Agenda of Economic Development Committee

Economic Development Committee

19 October 2020

Part A Reports

Study Dunedin Transitions Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee (EDC) on a research project (funded by Education New Zealand (ENZ)) into transition pathways between high schools and tertiary institutions for international students in Dunedin and Otago.

2 Traditionally the number of international students transitioning from high school to tertiary study in New Zealand is low. The Transition Report provides insights into current challenges and options to improve conversion rates.

3 Six outputs and conclusions were identified in the report that could positively change the rates of transition.

4 The report indicated that a target of 25% more students transitioning from high school to tertiary study in the 2022 year (from a baseline of 20%) would be achievable.

5 The Study Dunedin Advisory Group (SDAG) will collate and prioritise the results of the report in a strategic action plan to support improved transition rates.

RECOMMENDATIONS

That the Committee:

a) Notes the results of the Study Dunedin Transitions Report.

BACKGROUND

6 Study Dunedin was formed in 2013 as part of Dunedin’s Economic Development Strategy (EDS) to attract and facilitate greater numbers and quality international students to live and study in the city. Study Dunedin works with ENZ and the SDAG who enable activities including:

a) Destination marketing;

b) Student experiences;

c) Capacity and capability building; and

d) Facilitation of education and education-to-workforce pathways.

7 New Zealand has a low (anecdotally under 20%) transition rate for international students from high school in to tertiary study. In other countries, such as Australia, the rate is significantly higher with research suggesting their rate is over 50%.

8 Increasing the transition rate by just a small margin would add economic, social and cultural value to both the Otago region and New Zealand.

9 Study Dunedin successfully applied for $20,000 from ENZ to undertake research into the barriers on the transition of international students from high school to tertiary study in the Otago region. The research was undertaken from November 2019 to June 2020. Interviews were undertaken with:

a) High school and tertiary students;

b) Sector International Directors at high schools;

c) Agents and parents; and

d) Staff at Otago Polytechnic and the University of Otago.

10 While COVID-19 made the methodology challenging, there was enough data and one-on-one interviewing completed to build a compelling picture of expectations, gaps and opportunities.

DISCUSSION

Current Situation

11 Generally, international students enrol at Dunedin high schools for two reasons:

a) Experiential learning and to increase English language acquisition. These students are generally short-term enrolments; and

b) Long term study to achieve National Certificate of Educational Achievement (NCEA) qualifications to enable entry into the tertiary sector both in New Zealand and overseas.

12 The research focused on the second group to firstly increase enrolment in New Zealand high schools and secondly, transition from these schools to tertiary study.

13 The Transitions Report and objective of improved retention aligns with ENZ ambitions and recovery planning for the sector post COVID-19. The work undertaken by Study Dunedin will support and align to central government plans.

Benefits of Transition

14 Improved transition pathways for international students between high schools and tertiaries provides a range of benefits. While many of the benefits reside with tertiary institutions there are quantifiable, additional benefits for high schools, Boards of Trustees and Principals:

a) Higher academic achievement of students;

b) Less turn-over of students leading to less work in enrolment processes, visa processing, homestay placement and student support services; and

c) Stronger partnerships between the high school and tertiary providers.

15 Improved partnerships and collaboration with tertiary institutions also allows high schools to:

a) Attract students through the ‘bigger machine’ of the tertiary recruitment team;

b) Provide the compelling story of a guaranteed pathway to the students’ end goal.

16 The benefit for the tertiary institutions is a larger and more consistent pipeline of New Zealand educated international students who are more ‘kiwi-fied’ by the time they reach the campus.

17 The Dunedin 2013-23 Economic Development Strategy recognises the value of international students as a ‘source of talent, investment and international connections’ and that often they can be ‘at the forefront of new knowledge, science and research’.

18 Research also shows international students can become ambassadors and that they are positive storytellers, stay engaged with the city and its progress.

Outputs of the Research and Transitions Report

19 The Transitions Report highlights six outputs for further development.

a) Output One: Document existing transitions in the Otago region from high school to tertiary institutions.

Targets are proposed for incremental improvement over the next three years. It showed that transitions were inconsistent year on year and accessing accurate data was difficult. A goal of 25% increase in students transitioning in to tertiary study for 2022 is indicated as reasonable. While the numbers are not large, based on an estimate of 8-10 students starting tertiary study it is estimated the flow-on economic impact will be $200k for those (8-10 students) each year that they remain.

b) Output Two: Determine barriers to transitions and recommended improvements to overcome them.

Twenty high school and tertiary students were interviewed as part of the process. A broad range of perspectives emerged. Students commented on how supportive, relaxed and friendly life was here, how accessible teachers and lecturers are and that living in Dunedin allowed them a study/life balance. Several participants highlighted barriers including issues with accommodation (specifically homestay), inadequate public transport and the city ‘closing early’. This feedback has resulted in several recommendations around:

i) Accommodation; and

ii) Targeted information sharing through collateral development to mitigate some of the negative impressions.

c) Output Three: Review existing tertiary provider transition processes

On-campus experiences were viewed as very important and it was suggested that the tertiary sector develop a two to three day immersive (summer and school holiday) campus experience.

The report also recommended scheduling:

i) Regular information sessions with international students separate to those sessions already in place for domestic students; and

ii) Separate information sessions with staff from both tertiary and high school institutions who have contact with international students in the transition space.

d) Output Four: Key market agent feedback regarding changes to process and collateral to support the transition process.

The report recommended the need for regular communication with agents both in Dunedin and Auckland and recognised agent’s requests for:

i) More material to be translated in to other languages;

ii) Experiential on-campus programmes to be developed and for a video(s) showing the pathway journey from high school to tertiary study in the city be made available; and

iii) Targeted scholarships to raise the profile of Dunedin.

e) Output Five: Development and documentation of processes/programmes to improve the transition of students and meet the newly established transition target numbers.

A key theme throughout the report is the value of relationships between institutions and sectors, for students at all levels and the need to facilitate relationships in an authentic and rewarding way. For students, there was a perception that the greatest value was peer-to-peer marketing and support for social and informal networks for information sharing and gatherings.

Communication channels need to exist between all staff interacting with students as they pathway through high school in to tertiary study. Communication needs to be regular and consistent ensuring messaging is accurate and cohesive. A yearly Hui bringing staff from all sectors together was considered a valuable tool to achieve this.

f) Output Six: Action changes from the interviews and research outcomes (including school visits).

Given the timing of the report coincided with COVID-19 restrictions, school visits could not be made and therefore measured at the time of writing the report.

Initial Changes and Solutions

20 The research and report noted three initial changes to progress the outputs and recommendations:

a) There needs to be agreement that a value over volume approach to student recruitment is taken which includes the creation of a strategy to attract the right students to study here.

b) Systems and processes need to be made easier for students transitioning. The seamless approach needs to raise awareness of the opportunity, include the Education Agents early in the process, promote the Immigration New Zealand (INZ) Pathway Visa and package the study opportunity as an attractive story about studying in Dunedin (New Zealand).

c) There needs to be an ability for students to build meaningful and long-term relationships with their future institutions and staff. One option is summer and school holiday on-campus programmes which are considered a good way of relationship building once students are studying in New Zealand.

OPTIONS

21 There are no options.

NEXT STEPS

22 The Study Dunedin Advisory Group will be reviewing the report recommendations and collating these with the intention of using them to inform the development of a strategic action plan, to roll out changes and developments over the next two years. The recommendations will be prioritised by the Group and relevant actions will be assigned to members. Several key areas for action are likely to include:

a) Researching local patterns and progression tracked (linked to national research undertaken);

b) Development of a specific regional marketing strategy promoting transitions;

c) Transition pathway and product(s) development;

d) Schools liaison processes (including summer/semester break programmes);

e) Agent engagement; and

f) Student experience(s).

23 Study Dunedin will report back to the Economic Development Committee once this piece of work is completed in early 2021.

Signatories

Author:	Fraser Liggett - Economic Development Programme Manager
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report promotes the economic, social and cultural 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

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.

Significance

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

Engagement – external

As an update report, external engagement has been undertaken with Study Dunedin Advisory Group.

Engagement - internal

No internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Economic Development Committee

19 October 2020

Enterprise Dunedin Activity Report - October 2020 Update

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee on several Enterprise Dunedin activities.

RECOMMENDATIONS

That the Committee:

a) Notes the Enterprise Dunedin Activity Report – October 2020 Update.

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); and

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

Dunedin City Economic Overview

4 Economic indicators monitored by Enterprise Dunedin show economic activity in Dunedin City has remained resilient despite a temporary re-escalation to Alert Level 2 between 12 August and 21 September 2020.

5 Even with stringent public health restrictions retail spending in Dunedin over the four-week period to 20 September 2020 was only 1.1% below its 2019 level, compared to a 3.3% decline nationally.

6 Over the four-week period to 9 August 2020 when New Zealand was at Alert Level 1, retail spending in Dunedin was 4.7% (compared to 2.9% growth nationally) above the 2019 level.

7 Provisional data from Statistics NZ based on payday tax information shows that the number of jobs in Dunedin in August was 1% higher than a year ago, while average wages over the three months to August were 3.3% above their 2019 level.

8 There has been a wide divergence in employment trends between industries. The largest contributors to job increase by sector were public administration, health, construction and hospitality. Job losses occurred in media, warehousing, wholesale trade, recreational services, including visitor activities and education.

9 Despite recent strength in the labour market there is a risk of some areas of future impact on the market occurring over the next couple of months, as many employers have come off wage subsidy support over recent weeks.

Centre of Digital Excellence (CODE)

10 Enterprise Dunedin has continued to work on the establishment of CODE in conjunction with the CODE Working Group. Several workstreams have been progressed over the last few months, which are summarised in a separate report to Economic Development Committee.

Otago Regional Economic Development (ORED)

11 The ORED framework has continued to facilitate economic development collaboration between the Otago councils throughout the period. A key focus has been continued engagement with local industries regarding the economic impact of COVID-19 across the city and region.

12 This exercise has provided a current analysis of the challenges facing individual industries or identifying opportunities that can be supported through recovery initiatives. This activity has directly aligned with the Government’s recently established interim Regional Skills Leadership Group (iRSLG) which includes the Waitaki District Council Economic Development Manager as a representative from the ORED, the Ministry of Social Development Regional Commissioner and others.

13 Work has also commenced on possible future regional economic development activities based on the ORED framework. These options will be further progressed and subject to decision making and will be ready for discussion with government on any further extension of the Provincial Growth Fund.

The Great Dunedin Brainstorm

14 Enterprise Dunedin coordinated the Great Dunedin Brainstorm between 11 and 12 September 2020. The idea generating event which was sponsored and supported by Economic Development Strategy Partners, sought to engage the community on three challenges identified by the Grow Dunedin Partnership and arising from COVID-19:

a) Jobs in a post CODIV-19 world

b) Raising hope and social connectiveness

c) Supporting a resilient economy.

15 The intention was to engage and seek ideas from the community which could be supported through the Council COVID-19 recovery fund and other agencies. The event was hosted at the Otago Polytechnic/New Zealand Institute of Skills and Technology and Steve Renata, Innov8HQ and Kiwa Digital and resulted in 48 attendees and 11 proposals which are currently being developed further and will be considered for investment.

Alliances for Innovation

Film

16 Film Dunedin together with local industry and Economic Development Strategy partners have now completed the Investment Logic Mapping to further strengthen the regional screen eco-system. The completed document is further explained in a separate report to this meeting.

17 Notwithstanding COVID-19, the number of Dunedin film inquiries and permits has increased when compared with the corresponding 2019 quarter. Film permitting has continued in line with nationally determined COVID-19 precautions. All permit requests require project registration with ScreenSafe and health and safety plans that meet standards endorsed by Worksafe.

18 Film Dunedin has:

a) Responded to 53 screen, filming and work inquiries in Dunedin during quarter one and period ending 30 September 2020. This compares to 21 total inquiries in the same corresponding period in 2019.

b) 14 file permits issued for the period 1 July to 30 September 2020. This compares with 13 permits in the corresponding period in 2019.

19 Film Dunedin is currently working with nine domestic feature films and four domestic television and web series in varying levels of production. There are projects developed by Dunedin writers or set in Dunedin. In addition, work is continuing with producers for five short film set in Dunedin and planned for production in the next six months.

20 The Dunedin and the Queenstown Film Offices have continued to collaborate under the umbrella of Film Otago Southland (FOS). Over the last three months work has progressed on the development of a regional collection of location images, an ‘endorsement campaign’ using visiting film makers experience working in the region, and a training and internship programme to create employment and capacity in the sector.

21 In response to COVID-19, work has also commenced on the review of available crew in the city. The intention is to identify skills gaps and opportunities to train new crew from sectors affected by COVID-19 related redundancies and support local Dunedin projects.

A Hub for Skills and Talent

JobDUN - Business Internship programme 2020-2021

22 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.

23 COVID-19 has impacted on the number of placement opportunities offered by businesses for the 2020-21 season.

24 In discussion with tertiary partners, Enterprise Dunedin cancelled the 2020 face to face interview event at Otago Polytechnic on 23 September 2020. This was to ensure the health and wellbeing of all concerned and to manage expectations for students during an already difficult time. With fewer internships on offer, the window of opportunity to promote to students was narrowing and businesses have also had various priorities to manage.

25 The programme will remain open until 2 April 2021 to support businesses if they require an intern. Facilitation occurs online via the JobDUN website and through email and/or virtual interactions between students and businesses. Businesses have more time and flexibility to make decisions about taking on an intern.

26 So far 2020-21 has seen 18 businesses applying for 32 interns. Of those businesses participating, over half have come from the ICT/Tech and Creative sectors. Under the circumstances this compares favourably with 28 businesses in the 2019-2020 season from nine sectors, mostly from the ICT/Tech sector, followed by other sectors such as engineering/niche manufacturing, marketing/media and sport/recreation.

27 Enterprise Dunedin will continue to liaise weekly with tertiary partners to monitor student responses and to reiterate a selective approach to ensure businesses are contacted by only the most relevant potential interns to mitigate supply overload on businesses.

Start Up Dunedin

28 Work continues with the appointment of a new Dunedin City Council representative on the Start Up Dunedin Trust (SUDT). The new appointee will replace Nigel Bamford and will ensure that the city’s interests are considered and aligned with the 2013-2023 Dunedin Economic Development Strategy. The recruitment process is being supported by Grow Dunedin Partners.

29 Enterprise Dunedin will prepare a paper and a final recommendation for the Dunedin City Council representative for approval by Council on 24 November 2020.

A Compelling Destination

Destination Marketing

30 Dunedin’s visitor sector continues to be widely affected by COVID-19. Figures for domestic spend for the 12 months ending July 2020 was $480m, down -16.1% compared to the same period in 2019; the total spend for New Zealand for domestic visitors was down 9.3% for the year ending July 2020.

31 Independent research on the impact of the change of COVID-19 alert level for Auckland in August, suggests that Dunedin lost around $270k per day with no Aucklanders visiting, and only half the normal volume of Waikato and Northland visitors in the city.

32 International visitor spend in Dunedin City for the 12 months ending July 2020 was $187m, down 18.7% compared to the same period in 2019; whilst New Zealand international visitors spend was down 18.35% for the 12 months ending 2020.

33 Enterprise Dunedin’s campaign continues to adjust depending on COVID-19 alert levels. Our playbook (scenario’s) have been extended and planning and research is underway for campaigns in the third and fourth quarters of 2021.

Strategic Assets Protection Programme (STAPP)

34 Project planning and procurement of $700k of investment from MBIE’s STAPP is continuing across the funded areas for:

a) Destination Management;

b) Product Development and Capability; and

c) Destination Marketing.

35 At this stage six Dunedin businesses have been funded from MBIE’s STAPP, with more announcements possible.

36 Enterprise Dunedin has taken the coordinating role for MBIE’s Regional Events Fund. This new funding ($1.5 m) will be shared across our International Marketing Alliance (IMA), which consists of Enterprise Dunedin, Great South, Tourism Waitaki and Destination Clutha. The fund is for new or growing existing events or capability building and is expected to last two years. It is designed to replace lost international visitor spend and boost regional domestic spend.

Visit Sector Initiatives and Engagement

37 The Otago Central Rail Trail Trust has joined the Cycle Trails collective which brings together all other cycle trails in the region for marketing purposes.

38 The new Central Otago Touring Route from Dunedin to Queenstown is due to be launched in late November 2020. This is a Central Otago Tourism project which Enterprise Dunedin has contributed investment and staff time.

39 The Southern Scenic Route is being targeted for a new marketing push by all Otago and Southland Regional Tourism Organisations (RTO’s) involved. This project is driven by Great South.

40 The 45 South Group has appointed a full-time project coordinator. This project is being driven by Great South and funded by eight RTO’s. This project is seeking to coordinate destination marketing and destination management initiatives across Otago and Southland.

Research and Data

41 The new Accommodation Data Programme commenced in July 2020. The occupancy rate for August 2020 sits at 41.7% down from 49.3% in July 2020. Average nights stayed per guest is 1.9, the same as July 2020.

Business Events (Conferences)

42 A final Business Events Strategy will be completed in October 2020 with implementation to follow.

43 As a result of less sales events and change in COVID-19 alert levels across New Zealand, enquiries for new business events has slowed down, with seven new leads to date compared to 11 in the same quarter in 2019. From these seven leads, Enterprise Dunedin has submitted three conference bids, one was successful (with an estimate value of $257k), one lost to Queenstown, and another yet to confirm.

44 Dunedin has been successful in securing an international conference in partnership with Tourism New Zealand and the University of Otago. The International Human Resources Conference 2023 will have an expected attendance of 200 delegates, the majority being international visitors. The original bid for this conference was submitted in late May 2020.

45 Dunedin Business Events has launched a new page on the web site. This serves as a value add for conference organisers promoting to their delegates and is seeking to entice them to book a few extra days when visiting Dunedin for their conference.

Consumer Marketing – New Zealand and Australia

46 Despite continued international border closures, DunedinNZ.com website has seen little change in the quantity of its website traffic in comparison to 2019. User engagement remains high across the breadth of website content including a 28% increase in pageviews, 36% increase in pages per session, 17% increase in average session duration, and a 50% decrease in the website’s bounce rate.

47 Referrals from DunedinNZ.com to external websites (e.g. local businesses) has similarly increased by 18% which indicates the quality of website traffic discovering and engaging with the site.

48 In collaboration with Dunedin Airport, Air New Zealand ran a competition to win a weekend in Dunedin and then filmed the experience for their Grab a Seat social media channels, which included a return flight deal for Dunedin. The results for the weekend video were:

· Video Views – 302,495

· Reach – 980,127

· Engagement – 1791 (measure of comments, likes and shares).

49 The follow up Facebook post with the Dunedin deal gained 133,933 reach – with click throughs of 6,087 to the deal page. This is the best performing campaign this year for Grab a Seat.

50 To encourage visitors to Dunedin for the school holidays and to promote activities to locals, Enterprise Dunedin launched ‘Kids Insiders’ on 21 September 2020. This campaign puts kids at the front and centre, as they show off their favourite spots, food, and things to do. The campaign activity includes competitions run on MediaWorks morning radio in Queenstown, Timaru, Southland and Dunedin, digital advertising on MediaWorks and NZME, print and digital with Allied Press and advertising on the DunedinNZ social channels. This activity ran until 11 September 2020 with initial engaged users’ traffic from Dunedin (35%), Christchurch (21%), and Auckland (17%).

51 Over 72% of users who visit the School Holidays Deals page, visit an operator website as a result. The Kids Insiders webpages will be an ongoing marketing activity for the family market.

52 Enterprise Dunedin continues to promote Dunedin as a desirable visitor destination using the ‘A pretty Good Plan D’ campaign activity with new creatives being launched in early October 2020 for the summer dream and planning phases. Billboards in Auckland, Wellington and Christchurch were timed to be in market once Auckland came out of Alert Level 3.

53 Over the time period 18 August to 30 September 2020, the DunedinNZ Facebook page had a reach of 1.5 million and an increase in followers of 1,033. In the last 30 days the DunedinNZ Instagram account had a reach of 343k and an increase of 153 followers.

54 Enterprise Dunedin continues to work closely with Tourism New Zealand on joint venture campaign activity.

PR and Promotions

55 Since August 2020, Enterprise Dunedin has secured 23 features or inclusions in regional and national publications and hosted one media familiarisation. Coverage published over this period included a variety of publications e.g. features/articles in Stuff, Kia Ora magazine, New Zealand Herald New Zealand Geographic and the Otago Daily Times.

56 Additional coverage resulting from media visits and story pitching will be published over the next quarter, including features on education and Dunedin’s start-up ecosystem.

57 Tourism New Zealand’s domestic marketing and PR campaign continues to present additional opportunities to promote the city, and Enterprise Dunedin regularly contributes.

58 Work is currently underway to develop a new communications plan for all Enterprise Dunedin activities. This will identify current and future opportunities to communicate and promote each portfolio or special projects to stakeholders.

Trade Marketing

59 Enterprise Dunedin recently supported the Tourism New Zealand global team with logistics for the Dunedin features in the latest Tourism New Zealand Trade campaign, “Messages from New Zealand” to be shared through all the individual international trade offices.

60 Kim McVicker (TNZ North American Marketing Executive) recently chose Dunedin as her next “on the road” location. During Kim’s visit, Enterprise Dunedin jointly hosted two on location webinars; Dunedin101 live from Olveston House and Wildlife Experience from The Royal Albatross Centre. These webinars were also paired with Facebook live experiences and further posts on the North American travel agents private Facebook community. Success measures/key highlights:

· Dunedin 101 webinar had 215 registrants and Dunedin Wildlife webinar had 113 registrants with a further 395 Facebook live viewers and 29 comments/engagements across the webinars;

· Over 1,100 views and 80 comments across six “on location” DunedinNZ Facebook live posts; and

· An expanded database of 315 North American travel sellers who have indicated they are open to receiving further communication from DunedinNZ.

61 Dunedin is now the featured destination case study on how other markets could be working with RTOs to produce engaging content to further educate their agents.

62 In support of future domestic consumer-facing campaigns with Flight Centre, Enterprise Dunedin facilitated a day with local operators and experiences. A video of their experience was shared with Flight Centre teams around the country for education and inspiration.

63 This activity has also resulted in developed relationships with other Dunedin based travel agents working within several travel brands e.g. House of Travel and Travel Associates. Future familiarisation activity and relationship building support between these agents and our local operators is planned.

64 The international trade market continues to recover with a growing number of inquiries from companies in support of itinerary building and brochure development for 2021 and 2022.

Study Dunedin

65 Dunedin Summer Programme

a) Work continues on building a Summer Programme for international students staying in New Zealand over the holiday period. A programme of events has been agreed and dates set.

i) Feedback was sought via an Expressions of Interest (EOI) with intention to gather specific data regarding student expectations of the programme activities they would engage in. EOI responses have been received from students studying in Dunedin and other parts of New Zealand;

ii) Education New Zealand (ENZ) is supporting regional Summer Programme activities by running a Virtual Fair on 31 October 2020, inviting students to go on-line and find out what activity options are available to them from around New Zealand. Study Dunedin will be participating in this; and

iii) A full report on the complete programme will be provided to the Economic Development Committee in early 2021.

66 Auckland Agent Event

a) Study Dunedin and Study Queenstown will jointly host an event to promote Dunedin to international education agents based in Auckland on 22 October 2020. Currently 35 agents have confirmed attendance, which is comparable to the event in previous years. Study Dunedin will provide details on the Summer Programme and a competition to attract Education Agents to Dunedin for a familiarisation programme in March 2021.

67 I-Hub

a) The International Student Hub (I-Hub) was launched on 2 October 2020 with an event at Unipol attended by over 50 students. The intention is to provide a safe place for students to come together to network, complete workshops and skills training and have fun. There will also be opportunities for them to interact with the Dunedin community including other organisations such as the Dunedin Multi Ethnic Council.

i-SITE Visitor Centre

68 From 1 July 2020 the i-SITE Visitor Centre has welcomed and made bookings for visitors from throughout New Zealand and a wide range of international countries.

69 The main source of visitors by percentage are:

· Dunedin residents 54% (19% making bookings for Dunedin attractions and activities, the majority booking transport in and out of Dunedin as the Visitor Centre has a complete overview of the options)

· Auckland 10%

· Canterbury 7%

· Wellington 4%

· Bay of Plenty 3%

· Northland 3%

· Other regions of North Island 4.5%

· Other regions of the South Island 5.5%

· International visitors 8%

70 International visitors consisted of those here at the time of lockdown on a working holiday visa (they decided to stay and are now continuing with their working holidays) and retired visitors who were already in the country and able to stay and holiday longer.

71 The team have also handled several inquiries from international students planning their summer holidays in New Zealand as they will not return home over the tertiary holidays.

NEXT STEPS

72 Feedback on Enterprise Dunedin activity will be incorporated into future reports.

Signatories

Author:

Malcolm Anderson - City Marketing 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 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

The CODE Working Group is working with Te Runanga o Otakou and Kati Huirapa Runaka ki Puketeraki regarding the development of Kaupapa CODE.

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

External engagement has been held with Te Runanga o Otakou and Kati Huirapa Runaka ki Puketeraki and Dunedin’s Tech, Education, Visit, Film, Food and general business sectors.

Engagement – internal

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

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Economic Development Committee

19 October 2020

Centre of Digital Excellence (CODE) Update Report

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee (EDC) on workstreams and activities to establish the Centre of Digital Excellence (CODE).

2 The report highlights activities currently being undertaken by CODE including:

a) Development of the CODE operating principles, legal entity, shareholding structures;

b) Development of ‘Kaupapa CODE’ focused on Māori gaming companies, entrepreneurs, pathways and talent;

c) Development of an industry grants programme;

d) Ongoing development of vocational models (drawing on the ‘Future Games’ model from Sweden) and tertiary curriculum with the Otago Polytechnic and University of Otago;

e) Progressing ‘Games for Health’ in conjunction with the Southern District Health Board (SDHB).

RECOMMENDATIONS

That the Committee:

a) Notes the Centre for Digital Excellence (CODE) report.

BACKGROUND

3 In October 2019, Government announced $10m funding from the Provincial Growth Fund (PGF) to establish CODE in Dunedin.

4 Over ten years, the ambition of CODE is to grow a $1b video games industry and to maximise economic and social outcomes through developing a niche ‘games for health’ sector.

5 A Working Group, chaired by independent Director Murray Strong and comprised of the following representatives, has overseen the development of CODE:

a) Richard Blaikie – Deputy Vice Chancellor Research and Enterprise, University of Otago;

b) Oonagh McGirr - Deputy Chief Executive Learning and Teaching Services, Otago Polytechnic;

c) Katharina Ruckstuhl – Ngāi Tahu Representative;

d) Mike Collins - Executive Director People, Culture and Technology, Southern District Health Board; and

e) John Christie – Director, Enterprise Dunedin.

DISCUSSION

Legal Entity

6 Work has continued on the development of a separate legal entity for CODE. As part of this process, a limited liability company under the Companies Act 1993 has been identified as a preferred option.

7 The next stage of creating the CODE company requires:

a) Confirmation of the procedure and appointment of Directors and independent Chair;

b) Agreement of the shareholders agreement by all parties; and

c) Company formation.

Kaupapa CODE

8 The development of an enduring and credible partnership with local Runaka and Ngāi Tahu gaming companies is a critical component of CODE. Engagement has commenced with Te Rūnaka o Ōtākou and Kāti Huirapa Runaka ki Puketeraki ngā Rūnaka regarding CODE and potential shareholding in the company as well as ongoing support for activities such as grants, employment pathways and curriculum development.

Grants Programme

9 The development of a $700k business grants programme has been launched to support and grow Dunedin’s game development ecosystem. The programme includes three contestable CODE funds:

a) KickStart;

b) Start Up; and

c) Scale Up.

10 The current round of KickStart and Start Up assessment is under way and involves 24 full applications. Final recommendations from the panel are expected by the end of October 2020. The funding will contribute to Dunedin’s economic development, and commercial outcomes that lead to the strengthening of the game development ecosystem in the city.

11 The next round for KickStart and Start Up funding will commence in December 2020.

Curriculum Development

Otago Polytechnic

12 CODE has engaged Future Games (Sweden) to provide advice to the Otago Polytechnic on the development of specialised courses aligned to international leading practice. Otago Polytechnic is looking at creating a game strand within its Bachelor of Design and Bachelor of IT degrees which CODE is also supporting.

University of Otago

13 The University of Otago is proposing to pilot a pathway for developing games and serious games. The University has early stage proposals on Bachelor’s degrees in Serious Games Development and Games Engineering. Abertay University has been engaged to help validate the University’s approach.

Visiting Chair

14 Work is continuing on the process for a Visiting Chair. The concept was part of the original CODE business case and application to the PGF. The proposal, currently under consideration includes:

a) Otago Polytechnic and the University of Otago hosting Visiting Chairs;

b) Each Visiting Chair will spend between 30-90 days in Dunedin, however longer visits are possible; and

c) CODE supporting a per diem allowance meeting actual and reasonable costs.

Games for Health

15 The CODE PGF application included the objective of “Games for Health initiatives and support for CODE health initiatives”. An additional business case is planned over the next few months in order to progress this workstream. This will be brought to the CODE Working Group and updates provided to EDC.

OPTIONS

16 There are no options.

NEXT STEPS

17 The CODE Project Team and Working Group will continue to progress the workstreams summarised in the update report. Specific decisions and updates on workstreams (for instance the legal entity) are expected to be brought back to Council before the end of the calendar year.

Signatories

Author:	Fraser Liggett - Economic Development Programme Manager
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision 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	☐	☐	☒

Māori Impact Statement

CODE is working with Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki regarding the development Kaupapa CODE.

Sustainability

The economic and social impacts are addressed within the report. As a weightless export, the development of gaming products has a lower carbon footprint than other sectors.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

CODE received $10m funding from the Provincial Growth Fund.

Significance

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

Engagement – external

The CODE Working Group has been involved in all aspects of the CODE workstreams and activities.

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

19 October 2020

Film Dunedin

Department: Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Economic Development Committee (EDC) on engagement with the local and regional screen sector on the creation of an Investment Logic Map (ILM) to support film activity. The ILM considered the impacts of COVID-19 and highlighted:

a) Problems or opportunities with the existing screen support eco-system;

b) Outcomes which Otago should be working towards; and

c) Options on how this can be achieved including consideration of existing screen support services.

RECOMMENDATIONS

That the Committee:

a) Notes the Film Dunedin report.

BACKGROUND

2 Over the last three years the Dunedin City Council and Grow Dunedin Partners (GDP) have invested in the film sector through establishment of Film Dunedin as a Regional Film Office. This investment and the COVID-19 recovery have resulted in increased interest in Dunedin as a film location, a growing reputation for ease of business for visiting and homegrown projects, growth in film activity and attraction of talent to base in the city.

3 Enterprise Dunedin has identified development of the screen sector as a priority for the city. The city has experienced growth in film activity over recent years, while this has resulted in increased film activity, permits and projects, further work has been undertaken on the drivers underpinning growth in the sector and how best the city (and region via Film Otago Southland (FOS) and Queenstown Film Office) can respond in the medium to long term.

DISCUSSION

4 In order to understand the problems and opportunities further, a panel of public and private sector stakeholders and mana whenua were invited to participate in a series of ILM workshops between May and July 2020 (attachment A). The stakeholders were approached based on their involvement in the regional screen eco-system and their potential influence in the outcome of any proposal for change.

5 In summary, the panel of stakeholders concluded:

a) The irregular flow of new screen projects constrained Otago’s ability to sustain a pool of work ready screen support skills and enabling infrastructure;

b) The remoteness of Dunedin and Otago, access to unique locations and relative safety from COVID provides opportunities to identify and develop screen projects; and

c) Otago’s low profile as a regional screen eco-system has inhibited our ability to attract investment for locally developed screen projects.

6 The ILM noted a series of economic and social outcomes which could shape activity over the medium to long term including:

a) Attracting, growing and sustaining Otago’s screen support capability;

b) Developing a diversity of screen projects by type, scale and organisation; and

c) Enhancing the confidence in Otago’s screen support ecosystem.

7 There was a preference for longer-running TV series as anchor projects and for a mix and diversity of projects by scale and type. The potential to connect local talent and creativity, ideas, the market and investment opportunities was recognised as an important ‘pipeline’ in supporting the sector.

8 The pipeline model (from idea creation to release) was explored further to help shape the group’s thinking about how to support an end-to-end approach to the eco-system. The second part of the process was seen as promoting and marketing these ideas to potential investors and distributors. Two key enablers were identified:

a) Access to seed or development investment; and

b) Championing by known producers.

9 The panel identified a range of strategic responses to achieve the panel’s vision for ‘A Confident, Sustainable and Resilient Regional Screen Support Eco-system’. These are reflected in the attached ILM. A selection of the strategic responses includes:

a) Improved visibility of Otago’s key players and resources, building on existing collaboration between the Dunedin Film and Queenstown Film Offices and FOS;

b) Enhanced production support services such as studio and associated workshops. The opportunity to establish production support infrastructure continues to be investigated in the context of enquires and projects considering Dunedin and New Zealand as a location;

c) Increased opportunities for reskilling, accreditation and recognition of skills. Both the Dunedin and Queenstown Film Offices are working with the Ministry of Social Development (MSD), New Zealand Film Commission (NZFC), Private Training Providers, the Otago Polytechnic and visiting productions to coordinate work force planning and support. A key focus is accessing opportunities for young people not in employment education and training, migrants and people who have lost work in sectors as a result of COVID-19 with transferable skills for crew work such as hospitality and events.

d) On the job work experience and the need to improve visibility of the region’s key players and resources.

e) Both the Queenstown and Dunedin Film Offices and FOS will continue to support writers in residence opportunities to encourage development of content filmed in the region. The recent ‘Great Dunedin Brainstorm’ resulted in a proposal to support and scale the development of Dunedin stories for film and television production. Additionally, ‘essential services’ collateral is being developed to support producers working in the region identify and source available resources, products and services from local businesses.

OPTIONS

10 There are no options.

NEXT STEPS

11 Further engagement on the results of the ILM and the development of strategic responses is planned with Grow Dunedin Partners, Otago Regional Economic Development, the NZFC, New Zealand on Air and the Ministry of Business Innovation and Employment (MBIE).

12 More specifically:

a) Engagement with communities and partners will be undertaken to identify participants for training and internship opportunities;

b) The opportunity to formalise accreditation of skills and provision of training will be further explored with Otago Polytechnic; and

c) The Film Offices will work with NZFC and other sector organisations to support the professional development of emerging Producers in the region for scripted content.

Signatories

Author:	Fraser Liggett - Economic Development Programme Manager
Authoriser:	John Christie - Director Enterprise Dunedin

Attachments

	Title	Page
⇩a	Screen Support Investment Logic Map (ILM)	44

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

This decision promotes the cultural 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	☐	☐	☒

Māori Impact Statement

Mana whenua were engaged in the development of ILM and continue to be engaged in development of training and employment opportunities and the development of potential stories for production.

Sustainability

Support for the film sector contributes to economic growth and sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

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

External engagement includes: NZFC, NZ on Air, Ministry of Social Development, Ministry of Business Innovation and Employment, Ministry of Culture and Heritage, Ministry of Education, New Zealand Trade & Enterprise, Natural History NZ, Otago Polytechnic, Otago University, R&R Productions, Punakaiki Productions, Ruaimoko Trust, Aukaha, Legal Fiction Productions, Rebecca Rowe Freelance, 5 to 9 Productions, Torchlight Productions, Shotover Camera Systems.

Engagement - internal

Internal engagement has occurred with Ara Toi and Property.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

Chairperson	Cr Chris Staynes
Deputy Chairperson	Cr Rachel Elder	Cr Andrew Whiley
Members	Cr Sophie Barker	Cr David Benson-Pope
	Cr Christine Garey	Cr Doug Hall
	Mayor Aaron Hawkins	Cr Carmen Houlahan
	Cr Marie Laufiso	Cr Mike Lord
	Cr Jim O'Malley	Cr Jules Radich
	Cr Lee Vandervis	Cr Steve Walker

Author:	Wendy Collard - Governance Support Officer
Authoriser:	Clare Sullivan - Team Leader Civic

	Title	Page
⇩a	Elected Members' Register of Interests	7

	Title	Page
⇩a	Public Open Actions	49
⇩b	Public Completed Actions	50