Annual Report 2010 - Christchurch City Council
Annual Report 2010 - Christchurch City Council
Annual Report 2010 - Christchurch City Council
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Economic development<br />
<strong>Council</strong> activities and<br />
services<br />
<strong>Annual</strong> <strong>Report</strong><br />
<strong>Christchurch</strong> Otautahi<br />
<strong>2010</strong><br />
p69.<br />
<strong>Council</strong> activities and services<br />
Economic development<br />
Activity Level of service Actual Target<br />
Regional economic<br />
development, business<br />
support, and workforce<br />
development (continued)<br />
CDC initiates and/or implements<br />
priority economic development<br />
projects identified through CEDS<br />
or Canterbury Regional Economic<br />
Development Strategy<br />
CDC continues to work on<br />
the Cruise Ship Berth, Health<br />
Innovation Hub and Centre for<br />
Innovative Foods<br />
Three projects (new and ongoing)<br />
per annum unless agreed<br />
otherwise by CDC’s board<br />
CDC delivers a programme<br />
supporting existing and emerging<br />
high growth industry sectors<br />
Ongoing support and activity<br />
is provided to six sectors:<br />
ICT, International Education,<br />
Specialised Manufacturing,<br />
functional Foods, Nutraceuticals<br />
and Medtech sectors<br />
Identify and support five highgrowth-potential<br />
industry sectors<br />
and/or cluster groups (ongoing)<br />
unless agreed otherwise by CDC’s<br />
board<br />
CDC delivers customised<br />
business acceleration services<br />
to businesses with high growth<br />
potential<br />
The Enterprise Training<br />
Programme (ETP) contract has<br />
been successfully delivered<br />
within the city and region. In<br />
excess of 90% of the programme<br />
has been delivered to high growth<br />
potential businesses in multiple<br />
target sectors<br />
80% of ETP delivered to support<br />
needs of high-growth-potential<br />
businesses unless agreed<br />
otherwise by CDC’s board<br />
<strong>Council</strong> to work with CCT to<br />
implement strategic plan that<br />
supports and delivers on visitor<br />
strategy<br />
The plan is not completed. CCT<br />
expressed that its mandate<br />
is visitor marketing, not the<br />
implementation of the Visitor<br />
Strategy. CCT will only play this<br />
role if <strong>Council</strong> provides associated<br />
additional funding. The issue<br />
of where the mandate lies for<br />
implementing the Visitor Strategy<br />
needs to be resolved<br />
Three year strategic plan<br />
completed annually by 15 June<br />
Implementation to date reviewed<br />
as part of wider work to audit<br />
delivery of <strong>Council</strong> strategies<br />
Visitors’ strategy implementation<br />
progress is monitored and<br />
reviewed with key stakeholders<br />
as part of the strategic planning<br />
process<br />
CCT promotes <strong>Christchurch</strong> and<br />
Canterbury as the best value<br />
destination for conventions,<br />
incentive travel and exhibitions<br />
Covec research shows 19.6%<br />
average market share for the<br />
region from July 2009 to March<br />
<strong>2010</strong>. NB: a new research<br />
programme was introduced on 1<br />
June 2009<br />
18% market share of conference<br />
delegate days by 2015 unless<br />
agreed otherwise by CCT’s board<br />
9.8% increase in conference days.<br />
NB: a new research programme<br />
was introduced on 1 June 2009<br />
3% increase in conference<br />
delegate days per annum<br />
(ongoing) unless agreed<br />
otherwise by CCT’s board<br />
CCT supports tourism operators<br />
to improve the environmental and<br />
cultural sustainability of their<br />
businesses<br />
Achieved. 351 licensed operators<br />
in Canterbury<br />
5% per annum increase in<br />
Qualmark licensed operators<br />
with a starting base in 2007 of 285<br />
unless agreed otherwise by CCT’s<br />
board
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