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Notice is hereby given that a Meeting of the Community and Policy Committee will be held on:

 

Date:                      

Time:

Meeting Room:

Venue:

 

Wednesday, 27 September 2017

11am

Council Chambers

15 Forth Street, Invercargill

 

Community and Policy Committee Agenda

 

OPEN

 

 

MEMBERSHIP

 

Chairperson

Julie Keast

 

 

Mayor Gary Tong

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Paul Duffy

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Ebel Kremer

 

 

Gavin Macpherson

 

 

Neil Paterson

 

 

Nick Perham

 

 

IN ATTENDANCE

 

Group Manager - Community and Futures

Rex Capil

 

Committee Advisor

Alyson Hamilton

 

 

 

 

Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840

Email: emailsdc@southlanddc.govt.nz

Website: www.southlanddc.govt.nz

 

Full agendas are available on Council’s Website

www.southlanddc.govt.nz

 

 


 

Terms of Reference – Community and Policy Committee

 

The Community and Policy Committee is responsible for:

·                 Assessing and providing advice to Council on:

-      Key strategic issues affecting the District and Council;

-      Community development issues affecting the District and Council;

-      The service needs of the District’s communities and how these needs might best be met;

-      Resource allocation and prioritisation processes and decisions.

·                 Developing and recommending strategies, plans and policies to the Council that advance the Council’s vision and goals, and comply with the purpose of the Local Government Act.

·                 Monitoring the implementation and effectiveness of strategies, plans and policies.

·                 Developing and approving submissions to government, local authorities and other organisations.

·                 Advocating Council’s position on particular policy issues to other organisations, as appropriate.

·                 Considering recommendations from Council’s Subcommittees and make decisions where it has authority from Council to do so, or recommendations to Council where a Council decision is required.

 

The Community and Policy Committee is also responsible for community partnerships and engagement.  This includes:

·                 Monitoring the progress, implementation and effectiveness work undertaken by Venture Southland in line with the Venture Southland Heads of Agreement and specific Service Level Agreement between Southland District Council and Venture Southland.

·                 Allocations of grants, loans, scholarships and bursaries in accordance with Southland District Council policy. 

·                 International relations. 

·                 Developing and overseeing the implementation of Council’s community engagement and consultation policies and processes. 

 

The Community and Policy Committee shall have the following delegated powers and be accountable to Council for the exercising of these powers:

 

(a)       Approving all submissions made by Southland District Council to other councils, central government and other bodies.

 

(b)       To approve scholarships, bursaries, grants and loans within Council policy and annual budgets. 

 

(c)       Monitor the performance of Venture Southland in the delivery against its Business Plan and Council’s letter of expectation. 

 

The Community and Policy Committee has authority to consider and make recommendations to Council regarding strategies, policies and plans.


Community and Policy Committee

27 September 2017

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TABLE OF CONTENTS

ITEM                                                                                                                                   PAGE

Procedural

1          Apologies                                                                                                                        5

2          Leave of absence                                                                                                           5

3          Conflict of Interest                                                                                                         5

4          Public Forum                                                                                                                  5

5          Extraordinary/Urgent Items                                                                                          5

6          Confirmation of Minutes                                                                                               5

Reports

7.1       Community Governance Project Update                                                                  17

7.2       The Southland District Story Launch                                                                       21

7.3       MBIE Stewart Island Community Planning Project                                                 23

7.4       SDC/Venture Southland Letter of Expectation Projects Status Update               31

7.5       Southland District Council Community Development Strategic Approach         33

7.6       Welcome Ambassador Pilot                                                                                       39

7.7       Community Leadership Plans Phase Two Update                                                  41

7.8       Southland District Community Facilities Assessment Report                              43

7.9       Southland Open Spaces Priority Setting Report                                                   199

7.10     Venture Southland Quarterly Report June 2017                                                    251

 

   


1        Apologies

 

At the close of the agenda no apologies had been received.

 

2          Leave of absence

 

At the close of the agenda no requests for leave of absence had been received.

 

3          Conflict of Interest

 

Committee Members are reminded of the need to be vigilant to stand aside from decision-making when a conflict arises between their role as a member and any private or other external interest they might have.

 

4          Public Forum

Notification to speak is required by 5pm at least two days before the meeting. Further information is available on www.southlanddc.govt.nz or phoning 0800 732 732.

 

5          Extraordinary/Urgent Items

To consider, and if thought fit, to pass a resolution to permit the committee to consider any further items which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded.

Such resolution is required to be made pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, and the Chairperson must advise:

(i)         the reason why the item was not on the Agenda, and

(ii)        the reason why the discussion of this item cannot be delayed until a subsequent meeting.

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a)       that item may be discussed at that meeting if-

(i)         that item is a minor matter relating to the general business of the local authority; and

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b)       no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

 

6          Confirmation of Minutes

6.1       Meeting minutes of Community and Policy Committee, 09 August 2017


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Community and Policy Committee

 

OPEN MINUTES

 

 

Minutes of a meeting of Community and Policy Committee held in the Council Chambers, 15 Forth Street, Invercargill on Wednesday, 9 August 2017 at 11am.

 

present

 

Chairperson

Julie Keast

 

 

Mayor Gary Tong

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Paul Duffy

 

 

Darren Frazer

 

 

George Harpur

 

 

Ebel Kremer

 

 

Neil Paterson

 

 

IN ATTENDANCE

 

Chief Executive (Steve Ruru), Group Manager, Community and Futures (Rex Capil), Group Manager, Services and Assets (Ian Marshall), Governance and Democracy Manager (Clare Sullivan), Group Manager, Customer Support (Trudie Hurst), Communications Manager (Louise Pagan) and Committee Advisor (Alyson Hamilton).

 

 


1          Apologies

 

Moved Cr Frazer, seconded Cr Kremer and resolved:

That the Community and Policy Committee accept the apologies for non-attendance from Councillors Ford, Perham and Macpherson.

 

2          Leave of absence

 

There were no requests for leave of absence.

 

3          Conflict of Interest

 

There were no conflicts of interest declared.

 

4          Public Forum

 

There was no Public Forum.

 

5          Extraordinary/Urgent Items

 

There were no Extraordinary/Urgent items.

 

6          Confirmation of Minutes

 

Resolution

Moved Cr Dillon, seconded Cr Harpur  and resolved:

That the minutes of Community and Policy Committee meeting held on 21 June 2017 be confirmed as a true and correct record.

 

Reports for Recommendation

 

7.1

Stewart Island Wharfing Provision - Community and Stakeholder Engagement

Record No:         R/17/7/16882

 

Michelle Stevenson (Community Partnership Leader) and Sandra James (Consultant, Connecting People) presented the report.

 

Ms Stevenson presented to the Committee the Stewart Island Wharfing Provision community and Stakeholder Engagement report prepared by an Independent Consultant Sandra James.

 

Ms Stevenson advised the purpose of the community and stakeholder engagement project is to investigate a more strategic approach to the current and future provision of wharves on Stewart Island.  Ms Stevenson added this included the demand for each wharf, their usage and quality, and identify the need for an overall medium to long term capital development provision and maintenance plan.

 

Ms Stevenson explained the role of the Independent Consultant was to capture the views and opinions of the Stewart Island community and wider stakeholder groups in relation to the six wharves identified in this project.

 

Ms Stevenson advised the report submitted is well presented and informative and it identifies a number of key issues for Council to consider and make recommendations based on the information gathered through the community and stakeholder engagement process.

 

 

Resolution

Moved Cr Kremer, seconded Cr Duffy  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Stewart Island Wharfing Provision - Community and Stakeholder Engagement” dated 7 August 2017.

 

b)         Determines that this matter or decision be recognised as not significant in terms of Section 76 of the Local Government Act 2002.

c)         Determines that it has complied with the decision-making provisions of the Local Government Act 2002 to the extent necessary in relation to this decision; and in accordance with Section 79 of the Act determines that it does not require further information, further assessment of options or further analysis of costs and benefits or advantages and disadvantages prior to making a decision on this matter.

d)         Endorses Council staff to assess the recommendations and findings identified from the research and determine any future opportunities in relation to Council activities and work streams.

e)         Endorses Council staff to assess the recommendations and findings identified from the research in relation to the on-going discussions with Southport NZ around the future ownership of Golden Bay wharf.

f)          Acknowledges and supports that additional work identified (where appropriate) may be undertaken by Council staff in relation to Council owned wharves on Stewart Island.

 

Reports

 

8.1

MBIE Welcoming Communities Pilot Programme

Record No:         R/17/7/15753

 

Rex Capil (Group Manager, communities and Futures) presented the report.

Mr Capil advised in late December 2016 the Ministry of Business, Innovation and Employment (MBIE) approached Council to seek support for the Southland District Council to jointly participate in the Welcoming Communities programme.

Mr Capil explained Venture Southland on behalf of MBIE recently facilitated a meeting with representatives from MBIE, Venture Southland, Community Trust of Southland, Invercargill City Council, Gore District Council and Southland District Council. 

Mr Capil added the meeting provided background information and an opportunity to consider the Southland Welcoming Communities Pilot Programme, the approach to be taken and next steps.

 

The Committee was advised the programme aims to encourage and support local councils and communities to provide a leadership role in welcoming newcomers.

Mr Capil explained this is a change in emphasis from earlier settlement initiatives that have focused on supporting newcomers rather than equipping the receiving communities to be welcoming.

 

Mr Capil informed in regards to funding for the two year pilot project (July 2017 – June 2019) was secured through the Migrant Levy Memorandum Account. The funding agreement for the Southland Pilot Programme is between central government and Venture Southland – with the pilot funding to be $50,000 per annum for the 2017/18 and 2018/19 financial years. 

Mr Capil advised in due course and on invitation from Venture Southland it is anticipated the Southland District Council will be requested to appoint an elected representative to the Southland Welcoming Communities Governance Group. It was suggested the Committee appoint the Chair, Councillor Keast, as representative to the Governance Group.

 

 

Resolution

Moved Cr Baird, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “MBIE Welcoming Communities Pilot Programme” dated 2 August 2017.

 

b)         Appoints Cr Keast as the Southland District Council elected representative on the Southland Welcoming Committee Governance Group.

 

8.2

Service Delivery Scoping Project

Record No:         R/17/7/15976

 

Kelly Tagg (Community Partnership Leader) presented the report.

 

Mrs Tagg advised the purpose of this project is to consider future Council service delivery options for Southland District Council communities with the demand from residents, ratepayers and visitors being the primary focus.

 

Mrs Tagg explained the objectives of this project are:

 

§  to consider the types of services required by Council

 

§  to consider the levels of service required

 

§  to determine how these service might be delivered

 

§  where they could most effectively and efficiently be delivered from

 

§  determine who should deliver these services – inclusive of discussions around shared services. 

 

Mrs Tagg advised the project objectives also include consideration of how Council manages user expectations, what capital and operational expenditure resource allocation needs to be considered by Council to deliver the “ideal” solution and what is a realistic time frame to deliver said solution.

The Committee noted Council has engaged consultant, Rebecca McElrea of McElrea Consulting, to undertake this work in conjunction with the Community Partnership Leaders.

 

 

Resolution

Moved Cr Douglas, seconded Cr Harpur  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Service Delivery Scoping Project ” dated 30 July 2017.

 

8.3

Community Leadership Plan Project Update

Record No:         R/17/7/17012

 

Community Partnership Leaders Kelly Tagg, Simon Moran and Michelle Stevenson presented the report.

 

Mrs Tagg advised the Community Partnership Leaders are currently working through a community leadership planning process with communities.

Mrs Tagg explained this process encompasses a multi-phase approach over an 18 month period culminating in the development and implementation of several community leadership plans for the District which will group towns and villages together by geographic location and/or issues eg tourism, population demographics such as declining populations and aging communities. 

Mrs Tagg added this will allow staff to continue with Council’s district wide approach and will allow communities with similar issues to work together even if they don’t share communities of interest.

 

The Committee was advised phase one was Council focused and consisted of seven workshops being held with Councillors, members of the eight Community Boards and 19 Community Development Area Subcommittee’s across the District.

 

Mrs Tagg informed phase two is the next part of this project, and is focused on key stakeholders.  It will involve four to five workshops being held by the end of November 2017 with key groups such as industry representatives, central government agencies, businesses and individuals in our communities.

 

Mrs Tagg commented it is envisaged phase three will commence by March 2018 and will see staff taking the information from phase one and two out to the wider community as part of a wider consultation process.

 

§    Mrs Tagg advised staff will be working closely with the Venture Southland Community Development team throughout all phases of this project. 

 

 

Resolution

Moved Cr Paterson, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Community Leadership Plan Project Update” dated 28 July 2017.

 

8.4

Community Governance Project Update

Record No:         R/17/7/17047

 

Clare Sullivan (Governance and Democracy Group Manager) presented the report.

 

Mrs Sullivan advised the purpose of the report is to provide an update on the Community Governance Project and Representation Review and upcoming engagement.

 

Ms Sullivan explained Council has previously identified and endorsed the Community Governance Project to assist the Council develop a more effective and efficient representation framework and relationship with the district and its communities.

 

Ms Sullivan advised the Community Engagement Project will provide background information to inform the Representation Review, by providing a vehicle for discussion across the district about how we can ensure strong district-wide decision-making while empowering local communities to participate in decision-making processes that better reflect their needs and requirements.

 

Ms Sullivan advised a project plan is being developed and this will be discussed with the Elected Representative Working Group later in August.  Ms Sullivan added between now and November various stakeholder groups and networks will be informed of the project and feedback sought. 

 

The Committee noted Community Boards and Community Development Area Subcommittees will be included in this engagement.

 

The Committee was advised feedback will be provided to the Elected Representative Working Group and a proposed model for implementation prepared in 2018.

 

Ms Sullivan commented reports seeking decisions on the Electoral System and Maori Representation will go before Council in September and October 2017.

 

 

 

Resolution

Moved Mayor Tong, seconded Cr Kremer  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Community Governance Project Update” dated 30 July 2017.

b)         Determines that this matter or decision be recognised as not significant in terms of Section 76 of the Local Government Act 2002.

c)         Determines that it has complied with the decision-making provisions of the Local Government Act 2002 to the extent necessary in relation to this decision; and in accordance with Section 79 of the Act determines that it does not require further information, further assessment of options or further analysis of costs and benefits or advantages and disadvantages prior to making a decision on this matter.

d)         Endorses the engagement process for the Community Engagement Project.

 

e)         Notes that the Council will make decisions regarding the statutory requirements for the electoral system and Maori representation prior to November 2017.

 

8.5

Creating a Positive Open Space Experience

Record No:         R/17/7/17022

 

Simon Moran (Community Partnership Leader) presented the report.

 

Mr Moran advised the purpose of the report is to update the Committee on the steps being taken to understand the Southland visitor experience and how this may develop into proposals to improve tourism infrastructure and open spaces.

 

Mr Moran advised in order to assist Council to understand the types of pressures/issues, where they are, and what the priorities are a tourism project has been developed.   Mr Moran added the company being used is called Xyst and the key consultants are Paul Wilson and Dave Bamford.

 

The Committee was advised Government has in place a $10 million regional mid-sized tourism infrastructure fund. Mr Moran advised that fund has since been superseded by the $100 million ($25 M per year for four years) Tourism Infrastructure Fund (TIF).

 

Mr Moran explained the purpose of the Tourism Infrastructure Fund is to provide financial support for local tourism-related infrastructure where tourism growth (domestic and international) is placing pressure on, or potential growth is constrained by, existing infrastructure and the local community is unable to respond in a timely way without assistance.

The Committee noted Councils or community organisations with council support are eligible to apply for local visitor-related infrastructure.

 

Mr Moran advised this project will assess the visitor areas that Council has across the District and identify ways of improving the level of experience on offer.

 

Mr Moran commented there will be an application round later this year so the project will be a key piece of work to assist in an application to the TIF. The initial focus will be on key visitor flow routes in the district and the priority of sites along those routes but other sites will be considered if they are rated high on the priority list.

 

 

Resolution

Moved Cr Kremer, seconded Cr Douglas  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Creating a Positive Open Space Experience” dated 30 July 2017.

 

8.6

Community Conversations feedback

Record No:         R/17/7/17356

 

Louise Pagen (Communications Manager) presented the report.

 

Mrs Pagen reported a series of Community Conversations were held throughout the district in May and June 2017.

Mrs Pagen advised the discussions ranged across a large number of topics, with many of the attendees focusing on the future of their community and Southland as a whole.

 

Mrs Pagen informed a summary of the feedback received from the eight meetings, is attached to the report and will be circulated to the attendees who gave email addresses as well as those on record from last year’s series.

 

The Committee noted the summary will also be added to the Community Conversations page on Council’s website.

 

Mrs Pagen advised planning is under way for the next series of conversations, to be held at the end of October/ early November.   Mrs Pagen added the focus of these conversations will be on representation and the Long Term Plan.

 

 

Resolution

Moved Cr Frazer, seconded Cr Harpur  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Community Conversations feedback” dated 7 August 2017.

 

8.7

Customer Satisfaction Survey Results for 2016/2017

Record No:         R/17/8/17566

 

Trudie Hurst (Group Manager Customer Support) presented the report.

1        Mrs Hurst advised the purpose of the report is to provide, for information, the results of the Customer Service surveys completed for 2015/16.

Mrs Hurst explained each month, officers randomly select from the “Request for Service” system a sample of each type of request made, to complete a customer satisfaction survey as part of Council’s key performance indicators in the Long Term Plan.   Mrs Hurst added the results are then reflected in the Annual Report.

Mrs Hurst advised the results show overall customers are satisfied with staff helpfulness and exceeded Council Key Performance Indicators (KPIs) in this space. 

The Committee noted Council did not meet our KPIs for time taken to resolve the matter (83% satisfaction against target of 90%) and the respondent being satisfied with the final outcome (84% satisfaction against target of 90%).

Overall, while there are no major systemic issues highlighted for Council, work will continue with the Customer Support Strategy to improve the customer experience.

 

 

 

Resolution

Moved Cr Paterson, seconded Cr Baird  and resolved:

That the Community and Policy Committee:

a)         Receives the report titled “Customer Satisfaction Survey Results for 2016/2017” dated 3 August 2017.

 


Public Excluded

 

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

Resolution

Moved Cr Kremer, seconded Cr Dillon  and resolved:

That the public be excluded from the following part(s) of the proceedings of this meeting.

C9.1    Community Futures 2040 - Next Stage Planning and Implementation Requirements

 

C9.2    Milford Opportunities Update

 

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48(1) for the passing of this resolution

Community Futures 2040 - Next Stage Planning and Implementation Requirements

s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

That the public conduct of the whole or the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists.

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48(1) for the passing of this resolution

Milford Opportunities Update

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.

Refers to a list of people who may be considered for the Governance Group roles but who have yet to be approached.

That the public conduct of the whole or the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists.

 

That the Chief Executive, Group Manager, Community and Futures, Group Manager, Services and Assets Manager, Governance and Democracy Manager, Communications Manager, Group Manager, Customer Support and Committee Advisor be permitted to remain at this meeting, after the public has been excluded, because of their knowledge of the items C9.1 Community Futures 2040 - Next Stage Planning and Implementation Requirements and C9.2 Milford Opportunities Update  This knowledge, which will be of assistance in relation to the matters to be discussed, is relevant to those matters because of their knowledge on the issues discussed and meeting procedure.

 

 

The public were excluded at 11.45am.

 

 

Resolutions in relation to the confidential items are recorded in the confidential section of these minutes and are not publicly available unless released here.

 

 

The meeting concluded at 12.20pm              CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Community and Policy Committee HELD ON WEDNESDAY, 9 AUGUST 2017.

 

 

 

DATE:...................................................................

 

 

 

CHAIRPERSON:...................................................

 

 


Community and Policy Committee

27 September 2017

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Community Governance Project Update

Record No:        R/17/9/22043

Author:                 Clare Sullivan, Governance and Democracy Manager

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Purpose

1.       The purpose of the report is to provide an update from the Elected Representative Working Group and information on the process for engagement.

 

Executive Summary

2.       The Elected Representative Working Group met recently and received an update on the project plan for the Community Governance Project and Representation Review.  It discussed 12 guiding principles on which to base the Representation Review.  The Working Group acknowledged that Council has an appetite for change and that there is a need for a future focus, a structure that is efficient and effective, and that is affordable and value for money.  

 

3.       The Council is beginning a period of pre-consultation.  An introduction story will appear in the October run of First Edition.  An email address has been created that people are encouraged to respond to with their ideas and questions.  The email address is representationreview@southlanddc.govt.nz  The public will be encouraged to use this email address, particularly between now and February to contact the council with their views.

4.       The representation review will be the focus of the community conversations to be held in November.  Information will be sent out to a large number of stakeholder organisations seeking their input in October. Staff will be available to attend meetings as requested. The public will be encouraged to share their ideas between now the start of February. A discussion with Councillors, Community Board and Community Development Area Subcommittee Chairs and Deputy Chairs will also be held in November with the opportunity after that to attend meetings as needed.    

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Community Governance Project Update”. 

 

Content

Background

5.       The Community Governance Project has been underway for 18 months and will provide information and feed into the Representation Review Project that will be undertaken by the Council in 2018.  The Representation Review is a requirement under the Local Electoral
Act 2001 (the Act).

6.       There are three processes that form the Representation Project.  The review of the electoral system has been completed and on 6 September the Council resolved to retain the First Past the Post system as the system to be used for the 2019 triennial election. 

          A report on Maori representation will be presented to the Council on 18 October.  The review of representation arrangements will be undertaken in 2018.

Issues

7.       In reviewing the representation arrangements the Council must consider the following three factors as identified in the Act:

·        Communities of interest;

·        Effective representation of communities of interest;

·        Fair representation of electors.

8.       To give effect to fair representation the Act states that the Council where appropriate, must ensure that the population of each ward or subdivision must meet what is known as the plus or minus 10 percent rule.  The population of each ward or subdivision, divided by the number of members to be elected by that ward or subdivision is no more than 10 percent greater or smaller that the population of the district or community divided by the total number of elected members.

9.       The Act provides for exceptions to this for isolated or island communities.  The Stewart Island/Rakiura ward is a current example of this exception in the Council’s current representation arrangements.

10.     In addition the factors noted above, and to support the Council’s review of its representation arrangements the following Guiding Principles have been identified:

·        Community Leadership

·        Clear purpose

·        Small council big community

·        Full district coverage

·        Equity of representation

·        District wide framework for service delivery

·        Localism – input and impact

·        Relationships first

·        Streamline delivery – reduce ‘moving parts’

·        Tailored and targeted delegations to meet the purpose

·        Organisation structure to reflect the governance structure.

11.     The Working Group indicated their support for the Guiding Principles.  The Working Group also had the opportunity to hear from several members who combined their attendance at the Local government conference with a visit to two Councils to learn from their governance arrangements.

 

Next steps for engagement

12.     The preliminary next steps for engagement include the following. An article in the October run of first Edition.  This includes an email address that the public can request information from on the project.  First Edition is delivered to each household in the district.  

13.     The next round of Community conversations will focus solely on the Representation Review. The schedule is as follows.  These will be of a more interactive session with the participants having the opportunity to describe/draw what best describes their community and answer questions on representation.  

§    Stewart Island – date to be advised but will be a daytime meeting

§    Northern Southland, Lumsden, Wednesday 1 November 2017 - 6pm

§    Central Southland, Winton, Friday 3 November 2017 - 12noon – 2pm

§    Edendale-Wyndham, Monday 6 November 2017 - 6pm

§    Te Anau Basin, Wednesday 8 November 2017 - 7pm

§    Otautau, Friday 10 November 2017 - 12noon – 2pm

§    Riverton, Monday 13 November 2017 - 5.30pm

§    Tuatapere, Monday 20 November 2017 - 6pm

§    Tokanui, Wednesday 22 November 2017 - 7pm

An opportunity will be provided for Councillors, Community Board Chairs and deputies and Community Development Area Subcommittees in November to discuss the Guiding Principles and the Representation Review.  An invitation will be extended to discuss this in more detail if requested.

Information about the project will be emailed to key stakeholders and a large number of organisations in October.  An invitation will be extended to attend meetings of groups between now and March to provide more information and answer any questions and encourage submissions in the formal consultation period once an initial proposal has been considered by the Council.  

Further meetings of the Elected Representative Working Group will be held in late November and February/March. 

A report will be presented to the Council with an Initial Proposal in April.   There will be formal consultation and a hearing on the Initial Proposal.

Factors to Consider

Legal and Statutory Requirements

14.     The statutory and legal requirements of the project are noted in paragraph 6 and are on target to be met.

Community Views

15.     The project envisages both an informal and pre-consultation and a formal consultation period as required in the Act.

Costs and Funding

16.     The costs of the project are provided for in the Annual Plan.

Policy Implications

17.     Policy Implications may be identified once the outcome of the review is known.

Next Steps

18.     The pre-consultation as identified above will continue. 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

27 September 2017

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The Southland District Story Launch

Record No:        R/17/9/20920

Author:                 Louise Pagan, Communications Manager

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Southland District Story

1        The Southland District Story is now in the final stages of preparation for the public launch on Monday 2 October.

2        At the time of writing, staff are finalising the signage for all offices and libraries, and the Welcome to Southland District signage. This will be erected by Creation Signs during the weekend of 30 September-1 October.

3        During the month of September, the story will be launched to all Community Board and CDA members at six cluster meetings in Te Anau, Lumsden, Otautau, Winton, Wyndham and Stewart Island. All Community Board and CDA members will also receive a copy of the launch pack which will be given to media on 2 October. Verbal feedback will be given to the Committee at this meeting.

4        During September, Council is also launching the story to contractors, Wastenet, Venture Southland, Emergency Management Southland and the Mayoral Forum.

5        Key stakeholders, such as Federated Farmers, the Department of Conservation and Meridian, will receive a copy of the launch pack.

6        There has been a lot of positive feedback from staff following the workshops with them in July and August, and several are incorporating the story into the work they are doing now, including talking about behaviours.

7        New business cards, ID cards, name badges and warrants are among some of the work that is being completed in time for the launch. As previously discussed, uniforms have been updated and all customer support staff will wear a uniform.

8        Media will be invited to the public launch at 9.30am on Monday 2 October. Mayor Gary Tong and Chief Executive Steve Ruru will present the new story to the attendees, who will be given the launch pack.

9        The corporate identity, which forms the base of the Southland District Story, has three elements to it – corporate communication, corporate design and corporate behaviours. All three are equally important for the story to succeed. So after the launch, the focus will be ensuring all our communication and design follows the style guide, which is being completed, and our behaviours match our story.

10      As part of the story development, four strategies have been created – corporate identity, communication, engagement and digital. They have been combined into the Southland Story Strategy and that has an action plan attached to it. After the launch, timings will be attached to these actions to continue the rollout of the story.

11      In addition, work will continue on the standardisation of signage throughout the district.

12      A FAQ list regarding this project will be presented to the Committee at this meeting.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “The Southland District Story Launch” dated 15 September 2017.

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

27 September 2017

sdclogo

 

MBIE Stewart Island Community Planning Project

Record No:        R/17/8/20618

Author:                 Michelle Stevenson, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Purpose

1        The purpose of this report is to provide an update to the Community and Policy Committee on the MBIE funded Stewart Island Community Planning Project.

 

Executive Summary

2        In August 2017, the Ministry of Business, Innovation and Employment approached Council to lead a programme of development and consultation around opportunities and planning for the future of Stewart Island.  The catalyst behind this was the recent Bonamia Ostreae parasite that has devastated oyster production on Stewart Island.

3        Cabinet approved funding to deliver this project that will cover the cost of a consultant to develop a community leadership plan that identifies priority project development, and investment planning for future opportunities identified.

4        The purpose of the project is to determine the short, medium and long term community vision and for the future sustainability and growth of Stewart Island Rakiura. The project will include engagement on the Island through a community working party, workshops, focus groups, and surveys.

5        The engagement will seek, at a minimum, key stakeholder and community views on planning and visions for the economic, social, environmental and infrastructure future of the Island.

6        Council has engaged independent consultant Sandra James to undertake this work.  Sandra James has recently completed the Stewart Island Wharfing Provision Community Engagement research for Council, and has developed a trusted and respectful relationship with members of the Stewart Island community.  A draft Community Planning report will be completed by November 2017.

 

Background

7        In March 2017 Council completed the first phase of a long term Community Leadership Planning process, on Stewart Island and within the Southland District. This first phase included workshops with the Stewart Island Rakiura Community Board around the future opportunities they saw for the Island over three, 10 and 30 years, and identifying what was important to their community now and into the future.

8        Workshops included what they thought the Island would look like in 10 and 30 years’ time and who would be there to fulfil the opportunities they identified. The Stewart Island Rakiura Community Board were active participants in this process and identified some visionary opportunities for their future.

9        Phase two of this process was planned to begin in November 2017 and was to engage with a wider stakeholder group (District wide including the Island).  This phase would begin to draw out the common themes and engage with key stakeholder groups, and then gain feedback from the wider community in phase three early 2018.

10      With the impetus from MBIE to undertake Community Planning on Stewart Island following the Bonamia parasite being found in oysters, and the significant impact this has had on the Stewart Island community, Southland District Council has brought forward phase two of the planning process on the Island ahead of the other various clusters in the District. 

11      Council has engaged an independent consultant, familiar to the Island community to undertake a more detailed community consultation around the future opportunities and investment options for the Island community, with specific attention to the economic, environmental, social and infrastructure needs of the Island.

12      Outcomes expected from this process are:

·    draft community leadership plan that is developed and owned by the community and considers the economic, environmental, social and infrastructure opportunities for the Island over the short, medium and long term

·    preliminary investment proposal information for identified priority projects

·    establish a working party on the Island from the community that will consider analysis and prioritise actions to work alongside a programme group of central and local government parties

·    establish a programme group that will consist of the Ministry of Business Innovation and Employment, Ministry of Primary Industries, the Department of Conservation, Ngai Tahu, Environment Southland and Southland District Council for discussion and input into the plan

·    stocktake of existing businesses, government, local government and community services on the Island

·    identify enablers and barriers to growth and sustainability on Stewart Island

·    determination of the capability and capacity of the Island to ensure the long term prosperity of the Island community

·    identify the opportunities that exist within the wider district, region and nation to assist in the Stewart Islands vision for the future.

13      The project will link to a number of existing plans being undertaken, including SoRDS and Council related reviews scheduled for the next 6 months.

14      The consultation process will begin late September, with a draft report expected by the end of November, and the project completed on the Island by February 2018.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “MBIE Stewart Island Community Planning Project” dated 19 September 2017.

 

b)         Endorses the Stewart Island Community Leadership Plan project, funded by way of a grant from the Ministry of Business, Innovation and Employment.

 

 

Attachments

a         Summary of Stewart Island Community Leadership Plan Project Brief for C&P Committee    

 


Community and Policy Committee

27 September 2017

 

SOUTHLAND DISTRICT COUNCIL STEWART ISLAND RAKIURA COMMUNITY PLANNING PROJECT 2017

 

 

1.       Project Outline

1.1       PROJECT INFORMATION0

Project Leader/Sponsor: Rex Capil - Southland District Council

Project Manager: Michelle Stevenson – Southland District Council                                  

Lead Consultant: Sandra James – Connecting People (Christchurch)

Project Name: Stewart Island Rakiura Community Planning Project                                

 

Project Start Date  

August 2017

Project Finish Date  

October/November 2017

 

 

DOCUMENT CONTROL

Version

Date

Author(s)

Comments

1

21 August 2017

Michelle Stevenson

Initial scope drafted – reviewed by Steve Ruru, Rex Capil and Lead consultant Sandra James

2

7 September 2017

Michelle Stevenson

Brief finalised

4

27 September 2017

Michelle Stevenson

Brief to Community & Policy Committee for endorsement and approval

 

1.2       PROJECT PURPOSE

The primary purpose of this project is to lead the Stewart Island Rakiura community in engagement, concept development and leadership for future vision and long term opportunities on Stewart Island.

It will:

·    focus on the economic, environmental, social and infrastructure needs of the island

·    lead discussions and consider opportunities for short, medium and long term development (3,10 and 30 years)

·    Identify links with the wider Southland District and the rest of NZ to maximise opportunities

The project must reflect and fulfil true community planning principles linking and aligning various sectors of the community as one.

 

1.3       PROJECT OVERVIEW

In August 2017, the Ministry of Business, Innovation and Employment presented a paper to Cabinet around the need for a programme of development and consultation on Stewart Island around the opportunities and planning for the islands future. The catalyst behind this was the recent Bonamia Ostreae parasite that has devastated oyster production on Stewart Island.

 

Cabinet approved funding to deliver this project will cover the cost of consultancy on the Island that will include completing a stocktake of existing projects/programmes on the Island and leading a community engagement process that will develop a clearly defined action and implementation plan.

 

This will include the preparation of identified priority project development proposal documentation to clearly define and articulate future investments requests to implement this projects findings.

 

Southland District Council will take ownership and management of the consultation process, and will convene an ‘off-island’ programme group that will include representatives from; Ngai Tahu/Te Ao Marama, MBIE, SoRDS, DoC, MPI, Environment Southland, and Southland District Council to maintain a flow of information and regular updates around the consultation process on the Island.

 

In addition a Working Party on Stewart Island, will be established to that considers analysis and prioritises action, and in conjunction with the programme group develop the implementation plan.

 

Background

In March 2017 Council completed the first phase of a long term Community Leadership Planning process, on Stewart Island and within the Southland District. This first phase included workshops with the Stewart Island Rakiura Community Board around the future opportunities they saw for the Island over 3, 10 and 30 years, and identifying what was important to their community now and into the future. This included what they thought the Island would look like in 10 and 30 years’ time and who would be there to fulfil the opportunities they identified. The Stewart Island Rakiura Community Board were active participants in this process and identified some visionary opportunities for their future.

 

Phase two of this process was planned for October/November 2017 and was to engage with a wider stakeholder group (District wide including the Island).  This phase would begin to draw out the common themes from the Board and key stakeholder groups, and then gain feedback from the wider community in Phase three early 2018.

 

With the impetus from MBIE to undertake Community Planning on Stewart Island following the Bonamia parasite being found in oysters, and the significant impact this has had on the Stewart Island community, Southland District Council will bring forward Phase two of the Planning process on the Island ahead of the District.  Council has engaged an independent consultant, familiar and trusted to the Island community to undertake a more detailed community consultation around the future opportunities and investment options for the Island community, with specific attention to the economic, environmental, social and infrastructure needs of the Island.

 

1.4     PROJECT OBJECTIVES

The objective of this project is to determine the short, medium and long term community vision and for the future sustainability and growth of Stewart Island Rakiura

 

The following outcomes will be sought:

 

·    Complete a stocktake of existing businesses and government, local government and community services on the Island

 

·    Lead an engagement process that will deliver a community developed and owned implementation plan that will consider economic, environmental, social and infrastructure opportunities for the island over the short, medium and long term

·    Identify enablers to making the plan a reality

·    Identify the barriers for growth and sustainability on Stewart Island and how can they be minimised or overcome (including but not limited to; attracting a suitable workforce, schooling, accommodation, cost of living on the Island)

·    Identify the motivation, capability and capacity of those on the Island to ensure the long term prosperity of Stewart Island (including but not limited to; what do the majority of those living on the Island want for their future, what is their capacity and aptitude to embrace change and growth, is there cohesion and leadership within the community to put words into action, is there willingness to welcome new business, activities and growth on the Island)

·    Explore what opportunities exist within the wider District, Region and Nation to assist Stewart Island in its long term vision

·    Provide preliminary investment proposal documentation for identified priority future projects

 

1.2       PROJECT METHODOLOGY

Engagement Method

Target Audience

Establish a Working Party on the Island to consider analysis and prioritise actions and work with the programme group to develop an action plan

·    Interested Stewart Island residents/ratepayers

Workshops – to build on Phase 1 of the Community Leadership Planning workshops and draw out common themes and ideas; aligning to other strategies and plans

·    Residents and Ratepayers

·    School community

Survey – to provide the opportunity for individual community members/ratepayers  to have input into the planning process

·    Residents/Ratepayers

·    Young People

·    Visitors

Focus Groups – to seek key stakeholder/interested party views on specific elements of the plan

·    Economic – Tourism, Aquaculture, Commercial

·    Social – Health, Wellbeing, Education, Housing, Age Groups, Social and community  Services, Safety

·    Environmental – conservation,

·    Infrastructure – facilities, electricity, connectivity

 


2.     Project Scope

2.1       IN SCOPE

a)   All residents and ratepayers on Stewart Island

 

2.2       OUT OF SCOPE

a) 

 

2.3       ASSUMPTIONS AND CONSTRAINTS

·    The Stewart Island community wish to consider the long term future of the Island

·    This project will be linked to work undertaken on the Island that will be used to inform and support the project;

§ Stewart Island Wharfing Provision Community and Stakeholder Engagement 2017

§ Stewart Island Community Leadership Planning 2017

§ Stewart Island Community Facilities Project 2017

§ Stewart Island Rakiura Heritage Centre

§ Southland Regional Development Strategy

§ Golden Bay Wharf Ownership project 2017

and future identified work;

§ Stewart Island Visitor Levy Review 2017

§ SDC Representation Review

 

2.4       RISKS

·    The Stewart Island community have been recently and extensively engaged with in relation to a large wharfing project, community facilities project, and have further intensive consultation pending for a District wide Representation review, roading Bylaw review, and Stewart Island Visitor Levy review.  There is reasonable risk that this community is currently over-consulted and may be apathetic or unreceptive towards this process. 

 

3.       Project Tasks, Deliverables and Milestones

PROJECT TIMELINE

 

3.1       TIMEFRAME

2017/2018

 

 

3.2       KEY DELIVERABLES

DELIVERABLES

a)   Document /stocktake existing projects/programmes currently being invested in

b)   Identify future opportunities with specific attention to the economic, environmental, social and infrastructure needs of Stewart Island with a clearly defined action and implementation plan

c)   Develop a priority project development proposal document that defines and activates future investment requests to implement the action plan

d)   Develop recommendations for an investment plan of Stewart Island

e)   Develop recommendations for infrastructure to ensure the future of Stewart Island as an iconic brand

f)    Identify opportunities for Stewart Island that would invite long term investment and economic stability and growth

g)   Identify opportunities for progression in tourism and tourist related attractions

h)   Identify actual and potential barriers to enabling a long term vision for the Island

i)    Identify actual and potential enablers to establishing tangible outcomes for the long term stability of Stewart Island

 

3.3       KEY MILESTONES

Forecast
Due Date

Actual Date

Responsibility

Engage independent consultant

21 August 2017

 

Michelle Stevenson

Convene Working Group on Island

September 2017

 

Sandra/Michelle

Convene programme group

September 2017

 

Michelle Stevenson

Engagement on Island to begin

1 October 2017

 

Sandra James

Engagement completed

30  October

 

Sandra James

Draft Plan developed

30 November 2017

 

Sandra James

Draft Plan available for community feedback

December

 

Sandra James

Feedback considered by Working Party

January

 

Sandra James

Plan amended

January

 

Sandra James

Plan confirmed by working party

January

 

Sandra James

Report to Council

Jan/Feb

 

Michelle/Sandra

Recommendations to MBIE

Feb

 

Michelle Stevenson

4.       Stakeholder Management

4.1       STAKEHOLDERS

Stakeholder

Nature of Relationship

Nature of Involvement

Stewart Island Community

Key stakeholders

 

Sandra James

 

Lead Consultant

Southland District Council

 

Project Owners and Management

MBIE

Key Stakeholder

Project Funder

DOC

Key stakeholder

 

Ngai Tahu

Key stakeholder

Iwi

Te Ao Marama

Key Stakeholder

Local Iwi

SoRDS

Key stakeholder

 

Environment Southland

Key stakeholder

 

MPI

Key stakeholder

 

5.     Budget

5.1 Budget

·    This project is funded in full by way of a grant from the Ministry of Business, Innovation and Employment.

·    The grant will fund in full an independent consultant to undertake the Community Leadership Plan

·    Investment planning for any priority areas identified will be undertaken by external accountants/business analysts from within the $70,000 allocated to this fund, and funds still remaining from the wharves consultation budget, approved in 2016 from the Chief Executives Consultancy Budget.

 

 


Community and Policy Committee

27 September 2017

sdclogo

 

SDC/Venture Southland Letter of Expectation Projects Status Update

Record No:        R/17/9/21074

Author:                 Michelle Stevenson, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Executive Summary

1        The purpose of this report is to update the Community & Policy Committee around projects identified in the Community Development Priority Projects Letter of Expectation between Southland District Council and Venture Southland.

2        Council staff and Venture Southland Community Development staff have met to have an initial discussion around the projects, and identified some timeframes to work towards with the projects.

3        All projects identified will involve Community Partnership Leaders providing project briefs, and project management of the activities identified.

4        The majority of projects identified will be completed by June 2018.

 

Projects Overview

5        As part of the Southland District Council’s Letter of Expectation with Venture Southland, a number of Community Development Priority Projects have been identified for 2017/18.

6        Staff from Council and Venture Southland Community Development team have met to discuss a number of these projects and appropriate timeframes for the work to be completed.  There were also discussions and agreement around greater involvement from the Community Development Planners in the early stages of projects.

7        The projects identified include:

·    Southland District Local Community Sustainability Strategic Approach – the project brief for this work is included with a report to the Community & Policy Committee meeting 27 September around a District wide approach to community development activity.  The project will be completed by February 2018.

·    Newcomers Project – this project, in consultation with Venture Southland, has been modified to now reflect a Welcome Ambassador Pilot, and will have peripheral connection with the Welcoming Communities Pilot being initiated throughout Southland Region.  The Pilot will be trialled in Te Anau, where community workers have expressed interest and the geographical isolation and demographic of high tourism and seasonal workers, alongside a growing domestic and international population base makes the area suitable to investigate further. A Welcome Ambassador project has been successfully undertaken in North Canterbury and this project will utilise some of the resourcing and learnings from that Pilot.  Permission has been received from the Pegasus Town community to trial a similar project here in Southland. This project will be completed by June 2018.

·    Community Organisation and Volunteer Sector Projects – there are two projects following on from the initial project undertaken in 2016/17 that will build on this work.  There will be two pilot projects, one based on geographical area and the other around areas/communities, both of which will look at the potential for shared services opportunities in the volunteer and Non-Government Organisation (NGO) sector.  Both pilots will be completed by June 2018.

·    Community Facilities Project – this has been completed and is being reported on to the Community and Policy Committee 27 September meeting. The next steps are to use this data to help inform communities and incorporate the findings into the asset review work that is being undertaken by Council’s property department.

·    Community Leadership Plans – an update report is submitted to the Community & Policy Committee 27 September to update on this project.  Phase 2 and 3 of this project will be undertaken throughout late 2017 and early-mid 2018, involving key stakeholders and overall community.  The district leadership plans will align with the Stewart Island community leadership plan being fast-tracked with assistance by MBIE funding.

8        As project briefs are developed, finalised and projects initiated, reports will be submitted to the Community & Policy Committee to update on their status at regular intervals.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “SDC/Venture Southland Letter of Expectation Projects Status Update” dated 19 September 2017.

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

27 September 2017

sdclogo

 

Southland District Council Community Development Strategic Approach

Record No:        R/17/9/22029

Author:                 Michelle Stevenson, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Executive Summary

1        The purpose of this report is to inform the Community & Policy Committee of a project around Southland District Council’s current and future Community Development activity, as detailed in the Letter of Expectation between Southland District Council and Venture Southland Community Development Priority Projects.

2        The purpose of the project is to define, develop and deliver on the concept of a district wide approach to community development, and to review at a strategic level, the prioritisation of projects and local and district community organisation support.

3        The project will ultimately confirm a framework for future community development delivery across Southland District, and provide a more holistic approach to local and district wide community development activity.

4        This project will involve a series of workshops between community development staff and the community partnership leader(s), and will be completed by early 2018.

 Project Overview

5        Current project and activity delivery by the Venture Southland Community Development team has a largely geographical basis, and based on the needs and requests of individual communities.  Community Development Planners are working closely with community groups and stakeholders in their respective communities, and have areas of expertise that have assisted in developing strong local networks.

6        This project will investigate a more holistic District wide approach to Community Development and identify, in consultation with Venture Southland staff, a prioritisation of community development activity across the District as a whole.

7        This prioritisation exercise will help develop a more strategic framework to community development in Southland District, and determine the best way in which to support local communities through community development activity.

8        Outcomes sought from this project will include:

·    A draft District – Local Framework for Community Development activity for consideration of council

·    A stocktake of existing and planned projects throughout the District

·    Priorities for community development in Southland District based on the draft District – Local Framework for Community Development, while ensuring local support is taken into consideration.  This will include discussions around collectively determining help that helps and help that hinders

·    An overarching approach to community development in Southland district that minimises team duplication, identifies any gaps or needs in delivery, and takes a strength and evidence based approach to ensuring local communities have long term sustainable and achievable development

9        The project will be conducted over a series of workshops facilitated by the Community Partnership Leader with all community development planning staff to determine local and District priorities in community development, and a way of working that will create a more strategic approach to community development across the District as a whole. 

10      The completion date for the workshops is the end of November, with a draft framework for future community development to be developed early next year.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Southland District Council Community Development Strategic Approach ” dated 19 September 2017.

 

 

Attachments

a         FINAL Community Development Strategic Approach Project Brief    

 


Community and Policy Committee

27 September 2017

 

SOUTHLAND DISTRICT COUNCIL COMMUNITY DEVELOPMENT STRATEGIC APPROACH

 

 

1.       Project Outline

1.1        PROJECT INFORMATION

Project Leader/Sponsor: Rex Capil – Group Manager Community & Futures

Project Manager: Michelle Stevenson – Community Partnership Leader                                       

Project Name: Community Development Strategic Approach                                                        

 

Project Start Date  

September 2017

Project Finish Date  

February 2018

 

 

DOCUMENT CONTROL

Version

Date

Author(s)

Comments

1

6 September 2017

Michelle Stevenson

To Rex for review and comment

2

11 September 2017

Michelle Stevenson

To Venture Southland Community Development team for review and input

3

18 September 2017

Michelle Stevenson

Project brief finalised and initiated

 

1.2        PROJECT PURPOSE

The purpose of this project is to develop and deliver a District wide approach to Community Development, and to review at a strategic level, the prioritisation of projects and local and District community organisation support.

 

1.3        PROJECT OVERVIEW

Purpose

Current project and activity delivery by the Venture Southland Community Development team has a largely geographical basis, and based on the needs and requests of individual communities.

Community Development Planners are working closely with a large number of community groups and stakeholders in their respective communities, and have areas of expertise that have assisted in developing strong local networks.

This project will investigate a more holistic approach to Community Development and identify, in consultation with Venture Southland staff, a prioritisation of community development activity across the District as a whole.

This prioritisation exercise will help develop a more strategic District wide approach to community development in Southland District, and determine the best way in which to support local communities through future community development activity.

 

1.4       PROJECT OBJECTIVES

The objective of this project is to determine a District wide approach to the delivery of community development in the Southland District.

The following outcomes are sought:

·      SDC Officers and Venture Southland Community Development team to identify and develop a draft District – Local Framework for Community Development activity for consideration of council

·      Venture Southland Community Development team to complete a stocktake of existing and planned projects throughout the District.  This will build on the project list already provided to Council as required.

 

 

·      Community development planners to identify priorities for community development in Southland District based on the draft District – Local Framework for Community Development, while ensuring local support is taken into consideration.  This will include discussions around collectively determining help that helps and help that hinders.

·      Venture Southland Community Development team to develop an overarching approach to community development in Southland district that minimises team duplication, identifies any gaps or needs in delivery, and takes a strength and evidence based approach to ensuring local communities have long term sustainable and achievable development

1.2        PROJECT METHODOLOGY

The project will take a strong internal focus around SDC’s community development activity in the wider Southland District.

The community development team will provide a written stocktake of all activities they are involved with in the District, and further afield.  This is a desktop exercise that can be collated by Venture Southland staff and Community Partnership Leader(s)

The Community Partnership Leader(s) will facilitate a series of workshops with community development staff to determine local and District priorities in community development, and a way of working that will create a more strategic approach to community development across the District as a whole.  This will include the type and scale of community development currently being undertaken, and any planned projects.  Workshops will be conducted at external facilities and outside of Venture Southland or SDC workplaces.

This will require a minimum of 2 x 3 hour workshops, and a maximum of 5 x 3 hour workshops being undertaken with all Community Development Planners and Community Partnership Leader(s), and will depend on the outcomes within the first 2 workshops.

 

2.       Project Scope

2.1        IN SCOPE

§ All Venture Southland Community Development projects currently in progress and planned as outlined in the Letter of Expectation 2017/18

§ All Venture Southland Community Development projects currently in progress and planned that are not identified in the Letter of Expectation 2017/18, District and Regional, where community development resource is utilised

 

2.2        OUT OF SCOPE

§ All Venture Southland projects currently in progress or planned that have no involvement with Venture Southland’s Community Development as funded through Southland District Council

 

2.3        ASSUMPTIONS AND CONSTRAINTS

§  That all Venture Southland Community Development projects current and planned are within the Southland District only, unless by Regional agreement

§  That all current and planned projects can be identified

 

2.4        RISKS

§  That some projects or activity currently being undertaken by Community Development Planners are no longer considered a priority.  This may result in the concluding of those projects, and management of expectations within the communities they serve and staff

§  That the vision of the Districts community development requirements differs between Venture Southland and SDC staff.  SDC may conclude that an independent facilitator could be beneficial, however currently view all parties as actively willing to work together towards a similar goal.

§  That this is perceived as a vulnerable or threatening piece of work by Venture Southland and/or Community Development Planners.   SDC will require sensitivity in both delivery and process of this work.

 

3.       Project Tasks, Deliverables and Milestones

PROJECT TIMELINE

 

3.1        TIMEFRAME

September 2017 – February 2018

 

 

3.2        KEY DELIVERABLES

§  Written stocktake of current and planned community development projects within the District and Region

§  A minimum of 2 and maximum of 5 workshops with all community development staff and Community Partnership Leader(s).  To be of 3 hours in duration each

§  A draft strategic plan and framework for the future of community development in Southland District

 

3.3        KEY MILESTONES

Forecast
Due Date

Actual Date

Responsibility

SDC project brief drafted and approved

11 September 2017

 

Michelle Stevenson

SDC project brief input and comment from community development planners

18 September 2017

 

Amy Bird

Update report to Community & Policy Committee

October 2017

 

Michelle Stevenson

Facilitation of 2-5 workshops with all community development planners

November 2017

 

Michelle Stevenson

Draft Strategic Plan for future community development in the District

December/January 2017/18

 

Amy Bird to develop in consultation with Michelle Stevenson

Report to Community & Policy Committee

January/February 2018

 

Michelle Stevenson

 

 

 

 

 

3.4        TASKS

Forecast Due Date

Actual Date

Responsibility

·          Develop draft project brief

6 September 2017

 

Michelle Stevenson

·          Project Brief completed

20 September 2017

 

Michelle Stevenson

·          Workshops completed

November 2017

 

Michelle Stevenson

·          Draft Strategic Plan completed

December/January 2017/18

 

Amy Bird

·          Final report to Council

February 2018

 

Michelle Stevenson

4.       Stakeholder Management

4.1        STAKEHOLDERS

Stakeholder

Nature of Relationship

Nature of Involvement

Venture Southland Community Development staff

Staff

Participants

SDC Community Partnership Leader(s)

Staff

Facilitator and Project Manager

Independent Facilitator

 

If required

5.       Budget

The costs of this project is allocated according to the Letter of Expectation between Venture Southland and Southland District Council 2017/18.

 

There may be additional funds required for venue hire and catering for workshops not to exceed $1500.

 


Community and Policy Committee

27 September 2017

sdclogo

 

Welcome Ambassador Pilot

Record No:        R/17/9/22100

Author:                 Michelle Stevenson, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Executive Summary

1        The purpose of this report is to inform the Community & Policy Committee of a Welcome Ambassador pilot project, as detailed in the Letter of Expectation between Southland District Council and Venture Southland Community Development Priority Projects.  This project will have peripheral connection with the Welcoming Communities Pilot being initiated throughout Southland Region by Immigration NZ.

2        The purpose of the project is to develop and deliver a pilot in Te Anau that has a focus of intentional welcoming. The intent behind this project is to have Welcome Ambassadors which are community volunteers who intentionally connect people in their communities, and who may also encourage and enable opportunities for people to feel included and able to connect.

3        The pilot will be developed and run over the course of the next financial year, and will be close to completion by June 2018.  There may be a requirement for the pilot to extend into the 2018/19 financial year depending on the interest and support still required by the volunteer Welcome Ambassadors at this time.

4        The pilot, as part of the Letter of Expectation will engage the Venture Southland Community Development team to deliver, and has already gained initial interest and support from the local Community Family Worker in Te Anau.  Although facilitated initially through Council, the intention is to have a fully community-led and sustainable project continue in Te Anau and beyond, without further need for Council involvement.

Project Overview

5        Welcome Ambassadors was a project successfully undertaken in North Canterbury 2015/16. Permission has been received from the community involved in Pegasus Town, and Local Authority to trial a similar project here in Southland. 

6        The Pilot will be trialled in Te Anau, where community workers have expressed interest and the geographical isolation and demographic of high tourism and seasonal workers, alongside a growing domestic and international population base makes the area suitable to investigate further.

7        Welcome Ambassadors have the commitment of intentional welcoming.  In rural, geographically isolated communities there can be hidden isolation, often without a conscious choice to be so.  The notion of moving to an idyllic rural location can be more difficult and challenging in reality than people in our communities may realise.  Being a welcoming community can significantly enhance the experience of residents, ratepayers, and visitors to the area.

8        As a District and Region hoping to attract over 10,000 new people to the Region, it is imperative that we have communities ready and willing to receive and welcome new people into their existing lives.


9        The Welcome Ambassador pilot also recognises that many individuals and organisations are already welcoming, and have skills and behaviours relevant to being welcoming that are utilised on a daily basis. Our communities have natural ‘welcoming ambassadors’; they do what they do because of who they are.

10      The success of the pilot in North Canterbury was in the volunteer Welcome Ambassadors being the pillars that held up the tent, rather than the ring master.  They were the backbone of the community, the people who smiled naturally in the supermarket, the friendly hello at the local café; they were friendly and had natural attributes as ‘welcomers’. The North Canterbury pilot gave the Ambassadors ‘permission’ and opportunity to meet and connect at a wider level with other people in the community.

11      In Southland, and more specifically Te Anau as a pilot, these unofficial Welcome Ambassadors already exist.

12      The purpose of this pilot is to enable and facilitate a project that gives these community members the permission to be intentional in the way they welcome people to their communities.  Their role will be to raise awareness of activities and groups already active in the community, and to establish new and creative ways for people to connect into the community.

13      The pilot will involve a small number of public meetings to gauge interest and support in this project, and the establishment of a steering group to move the pilot forward.

 

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Welcome Ambassador Pilot” dated 19 September 2017.

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

27 September 2017

sdclogo

 

Community Leadership Plans Phase Two Update

Record No:        R/17/9/21075

Author:                 Kelly Tagg, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Executive Summary

1        The purpose of this report is to provide a further update on the Community Leadership Plan progress.

2        The objective of this project is to determine the short, medium and long term vision of our communities and identify opportunities for the sustainability and development of the district.

3        Phase one of this project involved consulting with all of Council’s Community Boards and Community Development Area Subcommittee’s (CDAs) via cluster meetings held across the district.

4        Phase two will see engagement with key stakeholders being undertaken through a series of workshops held in Mossburn, Gore, Otautau, Wallacetown and Invercargill.  These workshops will build on phase one of the community leadership planning and draw out common themes and ideas from key stakeholders.

5        Stakeholders will include representatives (regional and local) from a variety of sectors such as health, education, recreation, social service, religious based, service groups, emergency services and central government agencies.

 

Project Update

6        Phase two is the next part of this project and is focused on key community stakeholders.  It will involve four to five workshops being held by the end of November 2017 with key groups such as industry representatives, central government agencies, businesses and individuals in our communities.  Our elected members have also been asked to assist in the identification of key stakeholders across the district following on from the phase one workshops. 

7        It is envisaged that the phase two workshops will follow a similar direction to the elected members’ workshops with participants being advised of the process we are undertaking and being asked the same series of questions in order to gauge what our stakeholders see as the issues and opportunities for the District as a whole.  

8        Phase three will commence by March 2018 and will see us talking to the wider community about common themes identified during phases one and two.  Phase three involves facilitating an opportunity for community leadership and action with partnering from Council and other key stakeholders in a “fete” style engagement. 

9        We have identified the following clusters to undertake key stakeholder workshops.  These workshops will be held in Mossburn, Otautau, Wallacetown, Invercargill and Gore.  The rationale behind a workshop in Gore recognises that several townships in our district identify with both Southland and Gore.


 

Te Anau

 

Waikaia

Milford

 

Balfour

Manapouri

 

Riversdale

Mossburn *

 

Edendale    Gore*

Lumsden

 

Wyndham

Athol

 

Tokanui

Garston

 

Catlins

 

 

 

Tuatapere

 

Dipton

Orepuki

 

Browns

Colac Bay

 

Limehills

Riverton

 

Winton

Thornbury

 

Wallacetown *

Otautau *

 

Woodlands

Ohai

 

Gorge Road

Nightcaps

 

Waianiwa

Drummond

 

 

Monowai

 

 

 

 

 

Invercargill

*  denotes workshop location

10      The workshops to be held in Gore and Invercargill also recognise that our key stakeholders deliver services out of Gore and Invercargill for communities of interest in the Southland District and these stakeholders do not limit service delivery to territorial boundaries and work across a number of Council areas – identified as the Southland region.

11      The dates and locations for the phase two workshops are as follows;

·    Wallacetown cluster, 12 – 2pm on Monday, 6 November 2017

·    Gore cluster, 12 – 2pm, Friday 10 November 2017

·    Mossburn cluster, 12 – 2pm, Monday 13 November 2017

·    Otautau cluster, 12 – 2pm, Tuesday, 14 November 2017

·    Invercargill, 12 – 2pm, Friday 17 November 2017

12      The workshops will be facilitated by Council’s Community Partnership Leaders (CPL’s).  The Venture Southland Community Development Team will also be engaged by the CPL’s to assist in the development and delivery of this project, as identified in the Venture Southland Letter of Expectation – re Community Development Priority Projects.

13      Following the completion of Phase two workshops a summary of the key issues and opportunities identified will be made available to all those who participated so that each group involved is made aware of the feedback from across the District as a whole.  The summary will also be available to Councillors separately.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Community Leadership Plans Phase Two Update” dated 19 September 2017..

Attachments

There are no attachments for this report.   


Community and Policy Committee

27 September 2017

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Southland District Community Facilities Assessment Report

Record No:        R/17/9/21867

Author:                 Simon Moran, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Purpose

1        To inform the Committee that Southland District Community Facilities Report has been completed and highlight the key findings.

Background

2        In November 2016 Venture Southland’s Community Development Team was commissioned by Southland District Council (Council), under the Letter of Expectation, to conduct an assessment of facilities in the Southland District which are available for community use or hire. This assessment sought to inform Council and communities in the Southland District in their planning around community facilities now and into the future.

3        Community use facilities were defined as any facilities that were available for use by members of the community, either free of charge or by hire, on a booking basis. That included government, faith-based and not-for-profit run facilities as well as commercial facilities. Both existing and planned facilities were considered in this research.

4        The evolution of Southland’s communities is mirrored in the types of facilities they use, how they use them, where these facilities are located and how they are managed. The project sought to capture these changes in community facility use, what’s happening now, and what this means for the future.

5        The aim of the Southland District Community Facilities Assessment was to conduct a comprehensive investigation of all community facilities available for community use within the Southland District, including an assessment of current use, future sustainability, and consideration of fit-for-purpose.

6        The first step involved creating a database of all facilities available for community use or hire in the District. This was developed from a previous needs assessment conducted by Venture Southland (Community Facility Provision in Southland - Review and Assessment, 2007) and updated via staff and key community contact knowledge. The database was geospatially mapped and provided to the Council.

7        There are a range of Key Insights and Findings in the report and there is also a section with eleven specific local reports where the data was able to be looked at in more detail.

Consultation

8        Information was gathered over two rounds of consultation, using electronic surveys on SurveyMonkey and one-to-one interviews. The first round of consultation was conducted with facility managers, and the second with facility users. While the general public was not consulted in this research, in the interviews facility managers and users were invited to “put their community hat on” in response to questions about changes in their community and its facility needs.

·    A total of 297 surveys were sent to facility managers, with 183 returned, a response rate of 62%.

·    A total of 191 surveys were sent to facility users, with 100 returned, a response rate of 52%.

·    Interviews with 30 community facility managers and 30 facility users were also conducted.

Some Key Insights

9        This assessment found 330 facilities available for community use or hire across the Southland District (excluding Stewart Island) - including halls, sports centres, schools, churches and commercial facilities. Only three planned facilities were identified, and as these facilities have community use or hire as a secondary use, this does not represent a significant increase to community use capacity District-wide.

10      It is significant that nearly 70% of facilities available for community use or hire in the District are independent from Council (e.g. not-for-profit or commercial).

11      Also of note is the finding that facilities which have community use as secondary to their core business (e.g. pubs, churches etc.) are in the majority and these include some of the most well used facilities in the District. It is likely that these facilities have come to play a larger role in community facility provision as changes in user needs over time favour greater amenity and flexibility, and facilities whose whole purpose is community use (e.g. community halls) have adapted or closed.

12      The largest number of facilities are used by the community between 0-5 hours per week.

13      The most used (in hours of weekly use) facilities tend to have multiple users and provide multi-purpose space; be located in areas of higher population density or central to a wider population catchment; have high fit-for-purpose; and good relationships with facility managers.

14      Only 40% of the facilities surveyed were wheelchair accessible and it is significant that this was identified as a stronger priority by users than facility managers.

15      A number of facilities were identified (30) that are vulnerable to closure due to low use, poor state of repair or reported sustainability concerns. The survival of any vulnerable facilities hinges on the willingness of communities to continue to find ways to increase use, contribute resources to sustain them, and tap into other sources of income.

16      While small rural halls and pools were identified as more vulnerable to closure on the whole, many examples of these facilities continuing to be used, helping maintain community identity, and bringing community members together for social connection and recreation were evident.

17      While a number of vulnerable facilities were identified, there was a reasonably high degree of confidence by facility managers in the future of community facility provision across the District, with a significant number of managers (68 out of 172) picturing their facility as upgraded in ten years’ time. The majority of facility managers expect demand for facilities to remain the same (61%) or to increase (33%) over the next five years.

18      One certainty is that what Southland District residents need from community facilities will continue to evolve. Ongoing efforts to understand these needs is critical to inform future facility provision, and this assessment will contribute to this knowledge.

Next Steps

19      The data that has been gathered for this report will provide information for discussions with communities. It will also link into the strategic planning work that the Council’s property team will be doing.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Southland District Community Facilities Assessment Report” dated 19 September 2017.

 

 

Attachments

a         Southland District Community Facilities Assessment    

 


Community and Policy Committee

27 September 2017

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Community and Policy Committee

27 September 2017

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Southland Open Spaces Priority Setting Report

Record No:        R/17/9/21938

Author:                 Simon Moran, Community Partnership Leader

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Purpose

1        To provide the Committee with the Southland Open Spaces Priority Setting Report for its information.

Background

2        The open space network managed by the Council is characterised by predominately small domains reserves primarily established to meet the needs of local communities. Council administers about 1250 hectares of reserves, including 34 sports fields and 36 playgrounds.

3        Council has over a period of time been reviewing the overarching policy framework for making decisions about its open spaces. In the meantime there has been an increasing trend toward freedom camping which places additional pressures on open spaces and the type of infrastructure/facilities that are needed to support it.

4        The Council’s Property Department is looking at what it needs to do to implement the Open Space Strategy which Council approved in 2014. The Southland Open Spaces Priority Setting report will be used to inform that work.

5        The Open Space Strategy had the following Vision, Objectives and Statement:

 

The ‘Vision’ in Council’s Open Space Strategy 2014 (the Strategy) is:

“A treasured network of open spaces that celebrates and enhances our natural environment and is appreciated and enjoyed by current and future generations.”

 

The Objectives are:

·    “Our natural environment and landscape is treasured and cared for by all; now and into the future

·    Our open spaces encourage and enable a wide range of people to play and enjoy a range of sports

·    Our open spaces are enjoyed and used for a wide range of active and passive recreational activities

·    Our open spaces are places where our communities meet, connect and celebrate

·    Our open spaces reflect and celebrate our history, our people and our local character

·    Our open spaces are safe, inspiring, well designed and welcoming to all

·    Our network of open spaces meet the needs of current and future generations.”

 

In the Strategy Council stated:

“The provision, development and maintenance of public open spaces is a core component of Council’s business. Council also develops Reserve Management Plans that outline the purpose, management and development requirements for parks and reserves. Council and other agencies support activity, such as events and sports occurring in our public open spaces.”

The Report

6        The aim of the Open Space Priority Settings project undertaken by Xyst consultants was to to provide a strategic approach to the management of the open spaces managed by the Council with the focus on ensuring the needs and expectations of residents and visitors are met.

7        The report:

·    Provides a general overview of the domestic and international visitor trends for Southland, particularly regarding spending and guest nights.

·    Identifies the key visitor routes in Southland and the current level of service provided by Council’s open spaces.

·    Suggests that Council should invest in monitoring its open spaces to have accurate data on which to base decisions.

·    Identifies key initiatives and priorities for the development of Southland District’s open spaces.

Key Findings

8        While there have been some notable exceptions, facility development within the open spaces managed by the Council has been modest over the last 30 years despite a sustained period of extraordinary tourism growth.

9        Funding does not appear to have been sufficiently prioritised into the districts open space compared with other similar districts. It is also evident that there is a clear lack of professional design input into the majority of developments and some facility improvement has the appearance of being ad hoc and incremental.

10      The key challenges facing the Council in the management and development of its open space are:

 

·    Providing appropriate community facilities that are fit for purpose and are relevant for the needs of local communities for the future.

·    Determining the best approach to freedom camping for Southland. Freedom camping is likely to continue to be a popular way to experience Southland. There is potential to develop many of the Council’s reserves as freedom camping sites however this would come at considerable on-going cost to ratepayers with uncertain economic benefits.

·    Funding the development, maintenance and renewal of infrastructure to meet the needs of local communities and visitors

·    A freedom camping strategy is needed otherwise the Council is at risk of developing facilities for freedom camping that cannot be sustained or adequately funded. An appropriate strategy would investigate the economic contribution of freedom camping to townships, costs and benefits and potential funding models including options such as a low cost camping pass.

11   Considerable investment in the design and improvement of facilities is required to make Southland’s public spaces attractive.

Next Steps

12   Council will need to consider how it will use the information provided in the Southland Open Spaces Priority Setting Report to meet the Vision and Objectives of its Open Spaces Strategy 2014. Any decision to improve the level of service will require investment which will need to be signalled in the Long Term Plan.

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Southland Open Spaces Priority Setting Report” dated 19 September 2017.

 

 

Attachments

a         Southland Open Spaces Priority Setting Report    

 


Community and Policy Committee

27 September 2017

 
















































Community and Policy Committee

27 September 2017

sdclogo

 

Venture Southland Quarterly Report June 2017

Record No:        R/17/9/21563

Author:                 Hunter Andrews, Communications Manager Venture Southland

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Venture Southland Quarterly Report – Fourth Quarter

1        Report on progress of all activities undertaken by the organisation.

 

Recommendation

That the Community and Policy Committee:

a)         Receives the report titled “Venture Southland Quarterly Report June 2017” dated 19 September 2017.

 

 

Attachments

a         Venture Southland Quarterly Report June 2017    

 


Community and Policy Committee

27 September 2017

 

 

QUARTERLY REPORT

Fourth Quarter 2016/17

This report contains a complete breakdown of Venture Southland’s Business Plan Key Objectives/Performance Measures for 2016/17. Each measure has a commentary and a status provided; green for completed, orange for ongoing and red indicating work is yet to start.

 

Additional information may be provided at the end of each section or as an appendix.   

 

Some highlights contained within this report

 

Provision of international satellite and space services

The earth observation services provided by Venture Southland to its international customers continue to grow and provide a valuable revenue stream. A new contract was signed with Kongsberg Satellite for a new ground station, which will be developed in 2017/18

 

The European Space Agency renewed its arrangement with Venture Southland. This agreement includes the provision for education programmes to Southland schools.

 

Funds allocated to Southland businesses

As the Regional Business Partner, Venture Southland allocated $225,000 of central government funding to over 400 businesses across Southland. The allocated funds are used for training and mentoring, research and development and start up assistance.

 

Venture Southland has been independently ranked number one regional business partner in NZ for delivery of MBIE and Callaghan business improvement and innovation Research and Development programmes.

 

Wood Energy South Initiative

Venture Southland completed the Wood Energy South pilot project with EECA (Energy Efficiency and Conservation Authority) during 2016/17.  This programme promoted the benefits of converting to wood energy and support was provided to organisations switching to waste wood fuel for heat energy.  The major target of this project was to remove 200,000 tonnes of carbon from the atmosphere over the lifetime of the boilers installed.  This is projected to be exceeded based on the installations and commissions over the past three years.

 

Tourism Product Development

 

Venture Southland developed the business plan for the Curio Bay Natural Heritage Centre and supported Motorcycle Mecca on its business plan. The work undertaken was key to securing $500,000 and $550,000 respectively from the Tourism Growth Partnership Fund.

Venture Southland provided support and advice on potential trade commissionable tourism products.  This included Andersons Park, the Southland Museum and Art Gallery for the potential museum upgrade and kakaporium development, Curio Bay Natural Heritage Centre, Around the Mountains Cycle Trail and other cycling and heritage initiatives.

 

 

Attracting and Retaining a skilled Workforce

Venture Southland Identified, with employers, industry groups and Immigration New Zealand (MBIE) initiatives to support migrant attraction and retention

Specific work is currently being undertaken with the dairy sector around pathways to residency. A Survey of dairy farm owners was completed by DairyNZ at the end of 2016 asking about potential impacts of immigration changes on migrant work forces. Venture Southland coordinated a survey of migrants on the same topic to enable a full understanding of potential social and economic impacts of changes to immigration policy. This information was used as the basis of DairyNZ, Federated Farmers and SoRDS submissions as well as Venture Southlands direct interactions with MBIE and Immigration NZ.

Community Development

Venture Southland is continuing to partner with SDC to develop the community planning approach to link in with the Southland Regional Development Strategy.

Projects such as the Volunteers Futures and community facilities research are important in understanding how the community can cope with increasing the population of Southland alongside other issues including labour work issues, internet service and connectivity, tourism and event development and opportunities, provision of services, amenities and facilities etc.


Regional Statistics

Priority Area: Increase in Population – SOURCE: 2013 CENSUS

Population

93,339

+2,463                                                                

Up on 2006 Census

 

 

 

                                                                                      

Projected 30 June 2018

98,400

 

Source: MBIE Regional statistics

 

 

 

 

 

 

 

NZ

Population Over 65

16.1%

+0.4%

 

14.6%      

 

Priority Area: Increase in Regional GDP

 

 

 

 

 

 NZ

GDP Per Capita

$52,497

Year to Mar 2016

-1.8%

 Year to Mar 2016

 

 $54,178

 

 

 

 

 

 

Regional GDP

$5.1 billion YE Mar 2016

-$52 million

On YE Mar 2015

 

 

 

Priority Area: Increase in Number of New Businesses – FOR 2016 - SOURCE: MBIE

 

Business Units

14,022

 

2016

 

 

 

 

New Businesses

39

Down on 2015

 

Priority Area: Increase in Job Opportunities – SOURCE: MBIE Year to March 2017

 

 

 

 

 

NZ

 

Participation Rate

75.7%

+1.2%

 

 70.2%

 

 

 

 

 

 

Unemployment Rate

5%

+0.3%

 

 5.0%

 

 

 

 

 

 

NEET Rate (15 to 24 year olds not in employment, education and training)

13.8%

-0.4%

 

 12.1%

 

Job Seeker Benefit Recipients by TLA – March Quarter 2017- SOURCE: MSD

 

 

Total

 

Dec Quarter Total

 

18-24 age

 

Dec Quarter

18-24 age

Gore District

287

332

 

72

88

 

 

 

 

 

 

 

 

Invercargill City

1,541

1,835

 

310

402

 

 

 

 

 

 

 

 

Southland District

393

430

 

69

83

 

 

 

 

 

 

 

 

 

Priority Area: Increase in Household Income - SOURCE: MBIE

 

 

 

 

 

       NZ Mean Income

Mean Household Income

$84,889

For 2016

+4.9%

Up on 2015

 

$94,587

For 2015

 

 

 

 

 

 

 

NZ Mean Rent

 

Mean Weekly Rent

$236

year to May 2017

 

 

$415

Year to Feb 2017

 

 

 

 

 

 

 

NZ Mean House Value

 

Mean House Value

$233,960

year to Mar 2017

+7.6%

 

$625,363

Year to Mar 2017

 

 

 

 

 

 

 

 

Deprivation Index*

5.0

 2013 Census

 

 

 

NZ: 5.4

2013 Census

 

 

 

 

 

 

 

NZ Internet Access

 

Household Internet Access

73.9%

   2013 Census

 

 

 

76.8%

 2013 Census

 

 

*The New Zealand deprivation is an index of socioeconomic deprivation based on census information. Meshblocks (the smallest geographic area defined by statistics New Zealand) are assigned to deciles, with 1 representing least deprived areas, and 10 representing most deprived areas.

 

Priority Area: Increase in Number Visitor Nights and Occupancy Rate

SOURCE: STATISTICS NZ COMMERCIAL ACCOMODATION MONITOR YEAR END (YE) April 2017

 

 

 

 

Guest Night

Southland Guest Nights RTO

-2.7%

431,501

 

 

 

 

International Guest Nights

11.8%

153,773

 

 

 

 

Domestic Guest Nights

-9.2%

277,731

 

 

 

 

 

 

 

 

 

 

 

 

Fiordland Guest Nights RTO

10.2%

648,590

 

 

 

 

International Guest Nights

17.1%

483,573

 

 

 

 

Domestic Guest Nights

-6%

165,018

 

 

 

 

 

 

 

 

 

 

 

 

Southland RTO Total Spend

5.5%

$385 million YE Jun

 

 

 

 

Fiordland Total Spend

15%

$235 million YE Jun

 

 

 

 

 

 

 

 

 

 

 

 

Overall Southland District Occupancy Rate

12.2% up on YE Apr 2016

40.2%

 

 

 

 

Overall Invercargill Occupancy Rate

-8% down on YE Apr 2016 

38.4%

 

 

 

 

Overall Fiordland Occupancy Rate

11.3% up on YE Apr 2016   

44%

 

 

 

 

Overall Gore District Occupancy rate

6.6% up on YE Apr 2016   

42.2%

 


KEY INITIATIVES

Section 1:    Regional Strategies, Assessments and Advocacy

 

As a regional organisation Venture Southland is able to act in the best interests of the region as a whole, rather than being confined by traditional council boundaries. This is evident when preparing and facilitating strategies, assessments and advocating on the region’s behalf.

 

Key Objectives/Performance Measures

Successfully facilitate the completion of:

 

 

 

Status

Notes

1.1

Southland Cycling Strategy

COMPLETE

 

 

FROM ONGOING

Q3

 

Strategy completed by TRC Tourism consultants and implementation stage underway.  Key element of this is the formation of a Governance Group (draft Terms of Reference developed) and Councils have appointed elected representatives.   Expressions of interest to fill community positions soon underway.  VS continues to provide key coordination and overall support.  Key projects already being implemented e.g. Cycle Fiordland and Gore Cycleway initiative.

1.2

Southland Visitor Strategy

ONGOING

 

 

FROM YET TO START

Q3

Process to develop this key framework has begun in July 2017 and will be completed within 6 months before next peak season.  Significant amount of consultation to be undertaken with various stakeholders and sectors of the tourism industry and external consultancy support will be contracted (RFP is in preparation in collaboration with SoRDS programme managers). 

1.3

Facilitate and deliver the Community Organisation and Volunteer Futures Project

COMPLETE

 

 

FROM ONGOING

Q3

 

Significant piece of research completed with the final project report being submitted to SDC, including a database of approximately 1100 not-for-profit community groups who service the District.  Recommendations and findings are being considered by SDC to guide next steps and future projects. See 10.1.

1.4

Swimming Pool Heating Assessments

COMPLETE

Independent and objective pool heating assessments have been completed for eight identified pools in Southland.  These individual pool committees are now evaluating recommendations and next steps and will continue to be supported one on one.  A generic report providing a summary of the key findings has been developed and is available for all community pool groups. This project overlaps to Section 4, Energy Efficiency & Section 10 Community Development.

1.5

Regional Export Value Research

COMPLETE

FROM ONGOING

Q3

Regional Export Figures refreashed.

1.6

Provision of support and advice towards the development of cycle ways in Gore

 

 

COMPLETE

TRC Tourism have completed an assessment which is now currently being considered by Gore District Council and the local community.  VS has provided a range of support and resource including funding of $20,000 from the CTOS Impetus Fund. Link to 1.1 above.

1.7

Facilitate a stakeholder’s meeting to progress the Southland Museum and Art Gallery (SMAG) redevelopment

ONGOING

Continuing to support and work alongside SMAG, ICC and the Southland Regional Heritage Committee to investigate and progress this project alongside other heritage initiatives.

 

1.8

Support Sport Southland in the creation of a Southland Sport and Recreation Strategy

ONGOING

Sport Southland are looking to soon begin the process to develop this strategy and there has been preliminary discussion with VS.  VS looks forward to providing support in future months and aligning with other projects and initiatives e.g Southland facility research (see 10.3 and 10.6). 

1.9

Southland Perception Study

COMPLETE

 

FROM ONGOING

Q3

 

 

The Perception Study is complete, the full results and infographic have been published.  Stories continue to be promoted on social media.

Support the implementation of the following:

 

 

Status

Notes

1.10

Southland Regional Development Strategy

ONGOING

Venture Southland prepared extensive information that was included in the preparation of the strategy.

 

Venture Southland participated in and serviced the following strategy action teams: Vibrant Urban Centres; Destination Attraction; Tourism; Inclusive Communities; New Industries, Broadband and International Education.

1.11

Southland Regional Labour Market Strategy 2014-2031

ONGOING

 

MOU signed with MBIE outlining collaborative approach forward between MBIE and Venture Southland. Venture Southland and MBIE are currently finalising the Regional Partnership Agreement.

 

Specific areas of action are currently being undertaken including work with MBIE on attraction initiatives, retention of skilled migrants and their spouses and employer education. Further action plans will be developed focusing on local workforce skill development, attraction and retention to the region by the Regional Labour Market Coordinator.

1.12

Southland Digital Strategy

COMPLETE

 

 

FROM ONGOING

Q3

 

 

Digital Survey complete – 214 responses received.  Internet speed test complete and submission made to Rural Broadband Initiative/ Ultra-Fast Broadband/ Mobile Black Spot Fund Crown Fibre process.

Mobile coverage on State Highways and other key routes complete and available online.

Independent expert review of long term options for telecommunications in Southland complete.

Support being provided for Telecommunications providers submissions to Crown Fibre Holdings.

Digital Strategy action plan being implemented.

 

1.13

Southland Regional Heritage Research 2016

COMPLETE

Research has been completed and Venture Southland are currently working alongside the Southland Regional Heritage Committee to finalise the document and assess implementation options. Key projects emerging include regional storage and support for individual rural museums and SMAG. See 1.7.

1.14

Southern NZ Cruise Destination Strategy 2016

COMPLETE

Strategy complete and implementation options currently being assessed considering wider sector happenings - cruise network, key actions and resources. Alignment with wider tourism planning also occurring (see 1.2)

1.15

Catlins Tourism Strategy Review 2016

COMPLETE

Strategy complete and implementation underway alongside Catlins Coast Inc, local Councils, DOC and local tourism industry and community.  VS continues to provide key support and resource including assistance for Catlins Coast Inc to employ Project Coordinator.  Also ensuring alignment with other key projects and tourism happenings such as Curio Bay and tourism infrastructure (see 1.2; 10.8)

1.16

Around the Mountains Cycle Trail Business and Marketing Plan

COMPLETE

 

FROM ONGOING

Q3

 

Continued activity of promotions in coordination with the NZCT (New Zealand Cycle Trail), Tourism New Zealand, ATMCT (Around the Mountains Cycle Trail), trail operators and the Southland District Council.

1.17

Creative New Zealand’s Regional Arts Pilot 2016-17

ONGOING

Creative NZ project commenced with governance group, planned activities and resources attributed. 23/3 Governance board now in place. Staff appointments pending.

1.18

Electricity Authority submitted to on cheaper public network pricing

COMPLETE

Paper submitted to Electricity Authority aimed at promoting equitable transmission pricing and the associated benefits for Southland. The document included coordinated submissions from Southland stakeholders.

1.19

Participate in the Milford Opportunities Project

ONGOING

Awaiting direction from SDC.  Ongoing visitor and visitor flow monitoring is reported every month. Visitor satisfaction social media monitoring has been undertaken.

 

 


Section 2:   Diversification of Southland’s Economy

Venture Southland works to identify opportunities for investment which are complementary with the regional economy and ensure they are promoted to relevant domestic and international markets. Opportunities include silica, oat based health and wellness foods, aquaculture, oil, gas and lignite exploration, tourism and satellite tracking.

 

Venture Southland’s role is to investigate the potential of these opportunities. Some of the projects are ongoing. It is important to have relevant and up to date information available so that when the time is right, an investor will take up the opportunity.

 

Key Objectives/Performance Measures

Successfully facilitate the completion of:

 

 

 

Status

Notes

2.1

Facilitate six investment opportunities

COMPLETED

 

Investment profiles completed: Oats opportunity, Curio Bay Heritage Centre, Singapore Airforce Training Base, Awarua and Lochiel Ground Stations, Earth Advantage, Kakaporium stage 1 complete.  Silica on hold until market strengthens NB link to Tourism Product Development 7.1-3.

2.2

Aerial Magnetic & Radio Surveys completed and data available

to Stakeholders

COMPLETED

2015’16

WORKPLAN

 

ONGOING

INTO 2017/18

 

First portion of survey work completed. Second component is in progress.  The southern Southland area commissioned by ICC, SDC, GDC and ES has been completed ahead of schedule. An RFP is currently being prepared to undertake interpretation of this data.

2.3

Deliver services to 5 international satellite and space

organisations

COMPLETED

2015/16

WORKPLAN

 

 

 

 

ONGOING

INTO

2017/18

 

Ongoing assistance to Planet, European Space Operations Centre, Spire Global and Spaceflight, with new contract signed with Kongsberg Satellite for a new ground station. ESA Arrangement renewed. CNES services agreement being renegotiated. Awarua site power upgrade, security and process review due for completion by the end of July.

2.4

Aquaculture - target water space identified and environmental investigations

commenced

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

Spaces have been identified – awaiting feedback and direction from stakeholders for any further actions. Support provided, as required, to the Bluff Farmed Oyster operations.

2.5

Identify film opportunities for the region

COMPLETE

 

FROM

ONGOING

Q3

 

Working with Film Otago Southland to promote film opportunities for the region. 37 productions have been undertaken over the last year.


Section 3:   Business Service Efficiency and Competitiveness

 

Venture Southland offers business services to Southland businesses, such as business advice referral services, funding support, and facilitating mentoring services. This is to ensure Southland businesses are operating as efficiently as possible and to encourage research and development and innovation.

 

In addition, Venture Southland runs specific business efficiency services such as Lean Manufacturing and Dairy Lean “Farm Tune” and facilitates business innovation programmes such as new product development workshops and digital enablement training.

 

Programmes delivered through business services enables extension of existing businesses and industry.

 

Key Objectives/Performance Measures

Facilitate the Regional Business Partner Programme

 

 

 

Status

Notes

3.1

$200,000 in funding allocated to Southland businesses

COMPLETE

 

FROM ONGOING

Q3

 

$225,000 allocated for the financial year to over 400 businesses across Southland. 2017/18 KPIs and funding allocations currently being negotiated with NZTE.

 

50 Mentor Client Matches

  NOT MET

 

36 matches made– Increase in requests anticipated following interactions with early stage businesses. Increased focus on agri-focused mentor matches. Number of matches not meet due to a smaller than normal mentor pool available for provision of support. Focus on increasing the mentoring pool to be able to cope with increasing demand.

 

Southland has maintained its rating as an ‘A’ mentor agency

 

Complete 140 Client Assessments

COMPLETE

FROM

ONGOING

Q3

205 NZTE registered assessments and actions plans undertaken – on target. Over 400 assessments and start-up advise provided

 

Train 50 mentors

COMPLETED

 

ONGOING

INTO

2017/18

 

Training scheduled for July 2017. 10 mentors currently registered to participate in this programme. These new mentors will add to the current total of 54. A greater focus on Mentor availability required to allow growth in programme.

 


Coordinate and promote business efficiency through Lean Management and Lean Dairy in Southland

 

 

 

Status

Notes

3.2

Deliver Lean Management training to seven businesses

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

The 2017 Lean Management Cluster Programme is currently underway with 3 participating companies following the conclusion in October of the 2016 programme which saw 6 businesses participated in and complete the six month programme.

 

While interest in the 2017 programme has been higher than previous years, many businesses have indicated that they are currently not in a position to commit to the time requirements of the programme due to existing workloads. Most have indicated a desire to participate in the 2018 programme.

 

Additional programmes have been developed to meet the growing demand of smaller businesses. These programmes include a stand-alone Process Improvement Programme and Workplace Management course. These courses continue to be highly subscribed with over 25 businesses anticipated to attend the short course programmes.

 

Deliver Dairy Lean to 12 farms

COMPLETE

 

 

FROM

ONGOING

Q3

The Dairy Lean (“Farm Tune”) programme was delivered by DairyNZ, with the support of Venture Southland to 10 farms across 2 training sites in Southland. Venture Southland provided contracted services to DairyNZ for review of material and delivery of the programme. Feedback to-date has been positive.

 

30 Businesses attend other lean support initiatives including

site-visits, networking and the Southland Lean Forum

COMPLETE

 

 

FROM

ONGOING

Q3

Health checks completed in February, with previous course participants.

 

Planning is currently underway to the next series of site-visits, following the success of the NZAS visit in November, which was attended by over 40 people.

 

A Lean Forum is also planned for mid-year.

 

Development of a report identifying gaps within Invercargill business/industry and tourism and what is needed to fill those gaps

 

 

Status

Notes

3.3

Deliver four Research and Development and innovation

events/programmes

COMPLETE

Four workshops delivered on Design Thinking – with over 40 business attending. Many participants have gone on to undertake one-to-one training and assistance in implementation of Design Thinking, which Venture Southland has supported through the NZTE Capability Voucher Programme.

 

Workshops Delivered:

·    New product development

·    Design thinking

·    Practical application of design thinking tools

·    Integrating product development into day to day business

Planning for the next Innovation series is currently underway.

Section 4:   Energy Efficiency

Venture Southland has a number of projects that aim to promote energy efficiency and alternative fuel sources in Southland. This is one of the ways Venture is promoting business efficiency and competitive advantages.

 

Key Objectives/Performance Measures

 

 

 

Status

Notes

4.1

Switch 0.15 PJ of boiler capacity to waste wood fuel

COMPLETE

 

 

FROM

ONGOING

Q3

 

The initial three year contract is completed, with the major target hit, of over 200,000 tonnes of carbon removed from the atmosphere over the lifetime of the boilers installed as part of the project.

160 project stakeholders were engaged.  30 feasibility studies and 7 in-depth studies were undertaken. A successful symposium was held with over 80 people attending from around the country.

A second contract will commence (July 18 – June 19) to monitor impact of the project.  Quarterly meetings of the Steering Group will continue over this period.

4.2

Facilitate a professional development programme in

partnership with EECA and The Bio Energy Association of New

Zealand

COMPLETE

 

 

FROM

ONGOING

Q3

Two programmes in Wellington and Invercargill facilitated and supporting material produced. 40 people were trained.

4.3

Complete trial of methane recovery on dairy farms

COMPLETE

New Zealand’s first dairy pond methane recovery and generation system has been commissioned and early issues are being worked through. Third party monitoring is ongoing and planning for advocacy and promotion is underway.

 

 


Section 5:   Attracting and Retaining Skilled Workforce

Southland, like other regions, is facing a workforce shortage due to an aging population.  For business to grow, skilled staff are required.  Venture Southland is active in attracting migrants to the region, and also ensuring the skilled workers remain in the region.  Without people, new businesses and new industries can-not develop, and existing industries cannot be extended.

In 2014 Venture Southland commissioned the Southland Region-al Labour Market Assessment from the University of Waikato, to provide insight into the expected labour market conditions in Southland for 2014 to 2031.  The assessment used historical population data to project future labour supply and demand.

 

Overall the report highlighted the need for the Southland region to develop plans to increase its labour supply to meet the projected demand.  Southland is not alone with this challenge, which highlights the importance of implementing a strategy now to minimise the impact in an increasingly competitive market.

 

The Southland Regional Development Strategy has also set a population target of 110,000, an increase of 13,000 from the current population.

 

Venture Southland host MBIE support personal on a monthly basis and also hosts the immigration stakeholder meetings in conjunction with MBIE.

 

Key Objectives/Performance Measures - Successfully facilitate the completion of:

 

 

 

Status

Notes

5.1

Identify with employers, industry groups and Immigration New Zealand (MBIE) initiatives to support migrant attraction and retention

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

Venture Southland and MBIE are working with a range of employers to assist with migrant retention and attraction.

 

Specific work is currently being undertaken with the dairy sector around pathways to residency. A Survey of dairy farm owners was completed by DairyNZ at the end of 2016 asking about potential impacts of immigration changes on migrant work forces. Venture Southland coordinated a survey of migrants on the same topic to enable a full understanding of potential social and economic impacts of changes to immigration policy. This information was used as the basis of DairyNZ, Federated Farmers and SoRDS submissions as well as Venture Southlands direct interactions with MBIE and Immigration NZ.

5.2

Work with Education New Zealand for pathways to employment

ONGOING

Pathways to employment is one of the six strategy goals and work is ongoing through Southern Education Alliance.

 

The strategy aims to assist international students in securing employment in Southland.

5.3

Work with the Relationship Manager at (MBIE) to assist with joint initiatives for migrant retention

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

MOU signed with MBIE to establish joint development of programmes that support migrant retention and attraction.

 

Regional Partnership Agreement is currently being finalised between both parties.

5.4

Deliver 2 management skills workshops, based on regional workforce need where there is a gap in the market

COMPLETE

Delivered digital enablement workshop 2015 and retail workshop 2016.

5.5

Complete and circulate welcome to Southland packages to new employers and other sectors

COMPLETE

Complete and available online.

 

Further update of materials and additional information being undertaken in partnership with MBIE.

5.6

To have 11 youth employment programmes operating in Southland

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

Southland Youth Futures continues to work with employers to develop pathways for youth employment, this includes supporting existing programmes and develop new programmes as required.

 

Dates for employer talks to schools is now completed. Planning underway for site visits and Year 12/employer ‘speed dating’ programme. Direct employment and cadetship programmes also being developed.

5.7

To have trained 30 'youth friendly' employers in the region

ONGOING

9 foundation youth friendly employers established, a further 25 identified or partially through training. Reach of this programme is currently being expanded to meet increased demand on services.

5.8

To have all secondary schools in Southland actively participating in the Southland Youth Futures

COMPLETE

All Southland secondary schools engaged.

 

Delivery is currently underway for 2017 programme.

 


Section 6:   International Education

Key Objectives/Performance Measures

Successfully facilitate the completion of:

 

 

 

Status

Notes

6.1

Review and update the Regional International Education Strategy with Education New Zealand

COMPLETE

Venture Southland in partnership with regional stakeholders and the Southland Regional Development Strategy “Welcome Southland Action” team updated the Southern Regional Educational Education Strategy in November 2016. This review recommended the establishment of the Southern Education Alliance (SEA) and Governance Group for the region.

6.2

Implementation of the Regional International Education Partnership Programme

COMPLETE

 

A three year agreement has been entered into between Education New Zealand (ENZ) and Venture Southland. This is on behalf of the Southern Education Alliance (SEA) and Governance members for the delivery of the Regional Business Programme (RBP), and the appointment of an International Education Manager for the region.

6.3

Establish an International Education Governance Group for Southland

COMPLETE

An Education Governance Group was established in late 2016 through an invitation sent by the Chair of the Welcome Southland Action team. The Governance Group is in operation and Education New Zealand is also a key stakeholder when these meeting are scheduled.

6.4

The appointment of a Southland Education Alliance (SEA) coordinator

COMPLETE

The Southern Education Alliance Governance Group appointed the International Education Manager in December 2016, and the manager has been engaged with schools in the region to promote her role and function as part of the strategy launched in Southland Regional Development November 2016.

6.5

Align regional education opportunities to Education New Zealand’s vision for continued growth of international education

COMPLETE

Venture Southland has been involved in hosting various inbound agents in collaboration with James Hargest High School, Southland Girls High School, Southland Boys High School and Waihopai Primary School and a media group from the Philippines.  

 

Representatives from the Philippines came to Southland hosted by Education New Zealand. This a significant opportunity to expand the education sector into the Philippines through hosting this group in the city. These visits have also led to other potential investment opportunities within the city.

 

 

 


Section 7:   Destination Promotion

Promoting Southland to a variety of audiences is key to ensuring the long term prosperity of the region.  As the Regional Tourism Organisation (RTO) for Southland, Venture Southland, along with Destination Fiordland Inc engages with and maintains relationships with key stakeholders within the Industry. Destination Fiordland is a separate RTO and is charged with marketing Fiordland, receiving operational funding from Venture Southland in addition to funding its members.

Both Venture Southland and Destination Fiordland work with businesses, tourism operators, event organisers and other industries to promote the Southland region and identify opportunities for tourism growth and development.

It has been identified that there is a need to for appropriate infrastructure development which aligns with the tourist expectations. For this to happen, collaboration with Councils and other providers is required.

Key Objectives/Performance Measures - Media Engagement

 

 

Status

Notes

7.1

Generate 52 media pieces with 18 media famils

COMPLETE

 

 

FROM ONGOING

Q3

 

 

158 media pieces year to date (+49 this quarter)

19 media famils year to date (+6 this quarter)

 

Please see Appendix A for a detailed list. Individual articles can be provided on request. NB 158 media pieces achieved when 52 were originally expected is due to extremely high interest in Southland; significant growth in tourism presenting opportunities for Southland (that have not been there previously) and cumulative work and effort in previous years to develop interest in and awareness of Southland by VS.

 

Develop Trade Channels

 

 

 

Status

Notes

7.2

Engage with 105 IBO/wholesale/trade agents through a minimum of four Trade Shows presenting regional profile and product offerings of 60 Southland operators

COMPLETE

 

 

FROM ONGOING

Q3

 

 

25+ engagements (annual total 286)

 

Attended 4 trade shows (7 to date) - these include TRENZ, STA, TNZ Roadshow, RTONZ

 

79 Trade operations represented (16 new, 63 existing)

 

Further Information regarding Trade Channels provided in Appendix B.

 

7.3

Participate in eight International Marketing Alliance activities and develop three trade itineraries/campaigns

COMPLETE

 

 

FROM ONGOING

Q3

 

 

8 International Marketing Alliances (IMA) activities undertaken this year with 2 in the previous quarter.

 

6 trade itineraries prepared and required working alongside Cruise New Zealand, Tourism New Zealand and Tourism Industry Aotearoa post TRENZ.

 

Further Information regarding Trade Channels provided in Appendix B.

 

Additional Notes: - Marketing and Promotional Campaigns

 

 

 

Status

Notes

7.4

18 campaigns facilitated as part of annual programme

COMPLETE

 

FROM ONGOING

Q3

 

 

28 campaigns executed for this year including 9 in this last quarter.

 

Further Information regarding campaigns provided in Appendix C.

7.5

Create tourism marketing packages with a specific focus on the Chinese Market

COMPLETE

 

FROM ONGOING

Q3

 

 

Coordinating with SOUTH and Eastern stream of TRENZ 2017 as well as Tourism NZ.

 

Further Information regarding Trade Channels provided in Appendix B.

 

Additional notes: - Digital Marketing

 

 

 

Status

Notes

7.6

Growth of consumer/trade digital databases (+5%), social media community (+12%) and website traffic (+8%)

COMPLETE

 

FROM ONGOING

Q3



Digital database +273 (+2%).

Social media community +2,537 (+5%).

Website Traffic this quarter (+54% of target) - total year traffic exceeded target (154%)

 

Further Information regarding Digital provided in Appendix D.

7.7

120 operators, 24 destination events, and 24 events articles listed online through Southlandnz.com and Newzealand.com

COMPLETE

 

FROM ONGOING

Q3



Total Operators (408) – 40 new this quarter

Event Listings (136)

NZ.com Listings (253)

 

 

Engagement with Industry

 

 

 

Status

Notes

7.8

Facilitate three regional tourism workshops and engage with 100 tourism operators within the Southland region

COMPLETE

Tourism Workshops held in October.

 

Note: Commenced investigation into further marketing discussion forum and network.

7.9

Participate in nine national tourism activities (including Tourism New Zealand, RTONZ; TIANZ; SOUTH, i-SITE and TEC)

COMPLETE

 

FROM ONGOING

Q3



 

7 national tourism meetings (25 in total to date)

 

Further Information regarding engagement provided in appendix E.

Additional Notes - Product Development

 

 

Status

Notes

7.10

Undertake research to identify gaps for tourism product in Invercargill and Western Southland and research into current Southland visitor characteristics and behaviour

COMPLETED

2015/16

WORKPLAN

 

 

ONGOING

INTO

2017/18

 

 

Integrative framework draft prepared to undertake research and development into current Southland visitor characteristics and behaviour with implementation underway.  Understanding market insights from 7.12 important part of this objective.

7.11

Assist with the development of four new trade ready tourism sector products

COMPLETED

 

 

FROM ONGOING

Q3

 

 

 

 

 

 

·   25 tourism businesses assisted this year with advice, feasibility and concept development - this includes 4 trade products assisted in this last quarter

·   Business case development complete for two Tourism Growth Partnership Fund applications to a total funding value of $1,050,000

·   Support and advice provided to investigate key Council projects becoming trade commissionable tourist products including Andersons Park, SMAG (museum upgrade and kakaporium development – 1.7), Curio Bay Natural Heritage Centre (10.8), Around the Mountains Cycle Trail (1.6) and other cycling and heritage initiatives.

 

7.12

Statistics, Market Insights and Analysis

COMPLETED

 

FROM ONGOING

Q3

 

 

 

 

 

 

 

 

·    Strategic research programme commenced:

·    Litmus test air travel survey with over 600 responses completed in partnership with Sarah Dowie

·    Update of Air Demand Analysis underway with Impact Consulting – Due for completion in August

·    Analysis of movement of visitors through the region, including port of entry and exit underway with Qrious – Due for completion in July/ August

·    Engagement with MarketView commenced to establish analysis tool of tourist and event associated spend within the region

·    Three generic monthly reports completed, uploaded on VS website and distributed via tourism and business newsletters

·    Three individual reports prepared as requested (Inc. Milford Sound Monitoring Report, Geozone analysis, ICC campervan analysis)

 

 


Visitor Information

 

 

Status

Notes

7.13

Undertake review of operations with growth of total sales income by 14% per annum

NOT MET

 

 

Jul – June 2016

Jul – June 2017

% Change

Retail Sales*

$10,395

$11,794

13.5%

 

Commissions

 

$91,198

$85,938

(5.8%)

Advertising Revenue

$24,491

$28,505

16.4%

Ticket Sales  Commissions

$5,495

$5,930

7.9%

Other

$6,229

$7,364

18.2%

Total

$137,808

$139,531

1.3%

 

NB:  Commissionable sales were down on the prior year primarily due to reduced accommodation and activity availability throughout Southern New Zealand, caused by overall growth in visitor numbers to these areas (many businesses running at 100% occupancy over summer months). This particularly affected high value products (such as overnight cruises in Fiordland and accommodation in Queenstown) where availability could only be found at least 4 weeks out as capacity is now being booked earlier.  Replacement activities and accommodation that could be booked tended to be in surrounding towns where the average price was much lower.

 

Advertising revenue was up $4,000 on the prior year.

 

Although the i-SITE didn’t meet the ambitious revenue targets for the 2016-17 financial year, significant improvement was seen with a reduction in expenditure.  Total expenditure (excluding internal overhead charges) dropped from $285,884 to $246,925 (13.6%).  This is largely due to staff costs which dropped by $26,000, following the review of the i-SITE operations, which was completed in January.

*Note this is net of cost of goods sold.

7.14

Development of the Invercargill i-SITE review findings for consideration of the associated visitor information network needs across the region

COMPLETE

Review complete and initial changes implemented. New structure including the business development function commenced.  While in early stages, positive signs with increases in advertising revenue and reduction in overall operating expenditure. 

New structure will ensure wider regional approach alongside new partnerships and initiatives with DOC and MBIE (Immigration NZ) – to be implemented in the next business year.

Also close alignment with proposed SMAG plans regarding museum redevelopment and foyer entrance upgrade.

Successfully facilitate the completion of:

 

 

 

Status

Notes

7.15

Investigate the strategic and operational issues and opportunities for the region associated with combining the Destination Fiordland and Venture Southland Regional Tourism Organisation functions

YET TO

START COMPLETE

 

Project brief developed which defines and scopes the investigation.  Awaiting approval from SDC to proceed further to implementation stage.  

 

Destination Fiordland Update

HIGHLIGHTS:

-      GODZone 2018 Chapter 7 to be held in Fiordland – Te Anau is host town

-      TEC Conference registrations strong – this is the key annual event for Inbound Tour Operators based in NZ and is an excellent opportunity to showcase Fiordland to over 200 industry professionals.

-      Continued increase in numbers of visitors and expenditure in region – shoulder months seeing strong numbers.

-      DF attended TNZ RTO Workshop in Sydney  - meeting with key Australian IBOs

-      DF attended RTONZ – Inbound operator and TNZ training days in Auckland

-      Hosted US Travel Agent in region for 8 nights – Air NZ Winner from TNZ US Roadshow last year

-      Hosted 5 TRENZ delegates on pre TRENZ famil in Fiordland.  Agents from UK, USA, Australia, Germany and Canada

-      Attended TRENZ – 51 appointments over 3 days plus networking functions

-      Represented Southern Lakes at the UK TNZ Frontline STA Agent training in Auckland.

-      Hosted 16 travel agents in Te Anau over 2 nights as part of the TNZ UK Travel Agent Famil – travel agents were from a variety of UK based travel agents – they visited Milford Sound & Glow Worm Caves

-      Hosted 4 x TNZ Senior staff on post TRENZ staff famil in Doubtful Sound overnight

 

MEDIA – Media famils:

-      TNZ Media famil – Material Girl, Germany, Backpacker market, 3 nights (print)

-      TNZ Media famil – Zekkei, Japan, Independent professionals, Active boomers, 2 nights (broadcast TV)

-      TNZ Media famil – Freelance, India, Independent professionals, 1 night (print)

-      DF Media famil - TV3 – The Café, New Zealand, 3 nights (broadcast TV)

-      DF Media famil – Hole in My Bucket, UK, 1 night (broadcast TV documentary)

-      TNZ Media famil – Freelance, Germany, 2 nights (print)

-      TNZ Media famil – The Loop, Canada, Independent professionals, 1 night (print)

-      TNZ Media famil – Freelance, Australia/UK, Independent professionals/Active Boomers, 4 nights (print)

-      Fiordland National Park achieved 39th in TravelBird’s survey of the world’s most instagrammed locations with 570,000 tags - the only location in New Zealand to be featured and beating the Sydney Opera House, Kruger National Park and Stonehenge.  The online travel company ranked the 470 locations based on their number of hashtags aiming to find out which are the most popular with millennial travellers.

-      Google Analytics for www.fiordland.org.nz – for 1 Jan 17 to 30 April 17 – users up 9% sessions up 8%. Figures are a comparison with the same period in the previous year.  33.5% increase in mobile traffic to the website since same period last year.  Increase of 20% traffic from the UK and 10% from USA.

-      Networking function held in conjunction with Qualmark presentation


Section 8:   Conference Attraction

Venture Southland collaborates with local event organisers to promote the Southland region and its facilities as conference destination. To promote the region Venture Southland positions Invercargill specifically as a value based destination, with world class facilities and differentiated propositions (including food, heritage, entertainment and recreation. The wider Southland region is positioned as an accessible incentive destination to complement the facilities found in the major centres of Invercargill, Gore and Te Anau.

For more detail see Appendix G.

 

Key Objectives/Performance Measures

Successfully facilitate the completion of:

 

 

 

Status

Notes

8.1

Prospect 50 conference opportunities, undertaking 12 bids to attract 6 additional conferences

COMPLETE

 

FROM ONGOING

Q3



65 conferences prospected to date, working alongside local conference operators.

 

Conference bid template in development with industry partners

 

Further Information regarding Conference provided in Appendix G.

8.2

Represent the region through 4 events/activities and industry channels

COMPLETE

 

FROM ONGOING

Q3



 

MEETINGS, Convene South, CINZ planner and Meeting NewNZ

8.3

Undertake an investigation of Southland destinations (Te Anau and Gore) as potential conference destinations

COMPLETE

 

FROM ONGOING

Q3



 

Site inspections and recommendations  of conference venues in Te Anau and Gore complete

 


Section 9:   Events

Southland is known for high quality events which add diversity, vibrancy and a sense of well-being to the region’s residents and ratepayers. Venture Southland believes that events are an important aspect of our approach to develop and promote Southland as an attractive place to live, study, work and visit. We run a number of events but support an even larger number of events with a variety of support, resources and expertise.

 

Key Objectives/Performance Measures - Successfully facilitate the completion of:

 

 

Status

Notes

9.1

Facilitate events that generate spectatorship of 40,000 per annum and support other regional events with spectatorship of 40,000 per annum

COMPLETE

 

FROM ONGOING

Q3



Directly facilitated a wider range of events that generated spectatorship of 43,600 this year.

 

Additionally, provided a range of support and resource for other regional events which generated spectatorship of 49,650.

 

 

 

Further Information regarding Events provided in Appendix H.

9.2

Three event impact assessments undertaken to investigate the social and economic benefits

COMPLETE

 

FROM ONGOING

Q3



 

3 reports currently being finalised in consultation with event organising committees. 

 

Will also provide ongoing support to evaluate recommendations and assess future options.

9.3

52 promotional activities undertaken across various media, trade, campaign and digital programmes

COMPLETE

 

FROM ONGOING

Q3



 

Venture Southland undertook 68 promotional activities, exceeding the target of 52.

 

There were approximately 24 events per month being supported via newsletters, website, print collateral and social media.

 

Key partnerships with Tourism New Zealand and Air New Zealand produced a number of joint promotional activities.  Other promotional activities were also undertaken with neighbouring Regional Tourism Organisations (RTOs), international marketing partners, SOUTH alliance, and the Department of Conservation.

9.4

Facilitate two workshops to investigate opportunities to cluster with event organisers and provide event planning advice to other community events

COMPLETE

 

FROM YET TO START

Q3

 

Partnering in events forum alongside Sport Southland

Working with Sport Southland which is the key agency on Healthy Families forum (Events and Alcohol)

 

Scheduled events capability workshop for October 2017

 

9.5

Provide marketing support to 32 events per through marketing initiatives such as website, social media, competitions, design, publishing and sponsorship advice

COMPLETE

 

Ongoing support being provided.

 

Further Information regarding Events provided in Appendix H.

9.6

Investigate the feasibility of two new regional events

COMPLETE

 

FROM ONGOING

Q3

 

A number of possible events being investigated with two in particular progressing to more informed detail stage.

Working on proposals for Air NZ with ILT, Chamber of Commerce and Invercargill Airport and also alongside ICC.

 

9.7

Development of a platform for reviewing and planning coordination of events across the region

COMPLETE

 

Internal build of events website complete. Monthly update of industry event calendar.

9.8

Created a Tourism / Events calendar combining all Invercargill facilities

COMPLETE

 

Calendar live on www.southlandnz.com

9.9

Establishment and/or further development of two events in the Southland region

COMPLETE

 

A number of events supported in the wider Southland region including the World Shearing and Woolhandling World Championships; Heritage Month, Down River Dash.

 


Section 10:   Community Development

Southland is known for its strong and vibrant communities which contribute to a quality of life not found elsewhere. Venture Southland, by way of its funding agreement with Southland District Council is proud to play a part in supporting local communities and Council and maintaining this proud Southland community spirit.

 

The work programme and approach can be split into four sections – community capacity and capability building; community planning, local initiatives, and community funding.

 

Key Objectives/Performance Measures

Community Capacity and Capability Building

 

 

 

Status

Notes

10.1

Facilitate and deliver the Community Organisation and Volunteer Futures Project

COMPLETE

 

The final project report has been submitted and adopted by SDC, including a database of approximately 1100 not-for-profit community groups who service the District, see 1.3.

10.2

In partnership with SDC implement the findings of the Community Organisation and Volunteer Futures Project stocktake and gap analysis by leading two community sector future projects

ONGOING

Discussions have commenced between SDC and the Community Development (CD) team about projects that might come out of this research, and SDC have indicated that a formal meeting request will be made soon to further these discussions.

10.3

Initiate a district-wide Community Facility Stocktake and develop Future Facility Planning Protocols and Guidelines

COMPLETED

 

An interim report for the district wide community facility project was submitted to SDC on 30/6/17.

·     Phase one of the project has been completed (updating a database of community facilities in the District).

·     Phase two of the project has been completed (consultation with facility owners/managers).

·     Phase three of the project is complete (consultation with facility users).

·     Analysis of the data, including the extent to which District facilities are fit-for-purpose for community use is complete. 

 

10.4

Deliver a series of workshops to be held throughout Southland to educate the local community about a relevant issue i.e. Health and Safety for community groups

COMPLETE

Five “Surviving and Thriving as a Community Organisation” workshops have been held in 5 locations, with two more planned for July.

These workshops are delivered in partnership with Southland Community Law every year, and use an interactive format to explore a range of topics including volunteer recruitment and retention, succession planning and good governance practices. Feedback has been very positive and discussions have sparked follow up initiatives such as organising speakers in schools and open days to promote volunteer activities to new migrants. The Invercargill workshop has been so popular that a second one has been scheduled. Attendances:

 

Otautau - 13

Tuatapere - 10

Gore - 24

Winton - 8

Mossburn - 11

Invercargill - 25 registered

Invercargill - 23 registered

 

 

Community Planning

 

 

Status

Notes

10.5

In partnership with SDC assist with the further development of the SDC community planning approach to link in with the implementation of the Southland Regional Development Strategy and the SDC Community and Futures group’s work associated with the Community Futures project

ONGOING COMPLETE

 

Venture Southland is continuing to partner with SDC to develop the community planning approach to link in with the Southland Regional Development Strategy.

 

Projects such as the Volunteers Futures and community facilities research are important in understanding how the community can cope with increasing the population of Southland alongside other issues including labour work issues, internet service and connectivity, tourism and event development and opportunities, provision of services, amenities and facilities etc.

 

Work underway on the welcoming communities initiative regionwide.

10.6

Support SDC to develop and deliver a Stewart Island/Rakiura Community Facilities project – to include an assessment of current facility provision and the future facility provision requirements of public community facilities for Stewart Island/Rakiura

COMPLETE

Final report submitted to SDC on 24 March 2017.

 

 

 

 

10.7

Facilitate individual project planning for identified communities which align with SDC and community priorities

COMPLETE

Project management and coordination was provided to:

·   Around the Mountain Cycle Trail Official Partner Program (Northern Southland)

·   Surviving and Thriving as a Community Organisation governance workshops (6 locations across Southland – in partnership with Southland Community Law)

·   “Gap Filler” workshops in Winton and Invercargill (in partnership with Invercargill City Council) – explore innovative ways of harnessing the creativity of citizens to regenerate and build communities (March 2017 – not included in previous quarterly report)

10.8

Facilitate the implementation of the Curio Bay Tumu Toka Vision, including the Natural Heritage Centre development, camp ground upgrade, DOC and SDC infrastructure upgrades

COMPLETE

Venture Southland’s involvement and facilitation continues with input from business, tourism and community teams:

·   SDC waste water and DOC car park projects complete and Heritage Centre project build underway – VS playing key coordination role with project manager.

·   Assisted with successful preparation of the Tourism Growth Partnership application and business plan which secured $500,000 towards the project (see 7.11)

·   Other funding and financial advice and support provided including accounting for and picking up approved grants.

·   Facilitating the process to contract a consultant to develop the $1m interpretation with the centre (preparation of RFP document.

·   Process to identify an investment partner continues as well as business modelling.

·   Assistance with pest control; penguin habitat expansion planning alongside Yellow Eyed Penguin Trust; DOC and the Trust – including funding advice and support as well as overall planning.

10.9

Support SDC Community Futures approach by providing community organisations with appropriate:

• Project planning advice and coordination

• Project funding advice

• Volunteer training programmes

COMPLETE

Advice and support around projects, advice and governance was provided to groups including

·   Eastern Bush Committee

·   TACI/Te Anau Mountain Biking Group

·   Wynham Museum

·   Southland Bee Society

·   Southland Interagency Forum (transport solutions)

·   Winton Netball Pavilion

·   Otautau Skate Park Committee

·   Winton Ladies Fellowship (formerly Probus)

·   Lumsden Gym/Squash

·   Orawia Fire Brigade

·   Te Anau Community Board (with Community Partnership Leaders)

·   Winton Gap Fillers group follow up from workshop

·   Balfour Rifle Club

·   Ulva Island Wharf, Stewart Island (with Community Partnership Leaders)

·   Stewart Island wharf consultation (with Community Partnership Leaders)

·   Gorge Road Heritage Committee

·   Riverton Arts Centre Charitable Trust

·   Assisting Community Partnership Leaders in community leadership workshops with boards Winton, Lumsden, Stewart Island, Te Anau, Tuatapere, Wyndham, Otautau, Ohai/Nightcaps and Lumsden

·   Five volunteer governance training workshops delivered and two planned (see 10.4).

 

Venture Southland’s collaboration with Community Law was crucial in providing governance support and advice.

 

10.10

Support the delivery and implementation of the findings from the SDC’s Service and Public Facility Provision in Wyndham Project

COMPLETE

·  Research undertaken alongside SDC and key stakeholders.

·  Report prepared and submitted to SDC early July 2016.

·  SDC currently undertaking wider consultation on Council service delivery.

 

Local Initiatives

 

 

Status

Notes

10.11

A minimum of 100 community groups assisted to support and lead their own development and community projects; which align with District priorities and regional and national initiatives

COMPLETE

The team participated or supported initiatives of    

27 groups or networks over the 3 month period (listed below).

 

Assistance included funding applications, funding plans, facilitation and project planning, and administrative support (including funding accountability).

 

·   Cycle Fiordland

·   South Catlins Development Trust

·   Otautau Museum & Heritage Trusts

·   Catlins Coast Inc

·   Riverton CB - Heritage Trail brochures

·   Lumsden Heritage Trust

·   Mossburn Lions (Mossburn kiosk)

·   Brydone Community Hall

·   Southland Heritage & Building Preservation Trust (Kohi Kohi’s Cottage Project)

·   Ohai CDA

·   Otautau Museum and Heritage Trusts

·   Otautau community pool

·   Thornbury Vintage Tractor & Implement Club

·   Otautau Skate Park Committee

·   Fortrose Foreshore Development

·   Woodlands Primary School

·   Tokanui Scout and Brownies

·   Waiau Rugby Club and partners (community mower)

·   Southland Interagency Forum (adminstrative support)

·   Forest Hill Foundation

·   Manapouri Hall

·   Edendale Scouts

·   Ohai CDA

·   Thornbury Vintage Tractor & Implement Club Inc

·   Riverton Community Board

·   Nightcaps CDA

·   WWI Commemorations Committee (Southland)

 

Additional Note - Community Funding

 

 

 

Status

Notes

10.12

A minimum eight funds administered on behalf of SDC/SRHC/John Beange Fund/Sport NZ/Creative Communities NZ/Wyndham Charitable Trust/Stewart Island Rakiura Visitor Levy over two rounds per annam

COMPLETE

 

The majority of these funds are administered through two rounds a year, March and September, with the remainder having one allocation per year. 

 

We are currently receiving applications for the next funding round for most funds.

 

 


Letter of Expectation Priority Projects

Listed below are the priority projects contained in the letters of expectation received by Venture Southland from council stakeholders.

Next to each priority is the reference number or comment or both, indicating where work is being undertaken towards fulfilling the requirements outline in the letters of expectation.

  

Regional Joint Projects:

 

Project

Section/Comment

Supporting the implementation of the regional development strategy as lead by the Mayoral Forum.

1.10

Production of economic data at a regional and territorial local authority level in time for the councils’ planning processes.

Conducted meetings with Council staff several times to discuss and align wherever possible

Development of a platform for reviewing and planning coordination of events across the region (if not completed in the 2015-2016 financial year).

9.7

Visitor experience product and packaging development opportunities progressed with up to four new initiatives advanced to support ‘trade ready commissionable’ product across the region.

7.11

Establishment and/or further development of two events in the Southland region.

9.6

Development of the Aeromagnetic Geological Survey project data for councils, industry and community to access and utilise.

2.2

Support the Southland Regional Heritage Committee to lead the Southland Museum Network Concept Design and Development Project as initiated by the Southland Mayoral Forum.      

1.13

ICC priority re Southland Museum and Art Gallery

Development of the Invercargill i-SITE review findings for the consideration of the associated visitor information network requirements across the region.

7.14

Investigate the strategic and operational issues and opportunities for the region associated with combining the Destination Fiordland and Venture Southland Regional Tourism Organisation functions.

7.15

Maintain an advocacy role to support the resource allocation of the Southland Digital Strategy and associated implementation requirements.

1.12

Participate in the Milford Opportunities Project (subject to the project receiving suitable external resource allocation and the possibility of Venture Southland reallocating internal resource).

1.19

Participate in the Service Delivery Review process for Tourism and Economic Development for all councils as per Section 17A of the Local Government Act 2002.

Currently on hold – ICC, SDC

 


SDC Community Development Specific Projects:

Project

Section/Comment

Implementation of the Around the Mountains Cycle Trail business strategy and associated operational structure review requirements.

1.15

Facilitate community planning opportunities as a result of the follow up to the Community Futures Project research (specifically Ohai and Nightcaps initially).

10.1, 10.2 and 10.9

Report on the Community Organisation Needs Assessment Review findings, produce a community Human Asset Mapping inventory and develop a community organisation resource bank (SDC to develop the project brief).

Upon feedback from SDC this activity has evolved and is covered by 10.1, 10.2, 10.7 and 10.9 

Participate in a review of the level of support that is provided to community groups following completion of the Community Organisation Needs Assessment Review (SDC to develop the project brief).         

See above

Support the delivery and implementation of the findings from the SDC’s Service and Public Facility Provision in Wyndham Project.            

10.10

Lead the project design, development and delivery for an assessment of the future provision requirements for public community facilities for Stewart Island/Rakiura (SDC to develop the project brief).

10.6

Initiate a district-wide Community Facility Stocktake and develop Future Facility Planning Protocols and Guidelines (SDC to develop the project brief).

10.3

Further development of the Community Planning approach to link in with the development of the Regional Development Strategy and the SDC Policy Development work associated with the Community Futures Project. (SDC to develop the project brief).            

10.5 and 10.8

Develop, design and deliver a SDC Community Leadership Programme to support community volunteer development and community organisation capability and capacity building.  (SDC to develop the project brief).

Upon consultation with SDC findings deferred until 2017/18.

 

1.3 will provide scope for this project

 

Invercargill City Council Specific Projects:

Project

Section/Comment

Develop a report that identifies the gaps within Invercargill business / industry and tourism and identifies what is needed to fill the gaps. 

3.3, 7.10 and 7.12

Create tourism marketing packages with a specific focus on the Chinese Market. (It is Council’s intention that these packages will be able to be presented to representatives of our Sister City, Suqian.)

7.5

Create a Tourism / Events calendar combining all Invercargill facilities.  (This will enable events to be strategically placed throughout the year and assist in avoiding clashes).

9.7

Facilitate a stakeholder’s meeting to progress the Southland Museum and Art Gallery Redevelopment project.

1.7


Appendix A:

Media Results (32)

1.     Media result, Life and Leisure, Instagram, Kiwi in the day - April 2017

2.     Media Result - Stuff, Five adventure activities everyone should try in NZ, Shark Diving - April 2017           

3.     Media Result - NZ Herald, Friendly Sea Lion and Kayaker Stewart Island - April 2017

4.     Media Result - Daily Mail Australia, Friendly Sea lion Stewart Island - April 2017                    

5.     Media Result - Thailand, Sanook.com/Matichon/Thaiza Online - NZ most stunning mirror lakes, Mavora Lakes - April 2017

6.     Media Result - Thailand, Sanook.com - NZ most stunning mirror lakes, Mavora Lakes - April 2017  

7.     Media Result - Thailand, Matichon - NZ most stunning mirror lakes, Mavora Lakes - April 2017

8.     Media Result - Thailand, Thaiza Online - NZ most stunning mirror lakes, Mavora Lakes - April 2017

9.     Media Result - Malaysia, New Straits Times, Explore NZ oyster trails - Bluff Oyster - April 2017       

10.  Media Result - Canada, Pax News West.com - Dig This coming to NZ - April 2017      

11.  Media Result - China, National Geographic - The Catlins and Stewart Island - April 2017                   

12.  Media Result - KiaOra Magazine Cover, Bluff Oysters - May 2017                    

13.  Media Result - KiaOra Magazine, BOFF & Southland Festival of Arts Event Listing - May 2017          

14.  Media Result - KiaOra Magazine, Stewart Island - May 2017                 

15.  Media Result - TNZ Media Newsletter, BOFF - May 2017

16.  Media Result - Thrillist Travel - Aurora Australis, Stewart Island - May 2017   

17.  Media Result - DHL NZ Lions Series Guide book 2017 - May 2017                    

18.  Media Result - Tourism NZ Media Newsletter - Invercargill Brewery May 2017                                   

19.  Media result - Online Chinese Visitor Travel Guide to the South Island - www.huanyingsouth.co.nz - 2017/2018 Edition         

20.  Media Result - Gateway South, CHCH Airport magazine, BOFF - Autumn 2017                        

21.  Media Result - NZ Surfing, The Ultimate Waterman, May/June 2017               

22.  Media Result - Stuff, 16 most beautiful trees, The Catlins - Slope point trees - May 2017

23.  Media Result - NZ Travel Magazine, Real Country - Laura Douglas - May 2017                        

24.  Media Result - NZ Travel Magazine - Wildboy Stewart Island - May 2017                     

25.  Media Result - Myway (German Lifestyle Magazine), Aileen Tiedmann, Stewart Island - May 2017 

26.  Media Result - NZ Today, Tapanui and Gore - June 2017           

27.  Media Result - Gateway South, Chch Airport Magazine - Hokonui Fashion and Design Awards - June 2017            

28.  Media Result - Gateway South, CHCH Airport Magazine - Zookeepers - June 2017                

29.  Media Result - Gateway South, CHCH Airport Magazine - Welcome Rock Trails - June 2017

30.  Media Result - NZ Surfing Magazine Facebook Post - You'll always find a wave - June 2017 

31.  Media Result - Philippines, ABS-CBN Lifestyle Curio Bay Petrified Forest - May 2017            

32.  Media Result - Follow the View, Facebook Video Post - June 2017

33.  Media Result - NZ Chinese Herald, Bluff Oysters Season Starts, NZ Delicacy - April 2017

34.  Media Result - Sina Guangdong, Start delicacy safari in NZ's golden Autumn season, make an appointment with Bluff Oysters - March 2017

35.  Media Result - New Zealand’s Land’s End - Bluff Township - April 2017

36.  Media Result - New Zealand's most eye-catching oyster festival to come, are you ready - March 2017

37.  Media Result - Southland Weibo, WeChat (Chinese social media channels), Come! Direct flight from Auckland and Wellington to New Zealand's most eye-catching Oyster and Food Festival! - March 2017

38.  Media Result - Go Kiwi (leading New Zealand Chinese online media), Cruising, Viewing the Fiords, Eating Oysters, here is the ultimate guide to touring the most southern land of New Zealand - May 2017

39.  Media Result - Tourism New Zealand China, Be obsessed with NZ's delicacies, taste the wonderful flavours of Bluff Oysters - April 2017

40.       Media Result - Southland Region Travel Notes - June 2017

41.       Media Result - Southland Weibo, Invercargill New Five Star Standard Apartment Hotel Accommodation——             Lodge by Transport World - June 2017

42.  Media Result - Tourism New Zealand China, Scenic Route - Makes You Completely Fall in Love with south of         New Zealand South Island - May 2017

43.  Media Result - Etrip - Fully Explore South of NZ Southland Island - A Treasury of Knowledge to NZ’s Famous          Hiking Trails - March 2017

44.  Media Result - This May Be New Zealand's Most “Proud” Attractions - May 2017

45.  Media Result - Zhecaishinz (New Zealand Chinese online media), New Zealand's Oysters “Burst into Tears”           When Heard May Was Coming - April 2017

46.  Media Result - Tourism New Zealand China Industry WeChat, the Delicious Oyster Feast and New Zealand's         Beautiful Autumn Are Coming Together! - April 2017

47.  Media Result - Mobile phone Sina.com - New Zealand Travel Practical Information - What's fun, what to see        and eat in NZ most southern city Invercargill - June 2017

48.  Media Result - Southland Weibo, WeChat, 2017.5.20 New Zealand Bluff Oyster and Food Festival Notice -            May 2017

49. Media Result - Skykiwi Shopping Guide (New Zealand Chinese online consumer guide), Your Bluff Oysters            Festival Pre-event Guide! How to have fun in New Zealand's 'most oyster town' - March 2017

 

Media Famils (6)

1.         Media Famil - IMP File German Media - April 2017

2.         Media Famil - Australian Freelance Journalist - April 2017

3.         Media Famil - Destinations Magazine - May 2017

4.         Media Famil - The UK Guardian - May 2017

5.          Media Famil - IMP File Japan Media - June 2017

6.          Media Famil - Autocar - June 2017

 

Media Famils Pending (6)

1.     North and South - June/July 2017

2.     NZ Herald - July 2017

3.     Fairfax Media - July 2017

4.     Simply You - July 2017

5.     Tourism New Zealand PR/Media Team Famil - July/August 2017

6.     AM Show - August 2017

 

 


Appendix B:

Trade Channels

1.     3 - 7 April 2017: RTONZ IBO appointments (Auck)

2.     24 April: TNZ Germany and Switzerland Southland Famil

3.     27 - 28 April: STA Youth Travel IMA promotion (Auck)

4.     28 April: Destination Clutha

5.     2 - 5 May: ID Tours Southland Famil (Cruise sector)

6.     5th May: Qyer (China) Southland Famil

7.     6th May: Fantasy Tours (Taiwan) Southland Famil

8.     9th - 12th May: TRENZ (Auck)

9.     14th May: TNZ Trade Southland Famil (Singapore, Australia, UK)

10.  19th May: Air NZ Southland Famil

11.  24th May: Southland Cruise (Environment Southland and SIPA)

12.  29th May: BookMe Meet

13.  18th - 24th June: TNZ All Stars Roadshow (BNE, SYD, MEL, PER)

 

 Pending:

1.     IMA (Waitaki)

2.     Kiwilink China

3.     Kia Ora South

 

Appendix C:

Marketing and Promotion Campaigns

1.     On Your Doorstep (Local)

2.     Bluff Oyster and Food Festival & Air NZ (National)

3.     NZ Life and Leisure

4.     SSR Brochure and Web redevelopment

5.     Tourist Times (International Touring)

6.     ATMCT Brochure / Map

7.     Surf NZ

8.     SIT2LEARN distant learners

9.     Internal Google Adwords and SEO management

 

Marketing and Promotional Campaigns Pending:

1.     Huan Ying (NZ Chinese Magazine)

2.     NZ Memories (Special Interest)

3.     Capitol

4.     The Life

5.     AA On your Bike  (Domestic Special Interest)

6.     AA Road Trips (Domestic Touring)

7.     Go Travel Magazine

8.     Seasonal Facebook campaign


Appendix D: - Digital Marketing

 Channel

Current Total Likes/ Followers/ Subscribers - As at 30/6/2017

Total Followers/ Subscribers 

as at June 30 2016

Total Reach July 1 2015 - June 30 2016

Total New Followers/

Subscribers

Apr 1 2017 - Jun 30 2017 (This Quarter)

Total Reach

Apr 1 2017 - Jun 31 2017 (This Quarter)

Total Reach July 1 2016 - June 30 2017

Total

79,407

60,378

N/A

2,801

N/A

N/A

Newsletter Databases

14,378

9,218

N/A

273

N/A

N/A

Facebook Southland NZ

34,535

33,359

5,377,565

275

442,927

1,616,925

Instagram Southland NZ

23,438

12,926

N/A

2,042

107,855

N/A (Analytics only accessible from Oct 2016)

Twitter Southland NZ

3,529

3,177

60,611

90

13,803

97,142

Facebook Invercargill i-Site

3,527

1,698

144,151

130

118,792

685,887

 Channel: southlandnz.com

Data sourced from Google Analytics

Sessions

Users

Pageviews

Year: July 1 2015 - June 30 2016

47,804

38,471

115,727

Quarter 1: July 1 2016 - Sep 30 2016

10,426

8,588

25,288

Quarter 2: Oct 1 2016 - Dec 31 2016

18,641

15,713

48,854

Quarter 3: Jan 1 2017 - Mar 31 2017

22,925

17,838

72,506

Quarter 4: April 1 2017 - June 30 2017

27,710

20,758

68,164

Year: July 1 2016 - June 30 2017

Annual Target

79,702 (+67%)

51,628 (+8%)

62,897

214,812

Appendix F:

Engagement with Community/Industry

1.     7th April - i-SITE Lower South Island

2.     10th April - Invercargill Woman’s Circle

3.     12th April - Southern Scenic Route

4.     20th April - Smokefree Invercargill

5.     20th April - VIN i-SITE Board Meeting (Well)

6.     26th April - Destination Queenstown

7.     27th April - Southland Events Forum

8.     27th April - Westpac Southland Business Excellence Awards

9.     3rd May - Starting a Tourism Business Workshop

10.  8th May - Invercargill Brand Workshop

11.  10th May - DOC meeting (Well)

12.  11th May - TNZ meeting with Stephen England-Hall (Auck)

13.  18th May - Winton Opportunities meeting

14.  19th May - Air NZ meeting

15.  25th May - RTONZ Strategic Positioning (Well)

16.  29th May - Tourism New Zealand Southern Strategic Update (Qtn)

17.  9th June - Rangatahi Tumeke launch

18.  14th June - Conferencing Assessment (Gore)

19.  20th June - Catlins Coast

20.  29th June - MFAT

 

Appendix G:

Conferences & Prospects:

1.     NZ Dairy Awards – May 2018 (confirmed)

2.     The Fun Family Expo – May 2017 (confirmed)

3.     Southern Rural Fire Dinner – June 2017 (confirmed)

4.     LandSar National Conference – June 2018 ( re bidding for 2020)

5.     Pipe Bands Association – March 2019 (presenting in March at the Nelson event)

6.     Fonterra Regional Shareholders – May 2017 (still pending)

7.     Dan Davin (NZ Short Story) – September 2017 (confirmed)

8.     Young Farmer of the year - July 2018 (Confirmed)

9.     NZ Electricians Conference – October 2017 (prospect)

10.  NZ Airports Regional Conference – 2020 (prospect)

11.  NZ Farm Environment Trust May 2017 (confirmed)

12.  APICULTURE National Conference 2018 or 2020 (re bidding for 2020)

13.  Top 10 Holiday Park Conference 2019 (meeting in Feb)

14.  Motor Home Association Conference 2018 (meeting Southland representatives)

15.  International Cities, Town Centres and Communities 2019  (working on funding avenues)

16.  LGNZ 2018 Bid (re bidding for 2020)

17.  2WALK&CYCLE Conference July 2018 (Bidding)

18.  NZ Veterinary Association Conference June 2019 (Bidding)

19.  Soltius Conference February 2019 (Bidding)

20.  Lawlink Conference - April 2018 (Bidding)

21.  Con-Sol (PCO) Conference April 2018 (Prospect)

22.  Investblue (International PCO) potential Conference group 2019 (Prospect)

  23.  Industry Management Systems Ltd - Conference March 2018 (Bidding)

24.  United Fire Brigade Association - Future conference in Invercargill (Prospect)

25.  Retirement Villages Association - Conference June 2020 (Bidding)

26.  Cluedup (PCO) Potential farming groups conferences  (Prospect)

27.  NZ Chefs Conference - July 2018 (Prospect)