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

 

Date:

Time:

Meeting Room:

Venue:

Wednesday, 9 May 2018

1pm

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

09 May 2018

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                4

2             Leave of absence                                                                                                                                                4

3             Conflict of Interest                                                                                                                                             4

4             Public Forum                                                                                                                                                         4

5             Extraordinary/Urgent Items                                                                                                                        4

6             Confirmation of Minutes                                                                                                                               4

Reports for Resolution

7.1         Sport NZ Rural Travel Fund Financial Report and Application Summaries - March 2018                                                                                                                                                                                    13

7.2         District Heritage Fund Financial Report and Application Summary - March 2018   17

7.3         Community Initiatives Fund Financial Report and Application Summary - March 2018                                                                                                                                                                                    21

Reports for Recommendation

8.1         Corporate Performance Framework Project Update                                                                 31

8.2         Community Futures - Research and Analysis Work Programme                                        67

Reports

9.1         Creative NZ Communities Funding Scheme Financial Report and Summary of Grants Awarded                                                                                                                                                                77

9.2         Financial and Reserves Contribution Fund Financial Report to 31 March 2018        81

9.3         Venture Southland Second Quarterly Report 2017/18                                                             83


 

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, 08 February 2018


 

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 Thursday, 8 February 2018 at 1pm.

 

present

 

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

 

 

IN ATTENDANCE

 

Group Manager, Community and Futures (Rex Capil), Group Manager Environmental Services (Bruce Halligan), Group Manager, Services and Assets (Ian Marshal), Communications Manager (Louise Pagan) and Committee Advisor (Alyson Hamilton).

 

 


1             Apologies

 

Moved Cr Frazer, seconded Cr Ford  and resolved:

That the Community and Policy Committee accept the apology for non-attendance from Councillor Perham.

 

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 Duffy, seconded Cr Kremer  and resolved:

That the minutes of Community and Policy Committee meeting held on 15 November 2017 be confirmed as a true and correct record.

 

Reports for Resolution

 

 

7.1

Priorities for Tourism Infrastructure Applications

Record No: R/18/1/1886

 

Community Partnerships Leader (Simon Moran) was in attendance for this item.

 

Mr Moran advised the purpose of the report is to seek the views of the Committee on the project priorities for possible Tourism Infrastructure Fund applications.

 

Mr Moran advised potential projects that have been identified by staff include:

 

§  Te Anau Wastewater project

§  Southern Scenic Route Infrastructure, which involves linking a new toilet at the top end of town in Te Anau, and an upgrade to the toilets and surrounds at both Clifden Bridge and Monkey Island and an upgrade to the toilet infrastructure at Waikawa.

 

The Meeting noted Golden Wharf, Ulva Island Wharf and the Main Wharf extension have been withdrawn from the project list.

 

Following discussion the Members noted and recognised the impact that visitor demand is having on the local infrastructure in areas with low rating bases.

 

 

Resolution

Moved Mayor Tong, seconded Cr Harpur  recommendations a and b with a new c and d as indicated (with underline) and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Priorities for Tourism Infrastructure Applications” dated 29 January 2018.

 

b)           Determines if it agrees with that the stated projects are the priorities for the District and whether there is a preferred hierarchy for the projects to assist in providing guidance to staff in resourcing possible Tourism Infrastructure Fund applications for the next round.

 

c)            Acknowledges that the Golden Bay wharf, Ulva Island wharf and the main wharf extension are no longer being considered for inclusion in this Tourism Infrastructure Application.

 

d)           Recognises the impact that visitor demand is having on local infrastructure and endorses the Tourism Infrastructure Fund applications for Te Anau Wastewater and the four open spaces projects located in Waikawa, Monkey Island, Clifden Bridge and Te Anau Township.

 

 

Reports

 

8.1

Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017

Record No: R/18/1/303

 

Group Manager, Community and Futures (Rex Capil) was in attendance for this item.

 

Mr Capil advised the purpose of this report is to provide the Community and Policy Committee with an update to the Community Futures 2040 work being undertaken and to present the Shaping Community Futures Draft Compendium Report December 2017 produced by Berl.

 

BERL Senior Economist (Hillmare Schulze) gave a presentation on the purpose of the report that BERL was commissioned to undertake to assist Southland District Council to develop its 2021 Long Term Plan.

Ms Schultz advised the research is based on the principle that the Council can either passively accept the future that fate will provide for communities, or work strategically to shape the future it wants to achieve.

 

 

Resolution

Moved Cr Ford, seconded Cr Paterson  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017” dated 26 January 2018.

 

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 report titled “Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017” dated 26 January 2018.

 

e)            Considers the results of “Project 1 – Where are we now?” work completed and provides any insights and direction to BERL who will undertake the “Project 2 – Where are we heading?” piece of work commissioned by Council.

 

 

8.2

Milford Opportunities Project Update

Record No: R/18/1/1171

 

Community Partnerships Leader,(Simon Moran) was in attendance for this item.

 

Mr Moran advised the purpose of the report is to update the Community and Policy Committee on progress with the Milford Opportunities project.

 

 

Resolution

Moved Mayor Tong, seconded Cr Macpherson  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Milford Opportunities Project Update” dated 29 January 2018.

 

 

8.3

Community Governance Project Update and Summary from Community Conversations

Record No: R/18/1/876

 

Governance and Democracy Manager (Clare Sullivan) was in attendance for this item.

Ms Sullivan advised the purpose of the report is to provide the Community and Policy Committee with an update on the Community Governance Project and a summary of the community conversations held in late 2017.

Ms Sullivan informed the Community Governance Project was initiated by Council over two years ago to focus on developing the community governance and representation framework to work more effectively and efficiently for Council and the Southland district.

 

 

 

Resolution

Moved Cr Kremer, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Community Governance Project Update and Summary from Community Conversations” dated 17 January 2018.

 

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 Community Governance project and approach taken to inform and assist in the development of the Representation Review.

 

e)            Endorses the timeline and key project milestones identified to complete the Representation Review process for the period February to August 2018.

 

 

8.4

Community Leadership Plan update

Record No: R/18/1/1388

 

Community Partnerships Leader (Kelly Tagg) was in attendance for this item.

 

Mrs Tagg advised the purpose of the report is to advise the Committee that Council’s Community Partnership Leaders are continuing to work through the community leadership planning process with the communities and key stakeholders

 

 

Resolution

Moved Cr Baird, seconded Cr Macpherson  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Community Leadership Plan update” dated 26 January 2018.

8.5

Southland District Council - Venture Southland Community Development Workshop Update

Record No: R/17/12/29539

 

Community Partnerships Leader (Michelle Stevenson) was in attendance for this item.

 

Ms Stevenson advised the purpose of this report is to inform the Community and Policy Committee on the status of the Southland District Council community development strategic approach workshops.

 

 

Resolution

Moved Cr Dillon, seconded Mayor Tong  and resolved:

That the Community and Policy Committee:

a)        Receives the report titled “Southland District Council - Venture Southland Community Development Workshop Update” dated 26 January 2018.

 

 

8.6

Welcome Ambassador Project - Update

Record No: R/17/12/29542

 

Community Partnerships Leader (Michelle Stevenson) was in attendance for this item.

 

Ms Stevenson advised the purpose of this report is to update the Community and Policy Committee on the progress of the Welcome Ambassador Pilot being initiated in Te Anau.

 

Ms Stevenson explained the purpose of this project is to develop and deliver a pilot in Te Anau that has a focus of international welcoming, where being a welcoming community can significantly enhance the experience of residents, ratepayers and visitors to the area.

 

 

Resolution

Moved Cr Kremer, seconded Cr Duffy  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Welcome Ambassador Project - Update” dated 26 January 2018.

 

 

8.7

Community Organisation and Volunteer Sector Shared Services Pilots - Geographical and Interest Based Projects

Record No: R/17/12/32908

 

Community Partnerships Leader (Michelle Stevenson) was in attendance for this item.

 

Ms Stevenson advised the purpose of this report is to update the Community and Policy Committee on two pilot projects being undertaken as part of the Letter of Expectation between Southland District Council and Venture Southland.

 

Ms Stevenson explained the pilot projects are following on from work undertaken in the 2016/2017 Letter of Expectation around Community Organisation and Volunteer Sector Research, and will have a focus of investigating shared services and shared service delivery.

 

 

Resolution

Moved Cr Ford, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Community Organisation and Volunteer Sector Shared Services Pilots - Geographical and Interest Based Projects” dated 25 January 2018.

 

 

8.8

Southern Field Days at Waimumu

Record No: R/18/1/1169

 

Communications Manager (Louise Pagan) was in attendance for this item.

 

Mrs Pagan advised the purpose of the report is to advise Council will once again be an exhibitor at the Southern Field Days at Waimumu from 14 February 2018 to 16 February 2018.

Mrs Pagan informed Council has retained the site near the first entrance on the Gore side of the grounds and will have the Book Bus on site.

 

 

Resolution

Moved Cr Paterson, seconded Cr Duffy  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Southern Field Days at Waimumu” dated 26 January 2018.

 

 

8.9

Minutes of the Ohai Railway Fund Subcommittee Meeting dated 26 May 2017

Record No: R/17/11/27366

 

 

 

Resolution

Moved Cr Harpur, seconded Cr Paterson  and resolved:

That the Community and Policy Committee:

a)            That the Community and Policy Committee receives the minutes of the Ohai Railway Fund Subcommittee meeting held 26 May 2017 as information.

 


 

Public Excluded

 

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

Resolution

Moved Cr Ford, seconded Cr Dillon  and resolved:

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

C9.1   Stewart Island Community Planning Project - 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

Stewart Island Community Planning Project - Update

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

 

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 Group Manager, Community and Futures, Governance and Democracy Manager, Communications Manager, Committee Advisor and Community Partnership Leader, be permitted to remain at this meeting, after the public has been excluded, because of their knowledge of the item C9.1 Stewart Island Community Planning Project - 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 2.20pm.

 

 

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 3.16pm.                      CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Community and Policy Committee HELD ON THURSDAY, 8 FEBRUARY 2018.

 

 

 

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

 

 

 

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

 


Community and Policy Committee

9 May 2018

 

Sport NZ Rural Travel Fund Financial Report and Application Summaries - March 2018

Record No:             R/18/4/9537

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Sport NZ Rural Travel Fund financial report and summary of applications received in the funding round closing 31 March 2018.

1        Recommendations provided as per the funding formula based on the number of kilometres travelled, for review and approval.

Purpose

2        The Sport NZ Rural Travel fund is to assist with transport costs associated with participating in regular local competitions.  Sports clubs and school based clubs with young people aged between 5 – 19 years are eligible to apply.

3        $13,000 available for distribution per annum.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Sport NZ Rural Travel Fund Financial Report and Application Summaries - March 2018” dated 2 May 2018.

 

b)           Approve the allocation of funds for the Sport NZ Rural Travel Fund as per the attached schedule including any amendments made during the review.

 

Attachments

a             Sport NZ Rural Travel Fund Financial Report and Application Summary - March 2018    

 


Community and Policy Committee

09 May 2018

 


 


 


Community and Policy Committee

9 May 2018

 

District Heritage Fund Financial Report and Application Summary - March 2018

Record No:             R/18/4/9540

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

District Heritage Fund financial report and application summary.

1        Recommendations provided for review and approval.

Purpose

2        The Southland District Council Heritage Fund is to support the conservation of heritage collections and encourage the development and application of professional museum standards to heritage collections.  The Fund is available to assist with the day-to-day running of local museums, heritage centres or similar type organisations within the Southland District Council boundaries.

3        $60,000 available for distribution per annum.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “District Heritage Fund Financial Report and Application Summary - March 2018” dated 2 May 2018.

 

b)           Approve the allocation of funds for the District Heritage Fund as per the attached schedule including any amendments made during the review.

 

Attachments

a             District Heritage Fund Financial Report and Application Summary - March 2018    

 


Community and Policy Committee

09 May 2018

 


 


Community and Policy Committee

9 May 2018

 

Community Initiatives Fund Financial Report and Application Summary - March 2018

Record No:             R/18/4/9597

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Community Initiatives Fund financial report and summary of applications received in the funding round closing 31 March 2018

1        Grant recommendations provided for review and approval.

 

Purpose of the Community Initiatives Fund

2        The Southland District Council Community Initiatives Fund is available for the development of community facilities and amenities including: community centres / halls, War Memorials, local reserves and picnic areas, walkways and tracks, sports fields, swimming pools and changing room facilities.  Sport and recreational opportunities.  Community programmes, activities or events.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Community Initiatives Fund Financial Report and Application Summary - March 2018” dated 3 May 2018.

 

b)           Approve the allocation of funds for the Community Initiatives Fund as per the attached schedule including any amendments made during the review.

 

Attachments

a             Community Initiatives Fund Financial Report and Application Summary - March 2018    

 


Community and Policy Committee

09 May 2018

 


 


 


 


 


 


 


 


 

 


Community and Policy Committee

9 May 2018

 

Corporate Performance Framework Project Update

Record No:             R/18/2/4367

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

Introduction

1        The development of the Corporate Performance Framework (CPF) project was identified in 2017-2018 as a key strategic project.

2        The Committee, at its 5 April 2017 meeting, resolved that it:

(a)  Receives the report titled “Corporate Performance Framework Project” dated 27 March 2017.

(b)  Endorses the Southland District Council Corporate Performance Framework Discussion Document – March 2017.

(c)  Supports the further development required to progress the implementation of the new Framework in 2017 – 2018.

3        As a result of this Structured Conversations Ltd (Alicia McKay) was engaged in May 2017 to undertake the development of and delivery for the Corporate Performance Framework project.

 

Process to date

4        Structured Conversations Ltd representative Alicia McKay facilitated the process and project development – summarised on page 5 of the CPF draft document attached. This involved workshops and input from elected representatives, executive leadership team members and activity managers.

5        A CPF Findings Report was produced in August 2017, a Long Term Plan KPI and Benefits Mapping Workshop Outputs Report was produced in September 2017 and preliminary draft CPF documents were produced in October and November 2017 for review by the GM Community and Futures.

6        Structured Conversations Ltd produced the final draft CPF document, Interim Performance Report draft template and Team Business Plan draft template in December 2017. These drafts have been reviewed and revised by the executive leadership team at its meeting on 12 February 2018.

 

Points for consideration

7        The CPF project has been developed on the that ‘less is more’ and is an attempt to streamline planning and reporting functions while at the same time not compromising Council’s legislative and audit responsibilities.

8        It has also been developed with the idea of being ‘user friendly’ for staff, minimising duplication of effort and attempting to develop a ‘one source of truth’ approach and a process whereby one input can be derived for use with multiple audiences and processes.

9        The CPF is taking a new approach – based on a benefits led approach.  This is highlighted and described on page 4 of the CPF document.

10      A key success factor is ensuring elected representatives and staff understand these principles and acknowledge the rationale for such. This requires an understanding and an acceptance that planning and subsequent reporting of your performance against the plan is good business practice. 

11      It is intended that the CPF will be implemented from 1 July 2018. As part of the CPF, Council will deliver on its legislative requirements – including the LTP, Annual Plan, Annual Report and Activity Management Plans.

12      Council will not be producing a Corporate Performance Report or the Corporate Performance Variance Report. These will be replaced by the Interim Performance Report (IPR) which will be produced three times a year – for the four month periods of July-October, November-February and March-June. The IPR should also align with the re-forecasting process currently implemented for these same time periods.

13      The IPR will be designed based on the current grouping of activities as described in the LTP – being:

Community Services

Regulatory Services

Emergency Management

District Leadership

Roads and Footpaths

Solid Waste

Stormwater

Wastewater

Water Supply.

14      A change in the process will require the activity manager to report by exception and provide meaningful explanation of the level of performance as compared with that planned. This will include reporting in person at the Finance and Audit Committee meeting. This allows the opportunity to foster discussion and dialogue between elected representatives and staff. This aims to assist in building relationships across the organisation.

15      Another change in process will be the requirement for teams to develop and deliver on Team Business Plans (TBP). These will primarily support the management and delivery of targets/milestones that support the effective delivery of internal and external KPIs agreed for the respective teams.

16      The TBP are the responsibility of the Group Manager/ELT member and team leaders to develop using the TBP template that has been produced to ensure consistency and standardisation.

17      The accountability for the preparation, delivery, monitoring, reporting, review and evaluation of the TBP rests with those responsible for the teams – Group Manager/ELT member and team leader. It is an expectation that a TBP will be produced for the following Teams:

Finance

Resource Management

Building Solutions

Environmental Health

Transport

Water and Waste

Property

Community Engineers

People and Capability

Executive Support

Community Partnership

Communication and Engagement

Strategy and Policy

Governance and Democracy

Knowledge Management

Customer Support

Library

Business Solutions

ICT

18      The TBP targets/milestones agreed to that support the effective delivery of internal and external KPIs can then be incorporated into staff performance objectives to support the delivery of the overall organisation’s work programme.

19      This mirrors the process currently operating whereby the CEO and individual ELT members agree annual performance standards/objectives and then the individual ELT member agrees with the respective team leader to assist in establishing annual performance standards/objectives based on this approach.

20      This creates a cascade effect with the sum of the objectives set supporting the bottom line principle to achieve the vision and community outcomes for Council.

21      This assists in supporting all staff in developing a clear understanding of how their role supports the ‘thread’ back to the overall Council vision. This assists in creating a sense of purpose and understanding of ‘why we do what we do and who we do it for’.

22      To ensure understanding and ‘buy in’ it is important the respective Group Manager/ELT member leads the TBP development process alongside the relevant team leader.

23      In essence this good business practice should also assist when making prioritisation decisions with regards resource requirements and resource allocation. This allocation should reflect the TBP and associated team work programme as identified in the TBP.

24      Also identified through this process and the development of the draft LTP 2018-2028 has been the need to ensure the validity of the data reported on for the LTP and associated KPIs.

25      An internal staff team is currently undertaking a project to establish data requirements for the draft LTP 2018-2028 KPIs that will provide accurate ‘real time’ data for the activity manager/team leader/Group Manager and Council.  This will also be used to inform and populate the IPR. The exception based reporting methods for the IPR relating to the KPIs will assist the elected representatives and staff to monitor and review the corporate performance of the organisation.

 

Next steps

26      This report is presented to the Community and Policy Committee to provide an update of the project, to receive the report and assist in moving to the next steps in the process.

27      Council staff are aware of the need for a well-constructed internal staff communications and engagement approach and to implement the delivery of this project alongside the relevant and appropriate staff.

28      An initial workshop with team leaders has been conducted which involved covering off the project overview, the requirements in delivering the next steps, a focus being on the key messages of the Why?, and the need for staff to engage and understand the responsibilities associated with delivering on the TBP and the IPR going forward.

29      Further staff workshops related specifically to the IPR and the TBP are to be held to assist staff in the preparation for a 1 July 2018 implementation of the CPF.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Corporate Performance Framework Project Update” dated 2 May 2018.

 

Attachments

a             Corporate Performance Framework - Draft January 2018    

 


Community and Policy Committee

09 May 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


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09 May 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Community and Policy Committee

9 May 2018

 

Community Futures - Research and Analysis Work Programme

Record No:             R/18/2/4484

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of this report is to provide an update and outline to the Committee on the Community Futures - Research and Analysis Work Programme leading in to the 2018-2019 financial year.

 

Background

2        The Community and Policy Committee at its 17 May 2017 meeting received a report titled “Community Futures 2040” which aimed to build on the conversations and future thinking work that had started to be undertaken by Council.

3        At this 17 May 2017 meeting the Committee also “endorsed the approach to undertake ‘big picture research and analytics’ work to inform the associated work programme as part of the 2018-2028 Long Term Plan consultation process.”

4        The “Community Futures 2040” report provided a snapshot of high level topics that were identified to be considered for further research and analysis work – including but not limited to:

-     Demographic trends

-     Central government influence

-     Natural hazard risks

-     Technological change

-     Economic trends

-     Environmental considerations

-     Intergenerational shifts.

5        Following on from this the Community and Policy Committee at its meeting on 9 August 2017 received a report titled “Community Futures 2040 – Next Stage Planning and Implementation Requirements.”

6        At this 9 August 2017 meeting the Committee also endorsed the approach to commission BERL to complete a two staged project – where are we now and where are we heading?

7        The Committee also resolved to “consider the results of this work once completed to then determine the next steps for project 3 and any associated work to be undertaken in 2018-2019.”

8        On 8 February 2018 the Community and Policy Committee endorsed the report presented titled “Southland District – Shaping Positive Community Futures Draft Compendium Report December 2017”.

9        A BERL representative also attended this 8 February 2018 meeting and presented the key findings from BERL project to date for consideration and comment.

10      Council continues to support the continuation to undertake the research and analysis and data gathering exercises to assist and support it in its decisionmaking processes in the future.

 

Council LTP 2018-2028

11      Council identified in its Long Term Plan Consultation Document (LTP CD) 2018-2028 the strong message – titled “We’re just getting started, Southland.”

12      The LTP CD identified the topic of “investing in our community future planning” as one of the three key issues Council consulted on.

13      Council’s proposal is to invest more resource to develop a district wide community future planning model that takes account of changing settlement patterns, population demographics, socio economic conditions and visitor trends as well as the impact of climate change and other recognised contributors to societal change in the future.

14      Also as part of the development of the Long Term Plan 2018-2028 Council has also suggested a revised vision as part of its Strategic Framework – being “Southland – one community offering endless opportunities.”

15      It is also important to note the Audit NZ Report to Council on the audit of SDC’s Long Term Plan Consultation Document for the period 1 July 2018 to 30 June 2028 specifically commented on this topic.

16      Audit NZ said:

“Investing in our Community Future Planning

The District is geographically spread with 28 distinct communities. Over the next thirty years the District is forecast to grow at 0.83% per annum. Te Anau and Winton are the only townships expected to grow, whereas Ohai, Nightcaps, Orepuki and Tokanui are projected to decline with other communities remaining static. The remaining growth is within rural areas of the District.

The communities are also ageing and with fixed incomes, rates affordability is a priority. The Council intends to proactively engage with these communities on how they see their community in the future.  Aging infrastructure assets combined with a static and, in some cases, declining township population may see the economic viability of some water and wastewater schemes reviewed. This could also involve rationalisation of community assets e.g. halls and libraries.

The Council has been actively involved in the local consultation and decisionmaking process. A councillor and community partnership leader attended each of the local community estimates meetings as part of the 2018-28 LTP process where communities plan and rate for local projects. An accountant was also present at most of these meetings. As work on potential rationalisation of assets is at a very early stage, the Council have opted to invest in developing a District wide community future planning model before any decision is made on how Council will approach these issues. It is expected that Council will be in a position to consult on these issues in the next LTP round.

We consider this to be a reasonable approach, given that the Council will likely end up applying 28 different rationalisation programmes to suit the needs of individual communities.”

 

From 2018 to 2021

17      During the development of the draft Long Term Plan 2018-2028 there has been various discussions with Council regarding the transitioning from 2018 to 2021 and what needs to be done.

18      This has previously been summarised in the diagram as below:

19      This longer term planning approach also has to be acknowledged and understood in the context of future activity management planning for Council elected representatives and staff.

20      To this end it is expected that the Community Futures - Research and Analysis Work Programme will assist and support Activity Managers in activity management planning going forward.

21      To illustrate the types of points for consideration in future planning the following is an example of types of questions activity managers will need to consider –

The future of rural communities/declining populations

The population of the Southland region is ageing at a high rate in line with global and national trends. An ageing population, uneven population growth and disparate access to economic opportunity and social services have several key impacts for Council and may influence funding from central government agencies. An ageing population also has implications for service provision, rates affordability and asset management.

Questions to consider for elected representatives and activity managers

-     What will the ageing of our population mean for the services that are delivered through your activities? Will there, for example, be a reduction in demand for active sporting and leisure facilities?

-     Would it be helpful to develop new levels of service or access policies that reflect the changing needs of our communities? Should we, for example, develop target access times for different activities such as community halls, swimming pools and libraries and then move to rationalise the current services to meet these new access criteria? These criteria could be, for example, that 95% of the District’s population lives within 30 minutes of a community hall?

-     Will we need to place an increased focus on allowing for easier access for the elderly and/or those with special access requirements?

-     Are there alternative ways of delivering our services as population or community demand declines? Will it remain economic to deliver services in the ways that they have been delivered in the past?

Climate change

The effect of climate change in Southland requires further work. However, climate change is likely to increase the risks from natural hazards.

Questions to consider for elected representatives and activity managers

-     What impact will climate change and sea level rise have on the risks of coastal flooding and/or erosion in different communities?

-     What impact will these changing hazard scapes have on Council infrastructure such as the roading network and stormwater systems?

-     What impact will climate change have on individual communities? Will it be viable for people to continue to live in all of our coastal communities or will there need to be managed retreat in some areas?

-     How can Council assist in educating and supporting communities to better understand the effects of climate change on their future?

 

Other Learnings

22      As has been indicated on previous occasions, this community futures work is not isolated to the Southland District Council. There is a lot of work going on in this space – internationally, nationally and regionally across New Zealand. The following provide examples of the type of work being undertaken in other areas.

23      SmartGrowth BOP recently delivered a “Smart Talk – Future Thinking…” event titled – “What should a smart place do to attract savvy millenials?”  Specifically this involved Savannah Peterson (Innovator and community strategist – www.savannahpeterson.com) leading a workshop looking to plan a place with the future in mind – and thinking about all the people across the generations that live, learn, work and play in the western Bay of Plenty.

24      The Regional Australia Institute is leading an inquiry programme to target the future issues that matter to policy makers and the regions – including

-     Regions in Transition

o Effectiveness of place based transition packages

o Investing in regional development – competition and collaboration

o Procurement practices and regional development

-     The Future of Regional Jobs

o Future jobs and regional workforce development

o Rural migration

o Growth prospects – agribusiness, tourism, creative industries, manufacturing

-     Regional Towns and Cities

o Settlement patterns and economic growth

o Policy interventions for city growth

o Regulatory flexibility in regions.

25      The Office of the Auditor-General presented to Parliament on 5 December 2017 a report titled: Getting the right information to effectively manage public assets: Lessons from local authorities.

26      Amongst other points highlighted, the report states

“Public assets, such as roads people drive on, the footpaths they walk on, the infrastructure that delivers drinking water, and the playgrounds and parks that children play on, affect the quality of life of all New Zealanders. Local authorities are responsible for managing these sorts of public assets, and people expect them to be managed well.

Local authorities need high quality information about those assets to have meaningful discussions with their communities about them and the services they provide, and decide how to effectively manage them. As communities and environments change, the challenges that local authorities face are becoming more complex and so are the decisions that they need to make.

 

Work Programme

27      The Community Futures – Research and Analysis Work Programme table below provides a high level overview of the research and analysis topics requiring work to be completed to assist Council in its decisionmaking and transitioning from 2018 to 2021 in preparation for the Long Term Plan 2021-2031.

28      The work to be undertaken over the period of 2018- 2021 with further projects and iterations of proposed projects will assist in leading the development of Council’s overall approach to the management of change and preparation for what the future might hold for the district and its communities.

29      Table of Community Futures - Research and Analysis Work scheduled

Topic

Objective

Responsibility

Socio-demographic projects – How BERL can help to shape positive community futures.

BERL to undertake three sequential research projects to consider the social and economic conditions in the District and its communities:

1.   Where are we now?

-     Situational analysis

-     Trend analysis of social and economic environment

-     Core industry analysis and relationship to different communities

2.   Where are we heading?

-     BAU scenario projection of future employment and population

-     Future industry growth and decline

-     Actions to support sustainable economic and population growth

3.   Where do we actually want to be?

-     Shaping the future to enable the vision

-     Defining SMART actions

-     Test SMART actions

-     Integrate SMART actions into the LTP 2021-2031

 

Community and Futures Group – Strategy and Policy

Climate change and implications for SDC

To work with neighbouring local authorities and commission an assessment of the impacts of climate change in Southland and develop an understanding to consider the impacts of climate change on Council activities and infrastructure provision.

1.   Develop a better understanding of the risks and impacts of climate change on the district

2.   Develop a coordinated response and planned approach to the impacts of climate change as projected

3.   Promote alignment with the Regional Policy Statement direction which directs a precautionary approach towards managing the effects of climate change and sea level rise.

 

Environmental Services Group – Resource Management

Service Delivery Framework – District vs. Local service provision and levels of service

To undertake an assessment and evaluation of Council services and infrastructure delivery 

1.   Determine what is the most appropriate form/standard/level of service required to meet communities needs in the future

2.   Develop level of service determination framework and a minimum level standardisation of service provision

3.   Apply level of service determination framework to activities and communities

4.   Understand implications to service provision, costs and revenue and finance approach.

 

Services and Assets Group and Finance Team

Rating Affordability modelling and scenario planning and implications for SDC

To develop an understanding of communities and rating affordability scenario planning

1.   To understand the income levels of district communities

2.   To develop affordability measures for district communities related to Council delivery of activities and services

3.   To develop scenario planning modelling to understand implications of decisions on rating affordability for the district.

 

Finance Team

Future Infrastructure and Asset Renewal Strategy

To determine an approach in determining what and how Council will replace significant infrastructure assets when due for renewal and replacement

1.   Consider service delivery framework project outcomes

2.   Consider climate change project outcomes

3.   Consider socio economic project outcomes

 

Services and Assets Group

Environmental – Land and Water Plan implications for SDC

To understand and detail the implications of the Land and Water Plan implementation of environmental compliance standards on the future provision of services to local communities.

 

Environmental Services Group – Resource Management

Community Facility Functional Hierarchy Provision Framework 

To lead the development and delivery of the Community Facility Functional Hierarchy Provision Framework.

Community and Futures Group – Community Partnership Leaders and Services and Assets Group – Strategic Property

 

Community Partnership, Community Assistance and Funding Alignment Approach

To lead the review and development of Council’s approach to multi agency community partnership opportunities, Council managed assistance and funding schemes and associated funding support to community organisations.

Community and Futures Group – Community Partnership Leaders and Community Assistance Activity Manager

 

Technological change impact on communities and implications for SDC

To understand the impact of technological change on communities, industries, work patterns, land use patterns and lifestyle choices.

To consider the impact of technological change on community involvement, social cohesion and engagement.

 

Community and Futures Group – Strategy and Policy

30      This is a significant programme of work identified to be advanced across the organisation. This work is important to assist Council in delivering on the Long Term Plan 2018-2028 and the identified priority of “investing in our community future planning” as one of the three key issues Council consulted on.

31      This Community Futures – Research and Analysis Work Programme requires cross organisation coordination and alignment and it is intended the project delivery responsibility will sit with the Community and Futures Group - Strategy and Policy Team.

 

Next Steps

32      This report provides an update and outline to the Committee on the Community Futures - Research and Analysis Work Programme leading in to the 2018-2019 financial year.

33      It is acknowledged that the next steps will require the Executive Leadership Team (ELT) to undertake a prioritisation process whereby realistic planning, milestones and timeframes are determined and a clear understanding of the work required is factored into appropriate areas of the organisation’s work programme.

34      It is recognised that an element of flexibility is required to ensure the effective delivery of these various work streams and individual projects as new information is forthcoming and developed throughout this process.

35      It is important a clear and detailed project coordination plan is developed for this overall Community Futures – Research and Analysis Work Programme and that this is actively managed by the Strategy and Policy Team.

36      To this end an ELT Working Group will be established to support the Strategy and Policy Team and oversee the programme delivery, ensure milestones are delivered on and any flexibility and deviations to the milestones are considered against the wider programme deliverables and implications of such.

37      It is also important that the Community and Policy Committee maintains a clear and up to date understanding of where the delivery of this programme is at.

38      Once clear priorities are agreed by the ELT each affected Group and Team will incorporate these into the respective Team Business Plans – to be developed as part of the Corporate Performance Framework implementation for 2018-2019 and beyond. This will assist identification of the resources required to deliver the priority projects.

39      Once incorporated into Team Business Plans next steps will be the development of more detailed individual project plans by the project owners.

40      It is acknowledged some of the projects identified are stand-alone while other support a sequential work programme identifying prerequisite work to be completed to inform and support other project advancement. This concept will be further developed and a coordination plan and approach will be socialised once developed with this committee and the staff involved with the delivery of components of the programme.

41      This overall programme will be coordinated by the Strategy and Policy Team and be incorporated into the Long Term Plan 2021-2031 project development plan and be monitored through this process also.

42      The Community and Policy Committee will be provided regular updates for comment, feedback and endorsement as staff progress the work required to deliver the Community Futures – Research and Analysis Work Programme.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Community Futures - Research and Analysis Work Programme” dated 28 April 2018.

 

b)           Endorses the Community Futures – Research and Analysis Work Programme approach.

 

c)            Notes the ELT is to complete a more detailed scoping exercise for each of the work streams and is to complete a prioritisation process to ensure the projects are delivered in a logical sequential manner and will report back to this Committee on progress on a regular basis

 

d)           Notes individual topic project plans are to be developed and recognises flexibility is required in the delivery of the outputs for each of the work streams and updates will be presented to the Committee on a regular basis for comment, feedback and endorsement.

 

e)            Notes the completion of the individual projects is important to inform the development of the 2021-2031 Long Term Plan (LTP) and associated strategies and activity management plans and these agreed milestones are to be included in the 2021-2031 LTP Project Plan accordingly.

 

 

Attachments

There are no attachments for this report. 

  


Community and Policy Committee

9 May 2018

 

Creative NZ Communities Funding Scheme Financial Report and Summary of Grants Awarded

Record No:             R/18/4/9732

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Creative NZ Communities Scheme Community Committee

1        The Creative NZ Communities Scheme Community Committee met on 24 April 2018 to consider applications received in the funding round closing 31 March 2018 and to award grants.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Creative NZ Communities Funding Scheme Financial Report and Summary of Grants Awarded” dated 2 May 2018.

 

Attachments

a             Creative New Zealand Communities Funding Scheme Financial Report and Summary of Grants Awarded    

 


Community and Policy Committee

09 May 2018

 


 


Community and Policy Committee

9 May 2018

 

Financial and Reserves Contribution Fund Financial Report to 31 March 2018

Record No:             R/18/4/9541

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Financial and Reserves Contribution Fund financial report to 31 March 2018

1        There are no applications or project requests for funding to this Fund in the application round closing 31 March 2018

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Financial and Reserves Contribution Fund Financial Report to 31 March 2018” dated 27 April 2018.

 

Attachments

a             Financial and Reserve Contribution Fund Financial Report to 31 March 2018    

 


Community and Policy Committee

09 May 2018

 


Community and Policy Committee

9 May 2018

 

Venture Southland Second Quarterly Report 2017/18

Record No:             R/18/2/3925

Author:                      Bridget Napier, Communications Coordinator

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Venture Southland Quarterly Report – Second Quarter 2017/18

1        This report provides an update on Venture Southland’s key objectives, projects and performance measures for the 2017/18 second quarter.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Venture Southland Second Quarterly Report 2017/18” dated 9 March 2018.

 

Attachments

a             Report to Community and Policy Committee - 14 March 2018 - Venture Southland Quarterly Report December 2017    

 


Community and Policy Committee

09 May 2018

 

QUARTERLY REPORT

Second Quarter 2017/18

This report contains a complete breakdown of Venture Southland’s key objectives/performance measures for 2017/18. The Venture Southland work programme was formulated out of the letter of expectation received from Southland’s three territorial local authorities.

Each measure has a commentary and a status provided; green for completed, orange for ongoing and red indicating work is yet to start.

Highlights contained within this report:

Tumu Toka Curioscape Visitor Centre and Gateway Experience

Tumu Toka Curioscape was opened to the public on the 16th December 2017 with an official opening scheduled for mid-March 2018. The facility consists of a café, retail space, interpretative area and space for the adjoining camping ground to operate out of. This is a key tourism project of significance to the region. Venture Southland assisted the project in a multitude of ways with many staff involved.  This included the preparation of funding applications and feasibility studies, and overall facilitation of the wider partnership collaboration with iwi, SDC, the Trust and DOC in regards to achieving a shared vision for Curio Bay.  Venture Southland continues to provide support for the operator since the launch by identifying further opportunities for improvement.

Labour market team established

To counter the projected labour market shortage and encourage future growth, Venture Southland has established a labour market team that will promote the attraction and retention of skilled workers in the region.

Labour market roles appointed during the quarter:

·    Southland Labour Market Projects Coordinator

Kirsten Diack has been appointed to this role and will oversee the team established and analyses Southland’s future job needs and trends, advocating on behalf of Southlanders with Immigration NZ.

·    Skills Placement Coordinator

Ria Bond has been appointed to this role which will identify and match, job-seeking migrants with employers who are seeking staff in roles that cannot be filled by New Zealanders

·    Welcoming Communities Coordinator

Sue Morrison Bailey has been appointed to this position which aims to encourage councils to take a leading role in supporting their communities to welcome newcomers to the region and embrace diversity. This role will work alongside the Community Development team to ensure a cohesive regional approach

These roles will work alongside the Southland Youth Futures Coordinator to help Southlanders and migrants find employment opportunities in the region. 

Business Accelerator Programme

Venture Southland secured government funding during the quarter to run the Creative HQ Innovation and Business Accelerator programme in the Southland region. The programme will work with start-ups and entrepreneurs, giving them the tools and resources they need to succeed in Southland’s business climate. Stewart Fleming has been appointed to the role of Business Accelerator Programme Manager and is currently developing the framework for programme delivery and engagement.

 ‘Youth friendly’ employer target achieved

The Southland Youth Futures programme had a target of establishing 30 registered ‘Youth Friendly’ employers which has been achieved in the quarter. The target, which was set for the year, has been exceeded with 45 businesses registered to date. There is also an increasing number of businesses enquiring about the programme so this number is expected to rise. This programme highlights the ongoing work being undertaken by the Southland Youth Futures programme to connect schools and their students with labour market support programmes.

Trade and Conference Manual completed

The Trade and Conference Manual for 2017-2018 has been completed. The manual profiles the region’s offerings and showcases Southland as a preferred conference and trade destination. Segmented by the different areas in Southland, the manual provides information on accommodation, attractions and activities for each area and will be an important marketing tool to securing conferences and trade events for the region going forward.

Successful Tourism Infrastructure Fund Application

Venture Southland partnered with the Southland District Council and Lumsden CDA Subcommittee to prepare a funding application to the most recent round of the MBIE Tourism Infrastructure Fund.  This project seeks to provide fit for purpose toilets and car parking to meet visitor demand as well as the local community.  Notification was recently received that the application has been successful with $220,000 allocated.  More pleasing was that this application was of a very high quality and was seen as one of the best prepared applications in this round.  Venture Southland will continue to provide support with implementation as required and has been requested to provide support to prepare 5 further applications for SDC in the next round of funding

Holiday Programme

The Southland District Council Holiday Programme was held from the 8-24 January 2018 and had a 31.2% increase in enrolments from the previous year. 656 children attended the Holiday Programme over the 15 day period with both the Winton and Te Anau days selling out. Key location enrolments increases were recorded in Lumsden (16 enrolments 2017, 46 enrolments 2018), Te Anau (76 enrolments each day compared to the daily average of 49 in 2017) and Wyndham daily attendance numbers doubled (14 in 2017 to 27 in 2018).

 

 

 

Rocket Lab

Venture Southland was able to provide critical support to Rocket Lab’s Electron Launcher ‘Still Testing’ from its Southland ground stations.  The Electron series rocket launched on the 21st January 2018 becoming New Zealand’s first orbital space vehicle.   Venture Southland was able to download important telemetry data just after first stage separation through to the payload deployment of three satellites.   The successful launch of the Electron launcher and the data Southland ground stations were able to provide will continue to see Venture Southland involved with Rocket Lab’s future space missions.


Community and Policy Committee

09 May 2018

 

Regional Statistics

Priority Area: Increase in Population

SOURCE: 2013 CENSUS

Population

93,339

+2,463                                                                

Up on 2006 Census

 

 

 

                                                                                      

Projected 30 June 2017

98,400

 

Source: MBIE Regional statistics

 

 

 

 

 

 

 

NZ

Population Over 65

16.8%

+0.4%

 

15.1%      

 

Priority Area: Increase in Regional GDP

SOURCE: MBIE Regional Economic Activity Tool[1]

 

 

 

 

 

 NZ

GDP Per Capita

$52,497

Year to Mar 2016

-1.8%

 Year to Mar 2016

 

 $54,178

 

 

 

 

 

 

Regional GDP[2]

$5.1 billion YE Mar 2016

-$52 million

On YE Mar 2016

 

 

 

Priority Area: Increase in Number of New Businesses

SOURCE: Stats NZ (2017) Geographic units by region and industry 2000-17[3]

Business Units

14,019

 

2017

 

 

 

 

New Businesses

30

Down on 2016

 

Priority Area: Increase in Job Opportunities

SOURCE: MBIE Regional Economic Activity Tool (Year to September 2017)[4]

 

 

 

 

 

NZ

 

Participation Rate

73.7%

-1.4%

 

 70.6%

 

 

 

 

 

 

Unemployment Rate

4.9%

+0.2%

 

 4.9%

 

 

 

 

 

 

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

13.1%

+0.7%

 

 12.2%

 

Job Seeker Benefit Recipients by Territorial Local Authority (TLA)

Source: Ministry of Social Development: December Quarter 2017[5]

 

December Quarter Total

 

September Quarter Total

 

December 18-24 age total

 

Sep Quarter

18-24 age Total

Gore District

333

346

 

130

138

 

 

 

 

 

 

 

 

Invercargill City

1,627

2,177

 

691

749

 

 

 

 

 

 

 

 

Southland District

407

478

 

154

147

 

Commentary on Job Seeker Benefit Recipients statistics

The decrease in job seeker benefit recipient numbers for the December quarter could be attributed to seasonality with many shearers and freezing work employees returning to work during the quarter, and also the increase in tourism opportunities across the region.

 

Priority Area: Increase in Household Income

Source: MBIE 2017[6]

 

Southland

 

 

 

New Zealand

Mean Household Income

$74,100

For 2017

-14.5%

down on 2016

 

$97,100

For 2017

 

 

 

 

 

 

 

 

 

Mean Weekly Rent

$239

year to August 2017

 

 

$425

Year to August 2017

 

 

 

 

 

 

 

 

 

Mean House Value

$239,459

year to June 2017

+8.4%

Between year to June 2016 & 2017

 

$638,063

Year to June 2017

 

 

 

 

 

 

 

 

Deprivation Index*

5.0

 2013 Census

 

 

 

NZ: 5.4

2013 Census

 

 

 

 

 

 

 

 

 

Household Internet Access

71.6%

   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.

 

 

Commentary on Household Income Statistics

The 14.5% decrease in mean household income for the Southland region is thought to be an anomaly in the data, as to date year end reports have been steadily increasing. This will be reviewed next quarter to assess if there is a developing trend.

 

 

 

Priority Area: Increase in Number Visitor Nights and Occupancy Rate

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

*Statistics are from commercial sources only

Total Expenditure Southland Region

6%

$606 million YE Oct 2017

 

 

 

 

·    Southland RTO Expenditure*

8.4%

$393 million YE Oct 2017

 

 

 

 

·    Fiordland RTO Expenditure*

11.3%

$235 million YE Oct 2017

*Revised figures not yet available

 

 

 

 

 

 

 

 

 

 

 

Number of Guest Nights

Total Southland RTO Guest Nights

-1.3%

436,135 YE Sep 2017

 

 

 

 

·    Southland RTO International Guest Nights

12.1%

159,280 YE Sep 2017

 

 

 

 

·    Southland RTO Domestic Guest Nights

-7.6%

276,858 YE Sep 2017

 

 

 

 

 

 

 

 

 

 

 

Number of Guest Nights

Total Fiordland RTO Guest Nights

8.3%

658,803 YE Sep 2017

 

 

 

 

·    Fiordland RTO International Guest Nights

12.8%

487,674 YE Sep 2017 

 

 

 

 

·    Fiordland RTO Domestic Guest Nights

-2.8%

170,208 YE Sep 2017 

 

 

 

 

 

 

 

 

 

 

 

Occupancy Rate

Total Southland Region Occupancy Rate by territorial local authority

39.9%

2.1% up on YE Sep 2016

 

 

 

 

·    Overall Invercargill Occupancy Rate

38.7%

-0.7% down on YE Sep 2016 

 

 

 

 

·    Overall Southland District Occupancy Rate

40.3%

3.5% up on YE Sep 2016   

 

 

 

 

·    Overall Gore District Occupancy rate

43.6%

3.2% up on YE Sep 2016   

 

Commentary on revisions made to Monthly Regional Tourism Estimates

In late January 2018, MBIE published revised MRTEs data based on benchmarking against the Tourism Satellite Account. There are significant methodology issues related to these figures at a National level, particularly related to the International Visitor Survey. The implications for the Southland region are as follows (all figures are latest available for Year End October 2017):

-     Overall 2017 spend has been revised down 4% to $606 million from $628 million.  This reduces the annual increase in spend from 2016 from 9.5% to 6%

-     International spend has been revised down 12% to $234 million from $266 million.  This reduces the increase in spend from 2016 from 18.4% to 4%

-     Domestic spend has been revised up 3% from $362 million to $373 million.  This increases the increase in spend from 2016 from 3.7% to 7%

 

Commentary on Visitor Nights & Occupancy Rate Numbers

The decrease in Southland Regional Tourism Organisation (RTO) domestic guest nights could be attributed to the change of date for the Burt Munro Challenge, as this event strongly contributes to guest nights across the region. This is also thought to have resulted in the decrease in overall Invercargill occupancy for the quarter.

 

 


Community and Policy Committee

09 May 2018

 

1. Regional Strategies, Assessments and Advocacy

Venture Southland is uniquely positioned as it is not confined by traditional council boundaries and is tasked to look at the regional picture.  This includes the planning and development of strategies and ensuring that there is a clear pathway forward for the region aligning with local and central government and the wider industry and community.

Prioritisation of key projects across the region allows for efficient and appropriate allocation of resource as well as successful implementation.

Venture Southland advocates on behalf of the region and continues to work closely with central government and the wider community and industry for the benefit of Southland.

 

 

 

Status

Notes

1.1

Support the implementation of the Southland Regional Development Strategy Action Plan

UNDERWAY

25 projects listed in the Southland Regional Development Strategy Action Plan are currently being implemented and/or facilitated by Venture Southland.

1.2

Southland Destination Strategy

 

UNDERWAY

Venture Southland is facilitating the development of the Southland Destination Strategy which is a key project identified in the Southland Regional Development Strategy Action Plan. 

The advisory group, which will guide the development process, is currently being established. Once established the group will outline a proposal for an external consultant to undertake the work. 

1.3

Southland Digital Strategy

 

COMPLETE

Strategy is complete and available for review.

1.4

Southland Regional Heritage

 

ONGOING

Strategic regional planning of heritage is underway and Venture Southland is providing a range of support.  Some projects include Project Arc (Regional Museum Digitisation and Storage Project) as well as museum redevelopment at the Southland Museum and Art Gallery (SMAG)

1.5

Advocate on behalf of the region for services/revenue

ONGOING

Work is currently being undertaken with NZTA and MBIE regarding telecommunications, roading and cycling.  Venture Southland is also involved in national discussions regarding key tourism issues particularly relating to freedom camping, Airbnb and social license of tourism to operate.

1.6

Regional response to Central Government tenders and submissions

ONGOING

Ongoing – as required

 


Community and Policy Committee

09 May 2018

 

2. Destination Development

There are a number of exciting new projects and initiatives which will contribute to Southland’s goal of attracting 10,000 new people by 2025 and tourism revenue of $1billion.  One of the areas of focus is developing Southland as a destination for visitors, students, prospective migrants and investors, without overlooking the need to retain Southland’s current residents.

The Destination Development section of the business plan overlaps with almost all other sections and truly reflects the integrated approach of Venture Southland. It consists of a number of projects which will aim to develop Southland as a destination, including international education, attraction and retention of a skilled workforce and commissionable trade tourism products.

Venture Southland has been and will continue to be instrumental in laying the foundations for a number of tourism projects, contributing in a number of ways from facilitating feasibility studies and investigation (including the provision of market insights and data) through to project planning and working alongside community and central government funders to attract external funding and investment.

International Education and Attraction and Retention of a Skilled Workforce are shown as separate sections due to the scale of these activities.

Please note that the Southland Destination Strategy (see 1.2) is a key plan currently under development which aligns directly with destination development but has a wider brief to look at overall management and sustainability alongside growth.

 

 

Status

Notes

2.1

Market Analysis and Statistics

 

Work alongside Statistics New Zealand and MBIE to source and interpret statistics and market insights.

ONGOING

Three monthly tourism key indicator documents published in the last quarter.

 

Marketview regional dashboard commissioned and launched for the region containing spending data at regional, Territorial Local Authority (TLA) and Regional Tourism Organisation (RTO) level. This is a national first and has the potential to be rolled out in other regions.

 

Regional transport connectivity research commenced with Qrious. This work is currently being reviewed due to problems with Qrious methodology

 

Research into Airbnb supply and demand completed.

 

Research report into the confidential Stewart Island project completed in partnership with Real Journeys.

2.2

Market Insights Data Project

 

Work alongside Air New Zealand, MBIE to identify and test key regional themes for Southland Identity.

 

ONGOING

 

This project overlaps with the Southland Story project which is being facilitated by Janette Malcolm.  Venture Southland is providing support as required.

2.3

Regional Event Strategy and Development

YET TO

START

 

A review of the strategy, including consultation, is to be undertaken.

2.4

Assist Invercargill City Council with the Inner City Rejuvenation Project

 

ONGOING

Venture Southland will provide assistance to this project as requested by ICC.  Key projects could be supported in a variety of ways including preparation of funding applications.

2.5

Southland Cycling Strategy (Referred to as “Ride Southland”)

ONGOING

First governance group meeting for the year held and advisory group appointed and first meeting held. 

 

Work commenced on moving the Cycling Strategy from draft to finalised version.   A NZTA consultant has completed a review of business case elements.

 

Submission to Environment Southland (ES) as part of Regional Land Transport Plan prepared.

2.6

Southern NZ Cruise Strategy

ONGOING

Have recently inputted into the review of Environment Southland’s Cruise Deed of Agreement associated with the Marine Fee.  Work has begun on establishing a forum for review of the strategy and partnership with key stakeholders including Cruise NZ continues

2.7

Catlins Tourism Strategy 2016-2026

ONGOING

Venture Southland has provided support to both Catlins Coast and South Catlins Charitable Trust on the implementation of the strategy. This has also included considering the impact of the Tumu Toka Curioscape project and associated infrastructure projects as well as freedom camping

2.8

Tumu Toka Curio Bay Natural Heritage Centre (Referred to as “Tumu Toka Curioscape”)

 

ONGOING

Tumu Toka Curioscape opened to the public on the 16th December 2017 with good numbers reported for the first season to date. 

 

Venture is supporting the South Catlins Charitable Trust with the final accountability and funding elements. This includes support for the operator to respond to initial feedback on teething problems and any opportunities for improvement. 

2.9

Southland Museum and Art Gallery (SMAG)

 

ONGOING

Support and strategic planning provided for the Trust with their redevelopment project including investigation into future tourism infrastructure funding applications.

Other projects associated with SMAG include i-SITE Attraction Pilot and Project Arc heritage digitisation and Living Dinosaur facility.

2.10

Anderson Park

 

COMPLETE

Option 4 (shared revenue, multi-use model) of Anderson House proposal was investigated with final report presented to ICC for consideration and inclusion in Long Term Planning process.

 

This work is complete, although ICC have indicated they may want further support with development.

2.11

Tourism Industry Capability Building

Hold workshops building capability of current and future tourism operators.

ONGOING

One trade development workshop held with Tourism New Zealand.

 

Digital, trade marketing and health & safety workshops scheduled in calendar for regions.

2.12

MBIE Regional Tourism Infrastructure Fund (TIF)

 

Assist Council staff to prepare and support applications to this fund.

 

COMPLETE

Venture Southland coordinated the submission of an application to the TIF for funding to upgrade the Lumsden Railway Precinct on behalf of SDC in October 2017 which resulted in a successful allocation of $220,000.

 

SDC are possibly planning five further submissions to the TIF and ICC are yet to indicate how many they plan to submit. 

 

2.13

Support applications to the MBIE Tourism Growth Partnership Fund

COMPLETE

This fund is no longer in existence.

2.14

Around the Mountains Cycle Trail operational requirements

ONGOING

Support provided through marketing initiatives including the Official Partner Programme (OPP) (accommodation, tour, and food/beverage operators along the trail) and national marketing – with the SDC and ATMCT Ltd.

 

Reported back to all OPP members on trail development and marketing.

 

Supported the development of new contracts, alongside SDC.

 

Planning currently underway for the reprinting of maps.

2.15

Around the Mountains Cycle Trail interpretation project

ONGOING

Implementation of this project is underway alongside SDC, including site selection and signage design 

2.16

Living Dinosaur Project

(formerly known as “Kakaporium”)

 

ONGOING

The feasibility of the project has been assessed and report presented to ICC. 

Negotiations are commencing with DOC and potential commercial partners.  Venture is providing a range of support including project coordination through to support for inclusion in the Council’s Long Term Plan.

 


Community and Policy Committee

09 May 2018

 

3. 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. Venture Southland’s role is to investigate the potential of these opportunities to broaden Southland’s economic base.

This area is significant to reduce Southland’s dependency on a narrow range of industries.  This also creates jobs through the formation of new industries and within the support services. 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.

 

 

Status

Notes

3.1

Aeromagnetic Geological Survey

ONGOING

Final flying for the Southland region will take place in summer 2017/2018 with interpretation of the data to follow.  

A brief has been produced for a local science partner to undertake further analysis in early 2018.

3.2

Awarua and Lochiel Ground stations

 

Deliver services to five satellite and space organisations.

ONGOING

A further agreement for non-commercial academic ground segment services has been signed. Two additional commercial clients have been signed up.

 

An intern from the University of Canterbury will be on site during February and March to help with installations and site upgrades, under the supervision of the Ground Segment and Engineering Manager.

 

Negotiations for ground station services have commenced with three additional agencies over the last three months. Venture Southland was able to provide critical support to Rocket Lab’s Electron Launcher ‘Still Testing’ from its Southland ground stations

3.3

Identify film opportunities for the region

Aim for 52 production days for the year.

ONGOING

This work is ongoing alongside Film Otago Southland.

 

3.4

Promote opportunities for investment

 

Facilitate six significant investment opportunities.

ONGOING

Investment opportunities being worked through include:

·    Oat based health and wellness foods.

·    Radio science related investments.

·    Agriculture and food manufacturing.

Applications have been made to the NZTE Strategic Investment Fund to assist with further scoping of space sector opportunities and Oat based health and wellness foods.

3.5

Tourism product development

Assist in bringing eight new tourism products to the market

ONGOING

In depth business cases have been completed for ICC for the Living Dinosaur and Anderson Park projects as well as the Tumu Toka Curioscape project in the Catlins.

Work is ongoing with fourteen small tourism operators, four of whom have brought their product to market in the last quarter.

4. 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 as part of the national Regional Business Partner Programme with New Zealand Trade and Enterprise, Callaghan Innovation and Business Mentors New Zealand.

 

This support ensures Southland businesses are operating as efficiently as possible, and are therefore competitive in the marketplace.  Venture Southland has a range of services including Lean Manufacturing, Lean Dairy (Farm Tune) and workshops to drive efficiency.  This is especially important given the labour market challenges highlighted in the Southland Labour Market Strategy.

 

Innovation and the development of innovative processes are critical to the ongoing competitiveness of Southland businesses.  Venture Southland is able to support businesses through the Callaghan Research and Development funding.  Processes and programmes will continue to be developed to support Southland businesses with innovation and development.

 

 

 

Status

Notes

4.1

Facilitate the Regional Business

Partner Programme

 

ONGOING

Delivery of the Regional Partnership is ongoing throughout the year.

 

$200,000 in funding allocated to Southland businesses

 

ONGOING

Over 50% of the funds have been allocated. To ensure fair and even access careful monitoring of the allocation is being applied.

 

Venture Southland is currently working with NZTE to look at accessing additional support funding

 

Facilitate 50 mentor client matches and train 50 mentors

ONGOING

There has been steady growth in the mentors programme over the last quarter.

 

There are now 55 mentors trained.

 

Mentor clients continue to grow with the programme on track to meet set targets.

 

Allocate $250,000 from the Callaghan Innovation and Development Fund

 

ONGOING

Over $5m of funding has been approved to date for the 2017/18 year.

 

A number of high value projects are currently in the pipeline, with potential for funding of over $750,000.

 

Connections are being established with Callaghan Innovation and their research and technical services team to provide support around new projects.

 

A Callaghan Innovation business evening is schedule for the 14th March 2018. This event will highlight the range of services that Callaghan Innovation is able to offer local businesses to support R&D activity.

 

Complete 140 client business assessments

ONGOING

120 client assessments/discovery sessions already undertaken. This is 78% of NZTE target with 50% of the contract period completed. It is expected that the target will be significantly exceeded.

 

The net promoter score of the programme is 67 to date, exceeding the annual KPI of 50 for the year.

4.2

Innovation support and

Programmes

 

Deliver workshops as a need is identified

ONGOING

Creative HQ Innovation and Accelerator programme commenced in early December with Stewart Fleming appointed to the role.

 

12 businesses are currently being supported by this programme in their innovation journey.

 

Work is ongoing with Creative HQ around the business innovation support platform to ensure appropriate functionality tailored to the needs of local businesses.

 

The framework for programme delivery and engagement is currently being developed.

4.3

Business training and support

 

 

ONGOING

New programmes have been identified on various topics and locations. Including future jobs, design thinking, digital enablement and retain.

 

 

Deliver training as a need is identified.

 

Planning is underway to identify training that can be delivered in 2018.

4.4

Conduct a survey of Southland businesses

YET TO

START

The Southland business survey is planned to be undertaken in April 2018.

4.5

Deliver Lean Management training to   seven businesses

ONGOING

Planning for the 2018 programme is underway with initial responses from businesses positive.

 

Investigation currently being undertaken with Callaghan Innovation into funding models for the implementation of this programme.

Deliver Dairy Lean to 12 farm

ONGOING

Work is underway with DairyNZ for the delivery of the 2018 Farm Tune programme.

30 Businesses attend other Lean support initiatives

ONGOING

The 2018 5s, small business improvement programmes and Lean forums are currently planned for early 2018 – dates will be finalised in early February.

4.6

Methane recovery

Continue to investigate the opportunity for capturing methane from effluent ponds and converting it to energy

ONGOING

Venture has commenced monitoring of methane at Glenearla farm under a contract funded by EECA.

 

The first report has been submitted to EECA.

 

 

5. Attracting and Retaining a 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 cannot develop, and existing industries cannot be extended.

 

Venture Southland signed a Memorandum of Understanding in 2016 with the Ministry of Business, Innovation and Employment, and Immigration New Zealand based on prior initiatives and collaboration to build on regional migrant settlement and retention strategies. The agreement assists in the implementation of the Southland Labour Market Strategy.

 

 

 

Status

Notes

5.1

Work with MBIE and Immigration New Zealand to implement the Southland Labour Market Strategy.

 

ONGOING

Work is ongoing with MBIE and Immigration NZ regarding implementation of the strategy.

 

Venture Southland has partnered with MBIE to deliver a regional migrant skills placement role to assist skilled migrants, and spouses of skilled migrants, in finding meaningful employment.

 

A Welcoming Communities partnership has also been established.

 

All roles within the labour market team are now filled including;

·    Southland Labour Market Coordinator

·    Skills Placement Coordinator

·    Welcoming Communities Coordinator

·    Southland Youth Futures Coordinator

5.2

Southland Youth Futures – Invest in Youth

 

Deliver in-school programmes to over 1200 secondary students across Southland.

 

ONGOING

Planning for 2018 Southland Youth Futures programme delivery is underway. The Southland Youth Futures school delivery typically has a focus period of the first half of the calendar year, as it fits better within school timetables.

 

Work is ongoing with schools and students to connect with support programmes.

 

Deliver 12 workplace site visit days

ONGOING

Work place visits scheduled for early 2018. Dates will be finalised in early February.

 

 

 

Have over 30 ‘youth friendly’ employers in the region

 

COMPLETE

45 youth friendly employers currently registered as part of the programme.

 

The Increasing number of enquiries from employers will assist ongoing work to increase this number.

5.3

Build partnerships to drive migrant attraction and retention

 

ONGOING

The Southland Labour Market Coordinator continues to develop strong partnerships that drive attraction and retention of skilled workers.

 

Programmes such as the Skills Placement role will further enhance this activity.

 

Partnership established with MBIE around the development and delivery of the i-SITE attraction programme.

5.4

Rural migrant working and newcomers project (now Known as “Te Anau Ambassador Pilot”)

ONGOING

SDC have provided the project brief scoping the project and implementation will soon begin alongside the Te Anau community, SDC and Venture Southland.

5.5

MBIE i-SITE Attraction Pilot

(see 7.10)

ONGOING

See 7.10 for full update.

Venture Southland is facilitating a national pilot project in partnership with MBIE to investigate the potential to transition visitors into migrants using the Invercargill i-SITE.

 

5.6

Welcoming Communities Pilot (see 9.6 Community Development)

 

ONGOING

Southland was selected as one of five regions across New Zealand to participate in the MBIE Welcoming Communities Pilot.  To date progress has included:

 

-    Feedback provided for the national standard which has now been confirmed

-    Reports prepared for three Councils and other stakeholders including iwi and Community Trust of Southland.

-    Confirmation of total funding to deliver the project and funding contracts entered into.

-    Establishment of advisory group which will assist to drive the pilot programme.

-    Preparation for the benchmarking process which all Councils will undertake in preparation for the development of the Welcome Plan.

-    Participation in the national stakeholder pilot group.

 

A Welcoming Communities Coordinator has been appointed to lead this pilot.

5.7

Pathways to employment

 

Work with Education New Zealand, local education providers and industries to provide pathways for graduating international students into employment

ONGOING

Work underway with SIT and Chamber of Commerce to look at employment opportunities for graduates in Southland.

 

Previous events have included job speed evenings and the POP Up JOB SHOP held in September 2017.

 

The Southland Pop Up Job Shop was held in Invercargill from 4-9 September 2017 and showcased the number, and range of jobs, available in Southland at that time. 520 people visited the Pop Up Job Shop and over 100 people had free interviews with Southern Directionz staff. The initiative exceeded job seeker and publicity expectations.

 

The MBIE funded Skills Placement role will enable greater connection between skilled migrants and employer needs, with a particular focus on skilled spouses and students.

 

 

 


Community and Policy Committee

09 May 2018

 

6. International Education

Venture Southland administers the Education New Zealand Regional Partnership Programme for Southland.  This is designed to support the development and growth of international education in selected regions of New Zealand. It is a partnership and collaboration between international education providers, local educational groups, local government, economic development agencies, and the international education industry.

 

Over the past decade the international education sector in Southland has developed increasingly with significant investment, relationship building, direct marketing and delegations overseas. These initiatives have resulted in a steady growth in international student numbers in the Southland region.

 

 

 

Status

Notes

6.1

Partner with Education New Zealand (ENZ) to develop the implementation phase of the Southern Education Strategy. 

 

COMPLETE

Venture Southland works in partnership with Education New Zealand (ENZ) and the regional education providers as part of its Regional Partnership Programme (RPP).

 

The Southern Regional International Education Implementation Plan 2017-2020 has been developed based on the initial strategy put forward in November 2016. The plan has been approved by Education New Zealand.

 

Education New Zealand have confirmed funding arrangements and contract for the 2017/18 period.

Establish the Southern Education Alliance (SEA) Governance group

COMPLETE

SEA Governance Group meeting held 27 October 2017 to discuss programme roll out across the region. This included the business plan for 2018, the development of the International Education Prospectus and regional school contacts, marketing material and confirmation of the Study Southland brand.

Set targets for the region based on current market trends

COMPLETE

The recently submitted plan to Education New Zealand for the 2017/18 financial period breaks down the actions required to align the six goals identified in the strategy.

 

This includes timeframes, success measures, who is lead agency, and identifies the total budget per annum.

 

Promote Southland as a destination for students

COMPLETE

The first International Study Workshop was held on the 23 November 2017 and hosted by Study Southland.

 

The International Education Manager has prepared a submission for the Ministry of Education for projects related to the International Student Wellbeing Strategy (ISWS).

 

This proposal has been successful in securing additional funding to assist in hosting International Students in Southland.

The International Education Manager will promote Southland as a preferred destination for international students when attending the Education New Zealand Latin America Road show in Colombia, Mexico, Chile and Brazil over February and March. Joice will depart on the 26 February 2018 and will be away for three weeks.

 

Venture Southland will host Argentina Ambassador - His Excellency Mr Fausto Lopez Crozet, on behalf of the Southland Councils, during his visit to Southland and Queenstown on the 20th February 2018.  The Ambassador is very keen to build relationships in Southland and explore opportunities within the tourism, education, agriculture and fishing sectors.

Develop generic marketing collateral, aligned to the Southland Destination Strategy and Southland Labour Market Strategy

COMPLETE

International Education prospectus for Study Southland developed and 1000 copies delivered to education providers and councils in the region.

 

1000 USB pens also developed for use at Expos, and to easily provide agents with promotional material.

 

 

Facilitate the development of the Southern Education Alliance website.

 

 

Develop branding for Southern

Education Alliance

ONGOING

Southland as a preferred international education destination is currently promoted via the Southlandnz.com website. 

 

The International Education Manager in consultation with ENZ and education providers is identifying marketing opportunities and new agents for education providers. The website will continue to be developed as we progress forward with the strategy and operational planning. The SEA Governance Group is very pleased with the progress to date and outcomes achieved to support the growth of the international sector in Southland.

 


 

7. Destination Promotion

Venture Southland is focused on maximising the regional benefits of increasing the number of tourists for the region. Promotion of the region nationally and internationally through consistent marketing and communication to strengthen the Southland brand is essential to drive demand, alongside product development which gives reasons to spend more and stay longer.  Venture Southland will continue to build Southland as a destination and the evolution of the Southland identity to market to New Zealand and the world, which in turn attracts visitors that support the private and public operations in the region.

 

Partnerships that have been developed over numerous years are essential to promote Southland.  This is through marketing alliances where different organisations or regions pool financial and human resources to leverage greater promotional opportunities, or through relationships developed at a national level within entities that include Tourism New Zealand, Tourism in Aotearoa (TIA), Air New Zealand, Cruise New Zealand, Region Tourism New Zealand (RTNZ), CINZ, and DOC.

 

Destination promotion within Venture Southland includes Attraction and Retention of a Skilled Workforce and International Education. However, as these are significant areas of focus, these are presented in sections 5 and 6 respectively. Also note the importance of 1.6 the Southland Destination Plan in providing an overall regional blueprint.

 

 

 

Status

Notes

7.1

Conduct 18 marketing and promotional campaigns

ONGOING

Four marketing and promotional campaigns undertaken for the quarter (10 undertaken to date in total).

Two campaigns are in development

1.     Southern Steel - Social Media Campaign (Preparation)

2.     People of Southland - Content Campaign (Preparation)

3.     NZ Bike Expo

4.     Responsible Camping promotion

5.     TravelWireAsia (Preparation)

6.     Neuseland News (Preparation)

 

7.2

Tourism publicity and media engagement

ONGOING

For a detailed listed of media engagement and tourism publicity please see additional notes at the conclusion of this section.

Generate 96 media pieces

COMPLETE

59 media results achieved for the quarter.

 

101 media results have been recorded to date, achieving the set target of 96.

 

Highlights for the quarter include Life and Leisure Insider’s Guide on Stewart Island (November 2017).

 

For a detailed list of media results please see additional notes at conclusion of this section.

Coordinate 18 media famils

ONGOING

Five media famils have been conducted during the quarter, with 13 carried out in total to date.

 

A highlight of the quarter includes the media famil that was coordinated for KiaOra Magazine in November and December 2017.

 

For further details on the five famils please see additional notes at conclusion of this section.

7.3

Tourism supply and trade development

Engage with 200 agents

ONGOING

40 agents have been engaged with during the quarter with 49 engaged with to date for the year.

 

For further information on this engagement please see additional notes at conclusion of this section.

Attend minimum of four trade shows

ONGOING

Preparation is currently underway for attendance in Australia, SSEA (Wellington), TNZ Europe (Webinar), Australian Mega Famil and TRENZ.

To date one trade show has been attended.

Present regional profile and product offerings of 70 Southland operators

COMPLETE

The trade manual, profiling regional offerings and showcasing Southland as a preferred conference and trade destination is now complete.

 

A review of the Southlandnz.com database has been carried out with significant additions made. Operator listings now 1289 up from 440.

Coordinate 10 trade famils

ONGOING

Two trade famils conducted during the quarter with HM-Touristik (Germany) CINZ.

 

Eight trade famils completed for the year to date.

Participate in eight international marketing alliance (IMA) activities

ONGOING

Participation in two IMA activities to date.

Develop three trade itineraries

COMPLETE

Four trade itineraries have been developed, achieving the set target of three.

7.4

Digital Marketing

 

Obtain top three ranking for regional search engine searches

COMPLETE

Successfully obtained the number one and two ranking for regional search engine searches, achieving the target of a top three ranking.

 

Growth of website traffic (+10%)

ONGOING

61% of the website traffic target has been achieved through the first 2 quarters.

Growth of operator listing on Southlandnz to 420 (+19%)

COMPLETE

There has been significant growth in operator listings on Southlandnz with 441 listings (+25%) live on page.

 

The content project has established an additional 848 operator listings to be loaded in 3rd/4th quarters. The project has also identified different sectors for operators to be segmented e.g. Food and Beverage which has also contributed to the increase in listing numbers.

Growth of consumer/trade/ industry databases (+8%)

COMPLETE

There has been a 1.4% growth in consumer/trade/industry databases for the quarter (current number is 16,200 which shows growth of 12% of databases).

Growth of social media engagement (+12%)

ONGOING

To date 41% of the social media engagement growth target has been achieved.

For more information on this please see additional notes below.

7.5

Southland promotional merchandise

ONGOING

Southland promotional materials created and shared including posters, bags, beanies, pens, duck callers and tea towels

 

Destination Fiordland

7.6

Marketing via Destination Fiordland

ONGOING

Promotion through weekly newsletter and Summer Trade newsletter

·    Summer Trade newsletter opened by 23%

·    Member newsletter opened by an average of 41%, highlight for January was reaching 47% (industry average for opening is 32%).

·    Imagery supplied for GodZone competitor newsletter showcasing the region.

 

Sharon Salmons appointed to role of Destination Fiordland Manager.

 

Destination Fiordland represented at Cycle Fiordland meeting and members Christmas held in December.

 

Marketing support given to new businesses with their TRENZ applications.

 

Conference Attraction

7.7

Promote Southland as a conference destination and support potential conferences

 

Develop relationships with national conference sector (including  Professional Conference Organisers) and local conference sector providers

ONGOING

39 conferences have been held to date. Conferences held during the October - December 2017 quarter:

13/10 Association of Blind Citizens

11/10 Guide Dog Forum

10/10 NZ Association of Resource Management

20/10 National Mustang Convention

15/10 C.A.T.E Conference

18/10 Rural Women NZ Conference

4/10   Meat Industry Ass Renderers

10/10   NZ Dairy Industry Awards    

11/10   NZARM Conference

12/10   Venture Southland Southern Attraction Day 

12/10   Fonterra Leaders Day  

22/10   Southern Mustang Club

25/10   NZI Business Update   58

26/10   Rabo Bank Dairy

28/10   Eastern Southland Car Club             

1/11 ITM Expo

7/11 Farm Source

8/11 Allied Concrete Conference  

16/11 CATE Conference

19/11 Rural Woman NZ Conference  

22/11 ASB Bank  

30/12 Southland Rodders 50th Anniversary    

 

Provision of bid support information

COMPLETE

The bid template and Conference Manual has been finalised. Investigation currently underway into interactive digitisation via Southlandnz.com

Coordinate the Conference Incentive Fund

ONGOING

Coordination of the conference incentive fund continues alongside the ILT.

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

ONGOING

39 conferences held during the second quarter (see 7.7) and 25 prospecting (see below)

 

Represent the region through four events, activities and industry channels

ONGOING

Representation at Convene South event (Sept 2017).

Conference Promotion/Representation

1.    MBIE CAS - Report

2.    NZ Highway Technology - Famil

3.    Convention Bureau Meeting

4.    CINZ Conference Famil (Real Journeys, ILT, ILT Stadium Southland, Bill Richardson Transport World)

5.    ConveneSouth Sept 2018 (ILT)

 

Invercargill i-SITE

7.8

Manage the Invercargill i-SITE including implementing the review undertaken in 2016/17

ONGOING

Currently implementing recommendations of review undertaken in 2016/17.

 

The recommendations have resulted in a saving made of $7,700 in salaries for the quarter.

 

Currently working with ICC and SMAG to investigate proposed changes to the physical space.

 

7.9

Grow revenue 8%

ONGOING

Revenue

2016/17

2017/18

Variation

%

Commission

$30,603

$20,762

($9,841)

-32%

Other

$14,642

$12,768

($1,874)

-12.8%

Expenditure

 

 

 

 

Salaries

$53,264

$45,605

($7,659)

-14.4%

Other*

$9,493

$7,070

($2,423)

-25.5%

*Retail sales, advertising revenue and ticket sales commissions.

 

Commission is showing as being $10,000 below budget. This is due to changes in how commission is received.  Historically some contracts had a wash-up based on total sales for the year and various targets, however this is now paid on sales throughout the year.

 

Retail sales are showing as being below the prior year, however this is likely due to the stock figure now being adjusted at the end of December.

 

Staff costs continue to be below the prior year following the implementation of the review.  This will allow for additional staffing through the busy summer season.

7.10

MBIE i-SITE Attraction Pilot

(see 5.5)

ONGOING

Facilitation of a national pilot project, in partnership with MBIE, to investigate the potential to transition visitors into migrants using the Invercargill i-SITE.

 

Portal and interactive material has been placed in the i-SITE to allow people to explore regional employment and lifestyle opportunities, and register interest in future opportunities.

 

The data for the holiday period is currently being examined to better refine the material used.

 

7.11

Department of Conservation i-SITE partnership

ONGOING

As part of the partnership with the Department of Conservation, i-SITE staff have had training on the Great Walks and other DOC products with the site developed and sales commenced.

The partnership has also included the Responsible camping initiative.

 

Additional Notes:

Activity for this quarter includes:

 

7.1 Promotional Campaigns

 

7.     Southern Steel - Social Media Campaign (Preparation)

8.     People of Southland - Content Campaign (Preparation)

9.     NZ Bike Expo

10.   Responsible Camping promotion

11.   TravelWireAsia (Preparation)

12.   Neuseland News (Preparation)

 

 

7.2 Publicity and Media Engagement

 

Media Results

1.     Media Result - Autocar NZ Magazine, Kyle Cassidy, The Great GT Hoard (Roger Whyte) - October 2017

2.     Media Result - Tourism NZ Media Newsletter, Dig This - October 2017   

3.     Media Result - Travel at 60 website, Southern Scenic Route - October 2017                     

4.     Media Result - Southern Attraction Showcase, Tourism Speed Dating Channel 39 - October 2017                        

5.     Media Result - Kia Ora Magazine, Tour of Southland Event Listing October 2017                          

6.     Media Result - This NZ Life Website, Bushy Point Fernbird B&B Otatara - October 2017              

7.     Media Result - SIRT Campaign, Nine.com, One journey leads to another in New Zealand's South Island, SSR      

8.     Media Results - SIRT Campaign, Nine.com, Five amazing animal encounters on NZ's South Island, The Catlins, SI and Bluff - October 2017    

9.     Media Result - Travel Starts at 60 Blog, SSR - October 2017                     

10.   Media Result - SIRT Campaign, Nine.com Australia, Southern Scenic Route in NZ - October 2017            

11.   Media Result - Autocar Magazine NZ, Kyle Cassidy,  E Hayes and Sons - October 2017    

12.   Media Result - Autocar NZ Facebook Video, E Hayes and Sons (12K Views) - October 2017                      

13.   Media Result - Atlas Obscura, The Lost Gypsy Gallery - November 2017  

14.   Media Result - Now to Love, Southland's most incredible attractions - November 2017               

15.   Media Result - Singapore, Alvinology, Dig This - October 2017                 

16.   Media Result - MTV Australia, Craft Beers in NZ, Invercargill Brewery

17.   Media Result - Yahoo, Australia, New Zealand’s most epic road trips, SSR                       

18.   Media Result - Travelling Solo, Australia, Discover NZ's Best Hikes, Rakiura Track Stewart Island            

19.   Media Result - Darpan Magazine, Canada, Fall in Love with New Zealand, Te Araroa Trail, Bluff             

20.   Media Result - Australia, AWOL, NZ opened heavy vehicle theme park - October 2017    

21.   Media Result - Canada, Travel Weekly, More Value for money destinations - Southland October 2017    

22.   Media Result - Australia, Vacations and Travel Magazine, Five great drives on New Zealand's SSR - October 2017

23.   Media Result - Australia, Sunday Herald Sun, Iconic NZ Drives - SSR October 2017                                   

24.   Media Result - Gateway Chch Airport Magazine, BMC - Summer 2017    

25.   Media Result - Destinationz Magazine, Stewart Island - Summer 2017/18                       

26.   Media Result - China, www.travelleisure.com, Magic Nights, Stewart Island - October 2017                   

27.   Media Result - Germany, Mittelbayerische Zeitung, A funny bird mascot, Stewart Island and Kakapo - October 2017

28.   Media Result - China, www.ttgchina.com, wechat, www.sohu.com & www.eastday.com, Night Skies, Stewart Island - October 2017        

29.   Media Result - Singapore, SuperTravelMe, Dig This - October 2017                                   

30.   Media Result - Singapore, Aspirant SG & Facebook, Top NZ Attractions, Rakiura Great Walk - October 2017      

31.   Media Result - China, www.travellinkdaily.com, Magic Nights, Stewart Island - October 2017                 

32.   Media Result - China, Syndicated story, sina.com, qq.com, southcn.com, Magic Nights, Stewart Island - October 2017

33.   Media Result - China, Chinese NZ Herald, Southland Attractions and Itineraries - October 2017

34.   Media Result - China, Skykiwi, Southland Attractions and Itineraries - October 2017

35.   Media Result - China, China Travel, Southland Attractions and Itineraries - October 2017            

36.   Media Result - Life and Leisure Insider's Guide, Stewart Island - November 2017

37.   Media Result - China, Syndicated story, hc360.com, tvtour.com, Magic Nights - November 2017

38.   Media Result - China, STA Travel - the third largest island of New Zealand, Stewart Island - November 2017

39.   Media Result - Philippines, GMA News Online, 9 things you may or may not know about traveling to NZ, Stewart Island - November 2017

40.   Media Result - North and South Magazine, Mike White, The Catlins - November 2017                 

41.   Media Result - Philippines, GMA News Online - 9 things you may or may not know about traveling to New Zealand - Stewart Island          

42.   Media Result - TNZ Media Newsletter, Summer in New Zealand 2017_18 event highlights, BMC - November 2017

43.   Media Result - TNZ Media Newsletter, Plan your ultimate bucket list of New Zealand experiences, Stewart Island - November 2017          

44.   Media Result - ODT, Curio Bay - December 2017 

45.   Media Result - Stuff, A quick guide to NZ's Great Walks, Rakiura - December 2017

46.   Media Result - Stuff, Penguin stops traffic in Bluff - Dec 2017     

47.   Media Result - TNZ Facebook Share, Penguin stops traffic in Bluff - Dec 2017     

48.   Media Result - America, Newsweek.com, Henry & SMAG - December 2017

49.   Media Result - China,TNZ China, Southern Coast 5-Day Itineraries - December 2017

50.   Media Result - China,TNZ China, Southern Coast 7-Day Itineraries - December 2017

51.   Media Result - Hong Kong South China Morning Post, WKE Stewart Island - December 2017       

52.   Media Result - IOL Australasia, Best Islands Stewart Island - December 2017                  

53.   Media Result - Mundo Brasilerio Aotearoa (MBA), Brazilian Education Magazine, Southland Feature - December 20

54.   Media Result - Social Post IG, Kleinstadcoco (114K followers), Oreti Beach - December 2017                  

55.   Media result - Social IG Post, Kleinstadcoco (114k Followers), The Catlins - December 2017                    

56.   Media Result - China, China Daily Hong Kong, Great Place you've never heard off, Subantarctic Island - December 2017

57.   Media Result -  China, South China Morning Post, Where the wild things are, Stewart Island Kiwis - December 2017

58.   Media Result -  Australia, MTV, 12 Adventures in NZ South Island, Bluff Shark Diving and Nugget Point Catlins - December 2017                

59.   Media Result - Indonesia, 25bertita.com, Tribunnews.com, Suara.com, Dream.co.id, Viva.co.id, 5 Secret Destinations in NZ you can't miss, The Catlins - December 2017

 

Media Famils (including social)

1.     Tourism New Zealand IMP File - Vancouver Sun - November 2017

2.     Gotta Love NZ -  November 2017

3.     Tourism New Zealand IMP File - Vogue Online - November 2017

4.     KiaOra Magazine - November/December 2017

5.     South of Home - December 2017

7.3 Supply and Trade

 

1.     Tourism Summit

2.     TNZ Industry/Market Update

3.     AOT Itinerary - adding SGCC

4.     IMA TRENZ

5.     GDC Summit

6.     Southern Showcase (90  operators)

7.     ICC Responsible Camping Project

8.     Southern World - Northern Southland

9.     Contiki - Northern Southland

10.   ATS Product Listing

11.   Nouvelle Zelande à la carte - Stewart Island

12.   New Zealand Travel Centre (Aus)

13.   MoaTrek, Guest NZ, Pan Pacific, JTB

 

 

Trade Famils

1.     HM-Touristik (Germany) Travel Famil

2.     CINZ Famil

 

7.4 Digital

Channel

Current Total Community - As at 31/12/2017

Total Community

as at June 30 2017

(Last year)

Total Reach July 1 2016 - June 30 2017

(Last year)

Total New Community

Oct 1 2017 - Dec 31 2017 (This Quarter)

Total Reach

Oct 1 2017 - Dec 31 2017 (This Quarter

Total

84,206

79,407

N/A

2,231

N/A

Databases (Target +8% 15,528)

79,407

14,378

N/A

233 (+1.4%)

N/A

Facebook Southland NZ

N/A

34,535

1,616,925

602

288,920

Instagram Southland NZ

2,231

23,438

NA

931

94,292

Twitter Southland NZ

N/A

3,529

97,142

87

23,031

Facebook INV i-Site

16,200

3,527

685,887

378

133,431

Total Social Media (Target +10%, Reach 2.67m, Comm 71.5k)

14,378

65,029

2,429,954

1,998

539,674 (20%)

 

 

 

 

 

 

 

Channel: southlandnz.com

Data sourced from Google Analytics

Sessions

Users

Pageviews

Pages/Session

Bounce Rate

Operator Listings

Year: July 1 2016 - June 30 2017

79,702

62,897

214,812

N/A

N/A

352

Quarter 1: July 1 2017 - Sep 30 2017

22,973 (26%)

17,446 (25%)

60,933 (26%)

2.65

54.85%

441 (+25%)

Quarter 2: Oct 1 2017 - Dec 31 2017

29,839

(34%)

22,606

(32%)

83,188

(35%)

2.79

56.87%

442

Quarter 3: Jan 1 2018 - Mar 31 2018

Quarter 4: April 1 2018 - June 30 2018

Year: July 1 2017 - June 30 2018

Annual Target (+10% )

87,672

69,187

236,293

2.70

35%

420



 


 

8. 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.

 

In 2016, Venture Southland undertook an internal evaluation of their role with delivering events with a view to looking at how to prioritise allocation of resources and gain efficiencies. Outcomes from this review are reflected in this year’s work programme as below.

 

The next step and a key project for this year in line with the Southland Regional Development Strategy is the development of a Southland Regional Event Strategy (see 2.3).  This framework will involve multiple stakeholder involvement and will assess event development and promotion from a regional perspective. 

 

 

 

Status

Notes

8.1

Delivery and support of events

 

Generate spectatorship in excess of 40,000 per annum

ONGOING

The delivery and support of events across the Southland region has resulted in spectatorship of 23,300 to date.

 

Preparation for key events in the upcoming quarter was undertaken including work for:

-      Southland District Council Holiday Programme

-      Southland Buskers Festival

-      Shakespeare in the Park

-      Burt Munro Challenge

8.2

Grow and promote the Southland events calendar

 

Provide marketing support to 32 events

 

Undertake event promotion for iconic and significant events

ONGOING

12 events newsletters distributed and 146 events promoted in the Southland events calendar during the quarter.

 

 

 

8.3

Develop an approach and platform for aligning, planning, coordinating and funding events in the region

ONGOING

The Southland Regional Event Strategy will align with this target (see 2.3).

The Event Capability Workshop was delivered in November in partnership with Sport Southland and included 45 people from the events industry.

 

New event capability content has been published online in the last quarter and work is continuing with ICC on council support for event managers in the region.

8.4

Facilitate event capability development

 

Provide support to 12 regional events

 

ONGOING

As above 8.3

 

Support has been provided at regional events including the Hokonui Fashion Awards, Bluff Oyster and Food Festival, ILT Kidzone, Burt Munro Challenge, Southern Field Days, RedBull Farm Jam and Crankup Day.

8.5

Economic and social impact assessment

 

Work with key stakeholders to establish a process to identify and prioritise key events to be evaluated in order to understand the economic and social impact

ONGOING

Economic and/or social impact assessments to be completed where a need is identified

 

Additional Notes:

8.1 Event Delivery:

 

Date

Facilitated (VS Lead Role)

Supported

(VS Support Role)

ILT Kidzone

Jul

11,000

Hokonui Fashion Awards

Jul

1,200

Interschool Speech Competition

Sep

200

New Zealand Mens Netball Nationals

Sep

400

Spring Festival

Sep - Oct

7800

Conference Estimate for quarter

Jul - Sep

1000 (*17)

DownRiver Dash/Cycle to Celebrate

Dec

200

200

Conference Estimate for quarter

Oct - Dec

 

1500 (*22)

SDC Holiday Programme

Jan

300

Summer Sounds

Jan

150

Rev Up

Jan

Shakespeare in the Park

Feb

1000

Burt Munro Challenge

Feb

7,000

Southern Field Days

HopNVine*

Apr

700

Heritage Month

Mar

Southland Festival of the Arts

Apr - May

5,000

Southern Steel

Apr - Jun

8,500

Bluff Oyster and Food Festival*

May

500

4,500

Southland Buskers Festival

Jan

6,000

Other Events Supported (incl. conference)

Year

200

12,000

TOTAL

 

 

 

 

 


 

9. Community Development

Southland is known for its strong and vibrant communities which contribute to a quality of life. The Southland Regional Development Strategy aims to attract 10,000 more people by 2025 and quality of life opportunities are essential to not only attracting, but also retaining people. 

Venture Southland supports the Southland District Council in supporting local communities to maintain a proud Southland community spirit, particularly in rural areas.  The approach is twofold and relies on a relationship approach of working alongside local people and groups and partnering with Councils, community funders and other stakeholders on a range of projects and initiatives.

There is a close relationship between the Southland District Council Community and Futures group and Venture Southland’s Community Development team. Venture Southland’s Community Development team helps to deliver Southland District Council’s priorities and support Council on a range of projects and initiatives. 

The 2017-18 work programme builds on key projects completed in the previous year and detailed briefs for new projects listed below are yet to be fully scoped. Scoping of these projects will be undertaken alongside the Southland District Council to establish objectives, timeframes and resource requirements.  Note: Depending on the scope of these projects, some priorities may change.

Please note that there are four projects as outlined in the Southland District Council Letter of Expectation which are detailed in other sections of this quarterly report. 

Project/Initiative

Section

Rural Migrant Worker and Newcomers Project (now known as Te Anau Ambassador Pilot – see 5.4)      

Attraction and Retention of a Skilled Workforce

MBIE Tourism Infrastructure Fund (see 2.12)

Destination Development

Cycle Strategy Implementation  (see 2.5)

Destination Development

Around the Mountains Cycle Trail Operational Requirements (see 2.14)

Destination Development and Destination Promotion

 

Community Development is split into the following sections:

Community Capacity and Capability Building

 

 

Status

Notes

9.1

Community Organisation and Volunteer Sector

Project

 

The project aims to prioritise and implement the key findings determined from the research undertaken in 2016-2017

ONGOING

SDC requested further development of the database created in the previous year’s research to include contact details for SDC organisations. Database is now complete and has been handed back to SDC.

In total, contact details for 669 organisations were sought for the database. Council are using this database to inform the community about relevant events, consultation processes etc.

 

Shared Service Pilots - ONGOING

SDC have commissioned two pilot projects (one geography based and one topic based) to explore the development of a shared service that can be used by a number of volunteer groups.

The aim is to increase capacity by “joining forces” and address the issues which arose from the previous volunteer research. A review of the previous research and the brainstorming of topics will be taken back to SDC and the community in February.

9.2

Community Facilities Project

 

The project aims to prioritise and implement the key findings determined from the research undertaken in 2016-2017

ONGOING

The final report for the community facilities project was submitted to SDC on 31 August 2017. 

 

SDC are yet to advise of further projects flowing directly from this research, however have sought the community team’s assistance in engaging with some communities regarding the use of key facilities.

 

 

Community Planning

 

 

Status

Notes

9.3

Southland District local community sustainability strategic approach

ONGOING

This project is aimed at developing a District-wide approach to community development which will be ratified by SDC.

 

An initial workshop was held in November (facilitated by SDC), and SDC have advised at least one further workshop will be held prior to the development of the strategy.

 

9.4

Community futures and community leadership

plans

ONGOING

Assisted SDC with the delivery of a series of workshops held in November that allowed the wider community to have input into the development of Community Leadership Plans in Invercargill, Gore, Te Anau, Otautau and Wallacetown.

A community consultation “fete” was held on Stewart Island, and a follow up workshop. In the next consultation phase, the team will also be assisting with further “fetes” SDC are planning in the District as this allows more informal and one-on-one engagement with residents.

9.5

Community Education

 

Deliver a series of workshops to be held throughout Southland to educate the local community about a relevant issue or topic.

ONGOING

Pool water quality training has been carried out over the quarter.

 

All of the committees which run Southland’s pools were offered the opportunity to attend a one day water quality training with subsidies secured via the SDC Community Initiatives Fund and Community Trust of Southland.

 

Fourteen Southland pools attended, and consultation with the pools has commenced around their interest in meeting again in May/June for a networking event.

 

Possible topics and speakers at this event include a guest speaker on pool heating (to complement the launch of Venture Southland’s pool heating guide), funding information and sustainability strategies, and attendance of pool suppliers.

 

The Volunteer group workshop series is ongoing

 

Research is being undertaken into the topic and method of engagement for volunteer group workshops this year.

 

Engaging additional partners, the topic of funding sustainability, and the opportunity to wrap a mentoring program around the workshops is being explored by the team at present.

 

The joint venture workshop series pilot is ongoing

 

A pilot of Venture teams collaborating to deliver a series of workshops is being trialled on Stewart Island in 2018 in collaboration with the Stewart Island Promotion Association.

 

Worksafe and the business team are providing an information session in February 2018, and the tourism team are providing a workshop on Digital Marketing in September. A third community-related topic is being explored for May 2018.

 

9.6

Welcoming Communities Pilot

 

ONGOING

See 5.6 for full update.

 

Direct assistance with the delivery of the pilot programme alongside individual councils, the Labour Market Coordinator and Welcoming Communities Coordinator.

 

 


Community and Policy Committee

09 May 2018

 

Local Initiatives

 

 

Status

Notes

9.7

Local Community Project Support

 

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

 

Supporting volunteers empowers local communities as per the Southland Regional Development Strategy

 

 

ONGOING

58 groups assisted in the second quarter to lead their own community projects. These organisations and/or projects are detailed below and further information is available on request:

Rakiura Museum

Fiordland Players Club

Tuatapere Community Board,  Railway Project

Tuatapere Guide Book project

Gorge Road CDA

Wyndham A & P Association  

Wyndham Pony Club

Wyndham and Districts Historical Society

Mokotua Hall Committee

Friends of Lumsden School (bike track)

Garston School

Garston CDA Subcommittee

Cycle and Celebrate Event

14 Southland Community Swimming Pools (water treatment course)

South Coast Environment Centre

Fire and Emergency New Zealand

Southern Pig Hunting Club

Otautau Community Worker Trust

6 funders via Southland Funders Forum (including CTOS, DIA, ILT, SDC, ICC, Te Pūtahitanga)

Down River Dash, Mossburn

Athol Gallery Trust

The Upper Mataura Trust

Mossburn Senior Citizens

Bush Haven Otatara

Gunn’s Camp – Hollyford Museum Trust

Nightcaps War Memorial

Southern Boardriders

Otautau Flowers, Quilts & Crafts Day

Colac Bay Boat Ramp

Te Hikoi

Wreys Bush Hall Committee

Rakiura Museum

Humpridge Track

Classical Music Festival, Te Anau

Edendale War Memorial

Wyndham Archway restoration

Welcome Rock and Real Country

Balfour Gun Club

South Catlins Charitable Trust

Catlins Coast Inc.

 

       



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[2] Stats NZ Tatauranga Aotearoa (2017). Regional GDP, 2016 – Southland. Retrieved from http://archive.stats.govt.nz/browse_for_stats/economic_indicators/NationalAccounts/rgdp-YeMar16-infographic/regions/southland.aspx

[3] Stats NZ Tatauranga Aotearoa (2017). Geographic units by region and industry 2000-17. Retrieved from http://nzdotstat.stats.govt.nz/wbos/Index.aspx?DataSetCode=TABLECODE7603#

[4] Ministry of Business Innovation & Employment (2017). Regional Economic Activity Tool. Retrieved from http://webrear.mbie.govt.nz/theme/labour-force-participation-rate/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

[5] Ministry of Social Development (2017): Quarterly Benefit fact sheets.  Retrieved from https://www.msd.govt.nz/about-msd-and-our-work/publications-resources/statistics/benefit/archive-2017.html

[6] Ministry of Business, Innovation and Employment. Regional Economic Activity Web Tool. Retrieved from http://webrear.mbie.govt.nz/theme/household-income-mean/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute