Dunedin Destination Plan - DunedinNZ
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Dunedin
Destination Plan
Ōtepoti
He Waka Kotuia | Photographer: Justin Speirs
03
Contents
04
Foreword
06
Introduction
12
Dunedin Destination
Plan at a glance
14
Amplify Dunedin voices
17
Collect and
share insights
20
Raise our profile
23
Develop capacity and
connectivity
26
Create compelling
experiences
29
Deliver a great
year-round destination
32
Proposed future activity
34
Key stakeholders and
delivery partners
35
Resources
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
recognised as a hub for skills and destination planning
small cities
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, engagement and collaboration we
This plan refers to ‘destination’
study, work and invest. One of the can achieve a shared vision within
broadly as a purpose or place for
world’s great small cities, Dunedin approved budgets, and make the
which someone or something is
has heritage, ambience and city more attractive for residents as
destined, both a stopping and
character, unique flora and fauna, well as visitors. By joining forces,
landing place and a journey’s
a stunning harbour and coastline we can tell our story better, share
end. It is a location that is home
and a dramatic hinterland. We boast resources and proactively manage
to people, products, services and
world-class venues and educational the impacts associated with being
infrastructure, across sectors and
institutions, affordable housing, an increasingly popular destination.
a range of economic, cultural,
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
SPA
T
PLA IAL
N
DE TRAT
EC LOPMGY
ATE G
VE
L
STR LBEIN
GY
S
ON
WE OCIA
OM ENT
L
S
E
IC
COMMUNITY
OUTCOMES
REC RATE
PAR EATIOY
ATE E
CU TS &
GY
ST
STR LTUR
R
KS
AR
&
G
N
ED
EN
VIR E G RAT RT
O
INT ANSP GY
STR ONM
AT ENT
EG TR RATE
Y ST
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
The Dunedin Destination Plan sets • grow migrant numbers
destination is essential if we are to
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. internationally
The plan is one of a series of
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 tourism, events and international
Management and Minimisation
collaboratively to develop education
Plan.
innovative actions that can be
delivered within fiscal constraints. • improve the understanding of
This plan delivers on strategic Dunedin’s advantages.
objectives across all of Dunedin’s 4. Maintain and build pride in
strategies. For example, the plan Dunedin’s distinctiveness.
will support the goals of Ara Toi –
Our Creative Future (our arts and 5. Sustain and enhance our natural
culture strategy) for the city to have and built environment for the
pride in its identity and spaces to benefit of residents and visitors.
‘skite’ about. Likewise it supports
the ambitions of Te Ao Tūroa – The
Natural World (our environment
strategy) to protect and enhance
our natural environment. The
plan also has cross over with
the Festivals and Events Plan in
supporting Dunedin as a vibrant
and capable city with a year-round
calendar of events.
It also aims to interact with regional
strategies and plans, like those
of the Otago Regional Council,
Southern District Health Board
and Otago Southland Regional
Transport Committee.
10
11
Actions and activity
We have focused on developing actions that address identified challenges
and build on strengths. Dunedin businesses, public organisations and
communities are already driving destination activity. The plan identifies
some of the gaps in this activity and proposes strategic partnership
initiatives where we could collaborate to achieve more.
The plan is designed to further encourage detailed collaborative, tactical
action within the city. For example, it will inform an annual Dunedin
Marketing Prospectus, enabling stakeholders to enhance their collaboration
when promoting agreed live, visit, study, work and invest messaging.
Economic Destination Marketing
Development Plan Prospectus
Strategy
Scope
This is an overarching A destination plan comprises two
implementation plan focusing essential components – promise
on the next six years (until 2023), (marketing) and delivery on that
as opposed to being an annual promise (management).
operational plan. The action areas
outlined here will be reviewed The Dunedin Destination Plan has
regularly and will evolve as work been developed using international
takes place, new thinking develops, best practice models and robust
and the context changes. marketing and management
principles. The plan builds on what
The process of working together on has already been achieved, and
the plan is important, with partners combines targeted approaches
and the community shaping the with practical and workable ways
way forward through their ideas to ensure Dunedin is one of the
and actions over time. The more world’s great small cities.
people involved in developing,
managing and marketing Dunedin
as a great destination, the better our
achievements will be. The actions
within this plan will be delivered
in conjunction with a range of
partners and collaboration is openly
+ =
welcomed.
The plan’s actions will ensure the Destination Destination Destination
world knows the great things we Marketing Management Plan
offer, while we manage impacts PROMISE DELIVERY
on infrastructure and protect the
natural environment. This plan is
a vital step in sharing Dunedin’s
vision with the rest of the world.Dunedin Destination Plan at a glance
13
The following destination actions are discussed in more depth on the pages that follow.
AMPLIFY DUNEDIN VOICES
Encourage community pride in our
city’s distinctiveness and support
collective efforts to strengthen
Dunedin as a destination
DELIVER A GREAT YEAR- COLLECT AND SHARE
ROUND DESTINATION INSIGHTS
Support a strong economy Collect and share information
by developing new ways to more effectively so Dunedin
attract people to Dunedin in can take advantage of
all seasons opportunities and better
respond to change
ONE OF THE
WORLD'S GREAT
SMALL CITIES
CREATE COMPELLING RAISE OUR PROFILE
EXPERIENCES Work together to better tell our
Make Dunedin a place of distinctive story and promote the city through
and high quality experiences that multiple media channels in key
ensure people want to be here markets
DEVELOP CAPACITY AND
CONNECTIVITY
Ensure our people, infrastructure
and connections are equipped to
deliver our visionAmplify Dunedin
voices
Encourage community pride in our
city’s distinctiveness and support
collective efforts to strengthen
Dunedin as a destination.
Photographer: Dave Gosselink15
Current position Likewise, events such as the annual Success measures
Vogel Street Party draw locals in to
International evidence shows places We will know these actions are
celebrate a regenerating area that
where people love to live are also successful if:
attracts investment and innovative
the places people love to visit.3
residential and commercial • more residents are actively
The city’s vision to be one of the development. engaged and demonstrate a sense
world’s great small cities holds true of city pride
Initiatives such as the Insiders
for residents, students, businesses, • there is more positive user-
Dunedin website contribute to
investors, visitors and migrants generated content in all channels,
people knowing about, and sharing,
alike. Wide stakeholder and particularly DunedinNZ’s social
some of the gems the city offers – to
community support of this plan’s media platforms
residents and those who visit, study
aims is vital to their success.
or work here. • more residents are involved in
Market Dunedin – Dunedin has an profile-raising initiatives
Welcoming and engaging with
established, strong and recognisable
the national and international • more residents and businesses
brand that reflects the city’s
student population and ensuring adopt Dunedin brand values
distinctiveness. Many residents and
that their experience of our city is
an increasing number of businesses • there are more industry partner
positive, will increase the likelihood
and organisations are embracing contributions and more active
of students remaining here after
this, which reinforces and increases involvement in marketing.
graduation and recommending
the impact of the brand.
Dunedin to others.
Businesses investing in training
Locals engaging in activities that
for their frontline staff also help to
enhance Dunedin as a destination
improve the presentation of our city.
also play a key role. For example,
A positive impression via helpful,
undertaking conservation projects
friendly and knowledgeable staff
that enhance and protect the natural
is often the first point of contact
and built environment benefits both
with our city and a critical factor
residents and visitors to the city.
in establishing and maintaining a
favourable reputation.
Key action areas
Market Local – One of Dunedin’s • Enable those who live, visit, study,
great advantages is its attractive work and invest here to act as
liveability. Rather than being ‘ambassadors’ for Dunedin; to tell
a tourist town with residents our stories and provide feedback
servicing it, much of Dunedin’s and ideas about our city’s
appeal lies in being a beautiful, development as a destination.
cared-for place with residents who
live actively among and interact • Platforms that promote and share
with its attractions. special Dunedin experiences,
e.g. Insiders Dunedin, will be
A number of our key visitor expanded, enabling those who
attractions provide special offers see the city as a compelling
for residents, encouraging them to destination to broadcast that
get to know, enjoy and share their message using their wider
city, supporting the destination networks.
work that is taking place. There
is scope to develop this type of
locally focused, positive activity
much further, fostering city pride
and encouraging locals to act as
ambassadors for our city.
3 Overview in The Economist 2017 Global Liveability Report16 Amplify Dunedin voices Encourage community pride in our city’s distinctiveness and support collective efforts to strengthen Dunedin as a destination. Activities Delivery activity Measuring progress Use data from resident and stakeholder surveys to An annual presentation to key stakeholders on relevant understand community support and priorities for data and information takes place Dunedin destination activity Develop a communication plan to share the destination A joint communication plan targeting Dunedin residents vision and messages with the community. This could is developed and kept up to date include a ‘tool kit’ for residents who have visitors in town and want ideas for where they can go or what they can do Continue to develop and share Dunedin brand Number of organisations using the brand ideas, resources and guidelines to enable the people, businesses and organisations of Dunedin to act as ‘ambassadors’ for the city Initiatives to involve more residents in destination Amount of local involvement in destination activities activities across sectors, e.g. supporting migrants, volunteering or employment at big events, open days, or two-for-one ticket offers Develop a city welcome programme for students Students feel welcomed by and positive about their coming to study in Dunedin alongside activities already experience in Dunedin undertaken by educational institutions
Collect and share insights Collect and share information more effectively so Dunedin can take advantage of opportunities and better respond to change.
18
Current position Key action areas Success measures
We need to deepen our • Work with stakeholders to We will know these actions are
understanding of Dunedin as identify gaps in our information successful if stakeholders:
a destination. Our partners are and data and find ways to
• commit to sharing data on a
sourcing destination data from fill these, e.g. collaborative
regular basis
national and regional statistics, but research projects or surveys, so
we only share limited amounts of stakeholders can better analyse • conduct joint research activities,
information across the city. This is opportunities. supported by pooled resources
an area we need to address. • Facilitate collaborative gathering • use research findings to
and sharing of regional data develop and refine marketing
For example, our educational
between city stakeholders to and destination management
institutions can offer in-depth
inform Dunedin’s destination activities.
insights into the impact and
marketing and management
importance of education to the
activities. Dunedin-specific data
city’s economy and profile which
will be measured against regional
can then inform decisions on
and national benchmarks.
marketing efforts.
• Analyse and draw assumptions
The student, business and from trends in the data to make
migration sectors are changing better decisions in our market
rapidly. We must collect, analyse planning and improvements in
and share information consistently key areas of the city, e.g. creating
to keep ahead of these changes. off season products and services.
Destination activities have an • Develop a dashboard that
impact on our natural, built encompasses data from the five
environment and quality of life. key areas of visit, study, live,
We need more information from invest and work, and make this
industry and residents about those available to stakeholders on a
impacts and what action to take. regular basis.
Currently, Dunedin ranks highly for
wellbeing and quality of life so we
must continue to monitor sentiment
and engage with residents to ensure
that decision making is informed by
public opinion.
While high level data is available
for some sectors, we need resources
to analyse raw local data and
develop more detailed insights into
Dunedin’s markets.19 Collect and share insights Collect and share information more effectively so Dunedin can take advantage of opportunities and better respond to change. Activities Delivery activity Measuring progress Key progress measures for economic development, Dashboard developed with easy mechanisms to support quality of life, social, cultural and environment are drawn information-sharing together in a ‘dashboard’. Collective and aspirational targets are agreed Review available data sources and identify gaps Data sources are collated Establish a forum to gain feedback from key industry Key areas for potential development and/or protection partners to identify risks and decide on proactive are identified measures to protect and enhance the natural environment Establish ways to better identify and analyse key data New approach established and supported by key sectors and information, such as consumer motivations across different sectors and people’s satisfaction with Dunedin Cross-sector research undertaken and findings as a destination disseminated
Raise our profile
Work together to better tell
our story and promote the
city through multiple media
channels and partnerships
in key markets.
Street art by Tyler Kennedy Stent21
Current position Dunedin-based companies such • Align marketing to deliver on
as Animation Research Limited, the aspirations of the city, our
As a city, we have come a long
Architecture van Brandenburg and stakeholder partners, and the
way in developing the Dunedin
Natural History Unit New Zealand motivations and expectations of
brand and sharing what Dunedin
are active in the global marketplace, our target markets.
offers prospective visitors,
and their success positions the
students, investors, entrepreneurs Success measures
city as a serious contender for
and residents. Strengthening
international business. We will know these actions are
our message that Dunedin is
a compelling destination will successful if:
The city has active sister city
provide business opportunities relationships with Shanghai, • the city’s economic, wellbeing
and employment, raising the city’s Edinburgh and Otaru which have and environmental indicators
overall GDP and the wellbeing of extended our global presence show positive movement in key
residents. and fostered strong international sectors
ties, from which a number of • Dunedin is recognised as one
An immensely liveable city with
opportunities have already of the world’s great small cities
a wealth of cultural and lifestyle
emerged. by residents, visitors, students,
opportunities, Dunedin has much
to celebrate. The city offers high- businesses, investors and
As we move towards the future,
quality educational institutions, migrants, as indicated by brand
the applications and innovations
a strong arts and culture scene, awareness / residents’ opinions
brought about by the GigCity
notable built heritage and evolving initiative will see Dunedin come • quality of life surveys show there
culinary scene. It has an excellent into its own as a truly smart city, at is an increase in the value and
digital platform for design and the forefront of connectivity and volume of visitors, students,
innovation-focused businesses. The intelligent urban integration. businesses, investors and
natural environment that surrounds migrants
Dunedin is home to unique wildlife, Key action areas
and the city is the gateway to Otago. • Dunedin residents continue to
• Make use of shared market be positive about destination
Known locally as a ‘10 minute city’,
intelligence and insights across activities.
the average commute from home to
sectors to ensure maximum
work rarely exceeds this timeframe.
efficiency and effectiveness of
With excellent schools and a wide
profile-raising activity.
range of recreational facilities and
attractions, Dunedin is the epitome • Support stakeholders’ use
of a family friendly city. of the Dunedin brand and
encourage them to align their
A significant amount of work is messaging where practicable,
already being carried out to raise e.g. in consumer media and
the city’s profile across the various communications for trade or
sectors, including the international business events.
marketing initiatives undertaken by
the University of Otago and Otago • Share resources for maximum
Polytechnic. impact and cost efficiency,
e.g. collaborative campaigns
Capitalising on Dunedin’s supported by joint budgets.
reputation and expertise as a
• Build on existing seasonal
UNESCO City of Literature
campaigns targeted at specific
and significant arts and culture
sectors. Stakeholders and
destination, we have already
partners will increase their
experienced growth in the number
emphasis on attracting ‘added
of visitors and businesses engaging
value’ visitors (including
with our cultural assets and sharing
residents) to Dunedin activities
their experiences with others.
and attractions; working together
to ensure the city meets this
market’s higher expectations.22
Raise our profile
Work together to better tell our story and promote the city through
multiple media channels and partnerships in key markets.
Activities
Delivery activity Measuring progress
Encourage more sharing of Dunedin online content Amount of content shared online.
across all sectors
Content achieves further reach and new audiences
Encourage sharing of marketing plans between sectors, Number of key stakeholders sharing seasonal marketing
distributing it as widely as possible through stakeholder tactics
networks
Make it easier for people to recommend Dunedin as a Number of recommendations for the city, its experiences
destination, e.g. online and as a place to live, work, invest, study or visit
Collaborate with educational institutions to jointly Dunedin’s position as a desirable study destination
market the city at international events and exhibitions
and online
Collaborate with local businesses to jointly market Number of Dunedin-based businesses experiencing
the city at trade fairs and during relationship-building international trade opportunities
initiatives
Encourage people who are passionate about Dunedin to Number of stories from visitors, businesses, residents,
raise the city’s profile investors and students in promotional material
Leverage further opportunities from existing sister city Number of new initiatives and global marketing
relationships and UNESCO City of Literature status opportunities identified and pursued via UNESCO City
internationally of Literature and sister city connections
Identify collaborative marketing opportunities with other Number of joint marketing initiatives undertaken
destinations such as Queensland in conjunction with other regional or international
destinationsDevelop capacity and connectivity Ensure our people, infrastructure and connections are equipped to deliver our vision.
24
Current position including by improving the quality Success measures
and efficiency of the city’s housing,
Dunedin is the Otago region’s We will know these actions are
and supporting the transition to
economic powerhouse delivering successful if:
cleaner energy sources.
over $5.7b or half of the total gross
• long-term thinking embedded
domestic product (GDP) per annum Future-proofing city connectivity in stakeholder planning activity
to the province. means investing in a multi-modal increases, including sharing
transport system and world-class information on capacity and
We are increasing our support for
digital infrastructure. The roll connection issues
start-up ventures to encourage
out of ultrafast broadband (UFB)
innovative business development • potential city impacts resulting
should be complete by 2022,
and foster attractive employment from development opportunities
making Dunedin the first gigabyte
opportunities across all sectors. We are reviewed, and proposed
connected city in the southern
have resources, such as the Sexy protection and management
hemisphere.
Summer Jobs intern programme, processes are put in place.
as well as mentoring opportunities. Fostering cultural awareness,
The DCC has a ‘Red Carpet’ including through festivals, events
business relationship management and sister-city relationships,
model which instils a proactive and encourages development of a rich,
business-friendly approach across diverse and tolerant community.
the organisation.
The health, education and visitor
Key action areas
industries already contribute • Engage with stakeholders and
significantly to Dunedin’s economy sectors to identify infrastructure
and are growing. We need to constraints and priorities.
ensure the capability and capacity • Ensure Dunedin is able to service
of the labour pool aligns with our future destination needs, e.g. new
aspirations for the future. experiences, cultural awareness,
service provision, and support for
There is potential for growth in the
staff and product development.
accommodation sector which also
presents new options for the city, • Plan and manage the sustainable
especially around major events. development of Dunedin as
Dunedin has become a member a destination, with long-term
of Project Palace, a government benefits for the city, aligned to
initiative to attract foreign the community’s wider strategic
investment into New Zealand’s aspirations and goals.
hotel sector.
• Explore community ideas about
To be competitive, Dunedin must how destination activity could
be both increasingly liveable be harnessed to deliver wider
and sustainable. There are many strategic aspirations and needs,
elements that will contribute to and cultivate development of
this, including the protection of those ideas.
our natural and built heritage to • Work with stakeholders to
ensure Dunedin keeps delivering proactively protect natural
great experiences for residents and resources and the natural
visitors. environment, managing
increased destination activity and
Planning for a compact urban
development to avoid negative
core will maintain city vibrancy,
impacts and maximise positive
accessibility, and a strong sense
impacts.
of community, affording excellent
quality of life. Delivery of the city’s
Energy Plan will transform Dunedin
into a low-carbon economy,25
Develop capacity and
connectivity
Ensure our people, infrastructure and connections are equipped to
deliver our vision.
Activities
Delivery activity Measuring progress
Build capacity and efforts to attract further inbound Number of flights arriving in Dunedin
national and international flights, cruise ships and rail
Amount of transport mode diversification
Start-up eco-system growth continues and is further Number of successful start-up businesses establishing
developed themselves in Dunedin
Develop and implement a proactive management plan to Co-ordinated approach to managing nature, heritage and
protect and enhance Dunedin’s heritage sites and natural wildlife sites is implemented
places
Continue to explore vocational pathway opportunities in Requirement for skills and human resources in growth
potential growth sectors sectors
Facilitate a working group of appropriate stakeholders Working group is established and biodiversity and eco-
to proactively protect and manage the impacts on iconic system health measures established
species and landscapes
Investigate projects that will be eligible for central Eligible projects are identified
government tourism infrastructure funding such as
signage and toilets Amount of funding secured
Support the advancement of technology infrastructure Infrastructure is in place for the majority of Dunedin by
such as ultra-fast broadband roll-out 2022
Support accommodation capacity that aligns with Number of occasions accommodation options meet
destination activity projected demandCreate compelling experiences Make Dunedin a place of distinctive and high quality experiences that ensure people want to be here.
27
Current position Proposed actions
Those who live here know Dunedin • Key stakeholders will be
is a fantastic place to be. In 2016, encouraged to provide training
88% of Dunedin residents surveyed and development opportunities
rated their overall quality of life as to their members / staff to
good or extremely good.4 ensure they can consistently
deliver high-quality, compelling
This enthusiasm for Dunedin is experiences.
evident to the people who come to
the city and benefit from carefully • We will work with stakeholders to
crafted experiences delivered gather data that will inform us of
by a range of organisations, both marketplace and community
businesses and the community. expectations and how well these
These experiences stick in people’s are being met.
memories and influence the • We will encourage a more co-
recommendations they make. ordinated ‘design-led’ approach
to customer experience and
For example, since opening in 2011,
service that will enhance the city’s
Forsyth Barr Stadium has boosted
reputation as a great place to be
the city by attracting 1.35 million
and help identify opportunities
sports fans, concert-goers and
for improving and adding to the
community event supporters. It has
Dunedin experience.
benefitted both local people and
visitors, while adding value to the Success measures
experience of those who choose to
We will know these actions are
study here.
successful if:
Ways to enhance visitor experience • the levels of resident and
include dual-language signage to business satisfaction rise, e.g.
cater to large numbers of Chinese National Quality of Life Survey
visitors and announcements
about forthcoming stops and local • more stakeholders achieve
attractions on Dunedin buses. accolades and awards
• Dunedin receives more
There is a growing commitment to
recommendations as a
ensuring the marketing of our city
destination (e.g. in the tourism
aligns with its realities, delivering
sector it may be positive
on the different expectations of
comments on Trip Advisor)
our community and those who
visit, study, migrate or invest here. • higher quality standards are
Dunedin has a reputation as a achieved by stakeholders.
friendly, welcoming city and we
intend that this will remain true for
existing residents, new residents
and visitors.
4 The Quality of Life Survey compares 12 New Zealand cities, including Dunedin, on overall quality of life across
a range of measures – health and wellbeing, crime and safety, community, culture and social networks, council
decision-making processes, environment (built and natural), public transport, economic wellbeing and housing28
Create compelling experiences
Make Dunedin a place of distinctive and high quality experiences that
ensure people want to be here.
Activities
Delivery activity Measuring progress
Look at how we can better meet people’s expectations of Satisfaction surveys are reviewed and any gaps
compelling experiences addressed
Number of stakeholders making improvements based on
survey findings
Improve experiences by considering what people need Number of stakeholders participating in quality
from start to finish standards schemes
Share thinking, resources and training focused on Number of stakeholders undertaking assessment and
delivering better experiences training
Number of stakeholders sharing good practice
Recognise and celebrate those who are providing a high- Communications are in place to encourage the use of
quality experience quality standards
Invite Kāi Tahu to engage with stakeholders about Amount and range of city experiences where Kāi Tahu
reflecting tikanga in more city experiences tikanga is reflected
Engage with Kāi Tahu on opportunities for culturally Culturally significant experiences are identified and
significant experiences pathways to develop these are explored
Make experiences of Dunedin‘s hinterland more Number of people using Dunedin as a base and
accessible and appealing e.g. promote easy day trips travelling in the hinterland
Number of residents experiencing the hinterlandDeliver a great year-round destination Support a strong economy by developing new ways to attract people to Dunedin in all seasons.
30
Current position We already have a calendar of Key action areas
unique events targeting off-peak
Like many destinations globally, • Work together, exploring
periods, such as the Mid-Winter
Dunedin is not immune to annual innovative ways to address
Carnival, and package deals, e.g.
peaks and troughs in activity across seasonality, e.g. collaborative,
on airfares and accommodation.
the city, industry sectors and the targeted reverse season
The DCC has developed and run
community. marketing that uses our winter
seasonal campaigns like ‘Where
offering as a draw-card; or
Our cool months from May to the Wild Things Are’. The city’s
identifying major events and
October are traditionally an Festivals and Events Plan has been
subsequently working with
off-peak visitor season, while the revised, encouraging a year-round
airlines to ensure both inbound
number of summer visitors has calendar of events for residents and
and outbound flights are full.
grown significantly in the past visitors.
few years, including a substantial • Gather employment data from
The education sector is using across the region and identify
forecast increase in spring/summer
summer schools to attract students seasonal trends to support
cruise ship visits to the city.
during their quiet periods. Edu- targeted development of year-
We have an opportunity to use tourism is also a growth area in the round employment opportunities
our existing visitor marketing, e.g. city, with efforts being directed at across sectors.
to Australia and China, to focus increasing international student
numbers and encouraging visits • Support development of a year-
on those who are not seasonally
from friends and family. We have round calendar of unique and
motivated or may enjoy our
many opportunities to spread vibrant events.
temperate winter conditions for
activities. offers for destination product and • Encourage investment targeting
services throughout the year. DCC sectors that offer a balance of
Showcasing the strong local food activities that support business year-round opportunities.
culture and community food and event tourism include bidding
resilience will also contribute for international conferences and Success measures
to creating a great year-round events, and hosting delegations,
We will know these actions are
destination. The city already e.g. from the film industry and
successful if:
benefits from ready access to an international civic groups, which
abundance of locally sourced helps bring more people to the city • data shows a more even spread of
produce and one of Australasia’s during off-peak periods. visitor spend throughout the year
best farmers’ markets.
• the number of visitors to the city
Summer visitors are a welcome increases in traditionally shoulder
income stream for the city, arriving and off-peak seasons.
as several thousand students leave • we see increasing resident and
for the summer break. visitor attendance at Dunedin
festivals and events throughout
Effort is being put into creating
the year
off-peak visitor and edu-tourism
experiences that smooth seasonal • a growing percentage of
peaks and troughs, enabling permanent jobs across all sectors
stable year-round employment and retention of trained workforce
as well as offering job seekers an
• we see increased investment and
attractive work/life balance and
funding in sectors throughout the
lifestyle opportunities, thereby
city.
strengthening the economic benefit
to the city.
Dunedin’s status as a UNESCO
City of Literature holds year-round
appeal as do the emerging night sky
tourism opportunities.31
Deliver a great
year-round destination
Support a strong economy by developing new ways to attract people
to Dunedin in all seasons.
Activities
Delivery activity Measuring progress
Seasonal marketing campaigns are continued and Visitor numbers and spend during traditionally quiet
enhanced to attract visitors in shoulder and low season periods
Work collaboratively to identify seasonal event Number of events taking place outside the peak season
opportunities, e.g. further development and bidding for
events and conferences outside peak season Number of selected local events developed to appeal to
regional, national or international audiences
Attract investment and funding for projects and Funding is secured for projects and opportunities, with
opportunities to smooth the effects of seasonality the potential to address seasonality
Sector-specific activities are examined for their potential Opportunities are identified and a cross-sector
to increase destination activity outside the peak season, promotional plan is established
e.g. edu-tourism, where people do some short-term study
while visiting Dunedin
Take advantage of opportunities created by major events, Stakeholders look ahead to make the most of these
e.g. work with airlines to ensure both inbound and opportunities
outbound flights are full32 Proposed future activity • Explore the opportunities within the changing and increasingly diverse workforce, i.e. older workers, digital nomads, shared working spaces. • Explore the benefits of big data mining, including social media analytics as a data set for destination marketing. • Identify opportunities for sectors to work together to reach people more effectively. • Inform planning and investment by measuring and monitoring the capacity of our businesses, infrastructure, digital and natural resources and our environment. • Use destination activity to build capacity and connections, e.g. investigate the role of immigration in meeting demand. • Assist in the creation of funding schemes to support business start-ups and tourism infrastructure.
33
Key stakeholders and
delivery partners
Chorus is a national Education New Zealand is the New Zealand Transport Agency
telecommunications infrastructure government agency that promotes (NZTA) is the government agency
provider and owner of the majority New Zealand as a study destination tasked with promoting safe and
of telephone lines and exchange for international students and functional transport by land,
equipment in New Zealand. supports the delivery of education including the responsibility for
services offshore. administering the state highway
Department of Conservation network.
(DOC) is the government agency Enterprise Dunedin is the
responsible for the conservation of economic development arm of the Otago and Southland Employers
New Zealand’s natural and historic DCC, incorporating the former Association (OSEA) is an
heritage. Regional Tourism Organisation, organisation providing support to
Tourism Dunedin. local businesses in issues such as
Digital Community Trust is a employment law, human resources,
not-for-profit organisation focused Immigration New Zealand is the health and safety, training, and
on delivering the goals of the government agency responsible professional development.
Dunedin Digital Strategy, providing for overseeing immigration rules
leadership to Dunedin to advance and laws including the granting of Otago Chamber of Commerce
digital education and be beneficial visas for visiting, working, studying, Incorporated (OCCI) is the
to the community. living and investing in New local membership organisation
Zealand. supporting the interests of Otago
Dunedin City Council (DCC) is businesses.
the local authority for the wider Kāi Tahu: Manawhenua are
Dunedin area, which provides a local iwi who exercise customary Otago Polytechnic is one of
range of infrastructure facilities, authority or rakatirataka New Zealand’s leading tertiary
services and processes for elections (chieftainship or decision-making polytechnic degree, diploma and
and decision-making and for the rights) over tribal and natural assets certification providers of hands-on,
local community. DunedinHOST when in the public domain with career-focused education.
is the primary industry body for national and local government
tourism operators in Dunedin. authorities. Otago Regional Council (ORC) is
the local authority responsible for
Dunedin International Airport Ministry of Business, Innovation the sustainable development and
Limited (DIAL) owns and manages and Employment (MBIE) is the enhancement of Otago’s resources.
the city’s airport infrastructure, government agency tasked with
assets and services. delivering policy, services, advice Tourism Industry Aotearoa
and regulation that contribute (TIA) is an independent body
Dunedin Venues Management to New Zealand’s economic representing all sectors of the New
Limited (DVML) manages DCC productivity and business growth. Zealand tourism industry.
assets – Forsyth Barr Stadium
and the Dunedin Centre. The New Zealand Trade and Enterprise Tourism New Zealand is the
organisation also secures, plans, (NZTE) is the government agency central government public service
hosts and delivers events. working towards one single department responsible for
purpose: growing companies marketing New Zealand as a tourist
Community Boards advocate for internationally, bigger, better destination.
the interests of the communities and faster, for the benefit of New
they represent and provide advice University of Otago is New
Zealand.
to the Council. Zealand’s oldest and one of its
leading research and academic
institutions delivering graduate and
postgraduate degree education.34
The DCC and Enterprise Dunedin wish to thank our Destination Plan
contributors:
Submitters
Aaron Lodge Larnach Castle
Adventure Media Group Look After Me Ltd
Air New Zealand Middlemarch Promotions
Committee
Burns Lodge
Ministry of Social Development
Bus Users Support Group Otepoti-
Dunedin Monarch Wildlife Cruises
Cadbury World Mosgiel Community Board
CareerWise Otago Central Rail Trail Trust
City Walks Otago Chamber of Commerce
Department of Conservation (DOC) Otago Farmers Market
Down in Edin Magazine Otago Peninsula Community Board
Dunedin Airport Otago Peninsula Trust
Dunedin Casino Our Food Network - Dunedin
Dunedin City Council Rupert A. Smith
Dunedin Railways Southern Heritage Trust
Dunedin UNESCO City of Strath-Taieri Community Board
Literature
Study Dunedin Advisory Board
Dunedin Wildlife Hospital
Sustainable Dunedin City
DunedinHOST
Timely Ltd
Education New Zealand
Tourism Industry Aotearoa (TIA)
Generation Zero
University of Otago
Iconic Tours NZ Ltd
University of Otago Department of
Immigration NZ, MBIE Tourism
Iris Data Science Waikouaiti Coast Community Board
KiwiCash and KiwiCamp WellSouth Primary Health Network
Landscape Connections Trust Yellow-eyed Penguin Trust
(LCT)35 Resources MBIE Tourism Dashboard & Research MBIE Economic Research Qrious Voyager Dataset DiGT Domestic Tourism Tool Tourism NZ Market Updates Cruise NZ Market Report DIAL Passenger Movements Port Otago Vessel & Passenger Movements Tourism Industry Aotearoa Research RTONZ Research Education NZ Research NZ Story Research The NZ Initiative Research Immigration NZ Research Statistics NZ Research
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