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Economic Development Committee
29 June 2023
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Part
A Reports
Ōtepoti Dunedin Destination Management
Plan 2023
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to present the draft Ōtepoti Dunedin Destination
Management Plan 2023 (‘2023 Plan’) text for adoption (Attachment
A). Design and imagery will be finalised once the 2023
Plan text has been adopted.
2 The
Ministry of Business, Innovation and Employment (MBIE) defines destination
management as:
“Involving the management of all
areas of a destination that contributes to a visitor’s experience,
including the perspectives, needs and expectations of visitors, Māori/iwi/hapū,
tourism industry, wider businesses, local residents and central and local
government.”
3 Enterprise
Dunedin has worked and engaged with mana whenua, consultants, stakeholders, the
community, and industry groups in the development of the 2023 Plan.
4 The
2023 Plan presents a high-level vision, goals and expected outcomes for the
visitor sector and includes activities important to business, education,
business events, study, film and tourism.
RECOMMENDATIONS
That the Committee:
a) Adopts the Ōtepoti
Dunedin Destination Management Plan 2023 (with any amendments).
b) Authorises the Chief Executive to make any minor
editorial changes to the Ōtepoti
Dunedin Destination Management Plan 2023 if required.
c) Notes that implementation of the Ōtepoti Dunedin Destination Management Plan 2023 will be
reviewed annually.
BACKGROUND
5 The
2017 Dunedin Destination Plan was one of the first of its kind in the country.
This original plan was developed in the absence of MBIE guidelines.
6 In
2019 MBIE launched the New Zealand-Aotearoa Government Tourism Strategy to
ensure New Zealand’s Regional Tourism Organisations (RTOs) develop
destination management plans (DMP) or update existing ones.
7 In
September 2020 MBIE launched the Strategic Tourism Asset Protection Programme
(STAPP) in response to the impact of COVID19 pandemic. The Government allocated
$20.2m across 31 Regional Tourism Organisations (RTOs) to support the visitor
economy.
8 Dunedin
was allocated $700k to support three areas:
a) destination
management and planning, including development or refresh of the existing
Dunedin Destination Plan
b) industry
capability building and product development
c) domestic
marketing.
9 A
DMP incorporates a shared vision to grow the visitor economy for the benefit of
a destination, with a focus on protecting and enhancing our environments, toaka
and communities.
10 For
the purposes of this report a ‘visitor’ is defined as someone who
lives or works outside Dunedin City Council’s boundaries and whose travel
is not part of normal business.
11 On
30 September 2021 MBIE increased funding to Dunedin by a further $1m to support
tourism recovery as part of the Tourism Communities: Support, Recovery and
Reset Plan (TCSRRP). The delivery of the programme is expected to be
completed by the end of June 2023.
DISCUSSION
12 Prior
to 2020 destination management had a visitor-driven focus. The COVID19 pandemic
shifted the focus of destination management to a mana whenua and community
focus, with an emphasis on values and shared priorities, workforce development,
environmental management and cross-sector collaboration.
13 A
project steering group was established in 2021 to oversee and ensure input from
a cross-section of the visitor sector in the refresh of the Ōtepoti
Dunedin Destination Management Plan. The steering group is chaired by
Councillor Whiley and includes Councillor Barker, Kati Huirapa Rūnaka and
Ōtākou Runanga representatives, Business South, Dunedin Host and DCC
staff.
14 Since
2021 there has been ongoing engagement with mana whenua, industry and the
community. This work captured a wide range of views, insights and data in the
development of the 2023 Plan.
15 This
consultation and research also produced valuable feedback that informed the
development of the Ōtepoti Dunedin Community Views on Tourism and
Destination Development and Developing Ōtepoti Dunedin’s Food and
Drink Tourism Sector Approach reports.
16 The
2023 Plan takes account of the following documents:
a) Dunedin City
Council Strategic Framework
b) Developing
Dunedin’s Visitor Experiences Product Development Review
c) Ōtepoti
Dunedin Community Views on Tourism and Destination Development
d) Developing
Ōtepoti Dunedin’s Food and Drink Tourism Sector Approach.
17 A total of $330K has been invested in the development and creation
of the draft 2023 plan. These costs have been met by STAPP and includes,
but is not limited to, consultant time and extensive engagement.
OPTION
18 Adopts
the Ōtepoti Dunedin Destination Management Plan 2023, with any amendments.
Advantages
19 The
2023 Plan:
· Meets
MBIE’s requirement to adopt a Destination Management Plan by 30 June
2023.
· Replaces
the 2017 Dunedin Destination Plan.
· Recognises
the value and importance of partnerships with mana whenua.
· Contributes
to Ōtepoti Dunedin’s social, environmental, economic and cultural
wellbeings.
· Is
a guiding document that provides a clear pathway for destination management for
Ōtepoti Dunedin.
Disadvantages
· There
are no identified disadvantages to adopting the plan.
NEXT STEPS
20 Design
and imagery will be finalised once the 2023 Plan text has been adopted.
21 The
implementation of the Ōtepoti Dunedin Destination Management Plan 2023
will be reviewed and updated annually.
22 The
2023 Plan will require ongoing engagement with stakeholders and the community
with regular reporting to Council.
Signatories
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Author:
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Louise van de Vlierd - Manager Visitor Centre
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Authoriser:
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John Christie - Manager Enterprise Dunedin
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Attachments
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Title
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Page
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⇩a
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Final Draft - Otepoti
Dunedin Destinaton Management Plan - June 2023
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20
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This decision promotes the social,
economic, environmental, and cultural well-being of communities in the present
and for the future.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☒
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☐
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☐
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☐
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☐
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☒
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Integrated Transport Strategy
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☒
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☐
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☐
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Parks and Recreation Strategy
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☒
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☐
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☐
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Other strategic projects/policies/plans
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☒
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☐
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☐
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The Ōtepoti Dunedin Destination
Management Plan takes account of the four wellbeings, as well as
Council’s existing strategies.
Ōtepoti Dunedin Destination
Management Plan supports the current Strategic Framework Refresh, in
particular the Economic Development Strategy. The refreshed framework
will then inform the review and progression of destination management going
forward. The following Council Strategies have been considered; The Social Wellbeing Strategy, The Integrated Transport Strategy,
Te Ao Tūroa, Dunedin’s Environment Strategy and Ara Toi
Ōtepoti Arts and Culture Strategy.
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Māori Impact
Statement
Nga rūnaka have been engaged at all points in the
process to develop this plan. The DMP Steering Group has ongoing
representation of from Kati Huirapa Rūnaka and Ōtākou Runanga.
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Sustainability
Each project undertaken will assess the
impact on sustainability.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
The adoption of the Ōtepoti Dunedin Destination Plan
will require funding requests to the Annual and LTP for funding of projects.
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Financial
considerations
A total of
$330K has been invested in the development and creation of the draft 2023
Plan. These costs have been met by STAPP and includes but not limited
to, consultant time and extensive engagement.
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Significance
This decision is considered low in terms of the
Council’s Significance and Engagement Policy. It takes into
consideration the Councils community outcomes and Strategic Framework.
All communities have an interest in the 2023 Plan.
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Engagement –
external
External engagement commenced in March 2021, this included
a mix of one-to-one interviews and group consultation with the Events/Sports/
Arts/Creative/Film sector, Study Dunedin Advisory Group, Industry
Accommodation Sector, Industry Transport/Retail/Hospitality Sector, Industry
Attractions and Experiences, University of Otago, Te Pūkenga, Otago
Regional Council, Waka Kotahi, Southern District Health, Dunedin Visitor
Sector Group and two publicly advertised meeting. Targeted consultation and
workshops were held with the Food and Drink Sector from January 2022.
Additional community consultation and qualitative and
quantitative research was undertaken from October 2022.
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Engagement -
internal
Internal engagement was undertaken with the following
teams, Parks & reserves, Transport, Community Events, City Comms and
Marketing, Arts and Culture, Corporate Policy and Sustainability Zero Carbon.
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Risks: Legal /
Health and Safety etc.
MBIE as funder of the 2023 Plan requires adoption of a
Plan by 30 June 2023.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
Community Boards were updated on the DMP at their meetings
between March and April 2021 by Enterprise Dunedin. These briefings
provided an opportunity for Community Boards to provide their aspirations and
feedback.
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