Creating - 2016 / 2017 Annual Review
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Creating 2016 / 2017 Annual Review
Contents
About ChristchurchNZ..................................................... 3
Highlights Summary......................................................... 4
Chair’s Report................................................................. 5
A word from ChristchurchNZ’s new Chief Executive........ 7
Chief Executive’s Report................................................. 8
Board of Directors........................................................... 9
16/17 Highlights............................................................... 14
The Year Ahead............................................................. 26
Christchurch: City of Opportunity 2
About
ChristchurchNZ
ChristchurchNZ was established on 1 July • Attract visitors, migrants, students,
2017 by the merger of Christchurch & new business and investment through
Canterbury Tourism (CCT), Canterbury integrated marketing, major events and
Development Corporation (CDC), conferences.
International Education, the Convention
• Ensure the business environment supports
Bureau and the Christchurch City Council’s
successful and sustainable enterprise and
Major Events team.
encourages creativity and innovation.
Our organisation works to optimise the
ChristchurchNZ is fully owned by the
economic and social opportunities that
Christchurch City Council, and is a Council
tourism, major events, city promotion
Controlled Organisation. The Council and
and economic development can bring to
ChristchurchNZ share a common vision;
Christchurch and Canterbury.
‘Christchurch is a city of opportunity, a
We champion the city and regional
place that is open to new ideas, new people
economies. We support prosperity,
and ways of doing things – a place where
opportunity and a great quality of life in
anything is possible.’
Christchurch and Canterbury by providing
leadership and integration to: This publication looks back at our year as
we transitioned into ChristchurchNZ and
• Develop a strong city profile and promote
also highlights our delivery plans for the
the city to residents, national and
next 12 months.
international audiences.
3
16/17
Highlights Summary
The Business Growth Regional Business Influencing global travel sellers through 62
Partners programme achieved a delivery familiarisation tours (353 individuals from
net promoter score of +71 (on a scale from 219 companies) and attendance at 20
-100 to +100) – its best result since the international trade events.
programme started in Canterbury in 2010.
The Job Ready Programme which
The programme was also awarded “Best
matches businesses with international
Performing Region 2016/17”.
students wanting to find employment after
Joint venture partnership campaigns with graduation, assisted 86 students, with 27
Tourism New Zealand and Christchurch placed in permanent employment and 30
Airport were launched in the Australian in internships.
market, focused on Christchurch, touring
Two public economic update events were
and seasonality.
held, with the audience growing to an
Support was provided to the business average of 300 attendees per event. Two
recovery programme in the Kaikoura and editions of The Canterbury Report were
Hurunui districts following the Kaikoura published in hard copy and online, aligned
earthquake, utilising the knowledge and with the economic updates.
experience gained through the Recover
The Christchurch and Canterbury
Canterbury programme.
Convention Bureau completed 24
The visitor website christchurchnz.com international and city bids and achieved a
was refreshed with a new visual identity, conversion rate of 38 percent, up from 27
featuring new designs for key pages and percent in the previous year.
powerful imagery.
The i-SITE Visitor Centre moved to a
U19 Cricket World Cup 2018 was secured - permanent location in the Arts Centre
six games will be played at Hagley Oval, 17 and continued to receive high customer
in Lincoln and three in Rangiora. satisfaction ratings.
A review and relaunch of the Christchurch A domestic campaign focusing on
Economic Development Strategy (CEDS) Christchurch’s “Pockets of Awesome” was
and Background Paper was completed. undertaken, attracting over 10,000 unique
The 2017 CEDS has a strong focus on visitors to the website.
the city profile and being attractive to
Considerable work was carried out
residents, migrants, visitors and business
to prepare for the establishment of
investment.
ChristchurchNZ on 1 July 2017, including
the formation of a new board and
developing a strategy and business plan.
4
Chair’s Report
and Board. We had to quickly form support. It is their dedication and
common principles to provide focus enthusiasm, alongside staff, which has
for the Board and Management Team led to a successful transition process.
to govern a rapid moving transition
Thanks also to the combined staff
process and simultaneously create
group for their hard work in delivering
a platform for future strategic
on the vision and integration plans
directions – all while delivering on
for the new organisation. In particular
‘business as usual’ contracts.
Tom Hooper, as Chief Executive of
Leadership and integration were Canterbury Development Corporation
common themes around the Board and Chief Executive of Transition
table and formed the basis of the vision Holdings Ltd, and Vic Allen, Interim
and shared direction set out in the Chief Executive of Christchurch &
ChristchurchNZ Statement of Intent. Canterbury Tourism.
My first year as Chair has been
By the end of the financial year we Finally, I must acknowledge the long
one of building foundations – it’s
had delivered our key priorities as history of CDC and CCT and their
been quite a journey to get to
set by shareholder Christchurch City respective contributions to the
this point. economy. They leave behind a long
Council. Key highlights for the Board
I was appointed in September included the organisation’s purpose legacy of achievements and have
2016 by Christchurch City and priorities, name and logo, the provided a strong platform to launch
Holdings Ltd (CCHL) to Chair co-location of staff, a Statement of ChristchurchNZ.
the merger of the city’s tourism, Intent and a strategy and business plan My job as Chair has just begun.
economic development, for the entity. We have got off to a Making a difference in people’s lives is
international education, good start. about leadership and action. We are
conference and major event The Board is pleased to have all ChristchurchNZ and success will
functions. welcomed Joanna Norris as only be achieved in partnership with
ChristchurchNZ’s new Chief Executive our stakeholders. Working collectively,
This was a role I really wanted. The
in October 2017. We are delighted we can deliver the very best for
combined entity just made sense to me.
to have someone of Joanna’s calibre Christchurch and Canterbury.
I like the idea of a co-ordinated, to lead the organisation. Passionate Ng mihi,
linked up approach. Integrating the about Christchurch, Joanna brings
city’s attraction of visitors, students, exceptional leadership skills, vision
business and investment simply and strategic thinking to the role,
must lead to better outcomes for as well as a determination to Dr Therese Arseneau
the residents of Christchurch and enhance the prosperity and lives of Chair
Canterbury. Christchurch and Canterbury people. ChristchurchNZ Board
By March 2017 we had converged I would like to extend my sincere
the Canterbury Development thanks to my Board colleagues,
Corporation (CDC) and Christchurch former CDC and CCT Directors and
& Canterbury Tourism (CCT) Boards members of the Transitional Project
into a single company structure Committee for their contribution and
5
South Island Lantern Business Forum, held at the Christchurch Transitional Cathedral 6
A word from
ChristchurchNZ’s
new Chief Executive,
Joanna Norris
As the building blocks of our region are being re-laid, we are
growing a strong city that will serve future generations well. I am
delighted to join ChristchurchNZ and eager to help grow our
city’s profile locally, nationally and internationally.
We know we live in a stunning part of the world, but beautiful
mountains and lovely beaches are not our full story. Our story
is one of a progressive and diverse city in which we have fulfilling
and innovative careers, cultural, demographic and ideological
diversity, a strong economy, and rewarding lifestyles.
The newly formed ChristchurchNZ team already has a strong
programme of work underway and I look forward to delivering on
the established business plan with such a talented and
committed group of people.
Joanna Norris
Chief Executive
ChristchurchNZ
7
Chief Executive’s Report
Christchurch and Canterbury. year; and the Christchurch Economic
Development Strategy, which
The merger and co-location into a
identifies our priorities for growth
single office environment went very
as a city and how work programmes
well and I want to acknowledge the
contribute to them.
commitment and enthusiasm from
staff, and the work of the separate The final change this year has been
entities to meet existing levels of for me. Having been at CDC for six
service while coping with additional years, the merger seemed a good
merger work activities. I would like time to move on to my next challenge.
to thank Vic Allen who, in his role as We need a Chief Executive to take
interim chief executive of the tourism ChristchurchNZ forward and commit
entity, worked closely with me during to the job for several years.
the merger.
In my role, I have had the opportunity
It’s been a year of very positive
The second big change over the last to work with many fantastic,
change, with Christchurch’s
year has been experiencing the city committed and clever people. In
central city coming alive
rise from the rebuild and having our particular, I would like to acknowledge
again and the creation of Dr Garth Carnaby for his wisdom and
focus shift upwards and outwards;
ChristchurchNZ to support the stewardship as Chair of CDC during
talking about how we can use the
city to succeed. my tenure, Dr Therese Arseneau
$40 billion rebuild as a platform
It has been my pleasure to to rebrand ourselves as a globally for her support and outstanding
have had the dual role of competitive city for visiting, migration leadership throughout the merger
Chief Executive of Canterbury and investment. process, and Mayor Lianne Dalziel for
Development Corporation always championing the economy of
Christchurch will benefit from a
(CDC) and Chief Executive Christchurch.
joined-up entity that uses major
of the holdings company events and promotions in new ways to I am looking forward to watching
managing the merger of CDC, re-set the city’s profile and business ChristchurchNZ evolve over the
Christchurch and Canterbury services, supporting all parts of the coming years. Moving on from the
Tourism (CCT), the Conference economy under the one umbrella. rebuild, we have a unique opportunity
Bureau, Christchurch City to realise Christchurch’s full potential.
Over the last year staff worked
Council’s Major Events team and
together on three new strategic
International Education into a
work programmes to support
single entity.
this change of focus, providing a
The city’s new promotions strong foundation for the launch of
and development agency was ChristchurchNZ. They are: the City Tom Hooper
aptly named ChristchurchNZ Narrative - developing a common Interim Chief Executive
by staff and the Board. It works language and story for Christchurch; ChristchurchNZ
to optimise the economic and the Major Events Strategy - a
social opportunities that tourism, co-ordination of major events
major events, city promotion and procurement and investment to
economic development can bring to optimise outcomes over the whole
8
Board of
Directors
Dr Therese Arseneau (Chair) Deputy Mayor Andrew Turner Dave Hawkey
1 October 2016 - current 8 December 2016 - current 28 October 2016 - current
(Appointed Chair 23 November 2017)
Therese has wide-ranging governance Born in the United Kingdom, Dave was appointed as Chair of
experience in New Zealand and Andrew is a long-time resident of Christchurch & Canterbury Tourism
Canada. She is Chair of Ara Institute Lyttelton and the Deputy Mayor of in November 2012. His professional
of Canterbury, a director of Christchurch and Councillor for Banks career has largely been in tourism,
J Ballantyne & Company Limited, and Peninsula. Before his involvement in hospitality and education in both
Chair of the Christchurch Symphony local government in 2010, Andrew the public and private sectors.
Orchestra. She is a past Director and established and successfully ran small Dave established the International
Chair of Enterprise North Canterbury. businesses, having previously worked Antarctic Centre in the early 90s
in business development roles in before becoming Marketing Director –
Therese is a political scientist with
emerging overseas markets. Americas for Tourism New Zealand.
extensive experience as a political
and election night analyst in New Andrew is a former Chair of More recently Dave has been the
Zealand and Canada. In 2011 she the Lyttelton Harbour Business Chief Executive of Real Journeys Ltd
received the University of Canterbury Association and a trustee of the and director of numerous subsidiary
(UC) Teaching Award for excellence Otautahi Community Housing Trust, companies, and Chair of two Regional
in teaching and is a Senior Research the Lyttelton Harbour Information Tourism Organisations. He is the
Fellow in Political Science at UC. Centre Trust, the Rod Donald Banks Chief Executive of the University of
Peninsula Trust and the Okains Bay Canterbury Students’ Association
She holds a Doctorate and Masters
M ori and Colonial Museum. He is a as well as a Director of Ng i Tahu
Degree in Politics at Oxford University,
Director of Christchurch City Tourism Ltd and UBS Canterbury.
England, which she attended as a
Holdings Ltd.
Commonwealth Scholar.
9Dr Grant Ryan Kaila Colbin Louise Edwards
21 May 2009 – current 1 December 2016 – current 19 December 2012 - current
Grant has founded a number Kaila Colbin is the New Zealand Louise is a Chartered Accountant
of technology companies Ambassador for Singularity University. and Chief Executive of the R t
including GlobalBrain.net (sold She is a co-founder and Chair of the Foundation. She has over 20 years
to NBCi), RealContacts (sold to non-profit Ministry of Awesome, the senior executive experience across
Intel), SLI Systems (NZX listed), starting point to make things happen industries in New Zealand and
Eurekster, YikeBike, PurePods and in Christchurch; the Curator and overseas, in particular the financial
HunchCruncher. He is currently Licensee for TEDxChristchurch in services sector. Her previous roles
working on The Cacophony Project, New Zealand and TEDxScottBase in have included Chief Executive of
which is an open source non-profit Antarctica; Chair of the Board of the Perpetual Trust and Chief Operating
project aimed at using new IT New York-based Natural Gourmet Officer for Assure NZ (an AXA
technologies to make NZ predator free. Institute for Health and Culinary Arts; subsidiary).
Deputy Chair of CORE Education Ltd;
He has served on the boards of the Louise also maintains strong
and a Climate Project Ambassador
Government’s Venture Investment community links through her work
who trained with Al Gore.
Fund, the Foundation for Research with the Canterbury Business
Science and Technology, A native New Yorker, Kaila holds Recovery Trust, University of
Powerhouse Ventures Ltd and on a degree in Hotel and Restaurant Canterbury Foundation, the
the Ministry of Science and Administration from Cornell University Christchurch Earthquake Children’s
Innovation’s advisory board. and has been a serial entrepreneur Trust and the New Zealand Council
since the age of 22. Her purpose in of Victim Support. She holds several
Grant has a degree in Mechanical
life is to be an uplifting presence. company board appointments.
Engineering and a PhD in Ecological
Economics from the University of
Canterbury.
10Board of
Directors
Councillor Tim Scandrett Laura Meriluoto (Board Intern)
8 December 2016 - current 27 July 2016 - current
Tim Scandrett is a second term Laura Meriluoto is a Senior Lecturer
Christchurch City Councillor of Economics at the University of
representing the Cashmere Ward. Canterbury and programme director
He has a background in event and of the Business Economic major. She
festival management and consultancy created and ran MGMT 228 – Chinese
and became involved with local business practices and culture – for
body politics as he likes to work with five years.
people to make things happen.
Laura is the Director of Competition
He enjoys putting his event Law and Policy Institute of New
management background to good use Zealand and chairs the Advisory
in helping secure great opportunities Board of the Institute. She is the
for our city. He is involved in several outgoing chair of Global China
groups which are working to make Connection Canterbury Advisory
our new city even better than before, Board and has previously been a
for example the Cathedral Square member of the AIESEC Canterbury
and Surrounds Regeneration Strategy Advisory Board and University of
Steering Group. Tim is also Chair Canterbury Academic Board.
of the Board at Vbase, the council
company which runs Council venues
and attracts events to the city.
11Councillor Raf Manji Mayor Lianne Dalziel Raewyn Idoine
8 December 2016 - 8 June 2017 8 December 2016 - 8 June 2017 1 October 2016 - 8 August 2017
(Retired) (Retired) (Retired)
Raf is a two term Christchurch City Hon Lianne Dalziel was first elected Raewyn is a Director of the New
Councillor and Chair of the Finance as the Mayor of Christchurch in Zealand Tourism Board and Chair of
committee, focused on the Council’s October 2013, after serving 23 years the Ministry of Health Research Ethics
financial position and its post- in the New Zealand Parliament. Committee. She has significant senior
earthquake strategic direction and She was a Cabinet Minister in the level experience in the education,
risk management. 5th Labour Government under the tourism and health sectors, having
leadership of Prime Minister Rt Hon chaired the Local Government
He spent 11 years trading global
Helen Clark (1999 – 2008). She was Industry Training Organisation,
markets for investment banks in
re-elected as Mayor in 2016. been a director of the New Zealand
London. Since moving to New
Blood Service and a board member
Zealand in 2001 he has been actively Lianne served on the Transition
of Learning State (the state sector
involved in community and business Holdings board during the
industry training organisation).
governance. establishment phase of
ChristchurchNZ (to 30 June 2017) Involved in a number of successful
With degrees in Economics and
and is a director of Christchurch City business start-ups, Raewyn
Political Science and a Masters in
Holdings Ltd. established the Sir George Seymour
International Law and Politics, Raf
National College of Tourism and
has spent many years examining She has a law degree from the
Travel. It now has six campuses,
the friction between the public University of Canterbury and was
over 1,000 students per year and
and private space, and is especially admitted to the bar as a barrister and
an impressive 94 percent student
interested in the reform of solicitor of the High Court of New
employment rate. Raewyn has won
monetary, welfare and tax systems Zealand in 1984.
both the New Zealand Tourism Award
and our political and constitutional
and the New Zealand Marketing
arrangements.
Award.
1213 Central city retail is open for business at The Crossing
16/17
Highlights
The 2016/17 financial year was a CDC and International Education continues to guide the organisation
busy one for the organisations that with Christchurch & Canterbury and city’s long-term growth goals and
merged to form ChristchurchNZ. Tourism (CCT) and the Christchurch priorities to 2031. The CEDS vision is:
Each continued to deliver against Convention Bureau and Christchurch Christchurch: a place where people
their existing business plans while City Council’s Major Events functions. and enterprise choose to be.
working towards becoming one entity.
Highlights of the work from these Significant preparation work included: CEDS is collectively owned and
organisations are outlined on the supporting the formation of a delivered by ChristchurchNZ and
following pages. new Board; developing a strategy 20 implementation partners across
and business plan; identifying and the private and government sectors.
Creating ChristchurchNZ developing integration opportunities; With over 70 projects underway or
identifying and preparing new planned the strategy aims to prepare
The move to become ChristchurchNZ and position Christchurch for rapid
premises; amalgamating finance and
saw Canterbury Development technology change, climate change
client management support systems
Corporation’s (CDC) holding company and greater competition for visitation
and aligning employment contracts.
renamed Transition Holdings Ltd and talent that New Zealand and the
and a single board structure put in The Christchurch Economic world is set to experience over the
place in preparation for merging Development Strategy (CEDS) next 15 years.
The vibrant BNZ Centre
1416/17
Highlights
Economic through the Recover Canterbury Supported development and
programme. Staff received delivery of major business events,
Development and recognition from the office of the including Singularity University,
Business Support Minister of Economic Development
for their invaluable support, expertise
Techweek’17, the Canterbury Tech
Summit and the Social Enterprise
Many projects were undertaken and knowledge sharing. World Forum, significantly raising
by Canterbury Development the profile of Christchurch and our
Corporation (CDC) in the Business Growth Regional high value, high tech and socially
2016/17 year to drive economic Business Partner Programme conscious businesses and sectors.
outcomes for Christchurch.
Partnered with the Canterbury
Economic research
Employers’ Chambers of Commerce,
Strategic work
the Business Growth Regional Economic research expanded the
Delivered a strategic report on how Business Partner Programme knowledge base of the city and
the city can realise the economic contract with New Zealand Trade and informed organisational and wider
potential of Canterbury’s regional Enterprise and Callaghan Innovation communications, including:
innovation system. This guides has been delivered with a very high
> A reassessment of the
priorities for enhancing the region’s net promoter score of +71 (on scale
underlying economy model for
innovation system and will help to from -100 to +100). CDC worked with
the Christchurch Economic
inform joint initiatives and priorities 332 businesses issuing 192 vouchers
Development Strategy
with our innovation partners. worth $407,500. CDC also matched
Background Paper and an
360 businesses with mentors,
Led the establishment of the analysis of the impact of baby
exceeding the annual target of 319.
City Narrative Group to drive boomers on housing markets.
The programme was also awarded
a consistent and co-ordinated
“Best Performing Region 2016/17”. > Research into a Chinese visitor
approach to promoting the
prediction model; developing
Christchurch story.
targeted marketing personas for
Events
Worked with Development Christchurch and Canterbury
Christchurch Limited and other Innovation hub GreenHouse has using the International Visitor
partners on an integrated service been home to start-up businesses Survey; a review of how other
delivery model for business and and has hosted well over 1,000 destinations have mitigated
investment attraction. people from many innovation and seasonality issues and
technology focused organisations understanding constraints to
at events and meetings. visitor growth to inform policy
Business support for Kaikoura
and Hurunui districts Two public economic update and investment.
events were held, with the A public value assessment on
Support was provided to the business
audience growing to over 300 a cruise berth in Lyttelton
recovery programme in the Kaikoura
attendees per event. Two editions was completed, which led
and Hurunui districts following the
of The Canterbury Report were to Christchurch City Council
Kaikoura earthquake, using the
published in hard copy and online, committing $56 million to rebuild
knowledge and experience gained
aligned with the economic updates. cruise facilities at Lyttelton Harbour.
15FoodSouth
New Zealand Food Innovation
Network (South Island) Ltd, known
as FoodSouth, is funded through
CRIS Ltd and Callaghan Innovation
and provides business development
support to help food and beverage
businesses grow. During the year it
has continued to support businesses
looking at new product development,
commercial production process
optimisation, exporting opportunities,
regulatory compliance and market
analysis.
Powerhouse Ventures Limited
Powerhouse Ventures Limited (PVL),
the university-generated intellectual
property commercialisation firm
which CDC established and has been
Former Prime Minister Bill English experiences virtual reality in Christchurch during Tech Week 2017 a cornerstone investor in over the
last decade, successfully listed on
ASX in October 2016. It had a market
Christchurch Economic of stakeholders – from rebuild to
capitalisation of approximately A$30
Development Strategy relaunching Christchurch as a city
million at the time of listing. CDC had
of opportunity. This shift in focus
As a city we are moving from focusing been a passive investor for the last
has been included in the 2017
inwards on the rebuild, to being three years.
release with a strong emphasis
aspirational and outward focused. on city profile, being attractive to
This has been reflected in the release residents, migrants, visitors and
of an updated version of the CEDS: business investment.
C
EDS and its Background Paper The internal project management
were reviewed during the year, office oversaw 26 projects
and included considerable delivering on the CEDS, including
stakeholder engagement. The the Hi-Growth Launch Programme
process highlighted progress and the Innovation Precinct
made and a change in the focus branding and website.
1616/17
Highlights
Visitor Marketing
Christchurch and Canterbury
Tourism (CCT) continued to
grow the visitor economy for the
city and region over the 2016/17
period.
Consumer campaign activity
A number of projects were
undertaken to underpin all marketing
activity, including a refresh of
the Official Visitor Guide, photo
shoots, and research to gain a
better understanding of the visitor Akaroa Black Cat Cruises
experience in the city and the
domestic perceptions of Christchurch.
Domestic Australia
Specific consumer campaign activity
We continued to build on two core Joint campaigns targeted at the
was carried out for three target markets:
propositions to promote Christchurch Australian market included:
Local and Canterbury in the domestic market:
South Island Journeys – Tourism
We aimed to educate and inspire Pockets of Awesome – CCT New Zealand and Christchurch
locals to be ambassadors and partnered with New Zealand Media International Airport Ltd partnered
encourage domestic visitation. Entertainment to build awareness with 14 South Island Regional
of the concept of Pockets of Tourism Operators, with a focus on
pocketsofawesome.co.nz was
Awesome in the local and domestic driving regional travel to the five
launched in February 2017 as a
market. Five videos were created, promoted key journeys. Results
central point where locals could
posted on the new website and included 271,378 website visits
find information on things to do
promoted through a Facebook (194 percent of target) and 22,933
and places to go. Content has
campaign, ‘Share Your Awesome’. referrals (200 percent of target).
grown considerably and 10,000
unique visitors have been attracted Walk Canterbury – CCT partnered Christchurch in next to no time –
per month. with the Canterbury District A joint venture with Christchurch
Tourism Organisations to promote International Airport Ltd and Tourism
The Pockets of Awesome
walking as a special interest. Across New Zealand targeted a subset
e-newsletter has 15,000 subscribers.
the campaign the website received of Sydney and Melbourne visitors
87,330 site visits. already travelling to the South Island.
Results included 87,235 website visits
and 5,313 referrals.
17International trade activity
International trade activity aimed
to influence global travel sellers to
promote and grow Christchurch and
Canterbury within trade itineraries.
In 2016/17 CCT attended 23 events
in priority markets, including China,
South-East Asia, Australia, United
States and Singapore. Over 4,000
individual travel trade sellers
were trained.
Familiarisation programme
There were 62 famils hosted, made
up of 353 individuals from 219
companies, during the year.
Work with Inbound Tour
Operators
Projects to influence Inbound
Tour Operators (ITOs) included the
Regional Tourism Organisations NZ
Trade event, Tourism Council Export
NZ Board meeting in Christchurch,
Japanese ITO famil and a series of
Global ITO famils. The Top of the
South Campaign is a partnership with
Christchurch International Airport Ltd
and six Regional Tourism Operators.
Trade communication resources
We developed a series of webinars
with Tourism New Zealand and a
strategy around Kaikoura events.
Resources like Hotels Map, Farmstay
directory and Top of the South booklet
provided selling tools for the trade.
1816/17
Highlights
China market activity
CCT prioritised China, the second
largest international visitor market for
New Zealand. Activity included:
Consumer marketing strategy
centred around social media. As
a result, Weibo active users and
engagement grew by 69 percent
in the last year through content
marketing and campaigns.
‘Upskill for China’, a new project for
CCT in the 2016/17 year designed
to increase industry preparedness
for operators.
Media activity
Christchurch Lantern Festival
In the last year CCT hosted 167
domestic and international media
Digital activity
on famils. Christchurch Lantern
A number of key digital projects were Festival
Highlights: carried out in the 2016/17 year.
The festival celebrates the end
Chinese U-Tour – Social
Creating original content for of the Chinese New Year period,
Influencers christchurchnz.com has been started in the city 11 years ago
CCT helped Christchurch Airport a focus for the team, driving and has grown to become one
host two key Chinese social social traffic for the organisation. of our largest and most popular
influencers in August 2016. Their ChristchurchNZ Facebook has festivals. Held on the 18 and 19
posts were pushed to their grown from 29,000 to 38,000 February 2017, it attracted more
social communities of 1.3 and 1.5 followers, Instagram from 13,000 than 60,000 visitors with an 85
million followers and into a mini- to 26,000 followers, while the new percent visitor satisfaction rate.
documentary. Pockets of Awesome Facebook page There are plans to grow the event
Sidarth Malhotra – Tourism New
grew to 8,500 following in just seven to become a South Island
Zealand Indian Brand Ambassador months. Growth on social media is Lantern Festival.
His coverage of Canterbury was also attributed to the ongoing work
viewed by over 3 million Instagram being carried out with domestic and
and 3.5 million Twitter followers. social influencers.
Training sessions were held with
tourism operators to help increase
their digital capability.
19Major Events City Promotions
The 2016/17 year saw an Promoting Christchurch to
increased focus on the residents and visitors is an
importance of major important way to build the
events in attracting visitors city’s profile.
to Christchurch and the
Over 700,000 items of printed
Canterbury region, as well as
city promotional material were
helping build Christchurch and
distributed, including publications
Canterbury’s profile nationally
such as the city mini-map and Avon
and internationally.
River Guide to branded material
A new team was established and such as bags.
the transition of the major events
There are over 300 banner sites
portfolio from Christchurch City
citywide, which were used for
Council to ChristchurchNZ has
general regalia decoration as well
cemented a strong collaborative
as to promote events such as NZ
partnership as the two
Cup and Show Week, the World
organisations work together on
Bowls Championships, The Pioneer,
their respective event programmes.
DHL Lions Tour, Canterbury
A working group was established to Crusaders Rugby and Le Race.
develop a city-wide Major Events
The Findchch website, which was
Strategy.
developed post-earthquake to
A major win was securing the 2018 ensure residents and visitors are
Under-19 Cricket World Cup games, aware of all that Christchurch
including New Zealand v Kenya has to offer, has had increased
on 17 January 2018. Six games will traffic in the last year with 199,104
be played at Hagley Oval, three in sessions recorded.
Rangiora and 17 in Lincoln.
Christmas 2016 saw the regular
A strategy was developed and central city Christmas decoration
rolled out to support the growth sites set up, as well as decorations
of Lantern Christchurch, which being designed and installed in the
includes the very successful Botanic Gardens for the first time.
business forum and lantern festival.
The key focus is on the event’s
investment framework, integration
into the central city and potential
as an attractor for business,
culture, arts, education and
tourism.
2016/17
Highlights
International Student experience Launched in 2016, out of the 86 job
programme seekers trained by the Job Ready
Education Programme, 30 are now in internships
Christchurch has the most extensive and a further 27 have found
International Education student experience programme in the permanent employment.
continues to play an important country, with 10 City Ambassadors,
part in the city’s economy, with five City Social Media Ambassadors
student numbers continuing to China marketing activity
and five City Content Marketers.
increase. The City Ambassadors welcome A marketing mission to China in
Work in this area is guided by the the students at the airport and October 2016 raised awareness
Canterbury International Education plan cultural and volunteering of Christchurch as an education
Destination 2025: Strategy Leadership opportunities throughout the year destination, built agent relationships,
Accord, made up of Canterbury to encourage students to engage supported preferred agents and
education providers. The vision with the local community. The media developed provincial government
is for Canterbury to be a globally interns continually update agent partnerships.
connected region for international contacts and offshore partners by
Six schools, six private tertiaries,
education, providing enhanced spreading the word of our students’
Canterbury’s three public tertiaries
student opportunities and outcomes experiences internationally.
and two representatives from the
with enduring benefits for the Christchurch Educated membership
community. International student app body travelled to China as part of
To help students feel welcome a the mission. The region had a booth
Student numbers Students’ Guide to Christchurch App at Education New Zealand Agent
has been developed that includes Seminars in Chengdu, Beijing and
The international education sector
arrival information, events, discounts Guangzhou to promote Canterbury.
has been experiencing strong growth
in the last two years, with a 7.8 and connection to City Ambassadors. Canterbury Agent Awards were
percent increase in student numbers Prospective students can see all that instigated to recognise top
from 2015 to 2016 to reach 11,428. Christchurch has to offer and chat performing agents and their support
with a local before arrival in the city. of the region, update them on
Canterbury International Education The app was launched in 2016 and opportunities in Christchurch and
Leadership Accord, in partnership with has been downloaded 1,830 times provide a forum for networking. The
Christchurch Educated, Canterbury since its release. success of the awards means they will
Development Corporation and
become an annual event.
Education New Zealand, met its
Job Ready Programme
strategic target for 2016 of $310 million In addition to the mission, there were
economic value add for the region. The Job Ready Programme matches six famils hosted and support given
businesses wanting to make use to agent events in Auckland, India and
While these figures are positive,
of local talent with international Thailand.
there is still work to be done as
students in Canterbury.
Christchurch is only at eight percent
of the country’s market share
compared to 15 percent pre-quake.
21Visitors from China enjoying Hagley Park 22
16/17 Highlights 23 Central city laneways coming to life
Industry Advocating for the Christchurch
re-establishment of cruise ships
partnerships into Lyttelton and helping to i-SITE Visitor
During the 2016/17 year
maintain cruise activity in Akaroa
through industry partnerships
Centre
Christchurch & Canterbury
with cruise operators, Tourism The Christchurch i-SITE Visitor
Tourism continued to work with
New Zealand and Lyttelton Port Centre is part of New Zealand’s
Convention Bureau business
Company. official Visitor Information
partners, general partners
Network and provides
and businesses critical to
an impartial information
the success of marketing the
region locally, nationally and
Christchurch and booking service for
internationally. and Canterbury Christchurch, Canterbury and
the rest of New Zealand.
Activity included: Convention Highlights for 2016/17 included:
Hosting national tourism Bureau Moving the Christchurch i-SITE
stakeholders to showcase the
Throughout 2016/17 the from a temporary location at the
city, including the Tourism
Christchurch and Canterbury Christchurch Botanic Gardens
Export Council Board, Tourism
Convention Bureau has to the Arts Centre on Worcester
New Zealand Board and Senior
continued to promote the Boulevard.
Management, Cruise NZ Chief
Executive Officer and Chair and city and region as a premier Maintaining high customer
representatives from Tourism destination for conferencing. satisfaction ratings across all
Industry Aotearoa. Activities have included: services.
Engaging regularly with regional Completing 24 international and Updating all i-SITE collateral
councils to align activities. city bids. including maps, wayfinding, digital
Increasing Convention Bureau media and print media to reflect
Representing the city at national
partnership numbers to the new location.
tourism forums, including:
Regional Tourism Organisations, pre-earthquake levels – Installing a digital screen at the
Tourism Industry Aotearoa, Cruise 77 partners, up from 69 the i-SITE to promote business
Association NZ, NZ Conventions previous year. partnership and marketing
Bureau and Conventions and Achieving a bid conversion rate campaign messages, creating
Incentives NZ. of 38 percent for the year end additional revenue and more space
2016/17 – up from the 27 percent for brochures.
Organising and hosting eight
update and networking functions in the previous year. This is a clear Increasing the offer of products
for tourism and convention bureau indicator of confidence returning to in the i-SITE from our Business
industry representatives. the business events sector. Partners.
2425 The Tannery shopping centre in Woolston
The Year
Ahead
The benefits of bringing together Profile and
the city’s tourism, events, economic Christchurch: A city of
development and city promotion promotion opportunity
functions have just started to
Developing a strong, positive We’re telling Christchurch’s new
be realised with the different
city profile and promoting story; about a city that is proud
organisations beginning to work
it to residents, national and of its past and equipped for
closer together in the past year, in
international audiences is a the future. A city that provides
anticipation of the establishment of
priority for ChristchurchNZ. residents and visitors with the
ChristchurchNZ on 1 July 2017.
opportunity to:
As a combined entity, we have A city narrative
more scale and a better ability to Grow
Christchurch has a new story to
rally resources and respond to
You can have the freedom
tell, the city is no longer a quake
opportunities, helping us support to create new things, have
city but New Zealand’s oldest and
prosperity, opportunity and a great meaningful work and bring ideas
newest city; a city of opportunity
quality of life in Christchurch and to life – a city of learning and
offering residents, visitors, students
Canterbury. development.
and businesses the chance to grow,
Our goals, and those of the city, are connect and find balance. Connect
guided by the Christchurch Economic
An important objective of
Christchurch is well connected
Development Strategy (CEDS), which
ChristchurchNZ, its partners and within the city, to the rest of
brings together multiple agencies
other key stakeholders over the the country and the rest of the
to achieve a vision, that by 2031,
coming year is to refine and promote world – we have a community
Christchurch is a place where people
the city narrative. We will: spirit and a collaborative
and enterprise choose to be.
Lead the Christchurch Narrative approach.
Over the coming year our focus will
Steering Group to refine and
be realising more of the benefits of Find balance
promote the narrative as a tool
working together, consolidating our
to promote the city and attract
Christchurch provides healthy
activities and putting in place the
visitors, students, businesses and living and easy interaction with
systems and processes to ensure
investment. nature. We are a modern city
ChristchurchNZ is able to deliver the
built for modern living – New
best possible outcomes for the city Develop and promote a toolkit
Zealand’s most pedestrian
and region. of images, video, text and other
and cycle friendly central city,
resources.
We will be delivering against our surrounded by stunning natural
business plan priorities, organised Deliver coordinated marketing features.
into three areas: profile and and communication campaigns
promotion; attraction; and business for residents, and domestic and
support and economic development. international visitors, aligned to
the narrative and in support of
Here’s how we will work towards our
Christchurch International Airport.
goals over the coming year.
26The Year
Ahead
A great visitor and residents’ Attraction Leverage the opportunities of
experience working alongside domestic and
Today Christchurch has a international tourism marketing
Enhancing the visitor experience and busy economy, with positive experts.
creating a sense of local pride in the population growth and
city is one of the most powerful ways Develop the city’s major events
investment.
to lift Christchurch’s profile nationally strategy.
and internationally. We know the economy will continue
Maintain our national share of the
to transition, from accelerated
To do this, ChristchurchNZ will: conference market by preparing
growth driven by rebuild investment
30 international city business
Continue to provide high quality to one driven by an underlying
event bids, hosting conference
customer services through our economy. The economy will also be
and incentive buyer groups and
i-SITE locations and encourage impacted by global trends such as
providing familiarisation sessions
visitors to stay longer and spend an aging population, accelerating
for conference buyers.
more within Christchurch and technological disruption, climate
Canterbury. change and intensified competition
for visitors and workers.
Deliver a city promotions work ChristchurchNZ’s events
programme to residents and To maintain Christchurch’s economic programme for 2017/18
visitors that showcases the vibrancy growth, it is essential for the city and
New Zealand Cup and Show Week
of the city, including our annual region to continue to attract visitors,
programme of events and festivals. migrants, students, new business and
Rugby League World Cup 2017
investment. We will do this through
International Cricket season
Influencing international integrated marketing, major events
and conferences. Street Prints Otautahi
trade and media
Attraction will be a priority for
ICC Under 19 Cricket World Cup
Promotion of the city is ongoing
ChristchurchNZ throughout 2017/18
through the social influencers
World Buskers Festival 2018
and beyond.
programme, offshore trade
Kathmandu Coast to Coast
events alongside key partners
such as Tourism New Zealand and Attract major events and Christchurch Lantern Festival
Christchurch International Airport conferences and Business Forum
Ltd and high-quality media content. Events of scale deliver economic
Christchurch Casino Golden
Heightened work is underway in prosperity and raise the profile of the Oldies Sport Celebration 2018
China to tap into the growing market, city, attract visitors to the region and
all while remaining a key player in the
ASB Christchurch Marathon
leave a positive legacy for residents. Over
national tourism ecosystem. the coming year ChristchurchNZ will:
Deliver a scheduled programme
of major events (see text box to
the right).
27World class Rugby League teams come to Christchurch for the Rugby League World Cup 2017 28
The Year
Ahead
Attract visitors Attract international students
Christchurch’s visitor
Attracting more visitors who spend International students are attracted
strategy has four aims:
more and stay longer provides to Christchurch by the established
Developing a visitor aspiration economic benefits and reduces quality and reputation of our
for Christchurch and Banks pressure on the peak-season. Over education providers, the vibrancy
Peninsula, and identifying the the coming year we will: and energy of the city and our open,
strategic direction required to friendly and welcoming reputation.
Implement the Christchurch
achieve it.
Visitor Strategy (see side box for In turn, international students bring an
Securing the autonomy, summary). injection of talent, diversity, economic
authority and funding required growth and energy to the city.
Deliver a tourism marketing
to deliver the visitor aspiration. programme that drives domestic Throughout 2017/18, ChristchurchNZ
Promoting joined up thinking visitation through a strong local will support the growth of
and action across activities engagement programme. international student volume and value
with an attraction/promotion in Canterbury. We will:
Strengthen our relationship and
focus. engagement within the tourism Provide strategic leadership and
Rebuilding Christchurch’s brand industry, including upskilling advocacy for the sector through
internally and externally. frontline staff and building on the Canterbury International
strategic partnerships with Education Strategy Leadership
The strategy is available at Christchurch International Airport Accord and Christchurch Educated.
christchurchnz.org.nz Ltd and Tourism New Zealand.
Build strong national and regional
Increase international awareness relationships between the
and preference for Christchurch international education sector,
and Canterbury as a destination government agencies, other
through international media industry sectors and iwi.
engagement, famil and hosting
Provide clear pathways for
opportunities, digital campaigns,
international students through school
website development and targeted
to higher education to employment in
international travel trade marketing.
areas of regional strength.
Research and develop a plan to
Build the value proposition for
reduce visitor seasonality.
target markets and strengthen
Provide residents and visitors with international partnerships.
information about visiting, living,
Lead the sector to increase
working and doing business in
investment and engagement in
Christchurch.
collaborative activities and deliver
excellent student experiences.
29Attract investment
Making investment into Christchurch
easy for businesses, entrepreneurs
and investors will enable economic
growth. Over the next year we will work
with partners, including Development
Christchurch Limited, to:
Expand the business and
investment enquiry and response
framework.
Identify Christchurch’s areas of
competitive advantage with the
potential to grow, scale and add
value.
Identify opportunities and investors
to develop new city assets to
enhance future international
relevance to migrants, visitors,
international students, business
and investment.
Develop evidence-based business
cases and investment proposals to
attract or encourage investment.
Renowned international guest speaker Andy Cunningham at the Canterbury Tech Summit
30The Year
Ahead
Business support Support businesses Provide evidence-based
economic knowledge
and economic ChristchurchNZ provides businesses
with a range of services addressing Over the coming year we will
development specific needs including building provide the business community
capability, research and development, and government sector with region-
More than 80 percent of
support and networking, and specific knowledge of economic
businesses in our region are
professional development services. conditions and trends, drivers of
small-to-medium enterprises,
Over the coming year we will: growth and key opportunities. We will:
employing fewer than 50 people.
Part of our role is to support Provide business support services Provide economic insights and
these businesses to succeed, to 600 local businesses, including knowledge through regular events,
grow and innovate to deliver through the Business Growth publications and reports.
greater economic growth and Regional Business Partner
Deliver a trusted and in-depth
employment back to the city. Programme.
economic research programme on
We do this through targeted
Provide business mentoring regional issues and opportunities
support, providing evidence-
services to 300 businesses. and expand our knowledge-base to
based knowledge and creating
include the visitor economy.
a shared economic vision for Provide knowledge and support for
Christchurch. businesses to enhance productivity, Conduct a review of information,
reduce waste, improve profitability products and channels to ensure
and embed change management people are getting the right
practices. information in the right way.
Support organisations aimed at
increasing industry leadership, Create a shared vision for our
collaboration and growth, such as economic future
FoodSouth who provide product Our goals and those of the city, are
testing and education services to guided by the Christchurch Economic
food producers to help move the Development Strategy (CEDS), which
economy into value-add export brings together over 20 agencies
markets. to deliver more than 80 projects
Monitor the needs of tourism, to drive prosperity for the city. The
events and international sectors collaboration across multiple agencies
to determine whether new is a key strength of the strategy and
programmes should be developed. unlike any of its kind in New Zealand.
Use Workforce Business Champions ChristchurchNZ will continue to
to help businesses engage with lead, monitor and deliver the strategy
education providers and continue to throughout the coming year and will:
chair the Workforce Advisory Group.
31Develop a plan for the Promote Christchurch’s high-
implementation of the Christchurch value and high-tech offering to
Visitor Strategy. grow the scale and increase the
flow of business, investment and
Review and update the CEDS.
talent into Christchurch. This
Establish a CEDS Leadership will include promoting the Tech
Group to improve coordination Story resources, developing the
of information and drive project Canterbury Tech Summit and
delivery at a city level. TechWeek, and leveraging the
New Zealand Hi-Tech Awards as
Raising the profile of a major event.
Christchurch’s innovation
ecosystem
Canterbury has a thriving innovation
system, with skilled, creative and
entrepreneurial people and strong
research and tertiary institutions.
The region produces high numbers
of patents and a high proportion
of employment is in knowledge and
technology intensive industries. Our
aim is to improve the connectedness
and profile of Christchurch’s
innovation and entrepreneurial
system. In the coming year we will:
Develop GreenHouse, the
Innovation Precinct and the Health
Precinct as city assets to help bring
the innovation system to life.
Create an entrepreneurial ‘landing
pad’ to enable business, talent and
investment to easily flow into the city.
Create opportunities for young
people, business, researchers,
educators, government and
communities to interact and
engage in innovative thinking.
32The Year
Ahead
Embedding Organisational systems and
processes
ChristchurchNZ
To deliver our work programme we
Over the coming year we will will introduce fit-for-purpose systems
continue to establish the and processes. We will:
organisation through our
Identify and implement finance, HR
medium-term strategy and
and IT systems that meet the needs
develop systems and processes
of the new organisation.
to allow the new organisation to
best deliver its work programme. Develop internal communication
tools to support a positive, delivery-
Develop a medium-term focused organisational culture.
strategy Implement an integrated project
Throughout 2017/18 we will complete and contract management system.
a series of planning milestones to
enable efficient delivery of our
business goals. This will include:
Developing our medium-term
strategy.
Developing our communications
and engagement strategy, including
reviewing information products
and channels to ensure audiences
receive information they value
through the most effective
channels.
Rolling out a strong ChristchurchNZ
brand.
Developing an organisational culture
that supports productivity and
delivery of our strategic objectives.
33The Terrace development is starting to take shape in the CBD
GET IN TOUCH ChristchurchNZ BNZ Centre, Level 3 101 Cashel Street Christchurch, New Zealand Ph: +64 3 379 5575 christchurchnz.org.nz
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