A G E N D A K A U P A P A
MANAAKI TOIORA COMMITTEE MEETING
Tuesday, 24 November 2020, 9.00am
Council Chamber Hauraki House William Street Paeroa
Membership
Mayor
D A Adams
Councillors
Cr R Harris - Co-Chair Cr A Spicer – Co-Chair Cr P G Anderson Cr R D T Broad Cr P D Buckthought Cr C A Daley Cr R G E Garrett Cr B J Gentil Cr S Howell Cr P A Milner Cr D Smeaton Cr J R Tilsley Cr R L Wilkinson
Executive Leadership
L D Cavers P Thom
Staff
K McLaren R Jenks J Stephenson J McIver
Public Distribution
Paeroa Office/Library Plains Area Office Waihi Area Office/Library
Chief Executive L D Cavers
Hauraki District Council, P O Box ͭͳ, William Street Paeroa, New Zealand P: ͬͳ ʹͲͮ ʹͲͬ͵ or ͬʹͬͬ ͳͯͰ ʹͯͰ (within the District) E: [email protected] www.hauraki-dc.govt.nz
Delegations: Manaaki Toiora Committee
Membership Mayor and Councillors
Meeting Monthly meeting on the Tuesday prior to the last Council meeting of frequency the month, commencing at 9.00am.
The Council delegates to the Committee the following functions and Delegations powers to enable the Committee to achieve the specific responsibilities:
a) Development and approval of the Manaaki Toiora action plan. b) Management and oversight of the development and engagement on the Manaaki Toiora Strategy, which will replace the Council’s Social Strategy and Economic Development Strategy. Make recommendations to the Council for adoption of the Manaaki Toiora Strategy.
c) To receive and review reports and presentations from Council staff and community groups and make recommendations to the Council.
d) Authority to approve expenditure up to $5,000 per project within the existing approved Community Growth budget subject to reporting the expenditure to the next Council meeting.
e) To make recommendations to the Council on the allocation of the Social Strategy Fund which will be used to promote the goals of the Hauraki District Council Social Strategy.
f) To review and recommend to the Council the proposed Manaaki Toiora Activity and the proposed budget for the inclusion in the draft 2021-31 Long Term Plan for consultation with the community.
Ngà Karakia Timatanga (opening)
(1)
Kia tau te rangimarie May peace be widespread Kia whakapapa pounamu te moana May the sea be like greenstone Hei huarahi ma tatou i te rangi nei A pathway for us all this day Aroha atu, aroha mai Let us show respect for each other Tatou i a tatou katoa For one another Hui e! Taiki e! Bind us all together!
(2)
Whakataka te hau ki te uru, Get ready for the westerly Whakataka te hau ki te tonga. and be prepared for the southerly. Kia mākinakina ki uta, It will be icy cold inland, Kia mātaratara ki tai. and icy cold on the shore. E hī ake ana te atākura he tio, May the dawn rise red-tipped on ice, he huka, he hauhunga. on snow, on frost. Haumi e! Hui e! Tāiki e! Join! Gather! Intertwine!
Karakia Whakamutunga (closing)
Kia whakai-ria te tapu Restrictions are moved aside Kia wātea ai te ara So the pathways is clear Kia turuki whakataha ai To return to everyday activities Haumi e. Hui e. Tāiki e! Join Gather Intertwine!
MANAAKI TOIORA COMMITTEE AGENDA
Tuesday, 24 November 2020 – 9.00am
Council Chambers, Hauraki House, William Street, Paeroa
Presentations
9.30am: Hauraki Tourism Action Group Hadley Dryden and Diane Drummond
10.00am: Te Waka – Waikato Economic Development Agency Hamish Bell
Order of Business Pages
1. Karakia timatanga – Cr Harris 2. Apologies 3. Declarations of Late Items 4. Declarations of Interests 5. Confirmation: Manaaki Toiora Committee Minutes - 27-10-20 - 2841235 6 6. Community Initiatives Report - October 2020 - 2861826 8 Appendix A - Request for Funding Assistance Paeroa BMX - 2859742 16 7. Community Growth Update November 2020 - 2861615 17 8. Mayors Taskforce for Jobs Report - 2861801 20 9. Destination Coromandel Annual Report 2020 - 2861666 23 10. Te Waka Six Monthly Stakeholder Report - 2861632 49 11. Historical Maritime Park Report July - Sept 2020 - 2861678 58 12. Draft Manaaki Toiora Committee - 2021 Work Programme - 2862149 66 13. Karakia whakamutunga
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HAURAKI DISTRICT COUNCIL
MANAAKI TOIORA COMMITTEE
MINUTES OF A MEETING OF THE MANAAKI TOIORA COMMITTEE HELD IN THE COUNCIL CHAMBERS, WILLIAM STREET, PAEROA ON TUESDAY, 27 OCTOBER 2020 COMMENCING AT 9.00AM PRESENT Cr R Harris (Co-Chair), Cr A M Spicer (Co-Chair), D A Adams (His Worship the Mayor), Cr P A Milner (Deputy Mayor), Cr P G Anderson, Cr R D T Broad, Cr P D Buckthought (from 9.05am), Cr C A Daley (from 9.30am), Cr R G E Garrett, Cr S Howell, Cr D Smeaton, Cr J R Tilsley and Cr R L Wilkinson
IN ATTENDANCE L D Cavers (Chief Executive), P Thom (Group Manager - Planning & Environmental Services), J McIver (Community Engagement Manager), K McLaren (Community Engagement Officer), R Jenks (Economic Development Officer), J Stephenson and C Black (Council Secretary)
KARAKIA TIMATANGA
Cr Spicer opened the meeting with a karakia.
APOLOGIES
RESOLVED
THAT the apologies for absence of Cr B Gentil and the lateness of Crs Buckthought and C Daley be received and sustained.
MTC20/01 Milner/Wilkinson CARRIED
Cr Buckthought attended at 9.05am.
DECLARATION OF LATE ITEMS
There were no late items.
DECLARATIONS OF INTERESTS
There were no declarations of interests.
INTRODUCTION – COMMUNITY EMPLOYMENT LIAISON FOR MAYORS TASKFORCE FOR JOBS – COMMUNITY RECOVERY PROGRAMME
Julie Stephenson was introduced to the Committee as the new staff member in the role of Community Employment Liaison for Mayors Taskforce for Jobs Community Recovery Programme.
1 Manaaki Toiora Committee Minutes – 27-10-21 - 2841235 Manaaki Toiora Committee Page 7 Agenda - 24-11-20
COMMUNITY GROWTH UPDATE REPORT - OCTOBER 2020 - 2838926
The Economic Development Officer presented a report that provided an update on the activities of the Economic Development Department.
RESOLVED
THAT the report be received.
MTC20/02 Buckthought/Milner CARRIED
SOCIAL STRATEGY UPDATE REPORT OCTOBER 2020 - 2839437 APPENDIX A - SOCIAL STRATEGY ACTION PLAN 2028 - 2839632
The Community Engagement Officer provided a report that updated on activities in relation to the management of the Social Strategy actions carried out during the previous months.
RESOLVED
THAT the report be received.
MTC20/03 Tilsley/Howell CARRIED
Cr Daley attended the meeting at 9.30am.
PRESENTATION: CURRENT COMMUNITY DEVELOPMENT STRATEGIES
The Economic Development Officer and Community Engagement Officer provided PowerPoint presentations as follows:
Economic Development Strategy doc. #2841472 Destination Hauraki 2030 strategies doc. #2841474. Social Strategy toward 2028 – doc. #2846070.
Karakia Whakamutunga
The meeting closed at 10.10am with a karakia from Cr Spicer.
CONFIRMED
R G Harris A Spicer Co-Chair Co-Chair
24 November 2020
2 Manaaki Toiora Committee Minutes – 27-10-21 - 2841235 Manaaki Toiora Committee Page 8 Agenda - 24-11-20
FOR INFORMATION NGĀ MŌHIOTANGA
TO Mayor and Councillors
AUTHOR Katie Mclaren Community Engagement Officer
FILE REFERENCE Document: 2663720 Appendix A: 2859742
PORTFOLIO HOLDER Councillor Tilsley – Community Initiatives Portfolio
MEETING DATE Tuesday 24 November 2020
SUBJECT Community Initiatives Monthly Report - October 2020
SUMMARY | TE WHAKARĀPOPOTANGA
The Community Initiatives Team will present an update of activities carried out during the previous month to Council. The activities include management of various funding budgets, social initiatives and information on other initiatives.
RECOMMENDATION | TE WHAIKUPU
THAT the report be received, and THAT the correspondence from the Paeroa BMX Club be received, and THAT $1,000 is granted from the Paeroa Ward Community Assistance Fund to the Paeroa BMX Club towards the purchase of security surveillance equipment for the club at Taylors Avenue, Paeroa.
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1 PURPOSE | TE ARONGA
The Community Services and Development Group is responsible for the delivery of Council’s Community Initiatives activities. A report on these activities will be presented to Council on a monthly basis. Any requests for financial assistance from community groups are also presented in this report.
2 GRANTS AND DONATIONS | NGA TAKOHA
Each Ward has budget set aside for Community Assistance Funding. This fund is for the discretionary allocation of grants or donations towards activities, individuals, or groups as determined by the respective ward members.
The Ward Chair has the delegated authority to approve grants towards hall hire costs, and, along with one other ward member can approve grants up to $300 from this fund. Full Council with recommendation from the appropriate ward decides requests for financial assistance above $300.
Grants listed with an asterisks (**) are funds that have not yet been paid. These are either currently being processed, waiting on supporting documentation or have received grant confirmation from Council but have not yet been claimed.
Newly approved or granted funds are listed after the corresponding fund’s table in bold.
6320: Plains Ward Community Assistance Funding
The following table identifies grants that are already committed from this fund for the 2020/21 term:
Organisation | Activity Amount Granted
Community organisations | water rates (estimate) $2,014.44
Thames Valley Turf Trust | 20yr replacement of turf $8,224.27
Patetonga Hall | operational costs $534.04
Kaihere Hall | operational costs $480.64
Kerepehi Hall | operational costs $1,281.70
Mangatarata Hall | operational costs $587.45
Waitakaruru Hall | operational costs $1,388.51
Kopuarahi Hall | operational costs $640.85
Turua Hall | operational costs $854.47
Hauraki Plains College | prize giving Community Service Award $234.00
HPL Co-op Parish | community garden (rate relief - estimate) $635.85
Love Hauraki | Social Media Campaign $50.00
Rural Support Trust | Hall Hire** $140.00
C20/414: Paeroa Pipe Bands Tattoo Committee | 2021 Event $500.00
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Plains Community Hub | Fundraiser BBQ prize** $300.00
TOTAL COMMITTED $17,866.22
UNALLOCATED $11,196.95 Table 1: Plains Ward CAF Commitments 2020-21
New Grant: The Plains Ward chair agreed to grant $300 from the Plains Ward Community Assistance Fund to the Hauraki Plains Community Hub fundraiser/BBQ prize.
6310: Paeroa Ward Community Assistance Funding
The following table identifies grants that are already committed from this fund for the 2020/21 term:
Organisation Amount Granted
Paeroa Society of Arts | operational costs $2,137.00
Paeroa Historical Society | operational costs $6,500.00
Skate & Leisure Centre | property maintenance $12,150.00
Plunket Society | rate relief $500.00
Paeroa College | prize giving Community Service Award $234.00
Love Hauraki | Social Media Campaign $50.00
C20/414: Paeroa Pipe Bands Tattoo Committee | 2021 Event $1,000.00
C20/470: Paeroa Society of Arts | Building assessment** $2,000.00
TOTAL COMMITTED $24,571.00
UNALLOCATED $15,179.62
Table 2: Paeroa Ward CAF commitments 2020-21
New Grant: Council agreed to grant up to $2,000 from the Paeroa Ward Community Assistance Fund to the Paeroa Society of Arts towards the building condition assessment rating of the Arts Centre building.
6330: Waihi Ward Community Assistance Funding
The following table identifies grants that are already committed from this fund for the 2020/21 term:
Organisation | Activity Amount Granted
Order of St. John | rate relief $939.65
Waihi Art Centre & Museum | property maintenance $15,396.30
Waihi Art Centre & Museum | operations contribution $13,729.94
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Waihi Plunket | property maintenance $10,364.99
Whiritoa Emergency Management Centre | property maintenance $10,815.76
Bank Street Reserve | overheads $1,497.63
Waihi College | prize giving Community Service Award $234.00
Love Hauraki | Social media campaign $50.00
Waihi Community Patrol | Car upkeep $1,000.00
Waimata School | Events Centre hire waiver $290.00
C20/413: Waihi Heritage Vision | Granite Plaque replacement $400.00
C20/414: Paeroa Pipe Bands Tattoo Committee | 2021 Event $500.00
Waihi Art and Street Festival | Hall Hire** $405.00
Waihi Town Cats | Traps and de-neutering $200.00
Open Door Christmas | Hall Hire** $590.00
TOTAL COMMITTED $56,413.27
UNALLOCATED $12,812.58 Table 3: Waihi Ward CAF commitments 2020-21
New Grants:
The Waihi Ward Chair agreed to grant $405 towards the waiver of the Waihi Memorial Hall hire fees for the Waihi Art and Street Festival.
The Waihi Ward Chair with support from the Ward Councillors agreed to grant $200 towards the purchase of traps and the de-neutering of stray cats in Waihi.
The Waihi Ward Chair agreed to grant $590 towards the waiver of the Waihi Memorial Hall hire fees for the 12th Annual Open Door Christmas in Waihi on the 25th of December.
6300.424: District General Funding
Council also has a District discretionary fund that is available for general or more significant activities or projects that provide a benefit to more than one ward.
The following table identifies grants that are already committed from this fund for the 2020/21 term:
Organisation Amount Granted
LTP2018-28: The Treasury/Coromandel Heritage Trust| Year 3 of 3 $10,000.00
C18/47: Kaiaua BC Subsidy Y3 (0 of 10) | $20,000 p.a. $0.00
LTP2018-28: Paeroa Historical Maritime Park project | $200,000 $0.00
TOTAL COMMITTED $10,000.00
UNALLOCATED ($22,580.72) Table 4: District General Fund 2020-21
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6350: Significant Natural Areas and Heritage Features Incentives Funding (SNA & HFI)
The SNA & HFI Fund is a contestable fund that is administered by Council. The purpose of this fund is to encourage and assist landowners with SNAs and/or Heritage Features to actively maintain and/or enhance their SNA or heritage feature. Funding can be applied for at any time and an application form is available from the Planning and Environmental Services team.
In the 2020/21 term the following grants have been made from the SNA&HFI Fund:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
UNALLOCATED $72,332.00 Table 5: SNA&HFI Fund grants 2019-20
19550: Community Recreational Facilities Development Funds (CRFDF)
Each Ward and the District have community recreational facilities development funds accumulated from development contributions that are available for investment in public capital items i.e. physical assets such netball courts, domain lighting etc.
9558: Plains Community Recreational Facilities Development Fund (CRFDF)
In the 2020/21 term the following grants have been made from the Plains CRFDF:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE $139,793.31 Table 6: Plains CRFDF grants 2019-20
9559: Paeroa Community Recreational Facilities Development Fund (CRFDF)
In the 2020/21 term the following commitments have been made from the Paeroa CRFDF:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE $136,582.56 Table 7: Paeroa CRFDF grants 2019-20
9560: Waihi Community Recreational Facilities Development Fund (CRFDF)
In the 2020/21 term the following commitments have been made from the Waihi CRFDF:
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Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE $529,361.37 Table 8: Waihi CRFDF grants 2019-20
9557: District Community Recreational Facilities Development Fund (CRFDF)
Our finance team has carried out a review of the District CRFDF account; they have advised a $24,020.13 balance in this budget. In the 2020/21 term the following commitments have been made from the District CFRDF:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE $24,020.13 Table 9: District CRFDF grants 2019-20
9561: District Community Projects Assistance Fund (CPAF)
Council has an investment fund of which a percentage of the interest is set aside for grants to community projects of a more significant nature.
Our finance team has carried out a review of the District CPAF account; they have advised a $194,757.17 balance in this budget. In the 2020/21 term the following commitments have been made from the District CPAF:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE $194,757.17 Table 10: District CPAF grants 2019-20
6200: District Social Strategy Fund [SSF]
A percentage of the interest allocated from the investment fund is set aside for initiatives that address issues identified in the Social Strategy action plan.
In the 2020/21 term the following commitments have been made from the District SSF:
Organisation Amount Granted
C18/219: Age Concern Thames | YR3 of 3 $5,000.00
C18/266: Creative Waikato Trust | YR3 of 3 $2,000.00
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CSDC18/61: Hauraki Citizens Advice Bureau | YR3 of 3 $10,000.00
C20/215: Eastern Waikato Drought Relief Fund | farming community $10,000.00 support
C20/414: Paeroa Pipe Bands Tattoo Committee | 2021 Event $5,000.00
TOTAL COMMITMENTS $32,000.00
UNALLOCATED $37,695.30 Table 11: District SSF commitments 2020-21
Requests for Financial Assistance
Council has received one request for financial assistance for your consideration:
Paeroa BMX Club [Appendix A – 2859742]
The Paeroa BMX Club writes seeking financial assistance towards the purchase of security surveillance equipment for the club at Taylors Avenue, Paeroa (Appendix A).
It has been identified that purchase of the security equipment will cost an estimated total of $2,400.00.
In considering making a grant to this request, two (2) options are offered: Option One – Decline the request for a grant, or Option Two – Grant $1,000 from the Paeroa Ward Community Assistance Fund.
The Ward’s Community Assistance Fund is an appropriate source of funding for this type of community activity; there is sufficient funds in the Paeroa Ward CAF to support Option Two.
The Paeroa Ward Committee recommend Option Two: THAT $1,000 is granted from the Paeroa Ward Community Assistance Fund to the Paeroa BMX Club towards the purchase of security surveillance equipment for the club at Taylors Avenue, Paeroa.
3 SOCIAL INITIATIVES | WHAIWHAKAARO PAAPORI
Elephant in the Paddock Three full page feature stories on the Hauraki champions have been published in the Hauraki Herald and online; from the Plains Casey Coxhead and family, from Waihi Grahame and Melanie Rogers and from Paeroa Tina and Jack Keeys. The next stage is offering free facilitated ‘Good Yarn’ wellbeing workshops across the district in partnership with the Waikato-Hauraki-Coromandel Rural Support. People who live and work on the land face a number of challenges and these workshops will provide a place to talk and learn how to be able to help others. Registrations can be made on Trybooking.co.nz (keyword: GoodYarn) for the below dates: Ngatea War Memorial Hall - 10.30am Monday 23 November Waihi Memorial Hall - 6.30pm Monday 23 November Paeroa War Memorial Hall - 10.30am Tuesday 24 November
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Energy Efficiency & Conservation Authority (EECA) Warmer Kiwi Homes Programme Over the last 12-18 months, Council identified the need to support and promote the EECA Warmer Kiwi Homes programme within the Hauraki District. Over this time, a large promotional push through our communication channels has yielded fantastic results.
EECA have now processed claims for 354 installations, 289 for insulation and 65 for heating, 121 of which have been since 3 August.
4 OTHER INITIATIVES | EERAA ATU WHAIWHAKAARO
Citizenship Ceremony
Citizenship ceremonies have been suspended since we were first impacted by COVID-19 in March 2020. Now that New Zealand is maintaining Alert Level 1, work has begun to reinstate ceremonies across the country – starting with Auckland in December, with all local authorities expected to resume ceremonies by 1 March 2021.
A date is yet to be set for the first Citizenship ceremony for our district since COVID-19, but will likely be in January. All citizens who received citizenship this year will be celebrated.
As of the 1st of October 2020, there have been seven new citizens for the Hauraki district – two from Paeroa and five from Waihi.
Industry Training Awards
The combined Hauraki District Council and Thames-Coromandel District Council Industry Training Graduations were held on the 17th of November at the Paeroa War Memorial Hall with 31 graduates receiving their certificates and over 100 in attendance.
Creative New Zealand [CNZ CCS]
Nothing to report.
Prepared by Katie McLaren Community Engagement Officer
Approved by Peter Thom Group Manager – Planning and Environmental Services
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Appendix A
Postal address: 196 Rawhiti Road R.D.2 Te Aroha 3392 Physical address: Taylor Ave, Paeroa Email - [email protected]
28th October 2020.
To whom it may concern,
The Paeroa BMX Club has been running for over 20 years in the heart of the Paeroa community. Over this time we have had little vandalism or theft but in the past year we have had a break in resulting in bikes, gloves and helmets being stolen, excessive graffiti, the destruction of our foot bridge and as of last week an attempt of arson on our brand new ramp.
We are looking for assistance in purchasing security cameras to provide surveillance of the club to hopefully quash or at least deter any further vandalism. We would be appreciative if you could consider our club for any assistance in securing and mending our premises.
Yours faithfully
Quentin Orr President Paeroa BMX
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FOR INFORMATION | NGĀ MŌHIOTANGA
TO Manaaki Toiora Committee
AUTHOR Rebecca Jenks Economic Development Officer
FILE REFERENCE Document: 2858787
PORTFOLIO HOLDER/S Councillor Ross Harris Community Growth portfolio
MEETING DATE 24 November 2020
SUBJECT Community Growth update report November 2020
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
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1 PURPOSE | TE ARONGA
The purpose of this report is to provide the Manaaki Toiora Committee with an update on the activities of the Economic Development Department.
2 BACKGROUND | TE KŌRERO Ā MUA
Council undertakes a range of activities to assist with community growth and development in the Hauraki District and has the Manaaki Toiora Committee, which amongst other things, meets to provide direction for projects and activities relating to community growth in the district.
3 PROJECTS AND ACTIONS
Since the last Manaaki Toiora meeting in October 2020 there have been a number of projects and actions taking place. This report will highlight the key ones.
Unemployment The jobseeker numbers have stayed stable from September to October 2020 and is sitting at 613 people. LoveHauraki Page likes have increased by 5.5% in the past month and 23 new posts have be added. There are now 197 businesses registered on the website. Destination Hauraki 2030 The Hauraki Tourism Action Group continues to meet fortnightly, particularly to support Destination Coromandel on the key Strategic Tourism Asset Protection Programme (STAPP) projects related to our district including the Heritage Trails development and the Pūkorokoro-Miranda Shorebird Centre feasibility study. At its meeting on 5 November a local tourism business met with the group to seek advice on pivoting his product to the domestic market. Representatives from Te Waka also attended the meeting to get an understanding of our district’s tourism direction and see where we can work together. The General Manager of Destination Coromandel and CEO of the Hauraki Rail Trail Charitable Trust will provide a verbal update on the projects at this Manaaki Toiora Committee meeting. Business Development Council is continuing to working with multiple developers in the district. There seems to be increasing appreciation of our district’s location and the opportunity it brings for business. Racecourse Development The Mayor, Deputy Mayor, the Manaaki Toiora Committee Co-Chair, Paeroa Ward Councillors and the Economic Development Officer attended the official ‘chain cutting’ ceremony at the Paeroa Racecourse on 5 November as new owners WFT Finance & Investment Company Ltd took possession of the property. The company’s vision is to create a vibrant commercial hub over approximately half of the land and a residential subdivision on the balance. A private plan change is required before development can begin. Positively Promoting the Plains Business Networking Evening The Mayor, the Manaaki Toiora Co-Chair, Community Employment Liaison and Economic Development Officer attended the Business Networking Evening organised by Positively Promoting the Plains on 29 October. The event was held at Earth Energies Sanctuary in Mangatarata.
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Hauraki District population data Infometrics recently released their latest population estimates. According to their estimates, the Hauraki District now has a resident population of 21,400 people, which is a 1.9% growth on this time last year. Of this growth, 96% is attributed to net migration and 4% to natural increase. The graph below shows the age composition of our district in comparison with the rest of New Zealand.
Source: Infometrics, 2020
Approval
Prepared by Rebecca Jenks Economic Development Officer Approved by Peter Thom Group Manager – Planning and Environmental Services
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FOR DECISION MŌ TE WHAKATAUNGA
TO Manaaki Toiora Committee
AUTHOR Julie Stephenson Community Employment Liaison
FILE REFERENCE Document: 2858718
PORTFOLIO Councillor Ross Harris HOLDER/S Community Growth Portfolio MEETING DATE 24/11/2020
SUBJECT Mayors Taskforce for Jobs November Report
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
1 PURPOSE | TE ARONGA
The purpose of this report is to provide the Manaaki Toiora Committee with an update on the activities of Mayors Taskforce for Jobs project. 2 BACKGROUND | TE KŌRERO Ā MUA
Earlier this year, Hauraki District Council successfully applied for $250,000 to help drive local employment opportunities, particularly for young people and those out of work due to Covid 19. This is very welcome considering jobseeker numbers in our district are up 70 per cent on figures from this time last year. The money is funding a community recovery programme developed by the Mayors Taskforce for Jobs in collaboration with the Ministry of Social Development. MSD has agreed to work closely with an appointed community employment liaison officer to ensure Council’s programme compliments the work they’re doing. As well as paying for a liaison officer, the programme will include other potential initiatives such as entry-level training, wage-based incentives, support for businesses looking to take on staff and post appointment follow up 3 PROGRESS AND ACTIONS TO DATE
• I have met with the Mayor and CE about the programme and council diversity. • Manaaki Toiora Meeting October 27 – Introduction to all councillors/staff. • There has been an initial meeting with the identified Ministry of Social Development work broker and future regular meetings have been diarised for the next month. Initial discussions have looked at timeframe, process, brand/marketing, key stakeholders, employee supply and a launch for potential employers and employees. This connect has already been extremely helpful and reassuring.
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• Potential employers are currently being identified and a database established. There has been direct connect with Utemaster (Hauraki Industrial Park in Kerepehi), Fond Foods (Paeroa) and more to come. A programme launch is planned for potential employees in conjunction with MSD for mid-November in Paeroa and Waihi. • Meetings with VETEL (Training provider) and Smart Waikato were undertaken. Discussion very positive with offers of support from both agencies. • I attended Positively Promoting the Plains (BA5) meeting to promote the programme. • I have met with Principals/Careers Advisers from the districts Secondary Schools – discussion has mainly been around the effect of Covid 19 on students and that potentially there could be more school leavers looking to stay local and find jobs. • I have met with a group of students at Waihi College and two students from Hauraki Plains College and connected them to jobs on offer at Utemaster. • I have connected with Peter Davey and Michelle Hollands from Te Waka. • I have connected with Otorohanga District Council and Otorohanga District Development Board who have just made an appointment for their Mayors Taskforce for Jobs position. I will organise an initial meeting with them and potentially the appointed person in Rangitikei in the coming weeks. • I attended the Youth Manu Taki Hui as part of the Waikato Wellbeing Project which was well worth attending and very interesting. An action plan is to be released from the hui. • Work on the brand and communication plan for the project. Agreed brand will be Great Job Hauraki – find your fit. The Maori phrase is ‘Karawhiua Hauraki – Kei a koe te tikanga’ which means ‘Go hard – it’s up to you’. • Planning is underway in conjunction with Business Bites to host a soft launch for employers at a breakfast on December 3. • Working on identifying role models to support the programme. • Proposed FAN (Future Action Network) Event. In conjunction with Smart Waikato we have a proposed FAN event as part of our schedule for early February 2021. These are facilitated by Smart Waikato and target employers to raise the awareness of the need to offer work-based opportunities and training for local youth. Employment opportunity leads are generated and distributed to relevant parties. These successful events have been held in a number of districts with significant outcomes. It would be helpful to get an idea of support for this event from members of the committee before confirmation.
Latest figures from the Ministry of Social Development (to the end of September 2020) showing the trend of benefit recipients in Hauraki following the national trend.
HAURAKI TOTAL Benefit Recipients
2017 1,623
2018 1,660
2019 1,675
2020 1,908
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NATIONWIDE Benefit Recipients
2017 289,788 2018 299,345 2019 314,408 2020 369,300
4 Approval
Prepared by Julie Stephenson Community Employment Liaison Approved by Peter Thom Group Manager - Planning & Environmental Services
Whaarangi 3 | 3 M 2858718 Manaaki Toiora Committee Page 23 Agenda - 24-11-20
FOR INFORMATION | NGĀ MŌHIOTANGA
TO Manaaki Toiora Committee
AUTHOR Rebecca Jenks Economic Development Officer
FILE REFERENCE Document: 2858400 Appendix A: 2858390
PORTFOLIO HOLDER/S Councillor Harris Community Growth portfolio
MEETING DATE 24 November 2020
SUBJECT Destination Coromandel Annual Report
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
Whaarangi 1 | 2 M 2858400 Manaaki Toiora Committee Page 24 Agenda - 24-11-20
1 PURPOSE | TE ARONGA
The purpose of this report is to present the Manaaki Toiora Committee with Destination Coromandel’s official Annual Report for the 2019/20 financial year.
2 BACKGROUND | TE KŌRERO Ā MUA
Destination Coromandel Trust is funded by the Hauraki and Thames-Coromandel district councils to promote The Coromandel as a visitor destination. They are one of 30 Regional Tourism Organisations in New Zealand promote the region under the good for your soul brand.
3 ANNUAL REPORT
Destination Coromandel’s official Annual Report 2019/20 is in appendix A.
Prepared by Rebecca Jenks Economic Development Officer Approved by Peter Thom Group Manager – Planning and Environmental Services
Whaarangi 2 | 2 M 2858400 Manaaki Toiora Committee Page 25 Agenda - 24-11-20
CHAIRMAN’S report
The importance of the visitor industry’s contribution to regional GDP is becoming more widely understood throughout New Zealand, and so too is the challenge to deliverANNUAL visitor spend REPORT equal to, or above, the equivalent national measure for our region. Destination Coromandel’s core business is destination marketing, and the focus continues to be directed towards the domestic market. At $250 million the domestic market2019 makes up / 80% 20 of the visitor spend in our region. The Coromandel is also enjoying growth in international spend, beyond the national measure. This year we launched a 10 year plan to grow visitor spend in line with national aspirations of Towards 2025. Product development, seasonality and quality were deemed the three points of focus that would help The Coromandel achieve its vision while also providing an efficient return on investment to our stakeholders. From an organisational perspective, taking time to improve the structure and reporting requirements will allow more time in the market place to lead discussions with our stakeholders on issues that will have a true impact on our key performance indicators, and ultimately help drive visitation to The Coromandel. In committing funds for the next three years our key stakeholders, Thames Coromandel District Council and Hauraki District Council, demonstrated confidence in results achieved and a desire to grow tourism’s economic contribution to The Coromandel.
Brent Page Chairman
Overlooking Forest Bay DESTINATION COROMANDEL Annual Report 2019/20 page [ 1 ] Manaaki Toiora Committee Page 26 Agenda - 24-11-20
TRUSTEE’S report
For the first nine months of our financial year (from 1 July, 2019), despite an anticipated slow-down in travel in New Zealand and worldwide, our region, The Coromandel, continued its upward trajectory of previous years; visitor numbers and visitor spend in the region continued to exceed our targets. This, in turn, continued helping to grow the economies and communities of The Coromandel. For this, we were pleased that as kaitiaki of the privilege of caring for Destination Coromandel Trust, our team continued to produce good outcomes for the communities of The Coromandel. As we all now know, everything came to an unexpected and very abrupt halt at the end of March. The final three months of the year proved to be a real yoyo of life for us all. The global pandemic that stopped the travel industry in its tracks was far greater than the anticipated slowdown we signalled in our last Annual Report. The Coromandel finished the year ending 30 June 2020 with $459m in visitor spend compared to $496m last year. This impact was largely due to the March - April lockdown, effectively winding the clock back two years when looking at year-end results. Despite the massive disruptions as a result of lockdowns, our team rose to the challenge. When the Covid-19 freight train hit New Zealand in late March, our team had to work harder than ever despite an abrupt end to all travel. We withdrew almost all our efforts in international visitor marketing and doubled up on our already significant marketing efforts in domestic markets. Likewise our service teams, at the Thames and Whitianga i-SITEs (managed on behalf of Thames-Coromandel District Council), maintained exceptional levels of service given the trying circumstances. We, your Trustees recognise and acknowledge the dedication and hard work of all our operational team at Destination Coromandel, and even more than ever over the past six months. Their efforts and results in promoting the region have continued to help The Coromandel punch above its weight amongst the 30 other tourism regions in NZ. We are fortunate that we are a popular destination for domestic travellers who represent some 75% of total visitor spend in The Coromandel. The domestic market has been the focus of Destination Coromandel since the trust was established in 2011. We are indeed fortunate that, not only is The Coromandel a highly attractive visitor destination, we are also within a two-hour drive of the two-thirds of New Zealand’s population. Our neighbouring regions have been crucial to our economy over past years and will be even more so in years ahead. The acknowledgement of the value and influence of the tourism sector for regions has been recognised by Central Government. For Destination Coromandel this comes in the form of a $700,000 grant to focus on Destination Management & Planning, Product Development & Industry Capability and Domestic Marketing. The support from central government provides exciting new opportunities for the team at Destination Coromandel to help create a much more meaningful and robust tourism eco-system for The Coromandel. Our team will now expand on its previous destination marketing-focused brief and work with communities and businesses in The Coromandel to determine the course ahead. Our two funding councils will be central to the long-term success of new plans. As too, will be working closely with the Department of Conservation and local iwi in helping create truly sustainable economic, cultural and social outcomes for the people and communities of The Coromandel. Finally but certainly not least, this Annual Report also notes the satisfactory situation regarding the financial well- being of Destination Coromandel Trust. May the following thoughts be with you in these troubling times for so many; kia kaha, kia mārū, kia atawhai (be strong, be calm, be kind). On behalf of the trustees
John Sandford Chairperson, Destination Coromandel Trust
Thames page [ Coast 2 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 27 Agenda - 24-11-20
MANAGER’S report
The arrival of Covid-19 in New Zealand prevented The Coromandel achieving it’s eighth year of consecutive growth. Growth in tourism was already slowing, but still heading for record highs in domestic and international visitor spend. While spend is a key measure of the region’s performance, it is often a reflection of the state of the economy, weather events and other factors outside of our control. Our marketing efforts definitely have an impact, demonstrated by our campaign performance metrics which we use to ensure effectiveness and return on investment. It has been a fantastic time to be part of The Coromandel tourism industry as it has grown by $200 million in the last decade. This growth has afforded us the opportunity to focus outside of the peak season and help raise the performance and profile of lesser-known areas and times of the year that see less visitation. The Coromandel visitor season had grown to 7 months with improvements over winter during our target months. While our core business remains the same, channels to market are evolving. The Coromandel tourism industry and wider business community that depends on visitor spend are now in survival mode and counting on a strong summer season. For this reason our marketing play book has been adapted to include our most important time of the year which normally requires little promotion to achieve bookings. We know that when towns on the Pacific Coast perform well the whole region benefits, so this year our key attractions will feature as well. That’s not to say we won’t feature attractions on the west coast or Hauraki Plains, they will remain central to our promotion. What this does mean is that if needed we will not shy away from featuring icons such as Cathedral Cove, Hot Water Beach and Karangahake Gorge to stimulate travel and spend to our region. We appreciate that bigger is not always better, Covid has certainly taught us that. Businesses on The Coromandel are typically owner-operated and adept at weathering the 5 month off-season. This resilience and simple structure (plus government support such as wage subsidies) has meant the large majority of businesses will be ready and operating when travel resumes. We have also learnt that travel is essential to our well-being, to connect with nature, people and communities. Beyond Covid-19 The Coromandel is ideally positioned to provide moments that are good for your soul. All these factors give us confidence. And while this report reflects on the year that was, our team has already moved on and is working to meet the challenge in front of us and the opportunities that come with it.
Hadley Dryden General Manager, Destination Coromandel
DESTINATION COROMANDEL Annual Report 2019/20 page [ 3 ] Manaaki Toiora Committee Page 28 Agenda - 24-11-20
OUR DOMESTIC market
Destination Coromandel endeavoured to build on the success of the previous domestic marketing campaigns that addressed seasonality and regional spread. Two of the three planned promotions went live, with one being stopped within days of its launch. Domestic travellers from our drive market (Auckland, Waikato and Bay of Plenty) have always been the bread and butter for the region and targets for the majority of our domestic activity. Their importance to our communities is all the more appreciated in 2020.
TOTAL % INCREASE DOMESTIC % INCREASE thecoromandel.com visits 867,328 -4.6% 664,571 -0.7% Visitor Spend $459m -7.5% 357m -7.3% Average Transaction Value $42.52 2% $41.34 2.1%
July – August 2019 was a repeat of the prior year – a Winter Wellness campaign that challenged perceptions of The Coromandel solely being a summer beach destination. Local food, art and retail therapy helped deliver on the #goodforyoursoul proposition. An increase in $5m spend from domestic travellers for the target period made for an impressive start to the 2019/20 Financial Year. We followed this up with the Take it Easy (Hauraki Rail Trail) campaign. The 2018 Hauraki Rail Trail campaign was one of the best promotions we had ever done, based on conversion and referrals to local businesses. A softening tourism market made achieving similar objectives tougher than previous years. We increased our campaign budget to secure a prime digital billboard site at the Auckland Airport. Other activity was spread across digital and print media and extended into metro Australia, in partnership with the Hauraki Rail Trail Trust. Results for the 2019 campaign as measured by traffic to www.thecoromandel.com were excellent. There was an 11% increase in overall web traffic and an 89% increase in campaign page views compared to the sametime last year. Referrals to product packages and specials were almost 3000, an impressive conversion rate driving qualified leads to engaged businesses. Google posts delivered significant results with campaign views nearing 500,000 – up 1037% on last year. Google ads performed well with a 20% click-through rate (compared to a 2.18% industry average). Measuring the effectiveness of activity outside of digital is challenging, however a print ad in the Melbourne Age had a unique weblink and 164 people sought further informtion via this link, building on awareness gained from the ad. Growth in visitor spend for October and November was also positive with an increase of $1m from 2018 to $59m. The 2020 Spring promotion was an evolved version of our shoulder season campaigns – where the Hauraki Rail Trail and Coromandel Coastal Walkway were combined into one Take it Easy campaign. The campaign had barely begun when the Covid-19 pandemic saw us pause all activity to go into response mode. The campaign target months of March and April 2020 saw a significant loss of $50m in total visitor spend (compared to the previous year) and a new destination marketing strategy in development.
page [ 4 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 29 Agenda - 24-11-20
INTERNATIONAL marketing
The focus of our international marketing activity remained on travel trade distribution channels, owing to the key role they play in influencing travel decisions and making bookings for visitors from our key markets. One of the best ways to leverage our trade relationships is by bringing the agents to visit The Coromandel to familiarises themselves with the region and to contract product. In the first 6 months of the year we hosted 67 top agents from our key markets.
TOTAL % INCREASE INTERNATIONAL % INCREASE thecoromandel.com visits 867,328 -4.6% 202,757 -15.5% Visitor Spend $459m -7.5% $101m -9% Average Transaction Value $42.52 2% $57.16 -1.4%
Destination Coromandel continued its long-term investment partnership with 7 other regions in the Explore Central North Island (ECNI) marketing alliance in long-haul markets, with North America, UK and Europe remaining priorities, owing to their value to our regions. Representatives from ECNI conducted an 8-day sales mission into the US and Canada, training 380 agents at 25 events across 5 cities. Destination Coromandel staff did not attend this mission, but information, updates and training were provided to our partner RTO colleagues, who presented our regional offering as part of the Central North Island message. Australia provides most international visitors and spend to The Coromandel and Destination Coromandel worked closely with the travel trade in Australia, attending an annual expo to update product managers and hosting agent famil visits. We continued to target potential Australian visitors directly during campaigns, mostly by digital channels, owing to our understanding of their travel preferences, booking behaviour and ease of reach. We also attended a media expo to build relationships with editors and writers to increase our earned media presence in Australian and global travel publications. Tourism New Zealand remained a key partner to reach international markets, through trade activity and the International Media Programme. The highlight was a Japanese crew filming for a daily TV magazine-style show showcasing New Zealand during the rugby World Cup. Total international media content over the year was 71 stories, with an Estimated Advertising Value of $7.6m. Another media highlight for the year was a visit from 5 North American journalists, visiting The Coromandel as the only New Zealand destination on a joint Destination Coromandel-Air New Zealand itinerary that also included Australia. It is worth noting that all activity highlighted above occurred in the first 6 months of the financial year. Preparations for the second half of the year were promptly stalled. Major trade events for export-ready tourism businesses, the eXplore Trade Show in Auckland for inbound tour operators, and TRENZ, our largest international event scheduled for Christchurch were cancelled. Tourism New Zealand also ceased international marketing activities in March, and since that time we provided updates and participated in trade webinars hosted by the offshore teams. While international travel businesses comprising New Zealand-based inbound teams, offshore wholesalers, tour companies and retailers have been severely affected by travel restrictions, they will be key to selling itineraries that include The Coromandel when borders reopen. Destination Coromandel will support partners including Tourism New Zealand at every opportunity to ensure The Coromandel remains on the list for international visitors when they are again able to plan and travel.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 5 ] Manaaki Toiora Committee Page 30 Agenda - 24-11-20
DIGITAL focus
In the first 6 months of the reporting period www.thecoromandel.com performed well with at least 10% increase across key measures including users, sessions and page views. Online visitors from key markets outside of New Zealand continued to increase, particularly from Australia which was up 21%. Online visitation has since decreased from all our off shore markets as a result of Covid-19, however Australia hasn’t dropped as significantly as others (down 7% across the 12 month period compared to the previous year). New Zealanders have continued to visit the site with Aucklanders, by far our biggest audience, recording the greatest increase in online visits from our key regions. Destination Coromandel dedicated significant resource to developing digital content. This included a Travel Tips video series to inform visitors on the appropriate travel etiquette when visiting our most popular locations.
i-SITEs (sales & information)
The Thames and Whitianga i-SITEs are managed by Destination Coromandel on behalf of the Thames-Coromandel District Council. The 2019-2020 financial year was a complete contrast to the very successful year prior. Late in 2019 a review of both i-SITEs was conducted to identify how we could improve their performance in an increasingly challenging space. Despite having just received an i-SITE Training Award, the challenges continued to mount. When Covid-19 hit the pressure intensified, in particular on the staff who were dealing with travellers from all around the world in a difficult situation, on a daily basis. Adjustments were made as the lockdown continued – until we eventually closed the doors and monitored the 0800 number and emails. The i-SITE staff helped assess accommodation capacity and availability for international travellers as part of a national programme. The Thames and Whitianga i-SITE staff and likely other information centre staff around the region deserve plaudits for the professionalism and commitment to both the traveller and the tourism industry that they deliver day to day and particularly during the evolving Covid-19 pandemic.
page [ 6 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 31 Agenda - 24-11-20
THE COROMANDEL Sustainability
Destination marketers are charged with ensuring every strategy, campaign and activity supports the sustainability of the region: environmental, social and economic. That requires us to focus on the value visitors bring and where they go, rather than purely the number of visitors. For the last 3 years our campaigns have encouraged shoulder season travel to lesser-known attractions (e.g. Coromandel Coastal Walkway and Hauraki Rail Trail). The target locations are more likely to feature higher scores on socio-economic deprivation indicators and less visitation than other areas in The Coromandel. Support from the communities, existing infrastructure and capacity for growth provide rationale to concentrate on these locations. Importantly, these locations have genuine ‘Must Do’ attractions that are yet to reach their potential in terms of the visitor experience, benefits to the surrounding environment and positive local impacts (e.g. community assets and jobs). Not every town or community needs to be a destination or cater for the visitor market – the focus is directed towards improving tourism ecosystems where genuine potential exists. As referenced in this report we’ve also promoted winter travel to our towns in recent years in an effort to stimulate retail trade and guest nights. Having never previously had reason to run a summer campaign, Destination Coromandel will be entering new territory this coming season in an effort to secure business to help sustain the economy during the most crucial time of the year for the tourism industry. We continue to work with Pick it up Now – encouraging locals and visitors to pick up rubbish rather than walking on by. We have also been working with the Hauraki Coromandel Predator Free Trust, developing a plan to help achieve their longterm goal of making The Coromandel predator free. These initiatives are currently in their infancy and will ideally be aligned with the upcoming Strategic Tourism Asset Protection Programme that Destination Coromandel has been charged with leading for our region.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 7 ] Manaaki Toiora Committee Page 32 Agenda - 24-11-20
Cathedral Cove Manaaki Toiora Committee Page 33 Agenda - 24-11-20
FINANCIAL statements
INDEX Page COMPILATION REPORT ...... 10
ENTITY INFORMATION ...... 11-12
APPROVAL OF FINANCIAL REPORT ...... 12
STATEMENT OF SERVICE PERFORMANCE ...... 13-14
STATEMENT OF FINANCIAL PERFORMANCE ...... 15
STATEMENT OF FINANCIAL POSITION ...... 16
STATEMENT OF CASH FLOWS ...... 17
STATEMENT OF ACCOUNTING POLICIES ...... 18-19
NOTES TO THE PERFORMANCE REPORT ...... 20-23
Financial Statements have been prepared independently.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 9 ] Manaaki Toiora Committee Page 34 Agenda - 24-11-20
DESTINATION COROMANDEL trust
COMPILATION REPORT Destination Coromandel Trust For the year ended 30 June 2020 Compilation Report to the Trustees of Destination Coromandel Trust.
SCOPE On the basis of information provided and in accordance with Service Engagement Standard 2 Compilation of Financial Information, we have compiled the financial statements of Destination Coromandel Trust for the year ended 30 June 2020. These statements have been prepared in accordance with the accounting policies described in the Notes to these financial statements.
RESPONSIBILITIES The Trustees are solely responsible for the information contained in this financial report and have determined that the accounting policies used are appropriate to meet your needs and for the purpose that the financial statements were prepared. The financial statements were prepared exclusively for your benefit. We do not accept responsibility to any other person for the contents of the financial statements.
NO AUDIT OR REVIEW ENGAGEMENT UNDERTAKEN Our procedures use accounting expertise to undertake the compilation of the financial statements from information you provided. Our procedures do not include verification or validation procedures. No audit or review engagement has been performed and accordingly no assurance is expressed.
INDEPENDENCE We have no involvement with Destination Coromandel Trust other than for the preparation of financial statements and management reports and offering advice based on the financial information provided.
DISCLAIMER We have compiled these financial statements based on information provided which has not been subject to an audit or review engagement. Accordingly, we do not accept any responsibility for the reliability, accuracy or completeness of the compiled financial information contained in the financial statements. Nor do we accept any liability of any kind whatsoever, including liability by reason of negligence, to any person for losses incurred as a result of placing reliance on this financial report.
S M Fisher
Fisher Accounting Limited
137 Centennial Drive, Whitianga
Dated: 27 August 2020
page [ 10 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 35 Agenda - 24-11-20
ENTITY INFORMATION Destination Coromandel Trust For the year ended 30 June 2020
LEGAL NAME OF ENTITY Destination Coromandel Trust
ENTITY TYPE AND LEGAL BASIS Charitable Trust
REGISTRATION NUMBER 2555842
ENTITY’S PURPOSE OR MISSION Destination Coromandel Trust is a not for profit Charitable Trust established to promote tourism and travel in the Coromandel and Hauraki Regions to collectively market the two districts as The Coromandel for the benefit of the people in these communities. The Trust aims are: To promote The Coromandel as a leading visitor destination by marketing the Coromandel and visitor attractions within The Coromandel. To support, promote and assist in activities and projects that will increase the opportunities for employment in the tourism and visitor industries in the Coromandel and as such, contribute to the social development and well being of the communities in The Coromandel. To support and benefit the communities of The Coromandel by promoting and assisting in sustaining the “green image” of The Coromandel with the aim to have tourism and visitor activities align with this concept; and All things as are incidental or conducive to the attainment of the purposes above.
ENTITY STRUCTURE The trust is run by an elected Executive Committee consisting of three Trustees, and employees or contractors of the Trust. A Chairperson and Deputy Chairperson are elected from the Trustees and a Secretary elected from the Committee. The trustees are appointed by the settlors. A manager is responsible for day-to-day operations and reporting to the Executive Committee, and other staff provide support to the manager in delivering the Trust’s objectives. The Trust is incorporated in New Zealand under the Charitable Trusts Act 1957. The Hauraki District Council and the Thames-Coromandel District Council (“the settlors”) intended that the Trust would not be a Council Controlled Organisation and that the nature and intent of the Trust is that it would be a “small operation” that would not operate as a trading operation for the purposes of making a profit. The Trust is a council-controlled organisation as defined in section 6 of the Local Government Act 2002.
MAIN SOURCES OF ENTITY’S CASH AND RESOURCES Operating grants are the primary source of funding received from the settlors of the Trust. Other funds are received from the sale of advertising, commissions, retail sales and sponsorship.
MAIN METHODS USED BY ENTITY TO RAISE FUNDS The Trust operates two i-SITEs which provide information services to locals and visitors. The i-SITEs sell retail goods, make commission sales and sell website, signage and brochure advertising.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 11 ] Manaaki Toiora Committee Page 36 Agenda - 24-11-20
DESTINATION COROMANDEL trust
Physical Address 200 Mary Street, Thames, New Zealand, 3500
Postal Address PO Box 592, Thames, New Zealand, 3540
Website www.thecoromandel.com
APPROVAL OF FINANCIAL REPORT Destination Coromandel Trust For the year ended 30 June 2020 The Trustees are pleased to present the approved financial report including the historical financial statements of Destination Coromandel Trust for the year ended 30 June 2020.
APPROVED
______
John Sandford
Trustee, Chairperson
Date ......
______
Anthony Coombe
Trustee
Date ......
______
Scott Lee
Trustee
Date ......
page [ 12 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 37 Agenda - 24-11-20
STATEMENT OF SERVICE PERFORMANCE Destination Coromandel Trust For the year ended 30 June 2019
DESCRIPTION OF ENTITY’S OUTCOMES Destination Coromandel Trust is a not for profit Charitable Trust established to promote tourism and travel in the Coromandel and Hauraki Regions for the benefit of the people in these communities.
The Coromandel is an area of low population that relies largely on tourism for employment. Visitor numbers increase significantly during the summer months. Promoting The Coromandel as a visitor destination, especially in the shoulder seasons, supports the viability of local business, increasing opportunities for employment in the tourism and visitor industries which contributes to the social development and well being of these communities.
Greater job opportunities directly benefit the youth in the area, enabling them to find employment in their home town. Greater visitor numbers allow local businesses to become more profitable and viable, resulting in a more stable community. This benefits the wider community as it is these businesses that often provide financial and other support and sponsorship to the local schools and sports, arts, environmental and community groups, enhancing the well-being of all members of the community.
The Trust runs two i-SITEs which provide information services to locals and visitors.
DESCRIPTION AND QUANTIFICATION OF THE ENTITY’S OUTPUTS Covid-19 prevented The Coromandel achieving its eighth year of consecutive growth. Growth in tourism was already slowing, but still heading for record highs in domestic and international visitor spend. While spend is a key measure in the region’s performance, the results are often a reflection of the state of the economy, weather events and other factors outside of our control.
Our marketing efforts definitely have an impact, we’ve made a point of measuring campaign performance to prove this point. It’s been a fantastic time to be part of The Coromandel tourism industry as it’s grown by $200m in the last decade. This growth has afforded us the opportunity to focus outside of the peak season and help raise the performance and profile of locales and periods that see less visitation – we had grown to a seven month season with improvements over winter during our target months.
While our core business remains the same, channels to market are evolving. The Coromandel tourism industry and wider business community that depend on visitor spend are now in survival mode and hoping for a strong summer season. Should good health and freedom of travel for kiwis exist we are confident that The Coromandel will perform well this summer.
Destination Coromandel are adept at taking on challenges, it is central to our role hence our strategy to grow shoulder and off season visitation to areas less travelled. July – August 2019 was a repeat of the prior year – a Winter Wellness campaign that challenges perceptions of The Coromandel solely being a summer beach destination. Local food, art and retail therapy helped deliver on the #goodforyoursoul proposition. An increase in $5m from domestic travellers for the target period made for an impressive start to the 2019/20 financial year.
In this year we managed to out-perform the previous Hauraki Rail Trail campaign (which was arguably our best ever). There was an 11% increase in overall web traffic and 89% increase in campaign page views compared to the same time last year. Product package/special referrals were almost 3000, an impressive conversion rate driving qualified leads to engaged businesses. The 2019 campaign results were particularly impressive. October – November growth in visitor spend was also achieved with $59m spent during the target months ($1m more than 2018).
DESTINATION COROMANDEL Annual Report 2019/20 page [ 13 ] Manaaki Toiora Committee Page 38 Agenda - 24-11-20
DESTINATION COROMANDEL trust
The focus of our international marketing activity remained on travel trade distribution channels, owing to the key role they play in influencing travel decisions and making bookings for visitors from our key markets. One of the best ways to leverage our trade relationships is by bringing the agents to visit The Coromandel to familiarise themselves with the region and to contract product. In the first 6 months of the year we hosted 67 top agents from our key markets.
Tourism New Zealand remained a key partner to reach international markets, through trade activity and the International Media Programme. The highlight was a Japanese crew filming for a daily TV magazine-style show showcasing New Zealand during the rugby World Cup. Total international media content over the year was 71 stories, with an EAV of $7.6m.
The Thames and Whitianga i-SITEs are managed by Destination Coromandel on behalf of the Thames-Coromandel District Council. The 2019/20 financial year was more challenging than the very successful prior year as booking channels continue to evolve. When Covid-19 hit the pressure intensified with service level changes being made frequently as required – until we eventually closed the doors and monitored the 0800 number and emails during lockdown. Recovery for both i-SITEs is slowly underway.
page [ 14 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 39 Agenda - 24-11-20
STATEMENT OF FINANCIAL PERFORMANCE Destination Coromandel Trust For the year ended 30 June 2020
NOTES 2020 2019 REVENUE Council funding 1 722,615 760,701 Grants and sponsorship 2,885 27,600 Website, advertising, i-SITEs & brochures 1 317,904 333,594 Interest revenue 1 96 741 Total Revenue 1,043,501 1,122,636
EXPENSES Employee related costs 2 504,698 516,858 Advertising and marketing costs 339,691 387,694 Property, plant & equipment depreciation 12,985 9,523 Costs of providing goods and services 2 155,830 176,470 Trustee Fees 33,000 33,000 Total Expenses 1,046,204 1,123,544 Surplus/(deficit) (2,703) (908)
Surplus/(deficit) for the year (2,703) (908)
DESTINATION COROMANDEL Annual Report 2019/20 page [ 15 ] Manaaki Toiora Committee Page 40 Agenda - 24-11-20
DESTINATION COROMANDEL trust
STATEMENT OF FINANCIAL POSITION Destination Coromandel Trust For the year ended 30 June 2020
NOTES 30 JUNE 2020 30 JUNE 2019 ASSETS Current Assets Bank account and cash 3 119,904 87,890 Debtors and prepayments 3 24,187 28,737 Inventory 3 47,969 41,144 Total Current Assets 192,060 157,772
Non-Current Assets Property, Plant and Equipment 5 25,825 31,055 Total Non-Current Assets 25,825 31,055
Total Assets 217,885 188,826
LIABILITIES Current Liabilities Creditors and accrued expenses 4 232,489 213,003 Employee costs payable 4 21,512 6,535 Total Current Liabilities 254,001 219,539 Total Liabilities 254,001 219,539
Total Assets less Total Liabilities (36,116) (30,712) (Net Assets)
ACCUMULATED FUNDS Accumulated surpluses or (deficits) 6 (36,116) (30,712) Total Accumulated Funds (36,116) (30,712)
page [ 16 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 41 Agenda - 24-11-20
STATEMENT OF CASH FLOWS Destination Coromandel Trust For the year ended 30 June 2020
2020 2019 CASH FLOW FROM OPERATING ACTIVITIES Council funding 776,615 705,701 Grants and sponsorship 2,885 27,600 Receipts form providing goods or services 319,726 336,045 Interest revenue 96 741 Payments to suppliers and employees (1,069,349) (1,034,003) GST (9,796) (5,881) Total Cashflow from Operating Activities 39,770 30,204
CASH FLOWS FROM INVESTING AND FINANCING ACTIVITIES Payment to acquire property, plant (7,756) (13,259) and equipment Total Cash Flows from Investing and (7,756) (13,259) Financing Activities
Net Increase/(Decrease) in Cash 32,013 16,944
BANK ACCOUNTS AND CASH Opening Cash 87,890 70,946 Closing Cash 119,904 87,890 Net change in cash for period 32,013 16,944
DESTINATION COROMANDEL Annual Report 2019/20 page [ 17 ] Manaaki Toiora Committee Page 42 Agenda - 24-11-20
DESTINATION COROMANDEL trust
STATEMENT FOR ACCOUNTING POLICIES Destination Coromandel Trust For the year ended 30 June 2020
BASIS OF PREPARATION The Trust has elected to apply PBE SFR-A (PS) Public Benefit Entity Simple Format Reporting - Accrual (Public Sector) on the basis that it does not have public accountability and has total annual expenses equal to or less than $2,000,000. All transactions in the Performance Report are reported using the accrual basis of accounting. The Performance Report is prepared under the assumption that the Trust will continue to operate in the foreseeable future.
GOODS AND SERVICES TAX (GST) The Trust is registered for GST. All amounts are stated exclusive of goods and services tax (GST) except for accounts payable and accounts receivable which are stated inclusive of GST.
SPECIFIC ACCOUNTING POLICIES
REVENUE RECOGNITION Council grants are recognised as revenue on receipt where no performance conditions have been specified on receipt of the grant.
Council grants requiring specified future conditions to be met are recognised as a liability on receipt. The grants are recognised as income over the period that the specified conditions are complete and the associated costs are recognised.
Revenue is measured at the fair value of the consideration received or receivable for the sale of goods and services, excluding goods and services tax rebates and discounts, to the extent it is probable that the economic benefits will flow to the entity and revenue can be reliably measured.
Sales of services are recognised in the period by reference to the stage of completion of the transaction at the end of the reporting period.
Interest received is recognised as interest accrues, gross of refundable tax credits received.
BANK ACCOUNTS AND CASH Bank accounts and cash in the Statement of Cash Flows comprise cash balances and bank balances (including short term deposits) with original maturities of 90 days or less.
INVENTORIES Inventories are stated at the lower of cost, determined on a first-in-first-out basis, and net realisable value.
ACCOUNTS RECEIVABLE Accounts receivable are recognised initially at fair value, less an allowance for any uncollectible amounts. Individual debts that are known to be uncollectable are written off in the period that they are identified.
page [ 18 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 43 Agenda - 24-11-20
PROPERTY, PLANT & EQUIPMENT Property, plant and equipment is stated at historical cost less any accumulated depreciation and impairment losses. Historical cost includes expenditure directly attributable to the acquisition of assets, and includes the cost of replacements that are eligible for capitalisation when these are incurred.
An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying amount of the asset) is included in profit or loss in the year the asset is derecognised.
Depreciation has been written off Fixed Assets at rates reflecting the useful life of each asset. The straight line method of depreciation is used, applied to Fixed Assets at the following rates:
Furniture and fittings 8.5 to 30% SL
Computer Equipment 40% SL
Motor Vehicles 21% SL
Plant and Equipment 6 to 67% SL
LEASES Finance leases which effectively transfer to the trust substantially all of the risks and rewards incidental to ownership of the leased item are capitalised at the present value of the minimum lease payments. Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are recognised as an expense in profit or loss.
Operating lease payments, where the lessors effectively retain substantially all the risk and benefits of ownership of the leased items, are recognised as an expense in profit or loss on a straight line basis over the lease term. Operating lease incentives are recognised as a liability when received and subsequently reduced by allocating lease payments between rental expense and reduction of the liability.
INCOME TAX Income tax has not been accounted for. Nil Income Tax returns have been filed on behalf of the Trust. If accounted for, Income tax would be calculated using the taxes payable method. The income tax expense in profit or loss would represent the estimated current obligation payable to Inland Revenue in respect of each reporting period after adjusting for any variances between estimated and actual income tax payable in the prior reporting period.
CHANGES IN ACCOUNTING POLICIES There have been no changes in accounting policies. Policies have been applied on a consistent basis with those of the previous reporting period.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 19 ] Manaaki Toiora Committee Page 44 Agenda - 24-11-20
DESTINATION COROMANDEL trust
NOTES TO THE PERFORMANCE REPORT Destination Coromandel Trust For the year ended 30 June 2020
2020 2019 1. ANALYSIS OF REVENUE Council funding Grant from Thames-Coromandel District Council 600,825 638,900 Grant from Hauraki District Council 121,790 121,801 Total Council Funding 722,615 760,701
Grants and Sponsorship Hauraki Coromandel Business Awards Sponsorship - 24,000 Pub Charity Grant 2,885 3,600 Total Grants and sponsorship 2,885 27,600
Website, advertising, i-SITEs & brochures Website listings 49,100 49,233 Brochures & advertising 111,160 109,085 Commissions 64,694 79,042 i-SITE retail 92,950 96,233 Total Website, advertising, i-SITEs & brochures 317,904 333,594
Interest Revenue Interest Income 96 741 Total Interest revenue 96 741
2020 2019 2. ANALYSIS OF EXPENSES Employee Related Costs ACC 1,089 1,019 Salaries and wages 489,234 502,306 Employer superannuation contributions 14,375 13,534 Total Employee related costs 504,698 516,858
Advertising and marketing costs Domestic Marketing 209,822 211,901 International Marketing 38,434 72,703 Brand, Development and PR 91,435 103,090 Total Advertising and marketing costs 339,691 387,694
page [ 20 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 45 Agenda - 24-11-20
2020 2019 2. ANALYSIS OF EXPENSES Property, plant and equipment depreciation Depreciation 12,985 9,523 Total Property, plant and equipment depreciation 12,985 9,523
Costs related to providing goods or services Cost of goods sold 55,715 50,939 Administration Expenses 100,115 125,531 Total Costs related to providing goods or services 155,830 176,470
Trustee Fees Trustee Fees 33,000 33,000 Total Trustee Fees 33,000 33,000
COVID-19 Wage Subsidy A 12 week wage subsidy was made available by the government to support employers who were signifi- cantly impacted by COVID-19 to retain employees. Destination Coromandel Trust applied for and was granted this subsidy, which totalled $77,237.
The subsidy has been offset against wages paid to employees.
2020 2019 3. ANALYSIS OF ASSETS Bank accounts and cash Cash on hand 845 800 Cheque accounts 119,059 87,090 Total bank accounts and cash 119,904 87,890
Debtors and prepayments Debtors 817 2,283 GST 23,370 26,453 Total Debtors and prepayments 24,187 28,737
Inventory Stock on Hand 47,969 41,144 Total Inventory 47,969 41,144
DESTINATION COROMANDEL Annual Report 2019/20 page [ 21 ] Manaaki Toiora Committee Page 46 Agenda - 24-11-20
DESTINATION COROMANDEL trust
2020 2019 4. ANALYSIS OF LIABILITIES Creditors and accrued expenses Accounts Payable 221,390 165,296 Income in advance 11,099 47,708 Total Creditors and accrued expenses 232,489 213,003
Employee costs payable Accrued salaries and wages 3,829 - Annual leave and holiday pay 17,684 6,535 Total Employee costs payable 21,512 6,535
2020 2019 5. PROPERTY, PLANT AND EQUIPMENT Billboards Opening Balance 9,864 13,435 Depreciation expense (3,571) (3,571) Total Billboards 6,292 9,864
Computers and Software Opening Balance 4,558 6,651 Additions (disposals) - (4,170) Depreciation expense (3,241) 2,077 Total Computers and Software 1,317 4,558
Furniture, Fittings and Equipment Opening Balance 16,633 8,148 Additions 7,756 10,789 Depreciation expense (6,173) (2,304) Total Furniture, Fittings and Equipment 18,216 16,633
Total Property, Plant and Equipment 25,825 31,055
page [ 22 ] DESTINATION COROMANDEL Annual Report 2019/20 Manaaki Toiora Committee Page 47 Agenda - 24-11-20
2020 2019 6. ACCUMULATED FUNDS Accumulated Funds Opening Balance (30,712) (31,157) Accumulated surpluses or (deficits) (2,703) (908) Entertainment - Non deductible (2,700) (1,810) Prior Period Adjustment - 3,162 Total Accumulated Funds (36,116) (30,712)
7. RELATED PARTY TRANSACTIONS Related party disclosures have not been made for transactions with related parties that are within a normal supplier or client/recipient relationship on terms and conditions no more or less favourable than those that it is reasonable to expect the Trust would have adopted in dealing with the party at arms length in the same circumstances. John Sandford is a trustee and was paid through John Sandford Limited and Zabex Limited for trustee fees, mileage claims and other expenses. Anthony Coombe is a trustee and was paid for trustee fees, mileage claims and other expenses. Scott Lee is a trustee and was paid for trustee fees, mileage claims and other expenses.
2020 2019 8. TRUSTEE FEES John Sandford 15,000 15,000 Anthony Coombe 9,000 9,000 Scott Lee 9,000 9,000
9. CONTINGENT LIABILITIES AND GUARANTEES There are no contingent liabilities or guarantees as at 30 June 2020 (Last year - nil).
10. COMMITMENTS There are no commitments as at 30 June 2020 (Last year - nil).
11. EVENTS AFTER THE BALANCE DATE There were no events that have occurred after the balance date that would have a material impact on the Performance Report (Last year - nil).
12. ABILITY TO CONTINUE OPERATING The entity will continue to operate for the foreseeable future.
DESTINATION COROMANDEL Annual Report 2019/20 page [ 23 ] Manaaki Toiora Committee Page 48 Agenda - 24-11-20
The Pinnacles Manaaki Toiora Committee Page 49 Agenda - 24-11-20
FOR INFORMATION | NGĀ MŌHIOTANGA
TO Manaaki Toiora Committee
AUTHOR Rebecca Jenks Economic Development Officer
FILE REFERENCE Document: 2858364 Appendix A: 2838800
PORTFOLIO HOLDER/S Councillor Harris Community Growth portfolio
MEETING DATE 24 November 2020
SUBJECT Te Waka Six Monthly Stakeholder Report
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
Whaarangi 1 | 2 M 2858364 Manaaki Toiora Committee Page 50 Agenda - 24-11-20
1 PURPOSE | TE ARONGA
The purpose of this report is to present Te Waka’s six monthly stakeholder report to the Manaaki Toiora Committee for their information.
2 BACKGROUND | TE KŌRERO Ā MUA
Established in July 2018, Te Waka is the Waikato Region’s economic development agency. Hauraki District Council is one of the organisation’s funders. The funding relationship is set out in the Partnership Agreement. Te Waka reports to the councils every six months on its performance against the schedule of functions and services in the Partnership Agreement.
3 THE REPORT
Te Waka’s report in Appendix A outlines their performance against functions and services set out in the Partnership Agreement between January and June 2020.
Approval
Prepared by Rebecca Jenks Economic Development Officer Approved by Peter Thom Group Manager – Planning and Environmental Services
Whaarangi 2 | 2 M 2858364 Manaaki Toiora Committee Page 51 Agenda - 24-11-20
Te Waka 6 Monthly Stakeholder Report January – June 2020
Introduction
The initial vision was clear
• Waikato Means Business was a great tag line, the fundamentals underpinning the formation of Te Waka remain as valid today as ever
• A joined-up regional approach supported by localised delivery has significant benefit
But the world has changed, and our focus must now shift
• We learnt a lot over the last six months – and Covid will have a once in a generation impact
• We must now focus our attention on where we can achieve material economic impact
• And on how we best focus limited resource to add the most value
We continue to engage widely on our new Strategic Plan – the focus our efforts moving forward.
Te Waka is:
• The Economic Development Agency for the Waikato Region, serving as a Champion for and the Collective Voice of the region’s Economic and Business Needs and Opportunities
We exist to:
• Lift Economic Performance across the Waikato Region
• Support and Enable Business & Industry Growth
• Attract Business and Investment
We will achieve this by:
• Gathering Intelligence, Sharing Insights, Advocate on behalf of the region and its businesses
• Building Connections, Creating Partnerships & Driving Collaboration
• Being well managed and financially sustainable
And by living our Values:
• Collaborative, Inclusive, Outcome Focused, Agile / Nimble, Responsive, Courageous
This report updates and builds on the 6-month report to December 2019.
1 Te Waka 6 Monthly Stakeholder Report January – June 2020
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Executive Summary
Much has been achieved to date
• Despite being in establishment mode, we have met the KPIs set by our council stakeholders
• Real support delivered in volume to business across the region, plus some decent regional wins
• We doubled down during Lockdown and significantly extended our support and engagement
Business Support & Business Attraction
• Waikato Business Support Centre established, and staff doubled in response to Covid
• Delivered $4.4m in funding to 1373 businesses, with ~$4m more to come
• Successfully spearheaded the NZIST head office bid alongside Hamilton City Council, Waikato Tainui and the Waikato Chamber of Commerce
• Supported delivery of $110m in inwards investment (PGF & CIP)
• Attracted further support from TPK for Maori ED and from MSD to support job redeployment
• Supported the Waikato Plan refresh plus the establishment of the interim Regional Skills Leadership Group
Regional Collaboration & Stakeholder Engagement
• Established Regional Communities of Learning – enabling localised engagement, understanding of needs
• Launched Mighty Local with Hamilton Waikato Tourism and started discussions with others re collaboration
• Re-engaged with local stakeholders, and lifted engagement with large business
• Launched the new Waikato.com website as a one-stop destination
Market Intelligence & Advocacy
• Expert groups mobilised to gather/interpret intelligence - Economic Radar launched
• Targeted advocacy on a range of issues and opportunities
And lastly, we acknowledge and celebrate Dallas Fisher who was instrumental in the establishment of Te Waka and getting it operational, Dallas stepped down as Chair in March 2020.
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The functions and services outlined in our Partnership Agreement with our 10 funding councils remain relevant and are reported on in the sections below.
Contribute to operationalising the Waikato Regional Economic Development Strategy
Te Waka continues to coordinate alignment between regional agencies. The need for this was magnified during COVID-19 with several hosted forums per week to ensure alignment in response efforts. We continue to host forums for Local Authority economic development staff to increase alignment and economic development capability across the region.
Craig Barrett was appointed as Iwi representative to the Board in early 2020. Craig was selected by Tainui Waka Iwi and nominated by the Waikato Mayoral Forum as allowed for by the Te Waka constitution. This appointment has already resulted in improved engagement with Iwi and increased momentum with delivery of the Māori economic development agenda.
Aside from deviations in work priorities caused by the response to COVID-19, Te Waka has met all key performance indicators agreed under the partnership agreement with 10 Waikato councils.
Te Waka’s role as a connector with central and local government about economic development priorities in the region has continued to strengthen. Currently four government agencies have active partnerships supporting regional delivery with resourcing aligned with Te Waka.
Hamish Bell was appointed Acting Chair in March and permanent Chair in June following the resignation of previous Chair, Dallas Fisher in March. With stewardship from Hamish, the board has undertaken a refresh of the Te Waka Strategy to incorporate experience gained during the first two years of operation and learning from COVID-19 response efforts. Engagement continues with key stakeholders on the refreshed strategy.
Te Waka has continued to provide resource and support to the Regional Housing Initiative and Waikato Wellbeing Project. We seek to link the critical function of housing as an enabler to economic growth, linking and connecting the Wellbeing agenda to Economic agenda is a critical and important function for Waikato leaders and leadership.
Provide contracted Business Growth Advisory, Innovation and Mentoring Services
Business support has dominated the work of Te Waka with the equivalent of nearly three years of business engagements completed in the period from April to June supported by a doubling of staff numbers during lockdown. Over $4.4 million in support funding has been allocated to 1373 Waikato businesses during the year comprising capability development vouchers, COVID-19 support funding, and research and development funding. Waikato continues to be the leading region nationally for R&D funding per SME business.
3 Te Waka 6 Monthly Stakeholder Report January – June 2020
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With recent expansion into the Matamata-Piako district, we have now completed the hub and spoke model of delivery that has permanent locations in towns around the region for monthly visits. This represents seven years of working with Local Authority partners to provide joint services across 10 districts and city.
A highlight during COVID-19 was the establishment of a regional business response framework comprising an Eastern, Southern and Central economic communities of learning. These cross- functional groups of business support agencies work together to support businesses and garner intelligence. Looking ahead these groups will continue to develop, building a network to:
• Enable a common voice and advocacy channel for sub-regional and regional projects/opportunities; • Growing capability of the network to ensure local businesses thrive; and • Developing, designing and collaborating on shared work programmes.
Deliver and continue to develop the Waikato Story
The Waikato Story supported the Mighty Local initiative by telling the stories of businesses who have innovated during the COVID-19 lockdown. Eight businesses were profiled across hospitality and tourism, services for the deaf and children’s entertainment.
The Waikato Story had 9,500 story views between January and June 2020 with 42 new stories published.
A focus for the last year has been the development of a new website to act as a platform to better tell Waikato’s story. It is now live and the Waikato Story toolkit has updated infographics available using 2019 data.
Develop and deliver a Sector and Industry Development Programme
Sector development has been a focus of COVID-19 recovery efforts. The strength of relative sectors has been assessed alongside their traditional contribution to the Waikato Economy. Sector resilience, ability to respond and provide growth in a time of recession, potential contribution to employment and collaborative opportunities across business in industry were considered, together with Te Waka’s ability to influence the sector and industry. Key sectors prioritised as part of our future work plan include:
1. Logistics and Distribution 4. Agriculture 2. Technology and Innovation 5. Manufacturing 3. Construction 6. Healthcare 7. Education (with an emphasis on international education) and education as an enabler of sector development
4 Te Waka 6 Monthly Stakeholder Report January – June 2020
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We recognise the significant role of Hamilton & Waikato Tourism, Destination Coromandel and Enterprise Great Lake Taupo in the Tourism sector and will continue to support these organisations with development of this important sector. Sector development has a strong connection to labour market and workforce planning. Work programmes for each priority sector are being developed, with recent work including: • Supported construction sector leaders to develop a comprehensive bid for Waikato to host the Centre of Vocational Education (CoVE) for Construction. Whilst unsuccessful in the bid, initiatives developed during the bid preparation will proceed. • Working with Hamilton City Council on an innovation workstream with initial traction developed with tech sector leaders with actions currently being progressed.
Support Māori Enterprise and co-facilitate the implementation of the Iwi Economic Development Plans
20 out of 22 economic goals have been achieved in Te Whare Ohaoha (Māori Economic Action Plan Refresh) launched by Minister Mahuta in mid-2019, with two actions still in progress. The action plan celebrates collaboration with Iwi, Te Humeka, Te Puni Kōkiri, the Ministry for Social Development, Ministry for Business Innovation and Employment and Tainui Waka Tourism to deliver outcomes for Māori Collectives and Whānau Enterprises, including support for regional projects and land development.
Whānau Enterprise remains the heart of the Māori economy. Te Waka continues to prioritise Māori enterprise through business growth engagement and partnering to deliver business support events, for which Waikato is recognised as a national leader in this space. More than 100 Māori enterprises received funding, coaching and mentoring, and in-market connections in their pursuit of financial independence through enterprise.
Just before lockdown and in conjunction with Te Hūmeka and He Waka Eke Noa, we hosted a social procurement event for suppliers in Waikato to promote and encourage business entry into diverse supply chains across the region. We work closely alongside Te Ahikōmako to foster enterprise start- up and acceleration through focussed capability programming and resourcing.
Iwi engagement continues under the guidance of our Kaumaatua, Tame Pokaia. Critical to success is understanding Tainui Waka Iwi economic recovery plans and ongoing engagement to identify and monitor how we can support the delivery of outcomes, in these plans.
5 Te Waka 6 Monthly Stakeholder Report January – June 2020
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Support and Facilitate, as agreed, a Waikato Regional Labour Market Strategy, actions and Initiatives
Te Waka continued to lead the Regional Labour Market Working Group as it explored forums and trends in education and workforce development. COVID-19 dramatically changed New Zealand’s workforce landscape, moving the Waikato from less than 4% unemployment with themes of skills shortages to projected 10-15% unemployment with a focus on redeployment and skills shortage in a changing economic context.
We partnered with Cambridge Chamber of Commerce to launch the Waikato Nxtstep job redeployment website, support by funding from WEL Energy Trust. The Ministry for Social Development has aligned redeployment focused resources alongside the Te Waka team.
Te Waka provided guidance to the Ministry for Business, Innovation and Employment in the formation of the interim Regional Skills Leadership Group, part of the Review of Vocational Education. Te Waka holds a position on the group alongside industry sector leaders and aims to find better ways of meeting future skills and workforce needs, and a joined-up approach to labour market planning.
Develop, support and promote proposals to local regional and national funding programmes including Provincial Growth Fund
Te Waka continues its advocacy on regional priority projects including projects to the Provincial Growth Fund and the Crown Infrastructure Partners “shovel ready” initiative. We have assisted to develop 15 successful funding applications alongside project owners and advocated for an additional 10 successful projects for a total of $110 million of government investment into the region. Many more projects are still being considered by government.
Momentum has continued with businesses interested in establishing in Waikato. The successful NZIST head office bid is a great example of how regional leaders rally in support of common objectives. It follows the Rabobank head office announcement in Hamilton. There are many other business attraction opportunities underway that will transpire over the coming months and years.
Te Waka will continue to develop its relationship with Waikato LASS in support of council-initiated projects.
6 Te Waka 6 Monthly Stakeholder Report January – June 2020
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Deliver a communications and engagement programme to inform stakeholders of the Te Waka programme and information on the state of the economy.
Prior to the COVID-19 lockdown Te Waka had been working with councils and other partners to consider effective ways to bring meaningful economic data to inform investment decisions. During lockdown we established the Waikato Economic Radar collating weekly live information on consumer spending, employment, business leases and sales, residential consents and property sales, financial indicators (interest rates, exchange rates and trade data). We will continue to evolve this report to track and monitor Waikato Economic progress.
In partnership with Waikato Regional Council, we released quarterly economic reports that focused on GDP, labour market, international markets and tourism in relation to COVID-19. We will continue to partner with Waikato Regional Council, Waikato Wellbeing Project and Waikato LASS to align intelligence and insights for the region.
To guide and support the establishment and enablement of regional insights we formed an Intelligence Network. It includes senior partners from PWC, KPMG and Deloitte, and Waikato Regional Council senior economists. Regular insights and advice are sourced from national economic specialists Brad Olsen and Cameron Bagrie.
During COVID-19, business support communications grew significantly, encompassing newsletters, social media news and events. A total of 30 webinars were developed and presented in partnership with various business advisory experts. These webinars had more than 2,000 attendees and are available on Waikato.com to view on-demand.
7 Te Waka 6 Monthly Stakeholder Report January – June 2020
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FOR INFORMATION | NGĀ MŌHIOTANGA
TO Manaaki Toiora Committee
AUTHOR Rebecca Jenks Economic Development Officer
FILE REFERENCE Document: 2858804 Appendix A: 2858806
PORTFOLIO HOLDER/S Councillor Harris Community Growth portfolio
MEETING DATE 24 November 2020
SUBJECT Historical Maritime Park Report
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
Whaarangi 1 | 2 M 2858804 Manaaki Toiora Committee Page 59 Agenda - 24-11-20
1 PURPOSE | TE ARONGA
The purpose of this report is to provide the Manaaki Toiora Committee with an update on the progress of the Historical Maritime Park Provincial Growth Fund project between July and September 2020.
2 BACKGROUND | TE KŌRERO Ā MUA
Hauraki District Council have resolved to support the development at the Historical Maritime Park with $400,000 + GST. The conditions of this advance are laid out in a Memorandum of Understanding (MOU) between Hauraki District Council and the Historical Maritime Park. The MOU is included in appendix B. Additionally, MBIE have committed to funding the project up to $731,771 through the Provincial Growth Fund.
The main project milestones include: Resource consent preparation and applications to Hauraki District Council and Waikato Regional Council Design work The purchase of a river vessel Construction of a wharf at the end of Wharf Street in Paeroa Construction of pontoons at the Historical Maritime Park Construction of a boardwalk at the Historical Maritime Park
According to the MOU, the Historical Maritime Park should report quarterly on progress of the project and the expenditure of funds.
3 THE REPORT
The report in appendix A highlights the key project milestones and works achieved by the Historical Maritime Park as well as the work they are planning to complete in the next quarter.
Approval
Prepared by Rebecca Jenks Economic Development Officer Approved by Peter Thom Group Manager – Planning and Environmental Services
Whaarangi 2 | 2 M 2858804 Manaaki Toiora Committee Page 60 Agenda - 24-11-20
Historical Maritime Park Inc. Quarterly funding accountability report to Hauraki District Council
Reporting period: April 2020 – September 2020
Hauraki District Council PO Box 17, Paeroa 3640 William St, Paeroa, NZ P 07 862 8609 or 0800 734 834 (within the district) E [email protected] www.hauraki-dc.govt.nz
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1
Background HMP has been planning a considerable development (the Project) on the site of the Historical Maritime Park and Museum Facility (the Park) for some time. Due to the direct link and mutual benefit between the Park and the Hauraki Rail Trail, it was decided that one of the project parts would be a passenger link via the Ohinemuri River between Paeroa township and the Park. This would offer a new mode of transport for Hauraki Rail Trail users and their bikes as well as add a significant tourism product to the Hauraki District for other domestic and international tourists. Due to the tourism, employment, educational and community recreation benefits of the Project to the Hauraki District, and the Waikato Region, HDC has included $400,000 plus GST in the 2018/2019 Long Term Plan towards the Project. The Project is supported by the Provincial Growth Fund (PGF) with an initial approved grant of $731,711 plus GST. This was further boosted by an additional grant by the PGF of $418,000 plus GST, giving a total budget for the project of $1,549,711 plus GST.
HDC advanced $80,000 plus GST to HMP as seed funding to progress the project in 2018. The Memorandum of Understanding (MOU) between Hauraki District Council (HDC) and the Historical Maritime Park Incorporated Society (HMP) was signed by both parties on 17 September and 23 September 2019 respectively.
Four key milestones identified in the MOU are: 1. (1)1 Consent and Designs – HDC contribution to milestone one: $61,090 plus GST (as partial payments) 2. (6)Vessel – HDC contribution to milestone two: $75,826 plus GST. (with $4500 plus GST advanced on 20/9/2019 for the deposit on the vessel. The remaining funds will be only advanced once resource consents are granted. 3. (2)Wharf (Wharf Street Paeroa) – HDC contribution to milestone three: $87,089 plus GST (as partial completion payments) 4. (1j) Contingency - – HDC contribution to milestone one: Up to $95,995 plus GST (will be advanced after request with justification is approved by the Council’s Group Manager Community Services and Development and invoice received).
Total HDC contribution: $400,000 plus GST.
The HDC milestone figures above were amended to reflect the changes in cost centres but still matched the total funding available of $400,000 plus GST.
1 Numbers in brackets refer to the milestone numbers from the PGF contract
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2
1 Key milestones and works
Outline the key milestones and other works achieved or progressed in this quarter.
Milestone Status Commentary 1. Resource Consents and Design Costs Resource Consents are including: granted a) Resource Consents The Archaeological b) Site Survey Assessment has been received and is on a c) Ground Investigation ‘notification basis.’ d) Geotechnical Detailed Design and Completed Reporting e) Entranceway Investigation and Design f) Land and access negotiations g) Detailed Design - Wharves h) Boardwalk Design
Coastal Marine has been contracted to build 2 pontoons at the Maritime Park Site. Construction on the Pontoons is offsite. 2. Pontoons On Track Completion is expected in December 2020. A funding application to the PGF was successful for the construction of a third pontoon. $118,000 plus GST EPL Construction are nearing completion of the wharf which is expected early October. The costs associated with the entire wharf project Near currently total $605,139 3. Wharf Completion plus GST. This final budget is estimated to be in the vicinity of $610,000 plus GST once Provider Statements and Code of Compliance Certificate costs are met. A funding application to the PGF was successful for the construction of the 4. Boardwalk On target boardwalk that was impacted due to the cost overrun of the wharf.
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3
$300,000 plus GST was raised for this project, with circa $50,000 of this being redirected to the wharf. No work as yet -work will begin once onsite 5. Landscaping On track construction has been completed. The Vessel is undergoing refurbishment and a fit out of a new engine/wiring etc. 6. Vessel On track A marine survey will be undertaken in November. No issues are expected with this process. This milestone has been 7. Contingency Transferred transferred to the wharf project.
2 Key challenges and risks in the past quarter and looking forward
Key challenges have sat around the quotes coming in much higher than the rough order costings provided by WSP Opus. Negotiation of the new grant terms delayed the start of the pontoon and boardwalk projects. Completion is now estimated to be in February 2021.
3 Expenditure of funds received from Hauraki District Council
Provide details for the latest quarter only.
Expenditure Amount $
- Vessel $20,749.82
- Wharf $ 27,889.34 $151,480.00 $ 3,250.00 -4,332.50
$ 1,034.81 $ 6,773.80 $186,095,45 Total Amount $ 206,845.27
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4
4 Work programme for next quarter
Completion Milestone Commentary timeframe
1. Resource Consents and Completed Design Costs
Offsite Construction underway, onsite 2. Pontoon December 2020 installation expected December 2020. Construction completed Code of Compliance 3. Wharf Nov 2020 Certificate in application process Handover to wharf to HDC Coastal Marine has asked for a consecutive not 4. Boardwalk February 2021 concurrent construction process to reduce risks
After onsite construction is 5. Landscaping February 2021 completed.
Refit of Vessel underway Marine certification initial 6. Vessel December 2021 inspection done and no issues foreseen for future certification.
Moved to Wharf 7. Contingency development
5 Further Comments
• As at 30 September $700,000 plus GST has been received from the PGF Grant. • The next drawdown from the PGF of $300,000 plus GST is due in early November 2020. • Two additional drawdowns are expected in December and at the completion of the project in March 2021.
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5
6 Declaration
We the undersigned declare the following: • We have acknowledged the receipt of Hauraki District Council funding in our organisation’s accounts or a note in our organisation’s Annual Report. • If requested by Hauraki District Council, we will provide any files or records that relate to the expenditure of this funding for inspection. • We acknowledge that if this funding has been misappropriated and no appropriate remedial action taken then Hauraki District Council may recover the funding and may deem our organisation to be ineligible for further funding. • The details we have given in all sections of this report are true and correct to the best of our knowledge, and reasonable evidence has been provided to support our accountability report.
First name Last name Colin James
Postal address City/town PO Box 153 Paeroa 3640
Daytime phone number Email address 0274 742 551 (Gloria James) [email protected]
Position (e.g. Chair, Director) Chair
Signature Date 4 November 2020
6.1 Submit your form
Please submit your completed accountability form by email to: Attn: Economic Development Officer, [email protected]
OFFICE USE ONLY: Date received Date acknowledged
Report completed
Manaaki Toiora Committee Page 66 Agenda - 24-11-20
FOR DECISION MŌ TE WHAKATAUNGA
TO Manaaki Toiora Committee
AUTHOR Rebecca Jenks and Katie McLaren Economic Development Officer and Community Engagement Officer
FILE REFERENCE Document: 2857907 Appendix A: In report
PORTFOLIO HOLDER/S Councillor Tilsley and Harris Community Initiatives and Community Growth portfolios MEETING DATE 24 November 2020
SUBJECT Draft Manaaki Toiora Committee – 2021 Work Programme
RECOMMENDATION | TE WHAIKUPU
THAT the report be received.
THAT the Manaaki Toiora Committee approve the draft Manaaki Toiora Committee – 2021 Work Programme, and
THAT it is taken to Council for adoption.
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1 PURPOSE | TE ARONGA
The purpose of this report is to present the Manaaki Toiora Committee with the draft Manaaki Toiora – 2021 Work Programme for their sign-off before going to Council for adoption. This Work Programme acts as a guide for the Committee and is a working document where changes can be made as required.
2 BACKGROUND | TE KŌRERO Ā MUA
Work programmes have been developed in the past years for the disestablished Economic Development Subcommittee and Community Growth Committee. It is proposed that a work programme also be created for the newly formed Manaaki Toiora Committee.
The work programme includes reports and actions from the Community Growth and Community Initiatives portfolios as well as other associated organisations.
3 THE ISSUES | NGĀ TAKE
Work programmes are an effective way of keeping track of work achieved, required reports and distributing workload. They don’t generally include staff BAU actions. These documents are working documents that can be adjusted at Manaaki Toiora Committee meetings to reflect e.g. changes in priority.
4 ENGAGING WITH OUR COMMUNITIES | KIA UIA TE HAPORI WHĀNUI
Staff consider that the Council does have enough of an understanding of community views and preferences on this matter. The level of engagement considered appropriate for this matter, at this point in time, is to inform (i.e. one-way communication disseminating information).
5 OUR OPTIONS | NGĀ KŌWHIRINGA A MĀTOU
Staff have identified the following options for the Council to consider:
Sign-off draft work programme and take to council for adoption; Amend draft work programme before adoption.
These options and their advantages and disadvantages are outlined below.
5.1 OPTION 1: Sign-off draft work programme
ABOUT THIS OPTION In this option, the Manaaki Toiora Committee is satisfied with the draft Manaaki Toiora Committee – 2021 Work Programme and resolve that it is taken to Council for adoption.
ADVANTAGES DISADVANTAGES Work programme is ready for the new year Changes can be made to the work programme at every Committee meeting
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5.2 OPTION 2: Amend draft work programme before adoption
ABOUT THIS OPTION In this option, the Manaaki Toiora Committee have significant changes they want to make to the work programme before it is adopted.
ADVANTAGES DISADVANTAGES Significant issues are amended No new work programme for the start of the new year
6 PREFERRED OPTION| TE KŌWHIRINGA MATUA
Staff recommend proceeding with option 1 – sign-off draft work programme.
7 NEXT STEPS | TE ARA KI MUA
Timeframe Action Comments
9 December If signed off by the Committee, the work programme will be taken to Council for adoption.
8 Approval
Prepared by Rebecca Jenks and Katie McLaren Economic Development Officer and Community Engagement Officer Approved by Peter Thom Group Manager – Planning and Environmental Services
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APPENDIX A
Draft Manaaki Toiora Committee – 2021 Work Programme
MANAAKI TOIORA COMMITTEE
Work Programme for 2021 Meeting date Items January 2021 Quarterly reports from Town Promotions Organisations and AGM documents Quarterly report Waihi i-SITE Half-yearly report Paeroa Information Hub Quarterly report Historical Maritime Park
Other actions in this period: Continue developing Manaaki Toiora Action Plan February 2021 Half-yearly report Te Waka Half-yearly report Destination Coromandel
Other actions in this period: Continue developing Manaaki Toiora Action Plan Creative Communities Scheme Round 2 funding opens March 2021 Infometrics quarterly and annual update
Other actions in this period: Continue developing Manaaki Toiora Action Plan Creative Communities Scheme Round 2 funding closes April 2021 Quarterly report Town Promotions Organisations Quarterly report Waihi i-SITE Quarterly report Historical Maritime Park Destination Hauraki 2030 action plan review
Other actions in this period: Continue developing Manaaki Toiora Action Plan ANZAC District Services May 2021 GM report Hauraki Rail Trail Charitable Trust Infometrics quarterly update
Other actions in this period: Continue developing Manaaki Toiora Action Plan June 2021 Review of work programme
Other actions in this period: Continue developing Manaaki Toiora Action Plan Review Manaaki Toiora Terms of Reference, delegations and budget July 2021 YEAR 1 LTP 2021-2031 July 2021 Annual report Town Promotions Organisations Annual report Waihi i-SITE Annual report Paeroa Information Hub Quarterly report Historical Maritime Park Destination Hauraki 2030 action plan review Annual Reports Community Organisations that receive annual funding, e.g. Paeroa Society of Arts, Waihi Art Centre & Museum.
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Other actions in this period:
August 2021 Infometrics quarterly update Annual report Destination Coromandel
Other actions in this period: Creative Communities Scheme Round 1 funding opens September 2021
Other actions in this period: Creative Communities Scheme Round 2 funding closes October 2021 Destination Hauraki 2030 action plan review Quarterly report Historical Maritime Park
Other actions in this period:
November 2021 Report with draft Manaaki Toiora Committee Work Programme for 2021 GM report Hauraki Rail Trail Charitable Trust
Other actions in this period HDC Citizen & Young Achiever Awards Bi-annual Industry Training Graduations (shared year on/year off with TCDC)
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