Dunedin Destination Plan

Dunedin Destination Plan

Ōtepoti He Waka Kotuia | Photographer: Justin Speirs 03

Contents

04 06 12 Foreword Introduction Dunedin Destination Plan at a glance 14 17 20 Amplify Dunedin voices Collect and Raise our profile share insights 23 26 29 Develop capacity and Create compelling Deliver a great connectivity experiences year-round destination 32 34 35 Proposed future activity Key stakeholders and Resources delivery partners Foreword

Ultimately, we want visitors to come back to live, work and invest and our residents to stay. 05

One of the world’s great Increasingly, Dunedin is being Dunedin has approached small cities recognised as a hub for skills and destination planning talent with strong linkages beyond collaboratively, bringing together Dunedin is a compelling our borders. the sectors involved in marketing destination. All the things that our city, and seeking feedback from make Dunedin a great place to live Destination: a definition the wider community. Through also make it a great place to visit, This plan refers to ‘destination’ engagement and collaboration we study, work and invest. One of the broadly as a purpose or place for can achieve a shared vision within world’s great small cities, Dunedin which someone or something is approved budgets, and make the has heritage, ambience and destined, both a stopping and city more attractive for residents as character, unique flora and fauna, landing place and a journey’s well as visitors. By joining forces, a stunning harbour and coastline end. It is a location that is home we can tell our story better, share and a dramatic hinterland. We boast to people, products, services and resources and proactively manage world-class venues and educational infrastructure, across sectors and the impacts associated with being institutions, affordable housing, a range of economic, cultural, an increasingly popular destination. good transport links and exciting community and environmental recreational and cultural offerings. stakeholders. Almost 90% of locals rate their quality of life as good or extremely good.1 Taking a step forward The Destination Plan (the plan) The way we talk about Dunedin is outlines how we propose to evolving. Our brand2 is considered market and manage Dunedin as one of the strongest in New a destination. Developed by the Zealand, we are improving the way Dunedin City Council (DCC) in we connect to the rest of the country collaboration with stakeholders, and overseas, and our social media the plan proposes action areas following is growing. Nationally and that will be used to inform specific internationally, we are seen as an activities that will be undertaken by example of a distinctive small city Enterprise Dunedin and industry with a healthy future. stakeholders, and indicates how progress might be monitored at Dunedin’s popularity is growing, a high level. It sets out how we with people settling here from can attract new visitors, students, overseas and other parts of New migrants, workers and investors, Zealand. The city has a history and how we can co-ordinate with of welcoming refugees. Many of other strategic areas to manage Dunedin’s new residents have set our infrastructure capacity (see up businesses, some with investors Strategic Context on page 7). from both outside and within the We need to ensure that any city. We have a well-educated development supports our values, population with an entrepreneurial our environment or what makes drive that is boosting business Dunedin distinctive. vitality and creating alliances for innovation across the city.

1 2016 Quality of Life Survey 2 Voted Best Destination Brand by Fairfax Media in 2016 Introduction

Our vision is for Dunedin to be one of the world’s great small cities. Photographer: Michael McQueen 07

Vision Strategic context Dunedin will be a compelling The Dunedin Destination Plan destination, with highly regarded is an implementation plan that attractions, education and lifestyle will deliver on the vision and experiences. Dunedin’s reputation strategic objectives set out in the as a great small city will attract city’s strategic framework (see the visitors, investors and migrants. diagram below), developed by the Our growing business vitality DCC and the community. There will improve lifestyle, income and are eight city strategies, along employment levels for our residents. with the Council’s Long Term Plan and Financial Strategy, and all are underpinned by the principles of sustainability and commitment to the Treaty of Waitangi.

Dunedin Strategic Framework

SPATIAL PLAN

DEVELOPMENT ECONOMIC

STRATEGY

SOCIAL

WELLBEINGSTRATEGY

COMMUNITY OUTCOMES RECREATION PARKS &

STRATEGY

ARTS &

CULTURE

STRATEGY

ENVIRONMENT STRATEGY INTEGRATED TRANSPORT STRATEGY 08

CITY STRATEGIES STRATEGIC THEMES SOCIAL WELLBEING STRATEGY Connected people Vibrant and cohesive communities Healthy and safe people Standard of living Affordable and healthy homes THREE WATERS STRATEGY Meeting water needs Adaptable supply Environmental protection Maintaining service levels Kaitiakitaka SPATIAL PLAN Liveable city Environmentally sustainable and resilient city Memorable and distinctive city A city that enables a prosperous and diverse economy Accessible and connected city A vibrant and exciting city ECONOMIC DEVELOPMENT Business vitality Alliance for Innovation A hub for skills and talent Linkages beyond our boarders A compelling destination ARA TOI – ARTS AND CULTURE STRATEGY Identity pride Access and inclusion Creative economy Inspired connections INTEGRATED TRANSPORT STRATEGY Safety Travel choices Connectivity of centres Freight Resilient network TE AO TUROA – ENVIRONMENTAL STRATEGY Resilient and carbon zero Healthy environment Caring for the natural world/kaitiakitaka PARKS AND RECREATION STRATEGY Active people Open spaces and facilities Treasured parks, natural landscapes, flora and fauna We work with others 09

Development of the plan is The plan supports the aspirations of Objectives an initiative under Dunedin’s city stakeholders, and responds to The plan’s objectives directly Economic Development Strategy market intelligence and to national correlate to those in the Economic 2023 (EDS), which has two primary objectives as set out in strategies Development Strategy and include goals: such as Education New Zealand’s to: Statement of Intent 2016–2020. • 10,000 extra jobs over 10 years; It also takes into account where • improve the ease of doing and these national plans have been business • an average $10,000 of extra regionalised to support action at • grow the value of exports income for each person. a more local level. DunedinHOST, as one of the city’s major tourism • improve linkages between The plan also recognises that industry bodies, has developed industry and research wellbeing and quality of life are a regional version of Tourism important for residents and visitors, • increase scale in innovative and Industry Aotearoa’s Tourism 2025 tradeable sectors as is referenced in numerous framework that will interact with the Council strategies. activities of this destination plan. • increase retention of graduates Being strategic and forward-looking • build the skills base when developing Dunedin as a Goals • grow migrant numbers destination is essential if we are to The Dunedin Destination Plan sets meet these economic objectives and five goals. • increase international investment maintain excellent quality of life 1. Ensure Dunedin is a great place • establish strategic projects with standards overall. to live, visit, study, work and other cities both nationally and invest. The plan is one of a series of internationally action plans to deliver on the city’s 2. Maximise strategic opportunities • enhance the city centre and strategic framework, including and spend to support destination environs the Energy Plan 1.0, the Festivals activity. and Events Plan and the Waste • increase the value derived from 3. Share resources and work Management and Minimisation tourism, events and international collaboratively to develop Plan. education innovative actions that can be delivered within fiscal constraints. • improve the understanding of This plan delivers on strategic Dunedin’s advantages. objectives across all of Dunedin’s 4. Maintain and build pride in strategies. For example, the plan Dunedin’s distinctiveness. will support the goals of Ara Toi – Our Creative Future (our arts and 5. Sustain and enhance our natural culture strategy) for the city to have and built environment for the pride in its identity and spaces to benefit of residents and visitors. ‘skite’ about. Likewise it supports the ambitions of Te Ao Tūroa – The Natural World (our environment strategy) to protect and enhance our natural environment. The plan also has cross over with the Festivals and Events Plan in supporting Dunedin as a vibrant and capable city with a year-round calendar of events.

It also aims to interact with regional strategies and plans, like those of the Otago Regional Council, Southern District Health Board and Otago Southland Regional Transport Committee. 10 11

Actions and activity We have focused on developing actions that address identified challenges and build on strengths. Dunedin businesses, public organisations and communities are already driving destination activity. The plan identifies some of the gaps in this activity and proposes strategic partnership initiatives where we could collaborate to achieve more.

The plan is designed to further encourage detailed collaborative, tactical action within the city. For example, it will inform an annual Dunedin Marketing Prospectus, enabling stakeholders to enhance their collaboration when promoting agreed live, visit, study, work and invest messaging.

Economic Destination Marketing Development Plan Prospectus Strategy

Scope This is an overarching A destination plan comprises two implementation plan focusing essential components – promise on the next six years (until 2023), (marketing) and delivery on that as opposed to being an annual promise (management). operational plan. The action areas outlined here will be reviewed The Dunedin Destination Plan has regularly and will evolve as work been developed using international takes place, new thinking develops, best practice models and robust and the context changes. marketing and management principles. The plan builds on what The process of working together on has already been achieved, and the plan is important, with partners combines targeted approaches and the community shaping the with practical and workable ways way forward through their ideas to ensure Dunedin is one of the and actions over time. The more world’s great small cities. people involved in developing, managing and marketing Dunedin as a great destination, the better our achievements will be. The actions within this plan will be delivered in conjunction with a range of + = partners and collaboration is openly welcomed.

The plan’s actions will ensure the Destination Destination Destination world knows the great things we Marketing Management Plan offer, while we manage impacts PROMISE DELIVERY on infrastructure and protect the natural environment. This plan is a vital step in sharing Dunedin’s vision with the rest of the world. Dunedin Destination Plan at a glance 13

The following destination actions are discussed in more depth on the pages that follow.

AMPLIFY DUNEDIN VOICES Encourage community pride in our city’s distinctiveness and support collective efforts to strengthen Dunedin as a destination

DELIVER A GREAT YEAR- COLLECT AND SHARE ROUND DESTINATION INSIGHTS Support a strong economy Collect and share information by developing new ways to more effectively so Dunedin attract people to Dunedin in can take advantage of all seasons opportunities and better respond to change

ONE OF THE WORLD'S GREAT SMALL CITIES

CREATE COMPELLING RAISE OUR PROFILE EXPERIENCES Work together to better tell our Make Dunedin a place of distinctive story and promote the city through and high quality experiences that multiple media channels in key ensure people want to be here markets DEVELOP CAPACITY AND CONNECTIVITY Ensure our people, infrastructure and connections are equipped to deliver our vision Amplify Dunedin voices

Encourage community pride in our city’s distinctiveness and support collective efforts to strengthen Dunedin as a destination. Photographer: Dave Gosselink 15

Current position Likewise, events such as the annual Success measures Vogel Street Party draw locals in to International evidence shows places We will know these actions are celebrate a regenerating area that where people love to live are also successful if: attracts investment and innovative the places people love to visit.3 residential and commercial • more residents are actively The city’s vision to be one of the development. engaged and demonstrate a sense world’s great small cities holds true of city pride Initiatives such as the Insiders for residents, students, businesses, Dunedin website contribute to • there is more positive user- investors, visitors and migrants people knowing about, and sharing, generated content in all channels, alike. Wide stakeholder and some of the gems the city offers – to particularly DunedinNZ’s social community support of this plan’s residents and those who visit, study media platforms aims is vital to their success. or work here. • more residents are involved in Market Dunedin – Dunedin has an profile-raising initiatives Welcoming and engaging with established, strong and recognisable the national and international • more residents and businesses brand that reflects the city’s student population and ensuring adopt Dunedin brand values distinctiveness. Many residents and that their experience of our city is an increasing number of businesses • there are more industry partner positive, will increase the likelihood and organisations are embracing contributions and more active of students remaining here after this, which reinforces and increases involvement in marketing. graduation and recommending the impact of the brand. Dunedin to others. Businesses investing in training Locals engaging in activities that for their frontline staff also help to enhance Dunedin as a destination improve the presentation of our city. also play a key role. For example, A positive impression via helpful, undertaking conservation projects friendly and knowledgeable staff that enhance and protect the natural is often the first point of contact and built environment benefits both with our city and a critical factor residents and visitors to the city. in establishing and maintaining a favourable reputation. Key action areas Market Local – One of Dunedin’s • Enable those who live, visit, study, great advantages is its attractive work and invest here to act as liveability. Rather than being ‘ambassadors’ for Dunedin; to tell a tourist town with residents our stories and provide feedback servicing it, much of Dunedin’s and ideas about our city’s appeal lies in being a beautiful, development as a destination. cared-for place with residents who live actively among and interact • Platforms that promote and share with its attractions. special Dunedin experiences, e.g. Insiders Dunedin, will be A number of our key visitor expanded, enabling those who attractions provide special offers see the city as a compelling for residents, encouraging them to destination to broadcast that get to know, enjoy and share their message using their wider city, supporting the destination networks. work that is taking place. There is scope to develop this type of locally focused, positive activity much further, fostering city pride and encouraging locals to act as ambassadors for our city.

3 Overview in The Economist 2017 Global Liveability Report 16

Amplify Dunedin voices Encourage community pride in our city’s distinctiveness and support collective efforts to strengthen Dunedin as a destination.

Activities

Delivery activity Measuring progress

Use data from resident and stakeholder surveys to An annual presentation to key stakeholders on relevant understand community support and priorities for data and information takes place Dunedin destination activity

Develop a communication plan to share the destination A joint communication plan targeting Dunedin residents vision and messages with the community. This could is developed and kept up to date include a ‘tool kit’ for residents who have visitors in town and want ideas for where they can go or what they can do

Continue to develop and share Dunedin brand Number of organisations using the brand ideas, resources and guidelines to enable the people, businesses and organisations of Dunedin to act as ‘ambassadors’ for the city

Initiatives to involve more residents in destination Amount of local involvement in destination activities activities across sectors, e.g. supporting migrants, volunteering or employment at big events, open days, or two-for-one ticket offers

Develop a city welcome programme for students Students feel welcomed by and positive about their coming to study in Dunedin alongside activities already experience in Dunedin undertaken by educational institutions Collect and share insights

Collect and share information more effectively so Dunedin can take advantage of opportunities and better respond to change. 18

Current position Key action areas Success measures We need to deepen our • Work with stakeholders to We will know these actions are understanding of Dunedin as identify gaps in our information successful if stakeholders: and data and find ways to a destination. Our partners are • commit to sharing data on a fill these, e.g. collaborative sourcing destination data from regular basis national and regional statistics, but research projects or surveys, so we only share limited amounts of stakeholders can better analyse • conduct joint research activities, information across the city. This is opportunities. supported by pooled resources an area we need to address. • Facilitate collaborative gathering • use research findings to and sharing of regional data develop and refine marketing For example, our educational between city stakeholders to and destination management institutions can offer in-depth inform Dunedin’s destination activities. insights into the impact and marketing and management importance of education to the activities. Dunedin-specific data city’s economy and profile which will be measured against regional can then inform decisions on and national benchmarks. marketing efforts. • Analyse and draw assumptions The student, business and from trends in the data to make migration sectors are changing better decisions in our market rapidly. We must collect, analyse planning and improvements in and share information consistently key areas of the city, e.g. creating to keep ahead of these changes. off season products and services. Destination activities have an • Develop a dashboard that impact on our natural, built encompasses data from the five environment and quality of life. key areas of visit, study, live, We need more information from invest and work, and make this industry and residents about those available to stakeholders on a impacts and what action to take. regular basis. Currently, Dunedin ranks highly for wellbeing and quality of life so we must continue to monitor sentiment and engage with residents to ensure that decision making is informed by public opinion.

While high level data is available for some sectors, we need resources to analyse raw local data and develop more detailed insights into Dunedin’s markets. 19

Collect and share insights Collect and share information more effectively so Dunedin can take advantage of opportunities and better respond to change.

Activities

Delivery activity Measuring progress

Key progress measures for economic development, Dashboard developed with easy mechanisms to support quality of life, social, cultural and environment are drawn information-sharing together in a ‘dashboard’. Collective and aspirational targets are agreed

Review available data sources and identify gaps Data sources are collated

Establish a forum to gain feedback from key industry Key areas for potential development and/or protection partners to identify risks and decide on proactive are identified measures to protect and enhance the natural environment

Establish ways to better identify and analyse key data New approach established and supported by key sectors and information, such as consumer motivations across different sectors and people’s satisfaction with Dunedin Cross-sector research undertaken and findings as a destination disseminated Raise our profile

Work together to better tell our story and promote the city through multiple media channels and partnerships in key markets. Street art by Tyler Kennedy Stent 21

Current position Dunedin-based companies such • Align marketing to deliver on as Animation Research Limited, the aspirations of the city, our As a city, we have come a long Architecture van Brandenburg and stakeholder partners, and the way in developing the Dunedin Natural History Unit New Zealand motivations and expectations of brand and sharing what Dunedin are active in the global marketplace, our target markets. offers prospective visitors, and their success positions the students, investors, entrepreneurs city as a serious contender for Success measures and residents. Strengthening international business. our message that Dunedin is We will know these actions are successful if: a compelling destination will The city has active sister city provide business opportunities relationships with Shanghai, • the city’s economic, wellbeing and employment, raising the city’s Edinburgh and Otaru which have and environmental indicators overall GDP and the wellbeing of extended our global presence show positive movement in key residents. and fostered strong international sectors ties, from which a number of An immensely liveable city with • Dunedin is recognised as one opportunities have already a wealth of cultural and lifestyle of the world’s great small cities emerged. opportunities, Dunedin has much by residents, visitors, students, businesses, investors and to celebrate. The city offers high- As we move towards the future, migrants, as indicated by brand quality educational institutions, the applications and innovations awareness / residents’ opinions a strong arts and culture scene, brought about by the GigCity notable built heritage and evolving initiative will see Dunedin come • quality of life surveys show there culinary scene. It has an excellent into its own as a truly smart city, at is an increase in the value and digital platform for design and the forefront of connectivity and volume of visitors, students, innovation-focused businesses. The intelligent urban integration. businesses, investors and natural environment that surrounds migrants Dunedin is home to unique wildlife, Key action areas and the city is the gateway to Otago. • Dunedin residents continue to • Make use of shared market Known locally as a ‘10 minute city’, be positive about destination intelligence and insights across the average commute from home to activities. sectors to ensure maximum work rarely exceeds this timeframe. efficiency and effectiveness of With excellent schools and a wide profile-raising activity. range of recreational facilities and attractions, Dunedin is the epitome • Support stakeholders’ use of a family friendly city. of the Dunedin brand and encourage them to align their A significant amount of work is messaging where practicable, already being carried out to raise e.g. in consumer media and the city’s profile across the various communications for trade or sectors, including the international business events. marketing initiatives undertaken by the University of Otago and Otago • Share resources for maximum Polytechnic. impact and cost efficiency, e.g. collaborative campaigns Capitalising on Dunedin’s supported by joint budgets. reputation and expertise as a • Build on existing seasonal UNESCO City of Literature campaigns targeted at specific and significant arts and culture sectors. Stakeholders and destination, we have already partners will increase their experienced growth in the number emphasis on attracting ‘added of visitors and businesses engaging value’ visitors (including with our cultural assets and sharing residents) to Dunedin activities their experiences with others. and attractions; working together to ensure the city meets this market’s higher expectations. 22

Raise our profile Work together to better tell our story and promote the city through multiple media channels and partnerships in key markets.

Activities

Delivery activity Measuring progress

Encourage more sharing of Dunedin online content Amount of content shared online. across all sectors Content achieves further reach and new audiences

Encourage sharing of marketing plans between sectors, Number of key stakeholders sharing seasonal marketing distributing it as widely as possible through stakeholder tactics networks

Make it easier for people to recommend Dunedin as a Number of recommendations for the city, its experiences destination, e.g. online and as a place to live, work, invest, study or visit

Collaborate with educational institutions to jointly Dunedin’s position as a desirable study destination market the city at international events and exhibitions and online

Collaborate with local businesses to jointly market Number of Dunedin-based businesses experiencing the city at trade fairs and during relationship-building international trade opportunities initiatives

Encourage people who are passionate about Dunedin to Number of stories from visitors, businesses, residents, raise the city’s profile investors and students in promotional material

Leverage further opportunities from existing sister city Number of new initiatives and global marketing relationships and UNESCO City of Literature status opportunities identified and pursued via UNESCO City internationally of Literature and sister city connections

Identify collaborative marketing opportunities with other Number of joint marketing initiatives undertaken destinations such as Queensland in conjunction with other regional or international destinations Develop capacity and connectivity

Ensure our people, infrastructure and connections are equipped to deliver our vision. 24

Current position including by improving the quality Success measures and efficiency of the city’s housing, Dunedin is the Otago region’s We will know these actions are and supporting the transition to economic powerhouse delivering successful if: cleaner energy sources. over $5.7b or half of the total gross • long-term thinking embedded domestic product (GDP) per annum Future-proofing city connectivity in stakeholder planning activity to the province. means investing in a multi-modal increases, including sharing transport system and world-class We are increasing our support for information on capacity and digital infrastructure. The roll start-up ventures to encourage connection issues out of ultrafast broadband (UFB) innovative business development should be complete by 2022, • potential city impacts resulting and foster attractive employment making Dunedin the first gigabyte from development opportunities opportunities across all sectors. We connected city in the southern are reviewed, and proposed have resources, such as the Sexy hemisphere. protection and management Summer Jobs intern programme, processes are put in place. as well as mentoring opportunities. Fostering cultural awareness, The DCC has a ‘Red Carpet’ including through festivals, events business relationship management and sister-city relationships, model which instils a proactive and encourages development of a rich, business-friendly approach across diverse and tolerant community. the organisation.

The health, education and visitor Key action areas industries already contribute • Engage with stakeholders and significantly to Dunedin’s economy sectors to identify infrastructure and are growing. We need to constraints and priorities. ensure the capability and capacity • Ensure Dunedin is able to service of the labour pool aligns with our future destination needs, e.g. new aspirations for the future. experiences, cultural awareness, service provision, and support for There is potential for growth in the staff and product development. accommodation sector which also presents new options for the city, • Plan and manage the sustainable especially around major events. development of Dunedin as Dunedin has become a member a destination, with long-term of Project Palace, a government benefits for the city, aligned to initiative to attract foreign the community’s wider strategic investment into New Zealand’s aspirations and goals. hotel sector. • Explore community ideas about To be competitive, Dunedin must how destination activity could be both increasingly liveable be harnessed to deliver wider and sustainable. There are many strategic aspirations and needs, elements that will contribute to and cultivate development of this, including the protection of those ideas. our natural and built heritage to • Work with stakeholders to ensure Dunedin keeps delivering proactively protect natural great experiences for residents and resources and the natural visitors. environment, managing increased destination activity and Planning for a compact urban development to avoid negative core will maintain city vibrancy, impacts and maximise positive accessibility, and a strong sense impacts. of community, affording excellent quality of life. Delivery of the city’s Energy Plan will transform Dunedin into a low-carbon economy, 25

Develop capacity and connectivity Ensure our people, infrastructure and connections are equipped to deliver our vision.

Activities

Delivery activity Measuring progress

Build capacity and efforts to attract further inbound Number of flights arriving in Dunedin national and international flights, cruise ships and rail Amount of transport mode diversification

Start-up eco-system growth continues and is further Number of successful start-up businesses establishing developed themselves in Dunedin

Develop and implement a proactive management plan to Co-ordinated approach to managing nature, heritage and protect and enhance Dunedin’s heritage sites and natural wildlife sites is implemented places

Continue to explore vocational pathway opportunities in Requirement for skills and human resources in growth potential growth sectors sectors

Facilitate a working group of appropriate stakeholders Working group is established and biodiversity and eco- to proactively protect and manage the impacts on iconic system health measures established species and landscapes

Investigate projects that will be eligible for central Eligible projects are identified government tourism infrastructure funding such as signage and toilets Amount of funding secured

Support the advancement of technology infrastructure Infrastructure is in place for the majority of Dunedin by such as ultra-fast broadband roll-out 2022

Support accommodation capacity that aligns with Number of occasions accommodation options meet destination activity projected demand Create compelling experiences

Make Dunedin a place of distinctive and high quality experiences that ensure people want to be here. 27

Current position Proposed actions Those who live here know Dunedin • Key stakeholders will be is a fantastic place to be. In 2016, encouraged to provide training 88% of Dunedin residents surveyed and development opportunities rated their overall quality of life as to their members / staff to good or extremely good.4 ensure they can consistently deliver high-quality, compelling This enthusiasm for Dunedin is experiences. evident to the people who come to the city and benefit from carefully • We will work with stakeholders to crafted experiences delivered gather data that will inform us of by a range of organisations, both marketplace and community businesses and the community. expectations and how well these These experiences stick in people’s are being met. memories and influence the • We will encourage a more co- recommendations they make. ordinated ‘design-led’ approach to customer experience and For example, since opening in 2011, service that will enhance the city’s Forsyth Barr Stadium has boosted reputation as a great place to be the city by attracting 1.35 million and help identify opportunities sports fans, concert-goers and for improving and adding to the community event supporters. It has Dunedin experience. benefitted both local people and visitors, while adding value to the Success measures experience of those who choose to We will know these actions are study here. successful if: Ways to enhance visitor experience • the levels of resident and include dual-language signage to business satisfaction rise, e.g. cater to large numbers of Chinese National Quality of Life Survey visitors and announcements about forthcoming stops and local • more stakeholders achieve attractions on Dunedin buses. accolades and awards • Dunedin receives more There is a growing commitment to recommendations as a ensuring the marketing of our city destination (e.g. in the tourism aligns with its realities, delivering sector it may be positive on the different expectations of comments on Trip Advisor) our community and those who visit, study, migrate or invest here. • higher quality standards are Dunedin has a reputation as a achieved by stakeholders. friendly, welcoming city and we intend that this will remain true for existing residents, new residents and visitors.

4 The Quality of Life Survey compares 12 New Zealand cities, including Dunedin, on overall quality of life across a range of measures – health and wellbeing, crime and safety, community, culture and social networks, council decision-making processes, environment (built and natural), public transport, economic wellbeing and housing 28

Create compelling experiences Make Dunedin a place of distinctive and high quality experiences that ensure people want to be here.

Activities

Delivery activity Measuring progress

Look at how we can better meet people’s expectations of Satisfaction surveys are reviewed and any gaps compelling experiences addressed

Number of stakeholders making improvements based on survey findings

Improve experiences by considering what people need Number of stakeholders participating in quality from start to finish standards schemes

Share thinking, resources and training focused on Number of stakeholders undertaking assessment and delivering better experiences training

Number of stakeholders sharing good practice

Recognise and celebrate those who are providing a high- Communications are in place to encourage the use of quality experience quality standards

Invite Kāi Tahu to engage with stakeholders about Amount and range of city experiences where Kāi Tahu reflecting tikanga in more city experiences tikanga is reflected

Engage with Kāi Tahu on opportunities for culturally Culturally significant experiences are identified and significant experiences pathways to develop these are explored

Make experiences of Dunedin‘s hinterland more Number of people using Dunedin as a base and accessible and appealing e.g. promote easy day trips travelling in the hinterland

Number of residents experiencing the hinterland Deliver a great year-round destination

Support a strong economy by developing new ways to attract people to Dunedin in all seasons. 30

Current position We already have a calendar of Key action areas unique events targeting off-peak Like many destinations globally, • Work together, exploring periods, such as the Mid-Winter Dunedin is not immune to annual innovative ways to address Carnival, and package deals, e.g. peaks and troughs in activity across seasonality, e.g. collaborative, on airfares and accommodation. the city, industry sectors and the targeted reverse season The DCC has developed and run community. marketing that uses our winter seasonal campaigns like ‘Where offering as a draw-card; or the Wild Things Are’. The city’s Our cool months from May to identifying major events and Festivals and Events Plan has been October are traditionally an subsequently working with revised, encouraging a year-round off-peak visitor season, while the airlines to ensure both inbound calendar of events for residents and number of summer visitors has and outbound flights are full. grown significantly in the past visitors. few years, including a substantial • Gather employment data from The education sector is using forecast increase in spring/summer across the region and identify summer schools to attract students cruise ship visits to the city. seasonal trends to support during their quiet periods. Edu- targeted development of year- We have an opportunity to use tourism is also a growth area in the round employment opportunities our existing visitor marketing, e.g. city, with efforts being directed at across sectors. to Australia and China, to focus increasing international student • Support development of a year- on those who are not seasonally numbers and encouraging visits round calendar of unique and motivated or may enjoy our from friends and family. We have vibrant events. temperate winter conditions for many opportunities to spread activities. offers for destination product and • Encourage investment targeting services throughout the year. DCC sectors that offer a balance of Showcasing the strong local food activities that support business year-round opportunities. culture and community food and event tourism include bidding resilience will also contribute for international conferences and Success measures to creating a great year-round events, and hosting delegations, We will know these actions are destination. The city already e.g. from the film industry and successful if: benefits from ready access to an international civic groups, which abundance of locally sourced helps bring more people to the city • data shows a more even spread of produce and one of Australasia’s during off-peak periods. visitor spend throughout the year best farmers’ markets. • the number of visitors to the city Summer visitors are a welcome increases in traditionally shoulder income stream for the city, arriving and off-peak seasons. as several thousand students leave • we see increasing resident and for the summer break. visitor attendance at Dunedin festivals and events throughout Effort is being put into creating the year off-peak visitor and edu-tourism experiences that smooth seasonal • a growing percentage of peaks and troughs, enabling permanent jobs across all sectors stable year-round employment and retention of trained workforce as well as offering job seekers an • we see increased investment and attractive work/life balance and funding in sectors throughout the lifestyle opportunities, thereby city. strengthening the economic benefit to the city.

Dunedin’s status as a UNESCO City of Literature holds year-round appeal as do the emerging night sky tourism opportunities. 31

Deliver a great year-round destination Support a strong economy by developing new ways to attract people to Dunedin in all seasons.

Activities

Delivery activity Measuring progress

Seasonal marketing campaigns are continued and Visitor numbers and spend during traditionally quiet enhanced to attract visitors in shoulder and low season periods

Work collaboratively to identify seasonal event Number of events taking place outside the peak season opportunities, e.g. further development and bidding for events and conferences outside peak season Number of selected local events developed to appeal to regional, national or international audiences

Attract investment and funding for projects and Funding is secured for projects and opportunities, with opportunities to smooth the effects of seasonality the potential to address seasonality

Sector-specific activities are examined for their potential Opportunities are identified and a cross-sector to increase destination activity outside the peak season, promotional plan is established e.g. edu-tourism, where people do some short-term study while visiting Dunedin

Take advantage of opportunities created by major events, Stakeholders look ahead to make the most of these e.g. work with airlines to ensure both inbound and opportunities outbound flights are full 32

Proposed future activity

• Explore the opportunities within the changing and increasingly diverse workforce, i.e. older workers, digital nomads, shared working spaces. • Explore the benefits of big data mining, including social media analytics as a data set for destination marketing. • Identify opportunities for sectors to work together to reach people more effectively. • Inform planning and investment by measuring and monitoring the capacity of our businesses, infrastructure, digital and natural resources and our environment. • Use destination activity to build capacity and connections, e.g. investigate the role of immigration in meeting demand. • Assist in the creation of funding schemes to support business start-ups and tourism infrastructure. 33

Key stakeholders and delivery partners

Chorus is a national Education New Zealand is the New Zealand Transport Agency telecommunications infrastructure government agency that promotes (NZTA) is the government agency provider and owner of the majority New Zealand as a study destination tasked with promoting safe and of telephone lines and exchange for international students and functional transport by land, equipment in New Zealand. supports the delivery of education including the responsibility for services offshore. administering the state highway Department of Conservation network. (DOC) is the government agency Enterprise Dunedin is the responsible for the conservation of economic development arm of the Otago and Southland Employers New Zealand’s natural and historic DCC, incorporating the former Association (OSEA) is an heritage. Regional Tourism Organisation, organisation providing support to Tourism Dunedin. local businesses in issues such as Digital Community Trust is a employment law, human resources, not-for-profit organisation focused Immigration New Zealand is the health and safety, training, and on delivering the goals of the government agency responsible professional development. Dunedin Digital Strategy, providing for overseeing immigration rules leadership to Dunedin to advance and laws including the granting of Otago Chamber of Commerce digital education and be beneficial visas for visiting, working, studying, Incorporated (OCCI) is the to the community. living and investing in New local membership organisation Zealand. supporting the interests of Otago Dunedin City Council (DCC) is businesses. the local authority for the wider Kāi Tahu: Manawhenua are Dunedin area, which provides a local iwi who exercise customary Otago Polytechnic is one of range of infrastructure facilities, authority or rakatirataka New Zealand’s leading tertiary services and processes for elections (chieftainship or decision-making polytechnic degree, diploma and and decision-making and for the rights) over tribal and natural assets certification providers of hands-on, local community. DunedinHOST when in the public domain with career-focused education. is the primary industry body for national and local government tourism operators in Dunedin. authorities. Otago Regional Council (ORC) is the local authority responsible for Dunedin International Airport Ministry of Business, Innovation the sustainable development and Limited (DIAL) owns and manages and Employment (MBIE) is the enhancement of Otago’s resources. the city’s airport infrastructure, government agency tasked with assets and services. delivering policy, services, advice Tourism Industry Aotearoa and regulation that contribute (TIA) is an independent body Dunedin Venues Management to New Zealand’s economic representing all sectors of the New Limited (DVML) manages DCC productivity and business growth. Zealand tourism industry. assets – Forsyth Barr Stadium and the Dunedin Centre. The New Zealand Trade and Enterprise Tourism New Zealand is the organisation also secures, plans, (NZTE) is the government agency central government public service hosts and delivers events. working towards one single department responsible for purpose: growing companies marketing New Zealand as a tourist Community Boards advocate for internationally, bigger, better destination. the interests of the communities and faster, for the benefit of New University of Otago is New they represent and provide advice Zealand. to the Council. Zealand’s oldest and one of its leading research and academic institutions delivering graduate and postgraduate degree education. 34

The DCC and Enterprise Dunedin wish to thank our Destination Plan contributors: Submitters Aaron Lodge Larnach Castle

Adventure Media Group Look After Me Ltd

Air New Zealand Middlemarch Promotions Committee Burns Lodge Ministry of Social Development Bus Users Support Group Otepoti- Dunedin Monarch Wildlife Cruises

Cadbury World Mosgiel Community Board

CareerWise Otago Central Rail Trail Trust

City Walks Otago Chamber of Commerce

Department of Conservation (DOC) Otago Farmers Market

Down in Edin Magazine Otago Peninsula Community Board

Dunedin Airport Otago Peninsula Trust

Dunedin Casino Our Food Network - Dunedin

Dunedin City Council Rupert A. Smith

Dunedin Railways Southern Heritage Trust

Dunedin UNESCO City of Strath-Taieri Community Board Literature Study Dunedin Advisory Board Dunedin Wildlife Hospital Sustainable Dunedin City DunedinHOST Timely Ltd Education New Zealand Tourism Industry Aotearoa (TIA) Generation Zero University of Otago Iconic Tours NZ Ltd University of Otago Department of Immigration NZ, MBIE Tourism

Iris Data Science Waikouaiti Coast Community Board

KiwiCash and KiwiCamp WellSouth Primary Health Network

Landscape Connections Trust Yellow-eyed Penguin Trust (LCT) 35

Resources

MBIE Tourism Dashboard & Research

MBIE Economic Research

Qrious Voyager Dataset

DiGT Domestic Tourism Tool

Tourism NZ Market Updates

Cruise NZ Market Report

DIAL Passenger Movements

Port Otago Vessel & Passenger Movements

Tourism Industry Aotearoa Research

RTONZ Research

Education NZ Research

NZ Story Research

The NZ Initiative Research

Immigration NZ Research

Statistics NZ Research