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Economic Development Committee
31 August 2020
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Part
A Reports
Terms of Reference for the
Grow Dunedin Partnership
Department: Enterprise
Dunedin
EXECUTIVE SUMMARY
1 This
report presents Terms of Reference for the "Grow Dunedin Partnership"
(GDP).
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1 RECOMMENDATIONS
That the Committee:
a) Recommends that Council adopt the Terms of Reference for the
Grow Dunedin Partnership.
b) Notes that Councillor Staynes is the Council
representative on Grow Dunedin Partnership with Councillors Elder and Whiley
as alternates.
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BACKGROUND
2 GDP
was established to develop and support the work of the Economic Development
Strategy 2013-2023 including prioritisation of projects that support the vision
and goals of the strategy.
3 GDP
stakeholders are the signatories to the Economic Development Strategy 2013-2023
and include:
· Dunedin City Council
· Otago Polytechnic
· The University of Otago
· The Otago Southland
Employers Association
· The Otago Chamber of
Commerce
· Ngāi Tahu
4 The
Economic Development Committee approved a Terms of Reference and expenditure
delegation for the "Grow Dunedin Partnership" on 16 November
2015. It was subsequently updated and approved by Council on 28 March
2017.
5 Cr
Staynes was appointed as the Council representative to GDP at the Council
meeting held on 12 November 2019. Councillors Elder and Whiley were
appointed as alternates.
DISCUSSION
6 The
review of Enterprise Dunedin conducted by Martin Jenkins recommended
simplifying the governance structure of GDP to provide support and advice to
Enterprise Dunedin and Dunedin City Council along with other GDP members.
7 The
Martin Jenkins Enterprise Dunedin review recommendations were approved by
Council on 29 January 2019.
8 Martin
Jenkins was further commissioned to undertake interviews with GDP members and
propose an updated Terms of Reference for GDP for consideration by the partners
that incorporated the recommendations referred to in the review of Enterprise
Dunedin.
9 Consultation
with the members of the GDP has been completed, and it is now proposed that a
new Terms of Reference for GDP be adopted.
10 The
updated Terms of Reference were agreed to by all partners of GDP prior to being
ratified at the GDP meeting on 23 July 2020 and are now presented for
consideration by the Economic Development Committee.
11 The Terms of Reference do not contain delegations for expenditure as
GDP will have no direct budget allocation or financial decision-making
responsibility. The budget and delegations will be incorporated into Enterprise
Dunedin operational budgets and delegations.
OPTIONS
12 Council
is the last of the GDP stakeholders to consider the recommended terms of
reference and has the option of adopting or not adopting them.
Option One – Recommended Option
13 Council
adopt the revised Terms of Reference.
Advantages
· Supports the recommendations made by Martin Jenkins in the review of
Enterprise Dunedin.
· Is consistent with the agreement by other stakeholders in the GDP.
· Removes the need for separate budget responsibility and delegations.
· Allows for an independent Chair.
· Allows for the appointment of five additional members to the
existing GDP partners.
Disadvantages
· There are no identified disadvantages.
Option Two – Status Quo
14 Council
does not adopt the revised Terms of Reference.
Advantages
· The current budget and delegations remain in place for GDP.
Disadvantages
· Does not reflect the recommendations made by Martin Jenkins in the
review of Enterprise Dunedin.
· Inconsistent with agreement on Terms of Reference by other
stakeholders in GDP.
· There would be no appointment of independent Chair.
NEXT STEPS
15 If
Council adopt the terms of reference the next steps will be undertaken by GDP:
· Advertising and recruiting of new independent members for the GDP to
ensure sector representation and expertise will be undertaken.
· Selection and appointment of an independent chair will made by the
partner members for an initial two-year term.
· A report outlining a statement of priorities will be presented
annually to members and reported to Council.
· Updates will be provided to Economic Development Committee half yearly.
Signatories
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Author:
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John Christie - Director Enterprise
Dunedin
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Authoriser:
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Sandy Graham - Acting Chief Executive
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Attachments
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Title
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Page
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⇩a
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Grow
Dunedin Partnership Terms of Reference
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22
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SUMMARY OF CONSIDERATIONS
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Fit
with purpose of Local Government
This decision promotes the economic,
social and cultural well-being of communities in the present and for the
future.
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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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☒
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☐
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☐
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☒
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☐
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☐
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☒
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☐
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☐
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Integrated Transport Strategy
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☐
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☐
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☒
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Parks and Recreation Strategy
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☐
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☐
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☒
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GDP support the work of the economic
development strategy. Projects undertaken by Enterprise Dunedin and other
partners contribute to most directly to the Social Wellbeing Strategy,
Environment Strategy, Arts and Culture Strategy and Spatial Plan.
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Māori
Impact Statement
Ngāi Tahu are a member of GDP and have reviewed and agreed to the
Terms of Reference.
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Sustainability
One of the responsibilities of GDP is to
facilitate sustainable economic growth.
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LTP/Annual
Plan / Financial Strategy /Infrastructure Strategy
There are no implications for the LTP,
Annual Plan, Financial Strategy and Infrastructure Strategy.
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Financial
considerations
The terms of reference remove the current
financial delegations relating to GDP. The project budget remains the same and
will be under Enterprise Dunedin delegations.
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Significance
The significance of the revised terms of
reference are assessed as low in terms of Council’s Significance and
Engagement Policy.
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Engagement
– external
The members of GDP, Otago Polytechnic,
The University of Otago, The Otago Southland Employers Association, The Otago
Chamber of Commerce, and Ngāi
Tahu have been interviewed
and have approved the proposed Terms of Reference.
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Engagement
- internal
There has been no internal engagement.
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Risks:
Legal / Health and Safety etc.
There are no known legal or health and
safety risks.
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Conflict
of Interest
There are no identified conflicts of
interest.
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Community
Boards
There are no implications for Community
Boards.
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Economic Development Committee
31 August 2020
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Enterprise Dunedin Activity Report - August
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 – August 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
Dunedin City Economic Overview
4 Economic
indicators monitored by Enterprise Dunedin note economic activity in Dunedin
City has remained more resilient than many other cities across NZ since COVID19
Level 4 restrictions ended on 20 April 2020.
5 Retail
spending in Dunedin over the four-week period ended 2 August was 4.9% above its
2019 level. This growth is above cities such as Wellington (-2.5%), Auckland
(-1.6%), Christchurch (2.0%), Hamilton (2.7%), and Invercargill (2.8%), and
just behind Tauranga (6.1%), Palmerston North (6.2%), and New Plymouth (6.8%).
6 This
increased spending is across most retail categories, and the city’s
hospitality sector. The risk remains that retail spending may soften again in
the coming months if households become more cautious with the change in
COVID-19 alert levels on 12 August 2020. This is likely to challenge retailers,
as a result of restrictions on business operations and reduced domestic travel.
7 Visitors
to Dunedin’s CBD has remained above its 2019 level each week since early
June and traffic flows in the city have also risen above 2019 levels for both
light and heavy vehicles.
8 Prior
to the full impact of COVID-19, 2,053 people were claiming a work ready
Jobseeker support benefit in Dunedin during March 2020. By June, 3,112 people
in Dunedin were either on a work ready Jobseeker support benefit or were
receiving the new COVID-19 income relief payment.
9 From
March 2020 to June 2020, the number of work ready recipients of Jobseeker
Support in Dunedin has risen by 52%, compared to a 51% increase nationally over
the same period;
10 The
effects of COVID-19 on the labour market has also been uneven across different
demographic groupings with youth being disproportionately affected compared to
older workers;
11 To
date in Dunedin, there has not been significant differences in relative growth
rates of benefit recipients between different genders and ethnicities.
Centre of Digital Excellence
12 Enterprise
Dunedin has continued to work on the establishment of the Centre of
Digital Excellence (CODE) in conjunction with the CODE Working Group. Several
workstreams have been progressed over the last few months including:
a) The
development of a $700,000 business grants programme help support and grow the
Dunedin game development ecosystem. The programme includes three contestable
CODE funds:
· KickStart;
· Start Up;
· Scale Up.
i. The
KickStart and Start Up funds received 56 expression of interest; 43 for Kickstart
and 13 for Start Up). The Scale Up fund is expected to open later this year.
ii. The development
of a ‘Kaupapa CODE’ is a partnership between CODE and local
runaka and game developers. Further engagement is planned with Te Rūnanga
o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki for
approval.
iii. Development
of the CODE legal entity and recommended option. This work has been progressed
with local legal advisors, the CODE Working Group and Provincial Development
Unit (PDU). Once finalised, a report with recommendations and next steps will
be brought back to Council.
iv. Ongoing
development of vocational models (drawing on and partnering with international
good practice) and tertiary curriculum with the Otago Polytechnic and
University of Otago.
v. The
appointment of the CODE Establishment Director, Tim Ponting, and confirmation
of a physical home for CODE at Petridish.
Business Vitality
Digital
Resilience Programme
13 Enterprise
Dunedin approached ten diverse Dunedin companies that have agreed to participate in
a digital resilience programme hosted by Massey University, University of Otago
and the i-Accelerator (a non-profit business). Participating business owners
commit to seven one-hour sessions over six weeks. In return, they receive a 90-day
action plan tailored to their firm to help staff cope with current and future
disruptions.
14 The
programme will look at:
a) How to identify and implement digital
strategies
b) How to develop new pathways to digital skills
and career development for your workforce
c) What funding, capability development and reskilling support programs
are available.
15 The resulting Digital
Resilience plan the company will receive,
should help the business build an adaptable and digitally ready organisational
culture together with staff. It will help the business become more resilient to
disruption.
Good Food Dunedin
16 COVID-19
support for the local food sector
Enterprise Dunedin continues to provide one-to-one support
and information sharing with industry bodies to the local food sector. While
many businesses have shown their ability to adapt, the current environment has
proved challenging for others.
17 Foodprint
Foodprint, an app-based platform for rescuing perishable
edible food, launched in Dunedin in February. There are 28 eateries using the
platform to sell ready-to-eat food that would otherwise become waste. Foodprint
acts in a complimentary way to KiwiHarvest, who rescue non-perishable food
which is distributed to vulnerable residents.
18 Aotearoa
Food Policy Network
As a member of the Aotearoa Food Policy Network Enterprise
Dunedin has continued to provide a leadership role in national conversations
around food policy. It is anticipated that food resilience will remain high on
the agenda in the wake of COVID-19 particularly considering the impacts on
small scale growers, farmers and producers who are not part of the mainstream
supply chain, and on rates of food insecurity in NZ homes.
Alliances for Innovation
Film
19 Since
the last activity report Film Dunedin has progressed two key initiatives:
a) The
submission of a funding request to the Crown Infrastructure Fund in April to
develop Council owned property at Parry St for film studio and workshops.
The proposal has progressed to the second round of assessment and we are
awaiting a decision.
b) The
development of an Investment Logic Mapping (ILM) and business case to further
coordinate, strengthen and develop the Dunedin and regional film ecosystem.
This work brought together screen business leaders, academics, creatives and
council staff from Dunedin and Queenstown.
20 The
Dunedin and the Queenstown Film Offices are continuing to collaborate through
Film Otago Southland (FOS) to deliver regional marketing, project facilitation
and industry support (such as a writer in residence programme) to support
development of stories set in the region.
21 In
the year ending 30 June 2020 Film Dunedin:
a) Responded to 95 enquiries requesting
information, advice, images, and support to film in Dunedin. Compared to 73
enquiries in 2018/19 and 57 enquiries in 2017/18 and 22 in 2016/17;
b) Issued 45 film permits (no filming
took place during the COVID19 Level 4). This compared to 46 in 2018/19,
41 in 2017/18 and 13 in 2016/17.
22 Film
Dunedin is currently working with:
i. Two
international Producers hoping to gain entry to New Zealand for Dunedin based
projects;
ii An
Australian TV series set in Dunedin and Central Otago;
iii Six
domestic feature film and four domestic television and web series in varying
levels of production. These are projects developed by Dunedin writers and
producers or set in Dunedin;
Iv Film
Dunedin is currently engaged with producers for five short films set in Dunedin
and planned for production in the next six months.
A Hub for Skills and Talent
JobDUN - Business Internship
programme 2020/2021
23 Enterprise
Dunedin facilitates the business internship programme, JobDUN. 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.
24 It is possible
that COVID-19 will have an effect the number of internship opportunities
offered by businesses for the 2020-2021 season. Businesses may have a reduced
appetite, or an increased one, for taking on an intern, depending on their
sector, situation and needs.
25 The 2020/2021
season has commenced with applications invited from the business community.
26 A further
awareness raising campaign aimed at the business sector will commence the week
starting 10 August and will focus on social and traditional communication
channels including outreach through the DCC FYI newsletter, the Enterprise
Dunedin database, updates in the ODT, media releases and through LinkedIn
and Facebook channels.
27 Once a
critical mass of applications from the business community is reached,
Enterprise Dunedin will commence a campaign to target Dunedin tertiary students
to the opportunities though Instagram, Facebook and tertiary partners
database’s and social channels.
28 A Speed
Interview Event will be held on 23 September to enable business people and
tertiary students to connect and discuss opportunities.
Dunedin Techweek 2020
29 Launched in
2017, Techweek is New Zealand’s annual festival showcasing and
celebrating innovation.
30 Techweek’s
response to COVID-19 meant Techweek 2020 (scheduled for May) was rescheduled to
July, and Dunedin Techweek joined a nationwide programme consisting of over 300
online events from 27 July to 2 August 2020.
31 Dunedin
Techweek highlighted the region to New Zealand (and internationally) through
eight unique events, offering opportunities to educate, entertain and upskill
with technology, raising the innovation profile of the city, and lifting
industry scale and perception. These event offerings have assisted in promoting
Dunedin as a diverse and talented hub of innovative individuals and
organisations at many stages of the development cycle.
32 Event
Highlights:
· Games for Good - Hatchpbl’s 'Launch! - Games for Good'
inspired 44 students in years 7-13 at schools nationwide, to act as
change-makers and problem solvers through effective game design. The event was
selected by The Ministry of Education New Zealand for a $1,500 ‘Vocational
Pathways’ grant, for the opportunities it provided for young people to
connect to the world of work and explore industry-specific careers while in
school. With support from CODE, Hatchpbl has since been introduced to American
based XPRIZE Connect, and offered a partnership to deliver Code Games: A Global
Game-Making Challenge outreach in New Zealand.
· Games for impact - webinar with Alan Gershenfeld. American games
developer/publisher and Co-Founder of E-Line Media, Alan Gershenfeld presented
his Journey Toward Harnessing the Power of Video Games for Learning, Social
Impact and Profit to an online audience of 85 people. Dunedin Techweek
partnered with CODE, The U.S. Embassy NZ and New Zealand Game Developers
Association (NZGDA) to bring this event to the Techweek 2020 programme. The
positive outcome of this event has further strengthened Dunedin and CODE’s
global perspective and partnership opportunities, through game development
workshops on impact games and connection to Ngāi Tahu.
· Startup Dunedin offered two one-hour workshops covering the
essential tools and roadmap for turning a new tech idea into a new start-up.
Startup Dunedin were approached by Stuff (Techweek 2020’s media partner)
prior to events, who ran a business news article and video promoting
Dunedin’s start-up and entrepreneurial scene and the Co. Starters and
Audacious programmes.
Linkages
Beyond Our Borders
Project China
33 Video
Conference with Shanghai.
a) The
Shanghai FAO has requested a video conference with the Mayor of Dunedin in late
October 2020. The main purpose of the conference is to:
i. Review
the support and interaction between Shanghai and Dunedin during COVID19;
ii. Plan
and discuss future sister city cooperation and the renewal of the Shanghai
– Dunedin Sister City Agreement.
34 Mayoral
meeting with Dunedin local Chinese agents
a) Over
the last five years, a group of local Chinese education and tourism agents have
worked with Enterprise Dunedin to support international students and visitors.
This work directly contributed $1.6 million to the Dunedin economy in 2019. The
agents have been significantly impacted as a result of COVID19 border
restrictions and have requested a meeting with the Mayor in October to discuss
current challenges. Enterprise Dunedin through Project China has continued to
work with the agents during this period. The proposed meeting will demonstrate
the city’s support for international and tourism related activities and
marketing.
A
Compelling Destination
Destination Marketing
35 Dunedin’s
visitor sector continues to be widely affected by COVID-19. The effect has
varied from business to business, but has included: closures, hibernation,
staff redundancies, cashflow issues, uncertainty about the future and mental
stress.
36 Enterprise
Dunedin’s ‘A Pretty Good Plan D’ campaign continues to roll
out. This has been extended and planning and research is underway to morph this
into an Australian campaign next year.
Strategic Assets Protection Programme (STAPP)
37 Confirmation
of $700k of investment from MBIE’s STAPP was received in July; this
investment with facilitate a planned programme of work across:
· Destination Management
· Product Development and Capability; and
· Destination Marketing
38 Enterprise
Dunedin was not involved in the MBIE driven Strategic Tourism Assistance
Protection Programme (for strategic tourism businesses). At this stage five
Dunedin businesses have been funded, with more announcements possible.
Visit Sector Initiatives and Engagement
39 ‘Tourism
Korero’ continues to be used to facilitate communication and
accessibility, with over 110 members registered on the Facebook Group.
40 Collaboration
and investment with a collective of Cycle Trails leading to Dunedin has been
confirmed. Unfortunately, the Otago Central Rail Trail has decided not to join
the collective which brings together all other cycle trails in the region for
marketing purposes.
41 Enterprise
Dunedin is increasingly taking the lead role in a new marketing push for the
Southern Scenic Touring Route.
Research and Data
42 The
new Accommodation Data Programme (ADP) commences in August. The ADP replaces
Statistics New Zealand’s Commercial Accommodation Monitor (CAM) which
monitored trends in New Zealand’s commercial accommodation sector and was
discontinued last year.
43 Planned
research over this year includes a measure of sentiment of Dunedin residents to
tourism, an on-line, limited visitor insight programme (perceptions,
demographics, experiences) and a trial of weekly measure of online
conversations around Dunedin tourism and COVID-19.
Business Events
(Conferences)
44 In
partnership with the sector, Business Events has led the development of an
Investment Logic Mapping exercise. An initial series of workshops have resulted
in a one-page plan which is now being refined through further wider sector
involvement. The next step will be to develop a Strategic Plan and implement
the same.
45 Potential
demand for Business Events continues to grow with seven new leads in the year
to date and 33 active from the financial year 2019/20.
Consumer Marketing –
New Zealand and Australia
46 “Dunedin,
a pretty good plan D” campaign was launched into the domestic market on
27 May 2020. Dunedin was one of the first New Zealand destinations to be back
in market with this campaign activity.
47 The
primary goals of this campaign are to:
· increase
awareness of Dunedin across consumer and trade channels.
· increase
awareness of Dunedin as a desirable destination.
· change
perceptions of Dunedin as a desirable destination.
· provide
revenue to Dunedin tourism operators as a result of campaign activities.
48 Campaign
results to date (25 May – 26 July 2020) include:
· Dunedin.nz.com
website users +51%, website sessions +57%, Page referrals +64% with a bounce
rate of -2%
· 26+
Media stories including destination coverage on NewsHub and One News.
· DunedinNZ
Facebook: 3.5 M reach, 145,000 engagement, 1.3% increase in likes
· Digital
advertising over MediaWorks, ODT online, Stuff and NZME with an average click
through rate (Click Through Rate - CTR) of 0.29%
49 The
Explore local activity remains in market encouraging locals to experience
Dunedin’s tourism offerings with an increased push in the market for the
July school holidays, this included sponsored content in both ODT and Southland
Times.
50 The
local campaign activity used DunedinNZ owned platforms and directing consumers
to See and Do pages on DunedinNZ.com. There were 3,600 click throughs to these
pages from the DunedinNZ Facebook page showing an interest in school holiday
deals and activities.
51 The
Explore Dunedin button on My Little Local app also showed a reach of 107,000
and 5,000 referral links to websites.
PR and Promotions
52 Since
January 2020, Enterprise Dunedin has pitched and secured 29 stories in regional
and national publications and hosted nine media famils from a variety of
titles. Resulting coverage so fare, includes:
· Five
travel features in Stuff
· A
feature on the Prairie Girl Musings blog
· A
feature on the Queenstown Life blog
· A
feature in the Sunday Star Times
· Eleven
stories or inclusions in the New Zealand Herald
· Four
features in Good Magazine
· Inclusion
in Sydney Morning Herald feature
· Inclusion
in a Guardian AU feature.
53 Additional
coverage resulting from media visits will be published over the next quarter.
54 As
part of Tourism New Zealand’s domestic PR activity, the Breakfast Show
filmed in Dunedin in early August with a live cross from Larnach Castle.
Trade Marketing
55 New
Zealand is still top of mind in the international trade circuit. Travel agents
have a desire to remain educated and upskilled on New Zealand regions and
products as there is a perception across all markets that our country will be
the first that they are able to sell to their clients internationally.
56 Tourism
New Zealand is continuing to engage with active agents across all international
markets. We have participated in market update webinars from the TNZ offices in
Australia, UK/Europe, North and South America with China and rest of Asia still
to come.
57 On
request from Tourism New Zealand we have presented to international agents in
the following webinars:
· On
request New Zealand Culture Webinar (with Rotorua): Over 300 American agents
participated.
· Flight
Centre Canada Webinar: Product updated for top selling agents. 45 agents
actively participated.
· UK/Europe
Agents education webinar: Representing our Pure Southern Land IMA (Waitaki,
Clutha, Dunedin and Southland).
58 New
activity includes pivoting to domestic agent education/product training through
relationship building together with consumer facing trade partners such as New
Zealand Flight Centre and House of Travel. This is to support our future
Consumer campaigns eg Plan D and strengthen their domestic knowledge and
perception of Dunedin.
NEXT STEPS
Feedback on Enterprise Dunedin activity will be incorporated
into future updates.
Signatories
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Author:
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Fraser Liggett - Economic Development Programme Manager
Malcolm Anderson - City Marketing Manager
Suz Jenkins - Finance and Office Manager
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
There are no attachments for
this report.
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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
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☒
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☐
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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, except for
the establishment of CODE and engagement with Te Runanga o Otakou and Kati
Huirapa Runaka ki Puketeraki.
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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 the 2013-2023 Economic
Development Strategy are included in the 2018-28 Long Term Plan.
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Financial
considerations
There are no financial considerations.
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Significance
This decision is considered low significance under the
Significance Engagement Policy.
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Engagement –
external
External engagement has been held with Dunedin’s
Tech, Education, Visit, Film, Food and general business sectors.
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Engagement -
internal
As an update report, no internal engagement has been
undertaken.
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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.
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Economic Development Committee
31 August 2020
|
Study Dunedin Education Update
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Economic Development Committee (EDC) on
recent activity undertaken by Study Dunedin, a key initiative in the 2013-23
Economic Development Strategy (EDS). Study Dunedin supports international
education in partnership with tertiary institutions, secondary schools and the
Otago Chamber of Commerce.
2 Education
is one of the city’s largest industries. Study Dunedin has
continued to support the industry (particularly international education) with
the challenges arising from COVID-19 and global conditions.
3 Over
the next six months Study Dunedin intends to implement four key activities that
will support student wellbeing, create greater market awareness, engage with
education agents and ensure existing international students remaining in the
city over summer are cared for. This work will build on the Government’s
Strategic Recovery Plan (at Attachment A) announced in late July 2020
(Attachment A).
4 In
addition to supporting international education, Study Dunedin has been involved
in the Government’s reset of the education system including the National
Education and Learning Priorities (NELP) and the Tertiary Education Strategy
(TES). Specifically, Study Dunedin has worked with Otago Polytechnic on
aspects of the Reform of Vocational Education (RoVE).
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RECOMMENDATIONS
That the Committee:
a) Notes the
Study Dunedin Education Update
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BACKGROUND
5 Education
is a significant industry in the city. Reports produced by the University
of Otago and Otago Polytechnic in 2019 indicate the tertiary sector contributed
over $1.5B to the Dunedin economy. In addition to economic benefits the
tertiary sector also enables a range of other outcomes including:
a)
Influence through nationwide campuses;
b) Research
outputs;
c) Relationships
with business and institutions nationally and internationally.
6 Dunedin’s
12 secondary schools produce high quality National Certificate of Educational
Achievement (NCEA) results each year and provide a wide range of quality
subject options.
7 International
education is a valuable part of this wider education ecosystem. As well as
providing economic value, international students provide social and cultural
benefits to the city. Until the impact of COVID-19 and border restrictions
international education:
a) Enrolled
approximately 5,000 international students from 99 countries each year;
b) Contributed
approximately $200M in economic value;
c) Supported
over 2,200 jobs.
8 Study
Dunedin was formed in 2013 as part of Dunedin’s EDS to attract and facilitate
greater numbers and quality international students to live and study in the
city. Study Dunedin works with the Study Dunedin Advisory Group (SDAG).
This partnership represents the University of Otago, Otago Polytechnic, Otago
Chamber of Commerce Incorporated (OCCI), and Dunedin high schools who enable
activities including:
a) Destination
marketing to promote Dunedin as a destination to study and live;
b) A
positive student experience to ensuring students feel valued and that their
time in Dunedin is safe, inclusive and they are recognised as part of the
community;
c) Capacity
and capability building including data gathering to ensure sound
decision-making and provision of training and development to the sector;
d) Education
and workforce pathways, to facilitate transitions between education sectors and
develop programmes to support students into employment in Dunedin, and New
Zealand, particularly in areas where skill shortages exist.
DISCUSSION
International education and COVID
19:
9 COVID-19
has had a significant impact on the international education landscape,
particularly through the long-term uncertainty created by border restrictions.
A key priority for the international education sector is ensuring that those
students who remain in the city are well-cared for as they face their own
uncertainties and the reality of not seeing their families for an extended
period.
10 Study
Dunedin supported institutions and students between March and May 2020 and is
continuing to do so as the borders remain closed. Activities have
included:
a) Financial
assistance to families of students who had to stay in Dunedin longer than
planned;
b) Low-cost
transport to Christchurch Airport for repatriation flights;
c) Supporting
students and institutions to meet requirements for gaining access to
repatriation flights;
d) Providing
ongoing information from government and education sector agencies.
11 Over
the last few months Study Dunedin has focused on what can be achieved in the
near and long-term to support international education. This work will
build on the recently released Ministry of Education ‘Strategic Recovery
Plan for International Education’ (see Attachment A) which sets out a
two-year plan for recovery over three key phases:
a) Transition
and economic stimulus;
b) Strengthening
the system;
c) Transforming
to a more sustainable future state.
12 Current
indications from the Minister of Education is that opening of the borders for
international students will, in the short term, be tightly managed and targeted
at ‘small cohorts’ of high value students most probably at
post-graduate level.
13 Study
Dunedin proposes to support the sector through four activities over the next 6
months:
a) Student
Wellbeing
Study Dunedin, in conjunction with a provider, will pilot a
programme focussing on student wellbeing. The intention is to provide a
centrally located space for international students to connect with other
students, to complete workshops on career development, confidence building,
decision-making and soft skill development. Students will also be able to
access career practitioners and qualified counsellors. The pilot will
gauge the value of this service and whether it is required on a permanent
basis.
b) Brand,
communications and marketing campaigns
Brand, communications and marketing campaigns will be fully
developed to ensure a continued ‘presence’ in the international
student market that will drive future student decision making. This will
include a strong Study Dunedin brand that aligns with the DunedinNZ
brand. A wrap-around communications strategy and set of digital assets
will be developed to support future marketing campaigns by Study Dunedin and
education partners.
c) Auckland
Agent Event and Auckland Agent Famil
Study Dunedin plans to run an Auckland education agent event
in September 2020. The annual event will provide an opportunity to showcase
Dunedin as a destination for international students to agents, who in turn work
to attract students to the city. A valuable relationship building exercise,
especially this year, the objective is to partner with Auckland education
agents in a COVID 19 environment.
d) Summer
Programme
Study Dunedin is currently developing a programme to support
international students who decide to remain in Dunedin over the summer period.
The objectives of the programme are to:
i) Ensure
that those students who stay in Dunedin (New Zealand) over the summer are
supported and engaged when they are not at home with their family;
ii) Retain
students studying in Dunedin who may be considering going home over the summer
and then facing the likelihood of not being able to re-enter New Zealand for
study in 2021;
iii) Attract
students from other parts of New Zealand to experience studying and living in
Dunedin. The aim is to convert them into future enrolments specifically
targeting students transitioning from high school to tertiary study.
The programme will be launched by the beginning of December
2020. It will run for a six-week period concluding at the end of January
2021 and will include English language classes, a variety of soft skill
acquisition, and tourism activities.
Reform of Vocational Education
(ROVE):
14 Government
is currently undertaking a system-wide reform of education. Part of this
process has been the launch of the Reform of Vocational Education (RoVE) which
has in turn created the New Zealand Institute of Skills and Technology
(NZIST).
Over the last six months Study Dunedin engaged in this
process by:
a) Partnering
with Otago Polytechnic on an application to locate the Headquarters of the
NZIST in Dunedin. While Hamilton was eventually chosen as the location,
Dunedin made it through to the second stage of the procurement process and
hosted members of the NZIST Board to showcase the city’s suitability and
innovation;
b) Supporting
the development of the interim Otago Regional Skills Leadership Group (iRSLG)
which aims to identify and supporting better ways of meeting future skills and
workforce needs. This work will also support NZIST decision-making on the
development and delivery of courses based on Industry needs;
c) Enabling
engagement with the Tertiary Education Commission (TEC) on a range of activities
such as their ‘Inspiring the Futures’ https://www.tec.govt.nz/focus/our-focus/inspiring-the-future/
project which led to two Dunedin primary schools being the first pilot schools
in the country to participate in the project. Also, of note, has been
engagement with TEC Investment Managers, who are keen to understand the
economic drivers of each region and invest funding in the tertiary sector which
supports these outcomes.
OPTIONS
15 There
are no options.
NEXT STEPS
16 Study
Dunedin will continue to re-assess key priorities as the implications of COVID
19 become clearer.
17 Engagement
will continue with partners, stakeholders, and central government through
Education New Zealand (ENZ).
Signatories
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Author:
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Margo Reid - Study Dunedin Co-ordinator
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Authoriser:
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Fraser Liggett - Economic Development Programme Manager
John Christie - Director Enterprise Dunedin
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Attachments
|
|
Title
|
Page
|
|
⇩a
|
Strategic Recovery Plan
for International Education
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43
|
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SUMMARY OF CONSIDERATIONS
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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
|
☒
|
☐
|
☐
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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
Study Dunedin activities and the 2013-2023 Economic
Development Strategy framework are included in the 2018-28 Long Term Plan.
|
|
Financial
considerations
There are no financial considerations.
|
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Significance
This decision is considered low significance under the Significance
Engagement Policy.
|
|
Engagement –
external
As an update report, no external engagement has been
undertaken.
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Engagement -
internal
As an update report, no internal engagement has been
undertaken.
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|
Risks: Legal /
Health and Safety etc.
There are no identified risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
There are no known implications for Community Boards.
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