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Economic Development Committee
9 March 2020
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Part
A Reports
Dunedin City - 2019 Annual Economic
Profile
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 Economics
consulting firm Infometrics was commissioned to provide the Dunedin City Annual
Economic Profile report.
2 The
purpose of the report is to provide Enterprise Dunedin, the Economic
Development Committee and the Economic Development Strategy partners, with an
update of progress against the 2023-2023 Economic Development Strategy and
overview of the Dunedin economy.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Dunedin City – 2019 Annual Economic Profile report.
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BACKGROUND
3 Enterprise
Dunedin activity is informed by the 2013-23 Economic Development 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 advantages.
The Strategy sets out two economic goals:
· 10,000
extra jobs over 10 years.
· An
average $10,000 extra income for each person.
DISCUSSION
Overview
4 Job
growth in Dunedin exceeded New Zealand growth for the first time since 2006.
5 Dunedin’s
economy, measured by GDP, expanded faster than the New Zealand economy for the
first time since 2003.
Jobs
6 Job
numbers in Dunedin expanded by 1,482 in the March 2019 year to reach 65,159.
7 The
rate of job growth in Dunedin (2.3%pa) in the March 2019 year exceeded the
national average (1.9%pa) for the first time since 2006.
8 Job
numbers over the six years since 2013 have expanded by 6,143 – on track
to meet the Economic Development Strategy target of 10,000 jobs over 10 years
to 2023.
9 The
key sectors contributing to job growth in 2019 were education, construction,
health, transport and logistics, and public administration.
10 Service
sector-orientated industries that cater for demand from an expanding population
and higher incomes also created jobs during 2019, such as finance, insurance,
administration support services, retail and hospitality.
Incomes
11 Average
wages rose 3.4% to $56,801 in the March 2019, compared to the previous year.
Average wages in
Dunedin have risen from $48,010 since the beginning of the Economic Development
Strategy (2013), to $56,801 in 2019.
GDP
12 Dunedin’s
economy expanded 3.2% in the March 2019 year, compared to previous year.
13 Dunedin’s
economy, measured by GDP, grew faster than the national average (3.0%pa) for
the first time since 2003.
14 GDP
per capita increased by 2.3% in the March 2019 year in Dunedin, compared to
1.4%pa growth nationally.
Living standards
15 Better
job prospects improved Dunedin’s unemployment rate, from 6.5% in March
2018 to 5.1% by March 2019.
16 Beneficiary
numbers in Dunedin declined by 0.7% in the March 2019 year, compared to a 2.8%
lift nationally.
17 Housing
affordability, as measured by the ratio of house prices to household income,
has deteriorated as a result of higher house prices. Houses in Dunedin remained
more affordable than the national average at 5.0 times a household income,
compared to 6.1 times nationally.
OPTIONS
18 There
are no options.
NEXT STEPS
19 Further
reports will be commissioned to monitor Dunedin’s Economic Growth and
progress being made against the Economic Development Strategy goals.
Signatories
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Author:
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Fraser Liggett - Economic Development Programme Manager
Des Adamson - Business Relationship Manager
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
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Title
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Page
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⇩a
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Dunedin City - 2019
Annual Economic Profile
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This report relates to providing a public
service and it is considered good-quality and cost-effective.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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Economic Development Strategy
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Environment Strategy
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Arts and Culture Strategy
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3 Waters Strategy
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Spatial Plan
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☐
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Integrated Transport Strategy
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☐
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Parks and Recreation Strategy
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Other strategic projects/policies/plans
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☒
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Enterprise Dunedin is responsible for the delivery of the
2013-2023 Economic Development Strategy.
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Māori Impact Statement
There are no known impacts for tangata whenua.
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Sustainability
There are no known impacts for sustainability.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
Enterprise Dunedin activities and delivery on the
2013-2023 Economic Development Strategy are included in the 2018-2018 Long
Term Plan.
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Financial
considerations
There are no financial considerations.
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Significance
This report is considered low significance under the
Significance Engagement Policy.
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Engagement –
external
Infometrics Ltd were engaged to provide the report.
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Engagement –
internal
No internal engagement has been undertaken.
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Risks: Legal /
Health and Safety etc.
The are no identified risks.
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Conflict of
Interest
There are no conflicts of interest.
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Community Boards
There are no known implications for Community Boards.
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Economic Development Committee
9 March 2020
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Enterprise Dunedin Activity Report - March
2020
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Economic Development Committee on
several Enterprise Dunedin activities.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Enterprise Dunedin Activity Report – March 2020.
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BACKGROUND
2 Enterprise
Dunedin activity is informed by the 2013-2023 Economic Development
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 advantages.
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 Activity
Outcomes
4 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 theme during the past few months.
Otago Regional Economic
Development Framework
5 Enterprise
Dunedin continues to work with the Otago economic development agencies on the
Otago Regional Economic Development (ORED) framework implementation. The
framework was endorsed by Otago Mayors and Chief Executives in June 2019. It
promotes effective collaboration between Otago Councils, Ngāi Tahu, local
runaka, and regional and national stakeholders, so that economic development
projects that provide multi-district benefits can be identified and progressed.
6 A
Regional Economic Development Advisor (Central Otago) commenced work in January
2020. Their role is to manage a portfolio of regionally relevant economic
development activities across Central Otago. A similar, complementary role for
Coastal Otago was appointed in February 2020. Two years funding for these
positions was provided by the Provincial Growth Fund to ensure successful
delivery of the outcomes sought from both the Provincial Growth Fund and the
ORED Framework.
Centre of Digital Excellence
7 In
October 2019, MBIE announced that Dunedin would receive $10million from the
Provincial Growth Fund for the Centre of Digital Excellence (CODE). The key aim
of CODE is to grow the New Zealand video gaming sector from its current value
of $203.4 million dollars to create a $1billion industry over six years.
8 CODE
is expected to grow the video game development industry in Dunedin through:
· supporting
local leadership, education, research and innovation and international
connections, while also fostering talent, diversity and inclusion;
· working
with the Dunedin start-up ecosystem to enable them to scale up and build
capability;
· focusing
on points of difference for Dunedin - particularly in relation to health,
education and research strengths;
· showcasing
game development and its application across multiple sectors.
9 CODE
is now in its establishment phase and is expected to become a new stand-alone
entity later in 2020. This is being led by the CODE Project team through
Enterprise Dunedin and supported by the CODE working group comprising Otago
Polytechnic, the University of Otago, Ngāi Tahu, SDHB, and industry.
Several work streams are being actioned with the CODE working group to ensure
that CODE is a fit for purpose entity with the mandate to deliver on its
objectives. These include determining a “fit for purpose” legal
entity and structure, curriculum development, and industry momentum building.
Business Vitality
10 Energy
Enterprise Dunedin has finalised the site license agreement
with ChargeNet and Aurora to progress installation of an electric vehicle (EV)
fast charger on Water Street, as approved by Council on 26 March 2019. This
work is expected to be completed by the end of February 2020.
11 Good
Food Dunedin
a) Hand
Over A Hundy
In partnership with Supergrans, Taskforce Green and Bunnings
Warehouse, Good Food Dunedin launched ‘Hand Over A Hundy’ in
Dunedin in late 2019. Hand Over a Hundy is a one-year challenge to families to
learn to grow their own vegetable gardens. Eight families are participating in
the pilot season. Each family is sponsored a ‘hundy’ ($100) to buy
garden essentials and provided with a gardening mentor for the year. The
challenge to the family is to recoup the money through savings or selling extra
produce from their gardens so that they can then ‘Hand Over A
Hundy’ to a new family at the end of the year.
b) Foodprint
Auckland start-up Foodprint is
launching in Dunedin in late February. Foodprint is an app-based platform
for rescuing perishable edible food before it becomes waste. It fills a gap
between food rescue services such as KiwiHarvest, and composting initiatives. As well as being aligned with the Good Food Dunedin
charter, Foodprint provides eateries with potential new customers and marketing
opportunities, and the ability to reduce their food waste.
c) Schools
at the Heart
The DCC has pledged $2500 to partner organisation Our Food
Network to help establish a part-time school-based aide position to assist
schools with embedding edible gardening in to their practices.
Alliances for Innovation
12 Film
Dunedin
a) Film
Dunedin is a Regional Film Office (RFO). There are five other RFOs in New
Zealand, who work co-operatively where possible, and have collectively entered
an agreement with New Zealand Film Commission for jointly managing
international enquiries and marketing. Since its establishment in 2016, Film
Dunedin has earned a strong reputation for its ease of doing business.
b) Film
Dunedin works with Dunedin education providers, businesses and the creative
sector to support business development, capacity building and networking.
Within the city, the numbers and diversity of film and television content in
production is growing.
c) The
number of film enquiries serviced in Dunedin and permits issued has steadily
grown.
i) Film
Dunedin responded to 69 screen filming enquires in Dunedin for the six-months
ending December 2019. This compares to 23 enquiries in the corresponding period
in 2018.
ii) There
were 29 film permits issued over the six-months to December 2019, compared to
15 in the corresponding period in 2018.
iii) Permit
data indicates an additional 4,860 bed nights were generated by film in Dunedin
over the six-months to December 2019, compared with 2,352 in the corresponding
period in 2018. Permits are only issued for shoot days on public land. Total
bed nights are therefore more than the actual permitted activity.
iv) Total
crew numbers working on productions reached 188 in the six-months to the end of
December 2019, with 101 of these employed on international productions, 51 on
local Dunedin productions, and 36 on productions from elsewhere in New Zealand.
v) International
productions are typically larger scale than New Zealand productions. In the
six-months to 2019 year, there were 9.2 crew on average per international
permit. By comparison Dunedin productions had an average of 5.6 crew, while
other New Zealand productions had an average of four crew.
A Hub for Skills and Talent
13 JobDUN
- Business Internship programme 2019/2020
a) Enterprise
Dunedin facilitates the business internship programme – JobDUN
(previously known as Sexy Summer Jobs). The objective of the JobDUN 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. The programme
allocates funding for 50 intern placements however due to the demand 53 interns
were placed this season.
b) The
2019/20 programme is still underway with businesses and interns reporting back
on the season. All reports are due by 30 June 2020.
c) Responses
so far show:
i) Seven
businesses (in the areas of ICT, Media and Sport/Recreation) have employed 10
interns in roles including Quality Assurance, Marketing, Media Analyst,
Software Engineer and Coaching. Eight of these are new roles to the
organisations.
ii) Four
interns were employed as part-time equivalents (PTE), four on contract and two
as full-time equivalents (FTE).
14 Techweek
2019/2020
Techweek helps raise the innovation profile of the city by
developing its reputation for being a launch-pad for businesses moving into
global markets. The Dunedin tech sector is increasingly important to the
city’s growth generating approximately $330 million to GDP and creating
approximately 2,000 jobs. In summary:
a) Techweek
in Dunedin has grown from one event in 2017 to 45 in 2018 which indicates there
is an appetite for the community, industry and city partners to grow and
increase activity in the future.
b) Dunedin's
Techweek19 offerings made it the largest calendar outside of Auckland,
Wellington and Christchurch, and has assisted in promoting Dunedin as an
innovative tech savvy hub.
c) Dunedin
Techweek delivered 42 unique events and 51 individual sessions across seven
days which highlighted opportunities for Non-Tech (new to tech) people and
youth to engage with the Tech sector, and start-up events focussing on
entrepreneurship.
d) In
seven days, Dunedin Techweek brought out over 2,000 people to events in 27
locations across the city.
e) Over
50 of Dunedin’s best tech professionals, researchers, products and
industries recognised and promoted Dunedin’s successful Startup
community.
f) Techweek
TV showcased 24 local tech specialists and their businesses via a live online
broadcast to over 13,000 viewers.
g) The
objective for Techweek20 is to have fewer, higher value events that will focus
on various aspects of video game development and community/business engagement
with the Tech sector and start up ecosystem.
h) A
Techweek Event Coordinator was contracted by Enterprise Dunedin in November
2019 to lead the development of the festival programme for Dunedin in May 2020.
A Compelling Destination
15 The
last six months has seen a focus on developing relationships, understanding
data needs and solutions, and redefining the marketing programme.
16 The
Dunedin Destination Plan continues to underpin marketing work, however over the
next 12 months, Enterprise Dunedin will be refreshing certain aspects of the
plan to align with recent MBIE guidelines.
17 Research
and Data
a) The
Destination Marketing team is focussing on gathering and using new and relevant
data. They have established a yearly benchmarking process that measures tourism
sentiment (sum of positive and negative comments) and ‘place
sentiment’ for Dunedin. They have also commenced monitoring peer-to-peer
accommodation trends.
b) We
are about to commence a visitor insights programme which correlates visitor
experiences, motivations and visitor flows.
c) The
national Commercial Accommodation Monitor (a gauge to visitor arrivals into
Dunedin) produced by Statistics NZ, was discontinued last year. This means the
team will rely on visitor spend, with a three-month lag, to gain relevant data
about visitor spend.
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Dec 2019 ($M)
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Change from Dec 2018
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Domestic
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Dunedin
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52.36
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-8.1%
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NZ
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1830.22
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2.8%
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International
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Dunedin
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29.66
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9.5%
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NZ
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1500.85
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8.2%
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Total
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Dunedin
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82.02
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-2.4%
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NZ
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3331.06
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5.2%
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Source: MBIE
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d) December
2019 visitor spend update data:
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Spend ($M) Dec 2019
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Change from Nov 2019
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Market Share
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Market Share YoY % Change
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Australia
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7.96
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18.7%
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26.8%
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▲ 0.1%
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USA
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4.61
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23.0%
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15.6%
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▲ 6.0%
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China
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2.01
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19.5%
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6.8%
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▼ -3.7%
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UK
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2.00
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26.0%
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6.7%
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▼ -7.2%
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Germany
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1.80
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22.3%
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6.1%
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▼ -5.3%
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Japan
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0.79
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57.4%
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2.7%
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▲ 44.7%
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Source: MBIE
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Source: MBIE
Dunedin
tourism contribution to GDP (YE Mar 2019)
Tourism contributed $454m
towards total GDP in Dunedin City, representing 7.4% of the city’s
economic output, which is the fourth largest contributor to GDP among 20
industries.
Sources: Infometrics
18 Business
Events (Conferences)
a) The
delivery of successful business events aligns to several of objectives sitting
under the Dunedin’s Economic Development Strategy (2013-2023). Dunedin
currently holds a 3% market share of business events tourism in New Zealand
with an approximate value of $16.4m. Since 2013, the number of business events
in Dunedin each year has risen by 26% to 1,388, while the number of days spent
by delegates in the city has climbed 58% to 130,500.
b) There
is typically a long lead time between when Enterprise Dunedin staff make an
initial engagement with a prospective business event lead to when a final
decision is made. Leads on twenty-one prospective business events (due to occur
as far out as 2022) were engaged with during the first half of the current
financial year. By comparison there were engagements with 23 prospective
business events in the 2018/19 year. Two bids to hold conference events in
Dunedin were successful; four were unsuccessful, and the remainder are still in
progress.
Sector overview
In 2019 (June year), Dunedin hosted:
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1,388 Events
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100,557 Delegates
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130,500 Delegate
days
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Origins of delegates
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Local
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Rest of NZ
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Australian
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Other International
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Dunedin
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81%
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15%
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2%
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2%
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New Zealand
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78%
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17%
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2%
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2%
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Proportion of events by
event size
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Proportion of events of
event type
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Delegates
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Dunedin
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NZ
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Event type
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Dunedin
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NZ
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10-30
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44%
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50%
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Conference/convention
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64%
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66%
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31-60
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23%
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23%
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Meetings/seminars
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11%
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11%
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61-100
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15%
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12%
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Special occasions
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20%
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17%
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101-200
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11%
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10%
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Trade shows/exhibitions
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2%
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2%
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200+
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7%
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6%
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Other
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2%
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4%
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19 Consumer
Marketing – New Zealand and Australia
A campaign with on-line booking
agency, Expedia (investment of $20,000) from 11 November - 8 December, targeted
Australian consumers on the Eastern Seaboard searching for South Island
destinations. The focus of this campaign was to increase awareness of Dunedin
as a ‘must see’ destination in a South Island self-drive holiday,
and promotion of the Virgin Australia direct flights Brisbane to Dunedin.
This activity is complemented by a Tourism New Zealand
campaign in February 2020 on Expedia platforms.
The campaign generated:
• $43,000
USD in revenue, which included 314 room nights booked
• 1.2
million impressions of digital advertising
• 3.6
multiplier on original investment
a) Enterprise
Dunedin has invested $2,000 in Dunedin Airport’s Lower South NZ Autumn
campaign. The campaign promotes the regional tourism organisations of the lower
south to Australians on the south east coast, for a short break fly-drive
holiday during autumn and winter of 2020.
The results from the first two weeks of this campaign have
resulted in
· $30,000 of
packages booked
· 2.4 million
impressions of digital advertising.
b) In
addition to this, Enterprise Dunedin has supported this activity with a
Dunedin/Lower South booth at Flight Centre expos in Sydney and Brisbane in
February - $14,000 investment for both events. These expos provide the
opportunity for Enterprise Dunedin staff to promote Dunedin directly to
consumers and understand decision making from this target market with Flight
Centre providing flight and activity specials.
c) Wellington
remains a primary focus for domestic activity, supporting the flight route on
Air New Zealand, with two radio competition and digital campaigns during
October and November leveraging off past activity and promoting longer stays in
the city.
d) The
‘#dunnerstunner summer’ campaign promotes Dunedin on multiple
channels, targeting the drive market, including Christchurch. It has a focus on
February events and Dunedin activities and encourages longer stays in the city.
· Dunnerstunner
video has had 90,000 views on the DunedinNZ Facebook page https://www.youtube.com/watch?v=QGxHEh6Syws
· A Google Ad
campaign has resulted in 12,624-page views on DunedinNZ.com and a high
click-through rate of 19.2%.
· DunedinNZ social
media posts have appeared on Facebook, Instagram and Linked In.
· Full
page print advertising has appeared in Kia Ora, Style and Jetstar magazines. https://www.yumpu.com/en/document/read/63007246/style-january-08-2020
e) The
DunedinNZ Visual Library was launched in December 2019 to provide a curated
selection of royalty-free photography, video and digital assets for city
promotional purposes. To date, 196 registered users have downloaded 122GB
of assets from 1890 image and video options.
f) The
Māori Language week video showcasing place names in Māori during 9-15
September had 73,000 views with more Māori language integration planned
for 2020. https://www.youtube.com/watch?v=bKuMhrlW3SY
g) Various
discussions have occurred with Air New Zealand for future campaigns in 2019/20.
An ongoing partnership agreement is planned for 2020/21 to further encourage
increased domestic visitation.
h) Collaborative
marketing opportunities with Dunedin educational institutions have been
identified and are due to commence in February 2020.
i) As
discussed with the industry, a Marketing Calendar has been completed for the
period January to June 2020. A full one-year Marketing Plan (bring ED into line
with Tourism New Zealand) will be produced in June 2020, and thereafter a
rolling two-year Marketing Plan 2021-23 will be produced.
20 International
Trade
a) We
continue to work closely with Tourism New Zealand in offshore markets,
particularly in promoting Dunedin to Tourism Agents and Product Managers. Highlights
include:
· South East Asia
Kiwilink (Manila & Jakarta)
· China Kiwilink
(Chengdu/Guangzhou/Beijing & Shanghai)
· Australian Mega
Famil (Christchurch)
· South East Asian
Mega Famil (Auckland)
· Regional training
day (Christchurch).
b) Where
appropriate, agents and operators are hosted in both the domestic and
international tourism sector including:
· South East Asian
agents
· Wellington-based
inbound operators and Tourism Industry Aotearoa staff
· Australia-based
inbound operators, coach tour operators and wholesale agents
· Australian agents
· Auckland-based
inbound operators
· Chinese agents and
cruise line staff for new cruise ship.
21 PR
and Promotions
a) Enterprise
Dunedin hosted three television series - two of these as part of the Tourism
New Zealand International Media Programme. They include the Mr Player https://www.youtube.com/watch?v=iDPiOfaoRWY
game show anniversary episode which aired late last year (2.5 million viewers)
and Japanese travel show Tabi Salada https://spaces.hightail.com/receive/A3JylCYvO1/U2FyYWguQnJhbWhhbGxAZGNjLmdvdnQubno=
which aired during the 2019 Rugby World Cup (four million viewers).
b) With
financial support from Tourism New Zealand Australia, Dunedin hosted the crew
from Delish Destinations, a food travel show on Channel 9 that went to
air on 7 February. Six shows featuring food destination in Dunedin have been
aired http://www.delish-tv.com/episode.php?country=au&id=1180
c) In
addition to this, four media famils were hosted including;
· a
freelance writer for Jetstar’s magazine (277,000 monthly readers)
· the
lifestyle editor of the Chinese New Zealand Herald (readership of
120,000– 250,000 across several platforms)
· a
freelancer for Stuff (437,000 readership in travel)
· and
the editor of Good magazine (readership of 40,000).
d) Based
on a strengthening relationship with the New Zealand Herald, stories were
published about Dunedin businesses Ocho and Urbn Vino, as well as two travel
stories on Dunedin by New Zealand Herald freelance writer Alexia
Santamaria. A further piece was published in Newshub travel, along
with video content.
22 Study
Dunedin - COVID-19 Impact on International Education
a) The
impact of COVID-19 on the international education cohort began soon after the
outbreak was confirmed. Its ongoing impact has been felt to varying
degrees across the industry.
b) The
high school sector was the first to deal with the situation as school began at
the end of January and in to February. Some students who may have been in
contact with the virus, had already entered New Zealand and were in homestay
and starting school by the time the travel ban was announced by central
government. Schools reported that they followed the guidelines set out by
the Ministry of Health and the Ministry of Education and where it was deemed
necessary, students were self-isolated. Many staff dealing with the
situation commented that it had been a difficult time as often information from
different government departments was either contradictory or changed on a daily
basis, making it hard to control the situation with any certainty.
c) Of
the eleven high schools who have reported back six have confirmed that COVID-19
has had no effect on their student enrolments. Three schools report that
one of their students has not managed to make it so far however they are in
contact with them and where appropriate providing them with work to carry on
with while they wait for the travel ban to be lifted. Two schools have
three students unable to enrol. One school has had a short stay group postpone
until May 2020. One school has two students going via Thailand with their
parents, sitting out a quarantine period there.
d) The
University of Otago reported that as at 25 February just under 200 Chinese
students have been unable to begin classes due to the New Zealand Government
imposed travel ban. There have also been a small number of students who had
planned to travel to Dunedin through China from their home country, that have
had their travel disrupted. The University is developing a range of options to
support those students impacted by the travel ban. The temporary closure
of the Immigration New Zealand (INZ) Beijing Office has had an impact on visa
processing times, however it is understood INZ is working to address this.
There is also a potential issue regarding the status of private accommodation
arrangements for those students who are unable to return to Dunedin due to the
travel ban. The University is allowing students disrupted by the travel bans,
to withdraw from their accommodation obligations without penalty.
NEXT STEPS
23 Feedback
on Enterprise Dunedin activity will be incorporated into future updates.
Signatories
|
Author:
|
Fraser Liggett - Economic Development Programme Manager
Malcolm Anderson - City Marketing 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 promotes the economic
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
|
☒
|
☐
|
☐
|
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.
|
