Dunedin Destination Plan Ōtepoti He Waka Kotuia | Photographer: Justin Speirs 03 Contents 04 06 12 Foreword Introduction Dunedin Destination Plan at a glance 14 17 20 Amplify Dunedin voices Collect and Raise our profile share insights 23 26 29 Develop capacity and Create compelling Deliver a great connectivity experiences year-round destination 32 34 35 Proposed future activity Key stakeholders and Resources delivery partners Foreword Ultimately, we want visitors to come back to live, work and invest and our residents to stay. 05 One of the world’s great Increasingly, Dunedin is being Dunedin has approached small cities recognised as a hub for skills and destination planning talent with strong linkages beyond collaboratively, bringing together Dunedin is a compelling our borders. the sectors involved in marketing destination. All the things that our city, and seeking feedback from make Dunedin a great place to live Destination: a definition the wider community. Through also make it a great place to visit, This plan refers to ‘destination’ engagement and collaboration we study, work and invest. One of the broadly as a purpose or place for can achieve a shared vision within world’s great small cities, Dunedin which someone or something is approved budgets, and make the has heritage, ambience and destined, both a stopping and city more attractive for residents as character, unique flora and fauna, landing place and a journey’s well as visitors. By joining forces, a stunning harbour and coastline end. It is a location that is home we can tell our story better, share and a dramatic hinterland. We boast to people, products, services and resources and proactively manage world-class venues and educational infrastructure, across sectors and the impacts associated with being institutions, affordable housing, a range of economic, cultural, an increasingly popular destination. good transport links and exciting community and environmental recreational and cultural offerings. stakeholders. Almost 90% of locals rate their quality of life as good or extremely good.1 Taking a step forward The Destination Plan (the plan) The way we talk about Dunedin is outlines how we propose to evolving. Our brand2 is considered market and manage Dunedin as one of the strongest in New a destination. Developed by the Zealand, we are improving the way Dunedin City Council (DCC) in we connect to the rest of the country collaboration with stakeholders, and overseas, and our social media the plan proposes action areas following is growing. Nationally and that will be used to inform specific internationally, we are seen as an activities that will be undertaken by example of a distinctive small city Enterprise Dunedin and industry with a healthy future. stakeholders, and indicates how progress might be monitored at Dunedin’s popularity is growing, a high level. It sets out how we with people settling here from can attract new visitors, students, overseas and other parts of New migrants, workers and investors, Zealand. The city has a history and how we can co-ordinate with of welcoming refugees. Many of other strategic areas to manage Dunedin’s new residents have set our infrastructure capacity (see up businesses, some with investors Strategic Context on page 7). from both outside and within the We need to ensure that any city. We have a well-educated development supports our values, population with an entrepreneurial our environment or what makes drive that is boosting business Dunedin distinctive. vitality and creating alliances for innovation across the city. 1 2016 Quality of Life Survey 2 Voted Best Destination Brand by Fairfax Media in 2016 Introduction Our vision is for Dunedin to be one of the world’s great small cities. Photographer: Michael McQueen 07 Vision Strategic context Dunedin will be a compelling The Dunedin Destination Plan destination, with highly regarded is an implementation plan that attractions, education and lifestyle will deliver on the vision and experiences. Dunedin’s reputation strategic objectives set out in the as a great small city will attract city’s strategic framework (see the visitors, investors and migrants. diagram below), developed by the Our growing business vitality DCC and the community. There will improve lifestyle, income and are eight city strategies, along employment levels for our residents. with the Council’s Long Term Plan and Financial Strategy, and all are underpinned by the principles of sustainability and commitment to the Treaty of Waitangi. Dunedin Strategic Framework SPATIAL PLAN DEVELOPMENT ECONOMIC STRATEGY SOCIAL WELLBEINGSTRATEGY COMMUNITY OUTCOMES RECREATION PARKS & STRATEGY ARTS & CULTURE STRATEGY ENVIRONMENT STRATEGY INTEGRATED TRANSPORT STRATEGY 08 CITY STRATEGIES STRATEGIC THEMES SOCIAL WELLBEING STRATEGY Connected people Vibrant and cohesive communities Healthy and safe people Standard of living Affordable and healthy homes THREE WATERS STRATEGY Meeting water needs Adaptable supply Environmental protection Maintaining service levels Kaitiakitaka SPATIAL PLAN Liveable city Environmentally sustainable and resilient city Memorable and distinctive city A city that enables a prosperous and diverse economy Accessible and connected city A vibrant and exciting city ECONOMIC DEVELOPMENT Business vitality Alliance for Innovation A hub for skills and talent Linkages beyond our boarders A compelling destination ARA TOI – ARTS AND CULTURE STRATEGY Identity pride Access and inclusion Creative economy Inspired connections INTEGRATED TRANSPORT STRATEGY Safety Travel choices Connectivity of centres Freight Resilient network TE AO TUROA – ENVIRONMENTAL STRATEGY Resilient and carbon zero Healthy environment Caring for the natural world/kaitiakitaka PARKS AND RECREATION STRATEGY Active people Open spaces and facilities Treasured parks, natural landscapes, flora and fauna We work with others 09 Development of the plan is The plan supports the aspirations of Objectives an initiative under Dunedin’s city stakeholders, and responds to The plan’s objectives directly Economic Development Strategy market intelligence and to national correlate to those in the Economic 2023 (EDS), which has two primary objectives as set out in strategies Development Strategy and include goals: such as Education New Zealand’s to: Statement of Intent 2016–2020. • 10,000 extra jobs over 10 years; It also takes into account where • improve the ease of doing and these national plans have been business • an average $10,000 of extra regionalised to support action at • grow the value of exports income for each person. a more local level. DunedinHOST, as one of the city’s major tourism • improve linkages between The plan also recognises that industry bodies, has developed industry and research wellbeing and quality of life are a regional version of Tourism important for residents and visitors, • increase scale in innovative and Industry Aotearoa’s Tourism 2025 tradeable sectors as is referenced in numerous framework that will interact with the Council strategies. activities of this destination plan. • increase retention of graduates Being strategic and forward-looking • build the skills base when developing Dunedin as a Goals • grow migrant numbers destination is essential if we are to The Dunedin Destination Plan sets meet these economic objectives and five goals. • increase international investment maintain excellent quality of life 1. Ensure Dunedin is a great place • establish strategic projects with standards overall. to live, visit, study, work and other cities both nationally and invest. The plan is one of a series of internationally action plans to deliver on the city’s 2. Maximise strategic opportunities • enhance the city centre and strategic framework, including and spend to support destination environs the Energy Plan 1.0, the Festivals activity. and Events Plan and the Waste • increase the value derived from 3. Share resources and work Management and Minimisation tourism, events and international collaboratively to develop Plan. education innovative actions that can be delivered within fiscal constraints. • improve the understanding of This plan delivers on strategic Dunedin’s advantages. objectives across all of Dunedin’s 4. Maintain and build pride in strategies. For example, the plan Dunedin’s distinctiveness. will support the goals of Ara Toi – Our Creative Future (our arts and 5. Sustain and enhance our natural culture strategy) for the city to have and built environment for the pride in its identity and spaces to benefit of residents and visitors. ‘skite’ about. Likewise it supports the ambitions of Te Ao Tūroa – The Natural World (our environment strategy) to protect and enhance our natural environment. The plan also has cross over with the Festivals and Events Plan in supporting Dunedin as a vibrant and capable city with a year-round calendar of events. It also aims to interact with regional strategies and plans, like those of the Otago Regional Council, Southern District Health Board and Otago Southland Regional Transport Committee. 10 11 Actions and activity We have focused on developing actions that address identified challenges and build on strengths. Dunedin businesses, public organisations and communities are already driving destination activity. The plan identifies some of the gaps in this activity and proposes strategic partnership initiatives where we could collaborate to achieve more. The plan is designed to further encourage detailed collaborative, tactical action within the city. For example, it will inform an annual