Notice of Meeting:

I hereby give notice that an ordinary meeting of the Economic Development Committee will be held on:

 

Date:                                                    Monday 21 June 2021

Time:                                                   1.00 pm

Venue:                                                Edinburgh Room, Municipal Chambers, The Octagon, Dunedin

 

Sandy Graham

Chief Executive Officer

 

Economic Development Committee

PUBLIC AGENDA

 

MEMBERSHIP

 

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

 

Senior Officer                                               John Christie, Manager Enterprise Dunedin

 

Governance Support Officer                  Wendy Collard

 

 

Wendy Collard

Governance Support Officer

 

Telephone: 03 477 4000

Wendy.Collard@dcc.govt.nz

www.dunedin.govt.nz

 

 

 

Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.

 


Economic Development Committee

21 June 2021

 

 

ITEM TABLE OF CONTENTS                                                                                                                                         PAGE

 

1             Public Forum                                                                                                                                                              4

2             Apologies                                                                                                                                                                    4

3             Confirmation of Agenda                                                                                                                                        4

4             Declaration of Interest                                                                                                                                           5

5             Confirmation of Minutes                                                                                                                                    17

5.1       Economic Development Committee meeting - 9 February 2021                                            17     

Part A Reports (Committee  has power to decide these matters)

6             Actions from resolutions of Economic Development Committee meetings                                    22

7             Economic Development Committee Forward Work Programme                                                        25

8             Grow Dunedin Partnership June 2021 Update                                                                                           29

9             Dunedin City -  Annual Economic Profile Update                                                                                       43

10           Enterprise Dunedin Activity Report - June 2021 Update                                                                        95

11           Study Dunedin Update                                                                                                                                      106

12           Strategic Tourism Assets Protection Programme June 2021 Update                                               111

13           Plan D Marketing Campaign June 2020 - April 2021                                                                              118

14           Items for Consideration by the Chair                                                                                                           124             

 

 


Economic Development Committee

21 June 2021

 

 

1          Public Forum

At the close of the agenda no requests for public forum had been received.

2          Apologies

At the close of the agenda no apologies had been received.

3          Confirmation of agenda

Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.


Economic Development Committee

21 June 2021

 

Declaration of Interest

 

  

EXECUTIVE SUMMARY

1.         Members are reminded of the need to stand aside from decision-making when a conflict arises between their role as an elected representative and any private or other external interest they might have.

 

2.         Elected members are reminded to update their register of interests as soon as practicable, including amending the register at this meeting if necessary.

 

 

RECOMMENDATIONS

That the Committee:

a)     Notes/Amends if necessary the Elected Members' Interest Register attached as Attachment A; and

b)     Confirms/Amends the proposed management plan for Elected Members' Interests.

 

 

Attachments

 

Title

Page

a

Elected Members' Register of Interest

7

  



Economic Development Committee

21 June 2021

 

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Economic Development Committee

21 June 2021

 

Confirmation of Minutes

Economic Development Committee meeting - 9 February 2021

 

 

RECOMMENDATIONS

That the Committee:

a)     Confirms the public part of the minutes of the Economic Development Committee meeting held on 09 February 2021 as a correct record.

 

 

 

Attachments

 

Title

Page

A

Minutes of Economic Development Committee meeting  held on 9 February 2021

18

 

 


Economic Development Committee

21 June 2021

 

 

 

Economic Development Committee

MINUTES

 

Minutes of an ordinary meeting of the Economic Development Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Tuesday 09 February 2021, commencing at 1.37 pm

 

PRESENT

 

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

 

 

IN ATTENDANCE

Sandy Graham (Chief Executive Officer), John Christie (Director Enterprise Dunedin), Fraser Liggett (Economic Development Programme Manager), Malcolm Anderson (City Marketing Manager), Dougal McGowan (Economic Development Project Manager), Antony Deaker (Film Dunedin Coordinator, Enterprise Dunedin),  Louise van der Vlierd (Manager Visitors Centre), Suz Jenkins (Finance and Operations Manager), Benje Patterson (Business Analyst) and Margo Reid (Study Dunedin Coordinator),

 

 

Governance Support Officer                  Wendy Collard

 

 

 

1          Public Forum

There was no Public Forum.  

 

2          Apologies

There were no apologies.

 

3          Confirmation of agenda

 

 

Moved (Cr Chris Staynes/Cr Andrew Whiley):

That the Committee:

 

Confirms the agenda without addition or alteration

 

Motion carried (ED/2021/001)

 

 

4          Declarations of interest

Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.

 

 

 

Moved (Cr Chris Staynes/Cr Rachel Elder):

That the Committee:

 

a)     Notes the Elected Members' Interest Register; and

b)     Amends the proposed management plan for Elected Members' Interests.

Motion carried (ED/2021/002)

 

5          Confirmation of Minutes

5.1       Economic Development Committee meeting - 19 October 2020

 

Moved (Cr Chris Staynes/Cr Steve Walker):

That the Committee:

 

a)    Confirms the public and confidential minutes of the Economic Development Committee meeting held on 19 October 2020 as a correct record.

b)    Notes that the confidential minutes were publicly released in November 2020.

Motion carried (ED/2021/003)

    

Part A Reports

6          Economic Development Committee Forward Work Programme

 

A report from Civic provided the forward work programme for the 2021 year

The Director, Enterprise Dunedin (John Christie) spoke to the report and responded to questions.

 

Moved (Cr Andrew Whiley/Cr Rachel Elder):

That the Committee:

 

a)     Notes the Economic Development Committee forward work programme.

Motion carried (ED/2021/004)

 

7          Actions From Resolutions of Economic Development Committee Meetings

 

A report from Civic provided the open and completed actions from resolutions of Economic Development Committee meetings from the start of the triennium in October 2019.

The Director, Enterprise Dunedin (John Christie) spoke to the report and responded to questions.

 

Moved (Cr Andrew Whiley/Cr Chris Staynes):

That the Committee:

 

a)     Notes the Open and Completed Actions from resolutions of Economic Development Committee meetings.

Motion carried (ED/2021/005)

 

8          Enterprise Dunedin Activity Report - February 2021 Update

 

A report from Enterprise provided an update on Enterprise Dunedin activities.

The Economic Development Programme Manager (Fraser Liggett), the City Marketing Manager (Malcolm Anderson), Study Dunedin Coordinator (Margo Reid), the I-Site Manager (Louise Van der Vlierd) and the Film Co-ordinator (Antony Deaker) spoke to the report and responded to questions.

 

 

Moved (Cr Rachel Elder/Cr Andrew Whiley):

That the Committee:

 

a)     Notes the Enterprise Dunedin Activity Report – February 2021 Update.

Motion carried (ED/2021/006)

 

9          Strategic Tourism Assets Protection Programme Update

 

A report from Enterprise Dunedin provided an update on the progress in implementation of the Strategic Tourism Assets Protection Programme (STAPP).  The STAPP programme had been designed to support tourism businesses and Regional Tourism Organisations.  It noted that decisions on funding allocations were made by the Tourism Recovery Ministers Group, supported by Ministry of Business, Innovation and Employment (MBIE) advice.

The report also noted that Enterprise Dunedin received $700k + GST for the implementation of 15 individual programmes between November 2020 and March 2022.

The City Marketing Manager (Malcolm Anderson) spoke to the report and responded to questions.

 

Moved (Cr Andrew Whiley/Cr Rachel Elder):

That the Committee:

 

a)     Notes the Strategic Tourism Assets Protection Programme Update.

Motion carried (ED/2021/007)

 

             

 

The meeting concluded at 2.42 pm.

 

 

 

 

 

..............................................

CHAIRPERSON

   

 

    


Economic Development Committee

21 June 2021

 

Part A Reports

 

Actions from resolutions of Economic Development Committee meetings

Department: Civic

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to detail the open and completed actions from resolutions of Economic Development Committee meetings from the start of the triennium in October 2019 (Attachment A and B).

2          As this report is an administrative report only, there are no options or Summary of Considerations.

 

RECOMMENDATIONS

That the Committee:

a)     Notes the Open and Completed Actions from resolutions of Economic Development Committee meetings shown in Attachment A and B.

 

discussion

3          This report provides an update on resolutions that have been actions and completed since the last Economic Development Committee meeting.

NEXT STEPS

4          An updated actions report will be provided at all Economic Development Committee meetings.

 Signatories

Author:

Wendy Collard - Governance Support Officer

Authoriser:

Clare Sullivan - Manager Governance

Attachments

 

Title

Page

a

Open Actions

23

b

Completed Actions

24

  


Economic Development Committee

21 June 2021

 

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Economic Development Committee

21 June 2021

 

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Economic Development Committee

21 June 2021

 

 

Economic Development Committee Forward Work Programme

Department: Civic

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to provide the forward work programme for the 2021-2022 year (Attachment A). 

2          As this is an administrative report only, there are no options or Summary of Considerations. 

RECOMMENDATIONS

That the Committee:

a)     Notes the Economic Development Committee forward work programme as shown in Attachment A.

 

NEXT STEPS

3          An updated report will be provided to future meetings of the Economic Development Committee.

 

Signatories

Author:

Wendy Collard - Governance Support Officer

Authoriser:

Clare Sullivan - Manager Governance

Attachments

 

Title

Page

a

Economic Development Committee Forward Work Programme

27

 

 



Economic Development Committee

21 June 2021

 

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Economic Development Committee

21 June 2021

 

 

Grow Dunedin Partnership June 2021 Update

Department: Enterprise Dunedin

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to update the Economic Development Committee (EDC) on Grow Dunedin Partnership (the Partnership) activity. The update, report and attachments are being presented on behalf of the Partnership by Chair, John Gallaher and Deputy Chair, David Thomson (University of Otago).

2          In summary:

a)         An independent Chair, John Gallaher was appointed in October 2020;

b)        Two independent Board members were appointed to the Partnership in March 2021;

c)         An independent report has been commissioned to benchmark Dunedin with other New Zealand cities, based on the Economic Development Strategy 2013-2023 (the Strategy) measures;

d)        The Partnership has developed an Implementation Plan for 2021/22.

RECOMMENDATIONS

That the Committee:

a)     Notes the June 2021 Grow Dunedin Partnership Update Report

b)     Notes the May 2021 Dunedin Benchmarking Report

c)     Notes the Grow Dunedin Partnership Implementation Plan 2021/22.

 

BACKGROUND

3          The Partnership was established in 2012 to lead the city’s delivery of the Economic Development Strategy 2013-2023.

4          The Strategy sets out two economic goals:

a)         10,000 extra jobs over 10 years (requiring approximately 2% per annum); and

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

DISCUSSION

5          The Partnership has implemented the following actions over the last 12 months:

a)         The terms of reference have been reviewed and refreshed. These were approved by Council in September 2020 and the individual Partners;

b)        An independent Chair, John Gallaher was appointed in October 2020;

c)         A recruitment process for independent representatives on the Partnership was undertaken by John Gallaher, David Thomson and Councillor Chris Staynes which resulted in the following appointments in March 2021:

·        Barbara Bridger, Chief Executive, Otago Community Trust;

·        Jason Tibble, Regional Commissioner & Chair of Regional Public Service, Ministry of Social Development;

d)        Benje Patterson Ltd was engaged in April 2021 to benchmark Dunedin with other New Zealand cities based on the measures in the Strategy (Attachment A);

e)        A 2021/22 Implementation Plan has been developed (Attachment B).

OPTIONS

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

NEXT STEPS

7          The Partnership will provide further updates on the Strategy and outcomes to EDC. These reports will be noted in the EDC forward work programme.

 

Signatories

Author:

Fraser Liggett - Economic Development Programme Manager

Authoriser:

John Christie - Manager Enterprise Dunedin

Attachments

 

Title

Page

a

Dunedin Benchmarking Report - May 2021

33

b

Grow Dunedin Partnership Implementation Plan 2021/22

41

 

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

 

The Grow Dunedin Partnership Implementation Plan aligns with the strategic delivery of the Economic Development Strategy 2013-2023.

Māori Impact Statement

Ngai Tahu is a partner of the Grown Dunedin Partnership.  Engagement with Rūnaka will be undertaken throughout the development and delivery of the Grow Dunedin Partnership Implementation Plan projects.

Sustainability

Sustainability will feature as a key component for development of all projects identified in the Grow Dunedin Partnership Implementation Plan.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Council supports contribution for the delivery of the Economic Development Strategy through Enterprise Dunedin’s operational budgets. Other partners will contribute to the delivery of the Implementation Plan via their own organisations.

Financial considerations

There are no known financial implications and delivery of the projects will be assessed by the Partnership.

Significance

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

Engagement – external

External engagement has been undertaken with the Grow Dunedin Partners and their representatives e.g. Otago Chamber of Commerce, Otago Polytechnic, Otago Southland Employers Association, University of Otago; and independent Board members from Forsyth Barr Ltd, Otago Community Trust, Ministry of Social Development.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no known risks; however, risk assessments will be undertaken when planning the Grow Dunedin Partnership Implementation projects.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Engagement with Community Boards will be undertaken as relevant to the Grow Dunedin Partnerships Implementation Projects.

 

 


Economic Development Committee

21 June 2021

 

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Economic Development Committee

21 June 2021

 

GDP Implementation Plan – 2021/22

The Grow Dunedin Partners (GDP) Implementation Plan has been designed to prioritise action for the partners of the Economic Development Strategy (EDS). The EDS was developed collaboratively by the Dunedin City Council, Otago Chamber of Commerce, Ngai Tahu, Otago/ Southland Employers Association, The University of Otago and Otago Polytechnic. Projects included in the plan have been identified to have strong alignment with the themes from the EDS and Enterprise Dunedin’s Business Plan.

Implementation Plan opportunities:

1. To engage and partner with Runaka to give effect to Te Tiriti o Waitangi in GDP activities and outcomes;

2. To progress and communicate our strategic response to current economic challenges;

3. To align and prioritise initiatives that deliver outcomes beyond what we are already and/or planning on doing;

4. To seek investment which builds on and scale up existing initiatives;

5. To align the proposed implementation plan with our regional economic development strategy and framework;

6. To champion, support and promote the plan and activities within each partner organisation and wider Dunedin community.

 

EDS themes: Priority areas for change that will help us meet our objectives

Social networkAlliance for innovation

Lightbulb and gearBusiness Vitality

Head with gearsA Hub for Skills and Talent

North AmericaLinkages Beyond our Boarders

RocketA Compelling Destination

Improve linkages between industry and research.

Increase scale in innovation and tradeable sectors.

Improve ease of doing business.

Grow the value of exports.

Increase retention of graduates.

Build the skills base.

Grow Migrant numbers.

Increase international investment.

Establish strategic projects with other cities.

Enhance the city centre and environs.

Increase the value derived from tourism and events.

Improve an awareness and opportunities of Dunedin’s advantages.

 

Our initiatives (projects/proposals that are strategically aligned)

On-going projects: Priority projects for 2021/22:

Success Measures

Social network

Lightbulb and gear

Head with gears

North America

Rocket

Economic Development Strategy – Support the review of the Dunedin Economic Development Strategy.

In collaboration with the Dunedin City Council, the EDS review is aligned to the Thriving Cities Framework.

Social network

Lightbulb and gear

Head with gears

 

 

CODE (New Zealand Centre of Digital Excellence) - A Dunedin-based initiative intended to enable the development of a $1bn video game industry over ten years. CODE has the potential to connect gaming professionals through the development of Centre of Vocational Excellence (COVE) and apply games technology to serious issues such as health.

Implementation of CODE is completed, and new entity is established by 31 December 2021.

Social network

Lightbulb and gear

Head with gears

North America

Rocket

Otago Regional Economic Development Support focussed and productive long-term collaboration between Otago Councils, including the identification and progression of economic development activities and projects which align with their individual strategic priorities and provide regional benefits.

Initial partnership programme phase is completed by June 2022.

 

 

Social network

Lightbulb and gear

Head with gears

 

 

Start-up Ecosystem – Investment, support and continuing development of Dunedin’s start-up, technology, innovation ecosystem through access to talent, internships, business support and coordination.

Support ongoing commitment and investment by shareholders (University of Otago, Otago Polytechnic and Dunedin City Council) in Start-up Dunedin activities.

Social network

 

Head with gears

North America

 

International Relations – Leverage off Dunedin’s sister city relationships such as Shanghai (plus other city agreements) to identify two-way trade and investment opportunities (including for talent and education). Assess the extent to which our connections with political (China) plus business interests (for instance JPGames/Japan) can benefit Dunedin businesses.

 

Review and implementation of the Memo Of Understanding schedule. 

 

 

Head with gears

North America

Rocket

Export Education – International education has the potential to provide significant economic and social value to Dunedin and be incorporated into destination marketing activities.  Ability to create partnerships that are mutually beneficial.

Achieve contribution from Export Education of $20m to Dunedin’s economy.  (Based on approx. $200m value and of 10% of market).

Developmental projects Priority projects for 2021/22:

Success Measures

Social network

Lightbulb and gear

Head with gears

 

 

Games for Health – The CODE business case identified opportunities to develop and apply games technology to health issues. Southern District Health Board’s $1.4b health transformation programme, along with the University of Otago and Otago Polytechnic provides an opportunity to develop a niche for games for health.  This provides the ability to combine health with the start up sector, then research the outcomes.

 

Development of business case and advice for Games for Health by 30 June 2022.

 

Social network

Lightbulb and gear

Head with gears

 

 

Skills /Labour force attraction With $3.3 bn investment over the next 10 years in capital investment, there is an opportunity to enable economic benefits for Dunedin residents. There is a need to match training and education with skills need for Dunedin (current and future).

 

Collaboration between government agencies MBIE/MSD and GDP Partners to explore opportunities.

Social network

Lightbulb and gear

 

North America

Rocket

Export logistics - One major challenge for our primary sector, which can also be viewed as an opportunity, is the speed/effectiveness to which our high-quality perishable goods can get to market. A collaborative approach is critical to create the scale required to change this.

 

Complete research into primary sector volumes in Otago and Southland by 31 December 2021.

Social network

Lightbulb and gear

 

North America

Rocket

Dunedin Destination Plan - Rewrite the 2017 Dunedin Destination Plan to implement a Dunedin Inc approach to both Destination Marketing and Management of the City.

 

Complete the review and development of the new Dunedin Destination Plan by 30 June 2022.

 

 


Economic Development Committee

21 June 2021

 

 

Dunedin City -  Annual Economic Profile Update

Department: Enterprise Dunedin

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to provide the Economic Development Committee with an update of progress against the 2013-2023 Economic Development Strategy goals and an overview of the Dunedin economy.

2          Calculations in this report draw on detailed data in the Infometrics Annual Economic Profile (to March 2020) and more recent Statistics New Zealand estimates (to March 2021) based on payroll tax filings.

RECOMMENDATIONS

That the Committee:

a)     Notes the Dunedin City – Annual Economic Profile Update report.

 

BACKGROUND

3          Enterprise Dunedin activity is informed by the 2013-23 Economic Development Strategy (EDS). The EDS 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.

 

4          The EDS sets out two overarching economic goals:

·        10,000 extra jobs over 10 years.

·        An average $10,000 extra income for each person.

DISCUSSION

Progress of the EDS goals to March 2020

5          The following table shows an update of key economic performance measures that cover those summarised in the 2013-23 EDS.

6          Insights presented in the table are based on calculations from data in the Infometrics Annual Economic Profile.

7          The data in the Annual Economic Profile is to March 2020. To supplement this information with more recent information (to March 2021), payroll filings data from Statistics New Zealand has also been analysed and presented later in this report.

8          Jobs in Dunedin increased by 7,091 over the seven years to March 2020, compared to an employment expansion of just 2,288 jobs in the decade prior to the implementation of the 2013-2023 EDS.

9          The following chart highlights that in inflation adjusted terms, average wage earnings growth is tracking just below what is needed to lift incomes by $10,000 per person over the EDS 10-year period.

Employment and wage trends since COVID-19

10        Dunedin’s overall economy has remained resilient since the COVID-19 lockdown in March 2020.

11        Data from Statistics New Zealand, based on payday payroll filings, shows that job numbers in Dunedin during March 2021 were on par with a year ago (0.0% growth).

12        From an industry perspective, job numbers are continuing to expand particularly strongly within health, construction, and public administration, while there have also been gains to finance and agriculture. These growth trends are consistent with higher levels of public spending, population growth, and increasing building consents data.

13        Growth industries have offset declines within retail, transport and warehousing, manufacturing, administrative support, rentals and hiring, media, hospitality, and arts and recreational activities (which capture many visitor attractions).

14        The payroll data also gives insight as to what has happened to wages. The data shows that wages across the March 2021 year averaged $59,239, compared to average wages of $57,965 in the March 2020 year prior to the COVID-19 pandemic.

15        Despite overall job numbers and earnings data holding, there were still vulnerable groups who have missed out. Detailed demographic insight from MSD Jobseeker Benefits data highlights that youth and Pasifika have been disproportionately affected, as have women.

16        The emergence of migration from New Zealand’s biggest cities into regional centres including Dunedin, is also expected to continue.

OPTIONS

17        As this is an update report, there are no options.

NEXT STEPS

18        Further reports will be commissioned to monitor Dunedin’s Economic Growth and progress against the EDS goals.

19        Enterprise Dunedin has commissioned Infometrics to provide an early update of its economic profile to March 2021 to take into consideration the impacts of COVID-19, and this report will be received later in 2021.

 

Signatories

Author:

Benje Patterson - Business Analysis Contractor

Fraser Liggett - Economic Development Programme Manager

Authoriser:

John Christie - Manager Enterprise Dunedin

Attachments

 

Title

Page

a

Infometrics 2020 Annual Economic Profile

48

 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

This report shows the economic well-being of communities in the present and for the future.

Fit with strategic framework

 

Contributes

Detracts

Not applicable

Social Wellbeing Strategy

Economic Development Strategy

Environment Strategy

Arts and Culture Strategy

3 Waters Strategy

Spatial Plan

Integrated Transport Strategy

Parks and Recreation Strategy

Other strategic projects/policies/plans

 

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

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no known impacts for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Enterprise Dunedin activities and delivery on the 2013-2023 Economic Development Strategy are included in the 2018-2018 Long Term Plan.

Financial considerations

There are no identified financial considerations.

Significance

This report is considered of low significance in terms of the Significance Engagement Policy.

Engagement – external

Infometrics Ltd were engaged to provide the annual Regional Economic Profile Report.

Engagement – internal

No internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

The are no known 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

21 June 2021

 

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Economic Development Committee

21 June 2021

 

 

Enterprise Dunedin Activity Report - June 2021 Update

Department: Enterprise Dunedin

 

 

 

EXECUTIVE SUMMARY

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

RECOMMENDATIONS

That the Committee:

a)     Notes the Enterprise Dunedin Activity Report – June 2021 Update.

 

DISCUSSION

2          Enterprise Dunedin activity is informed by the 2013-2023 Economic Development Strategy. 

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).

Centre of Digital Excellence (CODE)

4          Work has continued across several workstreams. The CODE Project Team and Working Group has:

a)         finalised legal constitutional and shareholding arrangements with CODE partners;

b)        progressed negotiations with Kati Huirapa Rūnaka  ki Puketeraki and negotiations with Te Rūnanga o Ōtākou regarding shareholding;

c)         commenced the recruitment process for the DCC director and CODE Chair.

5          The second round of CODE grants closed on 3 May 2021 with 28 expressions of interest (EOI) for kickstart (development of prototypes), start-up (games and smaller studios) and scale up (encouraging larger studios) funding. The proposals are currently being developed into full request for proposals and assessed.

6          This builds on 56 EOIs received in the first round of funding, seven contracted projects and creation of five new studios in Dunedin.

7          Dunedin based Kiwi Paralympian Holly Robinson, was announced as a character in the JPGAMES Pegasus Dream Tour on 17 May. This opportunity was the culmination of work by Enterprise Dunedin, Ms Robinson and Mr Kawashima of JPGAMES as part of a memorandum of understanding signed with CODE in late 2019.

8          The Games for Health workstream continues to be developed. A workshop is planned with the CODE Working Group at the end of June to determine the initial scope. Considerations are likely to include the implications of the Health and Disability Review, choices regarding primary, secondary and tertiary health and alignment with the Ministry of Health’s Health Technology Framework.

Otago Regional Economic Development (ORED) and Regional Strategic Partnership Fund

9          ORED is a regional project partnership of economic development agencies across Otago that has been endorse by the region’s Mayors.

10        The ORED Working Group has engaged with the DCC’s Manahautū General Manager Māori Corporate Services Group, who has guided ORED in developing a pathway to establish a partnership with Iwi.

11        A key focus is the ongoing development of relationships and partnerships with stakeholders and developing a set of draft priorities which can sit under the ORED Framework. This will be an opportunity to develop a more widely shared vision for the region’s economic development and to review and adapt the Framework to reflect the current context.

12        This work continues to align with the Provincial Development Unit (PDU) and recently announced $200m Regional Strategic Partnership Fund announced by Stuart Nash, Economic and Regional Development Minister on 27 May 2021.

Business Vitality

Business Clinics

13        Enterprise Dunedin supports people seeking information such as compliance, financial planning and funding and refers people to relevant agencies and services.

14        32 people attended clinic sessions in the period between 1 July 2020 and 30 April 2021 on ideas including new food businesses, dog walking, tech services and shared workshop spaces, with six requesting follow up sessions.

Alliances for Innovation

Film

15        Film Dunedin provided support on a range of services including crew introductions, business introductions, locations search, city services information, parking, and access to land and buildings.

16        Support was provided to the producers of ‘The Royal Treatment’ feature film. The project contracted Dunedin crew, actors and service providers and generated close to 4,500 bed nights in the period January to April 2021.

17        The crews working on ‘The Royal Treatment’ film and the television series ‘One Lane Bridge’ (Series 2) and ‘Under the Vines’ filmed in Otago during the first quarter of 2021 were 50% local hires. Film Dunedin is working with Film Otago Southland and Film Queenstown Lakes to facilitate training for crew in areas where there are regional shortages. This includes sound, grips, camera locations and production accounting.   

18        Film Dunedin continues to receive inquiries for a range of feature films and television projects considering Dunedin and Otago as their base. There are currently nine major projects in the inquiries pipeline regionally through to mid-2022.

19        In the 11 months to May 2021, Film Dunedin:

a)         responded to 173 inquiries related to filming in the city, compared to 85 inquiries in the same period in 2020; and

b)        issued 44 film permits compared with 43 permits in the corresponding period in 2020.

A Hub for Skills and Talent

JobDUN - Business Internship programme 2020/2021

20        The objective of the JobDUN programme is to meet business needs, create high value jobs, retain skills and talent and contribute to the economic growth of Dunedin. The programme allocates funding for 50 intern placements on an annual basis.

21        The 2020/2021 season attracted 24 businesses applying for 44 interns, with over half from the ICT/Tech and Creative sectors. Notwithstanding the impact of COVID-19, this compares favourably with 28 businesses in the 2019/2020 season.

22        Enterprise Dunedin will analyse results with businesses and interns in June 2021 to report on satisfaction levels and job creation results. Early indications are that JobDUN has produced 20 roles, 11 of which are new roles (nine FTE, six PTE, five Contract) in 2020/2021.  The 2021/2022 season will be launched in July 2021.

Start Up Ecosystem

23        The following highlights were achieved by Start Up Dunedin Trust (SUDT) during the period between January – March 2021:

a)         22 enquires from new founders (including incubation screening and support) bringing the year to date total to 184;

b)        delivery of three cohorts of “Audacious” during the period (two in person and one online) with 85 new ventures accepted into the programme;

c)         events included sessions with Cognito, Young Enterprise, Pacific Students support and inclusive entrepreneurial support organisation Hui;

d)        Five applications were received for Distiller incubation, bringing the year to date total to 19;

e)        work has continued with investors including Icehouse and Blackbird Ventures. 

24        The local premier of Outside the Valley was held on 6 June 2021 at the Rialto Cinema. The film which documented start up activity outside Silicon Valley included communities in Mexico, Uruguay, Portugal and New Zealand with a particular focus on Dunedin as an entrepreneurial destination. The session was attended by nearly 200 people and showcased Pōtiki Poi, Cloud Cannon and Heidi Renata from Innov8HQ.

Linkages Across Borders

Project China

25        Project China received a runner up award in the Best Project (Corporate or Commercial Focused) category at the Sister Cities New Zealand’s Annual Conference on 15 April.

26        The following activities were undertaken during the period:

a)         supporting the coordination of the New Zealand-China Non-Communicable Diseases Research Collaboration Centre (NCD CRCC) forum in March 2021.

b)        Zoom were held conferences with:

·        the Qingyuan Foreign Affairs Office to discuss current economic and social conditions and develop a work plan for future cooperation in education, trade and high-tech areas in April 2021;

·        the Shanghai Foreign Affairs Office on proposed activities over the next 12 months in May 2021.

c)         preparation continues the planned renewal of memorandums of understanding with Shanghai Yu Garden, Shanghai Public Library and the Shanghai Science & Technology Commission in the area of non-communicable disease research.

d)        planning has commenced on the development of an International Strategic Framework (commencing with Project China) to further enable economic, social opportunities and city strengths with sister cities and other cities.

Compelling Destination

Destination Marketing

27        Dunedin’s visitor sector continues to be affected by COVID-19 travel restrictions. Across New Zealand there has been a distinct shift by domestic travellers away from urban centres. The opening of both Trans-Tasman and Cook Islands will have further impact on domestic visitation.

28        Enterprise Dunedin’s marketing activity continues to adjust depending on COVID-19 alert levels and border restrictions. Planning and subsequent implementation is underway for a refreshed domestic campaign focusing on school holidays and events.

29        Investment in marketing opportunities in Australia are well advanced both directly and in conjunction with Tourism New Zealand.

Strategic Tourism Assets Protection Programme (STAPP v1)

30        Destination Management (DM) brings together difference stakeholders to achieve the common goal of developing a well-managed and sustainable visitor destination. A Destination Management Plan (DMP) is the outcome of this initiative and is being funded by STAPP.

31        In February 2021, Enterprise Dunedin commissioned Stafford Strategy to write a new Destination Plan, in accordance with the Ministry of Business, Innovation and Employment’s (MBIE) guidelines.

32        Stafford Strategy are currently developing the new Destination Plan. To date face to face engagement has included mana whenua, key stakeholders, partners, tourism operators and Community Boards, with 35 written submissions received. A review of the feedback including the workshop findings is underway.

33        During COVID-19 a Central Government Industry taskforce launched an initial draft of the future of tourism in Aotearoa. This proposed an enhance role for entities such as ED in Destination Management. The taskforce recommended DMPs be integrated into local planning processes and aligned with national visitor planning frameworks. The Tourism Minister is now seeking to develop new outcomes through a government partnership with tourism businesses, members of the taskforce, iwi, researchers and independent advisors.

34        The new outcomes will be delivered through a Tourism Industry Transformation Plan (ITP). The IPT will build on recent work by the Parliamentary Commissioner for the Environment, Tourism Future Taskforce and the Climate Change Commission to transform tourism to a more sustainable model.

35        It is anticipated that Dunedin’s new Destination Plan will be completed by November 2021. This date may change if work currently undertaken on the ITP signals changes that may affect the management of Dunedin as a destination. 

Strategic Tourism Assets Protection Programme (STAPP v2)

36        In May 2021 the Tourism Minister announced a $200m fund investment entitled Tourism Communities. The package focuses on Support, Recovery and Re-set and seeks to provide immediate funding support.  Applications are open to Regional Tourism Offices (RTOs) and close on 20 June 2021.

37        $26m has been allocated to RTOs to manage, plan, promote, and market tourism activities in their regions. Enterprise Dunedin expects to receive $1.0m subject to agreement on planned activity.

38        Overall, this investment will support RTOs to implement destination management and planning and be used to encourage more people to explore their regions. The funding aims to support the broader tourism sector, stimulate regional demand, increase industry capability, and progress the goals of the New Zealand-Aotearoa Government Tourism Strategy.

39        The investment plans that RTOs will be required to develop sit across three streams as per STAPP; Product Development and Capability, Destination Management and Destination Marketing.

Visit Sector Initiatives and Engagement

40        Enterprise Dunedin continues to invest in marketing the Central Otago Touring Route from Dunedin to Queenstown. Work with other RTO partners in marketing the Southern Scenic Route (SSR), reviewing current branding and positioning of the SSR. Investment in these opportunities is likely to increase in line with Touring Route initiatives with Tourism New Zealand (TNZ), particularly in the Australian market.

41        Enterprise Dunedin is coordinating the region’s MBIE’s Regional Events Fund. The fund is for new or existing events, or capability building and is available to June 2023. It is designed to replace lost international visitor spend and boost regional domestic spend. The latest round distributed $110,000 to two events. Two more rounds occur in 2021 and 2022.

Research and Data

42        The new Accommodation Data Programme commenced in July 2020. Dunedin’s occupancy rate for March 2021 was 56.4% (New Zealand’s was 41.3%). Average nights stayed per guest remains consistent with February at 1.9 nights.

43        The Ministry of Business, Employment and Innovation (MBIE) has replaced the Monthly Regional Tourism Estimates (MRTE) to measure tourism spend at an RTO level, with Tourism Electronic Card Transactions (TECTs). The TECTs aims to present the measured electronic card transactions (ECT) attributable to tourism but without any attempt to represent the total spend. The TECTs are based almost exclusively on physical electronic card transactions, and do not include any other form of spending such as cash, pre-purchases or online spend. This results in the figures in the TECTs being substantially smaller than those in the MRTEs so the two series should not be directly compared and limitations of the TECT figures needs to be acknowledged.

44        A comparison of the last three months visitor spend for Dunedin is shown below:

TECT Spend

Month end

Domestic

2020

Domestic

2021

International

2020

International

2021

January

$28m

$28m

$11m

$2m

February

$34m

$31m

$10m

$3m

March

$28m

$33m

$6m

$3m

 

 

 

 

45        For the year ending March 2021 domestic visitor spend in Dunedin fell 15% compared to March 2020; the national average was down 17% for the period.

46        Social and website engagement results for January to May 2021 are:

a)         DunedinNZ.com remains high with 33% increase in the number of website visitors and a 24% increase in the number of pages per session compared to the previous reporting period;

b)        the DunedinNZ Instagram account had 815,481 impressions with 41,994 interactions and 43,600 followers (a user who follows your account and can see, like and comment on any photo you post). The DunedinNZ Instagram account has an engagement rate of 5% (quantitative measure of how users interact with the content), which compared to other Regional Tourism Organisations (RTOs) is the highest in New Zealand;

c)         the DunedinNZ Facebook page has had 2,483,883 impressions with followers totalling 91,190. The engagement rate totals 5.8% with 7,981 clicks on post links.

47        The Destination Marketing research portfolio is complete for the year, with work including microsegments, residents’ sentiment around tourism, visitor perceptions and visitor expectations (with University of Otago). These sit alongside new data sources and will continue to inform Enterprise Dunedin’s marketing direction.

Business Events (Conferences)

48        Dunedin Business Events has extended the contract for Tourism Marketing Solutions to generate new conference leads and this is funded by MBIEs STAPP fund. Four leads have been generated with Enterprise Dunedin submitting one bid for March 2022, which was unsuccessful.

49        Enquiries for new business events has increased with 14 new leads to date compared to nine in the same quarter of 2020.

50        Enterprise Dunedin is fielding enquiries for International Conferences and is currently working on two International Bids; one with the University of Otago and one with the Otago Polytechnic Design School.

Consumer Marketing – New Zealand and Australia

51        The “Event-full Autumn” domestic campaign was launched in March. Events have been identified by Tourism New Zealand as a key driver of domestic tourism outside of the traditional school holiday periods. Marketing collateral has featured in NZME Digital, NZ Geographic, Stuff Digital, Viva Magazine, TVNZ OnDemand, NZME Travel Inserts and North & South. The aim is to encourage external visitation to attend events and to stay longer and enjoy extra activities.

52        In partnership with Dunedin Airport and OUSA, Enterprise Dunedin facilitated a ‘Dunedin Takeover’ at the Auckland Craft Beer & Food Festival in March. The aim was to create awareness of Dunedin as a visit destination and showcase a major Dunedin event (Dunedin Craft Beer & Food Festival). Overall, the event achieved the key objectives of raising awareness of Dunedin, enhancing travel opportunities to Dunedin and working with other Dunedin business partners.

53        Enterprise Dunedin currently supports the Otago Nuggets with the Dunedin brand on court signage and the team warmup strip. This brand placement seeks to drive awareness of Dunedin as a destination to national and international audiences through widespread television coverage. As part of the agreement players are contracted to promote Dunedin through their social channels.

54        The “Anything But” domestic winter campaign was launched in May. This campaign is pitching Dunedin as a place to visit in winter and challenge the negative perceptions of Dunedin head-on. The initial launch in May features a mix of events aligned with key marketing pillars and will be featured across multiple channels e.g. NZME Digital, Stuff Winter Insert, Southland Times, Herald Winter Insert, Viva Gloss, Kia Ora Magazine, Fashion Quarterly, North & South.

55        In collaboration with University of Otago, Enterprise Dunedin attended Tertiary Open Day to market the city for future students and parents. Prior to the event, digital channels were used to push extending stay and to facilitate visiting attractions beyond the tertiary precinct. Data Ventures reported 10,260 domestic visitors in the city on Sunday 23 May, well above the ongoing monthly average of 6,300.

56        Enterprise Dunedin continues to use ‘Plan D’ as the creative direction to market Dunedin and launched a continuation of that campaign in Australia. The campaign reflects the domestic success with Tourism Sentiment Index (TSI) reporting “On a global average of 20,000 destinations analysed in the TSI database. Dunedin finished in the top 30% of global TSI scores around the world.

57        Enterprise Dunedin is working closely with Tourism New Zealand on joint venture domestic campaign activity. Dunedin received the highest engagement on social platforms during February’s Urban Leisure Travel campaign. In April, TNZ launched the “Active Recharge” campaign featuring two Dunedin operators.

PR and Promotions

58        Enterprise Dunedin has secured 36 dedicated features or inclusions in regional, national and international publications. Featured stories were a mix of travel, lifestyle, business and city sector profiles including education and the start-up ecosystem.

59        Enterprise Dunedin’s broader activities and commentary from June 2020 to April 2021 have included 215 news articles nationally.

60        Coverage published over this period included a variety of media channels including Guardian Australia, National Geographic UK, Spinoff, the Young Adventuress, Cuisine and major New Zealand media outlets Stuff and NZME.

Trade Marketing

61        Enterprise Dunedin initiated the inaugural national domestic campaign with Flight Centre, Travel Associates and Travel Manager. The campaign featured three tourism operators and accommodation providers in Dunedin packages.

62        With commencement of trans-Tasman travel, Enterprise Dunedin has been working closely with TNZ to support the promotion of Dunedin to Australian Travel Trade. The Australian Travel Trade have specifically requested regional content, with TNZ filming in Dunedin as part of a regional series.

63        Enterprise Dunedin attended TRENZ in April in Christchurch with 15 Dunedin operators. This event had over 700 tourism attendees. Enterprise Dunedin and local operators participated in the workshops which will shape the future Tourism Strategy for New Zealand.

i-SITE Visitor Centre

64        As a result of COVID-19, the mix of visitors to the i-SITE Visitor Centre has changed significantly.  International travellers who were in the country pre COVID-19 have been continuing with their working holidays as planned.

65        The table below demonstrates the sales by domestic, international and cruise visitors at the Visitor Centre, from 1 July 2020 to 30 April 2021 compared to same period last year.

 

1 July 2019 – 30 April 2020

1 July 2020 – 30 April 2021

Domestic Travellers

24%

92%

International Travellers

47%

8%

Cruise Ship Travellers

28%

0%

Total

100%

100%

 

66        This table demonstrates the split of domestic visitors to the Dunedin visitor centre by region for 1 July 2020 to 30 April 2021 compared to the same period last year.


 

 

 

1 July 2019 – 30 April 2020

1 July 2020 – 30 April 2021

Northland

1.6%

2.6%

Auckland

9.9%

16.4%

Waikato

1.4%

2.9%

Bay of Plenty

3.5%

5.5%

Gisborne

0.1%

0.3%

Hawkes Bay

0.6%

1.5%

Taranaki

0.4%

0.8%

Manawatu-Wanganui

1.2%

1.0%

Wellington

4.2%

7.3%

Marlborough

1.1%

1.3%

Canterbury

6.8%

5.3%

Dunedin

62.8%

51.5%

Otago

4.2%

2.2%

Southland

 2.2%

1.4%

Total

100%

100%

NEXT STEPS

67        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 - Manager 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 Rūnanga o Ōtākou and Kati Huirapa Rūnaka ki Puketeraki regarding the development of Kaupapa CODE. Further engagement with Rūnaka is planned during the development of the OREDP.

Enterprise Dunedin continues to work with Aukaha around the rewrite of the Destination Plan and the cultural audit component of our marketing activity.

 

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 10-year plan.

Financial considerations

There are no financial considerations.

Significance

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

Engagement – external

External engagement has been held as relevant across Enterprise Dunedin’s portfolio, including Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki, Dunedin’s Tech sector, Education, Tourism, Film, Food, Cruise and general business sectors.  The has included consultation, online workshops, meetings and surveys, newsletters and general updates via Enterprise Dunedin’s CRM and face to face to meetings. 

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

Community Boards will be involved with ongoing discussions around the new Dunedin Destination Plan.

 

 


Economic Development Committee

21 June 2021

 

Study Dunedin 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 2013-2023 Economic Development Strategy (the Strategy). Study Dunedin supports international education in partnership with tertiary institutions, high schools, English language centres and the Otago Chamber of Commerce.

2          Education remains one of Dunedin’s key industries and economic drivers. Study Dunedin has continued to advocate and support the sector during a period of significant uncertainty arising from border restrictions in the international education market.

RECOMMENDATIONS

That the Committee:

a)     Notes the Study Dunedin update report.

 

BACKGROUND

3          Education is a significant industry in the city. The latest reports produced by the University of Otago and Otago Polytechnic 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.

4          Dunedin’s 12 high schools produce high quality National Certificate of Educational Achievement (NCEA) results each year and provide a wide range of quality subject options.

5          International education is a valuable part of the 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)         Resulted in 5,000 international students studying in Dunedin each year;

b)        Contributed approximately $200m in economic value to Dunedin;

c)         Supported over 2,200 jobs.

6          Study Dunedin was formed in 2013 to attract and facilitate greater numbers of international students to live and study in the city.  Study Dunedin works with the Study Dunedin Advisory Group (SDAG). This partnership includes the University of Otago, Otago Polytechnic, Otago Chamber of Commerce, 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 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 pathway building.  Activities are focussed on transitions between education sectors and developing programmes to support students into employment in Dunedin, and New Zealand, particularly in areas where skill shortages exist.

DISCUSSION

Sector Update

7          New Zealand’s borders continue to be closed to almost all international students.  Current predictions indicate that up to 90% of international students will have departed New Zealand by the end of 2021, leaving approximately 16,000 studying onshore.

8          Starting this year, Government has allowed 1,250 tertiary undergraduate and post-graduate students entry into New Zealand under strict exemption conditions and through managed isolation.  Currently under half of those places have been activated, and so arrangements have been made for 400 places to be available for Chinese undergraduate students to fly in June from Shanghai to Auckland to begin second semester studies at all eight universities.

9          The Ministry of Education has been working on a Strategic Recovery Plan for International Education with peak bodies, industry groups and stakeholders. Together the regions have been collaborating with the Ministry of Education/Education New Zealand (ENZ) to ensure a regional perspective is included in the process and the final plan.

Supporting the Dunedin international education market

10        Study Dunedin has continued to support tertiaries and high schools over the last 12 months. Key work streams have focussed on student well-being, advocacy and supporting institutions as uncertainty remains. Activities to support student well-being have included:

a)         An End of Year Celebration in December 2020 at Logan Park which was attended by the Deputy Mayor. This was an opportunity for all international students across the sector to come together over food and activities;

b)        An Amazing Race event run in partnership with Sport Otago for high school students in March 2021.  The objective was to welcome international students back for the academic year;

c)         An I-Hub café run on a monthly basis where students can spend time together, doing activities and events that they have chosen.  The first event was undertaken on Thursday 20 May 2021 at the Dunedin Public Library.

11        Study Dunedin has continued to support institutions and partners (particularly education agents) through:

a)         Quarterly gatherings where high schools, English language schools, the University and Polytechnic can come together to share information and support;

b)        Attending monthly meetings with International Directors from Dunedin high schools to share information and provide support;

c)         Planning and implementing an Auckland Education Agent Famil programme in March 2021.  This was a follow-on from the Auckland Agent Event Study Dunedin in November 2020.  Nine international education agents spent three days visiting high schools and tertiary institutions.

A survey was completed by 75% of participants with 100% agreeing their experience was what they expected. Agents were also asked how they would describe Dunedin to students and parents. A sample response noted:

 “Otago is one of the top recommendations I make to students and their parents for high school and tertiary study. I was extremely impressed with the high schools and the academic results they get from their students - they far exceed that of Auckland schools in particular. The pastoral care they are giving their students also exceeds expectations. This wrap around support is also evident in both Otago Poly and Uni and the close proximity to the city and student accommodation is very appealing.”

d)        Collaborating with the University of Otago International Office to support their Tertiary Open Day programme.  Study Dunedin supplied a ‘Welcome to Dunedin’ gift bag to 28 international students flown to the city for the day by the International Office.

12        Study Dunedin is working with Education NZ to secure funding for a future focussed project aligned to work already underway in the city. The project (focussed on transitions and social licence/student stories) would span the next three financial years with the first year testing the hypothesis and a proof of concept.  Study Dunedin should learn the outcome of the application later in June.

OPTIONS 

As this is an update report, there are no options.

NEXT STEPS

13        Study Dunedin will report on ongoing activities and the outcome of the ENZ funding application as part of the EDC forward work programme.

 

Signatories

Author:

Margo Reid - Study Dunedin Co-ordinator

Dougal McGowan - Economic Development Project Manager

Authoriser:

Fraser Liggett - Economic Development Programme Manager

John Christie - Manager 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

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 low significance under the Significance Engagement Policy.

Engagement – external

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

Engagement - internal

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

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

 


Economic Development Committee

21 June 2021

 

 

Strategic Tourism Assets Protection Programme June 2021 Update

Department: Enterprise Dunedin

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to update the Economic Development Committee on the implementation of the Government funded Strategic Tourism Assets Protection Programme (STAPP).

2          The aim of STAPP is to support tourism businesses and Regional Tourism Organisations dealing with the economic impact of COVID-19.

3          Enterprise Dunedin received $700k to implement 15 STAPP projects between November 2020 and March 2022.

RECOMMENDATIONS

That the Committee:

a)     Notes the Strategic Tourism Assets Protection Programme update report.

 

BACKGROUND

4          In August 2020 Government allocated $20.2 million to the 31 Regional Tourism Organisations (RTOs) across New Zealand.

5          The investment supports RTOs to implement destination marketing initiatives that encourage more people to explore their regions. The funding also allows RTO’s to support the broader tourism industry, stimulate regional demand, increase industry capability and progress the goals of the New Zealand-Aotearoa Government Tourism Strategy.

6          Enterprise Dunedin (ED) has received $700k to implement 15 individual projects between November 2020 and March 2022.

DISCUSSION

7          A brief overview of the status of the fifteen STAPP projects underway with contractors and ED staff is summarised below.

Rewrite of the Dunedin Destination Plan

8          The first round of face to face consultation on the new Dunedin Destination Plan by Stafford Strategy has been completed and online submissions are now closed.

9          The next step is for the consultants to deliver a draft which will outline issues and opportunities for managing and marketing Dunedin as a destination.  Another round of consultation on this draft is planned.

10        It is likely that the new Dunedin Destination Plan will be complete by November. The final date is dependent on the implementation of national initiatives discussed in the Activity Report.

Destination Marketing

11        Programmes to enhance domestic destination marketing have been implemented by Enterprise Dunedin staff and a consultant.  The activity is aligned with partners including Tourism New Zealand (TNZ).

12        Planning has taken place to implement these marketing initiatives by March 2022. Analysing opportunities for the use of agencies to deliver some marketing initiatives, in both domestic and international spheres, has also occurred.

Business Events

13        Consultants Tourism Marketing Solutions (TMS) has been contracted to connect with at least 100 qualified ‘conference buyers’ a month to establish interest in holding a Business Event in Dunedin.

14        TMS has secured leads for business and increased interest in Dunedin.

15        This project’s completion date is 30 June 2021.

Marketing Cultural Audit

16        Aukaha has been contracted to review and advise on the appropriateness of marketing Ōtepoti Dunedin, from a Te tiriti o Waitangi and mana whenua cultural perspective.

17        This project started in April 2021 and is due for completion in September 2021.

Digital Assets/ New Image and Video assets

18        A contractor was appointed in November 2020 to grow DunedinNZ’s digital assets and streamline the management of these assets to enable enhanced access by the public.

19        Objectives include increasing the number of downloads and completing a set of imagery and video assets across all four seasons. 

20        This project is due for completion by the end of October 2021.

Data Sharing

21        This project aims to collect and share data across Dunedin activities and attractions with the objective of standardising visitor data. This would be captured on a monthly basis, aggregated, summarised and shared back to industry.

22        This project will commence in July 2021.


 

Product Review

23        Information around current tourism product by; type, price range, target market (where operators have this available) and by whom, has been gathered through an online portal, and manually through the i-SITE Visitor Centre.

24        This data is currently being analysed to determine gaps in the offering and potential opportunities related to the Dunedin brand. Workshops to investigate subsequent opportunities are scheduled over the next few months.

25        This project commenced in November 2020 and is due for completion by October 2021.

Crisis Resilience

26        Resilient Organisations has been contracted to assist tourism operators create or update their existing Crisis Resilience Plans.  Operators were invited to complete a confidential online survey to assess their current Resilience Plan. These plans were then reviewed by the consultants who produced individual resilience reports, including recommendations for improvement.

27        Following this, participants were invited and encouraged to join three online workshops focusing on:

·    Planning for an uncertain future;

·    Being ready for anything;

·    Business continuity planning.

28        In May 2021 workshops were held to support the development or upgrade existing Crisis Resilience Plans.

29        This project is now complete.

Pathways to Carbon Neutrality

30        The first stage of this project was a webinar for tourism operators with consultants EKOS and Coffey, who outlined the importance of; measurement, reduction, offsetting carbon, and how to use an online measurement tool.

31        In June, EKOS and Coffey will present and encourage tourism operators to utilise the carbon measurement tool and work towards carbon neutrality. A further workshop will initiate conversations about how visitors to Dunedin can contribute to the City achieving carbon neutrality by 2030.

 

32        This project is due for completion 30 June 2021.

 

Digital Marketing

 

33        Enterprise Dunedin originally planned to run digital marketing programmes for operators with its partner Maverick. Additional Government funding for Qualmark to run a similar programme led to Enterprise Dunedin withdrawing from the initiative. MBIE subsequently approved funding reallocation to the Digital Support project.

 

34        Enterprise Dunedin staff have supported Qualmark in facilitating the Digital Marketing workshops.

 

35        This project has been completed by Qualmark.

 

1                Signature Event/s Promotion

36        This funding is for supporting the marketing of events aligned to the Regional Event Funding Programme.

 

37        Completion will be dependent on the event timings between 2021 and June 2022.

 

45 South

 

38        A Memorandum of Understanding (MOU) was signed in March 2021 with Great South and the eight participating regions in the proposed 45 South NZ touring route (Lake Wanaka Tourism, Destination Queenstown, Destination Fiordland, Great South, Tourism Waitaki, Tourism Central Otago, Enterprise Dunedin and Clutha Development). Each RTO has contributed $25k from their STAPP funding with mutual agreement on how these funds will be spent including:

·        Employment of a Touring Route Development Advisor employed by Great South;

·        Data and visitor insights;

·        Development of the project’s business plan.

 

39        The long-term objectives of this project are to;

·        Grow visitor awareness and knowledge of this combined region and how to explore it;

·        Grow length of stay and spend in the region;

·        Encourage repeat visitation (especially domestic and Australia);

·        Encourage sustainable and effective recovery of our people and places post COVID-19.

 

40        This first stage is due for completion 30 November 2021.

 

Otago Cycle Trail Collective

 

41        In August 2020 a MOU was signed with Tourism Central Otago, Enterprise Dunedin, Clutha Development, Central Otago Queenstown Network Trust, Central Otago Clutha Trails Company and Otago Central Trail Operators Group to form a partnership to promote the regions trail experiences. A Trails Marketing role to promote the regions trail experiences has been established under the management of Tourism Central Otago.

 

42        The objectives are to;

·        Promote interregional travel between Dunedin, Central Otago, Clutha and other gateways;

·        Promote the ability to have a ‘low impact, low carbon’ holiday on a bike in Otago;

·        Enable efficient and effective use of various channels and media that reach key local and visitor markets and supports marketing from operators and the wider tourism industry.

 

43        This project is due for completion July 2021.


 

Community Sentiment

 

44        Contractor Angus & Associates completed a survey of Dunedin resident’s sentiment regarding tourism.

 

45        This survey measured resident’s sentiment around support for tourism, extent of pressures on the community, and both the benefits and negative impacts of tourism on the community.

 

46        The results of this survey have been shared with the consultants rewriting the Dunedin Destination Plan.

 

47        This project is now complete, although consideration is being given to continuing to understand long term trends.

 

Digital Support

 

48        This project’s key aims include providing additional support to assist the digital marketing of Dunedin in generating increased awareness and conversion across the range of digital platforms that Enterprise Dunedin uses.  The project is also focused on enhancing our digital reporting processes. 

 

49        This project is due for completion 24 December 2021.

 

OPTIONS   

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

 

NEXT STEPS

51        Staff will continue to implement and oversee the implementation of STAPP projects and report outcomes to MBIE.

52        This project will be added to Enterprise Dunedin forward work programme and further reports will be presented to committee.

 

Signatories

Author:

Malcolm Anderson - City Marketing Manager

Louise van de Vlierd - Manager Visitor Centre

Authoriser:

John Christie - Manager Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

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

 

 

Fit with strategic framework

 

Contributes

Detracts

Not applicable

Social Wellbeing Strategy

x                                           

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

Aukaha are contributing on behalf of mana whenua to the rewrite of the Destination Plan and the cultural audit marketing component of the programme.

 

Sustainability

The outcome of the Carbon Neutrality project will enable operators to measure their carbon footprint and plan to reduce and mitigate any impact in a sustainable way.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

The STAPP programme is funded $700k by Government.

Significance

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

Engagement – external

There has been ongoing external engagement with a wide range of stakeholders over the multiple projects.

 

Engagement - internal

Engagement has been across a range of Council departments including Parks and Recreation and Community Development.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

All Community Boards have been engaged with DDP and an overview of STAPP.

 

 


Economic Development Committee

21 June 2021

 

 

Plan D Marketing Campaign June 2020 - April 2021

Department: Enterprise Dunedin

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to update the Economic Development Committee (EDC) on Enterprise Dunedin’s marketing campaign, ‘Dunedin a pretty good Plan D’.

2          This campaign was Enterprise Dunedin’s marketing response to the impact of COVID-19 on Dunedin’s tourism sector.

3          The campaign was launched in May 2020, as other Regional Tourism Organisations (RTO’s) were also launching their domestic campaigns.

4          New marketing collateral continues to be released as part of the ongoing campaign.

5          The campaign achieved its two key objectives to;

i)          Motivate and encourage New Zealanders to visit Dunedin;                                                               

ii)         Create awareness and change perceptions of what Dunedin has to offer visitors as a destination - demonstrating that Dunedin attractions and activities are comparable with ‘bucket list’ destinations overseas.

RECOMMENDATIONS

That the Committee:

a)     Notes the Marketing Campaign June 2020– April 2021 report.

 

BACKGROUND

6          Prior to COVID-19 (March 2019) the tourism sector in Dunedin represented:

·        6.3% of Gross Domestic Product;

·        9% of employment (tourism activities and attractions);

·        $781m total spend (domestic and international);

·        key spend categories included; food and beverage, passenger transport, accommodation and other tourism product (activities and attractions);

·        key international markets included; Australia, United States of America, China, Europe and the United Kingdom;

·        approximately 150 local tourism operators.

7          The concept behind the “Plan D” campaign was created in December 2019, with brand partner BrandAid.  Originally designed as a national and Australian (eastern seaboard) marketing initiative, COVID-19 forced an initial change in the campaign to a purely domestic and local focus.

8          “Plan D” was shared with potential sector partners in March 2020 including; Larnach Castle, Royal Albatross Colony, Dunedin Railways, Dunedin International Airport, Karitane Maori Tours and Dunedin Host, all of whom indicated they were supportive of the campaign.

9          Feedback from local tourism operators including Larnach Castle, Horizon Tours, Speight’s Brewery, Royal Albatross Colony, and Olveston House reported positive sales as a result of the campaign. Customers noted the campaign’s role in inspiring their trip to Dunedin.

DISCUSSION

10        The key objectives of the campaign were to:

i)          Motivate and encourage New Zealanders to visit Dunedin;                                                               

ii)         Create awareness and change perceptions of what Dunedin has to offer visitors as a destination - demonstrating that Dunedin attractions and activities are comparable with ‘bucket list’ destinations overseas.

11        Throughout the campaign Enterprise Dunedin has partnered with Tourism New Zealand (TNZ) and their domestic campaign ‘Do Something New, New Zealand’.

12        Other partners such as Dunedin International Airport (DIAL) Have used “Plan D” collateral in their own marketing activities.

13        The Ministry of Business, Innovation and Employment (MBIE) granted Enterprise Dunedin additional $200k funding for domestic marketing activity to March 2022, through the Strategic Tourism Assets Protection Programme (STAPP).

RESULTS

14        The implementation of the campaign achieved its two key objectives. Visitor spend (measure of visitors to Dunedin) was   maintained, awareness and conversation enhanced and increased, and brand attributes reinforced.

15        Channels utilised included print, billboards, co-investment with partners, and social and digital advertisements. In the fortnight following the campaign launch, Google Analytics reported the following:

·    A 62% increase in www.dunedinn.com/visit website sessions in comparison to 2019;

·    High engagement with domestic audiences in comparison to 2019 with increase of

281% for Auckland-based traffic;

92% for Christchurch-based traffic;

36% for Dunedin-based traffic.

·    High engagement with website content relating to campaign creative.

16        ‘Dunedin a pretty good Plan D’ on the DunedinNZ social media channels was among Dunedin brand’s most liked, shared and talked about posts. The Facebook launch post had a reach of nearly half a million (442,565) and an 18% engagement (level of interaction with followers generated by the content) rate of 81,770.

17        Dunedin received TripAdvisor’s Top 12 Emerging Destination’s award as a direct result of awareness and media attention for the campaign.

18        Nigel Douglas, CEO at OMD (Campaign Asia’s New Zealand Media Agency of the Year 2013, 2014, 2015 and 2016) said:

It is a fact that Dunedin would be well down the list of places we would visit. This campaign takes that problem and pivots off it in what I like to term a “Judo strategy,” turning the “weakness” into a strength. [It]…feels very unique to the destination…

“In my somewhat qualified opinion this is the best tourism campaign in market around COVID-19 to date. Well done…Top marks from me!”

19        The campaign evaluation survey (Angus & Associates) of 511 people from Canterbury, Wellington and Auckland residents showed after two weeks:

·    65% strongly agreed or agreed that “The ads make me more likely to visit Dunedin”;

·    81% strongly agreed or agreed that “The ads are intriguing and make me want to find out more about Dunedin”;

·    a good level of market break-through … almost one in five Canterbury and Wellington residents recall having seen the campaign (18% Canterbury, 17% Wellington, 13% Auckland). Campaign recall was highest among those aged 30 – 39 years (24%);

·    Comments included: “I love these ads. They are brilliant. They’re acknowledging that we can’t go to all these wonderful places overseas, but we can see and do similar things in Dunedin.

20        Media coverage across all channels has been extensive with an estimated audience of over five million and equivalent advertising space rates of nearly $2.5 million (Isentia Media Monitoring May 2021).

21        Historical monthly spend in Dunedin varies according to season and can differ by up to $14 million between winter and summer. Pre COVID-19 combined domestic and international spend reached a high of $44m in February 2020. Of that $34 million was domestic and $10 million international.

22        Domestic spend for the year ending March 2021 saw decreases of expenditure in Wellington 20%, Auckland 30%, Queenstown 39%, Rotorua 25% and Fiordland 53%. Regions close to main population centres had minimal increases; Wairarapa 6%, Coromandel 2% and Northland recording a 0% change.

23        For the month ending April 2021, domestic monthly spend in Dunedin was $36 million. In the previous April periods domestic monthly spend was $6m (2020) and $35m (2019). 

24        For the year ending April 2021, total visitor spend in Dunedin was $352m. In the previous two years the figures were $304m (2020) and $319m (2019).

25        Enterprise Dunedin can measure the monthly average numbers and origins of domestic and international visitors in Dunedin on any day which allows visibility on long-term trends. Total visitor numbers in Dunedin decreased by 26% in March 2021 compared to March 2019. Domestic spend of $33m for both March 2019 and March 2021, reflected a maintained expenditure per visitor to Dunedin across both years.

26        A further measure of success can be determined by daily measurement of the digital volume and sentiment relating to Dunedin conversations compared to the rest of New Zealand.  The tourism sentiment index (TSI) for Dunedin was higher than New Zealand’s and positive conversations regarding Dunedin tourism qualities grew by approximately 28% over the period of the campaign.

OPTIONS

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

NEXT STEPS

28        As the campaign in Australia gains momentum, marketing initiatives with partners including Tourism New Zealand, Dunedin International Airport, Air New Zealand and others, will expand.

29         With the opening of the trans-Tasman and Pacific Islands bubbles, further marketing of Dunedin as a destination will need to focus on reinforcing key brand messages.

 

Signatories

Author:

Des Adamson - Business Relationship Manager

Malcolm Anderson - City Marketing Manager

Louise van de Vlierd - Manager Visitor Centre

Authoriser:

John Christie - Manager Enterprise Dunedin

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

This decision promotes the social, economic, cultural and environmental 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 have been working with Enterprise Dunedin to define future branding initiatives across all campaign implementation.

 

Sustainability

The implementation of this campaign predates current work with the visitor sector which contributes to enhanced environmental outcomes, including pathways to carbon neutrality.

 

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no planning or strategic implications.

 

Financial considerations

The activity is within existing operating budgets.

 

Significance

 

Engagement – external

External engagement on the development and implementation of this campaign included the following entities:

Ministry Business Innovation and Employment, Regional Tourism Organisations NZ, neighbouring Regional Tourism entities, Dunedin Host, Visit Dunedin, Dunedin International Airport, individual Dunedin operators, Tourism New Zealand, Brand Aid.

 

Engagement - internal

Parks and Recreation was included in 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 known impacts on Community Boards.

 

 

 

 


Economic Development Committee

21 June 2021

 

Items for Consideration by the Chair

 

Any items for consideration by the Chair