Monitoring Committee

MEETING AGENDA

MONITORING COMMITTEE

Tuesday 9 February 2016

at 4.30pm

Council Chamber

Chairperson: Cr Craig McFarlane Members: Cr Marie Pearce (Deputy) Cr Keith Allum Cr Shaun Biesiek Cr Murray Chong Cr Harry Duynhoven Cr Colin Johnston Cr Richard Jordan Cr Howie Tamati Mayor Andrew Judd

MONITORING COMMITTEE TUESDAY 9 FEBRUARY 2016

MONITORING COMMITTEE Objectives: a) Ensure effective and efficient implementation of the long-term plan and annual plan under the Local Government Act 2002. b) Ensure delivery of significant activities in accordance with approved plans and policies. c) Monitor the council’s performance, progress and financial position against, and to ensure compliance with, legislation, strategies, policies and plans.

Addressing the committee Members of the public have an opportunity to address the committee during the public forum section or as a deputation.

A public forum section of up to 30 minutes precedes all committee meetings. Each speaker during the public forum section of a meeting may speak for up to 10 minutes. In the case of a group a maximum of 20 minutes will be allowed.

A request to make a deputation should be made to the secretariat within two working days before the meeting. The chairperson will decide whether your deputation is accepted. The chairperson may approve a shorter notice period. No more than four members of a deputation may address a meeting. A limit of 10 minutes is placed on a speaker making a presentation. In the case of a group a maximum of 20 minutes will be allowed.

Purpose of Local Government The reports contained in this agenda address the requirements of the Local Government Act 2002 in relation to decision making. Unless otherwise stated, the recommended option outlined in each report meets the purpose of local government and:

• Will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

• Would not alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or transfer the ownership or control of a strategic asset to or from the Council.

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APOLOGIES None Advised

CONFLICTS OF INTEREST None Advised

PUBLIC FORUM Timothy Parr – update on trip to Gallipoli and his travels with the Young Endeavour from Istanbul to England.

DEPUTATIONS None advised

COMMITTEE MINUTES RECOMMENDATION That the minutes of the Monitoring Committee (24 November 2015), and the proceedings of the said meeting, as previously circulated, be taken as read and confirmed as a true and correct record.

A ITEMS FOR DECISION BY COMMITTEE

A1 ROAD NAMING REPORT The matter for consideration by the Council is the naming of roads and rights- of way as a result of subdivision development.

A2 DELEGATED AUTHORITY CONTRACTS To inform the Council of contracts with a value in excess of $250,000 awarded in the period 21 October to 24 December 2015.

A3 AIR SPACE LEASE – 28 GILL STREET The matter for consideration by the Council is a new air space lease.

A4 ORGANIC WASTE DIVERSION – UPDATE ON PROGRESS The purpose of this report is to provide an update on investigations into organic waste management in the New Plymouth District Council.

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A5 NOTICE OF MOTION

A6 VENTURE TARANAKI QUARTERLY REPORT The purpose of this report is to present the Venture Taranaki Trust (VTT) Quarter Two Report for the period 1 October 2015 to 31 December 2015 to the Council.

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ROAD NAMING – WAITAHA PLACE AND ASHWOOD LANE AND RIGHT OF WAYS PREPARED BY: Rowan Williams (Acting Manager Customer and Regulatory Services) TEAM: Resource Consents APPROVED BY: Sue Davidson (Chief Operating Officer) WARD/COMMUNITY: District Wide DATE: 13 January 2016 FILE REFERENCE: ECM7010315

MATTER The matter for consideration by the Council is the naming of roads and rights-of way as a result of subdivision development.

RECOMMENDATION FOR CONSIDERATION That having considered all matters raised in the report:

1. The following road and rights-of-way names be approved and the Group Manager Business Performance allocate street numbers where appropriate to the properties fronting these roads and rights-of ways:

Roads (a) Waitaha Place (b) Ashwood Lane

Rights-of-way (c) Cessna Lane (d) Piper Way

COMPLIANCE Significance This matter is of some importance. This report identifies and assesses the following reasonably practicable options for addressing the matter: Options 1. Approve the recommended road and right-of-way names. 2. Do not approve some or all recommended names and report back with alternatives. The persons who are affected by or have an interest in road naming generally are identified in the Road Naming Policy and include the Affected persons developer, iwi and hapu and any property owners or occupiers whose property address will require to be changed as a consequence of the naming of the road. Recommendation This report recommends Option 1 for addressing the matter.

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COMPLIANCE Long-Term Plan / Annual Plan No Implications Significant Policy and Plan No Inconsistencies

EXECUTIVE SUMMARY The report proposes names for roads and right-of-ways (ROW) created as a result of recent subdivisions. The proposed names for the new roads and ROWs have been identified having regard to the criteria and process outlined in Policy 11-002 Policy on Naming and Renaming of Roads, Private Roads and Rights-of Way.

BACKGROUND

1. Legislation

1.1 Council’s general powers in relation to roads, including road naming, are set out in Section 319 of the Local Government Act 1974. Section 319(j) provides the power “to name and to alter the name of any road and to place on any building or erection on or abutting on any road a plate bearing the name of the road.” The Act does not specify any process to be followed in identifying and allocating road names and no consultation with, or input from, any party is required. 1.2 Section 319A provides that where the Council names a road for the first time, or alters the name of a road, the Council must as soon as practicable send a copy of the resolution to Land Information New Zealand (LINZ). 1.3 Section 319B relates to the allocation of property numbers and provides that “for electoral, postal and other purposes” the Council may allocate street numbers and requires the Council to advise LINZ of the numbers it has allocated. Where a property number is unacceptable such as where it does not comply with the ‘Addressing Standard’, LINZ may require the Council to change the number. 1.4 LINZ then validates the road name and property numbers and updates the official national record. LINZ makes the official address information that it holds available in several forms. Data resellers, in particular, take this data and tailor it for end-users such as the emergency services, businesses, local government and central government agencies.

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2. Council Policy

While the legislation does not specify a process for road naming, the Council has adopted its own policy in this regard (Policy 11-002, Policy on Naming and Renaming of Roads, Private Roads and Rights-of-Way).

A copy of this policy is appended to this report.

It is noted that: (a) The policy distinguishes between the naming of public roads (to be vested in Council) and the naming of private roads and rights-of-way (private ways). Public roads are required to be named under the Local Government Act and the policy is principally directed towards the process of naming such public roads. In contrast, the Council has no legal obligation to name or rename a private road or right-of- way and the policy sets out a much more simplified process for the naming of these. In particular the policy provides that private roads and rights-of-way (ROW’s) with more than 5 addresses may be named or renamed at the request of the owners of the private road or ROW and that the Council will only receive proposals for names from the owner of the private road or ROW. The policy also notes that LINZ may require a private road or ROW to be named or renamed to meet the addressing requirements of the relevant NZ standard (AS/NZS 4819:2011).Given the difference in the naming process provided for in the policy for public roads as opposed to private ROW’s, it is intended that future road naming recommendations reported to the Committee will clearly set out which proposed names relate to roads and which relate to ROW’s. (b) The policy does not require a formal consultation process to be undertaken on proposed road naming. Under the policy ‘consultation’ consists of informing affected parties (generally limited to the developer and iwi and hapu) of the requirement to name or rename a road and providing an opportunity to propose a name for the road. The policy does not envisage that proposed names, once submitted, are further consulted on prior to reporting to the Council for decision making. (c) While the policy sets out procedures for decision-making on road naming, these are guidelines only and do not have any statutory effect or status. The decision- making provisions of the Local Government Act merely provide that if a decision of a local authority is significantly inconsistent with, or is anticipated to have consequences that will be significantly inconsistent with, any policy adopted by the local authority, the local authority must, when making the decision, clearly identify: - the inconsistency: and - the reasons for the inconsistency: and - any intention to amend the policy to accommodate the decision.

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RECOMMENDED ROAD NAMES Waitaha Place This is a proposed new cul-de-sac coming off Wills Road, part of a 23 lot residential subdivision (location shown in Appendix B).

The name has been proposed by iwi following consultation and refers to the name of the stream in the immediate locality which is of historical significance to local iwi and hapu.

Ashwood Lane This is also a proposed new road within the above subdivision, and is a lane coming off the end of the proposed new cul-de-sac which serves 5 properties and gives access to the adjoining esplanade reserve (location shown in Appendix B).

Iwi and the developer were consulted regarding the naming and the proposed name was suggested by the developer and refers to the development company which has been active in the subdivision development of land in the locality.

RECOMMENDED ROW NAMES Cessna Lane This is a proposed ROW off Smart Road, part of a 13 lot residential subdivision of a block of land located at the corner of Smart Road and Atiawa Street (location shown in Appendix C). The ROW gives access to 6 lots.

Naming has not been requested by the developer (and no names have been suggested) however naming is required by LINZ under the NZ Standard.

It is recommended that the ROW be named Cessna Lane in reference to the development company which subdivided and developed the land.

Piper Way This is a second ROW within the above subdivision, coming off Atiawa Street and serving six lots. (Location shown in Appendix C).

Similar to the above, naming was not requested by the developer but is required by LINZ under the NZ Standard.

It is recommended that the ROW be named Piper Way, continuing an aircraft theme for ROW naming for the subdivision.

The developer has agreed to the above names.

SIGNIFICANCE AND ENGAGEMENT In accordance with the Council's Significance Policy, this matter has been assessed as of some importance because road naming is an administrative function with no significant impact on current and future cultural, economic or environmental well-being of the District and undertaken in accordance with approved policy and procedures.

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OPTIONS Option 1 Approve the recommended names

This option allows road names and house numbers to be allocated within required timeframes and meet legislative requirements.

Option 2 Do not approve some or all recommended names and report back with alternatives

The benefit of this option is that consideration can be given to other, possibly more suitable names. However the delays associated with this option could cause practical problems in terms of timely registration of new names, house numbering (where dwellings are in the process of being erected/ occupied) and associated connection to services.

Recommended Option This report recommends Option 1 for addressing the matter.

APPENDICES Appendix A: Road naming policy Appendix B: Plan showing locations of Waitaha Place and Ashwood Lane Appendix C: Plan showing locations of Cessna Lane and Piper Way

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Appendix A: Road naming policy

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Appendix B: Plan showing locations of Waitaha Place and Ashwood Lane

Waitaha Place

Ashwood Lane

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Appendix C: Plan showing locations of Cessna Lane and Piper Way

Cessna Lane Piper Way

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DELEGATED AUTHORITY CONTRACTS PREPARED BY: David Langford (Infrastructure Manager) TEAM: Infrastructure APPROVED BY: Sue Davidson (Chief Operating Officer) WARD/COMMUNITY: District Wide DATE: 08th January 2016 FILE REFERENCE: ECM 6997108

PURPOSE To inform the Council of contracts with a value in excess of $250,000 awarded in the period 21 October to 24th December 2015.

RECOMMENDATION That, having considered all matters raised in the report, the report be noted.

SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as having some importance.

DISCUSSION These tenders have been evaluated and let in accordance with Council Policy.

FINANCIAL AND RESOURCING IMPLICATIONS The following contracts were entered into under authority delegated to the Chief Operating Officer and the Chief Executive. These contracts have a GST exclusive value in excess of $250,000 and have not been separately reported.

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Contract Successful Estimated LTP Budget Contract Tender Evaluation No. of Range of Tenderer Price Price Method Method Tenders Prices 15/PC04 Brickhouse $1 - $1.5m $11,669,000 $793,517.40 Public Two 4 $813,864.00 Supply of Inlet Works Equipment Technologies Ltd Tender envelope To at NP WWTP weighted $953,642.00 attributes 15/PC05 Ishigaki Oceania $700,000 - $11,669,000 $646,544.00 Public Two 3 $646,544.00 Supply of Sludge Dewatering $1,000,000 Tender envelope to Equipment at NP WWTP weighted $1,299,845.00 attributes 15/AP01 Fulton Hogan $345,000 $510,000 $349,815.47 Public Lowest 4 $349,815.47 Fuel Dispenser Relocation Tender Price, To Conforming $488,079.00 Table 1 – Summary of Contracts Awarded

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IMPLICATIONS ASSESSMENT This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically:

• Council staff have delegated authority for any decisions made;

• Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

• Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

• Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

• Any decisions made are consistent with the Council's plans and policies; and

• No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

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AIR SPACE LEASE – 28 GILL STREET PREPARED BY: Catherine Croot (Property Management Lead) TEAM: Property APPROVED BY: Peter Handcock (Property Manager) WARD/COMMUNITY: New Plymouth DATE: 17 December 2015 FILE REFERENCE: DM 7000913, PID 13586, 13587, 13588

MATTER The matter for consideration by the Council is a new air space lease.

RECOMMENDATION FOR CONSIDERATION That having considered all matters raised in the report approves an air space lease of approximately 25m2 for balconies to be built encroaching into air space over road reserve at 28 Gill Street to Sort Trust, proprietors Susan Constance and Neil Raymond Drought and Kenneth Alan Horner, by way of a 50 year lease with rental to be calculated and reviewed in accordance with the current Council encroachment policy, subject to:

a) The applicant to be responsible for all legal costs associated with this matter. b) The lease being registered against the adjoining land title (currently TNH2/155) by way of a Memorandum of Encumbrance.

c) The final terms and conditions of the lease being approved by the Property Manager.

COMPLIANCE Significance This matter is of some importance.

This report identifies and assesses the following reasonably practicable options for addressing the matter:

1. Approve an air space lease for a term of 50 years, with rental assessed in accordance with the current Council encroachment Options policy.

2. Approve an air space lease for a term of 50 years, with the rental assessed by an alternative method.

3. Decline to issue a lease.

The persons who are affected by or interested in this matter are the Affected persons owners of the property and to a lesser extent the wider community.

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COMPLIANCE Recommendation This report recommends option 1 for addressing the matter. Long-Term Plan / Annual Plan No - the revenue from the new lease is unbudgeted. Implications Significant The matter has been considered under the Encroachments on Road Policy and Plan Reserve Policy. Inconsistencies

EXECUTIVE SUMMARY The owner/developer of a motel proposed to be built at 20 to 28 Gill Street has applied for an air space lease for balconies to encroach, approximately 25m2, into airspace over the road reserve, refer Appendix A for lease requirement.

BACKGROUND Policy The Council considers air space leases under the Council’s Encroachments on Road Reserve Policy. Annual rentals for all private encroachments upon Council land or airspace are calculated from the Council’s Annual Plan Fees and Charges.

The encroachment The proposed motel, currently subject to a building consent application, comprises 31 units, manager’s apartment and 17 on site car parks, over three levels, refer Appendix B for architect’s impression.

At level one and two balconies are located at the street frontage. The street frontage steps in approximately 1.2 meters for 12.8 meters resulting in a third of the balcony encroaching over the road reserve, refer Appendix C for aerial photograph.

SIGNIFICANCE AND ENGAGEMENT In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as of some importance because it addresses the issue of a new air space lease in road reserve although it will have little impact on the Council’s ability to meet its statutory purpose.

OPTIONS

Option 1 Approve an air space lease for a term of 50 years, with rental assessed in accordance with the current Council encroachment policy

The applicant is developing a new motel therefore it is recommended a market rental is paid for the private use of public airspace. The decks do not provide cover for pedestrian.

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The developer has agreed to pay an annual rental for the encroachment, based on the Council’s Long Term Plan Fees and Charges, calculated of $500 plus GST pa. Additionally the developer had agreed to pay all costs involved in identifying the encroachments and preparing the lease documentation, and the Memorandum of Encumbrance to be registered against the title (estimated cost $3,000 plus GST and disbursements).

The Memorandum of Encumbrance registered against the title of the adjoining property secures the obligations of the lessee pursuant to the Deed of Lease. Additionally, the Memorandum of Encumbrance reduces the Council’s administration costs if or when the property sells in the future as it transfers with the title whereas an Encroachment Licence is personal to the property owner and is not transferable.

Option 2 Approve an air space lease for a term of 50 years, with the rental assessed by an alternative method

Very few requests for air space leases have been received by the Council. Over the past ten years, while other minor encroachment licences have been granted, only five air space leases have been granted. The leases have been granted on the following terms:

• Air space lease granted encroached over freehold land and road reserve, lessee opted to pay an initial lump sum determined by market valuation rather than spreading the lease payments over the term of the lease. • Two leases approved by Council resolution and issued for new developments with decks encroaching over road reserve, 50 year lease terms with first 25 years rent free. In one lease the property is located outside the Defined Retail Frontage area consequently verandah coverage for pedestrians was not required in a location with increasing pedestrian flow, the benefit of the pedestrian coverage resulted in the rent free period. • Existing deck encroaching over road reserve, 20 year lease with market rental reviewed to market three yearly. In this instance the deck is a large area (50m2) adjoining office premises. • Existing verandah on historic building (130 years old) encroaching over road reserve issued 50 year lease rent free.

The developer has agreed to pay all lease costs associated with the lease and registration, including the rental assessed at $500 plus GST pa.

Option 3 Decline to issue a lease

Issuing of the Building Consent is subject to the grant of an air space lease. The Transportation Team have approved the location of the air space lease in road reserve and declining the lease would not be consistent with previous air space leases granted.

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Recommended Option This report recommends option 1. Approve an air space lease for a term of 50 years, with rental assessed in accordance with the current Council encroachment policy for addressing the matter.

APPENDICES Appendix A – Lease Requirement Appendix B – Architects Impression Appendix C – Aerial Photograph

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Appendix A – Lease Requirement

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Appendix B – Architects Impression

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Appendix C – Aerial Photograph

Area of air space lease

Proposed motel site

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ORGANIC WASTE DIVERSION – UPDATE ON PROGRESS PREPARED BY: Kimberley Hope (Waste and Compliance Lead) TEAM: Water and Wastes APPROVED BY: Mark Hall (Manager Water and Waste) WARD/COMMUNITY: All DATE: 15 January 2016 FILE REFERENCE: DM6989589

PURPOSE The purpose of this report is to provide an update on investigations into organic waste management in the New Plymouth District Council.

RECOMMENDATION That, having considered all matters raised in the report, the report be noted.

COMMUNITY BOARDS RECOMMENDATIONS Kaitake Community Board Endorsed the officer’s recommendations and complimented the forward thinking officer’s who have been working on this project for a number of years. Inglewood, Clifton and Waitara Community Boards Endorsed the officer’s recommendations.

SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as being of some importance.

DISCUSSION The NPDC Waste Management and Minimisation Plan (WMMP) sets out strategic goals, objectives and policies, which guide the future management of waste and encourage waste minimisation. The plan sets a number of waste minimisation targets and has the following diversion target for the organic waste stream:

Waste minimisation – by waste stream 2010 baseline Information source 1. By 2015 organic waste disposed to landfill decreases by 30% 16,484 t SWAP1

This target was derived from the Regional Waste Strategy and was principally focussed on the types of organic waste with the highest volumes (food waste and garden waste). Therefore the target was to reduce organic waste by 4,945 tonnes to 11,539 by 2015. However to confirm this will require a survey of the total amount of organic waste disposed of to landfill. This is scheduled for mid 2016. The WMMP actions to achieve this reduction included:

1 Solid waste analysis protocol – a survey method used to determine waste composition

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On 18 March 2014 the Council approved the adoption of a new kerbside collection methodology, being Option C - the weekly collection of rubbish bags, fortnightly collection of 240L bin for mixed recyclables and fortnightly collection of a crate for glass (on alternating weeks). This option did not include the collection of food or green waste as part of the Council service (this option being referred to as Option A in the report).

As part of the Council resolution the following amendment was carried: h) That options for food waste diversion continues to be investigated to be used in the district to determine the most effective way to meet WMMP targets on organic waste.

Since this resolution, the following investigations into organic waste diversion have been undertaken.

1. National education campaign on food waste reduction Council was one of five councils involved in a national survey in relation to how much food is wasted in our community. Our part included a survey of Taranaki residents, a food waste audit of household kerbside waste and kitchen diaries. This information contributed to statistics used in the launch of a national awareness campaign in March 2015. This education campaign will continue over the next three years. The food waste audits estimated the domestic portion of organic waste to landfill for New Plymouth at 3,563 tonnes per year2.

2. Organic Waste Diversion Study In the 2014/15 financial year the Taranaki Regional Council provided funding to determine the status and future options for organic waste diversion in Taranaki. Eunomia Research and Consulting were engaged to undertake the investigation by the Taranaki Regional Council and the three district councils.

The objectives of the project were:

a. To improve understanding of the volumes, sources, processing options and potential end uses/markets for organic waste streams in the Taranaki region; b. To identify viable collection and processing options for organic wastes in the region; c. To enable identification of a preferred option(s) for further evaluation and development.

2 Waste Not Consulting, 2014, New Plymouth District Food Waste Audits.

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Eunomia Research and Consulting produced a report in July 2015. As the report contains commercially sensitive information, a summary report with the key findings and recommendations has been produced and is attached as Appendix 1.

Key findings include: • Organic waste streams are reasonably well managed in the Taranaki region • An estimated 85% of solid organic wastes are currently beneficially recovered in the Taranaki Region. • Recovery is mainly through food processing (meat and poultry waste) and timber processing. • Those waste streams that are predominantly not being recovered include household food waste and garden waste (particularly waste disposed of through private wheelie bins) and timber waste currently being sent to cleanfill. • There is in the order of 25,000 tonnes per annum of organic waste being landfilled at Colson Road landfill (Table 1)3.

3 The figures are based on the most recent available tonnage information with composition applied on the basis of historical SWAP audits and weighbridge data.

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Based on this, commercial organic waste recovery is largely well catered for in Taranaki and the report identified that any further recovery should focus on food waste and green waste. The report provided recommendations for targeting these organic waste sources and developing a processing facility specifically for these waste streams.

The report also identified that biosolids from the NPWWTP could potentially be a feed stock due to the pending upgrade of the Thermal Drying Facility, however it is noted that finding a market is a key issue as biosolids have a limited market and cannot, in effect, be applied to dairy pasture.

It should be noted that the domestic portion of this 25,000 tonnes of organic waste for the New Plymouth district (i.e. what NPDC potentially has direct influence over) is 4,000 tonnes of kitchen/food waste and 2,300 tonnes of green waste (including both NPDC kerbside and transfer station waste).

The recommendations identified two key areas that can be focused on in the future.

1. Infrastructure and services a) A domestic food waste collection is implemented throughout Taranaki and that this also be expanded to include a commercial food waste collection. b) A central hub for processing these food and green waste feed materials be established (possibly utilising land available at the Resource Recovery Facility on Colson Road).

2. Policy improvements a) Consideration of landfill acceptance criteria, and pricing for landfill and transfer stations across the region. b) Alignment of bylaw conditions including bans on materials or restrictions on domestic bin sizes. c) Drawing links in regional plans between soil and water quality and use of organic soil amendments, and consistent enforcement of consent conditions.

The recommendations in the report are consistent with Council’s long term plans for organic waste and consolidate where future focus for organic wastes should be for the region. With this information the councils can now target efforts for organic waste diversion.

Options Implementation of the recommendations will require: 1. Change to the levels of service for kerbside collection to incorporate food waste collection of domestic and commercial food waste; 2. Further investigation into the feasibility of processing options for specific feed material in 1. above including the use of the Resource Recovery Facility site and the extent that Council should be involved in any such facility; 3. Amendments to Council bylaws and transfer station pricing to facilitate better market conditions for organic waste recovery (regionally);

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4. Review of landfill acceptance criteria and pricing where alternative processing of organic waste is available.

Any change to the level of service, capital expenditure for a processing facility or bylaw amendments are of significance and will require consideration of the options and community consultation through the normal Council process. In addition, changes should be aligned as much as possible with the other two district councils in the region.

The option of a food waste collection was considered during the tendering of the current Solid Waste Services, and the contract with EnviroWaste Services Ltd has provision to introduce a domestic food waste collection service within the term of this contract. However the processing of organic waste is already provided for under the contract at an existing processing facility.

If the Council were to facilitate or operate any organic waste processing facility, the timeframe for this may be better aligned with the renewal of the next kerbside collection contract. This would allow time to consider all the recommendations and various options involved in providing such infrastructure and services to the community. Any changes to policy should also be aligned with changes to services to ensure there are viable processing options for organic waste recovered.

The Waste Management and Minimisation Plan must be reviewed every six years with the next review due to be completed by November 2017. Preparatory work on this process will begin in early 2016 and it would be prudent to consider the recommendations of this report as part of the WMMP process. The review process provides the opportunity to consider options for organic waste handling and would include: 1. Establishing the high level direction and objectives for waste management and minimisation with Council; 2. Investigating options that may contribute to achieving those objectives (the Waste Assessment); 3. Adopting a preferred action plan via the public consultation process (the WWMP).

In the interim, focus on education and facilitating organic waste diversion in the community is planned through the Regional Education Strategy (a regional education campaign focused on home composting is planned for 2016/17 financial year) utilising waste levy funds and the Regional Waste Minimisation Officer for Taranaki. This will include improving the education material available to the community on home composting as well as facilitating workshops and utilising social media alongside more traditional advertising. Further initiatives such as subsidising compost bins, could also be considered as part of this campaign. This will complement the national food waste reduction campaign.

Recommendation It is recommended that: • The organic waste diversion study recommendations are investigated through the review of the WMMP.

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• The Council continue to be a part of the national food waste campaign over the next three years utilising waste levy funding where required to promote the campaign locally.

• A home composting education campaign is completed in 2016/17 financial year utilising waste levy funding and the Regional Waste Minimisation Officer.

• Consideration is given to the subsidy of goods or services that can facilitate more home composting of organic waste in New Plymouth District.

FINANCIAL AND RESOURCING IMPLICATIONS Financial and resourcing requirements for organic waste diversion will be determined during the review of the Waste Management and Minimisation Plan and incorporated into the next LTP. Education initiatives will be included within the education strategy utilising existing resources and budget.

IMPLICATIONS ASSESSMENT This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: • Council staff have delegated authority for any decisions made; • Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter; • Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses; • Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; • Any decisions made are consistent with the Council's plans and policies; and • No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

APPENDICES Appendix 1 Organic Waste Diversion Study Summary Document 2015 (ECM6601716)

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Organic Waste Diversion Study

SUMMARY DOCUMENT

Contract 15/SW02

Prepared for the Taranaki Region Council s

July 2015

iii Organic Waste Diversion Study Summary

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 Report for: Taranaki Regional Council New Plymouth District Council Stratford District Council South Taranaki District Council

Prepared by: Lisa Eve Duncan Wilson David Lindsay

Approved by: Duncan Wilson (Project Director)

Contact Details Eunomia Research & Consulting Ltd PO Box 78 313 Grey Lynn Auckland 1245 New Zealand Tel: +64 9 376 1909 Fax: +64 9 360 5187 Web: www.eunomia-consulting.co.nz

Waste Not Consulting Ltd PO Box 78 372 Grey Lynn Auckland 1245 New Zealand Tel: +64 9 360 5188 Fax: +64 9 360 5187 Web: www.wastenot.co.nz

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 Abbreviations

DAF Dissolved Air Flotation ESL EnviroWaste Services Limited ETS Emissions Trading Scheme

GDP Gross Domestic Product HPDE High Density Polyethylene LGA Local Government Act MBC Mix Bury Cover MGB Mobile Garbage Bin NES National Environmental Standard NPDC New Plymouth District Council RMA Resource Management Act RRF Resource Recovery Facility RTS Refuse Transfer Station RWSMA Regional Waste Services Management Agreement SDC Stratford District Council SMB Synthetic Based Muds STDC South Taranaki District Council TA Territorial Authority tpa Tonnes per annum TRC Taranaki Regional Council WA Waste Assessment WAM Waste Management Limited WasteMINZ Waste Management Institute of New Zealand WBM Water Based Muds WMA Waste Minimisation Act WMMP Waste Management and Minimisation Plan WWTP Waste Water Treatment Plant

v Organic Waste Diversion Study Summary

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 Contents

1.0 Introduction ...... 1 1.1 Scope ...... 1 2.0 Background ...... 1 3.0 Legislation and Policy ...... 2 4.0 Existing Organic Waste Infrastructure & Services ...... 2 4.1 Key Points ...... 2 5.0 Estimates of Organic Waste ...... 3 5.1 Trends and Drivers ...... 4 5.2 Summary ...... 7 5.3 Gap Analysis ...... 8 6.0 Organic Processing Options ...... 9 7.0 Delivery and Funding Options ...... 11 7.1 EnviroWaste Services Contracts ...... 11 7.2 Creating Market Conditions ...... 13 8.0 Conclusions and Recommendations ...... 13

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 1.0 Introduction

This is a summary of a report, produced by Eunomia Research & Consulting in partnership with Waste Not Consulting, on organic waste diversion options for Taranaki. The report is prepared for the Taranaki Solid Waste Management Committee on behalf of the Taranaki Regional Council, New Plymouth District Council, South Taranaki District Council, and Stratford District Council. This summary presents key findings. For further detail and a full explanation of the rationale for the recommendations, the main report should be referred to. The objectives of the project were: 1. To improve understanding of the volumes, sources, processing options and potential end uses/markets for organic waste streams in the Taranaki region; 2. To identify viable collection and processing options for organic wastes in the region; 3. To enable identification of a preferred option(s) for further evaluation and development.

1.1 Scope The organic waste streams considered by the study included: • Domestic and commercial greenwaste • Putrescibles (e.g. food waste) • Industrial sludges • Biosolids • Wood wastes, including forestry residue wastes and construction wastes • Animal and fish processing wastes • Cuttings and fluid from hydrocarbon exploration. 2.0 Background

Based on the key economic activities in the region the report identified that key sources of organic waste are likely to include: • Households (food and garden waste) • Agriculture • Food processing • Forestry and wood processing • Biosolids • Drilling waste.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 3.0 Legislation and Policy

Although national policy drivers are not strong in incentivising the diversion of organic waste, they do provide a basis for councils to be able to undertake proactive action if they choose to. The inclusion of organic wastes as a ‘very high’ priority waste stream for the Ministry for Environment’s Waste Minimisation Fund also opens the possibility of an external funding source for significant projects that would address diversion of organics. Other national drivers worth noting include the NES for air quality which will, in effect, require the proposed landfill at Eltham to have gas capture systems in place adding capital cost. The 2013 biosolid guidelines contaminant limits which place a lower limit on contaminant levels for grade ‘a’ biosolids. The forthcoming Guidelines for the Beneficial Use of Biowastes could have a significant impact on the available options for treating biosolids. If the Land Disposal Guidelines (currently undergoing final review) are implemented in Taranaki then the likely impact is increased cost of disposal for a number of waste streams. As a consequence the amount of material being brought to transfer stations or sent direct to landfill is likely to increase. At a local level the Waste Management and Minimisation Plans (WMMPs) of all three Territorial Authorities are well aligned, and the Councils’ planned actions also broadly align through the joint Regional Waste Strategy 2011. Organic waste is noted as an area of focus and there is clear provision for actions around organic waste in each of the WMMPs. 4.0 Existing Organic Waste Infrastructure & Services

4.1 Key Points There are a wide range of public and private facilities and services available in the Taranaki Region for managing organic wastes. These include: • Garden waste collection by South Taranaki DC • Private garden waste collection services in the New Plymouth and Stratford Districts • 13 transfer stations that accept separated greenwaste for a lower gate fee than rubbish • At least 16 key facilities that accept and process organic wastes including greenwaste, wood wastes, food industry processing wastes, manures, and oil industry wastes.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 Other key issues include: • The recent contracts with EnviroWaste Services Limited (ESL) for collections and for development and operation of the Colson Road Resource Recovery Facility site provide a workable structure for introducing new organic waste collection services and processing facilities • Colson Road Landfill is due to shut from 2019/20 • A site near Eltham is fully consented and has been earmarked for development as a regional landfill • Midwest Disposals Limited (a Joint Venture between Waste Management and EnviroWaste Services Limited), was recently granted new resource consents to dispose of up to 12.7 million cubic metres of refuse onto land (including engineering and cover material) at the Bonny Glen site, with the new consents extending for 35 years until 2050. This could result in competition for tonnage with the proposed Central Landfill in Eltham. 5.0 Estimates of Organic Waste

The figures compiled by the study suggest that in the order of 25,000 tonnes, or one third of landfilled waste, is organic and potentially recoverable. The chart below shows the relative proportions of organic waste currently being landfilled: Figure 1: Organic Waste to Colson Road Landfill

8% 9%

Kitchen/ food 7% Green -waste 48% Other organic Sludges Untreated timber

28%

The largest proportion of is food waste with the largest single source being from NPDC household kerbside collections. Greenwaste is also a significant source comprising nearly

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 7,000 tonnes with the largest single source being from New Plymouth kerbside wheeled bins collected by the private sector. There are also notable quantities of sludges from commercial sources and untreated timber being deposited direct to landfill and through the Colson Road Refuse Transfer Station (RTS). Table 1: Organic Waste Streams and Sources

Kitchen/ Green- Other Untreated 1 Sludges Total food waste organic timber

General direct to 1,762 514 760 456 3,492 landfill Hawera RTS 1,664 911 230 208 3,013 STDC kerbside 1,266 171 113 3 1,553 Inglewood RTS 15 26 2 17 60 NP RTS 798 1,437 83 915 3,233 NPDC kerbside bags 3,357 749 272 11 4,389 Okato RTS 16 28 2 6 52 Private NP kerbside 830 2,871 58 18 3,777 Private RTS 89 160 9 102 360 Stratford kerbside 724 98 65 2 889 Stratford RTS - 70 - 6 76 Waitara RTS 39 70 4 45 158 Commercial organics 1,458 - 208 2,163 163 3,992 TOTAL 12,018 7,105 1,806 2,163 1,952 25,044

5.1 Trends and Drivers

5.1.1 Food Waste Key drivers for household food waste generation include household numbers and size, food waste management alternatives (e.g. home composting), and economic factors. Household number are the most significant factor, therefore food waste quantities are expected to increase in line with population growth in the region – with this concentrated in New Plymouth District.

1 Depending on the techniques utilised, not all greenwaste is potentially compostable – some materials such as flax and cabbage tree leaves for example cannot be easily shredded which is a necessary pre- treatment for some processes

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 5.1.2 Greenwaste The largest potential drivers of quantities of material collected and managed in the formal waste management system is the provision of greenwaste collection services and the provision of large 240 litre wheeled bins for refuse. These two practices draw large amounts of material into the formal waste management system that otherwise are managed by households leaving material in-situ or home composting.

5.1.3 Commercial Food Wastes The main drivers are the management practices by the large food retailers. Both Foodstuffs and Progressive have been making national efforts to better manage food wastes from stores including donating edible food to charities and sending waste organics to stock feed or recovery. Taranaki stores have not fully adopted waste minimisation initiatives.

5.1.4 Agricultural Slurry The increasing use of feedpads and increased average herd size is making the management of slurry a growing concern. Poor effluent management practices can lead to negative impacts on water quality and any tightening of the regulations may increase the need for effective collection and management. At present land spreading is relatively cheap and is considered to be an acceptable disposal method. Although there is a strong argument to retain nutrients and efficiently reapply these to soils on the farms, the capital and operational expense of collecting and treating slurries means that it only done by a few farms.

5.1.5 Food Processing A significant factor in recovery of large scale food processing wastes is the market for composts/soil amendment products. Organic waste processors note that there is an increasing awareness of the need to take care of soil quality which is beginning to drive markets for compost type products. Scientific evidence about the benefits of applying organic matter including carbon and enhancing biological activity in soils is growing. But raising awareness is a slow process. Markets tend to fluctuate based on the health of the farming sector and international commodities. If the NZ dollar drops then this helps exports (increased demand for production) and increases the cost of imported inputs (e.g. phosphates etc.), which makes organic soil amendment products more competitive. The cost of disposal is also a factor in the ability to economically access waste organic materials. The Land Disposal Guidelines (currently undergoing final review), if implemented in the region, may force a number of operators to find alternative disposal routes for the waste which they currently dispose of to land.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 5.1.6 Forestry & Timber Processing Wastes The timber industry is highly dependent on economic conditions. The level of construction activity is a key driver as is international commodity prices for logs. Local sawmills must compete with Asian buyers for logs. Although a weak dollar is good for selling product into export markets it also increases demand for NZ logs which pushes up the price of local manufacturing. Much of the woodchip and sawdust that is disposed of to land would make good fuel for boilers. However the capital costs of installing a wood fuel boiler currently tends to be higher than a gas equivalent, but when assessing a project on a "whole life cost" basis, biomass tends to work out cheaper than hydro-carbon based fuels like gas. As noted in the previous section, the Land Disposal Guidelines, if implemented in the region, will force a number of operators to find alternative disposal routes for the waste which they currently dispose of to land.

5.1.7 Biosolids The key factor influencing quantities is population growth, with population in the New Plymouth district predicted to grow by 19 per cent from 74,184 in 2013 to more than 88,000 in 2045. It is understood that the NPDC is considering options for treatment of biosolids as part of development of a ‘Biosolids Master Plan’, as the existing thermal drying facility is nearing the end of its operational life and is close to its processing capacity. One option is to upgrade the thermal dryer, which is estimated will cost $8 million, but other processing equipment will also be considered. The decision will need to be taken whether to proceed with the dryer upgrade or seek an alternative process. The upgrade (or replacement) is currently budgeted for 2017. It should be noted that under the 2003 biosolids guidelines, biosolids meeting the ‘Ab’ standard (as is the case with Bioboost) are recommended to be treated as a discretionary activity requiring a resource consent. If this standard were to be enforced it could severely curtail future markets for the product. 2 This raises the obvious solution of mixing the biosolids with other materials to dilute the zinc and copper levels to below the recommended limits. This would point towards an alternative process other than drying.

2 NPDC currently have a certificate of compliance for use of the produce in Taranaki based on current contaminant levels, and also a resource consent to use throughout the Waikato Region, which are the two biggest supply regions for the product. If these consents are maintained this would help safeguard future supply, however there remains a risk that if the consents are revisited in light of new guidelines they may not be renewed.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 5.1.8 Oil Drilling Muds The price of oil is the significant factor in the generation of drilling muds. The high levels of oil industry exploration in Taranaki occurred during a period of high oil prices. Since the end of 2014 prices have dropped significantly. At current oil prices there is virtually no new exploration being undertaken in the region. It is expected that when oil prices increase exploration will recommence. The disposal of oil drilling wastes has been the subject of some controversy and public and media interest. The potential contamination of livestock and milk from animals grazing on un-remediated pasture has been a relatively high profile issue of late, and the disposal of drilling wastes has been the subject of a Government working group as well as attracting comment from the Parliamentary Commissioner for the Environment.

5.2 Summary The following table provides an estimate of the total quantities of solid organic waste managed in the Taranaki Region: Table 2: Estimate of Solid Organic Waste Management (tonnes per annum) Generated Recovery Land disposal Landfill

Household food waste 15,519 4,959 10,560 Greenwaste 19,175 12,070 7,105 Commercial food waste 892 892 Food processing 126,366 125,800 - 566 Forestry & timber 40,595 32,896 5,746 1,952 3 Biosolids & sludges 3,413 1,250 2,163 Drilling Other organic 1,806 1,806 Total 207,766 176,976 5,746 25,044 Proportion 100% 85% 3% 12% The above table excludes agricultural wastes which are managed in situ, and liquid wastes containing some solid organic fraction that are currently disposed of to sea, sewer or land. The table suggests that 85% of solid organic wastes are currently beneficially recovered. The recovery of material is dominated by food processing – predominantly rendering of

3 Dry solids – if the material is not thermally dried this would be equal to approximately 6,250 tonnes at 20% solids.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 meat and poultry waste, and recovery of timber processing waste via energy recovery and use as animal shed bedding or ingredients in compost or mulch. In terms of material that is not being beneficially used, the dominant fractions are household food waste and garden waste. There also appears to be a sizable quantity of timber waste going to ‘cleanfill’ disposal which has the potential to be better utilised.

5.3 Gap Analysis Our investigations have found that overall, organic waste streams are reasonably well managed in the Taranaki Region. There are a number of commercial operators who actively seek sources of organic waste, seek and develop markets for potential process outputs, develop products and supply them to those markets. There are no large outstanding industrial organic waste streams that are not either being recovered or responsibly managed or that the recovery industry is not aware of and seeking solutions for. That said there is still in the order of 25,000 tonnes per annum of organic waste being landfilled at Colson road including 2,000 tonnes of untreated timber waste. Much of this has the potential to be recovered if better management strategies are put in place. There are also a number of streams which are not currently being landfilled but for which improved practices may result in better environmental outcomes. The key gaps which we have identified therefore are as follows: • Household food waste (approximately 10,500 tonnes per annum) • Household garden waste (approximately 7,000 tonnes per annum) • Biosolids (6,250 tonnes per annum at 20% solids – including biosolids currently recovered through thermal drying) • Untreated timber (2,000 tonnes) • Commercial and food processing organics (1,500 tonnes) • Other industrial streams (DAF sludges, oil drilling muds) Options to address each of these are discussed in the following sections.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 6.0 Organic Processing Options

Possible quantities of materials that could be processed through a new facility are shown in the table below (allowing that not all available material will be captured for recovery): Table 3: Potential Waste Streams Requiring Processing Material Stream Potential Quantity per Annum New Plymouth food waste 4,000 tonnes Commercial food waste 1,000 tonnes NPDC biosolids (currently Bioboost) 6-7,000 tonnes (@ 20% solids) Greenwaste (additional) 3-5,000 tonnes Greenwaste (currently composted) 5,000 tonnes Untreated timber (currently landfilled) 1-2,000 tonnes TOTAL Up to 24,000 Tonnes Depending on whether existing greenwaste tonnages would be incorporated into a future processing option there would be in the order of up to 12,000 tonnes 4 of putrescible material and 6-12,000 tonnes of bulking agent (green and wood waste). It should be noted that this mix excludes other materials that are currently recovered effectively such as chicken shed wastes, woodchip etc.).

6.1.1 Processing Technology Options Technology options are discussed in detail in the Appendix of the full report. In summary, the most appropriate processes for the identified waste streams including food waste and biosolids are likely to be vermicomposting, covered, invessel, or mechanical aerobic composting systems, or aerobic and anaerobic digestion. When appropriately configured and well managed these systems are all capable of being operationally robust and producing saleable quality outputs. They would all be capable of operating at a scale appropriate for Taranaki, although the more capital intensive systems which require scale such as anaerobic digestion may not be as economically viable. The most appropriate type of process will depend on a range of factors - predominantly which streams are accessed and included in the process. For example, if food waste and additional or current garden waste streams are accessed this would give a 50/50 mix of putrescible material to bulking agent, which would be suitable for aerobic composting

4 There is also the potential for in the order of 35,000 tonnes of DAF sludges and similar to be accessed, however these have not been included in the above calculation as they are likely to be addressed by private industry

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 systems. If biosolids were included but there was little or no additional bulking agent then aerobic digestion, ‘dry’ anaerobic digestion or vermicomposting are likely to be best matched. Finally, if all the available materials including current greenwaste streams are accessed this again gives a 50/50 mix for which aerobic composting would be well suited. The following matrix provides an illustration of how the technology preference could alter depending on the material mix. It should be noted that the assessments of suitability are very approximate, and could differ dependent on the exact parameters assumed and the proprietary technologies employed: Table 4: Summary of Technology Preference by Material Mix Invessel or aerobic covered Example Material Mixes composting Aerobic digestion Anaerobic digestion vermicomposting 50:50 mix of The lignin content of putrescible and Too much bulking the wood waste does 5,000 t food, 7,000 t bulking agent is agent to suit this not decompose well Too much bulking biosolids, 10,000 t garden, viable in a well process but would under anaerobic agent to suit this 2,000 wood managed process. work condidtions process Too much bulking A little too much 5,000 t food, 7,000 t Not enough bulking agent to suit this bulking agent to be biosolids, 5,000 t garden, agent to suit this process but would Could suit a 'dry' ideal but would work 2,000 wood proces work digestion type process fine Not enough bulking Not enough bulking agent to suit this agent to suit this Would suit a 'wet' Would require some 5,000 t food, 7,000 t biosolids proces proces digestion type process bulking agent as well Acceptable balance The lignin content of of putrescible and the wood waste does Not enough bulking carbon source. not decompose well Good Balance of 4,000 t food, 7,000 t agent to suit this Wood needs to be under anaerobic putrescible and bulking biosolids, 2,000 t wood proces sawdust condidtions agent 50:50 mix of putrescible and Too much bulking bulking agent is agent to suit this Too much bulking 4,000 t food + 4,000 t viable in a well process but could Could suit a 'dry' agent to suit this additional garden managed process. work digestion type process process Good balance of The lignin content of putrescible and the wood waste does Not enough bulking carbon source. not decompose well If wood was finely agent to suit this Wood needs to be under anaerobic ground then this 4,000 t food + 2,000 t wood proces sawdust condidtions process would work As the above matrix shows, the preferred technology will vary depending on the waste streams that are accessed. In practice, once a decision is made around the key waste streams that will provide feedstock, the preferred technology is selected and the optimum mix is achieved by sourcing particular materials to achieve the desired balance of inputs. Different operators may already have access to particular feedstocks that could be used to produce different blends to the options shown above, and this could influence their preferred technology choice. It is beyond the scope of this report to assess individual technologies or specify possible plant configurations. The preferred technology will also depend on a further range of factors including the site, consent conditions, the degree of capital investment desired

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 and which parties fund the capital, the operator’s own familiarity and preferences in respect of the technologies etc. 7.0 Delivery and Funding Options

The work undertaken in this study has found that private sector waste streams are largely (although not wholly) being addressed by private operators and that the main streams of organic waste that require active intervention to address lie substantially within the Councils’ control. These include household food waste, greenwaste, biosolids and timber waste taken to transfer stations and direct to landfill. The intent at the outset of the project was to consider a range of possible options for delivery of solutions in regard to the service provision and capacity gaps identified. However as the project has progressed it has become clear that there is already in place an appropriate mechanism for delivery of services and facilities to address the key gaps that have been identified: the EnviroWaste Services Contract for the RRF and the contract for collections and operation of the Council transfer stations. This mechanism is therefore the main focus of this section.

7.1 EnviroWaste Services Contracts The ESL contract has a number of provisions that could be activated to substantially address the gaps in organic waste management identified in this study. These include: • The provision to introduce a food waste collection service in New Plymouth during the term of the collection contract • The intent to allow subscribers to add food waste to the STDC garden waste collection service (already provided for) • The potential to add (as a variation) a combined food and garden waste collection service in Stratford • The provision for establishing an organic waste processing facility on Stage 3 of the Colson Road RRF site, with specific provision for food waste processing. Depending on the technology and markets, biosolids could also potentially be processed. • The ability to align separation and charging practices across the RTS network and feed material to the ‘hub’ at Colson Road • The potential to add (as a variation) provision of a food waste collection service for businesses to the household food waste collection service and/or the potential to leverage from the services established for ESL’s national contract with Foodstuffs to create a commercial food waste collection service.

7.1.1 Organic Waste Collections If the Councils wish to take up the option of organic waste collections the only serious contender is for this to be actioned through the new ESL contract. We understand that provisional pricing has been discussed with ESL and therefore there is little for us to add

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 other than to recommend that the parties begin discussions, and pending authorisation at the appropriate levels, to timetable the service introductions.

7.1.2 Organic Waste Processing It is our understanding that the establishment and operation of an organic waste processing facility on Stage 3 of the Colson Road RRF site, while included in site plans, is not specifically included in the contract with ESL, and NPDC would look to go to open tender for this element closer to the time. While ESL and their likely partner Revital 5 would be strong contenders to deliver this contract for NPDC, whoever the service provider is, is not critical as long as the operators are competent and the contract enables co-operative working, with clear provisions around acceptance criteria, responsibility for contamination, risk and pricing.

Development of a plant to process food waste and other organics on the Colson Road site could be approached in a number of ways. The key factors to take into account are which parties hold which risks. Financing could be by the private sector, by Council, or shared, while ownership of the plant and equipment could be similarly allocated. It is our view that, as different operators have different business models and preferences in respect of these types of arrangements, when procuring organic waste processing capacity it will be necessary to negotiate the arrangement with the preferred supplier that will be best suited to the parties.

7.1.2.1 External Funding Sources A further option that may be considered alongside the above is to apply for external funding to support capital investment – for example from the Waste Minimisation Fund or Sustainable Farming Fund. As noted earlier the Waste Minimisation Fund indicates that organic wastes are a ‘high’ priority. Development of an organic waste processing facility is likely to be able to demonstrate substantial landfill diversion, and with investment in new technology, high levels of match funding and a partnership approach, an application to the fund may be favourably considered. The Bioresource Processing Alliance (BPA) 6 is an initiative funded by the Ministry of Business, Innovation and Employment. The BPA has $2.5m per annum until 2018 to invest in R&D projects with Alliance partners and universities. The BPA’s goal is to generate $100m in export revenue by 2020 by working with the primary sector to get better value out of biological waste streams. This will involve co-funding and developing innovative products or processes with interested organisations by using primary sector waste streams.

5 Revital operate the Colson Road composting operation on subcontract to ESL, are also working with ESL on a facility and Hampton Downs, and have both indicated intent to continue working together on organics. 6 http://bioresourceprocessing.co.nz/

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 7.2 Creating Market Conditions The other key aspect to promoting organic waste minimisation and recovery is taking a holistic and coordinated approach to creating the market conditions that will drive recovery activities. The desired outcome ultimately is for organic materials to be seen to have value and for there to be clear economic drivers for their recovery. While there are sufficient market drivers for recovery of substantial quantities of organic wastes, there are still some areas where the drivers are not sufficient. The key elements to create more conducive market conditions - which the Councils can influence, include landfill pricing and acceptance, transfer station pricing, solid waste bylaws, better alignment and enforcement of consent conditions with regard to waste minimisation objectives, and drawing clearer links in regional plans between the use of organic soil amendments and soil and water quality. 8.0 Conclusions and Recommendations

Overall organic waste is reasonably well managed in Taranaki with an estimated 85% of known solid organic wastes 7 going to beneficial use. The majority of this material is meat and poultry processing materials going to rendering or tallow production, and sawmill wastes that are further utilised for energy, compost or mulch or animal bedding. That said, estimates also suggest that over 1/3 of all material currently sent to landfill is organic waste (25,000 tonnes) – a large proportion of which could be practically recovered. The largest fractions of this are household food waste and household garden waste (in particular waste disposed of through private wheeled bins). There are also notable quantities of commercial food wastes and untreated timber waste. There is also room for improvements in how certain organic waste are managed with land disposal of some sawmill wastes and the potential for enhanced recovery of waste water solids and DAF sludges, and the potential for more widespread adoption of best practice management of agricultural effluents. It would appear that organic waste streams are not predicted to grow significantly – with the exception of chicken processing and chicken farm wastes. Dairy and meat production and the associated waste production is static in the region and is expected to remain so. The population of the region is expected to grow slowly driven by an anticipated 1% per annum growth rate in New Plymouth. This is likely to lead to marginal growth in household organics and biosolids but not to the extent that will lead to capacity issues in the foreseeable future. There are likely to be viable alternative processes to thermal drying for management of biosolids, and these could be expected to entail a similar level of cost. Although the

7 excluding liquids and material managed in-situ

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 Bioboost system appears to work well there may be issues with the product now falling below the Aa biosolids guideline standards with zinc and copper concentrations being the particular issue. One option to address this would be to mix the biosolids (either as thermally dried ‘Bioboost’ or as unprocessed material) with other material and hence dilute the concentrations to beneath the acceptable limits. As biosolids can have limited markets and cannot, in effect, be applied to dairy pasture, the viability of alternative processing options will rely substantially on the processors being confident of obtaining markets. Oil industry wastes are highly dependent on oil prices which are likely to recover and drive further exploration in the region but not in the short term. There is still substantial consented capacity for landfarming of oil drilling muds, and tighter monitoring of these sites should alleviate concerns about contaminants entering the food chain. Although some drilling muds could be incorporated in composting type processes the quantities are not significant and there does not at this time appear to be an alternative treatment option. It may be possible to landfill drilling muds or use them as cover material but cost is likely to be an issue. The recommended actions to address the issues noted in this study are as follows: Work through the contract with ESL to: • Introduce a food waste collection service in New Plymouth during the term of the collection contract • Allow subscribers to add food waste to the STDC garden waste collection service (currently provided for) • Add (as a variation) a combined food and garden waste collection service in Stratford • Align separation and charging practices across the RTS network and feed material to the ‘hub’ at Colson Road • Possibly add (as a variation) provision of a food waste collection service for businesses to the household food waste collection service and/or leverage from the services established for ESL’s national contract with Foodstuffs to create a commercial food waste collection service. In addition • Utilise the existing provision for establishing an organic waste processing facility on Stage 3 of the Colson Road RRF site, with specific provision for food waste processing. Depending on the technology and markets, biosolids could also potentially be processed. As noted in the study the preferred technology will be significantly dependent on feedstocks and operator preferences. It is also further recommended that the Councils work together through the Taranaki Solid Waste Management Committee to create market conditions that are more conducive to the recovery of organic wastes in the region. Specifically this should include: • Careful consideration of landfill pricing – including differential pricing for organics

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015 • Careful consideration of landfill acceptance criteria • Alignment of transfer station pricing – including differential pricing for organics • Alignment of bylaw conditions including bans on materials, restrictions on domestic bin sizes etc. • Tightening up and consistent enforcement of consent conditions in particular around industrial monofills • Drawing links in regional plans between soil and water quality and the ability to improve soil structure and reduce nutrient runoff through application of organic soil amendments.

Document Set ID: 6601716 Version: 2, Version Date: 01/09/2015

1 ITEM FOR DECISION ITEM A5

Monitoring Committee Tuesday 9 February 2016 2 ITEM A5 ITEM FOR DECISION

Monitoring Committee Tuesday 9 February 2016 3 ITEM FOR DECISION ITEM A5

Monitoring Committee Tuesday 9 February 2016 4 ITEM A5 ITEM FOR DECISION

Monitoring Committee Tuesday 9 February 2016 1 PREVIOUS REPORT ITEM A5 ATTACHMENT ROAD NAMING – RESIDENTIAL SUBDIVISION, ARMSTRONG AVENUE, WAITARA PREPARED BY: Rowan Williams (Acting Manager Customer and Regulatory Services) TEAM: Resource Consents APPROVED BY: Sue Davidson (Chief Operating Officer) WARD/COMMUNITY: Waitara DATE: 2 October 2015 FILE REFERENCE: ECM6785410

MATTER The matter for consideration by the Council is the naming of two new roads created as part of a subdivision development at Armstrong Avenue, Waitara. This matter was reported to the Committee at its meeting on 16 June 2015 and, together with other road names, was left lying on the table for further consultation. Further consultation has been carried out in respect of the naming of these two roads and the matter is reported back for reconsideration and decision making.

RECOMMENDATION FOR CONSIDERATION

That having considered all matters raised in the report: 1. That the report be uplifted from the table.

2. The following road and rights-of-way names be approved and the Group Manager Business Performance allocate street numbers where appropriate to the properties fronting these roads: (a) Kaipeke Drive (b) Ngati Kura Road

COMMUNITY BOARD RECOMMENDATION The Waitara Community Board recommendation reads: That having considered all matters raised in the report: a) That the report be uplifted from the table. b) That the following road and rights-of-way names be recommended for determination by the Monitoring Committee on 24 November 2015 on condition that consultation takes place between the Dreavers and the Hapu prior to the Monitoring committee meeting. (i) Dreaver Drive (ii) Masters Lane (iii) Kaipeke Drive (iv) Ngati Kura Road (v) Soffe Drive (vi) McKoy Street

Monitoring Committee Tuesday 24 November 2015 2 ITEM A5 ATTACHMENT PREVIOUS REPORT

COMPLIANCE Significance This matter is of some importance. This report identifies and assesses the following reasonably practicable options for addressing the matter: Options 1. Approve recommended, suggested or alternative road names. 2. Do not approve any road names and report back with further alternatives/suggestions The persons who are affected by or have an interest in road naming generally are identified in the Road Naming Policy and include the Affected persons developer, iwi and hapu and any property owners or occupiers whose property address will require to be changed as a consequence of the naming of the road. Recommendation This report recommends Option 1 for addressing the matter. Long-Term Plan / Annual Plan No Implications Significant Policy and Plan No Inconsistencies

EXECUTIVE SUMMARY The report proposes names for two roads in Waitara created as a result of a recent subdivision. The proposed names for the new roads have been identified having regard to the criteria and process outlined in Policy 11-002 Policy on Naming and Renaming of Roads, Private Roads and Rights-of Way.

BACKGROUND

1. Legislation 1.1 Council’s general powers in relation to roads, including road naming, are set out in Section 319 of the Local Government Act 1974. Section 319(j) provides the power “to name and to alter the name of any road and to place on any building or erection on or abutting on any road a plate bearing the name of the road.” The Act does not specify any process to be followed in identifying and allocating road names and no consultation with, or input from, any party is required. 1.2 Section 319A provides that where the Council names a road for the first time, or alters the name of a road, the Council must as soon as practicable send a copy of the resolution to Land Information New Zealand (LINZ). 1.3 Section 319B relates to the allocation of property numbers and provides that “for electoral, postal and other purposes” the Council may allocate street numbers and

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requires the Council to advise LINZ of the numbers it has allocated. Where a property number is unacceptable such as where it does not comply with the ‘Addressing Standard’, LINZ may require the Council to change the number. 1.4 LINZ then validates the road name and property numbers and updates the official national record. LINZ makes the official address information that it holds available in several forms. Data resellers, in particular, take this data and tailor it for end-users such as the emergency services, businesses, local government and central government agencies.

2. Council Policy While the legislation does not specify a process for road naming, the Council has adopted its own policy in this regard (Policy 11-002, Policy on Naming and Renaming of Roads, Private Roads and Rights-of-Way).

A copy of this policy is appended to this report.

It is noted that: (a) The policy does not require a formal consultation process to be undertaken on proposed road naming. Under the policy ‘consultation’ consists of informing affected parties (generally limited to the developer and iwi and hapu) of the requirement to name or rename a road and providing an opportunity to propose a name for the road. The policy does not envisage that proposed names, once submitted, are further consulted on prior to reporting to the Council for decision making. (b) While the policy sets out procedures for decision-making on road naming, these are guidelines only and do not have any statutory effect or status. The decision-making provisions of the Local Government Act merely provide that if a decision of a local authority is significantly inconsistent with, or is anticipated to have consequences that will be significantly inconsistent with, any policy adopted by the local authority, the local authority must, when making the decision, clearly identify: - the inconsistency: and - the reasons for the inconsistency: and - any intention to amend the policy to accommodate the decision.

3. Previous Report The 16 June 2015 road naming report to the Monitoring Committee recommended the naming of 10 new roads and ROW’s, including the two Waitara roads the subject of this report. The names recommended for these two roads were Soffe Drive and McKoy Street. The recommended road names were left to lie on the table pending further consultation.

4. Further Consultation Further consultation has been undertaken with the developers and iwi/hapu (Otaraua Hapu, Manukorihi Hapu and Manukorihi Hapu Incorporated Society) which has resulted in additional road names being put forward for consideration as detailed below.

5. Suggested names A number of suggested names have come forward to date from the developers, iwi/hapu and Council officers as follows;

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(1) Developers. The developers put forward their own (family) names for the two new roads namely ‘Dreaver Drive’ and ‘Masters Lane’. In drafting the original report it was considered that these names were not consistent with one of the criteria set out in the policy which states that roads should not be named after a living person and these names were consequently not recommended for adoption. (2) Iwi/Hapu. No names had come forward from iwi/hapu at the time of drafting the original report. However further, face-to-face, consultation following the 16 June meeting has resulted in the following names being put forward; - Kaipeke (after an historic pa located in the immediate vicinity) - Ngati Kura (after the hapu which historically occupied the area) - Aorangi (after another historic pa located nearby, across the Waitara River) - Tangaroa (after the stream which borders the subdivision). (3) Council Officers. In the absence of any complying names having come forward prior to the drafting of the original report, Council officers recommended that the roads be given names associated with the centenary commemoration of WW1 during 2015, in particular honouring those soldiers who had a personal connection with Waitara as follows: - Soffe Drive, after the five Soffe brothers from Waitara (Samual, John, George, Henry, William) who served in WW1. - McKoy Street, after the four McKoy brothers from Waitara (Charles, Claude, Godfrey, Francis) who served in WW1.

RECOMMENDED NAMES Having regard to all the suggested names which have been put forward to date, as outlined above, it is recommended that the following names be adopted; Kaipeke Drive Ngati Kura Road.

It is considered that these names are in accordance with the policy and in particular are consistent with one of the main principles for road naming set out in the policy that road names should reflect either the historical, social, cultural, economic or environmental identity of the local area and its community.

OPTIONS Option 1 Approve recommended, suggested or alternative road names

This option allows road names and house numbers to be allocated within required timeframes and meet legislative requirements.

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Option 2 Do not approve any road names and report back with further recommendations/suggestions

Recommended Option This report recommends Option 1 for addressing the matter.

APPENDICES Appendix A: Road naming policy Appendix B: Plan showing road location

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APPENDIX A P11-002 Policy on Naming and Renaming of Roads, Private Roads and Rights-of-Way 24 May 2011 SPG - Corporate Strategy & Policy Review 2016

POLICY PURPOSE This policy clarifies how roads are named and renamed in New Plymouth District to enable transparent decision-making and management of this process.

The policy also explains how private roads and rights-of-way (private ways) may be named or renamed in the district.

POLICY STATEMENTS The following statements provide information and guide decision-making on the naming and renaming of roads in New Plymouth District.

Legislative authority and obligations

1. Section 319 (j) of the Local Government Act 1974 provides the Council the authority in respect of roads to ‘name and to alter the name of any road and to place on any building or erection on or abutting on any road a plate bearing the name of the road’.

The Council's position on road naming

2. Road names can promote a sense of place connection for residents of a road, mana whenua and the local community. The Council acknowledges this connection and understands the importance of choosing the appropriate road name in maintaining and enhancing this relationship. Through this policy, the Council aims to ensure that road naming and renaming is an inclusive process where all affected parties have the opportunity to participate in the naming process.

Reasons for naming and renaming

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3. Roads are usually required to be named at the time they are created which is usually following the granting of a subdivision consent with roads being formed as part of the subdivision.

4. Roads may be required to be renamed for various reasons including the following: · Change to road layout/road system (e.g. realignment of road). · Misspelling of existing name. · Inappropriate allocation of existing name. Principles for naming and renaming of roads

5. The following principles apply to the naming and renaming of roads: · Road names should reflect either the historical, social, cultural, economic or environmental identity of the local area and its community. · Interested and affected parties will be notified of the road naming or renaming. · Affected parties will have an opportunity to propose a name for consideration.

Process for naming and renaming of roads Statements 6 to 11 detail the process for naming and renaming of roads.

6. Identifying and notifying interested and affected parties Once a road requires naming or renaming the Council will identify and notify affected and interested parties.

· Interested parties will be informed of the requirement to name or rename the road and may include; local residents societies, social groups, clubs and organisations, property owners of neighbouring areas, or any other person(s) who are not directly affected by the naming or renaming of the road as determined by the Council. This may be done through public notification in a local community newspaper.

· Affected parties will be informed of the requirement to name or rename the road and will be provided with an opportunity to propose a name for the road. Affected parties include the following:

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- Naming of a new road; the developer, iwi and hapû, any property owners or occupiers whose property address will require to be changed as a consequence of the naming of the road. - Renaming of a road; any property owners or occupiers whose property address will require to be changed as a consequence of the renaming of the road, iwi and hapû.

7. Proposing names As part of the consultation process, affected parties will receive a road name form to complete if they wish to propose a name for the road.

The Council will only accept a proposed road name on a completed road name form.

Any proposed name will be required to be accompanied by information supporting the name and explaining how it meets the assessment criteria.

A proposed name may or may not be accompanied by a road type but every finalised road name is required to include a road type. Road types should convey the function and characteristics of the road and are required to be selected from the list of road types as detailed in AS/NZS 4819:2011. If the proposed name is not accompanied by a road type or the Council determines that a proposed road type is not appropriate for the road then the Council may determine an appropriate road type in accordance with the requirements of AS/NZS 4819:2011.

The Council may reject any road name form that is not completed in full, or if the information in the form is not of sufficient detail to enable accurate assessment of the name.

The Council encourages affected parties to consult with each other and work together to propose a road name. The popularity of a proposed road name is a significant factor in determining whether a name is reported to the delegated authority for final selection of the road name.

8. Guidance when choosing Mâori names When individuals, as opposed to iwi/hapû, are proposing a name care should be taken with tupuna or ancestral names as these do not belong to any one person and may cause offence

Monitoring Committee Tuesday 24 November 2015 9 PREVIOUS REPORT ITEM A5 ATTACHMENT to other descendants of that tupuna. Endorsement by the hapû or iwi of the area should accompany any proposed tupuna name.

Mâori names associated with the whenua (land), tribal rohe, geographical place or site, historical event, object, or spiritual or cultural connections are preferred. Endorsement by associated hapû or iwi of the area should accompany any proposed name.

9. Assessing proposed road names The Council will assess proposed names from affected parties against the following criteria.

Names are required to: · Reflect either the historical, social, cultural, economic or environmental identity of the local area and/or its community. · Meet the guidance for choosing Mâori names, if applicable. · Be supported with sufficient and correct information including explanation and context of the name. · Be proposed on a completed road name form. · Not be likely to give offence or be inappropriate to use. · Not be named after a living person · Not duplicate or be similar in spelling or sound to an existing road name in the district. · Not be named after the places or localities found along or at the ends of the road. · Be shorter in length, rather than longer, especially where the road itself is short. A maximum of 15 letters (excluding the road type) is a suitable guideline. · Be spelt correctly. · Not contain abbreviations, initials or acronyms for 'St' that can be used for 'Saint'. · Not use the word 'The' as the sole name element (e.g. The Avenue). · Not include a preposition (e.g. Avenue of the Allies). · Not contain possessive apostrophes (e.g. St Georges Terrace, not St George's Terrace). Apostrophes forming part of an eponymous name may be included (e.g. O'Connor Road). · Not contain a full stop. · Contain only characters from the standard alphabet and macrons.

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· Not contain hyphens. · Not contain Arabic or Roman numerals. Numbers should be written in full. · Not contain qualifying terminology, a cardinal indicator, or a similar prefix (e.g. Upper, New, North, South) unless the road name is derived from a name which includes it. · Not contain a directional or similar device as a suffix to uniquely define road extremities (e.g. White Road East and White Road West).

Any name that does not favourably meet these criteria will not normally be accepted.

10. Reporting proposed road names Irrespective of the number of proposed names that meet the assessment criteria there is a maximum of four proposed names that will be made available for final selection by the delegated authority. The four proposed names will be determined by the following process:

· Iwi/hapû proposed names The Council recognises tangata whenua relationship with the land as well as the collaborative approach taken by iwi and hapû when proposing a road name. Consequently, if a name or names are proposed by iwi or hapû then at least one of these names will be reported to the delegated authority for final selection of the road name. This will not be subject to the process detailed in the following bullet points.

· Four or less names are proposed- if there are four or less proposed names then all these names will be reported to the delegated authority for final selection of the road name. This will include at least one proposed name from iwi or hapû if available.

· Five or more names are proposed- if there are five or more proposed names then the four most popular names will be reported to the delegated authority for final selection of the road name. Name popularity is determined by the number of individual proposals received for a name. If the four most popular names cannot be determined then the Council will randomly select four names to be reported to the delegated authority for final determination of the road name. At least one proposed name from iwi or hapû will be selected (if available) irrespective of popularity or random selection.

11. Final decision

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The delegated authority will receive a report with a maximum of four names per road including a recommended name for the road. The delegated authority will choose the name of the road.

All affected and interested parties will be informed of the new road name.

Naming and renaming of private roads and rights-of-way (private ways)

12. The Council has no legal obligation to name or rename a private road or right-of- way.

13. Private roads and rights-of-way with more than five address sites may be named or renamed at the request of the owner(s) of the private road or right-of-way.

14. The Council will only receive proposals for names from the owner of the private road or right-of-way. A maximum of two names per private road or right-of-way may be proposed.

15. For a name to be considered the owner(s) is required to obtain written consent from the following affected parties: - Private road; any property owners or occupiers whose property address will require to be changed as a consequence of the naming or renaming of the road.. - Right-of-way; any property owners or occupiers whose property address will require to be changed as a consequence of the naming or renaming of the right-of-way, any persons who own or have a right of use over the right-of-way..

Names have to meet the assessment criteria as detailed in Statement 9 of this policy.

16. The delegated authority will receive a report with all the proposed names that meet the assessment criteria including a recommended name for the road. The delegated authority will choose the name of the road.

17. Land Information New Zealand may require a private road or right-of-way to be named or renamed to meet the addressing requirements of AS/NZS 4819:2011. In such

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Implementation of a new name

Statements 18 to 22 detail the implementation requirements and responsibilities once a new name is chosen.

18. Statutory notifications To meet the requirements of Section 319A of the Local Government Act 1974, Council staff will as soon as is practicable send a copy of the resolution to name or rename a road to the Registrar-General of Land and the Surveyor-General.

19. Assistance to affected parties The Council may provide non-financial assistance to affected parties of a road, a private road or right-of-way that has been named or renamed. The assistance may include informing other statutory bodies of the change of address e.g. electoral role, New Zealand Post, Land Information New Zealand.

20. Costs Any costs incurred by an affected party as a result of the naming and renaming of a road, a private road or right-of-way will be the responsibility of the affected party. Costs may include the physical renumbering of properties and replacement of business and commercial stationary.

21. Allocation of numbers Council staff, in accordance with Section 319B of the Local Government Act 1974, will allocate numbers to affected properties of a road, a private road or right-of-way that has been named or renamed.

22. Physical works - road name signs Section 319 (j) of the Local Government Act 1974 provides the Council with the authority to install road name signs showing the new name of the road.

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To be in line with the New Plymouth District Plan Financial Contributions Policy, for roads formed as part of a subdivision any road name sign will be installed at the cost of the developer. The maintenance of the road signs will transfer to the Council if/when the road is vested with the Council.

For the renaming of Council owned and maintained roads, the Council will cover the costs to install and maintain the new signs.

For private roads and rights-of-ways, the installation and maintenance of the road name sign is at the cost and responsibility of the owner.

The Council will determine the physical location of all road name signs on roads, private roads and rights-of-way.

All signs have to be installed by a Council approved contractor.

POLICY CONTACT The policy holder is the Corporate Strategy and Policy Team within the Planning and Policy Group.

POLICY REVIEW This policy shall be reviewed three yearly from the date the policy is adopted.

NOTES P06-006 Naming and Renaming of Roads and Rights-Of-Way revoked 24 May 2011 Amended Council meeting 10 September 2013 (see DM1452435)

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APPENDIX B

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VENTURE TARANAKI QUARTER TWO 2015/16 REPORT PREPARED BY: Kathryn Scown (Senior Policy Adviser) TEAM: Policy Development APPROVED BY: Mitchell Dyer (Policy Development Lead) WARD/COMMUNITY: District Wide DATE: 19 January 2016 FILE REFERENCE: ECM 7017460

PURPOSE The purpose of this report is to present the Venture Taranaki Trust (VTT) Quarter Two Report for the period 1 October 2015 to 31 December 2015 to the Council.

RECOMMENDATION That, having considered all matters raised in the report, the report be noted.

SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as being of some importance.

DISCUSSION VTT is a Council-controlled Organisation (CCO) responsible for delivering New Plymouth District Council’s active economic development initiatives. Under the Local Government Act 2002 (LGA), the Venture Taranaki Trustees (the Trustees) must present a draft Statement of Intent (SOI) each year for the Council to review. The Trustees develop an annual business plan outlining the outputs required to deliver on the SOI outcomes each financial year and this is submitted to the Council to form the basis of the quarterly performance monitoring reports.

The 2015/16 Business Plan is built around three strategic and interconnected themes: Prosperity, People and Partnerships and Place.

Council officers received the VTT 2015/16 Quarter Two report on 18 January 2016 (see Appendix One). The report includes a summary progress report on SOI performance measures (page 63 of the report).

The second quarter of the 2015/16 year saw heightened activity across the VTT’s portfolio of business support services and programmes, economic development and sector oriented projects, visitor industry activity, district promotion and marketing, and innovation projects and events.

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Some highlights of activity undertaken by Venture Taranaki in quarter two includes:

Prosperity • The business advisory team had many enquiries from the engineering, construction and niche manufacturing sectors in particular. Common themes were health and safety, leadership, and strategic planning. • Five mentor matches were made in quarter two. A marketing campaign to increase the number of mentors and clients was launched during the quarter. • Fifteen start-up clinics took place in quarter two, with 11 in New Plymouth. 52 client meetings were held at the New Plymouth clinics, with potential businesses looking to enter a range of sectors. • The Trust facilitated a Better by Capital workshop which attracted seven local businesses. • Venture Taranaki organised a workshop between business leaders across the oil and gas and geothermal industry to foster relationships and open market opportunities. • Venture Taranaki launched Manuka New Zealand 2016, a one-day conference on the future of the Manuka honey sector. The event was promoted during quarter two and will be delivered in quarter three. • Taranaki’s inaugural Start-Up Weekend was successfully completed, building entrepreneurial capability with 23 ideas pitched during the event. • The Demand-Supply analysis of major upcoming engineering projects and a refreshed stocktake of engineering FTE’s and capability was completed during quarter two. • Visits to Taranaki by two offshore businesses looking at relocation options were supported by Venture Taranaki during the quarter.

People and Partnerships • Venture Taranaki’s bid to continue as the Regional Business Partner for Taranaki was successful. The resulting partnership with Callaghan Innovation and NZ Trade & Enterprise enables Venture Taranaki to provide businesses with funding support for capability development, research and development and innovation activity. The bid had the support of the region’s four councils, WITT and the Taranaki Chamber of Commerce. • Briefings were provided to the Prime Minister and Minister of Tourism, John Key, Associate Minister of Tourism, Paula Bennett, and Opposition MPs, Grant Robertson and Stuart Nash. • Venture Taranaki briefed iwi stakeholders in partnership with Department of Conservation on the Pouakai Crossing tourism product development. • The partnership between Venture Taranaki and Massey University was extended beyond the initial contract period, and will be publicly announced at the Food Futures event in January. The partnership advanced three major projects during the quarter.

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• 54 new employers signed up to use Venture Taranaki’s free regional jobs website, bringing the total to 1186. • The new promotional campaign – A Little Bit Out There – was further developed with a range of resources created that will be extended to live and work and business audiences from quarter three. • Venture Taranaki partnered with Workhere – a UK based talent attraction channel, and worked with the Human resources Institute to deliver a 3-hour Immigration NZ Visa seminar - attended by 50 local employers. • Venture Taranaki was awarded external funding for International Education Taranaki to develop and implement its strategy, which has been accepted by Education New Zealand. • The Venture Taranaki managed Taranaki pilot of the Participatory Science Platform (PSP) attracted nine applications for community-based science projects, with six being awarded funding. Place • Visitor statistics were updated in the quarter. Over the year to September 2015, the region attracted 559,597 guest nights in commercial accommodation, and 1,146,703 guest nights spent with friends and relatives. • The new regional Visit website, www.visit.taranaki.info, was launched early in the quarter to positive feedback. • Venture Taranaki supported seven conference or event bids during the quarter, and successful in attracting the NZ Maori Rugby League Rangitahi Tournament and New Zealand BMX National Championships to Taranaki. • Strong media coverage of the region continued, following a high number of media familiarisation visits facilitated by Venture Taranaki in quarter two. Urbis magazine, Good Health Choices, NZ Listener and the Weekend Herald all ran high profile coverage following famil visits, with equivalent advertising value of $126,067. • During the quarter comment, liaison, image or video content was provided to 37 publications or media channels. The equivalent advertising value of the published content is estimated to be $51,690. • Work progressed on the development of the New Zealand Coastal Arts Trail, in partnership with neighbouring regional tourism organisations. • The Summer campaign ran during the quarter, introducing the ‘Little Bit Out There’ concept to the VFR – Visiting Friends and Relatives – market. The campaign sought to help locals be more effective tour guides for the substantial numbers of visitors who stay with residents over the summer period. • A regional presence was secured at TRENZ, the foremost inbound tourism event in the country with a sole focus on the export sector. The event is held in May, and requires strong support from the private sector.

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FINANCIAL AND RESOURCING IMPLICATIONS There are no financial and resourcing implications arising from this information report.

APPENDICES Appendix 1: Venture Taranaki Quarterly Report to New Plymouth District Council against 2015-2016 Business Plan Projects and Activity – Quarter Two: 1 October to 31 December 2015 (ECM 7013456).

Monitoring Committee Tuesday 9 February 2016

Venture Taranaki Quarterly Report to New Plymouth District Council against 2015–2016 Business Plan Projects and Activity

Quarter Two: 1 October 2015 – 31 December 2015 Submitted 18 January 2016

EXECUTIVE SUMMARY

The second quarter of the 2015-2016 year saw heightened activity across the Trust’s portfolio of business support services and programmes, economic development and sector oriented projects, visitor industry activity, district promotion and marketing, and innovation projects and events. This executive summary provides a brief overview of key activity undertaken by Venture Taranaki in quarter two.

PROSPERITY

. Demand for support from the business advisory team was consistently high across the quarter, with enquiries from the engineering, construction and niche manufacturing sectors in particular. Common themes were health and safety, leadership, and strategic planning. The even balance between growth and support to remain sustainable continued, reflecting that the challenging climate still exists.

. Five mentor matches were made in quarter two, all in the New Plymouth district, and spanning the tourism, health, creative trade and transportation sectors. Client feedback remains highly positive. A marketing campaign to increase the number of mentors and clients was launched during the quarter.

. Fifteen start-up clinics took place in quarter two, with 11 in New Plymouth. 52 client meetings were held at the New Plymouth clinics, with potential businesses looking to enter a range of sectors.

. Venture Taranaki worked with 54 growth oriented clients in the quarter. Taranaki retained a number 1 (jointly with two others) national ranking for overall client satisfaction, with 100% positive feedback.

. Collectively, $76,520 of capability development vouchers were issued by Venture Taranaki during quarter two, across 43 vouchers. Around two thirds of this - $57,045 – went to businesses based in the New Plymouth District.

. $283,649 of research and development funding support was directed into Taranaki during quarter two – all of which went to New Plymouth district businesses.

. The Trust facilitated a Better by Capital workshop which attracted seven local businesses.

. Venture Taranaki continued to work with Ministry of Business Innovation and Employment (MBIE) on the Regional Research Institutes initiative, with a competitive bid on track for submission in quarter three.

. Venture Taranaki coordinated an Angel 101 workshop in quarter two, with a group of investors meeting beyond the event. It is expected to be up and running mid-2016.

. The Oil and Gas Specialist Technologies group gained two new members and continued preparation for the APPEA Conference in Brisbane in June. The brand was also extended to enable greater opportunity across the wider energy sector.

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. Venture Taranaki organised a workshop between business leaders across the oil and gas and geothermal industry to foster relationships and open market opportunities.

. Venture Taranaki launched Manuka New Zealand 2016, a one-day conference on the future of the Manuka honey sector. The event was promoted during quarter two and will be delivered in quarter three.

. Taranaki’s inaugural Start-Up Weekend was successfully completed, building entrepreneurial capability with 23 ideas pitched during the event.

. The Demand-Supply analysis of major upcoming engineering projects and a refreshed stocktake of engineering FTE’s and capability was completed during quarter two.

. The Trust has been supporting Ultrafast Fibre towards the delivery of an event in quarter three to mark the completion of USB rollout in New Plymouth and Oakura.

. Visits to Taranaki by two offshore businesses looking at relocation options were supported by Venture Taranaki during the quarter.

PEOPLE AND PARTNERSHIP

. Venture Taranaki’s bid to continue as the Regional Business Partner for Taranaki was successful, and the resulting partnership with Callaghan Innovation and NZ Trade & Enterprise enables Venture Taranaki to provide businesses with funding support for capability development, research and development and innovation activity. The bid had the support of the region’s four councils, WITT and the Taranaki Chamber of Commerce.

. Briefings were provided to Prime Minister and Minister of Tourism John Key, Associate Minister of Tourism Paula Bennett, and Opposition MPs Grant Robertson and Stuart Nash.

. Venture Taranaki briefed iwi stakeholders in partnership with Department of Conservation on the Pouakai Crossing tourism product development.

. The partnership between Venture Taranaki and Massey University was extended beyond the initial contract period, and will be publicly announced at the Food Futures event in January. The partnership advanced three major projects during the quarter.

. Nine organisations worked with the Venture Taranaki - Massey University partnership during quarter two, with the objective of advancing projects and securing resources to assist on projects and find solutions to challenges.

. 54 new employers signed up to use Venture Taranaki’s free regional jobs website during the quarter, bringing the total to 1186. Job listings on the site averaged around 80 vacancies at any one time. The site has 381 active job seekers.

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. The new promotional campaign – A Little Bit Out There – was further developed with a range of resources created that will be extended to live and work and business audiences from quarter three.

. Venture Taranaki partnered with Workhere – a UK based talent attraction channel, and worked with the Human resources Institute to deliver a 3-hour Immigration NZ Visa seminar - attended by 50 local employers.

. Venture Taranaki was awarded external funding for International Education Taranaki to develop and implement its strategy, which has been accepted by Education New Zealand.

. The Venture Taranaki managed Taranaki pilot of the Participatory Science Platform (PSP) attracted nine applications for community-based science projects, with six being awarded funding.

PLACE

. During the quarter, Venture Taranaki updated and released Taranaki Trends, a comprehensive collection of statistics and other regional data to help inform business decisions.

. The long-running Taranaki Business Survey was again undertaken during quarter two, with results released to stakeholders.

. Visitor statistics were updated in the quarter. Over the year to September 2015, the region attracted 559,597 guest nights in commercial accommodation, and 1,146,703 guest nights spent with friends and relatives.

. The new regional Visit website, www.visit.taranaki.info, was launched early in the quarter to positive feedback.

. Venture Taranaki supported seven conference or event bids during the quarter, and successful in attracting the NZ Maori Rugby League Rangitahi Tournament and New Zealand BMX National Championships to Taranaki.

. Strong media coverage of the region continued, following a high number of media familiarisation visits facilitated by Venture Taranaki in quarter two. Urbis magazine, Good Health Choices, NZ Listener and the Weekend Herald all ran high profile coverage following famil visits, with equivalent advertising value of $126,067.

. During the quarter comment, liaison, image or video content was provided to 37 publications or media channels. The equivalent advertising value of the published content is estimated to be $51,690.

. Venture Taranaki distributed $48,568 of publications in the quarter, with $24,419 going to New Plymouth district recipients.

. Investigations into the development of the Pouakai Crossing continued in the quarter, with a number of high-level briefings and journalist visits completed.

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. Work progressed on the development of the New Zealand Coastal Arts Trail, in partnership with neighbouring regional tourism organisations.

. The Spring visitor attraction campaign continued into the quarter, promoting regional attractions to a targeted North Island market, specifically family and active retiree audiences. Core components of the campaign saw effective media coverage of the region, and a presence at the Waikato Home and Garden Show.

. The Summer campaign ran during the quarter, introducing the ‘Little Bit Out There’ concept to the VFR – Visiting Friends and Relatives – market. The campaign sought to help locals be more effective tour guides for the substantial numbers of visitors who stay with residents over the summer period.

. A regional presence was secured at TRENZ, the foremost inbound tourism event in the country with a sole focus on the export sector. The event is held in May, and requires strong support from the private sector.

. Venture Taranaki’s tourism industry networking events continued, with one event held at Fun Ho! National Toy Museum.

. Four major events were contracted during quarter two, with the Trust also working with future events to identify funding and promotional opportunities.

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CONTENTS

EXECUTIVE SUMMARY ...... 3

INTRODUCTION ...... 9

1. PROSPERITY ...... 10 1.1 Information & Foundation Business Services ...... 11 1.2 Business Growth Support and Services ...... 15 1.3 International Trade ...... 19 1.4 Facilitate Innovation ...... 20 1.5 Sector Collaboration: Energy – Retention, Leveraging & Diversification ...... 23 1.6 Sector Collaboration - Primary ...... 25 1.7 Sector Collaboration - Engineering ...... 27 1.8 Gateway Infrastructure ...... 28 1.9 Rapid Response Capability ...... 29

2. PEOPLE AND PARTNERSHIP ...... 30 2.1 Regional and Government Partnerships ...... 31 2.2 Partnerships with Māori ...... 32 2.3 Partnership with Massey University ...... 34 2.4 Talent ...... 36 2.5 Sector Collaboration – Study Taranaki ...... 41 2.6 Pilot: Science in Society Participatory Science Platform ...... 43

3. PLACE ...... 45 3.1 Regional Intelligence and Communications ...... 46 3.2 Web and Digital Strategy ...... 48 3.3 Sector Collaboration – Conferences and Exhibitions ...... 48 3.4 Building District Profile – PR and Marketing ...... 53 3.5 Visitor Publications ...... 56 3.6 Visitor Product and Infrastructure ...... 57 3.7 Visitor Attraction ...... 58 3.8 Visitor Industry Development ...... 60 3.9 Major Events Fund ...... 62

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STATEMENT OF INTENT ...... 63

BUDGET ...... 64 Forecast versus Actual Summary ...... 64 Forecast versus Actual – Project and Activity Breakdown ...... 65

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INTRODUCTION

This report highlights key activity against Venture Taranaki’s 2015-2016 Business Plan over quarter two (1 October 2015 – 31 December 2015).

Venture Taranaki’s 2015-2016 Business Plan is built around three strategic and interconnected themes: Prosperity, People and Partnerships and Place.

These themes reaffirm Venture Taranaki’s commitment to supporting and growing the region, and to meeting the needs of community, businesses and strategic partners. They align with the key themes and direction of New Plymouth District Council’s Economic Development and Blueprint Strategies, and the Taranaki Regional Economic Development Strategy 2010-2035.

Each element interconnects, as do the activities within each, to build on the region’s achievements to date, help manage the current challenges of a difficult economy, and continue to progress towards a strong future for Taranaki and the New Plymouth district.

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1. PROSPERITY

Achieving economic prosperity for Taranaki and the districts within will take a concerted effort across a range of projects, programmes and services.

The activity and projects included under the prosperity theme are those associated with encouraging innovation and international trade, supporting business and industry development, adding value to traditional sectors, as well as seeking out opportunities for expansion and diversification of the capability and expertise held within the region.

Figure 1: Prosperity Theme - Projects and Activity

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1.1 Information & Foundation Business Services

Objective: To provide information to, and support for, small-to-medium sized business enterprises and potential business start-ups. This includes provision of business advisory support, business mentoring services and business start-up support.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Provision of on-demand business advisory services Ongoing Ongoing Ongoing Ongoing . Provision of business support resources and toolkit material Ongoing Ongoing Ongoing Ongoing . 40 mentoring matches made Ongoing Ongoing Ongoing Ongoing 5 Matches 19 Matches . Minimum of 40 business start-up support clinics Ongoing Ongoing Ongoing Ongoing offered 15 Clinics 35 Clinics Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Business Advisory: Introduction: Venture Taranaki provides the community with ready access to support for start-up and small-to-medium sized businesses through its information and foundation business services. These services are offered through business advisors, online tools and resources and a range of resources available in hard copy.

Clients interacting with the business advisory service may have a one-off query or require a more intensive engagement, at which point, Venture Taranaki will ordinarily meet with the client to discuss their business and particular needs, before work up a proposed action plan for the business which may include actions on the part of Venture Taranaki, the business and others.

Advisors are mobile so able to meet with businesses at their premises, at Venture Taranaki offices or other locations as required, making support as simple and convenient to access as possible. The support offered spans pre-start through to well-established small to medium sized businesses.

Activity: The demand for support from the business advisory team continued to be high throughout quarter two, off the back of a strong level of interaction in quarter one. Interactions are cross-sector, including engineering, construction and niche manufacturing in particular, with health and safety, leadership and management, and planning and strategy common topics of conversation.

As signalled in the previous report, the split between businesses identifying growth opportunities and looking to capitalising on these, and businesses requiring support to remain sustainable in tougher times continues to be relatively

11 | P a g e even. Venture Taranaki expects this split will continue in the next few quarters, given the current challenging economic conditions.

“Thank for your help and input with our strategic plan. You have provided me with some good ideas to work on to support our plans for the business in HR and training to support our plans to grow the business” – quarter two business advisory client

“You provided lots of good leads and I think there are several that could come in very useful. Appreciate your support.” – quarter two business advisory client

Toolkits and Resources: Venture Taranaki maintains a number of business resources including a business toolkit which is available online and in hard copy. The Trust also sources resources that would be helpful to individual clients as required from its networks and contacts, as well as signposting and referring clients onto other avenues of support as appropriate.

Mentoring: Introduction: Venture Taranaki is the Taranaki agent for Business Mentors New Zealand offering business mentoring, community organisation mentoring and business start-up mentoring.

Activity: Five mentor matches were made in quarter two, with all five of these being for businesses in New Plymouth district. These clients were from the tourism, health, creative, trades and transportation sectors.

Client feedback on the value of the service and their satisfaction with it continues to be high, with a selection of comments received from New Plymouth clients in the quarter provided below.

“We have had a few meetings and our mentor is really nice and helpful, we look forward to meeting again in the New Year” – Mentoring client

“My Mentor is very helpful, I appreciate his time.” – Mentoring client

Marketing of the mentoring service is focused on both attracting mentors to work with the programme and promotion of the programme to potential users. Marketing is undertaken via social media, brochures, website content and promotion, press advertisements, promotion via other organisations, networking and presentations - all part of the promotion undertaken during quarter two.

Finally Venture Taranaki has been actively seeking more mentors to work with the service. Demand for the business mentoring service is ongoing, and the service’s success relies on the volunteer mentors involved mentors. Videos of current mentors and their views on the rewards of becoming a mentor were recorded and are being showcased online and at events to encourage additional mentors to join the programme.

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Figure 2: Facebook posting of mentor recruitment video

Mentors were recognised for the donation of their time via an annual thank you dinner function, which was held late November, and attended by the Deputy Mayor and Councillors.

Business Start-Up Clinics: Introduction: Venture Taranaki offers those considering starting a business the services of a business advisor to discuss their prospective business and get assistance with determining and undertaking the planning required for successful start- up, and assessing business viability. These meetings are confidential and offered through a series of start-up clinics offered weekly (or more frequently dependent on demand) in New Plymouth and monthly in Stratford and Hawera.

Activity: Fifteen start-up clinics took place in quarter two, 11 of these being held in New Plymouth. 52 client meetings were held via these clinics, 41 of which took place in New Plymouth district. Potential businesses in New Plymouth district accessing the service would operate in the consultancy, retail, arts, engineering, health, personal services and hospitality sectors.

Year to date, 126 start-up client meetings have taken place across Taranaki via the business start-up clinic. Of these, 103 or 82% have been held in New Plymouth.

Client comment on the value of the business start-up service continues to be very positive with an example of feedback received during the quarter below.

“I’ve had three sessions with the start-up advisor, and it has been really helpful. I have now started up my business – we opened just before Christmas. I have really appreciated the advice and guidance from Venture Taranaki.” – New Plymouth start-up clinic client

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Marketing of the start-up service is widespread and includes social media, brochures, website content and promotion, press advertisements, promotion via other organisations, networking and word of mouth are all part of the promotion undertaken during quarter two.

Figure 3: Start-up Clinic promotion

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1.2 Business Growth Support and Services

Objective: To work with growth oriented businesses and wealth creators to assist in maximising opportunities and potential contribution to Taranaki.

Achieved via business advisory support, and facilitation of business management, capability development and research and development funding (as Callaghan Innovation and New Zealand Trade & Enterprise’s Regional Business Partner for Taranaki).

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Engage with, and provide active assistance to, Ongoing Ongoing Ongoing Ongoing businesses and wealth creators with development potential, particularly those which are export oriented . Facilitate awarding of $500,000 of business Ongoing Achieved Ongoing Achieved support and/or research and development funding $283,649 R&D $987,886 R&D into Taranaki businesses and/or wealth creators . Meet requirements of Regional Business Partner Ongoing Ongoing Ongoing Ongoing partnership agreement . Publish six electronic newsletters per annum Ongoing Ongoing Ongoing Ongoing containing information and resource of relevance Three issues Five issues to business sector

Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Introduction: Venture Taranaki works proactively with businesses wanting support to achieve their growth potential and goals. This includes advisory support and development of engagement / action plans with the client, referrals to other services, support with research and development and innovation, and support growing the businesses’ management capability (via Venture Taranaki’s regional business partners programme partnership with New Zealand Trade & Enterprise (NZTE) and Callaghan Innovation (Callaghan)).

Activity: Venture Taranaki worked with 54 growth oriented clients in the quarter. With a significant level of crossover between capability development needs and research and development, approximately one-third of these clients were looking to access support from both areas. This is because it is part of the Venture Taranaki client interaction process to assess the general business and capability needs of the client on an ongoing basis, regardless of whether they first approach specifically for research and development support.

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Growth clients are subject to regular client satisfaction surveys undertaken by New Zealand Trade and Enterprise (if they participate in the regional partner programme) which are collated on a quarterly basis. The following excerpts are taken from the most recent Headline Report on client satisfaction (November 2015), and the latest RBP Quarterly Update (July – September 2015) for Taranaki. Not all clients receive funding support towards their growth activity – a substantive number access the service for advisory support only.

Taranaki continued to perform highly in the Headline report on client satisfaction, with Venture Taranaki jointly with two others) leading the country in terms of overall client satisfaction. 100% of clients rating the service and delivery received via its regional business partner activity as positive, building on the previously released report where Taranaki was ranked number 1 for overall client satisfaction.

This high satisfaction rating continued with 100% of respondents rating the value of information received from Venture Taranaki as positive during the same period.

The same survey noted that 91% of respondents felt the service and support received from Venture Taranaki helped their business, with 50% having already implemented change or business improvements as a result of advice and support received. Sixty-seven percent of those active in research and development (R&D) felt their R&D had accelerated as a result of advice and support received from Venture Taranaki.

Venture Taranaki business services are offered across all industries, as is reflected in the range client engagement, with business support provided to many sectors including niche manufacturing, renewable energy, engineering and oil and gas, as well as Maori, hospitality, construction, professional services and agri-food. The notable increase in the number of enquiries from construction and trade businesses seen in quarter one continued through quarter two. The downturn in the dairy and oil & gas sectors has shown through with lesser growth oriented engagement in these sectors in the quarter.

The support services also make referrals or introductions to services available through other organisations such as NZTE, Taranaki Chamber of Commerce and Callaghan Innovation (over and above funding mechanisms).

One referral was made into the Callaghan Innovation “Better by Lean” programme which provides clients with an introduction to Lean, and then further support for implementation of Lean in their respective businesses. This client has since been accepted for funding support for Lean implementation. Five referrals have been made to the Better by Lean programme year to date.

A further four clients have been referred to various other Callaghan Innovation services, including the new innovation oriented services offered by the organisation. Clients have responded very positively to promotion of the newly introduced range of business innovation services, with 11 having accessed these services year to date.

Four referrals were made into NZTE’s managed foundation team during the quarter for support on their international market development, adding to the four referrals made earlier in the year.

Additionally, Venture Taranaki’s advisory team also identifies programmes on offer in other centres that might be beneficial, promoting these to Taranaki businesses as relevant. An example of this being the acceptance of a Taranaki

16 | P a g e agri-business into the “Sprout” programme for 2016. “Sprout” is a new business accelerator programme designed to fund the next generation of agri-tech start-ups in New Zealand.

Capability Development Voucher Scheme: Collectively, $76,520 of capability development vouchers were issued by Venture Taranaki during quarter two, across 43 vouchers. These vouchers are matched by the businesses they are awarded to, and used to fund training and coaching to improve management and business owner capability across a range of business areas.

Approximately two thirds of voucher spend in the quarter - $57,045 - went to businesses based within the New Plymouth District, with the remainder going primarily to the South Taranaki district and a small voucher allocation to the Stratford district.

Year to date, $163,873 of capability development vouchers have been awarded by Venture Taranaki into the region’s businesses, $113,277 of which went to New Plymouth district businesses (69%).

The largest allocation of voucher spend in Taranaki is going to the manufacturing sector, which is consistent with historic spend. This sector is closely followed by Agriculture related businesses, with the Professional, Scientific and Technical Services and Construction sectors also significant recipients.

“Help is always there and advice given freely.” –satisfaction survey feedback on Venture Taranaki client.

“Instant response, helpful, it felt like it did most of the work, easy to deal with.” –satisfaction survey feedback on Venture Taranaki client.

Research and Development Activity: Quarter two saw a steady stream of research and development enquiry with projects discussed ranging in size from large investments to small-scale early stage projects. Callaghan Innovation engagements undertaken by Venture Taranaki were particularly focused on agri-sector, manufacturing and engineering.

$283,649 of research and development funding support was directed into Taranaki during quarter two, all of which went to New Plymouth district businesses operating in the niche manufacturing sector. The funds were awarded across three recipients, for a substantive research and development project (Project Grant), initial and early stage research and development (Getting Started grant), and increased process efficiency.

“We had a really good discussion about the possible avenues available and discussed the pros and cons of the options. The guidance was insightful and practical and a worthwhile exercise to undertake.” – New Plymouth District R&D client, quarter two.

$987,886 of research and development funding has been awarded into Taranaki year to date (facilitated by Venture Taranaki), with over 97 percent of this being awarded to North Taranaki businesses.

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Venture Taranaki has continued facilitating access to Callaghan’s scientific and specialist expertise on behalf of Taranaki businesses over the quarter. Callaghan is particularly able to offer valuable expertise in areas of relevance to the region’s engineering, food and beverage and manufacturing firms.

Newsletters: Introduction: Venture Taranaki also produces a business oriented electronic newsletter on a regular basis. E-news provides its subscribers with information on business events, research and news of relevance to the region, links to useful tools and resources, and information on Venture Taranaki activity that may be of interest. It also celebrates and publicises business success in the region.

Activity: Three newsletters were published during quarter two, with five published year to date.

Figure 4: Enterprise News December Edition

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1.3 International Trade

Objective: Identify and build inbound and outbound international trade connections and opportunities of benefit to Taranaki.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Undertake research and/or visitation programme Ongoing Ongoing Ongoing Ongoing focused on an international market or markets with potential for economic benefit to Taranaki. . Further develop Taranaki Exporters’ Forum building network and assisting Taranaki businesses Ongoing Ongoing Ongoing Ongoing with international market investigation Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Introduction: Venture Taranaki works with both individual businesses and industry sector groups in relation to international trade.

Activity: Individual Businesses: At an individual level, Venture Taranaki develops action plans with businesses who want to grow their international trade or expand into global markets, connecting with specialist expertise in New Zealand Trade & Enterprise (including the Regional Manager and the Customer Manager for Taranaki), as well as expertise in the private sector to do so.

As part of the development of internationally oriented businesses, or those with international market potential, Venture Taranaki also worked with New Zealand Trade and Enterprise during the quarter to offer a Better by Capital workshop focused on how to fund business growth. The event took place in November and included experienced presenters from a range of capital investment areas, providing an introduction to the capital environment, discussing what a business needs to look like to attract capital, as well succession planning and employee share options. Seven growth oriented companies to up the opportunity to participate in the workshop session with all able to obtain some one-on-one advice and follow- up support.

Collaborative Approaches: The international trade activity undertaken by Venture Taranaki also crosses into the work the Trust does with collaborative sector projects. Both the Oil and Gas Specialist Technologies group and the International Education Taranaki collective are actively seeking out international trade growth and development with Venture Taranaki’s support.

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Oil and Gas Specialist Technologies (OGST): During the quarter, Venture Taranaki continued preparing for a Taranaki trade mission, which will be undertaken in conjunction with New Zealand Government, to the 2016 Australian Oil and Gas Conference and Exhibition (APPEA 2016), Brisbane 5-8 June 2016.

Venture Taranaki is assisting the OGST (Taranaki’s oil and gas supply chain cluster) with their marketing and logistical preparation. An area for the New Zealand Pavilion at the event has been secured. Discussions are underway to host a project briefing and networking function to enable the Taranaki companies to build commercial relationships and leads.

APPEA attracts over 2,500 conference attendees.

Papua New Guinea (PNG): The New Zealand PNG Business Council (NZPNGBC) have indicated they will be organising a trade mission to PNG mid-2017 and will be seeking expressions from companies interested in being part of the mission in early 2016.

Venture Taranaki has started promoting this opportunity amongst businesses, and is also working with the NZPNGBC on the possibility of hosting a PNG trade update in Taranaki prior to the trip to build awareness of market developments and interest in the trade mission.

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1.4 Facilitate Innovation

Objective: To promote and facilitate strategic research and innovation within the Taranaki economy.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Undertake a detailed investigation including due Ongoing Ongoing Ongoing Ongoing diligence into a regionally accessible Angel Investment fund . Respond to innovation based opportunities as Ongoing Ongoing Ongoing Ongoing they arise

Responsibility: John Haylock, General Manager – Innovation & Strategic Projects

Commentary Venture Taranaki is undertaking a number of activities designed to encourage an active innovation eco-system including entrepreneurship, research, capital raising and business strategy and execution. Those active at present are:

Angel Investment: Venture Taranaki has been progressing a possible regional angel investment initiative, and this continued in quarter two.

With support from the New Zealand Venture Investment Fund, Venture Taranaki coordinated an Angel 101 Workshop in the quarter. Presented by Scottish expert Nelson Gray, the session was attended by 40 people.

Subsequent to the workshop, a group of investors has continued to meet and is proceeding with establishing an angel investment group. It is expected the group will be up and running by mid-2016 ready to support suitable early stage high growth companies.

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Regional Research Institutes: Venture Taranaki has been liaising with Ministry of Business Innovation and Employment (MBIE) on the $25m1 Regional Research Institutes initiative announced by the Government in the May 2015 budget.

The funding is to support the establishment of new regional research institutes. This involves a competitive bidding situation and many regions have indicated their interest in this opportunity.

Venture Taranaki is facilitating a group of Taranaki and national companies that intend submitting a Concept Proposal by the deadline of 17 February.

Start-up Weekend: Venture Taranaki supported the first Taranaki Start-up Weekend event which was held 20-22 November at shared workspace facility, Manifold in New Plymouth. This event involved teams pitching and developing a new business idea over the course of a weekend before presenting their business model to a judging panel at the end of the event.

Driven by a group of dedicated individuals from a range of local business, Venture Taranaki was represented on the Organising Committee. The event was supported by several local and some national sponsors plus a group of judges led by Bryce Barnett.

45 people registered for the event. From this 23 ideas were pitched and teams formed around seven of these ideas. Teams then worked on the ideas over the weekend – the ideas were validated, business models developed and where possible implemented and tested. The winner was Shout.Beer – a business designed to allow people to send people a gift of craft beer – essentially the beer equivalent of Interflora.

The purpose is to provide a training resource to build entrepreneurial capability in the community. In that regard the weekend was great success and achieved a 9.2/10 rating from participants – well above the average of 8.3.

1 Over three years.

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1.5 Sector Collaboration: Energy – Retention, Leveraging & Diversification

Objective: To support the oil and gas sector and the wider energy sector with a particular focus on adding value, promoting capabilities, diversification and future energy including geothermal.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Provide support to oil and gas sector including Ongoing Ongoing Ongoing Ongoing facilitation of Oil and Gas Specialist Technologies group . Provide support into promoting the strengths, Ongoing Ongoing Ongoing Ongoing capabilities and activities of the sector through delivery of EnergyStream, an industry Capability Database, and facilitating industry collaboration and/or upskilling sessions . To undertake initiatives that advance Ongoing Ongoing Ongoing Ongoing understanding of market trends and opportunities; potential for diversification of strengths; and where appropriate, strategies and actions to assist entry and/or expansion into new markets or sectors . To deliver two information sessions or initiatives Ongoing Ongoing Ongoing Ongoing on future energy opportunities Responsibility: Stuart Trundle, Chief Executive

Commentary Oil and Gas Specialist Technologies Group: Introduction: Venture Taranaki provides facilitation and support services to the Oil and Gas Specialist Technologies Group (OGST) – a network of 24 oil and gas supply chain companies (many of which also work in other sectors).

Activity: The OGST (Oil and Gas Specialist Technologies group) met every month during quarter two, with Venture Taranaki providing facilitation and support services to the group. Membership has increased with AMTEC and Bridon Cookes joining the collective during the quarter. This is particularly pleasing given the challenging economic climate for the O&G industry, as membership requires a financial contribution.

During quarter two Venture Taranaki also assisted the group with: . Rebranding to help repositioning of the group beyond oil and gas (‘energy and industry projects’)

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. Evolution of the OGST strategy . Marketing session . Building relationships with the geothermal industry (see section below)

Initiatives: Venture Taranaki organised a workshop between leaders and major businesses from the geothermal industry in New Zealand, and those from the oil and gas service industry (held October). The purpose was to foster relationships and the transferability of skills sets and expertise from oil and gas into other forms of energy such as geothermal.

The events included briefings from Mighty River Power, Contact Energy, Hawkins, Jacobs, Geothermal NZ, New Zealand Geothermal Industry, Heavy Industry Research Association (HERA) and Auckland University. Venture Taranaki led a panel of response from the oil and gas industry highlighting areas of commonality and avenues of collaboration.

Following the locally held event, Venture Taranaki, in conjunction with OGST, capitalised on relationships and momentum achieved by undertaking a domestic trade mission, and having exhibition presence at the NZ Geothermal Workshop (held in Taupo in November).

The exhibition presence and mission promoted OGST companies and capabilities, included commercial meetings with key geothermal companies, as well as a tour of Contact Energy’s Taupo geothermal site. Twelve companies participated in the mission with a number reporting positive commercial leads as a result.

EnergyStream.co.nz: Venture Taranaki continued to maintain the www.energystream.co.nz website during the quarter. Activity included provision of monthly updates on activities in the oil and gas industry as well as promotion of Taranaki companies and capability through a searchable industry capability database.

During quarter two, three industry newsletters were distributed to over 600 subscribers. The monthly industry update being the most popular newsletter item.

Information Sessions: Venture Taranaki met with the oil and gas upstream and exploration companies in November for a round table sharing of key industry issues and opportunities.

The Ministry of Business Innovation and Employment’s National Manager for Petroleum also joined the session to provide an update from a government perspective. Figure 5: EnergyStream Monthly Update Sample

Venture Taranaki assisted the (semi-regulator) Gas Industry Company to host a free workshop - The NZ Gas Story – in October. The session provided a plain English explanation of the importance of gas to the New Zealand economy, industry history, structure and other issues such as pricing. The session was attended by over 30 industry leaders with positive feedback received on content.

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1.6 Sector Collaboration - Primary

Objective: To explore growth and development options in the primary sector to add value to this key sector and/or contribute to its wider growth.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Undertake investigation into a project with added Ongoing Ongoing Ongoing Ongoing value impact for the primary sector . Work with key rural organisations and sub-sectors, Ongoing Ongoing Ongoing Ongoing e.g. Federated Farmers and poultry industry, to support the sector’s future development, direction and any challenges . Work with Ministry of Primary Industries and/or Ongoing Ongoing Ongoing Ongoing other government agencies, universities or Crown Research Institutes on possible Taranaki developments in primary sector

Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Venture Taranaki has been working, alongside of Massey University on providing information sessions, workshops of value and access to expertise via an agri-sector series of events scheduled for 2016.

Manuka Honey: Venture Taranaki continued planning a workshop on Manuka, Honey and Marginal Land Use scheduled for February 2016. The workshop will look at opportunities for growing Manuka on marginal land, industry issues and possible added value for the region. Initial promotion for the event began late in quarter two.

Speakers for the event include the Ministry of Business Innovation and Employment, Federated Farmers, Department of Conservation, as well as a number of industry leaders and experts. A detailed conference schedule will be released early quarter three.

This event is preceded by the first in the agri-series – Food Futures – in January 2016. Run by Massey University in association with Venture Taranaki, this event is reported in the Massey University partnership section of this report.

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Figure 6: Manuka Event Promotion

Industrial Hemp: Venture Taranaki continued to work with Massey University and business interests to explore the potential of industrial hemp in the region during the quarter.

Government Relationships: Additionally, Venture Taranaki met with Ministry of Primary Industries and Ministry of Business Innovation and Employment to progress earlier conversations about sector based opportunities in the primary sector.

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1.7 Sector Collaboration - Engineering

Objective: To support the region’s engineering sector as a hub of engineering expertise in New Zealand.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Respond to calls for support from engineering Ongoing Ongoing Ongoing Ongoing sector . Provision of advisory support into Futures Taranaki Ongoing Ongoing Ongoing Ongoing . Support of the region’s Engineering Ongoing Ongoing Ongoing Ongoing Apprenticeship awards . Undertake demand / supply analysis to assist with Ongoing Ongoing Ongoing Ongoing opportunity identification and capability retention

Responsibility: Stuart Trundle, Chief Executive

Commentary Engineering Taranaki Consortium: During quarter two, Venture Taranaki provided sponsorship into the apprenticeship awards. Held in November, these awards encourage talent to enter and excel in engineering related trades.

Demand Supply Analysis: The Demand-Supply analysis of major upcoming engineering projects and a refreshed stocktake of engineering FTE’s and capability was completed in quarter two, and shared with industry and stakeholders regionally and nationally.

This significant project involves the collation of information from major companies concerning their upcoming non- routine engineering projects and plant shutdowns, as well as details from Taranaki’s key industrial firms on workforce levels and skills sets.

The resulting analysis provides a forward projection of major engineering projects, and a refreshed stocktake of engineering workforce and capability. The analysis will assist with workforce planning and managing potential peaks and troughs, and builds on knowledge gained in previous iterations of the analysis.

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1.8 Gateway Infrastructure

Objective: To investigate hard and soft infrastructure opportunities and encourage infrastructure development of benefit to Taranaki’s economy – including digital, road, sea and air.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Respond and proactively advocate for Taranaki Ongoing Ongoing Ongoing Ongoing infrastructure opportunities and development including port and airport . Support TLAs as they compete ROIs for UFB, RBI Ongoing Ongoing Ongoing Ongoing and mobile blackspot funding . Work collaboratively with other stakeholders to Ongoing Ongoing Ongoing Ongoing assess opportunity for improving freight movement options for Taranaki businesses

Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary UFB, RBI and Mobile Black Spot Funds: The region is waiting to hear about the success of Registrations of Interest made during 2015 for the second round of funding for ultrafast broadband, rural broadband and the inaugural round of mobile blackspot funding.

Venture Taranaki has been advising Ultrafast Fibre as they plan for an event in February 2016 to officially launch the completion of their ultrafast fibre network in New Plymouth and Oakura. This was funded through the first round of ultrafast broadband funding.

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1.9 Rapid Response Capability

Objective: To respond rapidly to any opportunities and challenges with high economic impact potential as they emerge during the course of the year.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Identify and respond to a minimum of one project N/a N/a N/a 1 with high economic impact potential

Responsibility: Stuart Trundle, Chief Executive

Commentary Business Investment: Venture Taranaki continues to liaise with a multinational company exploring a new manufacturing business in New Plymouth. A third visit by the company was hosted in December. The company is exploring two locations – New Plymouth and an offshore site. It is expected Venture Taranaki will know which location has been preferred by mid-2016. This opportunity was introduced to Venture Taranaki via New Zealand Trade and Enterprise (NZTE), who the Trust has worked with in supplying information of relevance to foreign direct investment.

During the previous quarter an additional opportunity involving an offshore company looking at Taranaki, as well as several offshore locations, as a manufacturing base was also introduced to Venture Taranaki by NZTE. At the time of preparing this report the company is looking to contract for the preparation of a feasibility Study. This opportunity is likely to be based in South Taranaki but would require significant support from the rest of the region and in doing so would benefit Taranaki as a whole.

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2. PEOPLE AND PARTNERSHIP

Partnership approaches allow for leveraging and achieving more than what might be achieved as an individual. Taranaki, and the districts within it, must work together standing in one corner to ensure the regional and district voice can be heard, not only at a central Government level, but also in terms of building awareness of what Taranaki has to offer to business, investors, community, current and new residents.

People underpin the success of the region, both now and into the future. Talent is not only about attraction – it’s also about retention, growth, inspiration and celebration of what Taranaki has to offer and ensuring it remains a great place to work and live. Fostering talent will be critical to Taranaki’s continued progress.

People and Partnerships is focused on the key connections and talent activity required across the 2015-2016 year designed to help maintain what the region already has, and work towards further growth for Taranaki.

Figure 7: People & Partnerships: Projects and Activity

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2.1 Regional and Government Partnerships

Objective: To work in collaboration with regional leaders and stakeholders to ensure Taranaki and New Plymouth district issues resonate on the national agenda.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Provide input to inform research and policy, and Ongoing Ongoing Ongoing Ongoing influence key decisions affecting Taranaki

Responsibility: Stuart Trundle, Chief Executive

Commentary Regional Business Partners Programme Bid: Introduction: Venture Taranaki submitted a bid, with the support of the region’s four councils, WITT and the Taranaki Chamber of Commerce to continue as the Regional Business Partner for Taranaki mid quarter one.

This partnership with Callaghan Innovation and NZ Trade & Enterprise enables Venture Taranaki to work closely with these two organisations to provide region’s businesses with support via the Capability Development Voucher Scheme and grants and innovation programmes (both of which are facilitated by Venture Taranaki).

Venture Taranaki has worked to become one of the top performing Regional Business Partners in the country, as evidenced by the client satisfaction surveys of clients who are interacting with both our business advisory and regional business partner services and programmes (Taranaki is consistently rated in top 3 for client satisfaction). The bid submitted reflected that commitment, alongside the team’s capability and our track record in delivery.

Activity: Venture Taranaki was advised it was the preferred provider for the Regional Business Partners programme in quarter two, concluding the partnership agreement discussions late in the quarter.

The partnership duration is for an initial 3½ years, with a potential further two years extension. It, will over its lifetime, bring approximately $5.3 – $7.0 million facilitated funding into the region’s business community based on Venture Taranaki’s performance to date. It also provides further funding into Venture Taranaki to support its business engagement activity.

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Parliamentary Support: During the quarter the team supported Members of Parliament with the following:

. A briefing was provided to Rt Hon John Key, Prime Minister and Minister of Tourism on the Pouakai Crossing opportunity. . A briefing was provided to Associate Minister of Tourism Paula Bennett on the Pouakai Crossing opportunity. . A briefing was provided in Labour MPs Grant Robertson (Wellington Central) and Stuart Nash (Napier MP) on regional development and the visitor sector . Trust staff also supported the visit of HRH The Prince of Wales, though event planning, promotional and media assistance.

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2.2 Partnerships with Māori

Objective: To extend support to Māori business and economic development as requested by Māori. Venture Taranaki appreciates the significant potential Māori have to impact across all facets of the Taranaki economy and extends its support to Māori business and economic development acknowledging rangatiratanga.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Maintain relationships with iwi and Māori Ongoing Ongoing Ongoing Ongoing networks to support projects and opportunities as

appropriate and requested.

Responsibility: Stuart Trundle, Chief Executive

Commentary Venture Taranaki continued working at a governance level to identify synergies with Maori objectives in the region and how the Trust can support these objectives.

The bi-lingual signage project, Te Ara Puawai continued during the quarter, with Venture Taranaki’s partnership manager providing ongoing project management support.

Briefings on the Pouakai Crossing Project were provided to the boards of Taranaki Iwi Trust and to Te Kotahitanga o Te Atiawa Trust. In both cases these briefings were provided in conjunction with the Department of Conservation. The Pouakai crossing route crosses the rohe of both iwi.

An article was supplied to Parininihi ki Waitotara’s Whenua magazine, with a focus on innovation and the strong connection between many of the region’s successful Participatory Science Platform projects to Taranaki Maori communities.

Figure 8: Whenua magazine article

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2.3 Partnership with Massey University

Objective: To partner with a university to encourage connections and interaction between Taranaki businesses and sectors and bring university expertise, research capability and experience into the region.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Develop linkages with university resulting in Ongoing Ongoing Ongoing Ongoing projects and activities of benefit to Taranaki economy and business community Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Introduction: The Massey University partnership with Venture Taranaki provides Taranaki businesses, organisations and sectors with access to expertise and research capability often not readily available within the region.

Activity: The partnership with Massey University reached the conclusion of its initial period in quarter two, with both parties agreeing to a continuation of the partnership until a further review in 2017. A public announcement of the partnership’s extension will be made at the upcoming Food Futures event in January 2016.

The partnership advanced three major projects during quarter two (each of which secured funding support in the 2014- 2015 financial year) – these being the Agmardt funded industrial hemp project; the Taiepa Tiketike, Passive Resistance to Climate Change at Parihaka project; and the Kia haumako ana ngā awa tawhito o Nġaruahine project.

These projects require ongoing facilitation and management which is undertaken by the partnership’s business development manager.

Activity included holding an event to publicise and showcase findings from the Hemp project funded by Agmardt. The event was well attended with 47 people participating, and has received media interest subsequently.

The business development manager for the partnership has also been exploring other opportunities for projects with potential for ‘regional scale’, including exploration of National Science Challenge, MBIE Science Funding and Vision Mātauranga Capability Fund funding , as well as preparing an application for Waste Minimisation Funding’s 2016 (November) round.

Nine organisations worked with Massey University during the quarter, with the objective of advancing projects and/or securing resources to assist on projects or find solutions to challenges and opportunities facing businesses.

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Year to date the partnership has worked with 28 organisations.

The agri-sector has been a particular focus for the quarter, with development and promotion of a series of agri added- value events being planned by Venture Taranaki and Massey University in 2016. The first of these – Food Futures – will take place in January 2016 and is being led by Massey University.

Figure 9: Food Future Taranaki 2016 Event Promotion

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2.4 Talent

Objective: Assist Taranaki in meeting its talent and skill needs, in turn enabling the region to achieve its full growth potential – attraction, retention, inspiration and growth.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Promote regional job opportunities Ongoing Ongoing Ongoing Ongoing . Talent attraction and retention activity Ongoing Ongoing Ongoing Ongoing . Showcase Taranaki talent Ongoing Ongoing Ongoing Ongoing . Engagement with employers Ongoing Ongoing Ongoing Ongoing . Review talent strategy N/a N/a N/a N/a

Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Introduction: Venture Taranaki undertakes a range of activity under the Talent umbrella, including working directly with employers and job seekers on their specific needs – attraction and retention; providing tools and resources to support the region’s employers and attract or retain talent in the region, e.g. live + work website www.liveandwork.taranaki.info, the lifestyle toolkit and the employer toolkit; offering employers and job seekers a website portal to promote roles, apply for vacancies and search a talent pool populated by job seekers; working with NZ Immigration Service on migrant employment requirements and knowledge building; and promotional campaigns showcasing the region for attraction and retention of talent.

Talent attraction and retention, although lower than previous periods, continues to be an issue for a number of Taranaki businesses, with 19 percent2 of employers experiencing difficulty securing the talent they require.

Activity: Venture Taranaki operates a ‘no-charge to users’ regional jobs website, www.liveandwork.taranaki.info, which provides employers and job seekers, the opportunity to promote and apply for roles available in the region.

The site continued to attract new employers over the quarter, and was well utilised by employers and job seekers alike. However considerable time and effort was spent cleaning out both databases of duplicate registrations, hence the overall reduction in employer numbers reported this quarter.

2 Venture Taranaki Business Survey December 2015

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1186 employers are now utilising the site when seeking staff, 54 of which registered in the quarter. 32 of the new employer registrations were from New Plymouth district. Sixty four percent (764) of the registered employers are based within New Plymouth district.

191 job seekers also registered in the quarter, with 39 job applications made through the site (compared to 79 the previous quarter) showing consistent use of the site is ongoing. With employers able to search a talent pool for their desired skillsets, the database of job seekers is cleaned regularly, with profiles deleted after six months of inactivity – as of end of quarter two, the site houses details of 381 job seekers.

The average number of jobs on the site reduced but remained steady over the quarter with an average number of 80 live vacancies at any one time, although this did rise to as high as 120, promoting a wide variety of jobs and industries by employers throughout the region.

Live and Work Section of www.taranaki.info: The number of people visiting the live + work section of Venture Taranaki’s, www.taranaki.info website was 26,302. The average number of pages viewed (3.8) and time on site (3.19 minutes) indicates people visiting the site do spend a reasonable amount of time looking at content on the site, with top audience cities being New Plymouth (30%) and Auckland (22%), and top countries are New Zealand (73%) and Australia (4%).

Venture Taranaki developed case studies telling the story of Taranaki’s talent to others showcasing working and living experiences of those who have chosen Taranaki as their home. These stories are then used to attract more talent to the region. One case study was developed in the quarter with more under development. The latest case study can be read at http://liveandwork.taranaki.info/casestudy_detail.php/id/72/from/117.

One Employer and the new Live & Work newsletter, (Job seeker, Swap Sides and Rediscover newsletters combined) conveying articles on events, useful information, toolkits and case studies were sent to registered subscribers in the quarter, which resulted in noticeable spikes in visitors to the relevant website pages.

Engagement with employers on their people attraction and people management needs was limited but steady over the quarter. These discussions help employers access all the services that Venture Taranaki offers to support their human resource management activity including the Employer and Lifestyle Toolkits. A number of employers were also approached regarding their involvement in the A Little Bit Out There (ALBOT) Campaign.

Engagement with Job Seekers has increased over the quarter Figure 10: Newsletter Sample with more people in the region being unemployed and looking for suitable employment. We are still receiving

37 | P a g e enquiries from offshore for work here in the oil and gas industry so are managing expectations with regard to the type, level and quality of opportunities available.

Figure 11: Facebook post on regional jobs website vacancies

Immigration NZ Engagement: Venture Taranaki worked in partnership with HRINZ to bring a 3 hour Immigration New Zealand Visa seminar for employers to the region. It was very well received, with approximately 50 businesses attending.

“Good to see you covering the topic at this time. I can see the skill shortage ahead as we build out of this period of mild recession in 12-18 months’ time. The skill demand will be high, and the supply low, and at that point Immigration for Employers will be a hot topic in the region.” – Seminar Attendee

“It was a really good seminar :) Lots of good feedback :)” – Seminar Attendee

To support employers with highly skilled talent needs Venture Taranaki has a relationship with Workhere, which targets offshore talent for New Zealand roles. The relationship enables promotion of the region on WorkHere’s website home page, Workhere and Kiwi Expats Abroad (KEA) Facebook posts, Workhere and KEA Newsletter articles, and the promotion of unlimited jobs for two companies a month. Vacancies from six Taranaki were promoted during the quarter.

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Figure 12: WorkHere Homepage Tile for Taranaki

Figure 13: WorkHere Facebook post - well received

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Figure 14: WorkHere HomePage feature

Promotional and Marketing Campaigns: Talent attraction promotion and regional marketing activity increased at the end of quarter two, with the launch of the Visit aspect of the A Little Bit Out There (ALBOT) Campaign in Live Magazine, and across talent attraction platforms. The campaign will extend into business services support and development, and business investment in quarter three.

The vast majority of advertising was done through online and social media avenues such as Stuff, Metservice, and Facebook (Venture Taranaki, Taranaki Like No Other, KEA and Workhere pages) as well as radio and local print avenues (Festival of Lights brochure, Live Magazine, Taranaki Daily News, Stratford Press and South Taranaki Star) to a largely onshore audience.

The response to the campaign has been very positive in particular to the Gorilla and Goblin concepts, below, and was particularly successful on mobile devices.

Further information on the visit oriented component of the “That’s a little bit out there” campaign can be found in the visitor industry sections of this report.

Despite officially being finished, the ‘[Re]Discover Taranaki’, www.rediscovertaranaki campaign talent attraction campaign site still attracted 1,121 visitors during the quarter. Visitors were referred from Venture Taranaki’s other sites and Facebook. Three people registered onto the Rediscover database, and heard about the campaign online or through social media.

Also officially finished, the Swap Sides talent attraction microsite, http://www.swapsides.co.nz/ continued to attract visitor traffic in the quarter with over 1,456 visits to the site. Visitors were referred from Venture Taranaki’s other sites and Facebook.

Priorities for upcoming activity include further roll-out of the “A little bit out there’ campaign, refreshing the Trust’s Talented Taranaki strategy, and planning a Future of Work seminar.

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2.5 Sector Collaboration – Study Taranaki

Objective: To facilitate collaborative approaches to building the international education sector within Taranaki, and encourage a supportive strong learning environment in region across all levels of education.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Facilitation of a collaborative approach to Ongoing Ongoing Ongoing Ongoing developing the international education sector within Taranaki . To support development of strong learning Ongoing Ongoing Ongoing Ongoing environments and a regional culture where

learning is valued

Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary International Education: Introduction: Venture Taranaki has been working with a group of secondary and tertiary education providers who are collaborating to grow the international education market in the region. Venture Taranaki provides facilitation and project management into the group, named International Education Taranaki.

As part of this work, Venture Taranaki has developed an international education strategy for Taranaki in conjunction with the group membership. The group has also agreed a member fee structure during the quarter, which will ensure the project has ongoing sector support. These fees are based on the number of international EFTS with cluster members now contributing a base level of $6,250 leveraged funding in the 2015-2016, not including any specific projects that require additional funding.

Activity: The International Education Taranaki collaboration continued to gain momentum in quarter two.

Venture Taranaki applied for, and was awarded, funding to support the facilitation and project implementation of activity under the collective for the next 18 months. The funds will enable the strategy developed for the region to be implemented with the intent of growing international student numbers and the International Education sector in the region.

Additionally, the collective began working with an agent who visited the region during the group’s inaugural famil earlier in 2015. The agent is now working with three members to do group visits in the region in July and August of 2016.

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Other highlights included acceptance of the proposed strategy by Education New Zealand, one of the participant members enrolling international students when they had not done so the year prior, holding focus groups with students to gain an insight into what could be included in welcome packs for future students.

Priorities for the membership going forward include more expansive website presence and development (critical for the sector), development of a welcome pack for new students, growing membership of the collective and building presence amongst international education agents in relevant markets, standardised data gathering from students and schools to enable measurement of growth and change in the sector over time.

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2.6 Pilot: Science in Society Participatory Science Platform

Objective: To successfully deliver a Participatory Science Platform pilot programme in Taranaki on behalf of the Ministry of Business Innovation and Employment to enable organisations to engage with researchers and undertake collaborative research projects that resonate with the community

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . To successfully deliver the Participatory Science Ongoing Ongoing Ongoing Ongoing Platform pilot project in Taranaki . To engage organisations such as students, kura, Ongoing Ongoing Ongoing Ongoing schools, businesses, Māori collectives and organisations, and community-based organisations with science professionals, and then support them in undertaking collaborative research projects that have scientific value, pedagogical rigour, and resonate with the community . To offer researchers opportunities to become Ongoing Ongoing Ongoing Ongoing involved in locally relevant lines of enquiry, where high-quality scientific outputs can be created through harnessing the local knowledge and contribution of citizens Responsibility: Michelle Jordan, General Manager – Economic Development

Commentary Introduction: Venture Taranaki was successful in securing a bid to lead the Taranaki pilot of the Participatory Science Platform (PSP).

The PSP is designed to engage communities and scientists in collaborative, community-based science research projects. It is funded by Ministry of Business Innovation and Employment (MBIE) and coordinated by the Office of the Prime Minister’s Chief Science Adviser. The pilot is also being run in Otago and South Auckland. The PSP launched in July 2015.

The pilot in Taranaki attracted nine applications for community-based science research projects with six projects being awarded funding. Successful projects were:

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. Waitara District Kaimoana Survey - Titiro tui muri, haere whakamua which will undertake a comprehensive survey of kaimoana stocks along the Waitara coastline, as well as capturing oral histories from community elders. The project builds on an earlier body of research and is led by Otaraua Hapu in partnership with Waitara Alive, and will have extensive community involvement.

. Te Moeone – Growing for the Future is an exploration of nutritional characteristics of heirloom vegetable cultivars. The project seeks to develop ways to capture crop production data on a range of traditional crop seeds, and then use this information to increase both the yield and nutritional value. The project is being led by Ngati Tawhirikura hapu, and will involve marae gardeners from Tarereare, Muru Raupatu and Parihaka, Tahuri Whenua – the Maori Vegetable Growers Association – and Taranaki Seedsavers. Massey University scientists will help the project develop robust and valuable measurement and data capture that can then inform current and future generations.

. Project Ultra – Pekapeka in Purangi will analyse six Eastern Taranaki hill country sites to measure long-tailed bat populations. Led by East Taranaki Environment Trust’s Education and Volunteer Coordinator Erin Griffith, the project will see the students of Kaimata School investigate the sites. Students will determine where bats are and select sites to trial both traditional and student-modified bat homes. The students will monitor how successful their adaptations are at supporting the bat population. The project will utilise Natural Capital’s ecologist Sian Potier, with Marshall Day Acoustics, the Department of Conservation and Taranaki Regional Council also advising on equipment and application. Figure 15: Students exploring long-tailed bat habitat . A comprehensive exploration of South Taranaki’s subtidal coastal reefs using underwater video cameras, dive surveys, staff gauge, and hook and line surveys will determine what makes the local marine ecology unique. Led by the South Taranaki Diving Club with involvement from the Patea and District Fishing Club, Hawera High School, Nga Rauru, and Te Runanga o Ngaati Ruanui Trust, the project will work with Taranaki Regional Council’s Thomas McElroy to answer the question.

. The Kiwi Presence on Mount Taranaki survey will determine how successfully the Egmont National Park Kiwi Conservation Programme has increased kiwi numbers and survival. Project leaders Taranaki Kiwi Trust will include Taranaki Conservationists, three local schools, Forest & Bird, and the Mangorei and Maude Tracks Trapping Group, to find kiwi numbers and distribution throughout the park using walk-through surveys, kiwi call surveys and radio- tracking released kiwi. The Department of Conservation and Taranaki Regional Council will support the project with scientific and technology application.

. Project Hotspot: Protecting Coastal Threatened Species in Taranaki will see schools survey sightings of four threatened marine species – orca, reef heron, little blue penguin, and New Zealand fur seal – to identify occurrences along the Taranaki Coast. The project will then identify why the species occur there and what threats confront them. Each school will focus on local priorities for threatened species. Project leaders Nga Motu Marine Reserve Society will work with St Pius X School, Huirangi School, Manukorihi School, Mimi School, Urenui School, and Taranaki Conservationists, with support from Taranaki Regional Council, MAIN Trust, NatureWatch NZ, the Department of Conservation and MetOcean Solutions.

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3. PLACE

Taranaki and its districts have a wealth of attributes and offerings that attract people to reside here, people to move here, investors to invest, and businesses to do business here.

To remain attractive, it’s important that vibrancy is maintained and grown, economic information is readily available to help support investment and business decisions, and that Taranaki and the New Plymouth district continue to build as a place others want to be.

Place is focused on the key marketing and promotional activity, visitor industry, digital voice and messaging, and the communications both within the region and beyond scheduled for the 2015-2016 year.

Figure 16: Place Theme - Projects and Activity

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3.1 Regional Intelligence and Communications

Objective: Provide well-informed economic information about the Taranaki economy.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Publish regional economic information and Ongoing Ongoing Ongoing Ongoing statistics including Taranaki Trends (bi-annually), a Taranaki Sector business survey (bi-annually), and other statistics Trends & Statistics, to allow monitoring of the regional economy Business Taranaki Survey Trends & Released Business Survey

Released

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Taranaki Trends: Venture Taranaki publicly released Taranaki Trends early in quarter two. The six-monthly collection of statistics and data is compiled from a wide range of sources, and presents a valuable single-reference point for business planning.

The document continues to be used widely by businesses, professional and government agencies and is popular as an attractive non-technical economic tool. Taranaki Trends can be downloaded at http://www.taranaki.info/admin/data/business/taranaki_trends___summer_2015.pdf.

Business Survey: The latest Taranaki Business Survey results were released late in quarter two (December 15th). The survey, sent to 1,500 Taranaki businesses of all sizes, locations and industries includes long-running questions around economic outlook, business challenges and human resource predictions (building on data that goes back to the 1990s) and a special topic.

The December edition focussed on innovation in the region. Taranaki businesses were asked to define innovation, rank Taranaki as an innovative location, consider the importance of innovation for business and economic growth, and to provide examples of regional innovation as well thoughts on how to encourage more innovation.

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The outcomes were not only of interest to businesses but will help to inform and contribute to Venture Taranaki’s strategic focus on innovation within its Business Plan. The results of the business survey are online at http://www.taranaki.info/admin/data/business/taranaki_business_survey___december_2015.pdf.

Visitor Statistics: Venture Taranaki monitors visitor numbers to the region across both commercial accommodation providers and, through commissioned telephone polling, numbers visiting friends and relatives in Taranaki. The most recent quarter publically available is for the period ending September 2015.

For the 12 months ending September 2015 there were 273,677 visitors who stayed in commercial accommodation (e.g. motels) in the Taranaki region resulting in 559,597 guest nights (an increase of 0.5%). Additionally, visitors who stayed with friends and relatives (VFRs) contributed a further 1,146,703 guest nights to the region for the year to September 2015 (up 2.1%) resulting in a total of 1,706,300.

Overall, 87 percent of visitors were domestic visitors (down 0.8 percent on the previous year) and the remaining 13 percent international visitors (up 1.3 percent on the previous year). International VFR visitors spent an average of 4.5 nights in the region in September, while domestic visitors spent 3.5 nights.

Guest nights were down 1.7 percent in New Plymouth District, year-on-year, and average length of stay dropped 3.5 percent to 2.06 days, though remains above the New Zealand average of 2.03 days.

In relation to commercial accommodation, New Plymouth District attracted 80 percent of commercial guest nights – 446,847 over the year to end September 2015. The number of guest arrivals increased in all the Districts relative to the previous 12 months but growth was highest in South Taranaki (3.3%). Visitors stayed for a shorter period in Stratford (- 8.9%) and New Plymouth District (-3.5%) relative to the previous 12 months, although increased in South Taranaki (8.2%).

The above result contributed to a net decline in overall guest nights in Stratford (-8.2%) and New Plymouth District (- 1.7%) but an increase in South Taranaki (11.7%) for the year.

Visitor spending continued to rise strongly, contributing an estimated $283 million in economic benefit to the region. Retail sales were the major contributor, accounting for $64 million or 23 percent of visitor spend.

Full visitor statistics are available on Venture Taranaki’s website at http://business.taranaki.info/list.php/page/tourism- statistics.

Other Communication: Venture Taranaki published 13 subscriber newsletters during quarter two, keeping industry, exporters, businesses, employers, tourism operators and jobseekers informed on Taranaki and Venture Taranaki initiatives, news of relevance to regional businesses and stories about our region’s businesses and their activity.

All newsletters were shifted to a new electronic direct mail tool in the quarter, allowing for greater analytic data and a more contemporary and responsive format.

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3.2 Web and Digital Strategy

Objective: Connect with an audience that is becoming increasingly digitally-focused, using digital channels to promote Taranaki and New Plymouth district as vibrant and desirable places to live, work and play.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Continue to drive traffic to Taranaki’s web portal, Ongoing Ongoing Ongoing Ongoing www.taranaki.info . Maintain and develop Taranaki’s web portal, Ongoing Ongoing Ongoing Ongoing www.taranaki.info including launch of new Visit section . Continue to implement digital strategy across Ongoing Ongoing Ongoing Ongoing Venture Taranaki through social media, database management and new opportunity investigation

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Introduction: Internet and digital channels are key communication tools Venture Taranaki, and offer cost-effective and scalable channels for promoting Taranaki and New Plymouth District. The Trust’s marketing and communications team has grown audiences across digital and web channels over a multi-year period, and have built a credible and comprehensive subscriber base spanning both the local and global recipients. www.taranaki.info: During the quarter Venture Taranaki continued to drive traffic to the Trust’s comprehensive web portal, www.taranaki.info which provides targeted information to meet user needs as they consider visiting Taranaki, living and working in Taranaki, doing business in Taranaki, or studying in Taranaki. The Trust’s services, publications and resources are also included in the site.

During quarter two, a total of 28,574 unique users visited the website, viewing a total of 163,194 pages, over their 2.45 minute average visit. 51.6 percent of visitors were new to the site, while 72 percent of visitors were from New Zealand

The new landing page and Visit subsite were launched early in the quarter, updating aspects of the eight-year site to reflect changes in technology, offer more user-centric navigation, and better showcase all that the region has to offer.

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Figure 17: New www.taranaki.info landing page

Figure 18: Sample imagery from new Visit website

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Figure 19: Sample Imagery from new Visit website

The single-page structure of the new Visit site has had a negative impact on overall page views, as visitors can access a wider range of content though a single page, but bounce rates – the number of viewers leaving the site without going beyond a single page – has reduced dramatically, indicating users are gaining greater value from the site.

Social media: . The Taranaki – Like No Other Facebook page follower numbers increased 1.8 percent over the quarter from 36,989 to 37,671. Each individual Facebook post reached an average of 13,526 newsfeeds in the quarter. . The Trust’s business-focused Venture Taranaki Facebook page attracted six percent new followers over the quarter, growing from 1,075 to 1,144. . Twitter followers grew 2.5 percent over the quarter from 4,809 to 4,933. . The Trust’s LinkedIN page grew steadily from 397 to 416 followers. . Instagram grew from 1,178 to 1,934 followers.

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3.3 Sector Collaboration – Conferences and Exhibitions

Objective: To work with the conference and exhibitions sector to bid for and host exhibitions and conferences in region.

To leverage conferences and exhibitions to promote Taranaki through collateral and/or information distribution.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . To assist sector in bringing and/or supporting Ongoing Ongoing - 8 Ongoing Ongoing - 13 delivery of three conferences and/or exhibitions to Taranaki per annum . Attend one trade show to promote Taranaki as a N/a N/a N/a N/a conference and exhibition destination

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Introduction: The Trust helps the region to secure conferences and corporate events by providing advice, assistance in preparing bid documentation and presentations, and providing promotional publications and material at the conference or event itself. The convention sector continues to be busy.

Conference and Event Bid Support: The following events received marketing support with bids for conferences during quarter two: . Central NZ Ladies North Island 8-Ball Tournament . Mens National Outdoor Bowling Tournament . NZ Society of Hospital and Community Dentistry . Taranaki Guitar Summer School . Taranaki Tennis Open . Ultimate Frisbee Tournament . V8 Jet Sprints Nationals

Events that have received support from Venture Taranaki that took place during the quarter were: . Augusta Funds Management Taranaki Golf Open . Central Baptist Church 150th Jubilee . City West Church Leaders Conference . Freyberg Masters Golf Tournament . Kaimata School 125 Jubilee

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. Photographic Society of NZ Conference . Taranaki Tennis Open . Vogeltown Primary School Jubilee

“Thanks for helping make the event a huge success.” – Simon Rowe, NP Golf Club / Taranaki Open

During the quarter Venture Taranaki were also successful in winning two bids to host events. The NZ Maori Rangatahi Tournament and the NZ BMX Nationals.

In addition, during the Quarter the regional Event Toolkit PDF has been updated and uploaded to the regional website and shared with the regions event venues.

Figure 20: Revised Taranaki Event Toolkit

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3.4 Building District Profile – PR and Marketing

Objective: To promote New Plymouth district as a world class destination offering a vibrant and desirable place to live, work and play.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . To utilise campaigns, PR, advertising and other Ongoing Ongoing Ongoing Ongoing marketing tools to promote New Plymouth

district, both internally to district and externally to

district as a desirable place to live, work and play, with a particular focus on leveraging of key events

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Jetstar: Three billboards were developed and installed at New Plymouth airport to promote Jetstar’s arrival. A sign promoting the opening of the temporary Jetstar terminal was also produced.

Signage: Venture Taranaki put a case to New Zealand Transport Authority (NZTA) for improved signage mentioning New Plymouth on SH3 and SH1 going north in the Bulls area. This would have matched the signage coming south on SH3 and SH1 in Hamilton. NZTA executives advised they would not change the signage in Bulls as Whanganui is the next Figure 21: Jetstar Signage destination from Bulls, not New Plymouth. Further work will be required to influence the current Government signage policy.

Media Familiarisations: Air New Zealand’s inflight Kia Ora magazine* (344,000 readership, 46,000 circulation) as reported on last quarter remained in circulation for October.

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A prolific piece of coverage was a seventeen page feature in Urbis Magazine* (readership 66,000, EAV3 $86,000**) showcasing Taranaki’s creative business endeavours and showcasing the region as a creative tourism destination. Urbis Magazine shared the feature on its Facebook page and it became the most popular post in the page’s history reaching 24,419 people.

Taranaki travel features from famils undertaken in other quarters also spanned: . Good Health Choices (3 pages, $19,500 EAV value, 17,821 circulation, 170,000 readership) and . NZ Listener (1 page, $7,100 EAV value, 51,624 circulation, 199,000 readership), . Weekend Herald (Second article) (1 page, $13,467.65 EAV value, 309,000 circulation, 356,000 readership).

In December, Venture Taranaki Trust hosted a Fairfax reporter famil (coverage to be syndicated across a variety of Fairfax publications next quarter). The Trust also started working with Tourism New Zealand to deliver a famil for a German writer who will write for seven European publications with readership of over 3.5 million. The Len Lye Centre is the catalyst for his visit to Taranaki, and the famil will be completed in quarter three.

The total EAV generated from famils during the quarter was $126,067.

Media Support and Liaison: During quarter two comment, liaison, image and video content, or press releases were provided to the following media channels outside the region, resulting in exposure for the district and region:

Economic Development . AccomNews . Business Today . Business World Magazine (AUS) . Fairfax media . Live Magazine . New Zealand Herald . Newstalk ZB . NZME . Radio New Zealand . TVNZ . Whenua Magazine

Economic development media enquiries were largely centred on regional outlook in response to declining commodity prices around oil and milk, with the Participatory Science Platform, Novotel opening, and stories of Aucklanders choosing to live in the provinces also generating media contact.

3 EAV or Equivalent Advertising Value is the value of a story written by the magazine as a result of an arranged journalist visit or provision of editorial as opposed to a straight advertising purchase.

Venture Taranaki has used an EAV which simply multiplies the number of pages in a story by the advertising rack rate although many PR agencies believe a story has more value than an ad and use a 3: 1 ratio.

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Visitor related PR and Marketing . 9 News (AUS) . AA Directions . AA Traveller guidebooks . Arrival Magazine, 1 page - (circulation 100,000, Readership 250,000) EAV $10,750 . Australia New Zealand Magazine, 7 pages –(Circulation 40,000) EAV $12,390, . Australian Woman’s Weekly (NZ)w . Conde Nast Traveller (US) . Fairfax (syndicated content) . Financial Times (UK) . For the Love of Travel blog . Getty Images . Go Travel Magazine, 3 pages – EAV $8,985 . House and Garden Magazine . Islands Magazine (Conde Nast) . Islands magazine (US) . Jetstar inflight magazine . Life and Leisure magazine . Meeting News . NZ Today, 7 pages - EAV $19,565 . Onboard Magazine . RV and Motorhome magazine . Seven Network (AUS) . Sydney Morning Herald . Waikato Times . Whanganui Chronicle . ZDF German TV

The total EAV generated from PR for the quarter was $51,690, bring the sum total EAV for PR and famils to $177,757.

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3.5 Visitor Publications

Objective: To inspire communities of Taranaki, visiting conferences, events, leisure and other travellers to explore and enjoy the many aspects of the region.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Provide minimum of six pieces of regional Achieved Achieved Achieved Achieved collateral targeted at the visitor industry and widely distributed. Distribution (regionally, nationally or special event) determined according to specific publication . To maintain collateral in both print and digital Achieved Achieved Achieved Achieved versions

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Visitor Guides: The 2016 Visitor Guide was printed and delivered during the quarter. The Trust has also made a strategic decision to be included in the Lower North Island AA Guide rather than have a standalone AA Taranaki guide, hoping to increase traffic flows to the region.

Walkers Guide: Work commenced on updating the Walkers guide and bringing it into lone with the new format Museums and Galleries Guide.

Collateral Distribution: The second quarter tends to see the greatest demand for regional visitor collateral, and this year was no exception. Publications to the value of $48,568 were distributed during the quarter, with 15,884 copies worth a total of $24,419 being distributed in the New Plymouth District. Of this, $17,845.50 went to the visitor industry – hotels, iSites, and other re-distribution points, while $7,573 went to events in the district. The most popular items were the Must Dos guide, Forgotten World Highway, Walkers Guide and Surf Highway 45 guide.

National Distribution: The contract with Visitor Point (Formerly Jason’s Distribution) to distribute regional promotional collateral throughout New Zealand was fine-tuned and the contract finalised for the next year.

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3.6 Visitor Product and Infrastructure

Objective: To increase visitor numbers to Taranaki and New Plymouth district through development of new visitor industry product, with emphasis on commissionable product, and continuing the development of product already in existence.

To ensure visitor infrastructure (including digital) meets the needs of the market.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Advance development of Pouakai Crossing product Ongoing Ongoing Ongoing Ongoing . Investigate potential of minimum of one other Ongoing Ongoing Ongoing Ongoing visitor product / infrastructure opportunity

Responsibility: Vicki Fairley, General Manager – Marketing and John Haylock, General Manager – Innovation and Strategic Projects

Commentary Pouakai Crossing: The project team has split the development of the Pouakai Crossing into three stages: . Stage 1 involves the development of the first third of the route from North Egmont to Holly Hut, the development of interpretation enroute and online and an upgrade of the North Egmont visitor Centre . Stage 2 involves the development of the middle third of the route from Holly Hut to Pouakai Hut plus the development of improved shelters and huts on the route . Stage 3 involves the opportunity to extend the route to Pukeiti

This development would likely proceed over several years. The project is currently being socialised with key parties including possible funders - briefings were given to the Prime Minister and Minister of Tourism John Key and Associate Minister of Tourism Paula Bennett during the quarter. It is likely that a formal bid to government for funding will be made during 2016.

It should be noted that the route is already in existence and being walked regularly. Development will upgrade the experience and make it appealing to a broader market.

NZ Coastal Arts Trail: The NZ Coastal Arts Trail is an initiative being undertaken between Taranaki, Wanganui, Manawatu, Horowhenua with the possibility of Kapiti Coast and Rangitikei also participating.

Essentially a route for art lovers to follow which is designed to tap into visitor flows from Wellington, the project’s activity will accelerate in quarter three.

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3.7 Visitor Attraction

Objective: To promote and market Taranaki to inspire communities of Taranaki, visiting conferences, events, leisure and other travellers to explore and enjoy the many aspects of the region.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . To target potential visitors as well as residents and Ongoing Ongoing Ongoing Ongoing market the visitor attraction aspects of the region

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Spring campaign: The Spring Campaign which encouraged visitors to come to the region over the summer concluded in December. The campaign saw advertising in many newspapers in targeted areas around New Zealand including The New Zealand Herald, Waikato Times, Wanganui Chronicle, Dominion Post, The Christchurch Press and Manawatu Standard. Venture Taranaki Trust also advertised in Woman’s Day, Arrival, KiaOra, Parenting Magazine, across the network of NZME radio stations, on social media and on Stuff and NZHerald.co.nz.

Venture Taranaki Trust also attended the Waikato Home and Garden Show, speaking to over 30,000 potential travellers over four days and collaborated with national deal company GrabOne to encourage people to pre-purchase activities as they planned their Taranaki holidays. As a result, almost 1,900 deals were sold, including two which completely sold out. In the North Island alone, we were put in the inboxes of 368,267 people, with 68,026 clicking through to the Taranaki deals page. On GrabOne’s Facebook page, we reached 68,490 newsfeeds and encouraged 1,272 people to visit the Taranaki deals page.

Summer Campaign: The Trust’s celebratory ‘A Little Bit Out There’ campaign was launched with a VFR (visiting friends and relatives) focus late in Quarter Two, with an extensive promotional campaign across digital and outdoor channels.

The campaign focused on a number of the more unique attributes of visiting Taranaki to differentiate the experiences available in the region and showcase some of the less well-known attractions. The campaign was launched in quarter two with advertisements in the Taranaki Daily News, on Mediaworks radio stations and a series of social media videos encouraging Taranaki locals to explore all that the region has to offer with their visitors launched. The two social media videos that ran in December reached 49,092 newsfeeds, gaining 9,914 views, 341 likes, 97 shares and 17 comments. Further videos will be released throughout the quarter three summer period.

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A full Summer feature centred around interesting things to do in the region also appeared in the December ‘Live’ magazine, anchored by a range of ‘A Little Bit Out There’ advertisements. Examples of the campaign are shown below.

Figure 22: Sample of A Little Bit Out There Advertisements

Figure 23: Sample of A Little Bit Out There Advertisements

A Little Bit Out There will continue across coming quarters, initially to promote visitor attraction before transitioning into broader lifestyle attraction and business growth campaigns.

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3.8 Visitor Industry Development

Objective: To support and assist visitor industry businesses and organisations to develop capability and operate successful ventures in a recognised and promoted visitor friendly environment.

To maintain Taranaki’s profile with national visitor industry bodies.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . To support visitor industry operator capability Ongoing Ongoing Ongoing Ongoing development . To deliver networking / education focused Achieved Achieved Achieved Achieved operator forums . To communicate key information to LTOs via e- Ongoing Ongoing – 1 Ongoing Ongoing – 3 newsletters at least six times per year and visitor Newsletter Newsletters statistics bi-annually . To inform, liaise with and provide regional Ongoing Ongoing Ongoing Ongoing information to key stakeholders such as the four

TLAs, TNZ, RTONZ, AirNZ and other carriers, TIANZ,

RTOs etc.

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary TRENZ: The Trust invited interested operators to a meeting during the quarter re participation in TRENZ (Tourism Rendezvous New Zealand). TRENZ is a yearly exhibition run by TIANZ (Tourism Industry Association of New Zealand) which brings international buyers and media into New Zealand to find out about tourism products on offer. The exhibition only deals with export ready commissionable product (commissionable to a level of 20-30%).

Venture Taranaki has attracted sufficient interested operators at the appropriate level and has registered for TRENZ 2016, to be held in Rotorua in May.

Business Assistance: The Trust provided assistance to four operators over the quarter

Liaison: Information on the visitor industry was provided in briefing to Labour MPs Grant Robertson (Wellington Central MP) and Stuart Nash (Napier MP) during quarter two.

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Tourism networking events: The final networking event for the year was held in October at the Fun Ho! National Toy Museum in Inglewood. Networking events are only held in the lower visitation periods due to lesser availability of tourism operators in their busy periods. Networking events will commence again in quarter four (April – June 2016).

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3.9 Major Events Fund

Objective: To promote New Plymouth, Taranaki as a vibrant place in which to live, work and visit.

KPIs Quarter Quarter 2015-2016 2015-2016 Target Actual Year To Date Year to Date Target Actual

KPIs . Attract or retain three major events meeting NPDC Ongoing Achieved Ongoing Achieved criteria (>100 points) 4 Events 10 Events Contracted Contracted

Responsibility: Vicki Fairley, General Manager – Marketing

Commentary Major Events Contracted: Six major events were contracted during quarter two. These were:

. AmeriCARna 2016 (Feb 24-27, 2016) Contractor – Taranaki Vehicle Events Trust . Georgie Pie Super Smash T20 Cricket (Nov 5 – Dec 13, 2015) Contractor – New Plymouth District Council . PSP New Zealand Jetsprint Championship – Round 3 (February 28, 2016) Contractor – Leighton Minnell . WOMAD 2016 – (March 18 -20, 2016) Contractor – New Plymouth District Council

Events previously contracted and held in quarter two were the Steelformers Round the Mountain Relay, NZ Tattoo and Art Festival and the Phoenix vs NZA Football game. The Georgie Pie Super Smash T20 cricket was contracted and held in quarter two.

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STATEMENT OF INTENT

Progress Report

Performance Measure 2015-2016 Year: Year to Date

Team: Maintain a regional economic intelligence unit and Ongoing undertake one Team Taranaki submission on regional issue

Team: Ongoing - Business Survey and Taranaki Trends both Publish bi-annually Taranaki Trends and Business Survey published in quarter two.

Team: Maintain connections across www.taranaki.info and social Achieved media channels Foundation: Achieved - $987,886 of research and development Facilitate $500,000 investment into regional business support ($283,649 in quarter two) subject to central government policy Foundation: Achieve >80% client satisfaction in regard to business Not applicable - Undertaken in quarter four support services

Foundation: Achieved – Oil and Gas Specialist Technologies and Support two key wealth creating industry groups International Education Taranaki

Frontier: Achieved - Pouakai Crossing, Digital Infrastructure Support one project with high impact potential aligned with and Angel Investment Network the regional growth agenda

Talented: Achieved - $163,873 year to date ($76,520 in quarter Invest $140,000 in management capability building for two) Taranaki’s SMEs subject to central government policy

Desirable: Achieved – Ten Events contracted (four in quarter Attract or retain three major events meeting NPDC criteria two)

Desirable: Provide a minimum of six pieces of regional collateral to inspire the communities of Taranaki, visiting conferences, Achieved events and leisure travellers to explore and enjoy the many aspects of the region

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BUDGET

Forecast versus Actual Summary

2015 – 2016 Year (1 July 2015 – 31 December 2015) Budgeted Actual

Total Revenue – Venture Taranaki Trust $1,900,400 $2,103,354

Revenue – New Plymouth District Council $1,363,200 $1,379,050

Total expenditure – Venture Taranaki Trust $2,221,074 $2,050,301

Note: Figures taken from UNAUDITED management accounts.

Revenue Source: 2015-16 Year to Date

$724,304 34%

$1,379,050 66%

New Plymouth District Council

Figure 24: Venture Taranaki Revenue Breakdown Year to Date

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Forecast versus Actual – Project and Activity Breakdown

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