gas emissions.

4 This is the fourth consecutive year of this study, which investigates energy consumption within Dunedin during the 1 July 2017 – 30 June 2018 financial year.

5 This annual study is included as an action under the Energy Plan 1.0, which recognises the need to encourage research that will enable monitoring of Dunedin's energy uses and inputs over time. It also helps inform and assist with implementing other Energy Plan actions, such as promoting electric vehicle (EV) uptake and informing EV infrastructure development, as well as expanding the production and use of biomass energy. Key findings from the Energy Study are highlighted below.

6 A total of 13.4 PJ (petajoules) of energy was consumed in Dunedin during the 2018 financial year. This is a 5% increase from the 2017 financial year. Diesel is the single largest energy source consumed in Dunedin, making up 33% of all energy use within the city. This is followed by electricity (24%), petrol (21%), biomass (13%), coal (5%), LPG (3%), and sulphur (2%). These energy inputs are summarised in Figure 1.

7 84% of energy used in Dunedin is imported from outside the city. The 16% of energy inputs produced locally consist primarily of firewood/wood chip and electricity from Waipori (hydro) and Mahinerangi (wind). Note these electricity generation facilities are located outside city boundaries but inject electricity directly into the local network.

8 Around 32% of Dunedin’s total energy consumption was from renewable sources, which is two percentage points lower than the previous financial year. The renewable portion is comprised of 19% from renewable electricity and 13% from biomass. In comparison, approximately 40% of energy consumed nationally in 2017 was from renewable sources.

9 During the 2018 financial year, approximately 677.7 kt CO2-e (kilotonnes of CO2-equivalent greenhouse gas emissions) was attributed to energy use in Dunedin. See Figure 2 below. 78% of these emissions are attributed to liquid fossil fuel (petrol, diesel and LPG) consumption, 13% was attributed to electricity use in the city, 8% to coal use and 1% to biomass (mainly wood products).

10 Total CO2-e emissions were up 4.6% from the 2017 financial year. This was predominately driven by the 8.8% increase in combined petrol and diesel consumption over the same period.

11 Dunedin has the highest rate of electric vehicle ownership of any city in New Zealand at around 4.1 vehicles per thousand people, compared to an Otago regional average of 3.2 and a national average of 2.6 vehicles per thousand people. The EV fleet in Dunedin has also doubled in size every year since 2012, with 235 new registrations in the 2018 calendar year. 11% of these EVs are company-owned with the remaining 89% for personal use.

12 Discussions are underway with the University of Otago regarding next year’s Energy Study. Increasing data quality regarding domestic solid fuel use (eg, firewood, coal), commercial coal use, and commercial boilers has been identified as a priority for the next study update.

District Energy System Business Case

13 The District Energy working group comprising the DCC, Ministry of Health, Southern District Health Board, and University of Otago continues to work with Stantec on development of the indicative business case for a new low-carbon district energy system for the central city. Due to delays in obtaining some required information, the final report is now scheduled for delivery in August. A draft report is due to be presented at the Local Advisory Group meeting in July.

Electric Vehicle Charging Infrastructure

14 A ChargeNet 50kW fast charger is currently being installed at Pak n Save in South Dunedin. In addition, Council staff are currently working with ChargeNet to finalize the site agreement for the planned charging station at Water St. These new fast chargers will complement the city’s existing public fast charging sites at the Filleul St Car Park, University of Otago, and Mosgiel New World.

OECD Circular Economy Survey

15 At the request of the Organisation for Economic Co-operation and Development (OECD), Enterprise Dunedin, in collaboration with the Waste and Environmental Solutions team, completed a comprehensive “Circular Economies in Cities and Regions” survey highlighting existing and planned circular economy initiatives within Council and across the city. The submission received positive feedback from the OECD, which will use the information to prepare a report on circular economy initiatives around the world.

Energy and Carbon Management Programme

16 Enterprise Dunedin’s Energy Plan Coordinator participated in a 4-day Carbon and Energy Manager programme conducted by the Energy Management Association of New Zealand. Content included: implementing integrated energy and carbon management; enhancing energy productivity and associated benefits; financing carbon and energy solutions; energy procurement; energy/carbon monitoring and targeting; low carbon transport systems; and carbon accounting, verification and reporting. The knowledge and capacity developed through this program will contribute to the delivery of the Energy Plan and the development of new Energy Plan actions consistent with the Plan’s goals.

Green Buildings

17 Enterprise Dunedin participated in a workshop conducted by the NZ Green Building Council in June entitled “Net Zero Carbon Buildings in Aotearoa” that explored developing a new framework for encouraging building owners/occupiers to shift to net zero greenhouse gas emission buildings.

OPTIONS

18 There are no options.

NEXT STEPS

19 Feedback on this activity report will be incorporated in future updates.

Signatories

Author:

Jeremy Baker - Energy Planning Co-ordinator

Authoriser:

Des Adamson - Business Relationship Manager

John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
⇩a	2017/18 Dunedin Energy Study	52

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the economic, environmental, and social well-being of communities in the present and for the future.

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	☒	☐	☐

Work under the Energy Plan to reduce climate change and environmental effects, increase energy efficiency and security, and take advantage of energy-related economic opportunities contributes to all Council strategies and plans.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Energy Plan fully incorporates the principles of sustainability, with actions designed to address economic, social, cultural and environmental strategic objectives and delivery goals.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for the LTP or Annual Plan.

Financial considerations

There are no financial implications.

Significance

This decision is considered low in terms of the Council’s Significance and 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 identified conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Chairperson	Cr Chris Staynes
Deputy Chairperson	Cr Christine Garey	Cr 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