Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
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Taranaki 2035 Taranaki’s Regional Economic Development Strategy 2010-2035
Regional Strategy
Foreword: John Young, Chairman, Venture Taranaki Trust.
I
n the time since Venture Taranaki released Taranaki’s first Regional Strategy in 2002, Taranaki has transformed.
The region has grown in confidence with renewed pride and a global cosmopolitan outlook attracting thriving new
industries. It is this solid position that the second version of the Taranaki Regional Economic Developement Strategy
celebrates and builds upon.
We are competing against the rest of the world in terms of attracting and retaining the best people, fostering innovation,
and leveraging new technologies to gain a bigger slice of the economic pie. This Strategy will enable Taranaki to remain
competitive in this changeable and challenging context.
The Strategy’s vision is for a more competitive Taranaki economy that is progressive, growing, westward-looking and
of national significance. We want Taranaki to be renowned for its people, culture, talent, rich natural resources and
desirable location.
It is ambitious, but Taranaki is up for the challenge. Our business community has always exhibited great energy, creativity
and passion. It is time to ensure that our sights are set in a common direction and our efforts are towards a shared
outcome. It is time for action.
To achieve the vision by 2035 each and every one of our region’s stakeholders must buy into this Strategy, banish
complacency, and take a share in the ownership, the delivery, and the rewards that the future Taranaki can deliver.
Acknowledgments:
A special thank you to...?
Venture Taranaki wish to acknowledge the contribution of BERL. The time to start is right now.
Photographs courtesy:
Rob Tucker, Jane Dove, Collection of Puke Ariki, New Plymouth (Photos: PHO2001-93 - PHO2002-810 - PHO2002-855 - PHO2003-1233 -
PHO2004-285 - PHO2006-241 - PHO2006-253 - PHO2006-281 - PHO2007-305 - PHO2008-126 - PHO2009-168 - PHO2009-171 - PHO2009-215 - PHO2009-305 - PHO2009-358).
Designed by Cause&Effect Ltd
Printed by Razz. John Young, Chairman
Taranaki 2035
Regional Economic Development Strategy 2010-2035
New Plymouth Stratford Hawera
p. 6 Strategy At A Glance
p. 10 What Are We Doing And Why?
p. 12 Where Do We Stand Now?
p.17 What Do We Want To Change?
p. 20 Where Do We Want To Be?
p. 21 Vision And Strategic Themes:
p. 22 Team Taranaki
p. 23 Gateway Taranaki
p. 24 Foundation Taranaki
p. 26 Frontier Taranaki
p. 28 Talented Taranaki
?
p. 30 Desirable Taranaki
p. 33 How Do We Get There?
p. 34 Three Year Priority Action Plan
Our Future
4 Regional Economic Development Strategy 2010-2035 5
Strategy At A Glance
Vision: By 2035 , Taranaki will be a progressive, growing, its people, culture, talent, rich natural resources and desirable
westward-looking province, of national significance, renowned for location.
Strategic themes:
TEAM GATEWAY FOUNDATION FRONTIER TALENTED DESIRABLE
TARANAKI TARANAKI TARANAKI TARANAKI TARANAKI TARANAKI
Goal: Goal: Goal: Goal: Goal: Goal:
To build partnerships and harness To connect Taranaki locally, To maximise the potential of The pursuit of new horizons, To create a regional culture where To make Taranaki the preferred
the collective energies and spirit of nationally and internationally, Taranaki’s core industries by adding industries and projects that foster innovation, talent and lifelong place to live, work and visit, in order
the Taranaki people and its leaders removing the geographic issue of value to the region’s traditional diversification, growth, and/ learning are valued and to ensure to achieve the population target of
to benefit Taranaki’s growth. isolation and building on the region’s sectors and enhancing business or perception shifts to enhance Taranaki businesses have the skills 135,000 by 2035.
proximity and access to Australia. capability, innovation, productivity Taranaki’s regional development. to support current and future needs.
and export development.
Flagship projects:
Projects: Projects: Projects: Projects: Projects: Projects:
Obtain commitment from key Form the Gateway Taskforce to Position and promote Taranaki as Form a Frontier Team to proactively Implement a Talented Taranaki Develop and launch the population
stakeholders on priorities and focus on Taranaki’s infrastructure and New Zealand’s centre of oil and gas identify potentially transformational campaign to grow, retain, inspire and campaign:“135 by 2035” seeking to
resourcing to achieve the strategy’s maximise the potential of the region’s projects attract a skilled population grow the region’s population to 135,000
vision port, rail, road and air assets Investigate opportunities to increase
growth in primary production Establish a creative network to Prioritise retention and support Utilise the visitor and event strategies
Form a united leader’s group to Develop a trans-Tasman strategy develop the sector and enhance in- of the region’s tertiary training plus targeted campaigns to position
promote Taranaki on the national to underpin industry and ensure Port Work with key food processors to novation through collaboration with institutions, especially WITT Taranaki as a great place to live, work
political and economic agenda Taranaki’s sustainability identify needs and explore opportu- traditional industries and play
nities such as the fast food market Investigate tertiary and research
Partner with Mäori, to learn and Develop the East-West Corridor as Assess opportunities to enhance linkages and opportunities Maximise potential opportunities from
engage on a range of economic a route of national significance Assist the region’s manufacturing the superyacht industry Rugby World Cup 2011
and social matters and dimensions, sector to add value through initiatives Develop initiatives and pathways
including the Mäori economy and Investigate formation of an export such as Better By Design, Lean Manu- Analyse the region’s natural resources to encourage life-long learning and Build an environment that will attract
Mäori in the economy. hub and associated infrastructure. facturing and cluster development skill development people to the region. This may include
Investigate the potential of niche assets such as a cultural and creative
Intensify assistance to businesses opportunities such as carbon se- Inspire and foster the future leaders precinct, recreational marina and im-
with high growth potential questration, the Square Kilometre Ar- of Taranaki. proved inter-regional public transport
ray telescope and specialist clusters
Improve relationships with major Ensure rural and urban digital struc-
businesses in the region. Build on our film reputation by tures are nationally and internationally
investigating film infrastructure. competitive.
Making the vision a reality:
7
As a region Taranaki aspires to be the best. as the Regional Development Agency, will coordinate the delivery of this Strategy, achieving the vision will require
We are proud and parochial, believe in our abilities and are accustomed to exceeding expectations. leadership, commitment and investment from all corners of the community. The time to act is now.
This Strategy is about maximising Taranaki’s strengths and potential to provide a better future. Although Venture Taranaki,
6 Regional Economic Development Strategy 2010-2035
?
Our Future
8 Regional Economic Development Strategy 2010-2035 9
What Are We Doing
The Strategy is about ensuring the sustainability of future
generations by building on the present to provide a
brighter future. Much has been achieved in recent years,
And Why?
but we cannot afford to rest on our laurels. Taranaki
should seek to respond to challenges and capitalise on
new opportunities if the region is to shape its future and
progress with confidence.
Effective partnerships must developed and common goals
and priorities for regional development agreed by all key
stakeholders, in order to maximise these opportunities.
Development of the Strategy has not begun from a blank
sheet of paper. Significant background work has been
undertaken to ensure the strategy is robust and meets
the needs of Taranaki.
A
lthough regional economic performance is often Taranaki aspires to be the best, and this goal is not
ultimately determined by global markets, unachievable. We are a proud and parochial region that
national policy and individual business factors, believes in its ability and is accustomed to exceeding
Summary of key inputs that informed and shaped the Regional Economic
collective action and intervention can make a positive expectations. Development Strategy
difference. Examples of this are developments like the
Think Big energy projects, the breakwater at Port Taranaki The Taranaki Regional Economic Development Strategy
and the establishment of Kiwi Dairies. has therefore been developed to assist strategic focus and
Infrastructure Perception
co-ordination of economic activity leveraging the region’s review research
We cannot and should not depend on market forces alone competitive strengths and pursuing new horizons to
Consultation*
to shape our region’s destiny. provide a vision of Taranaki in 2035. Situation/SWOT ideas/issues/
analysis concerns
The catalyst for developing the strategy comes from:
Literature
The last Regional Economic Development Strategy was developed was 2002. review - Comparative
Timeliness research/related strategy
Much has changed since then.
strategies analysis
The Government (NZTE) offered to assist with funding for a refresh of the Strategy.
Opportunity
Venture Taranaki successfully applied and was awarded partnership funding.
Taranaki has many competitive strengths and advantages. Strategy
Maximising our potential
The Strategy is about maximising these. Identification
Previous of vision
There is the need for responsiveness and proactive planning in the face of Strategy (2002)
Responsiveness themes and
change and challenge. actions
A strategy provides a basis for strong leadership through a common vision
Leadership
and a platform for united action, team work and regional confidence.
The desire to be the best and to ensure a future for the next generation
A better future
which is even better than the past and present.
*Consultation has been with: Individual businesses, Institutions (e.g. Port Taranaki, WITT, councils, public sector bodies) and through workshop
Taranaki people care deeply about the province. We cannot depend on sessions with the following sectors: Infrastructure, Industry, oil and gas, creative, go vernment agencies, professionals, rural sector.
Regional pride
market forces alone to shape our destiny.
The power of collective action and intervention can make a difference for
Interventions
11
provincial economies.
10 Regional Economic Development Strategy 2010-2035
120
Index 1994=100
115
110
105
Where Do
100
Competitive advantages relative to 95
New Zealand 90
Taranaki has a higher proportion of people employed in
We Stand Now?
19
the following industries:
Ag
M
Fo
En
Ot
Co
W
Ho
Tr
Bu
Go
Ed
He
Cu
Pe
an
Primary production and processing (especially dairy)
in
ho
o
rs
he
uc
gin
r ic
ltu
n
s in
al
s
ve
d
pi
st
in
on
s
th
ati
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rM
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rn
po
ra
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ee
Pr
ta
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g(
145
sa
al
tu
&
l&
on
m
lit
oc
s,
cti
rt
r in
O&
an
Oil and gas exploration and extraction
le
re
Se
en
C
y
F
es
&
on
Re
g
om
in
u
&
rv
G)
tA
s in
fa
St
an
Index 1994=100
c
Re
ice
m
ct
re
or
135
dm
g
ce
Manufacturing (engineering)
ta
un
ur
ati
s
ag
il T
in
&
in
ity
e
on
ist
g
Pr
ra
al
Se
125
ra
The same trend is evident when considering the respec-
op
de
Se
rv
tio
er
ice
rv
n
ty
ice
s
tive GDP contribution of the industries. This is shown in
Se
115
s
rv
ice
the following diagram where the relative importance of
s
105
industries such as mining (oil and gas) stands out. Source: BERL Database, 2008
95
1
Employment composition in Taranaki relative to New Zealand, 2008.
Employment (FTEs)
20%
Taranaki Region
New Zealand
15%
In
10%
Taranaki location and geography Insfrastructure 5%
Taranaki comprises approximately three percent of Taranaki’s roading comprises state highways (SH3,
New Zealand’s total land area SH3A, SH45) and local road network 0%
The geographic location is defined by Mount Taranaki, Port Taranaki is NEw Zealand’s omly west coast deep
Ag
M
Fo
En
Ot
Co
W
Ho
Tr
Bu
Go
Ed
He
Cu
Pe
an
in
ho
o
rs
he
uc
gin
ric
ltu
ns
sin
al
sp
ve
d
in
on
sp
th
ati
le
tru actu
rM
ul
ita
rn
ra
es
ee
Pr
g(
one of New Zealand’s most recognisable landmarks water port
sa
or
al
tu
&
l&
on
m
lit
oc
s,
cti
rin
O&
an
le
t
re
Se
en
C
y
Fin
es
&
on
Re
g
om
uf
&
rv
G)
t
sin
St
Taranaki’s soils and climate are suited to high produc- The region has a fully serviced regional airport with
an
A
cr
Re
ice
m
or
dm
g
ea
ce
ta
un
s
ag
rin
tio
il T
in
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ity
e
ing pastures. Approximately 60 percent of the region is flights to major New Zealand cities
ist
g
n
Pr
ra
al
Se
r
op
de
ati
Se
rv
er
on
ice
rv
used for high intensity pastoral farming Rail insfrastructure is predominantly used for move-
ty
ice
s
Se
s
rv
Temperatures in the region are moderate and there ment of freight via the Marton to New Plymouth line
ice
Industry
s
is an abundant rainfall, contributing to an attractive The region has a full range of public amenmenties eg
Source: BERL Database, 2008
green landscape. As the result the region could also librairies and parks.
be perceived as wet and cold
Taranaki is centrally located between Auckland and Taranaki economy – synopsis GDP Composition in Taranaki region relative to New Zealand, 2008
Wellington in drive, flight and shipping terms, but can As at March 2008 the region:
125
also be perceived as isolated, out on a limb and a long Employed 46,400 FTEs in 14,300 businesses
120
Index 1994=100
way to travel to. Generated $5.0 billion in Gross Domestic Product 115
(GDP) 110
People Accounted for 2.5 to 3.0 percent of the New Zealand 105
There are approximately 105,000 people in Taranaki. economy 100
95
Between 1996 and 2001 Taranaki’s population de- Has contributed $459 million annually to regional
90
clined by around 3.5 percent but rebounded between GDP through Taranaki’s M ori economy.
199
2001 and 2006 by 1.2 percent overall
Ag
M
Fo
En
Ot
Co
W
Ho
Tr
Bu
Go
Ed
He
Cu
Pe
M ori comprise around 15 percent of the Taranaki
an
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sa
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on
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population, and this proportion is increasing. By 2021,
lit
oc
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on
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Index 1994=100
A
cr
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ice
m
or
M ori could comprise around 20 percent of the Taranaki 135
dm
g
ea
ce
ta
un
s
ag
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tio
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&
ity
e
ist
g
n
Pr
ra
population
al
Se
125
r
op
de
ati
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er
on
ice
rv
ty
More people in Taranaki than nationally have basic or
ice
s
Se
115
s
rv
ice
higher vocational qualifications
s
105
13
Relatively fewer of the population have tertiary quali- Source: BERL Database, 2008
95
fications.
199
12 Employment (FTEs)
Regional Economic Development Strategy 2010-2035
20%
Taranaki Region
Strengths, Weaknesses, Opportunities, Perceptions about Taranaki
Perceptions about a region can impact on economic
Threats (SWOT) Analysis. development as they may play an influential role
(positively or negatively) on decisions such as where
to live, invest, work and visit. Independent research
Perceptions about Taranaki from people who do not live here was commissioned by Venture Taranaki to determine
perceptions about Taranaki amongst people from outside
The Mountain (Mount Taranaki)
First three things which come to the region as well as residents.
Beaches, ocean, the coast
mind when thinking of Taranaki
Mentions of individual towns.
The following table summarises the strengths, weaknesses,
Farming, rural sector, food processing (e.g. Fonterra) opportunities and threats facing Taranaki and its regional
Key industries associated
Oil and gas development. It was developed in consultation with a
with Taranaki
Tourism. wide variety of stakeholders.
The attractivness of the landscape
Taranaki’s most The spirit of Taranaki and its people
Strengths Weaknesses
positive attributes Opportunities and amenities for outdoor activity, recreation and sport
Progressive and offers a good work-life balance.
Natural environment: mountain, conservation estate, Isolation
Career progression opportunities coast, gardens Accessibility
Employment opportunities Parochialism and can do attitude: strong local identity Population base: lack of growth
Taranaki’s least
favourable attributes Tertiary education Excellent soils and climate for growing things Reliance on commodity exports/global markets and
Location - geographical distance, isolation, travel time Dairy: primary and processing exchange rates
Weather - rain, cost. Large food processing companies Reliance on oil and gas and dairy
Proven oil and gas reserves and support base Tertiary sector and research: lack of a university
The survey also highlighted that people who live outside of the region are often unaware of Taranaki’s amenities such Good infrastructure and amenities Perceptions of Taranaki from outside the region: isolation,
as the airport. Port Taranaki poor weather, lack of career progression routes
Sound asset base: TLAs, trusts, TSB Bank Skills: shortages in specialist areas, lack of lifelong
People: spirit, attitude, regional pride learning culture.
Positive perceptions about Taranaki: clean, green, healthy
Perceptions about Taranaki from people who live here
location to live, beautiful landscape, work-life balance.
Taranaki residents were found to be strong advocates for the region. 83 percent of survey respondents stated they
would recommend Taranaki to others as a place to live. Relative to the perceptions of non-residents, Taranaki residents Opportunities Threats
tended to rank Taranaki:
Port Taranaki: gateway to Australia, coastal shipping Variable markets for oil, gas and food
Cafes, arts and culture Service centre for energy: building on oil and gas Variable exchange rates
Sports, events Food development and processing Population decline
More highly As a place for business
on most catagories Oil and gas exploration: Taranaki successes Relevance to national economy
Progressiveness Urban form: liveability Losing tertiary relevance, infrastructure and services as lack
Weather and climate. Connectability throughout region national significance
M ori integration into economic and social development Continued divergence from national growth rates
Wage rates and career progression
Demographic and social changes: aged and health care, Loss of major business and /or supply chains/routes
At similar levels Employment opportunities
environmental consciousness Major oil/gas find in distant New Zealand location – shift of
to non-residents The regional economy
Added value industries: using design, creativity. local services.
Tertiary education offering.
Road, traffic congestion
Less favourably
Housing affordability
than non-residents
Crime and safety concerns.
14 Regional Economic Development Strategy 2010-2035 15
What Do We Want
To Change?
Demography
Looking at two key indicators - population and employ-
ment - Taranaki is on a diverging path from New Zealand,
mainly due to its small, static and ageing population.
Taranaki Economic Performance
Unlocking our future
There is a need for regional leaders and people to take
control of our destiny. Regional leadership needs to:
Agree to a common vision for Taranaki and acknowledge
it will take regional intervention, including allocation of
resources, to achieve the vision
Take an intergenerational view to implementing change.
This is not the performance path of a resilient sustainable Addressing skill requirements
region and suggests transformational change is required. Businesses need skilled workers to meet their current and
future needs and improve productivity, innovation and
business growth. However skill shortages exist in the region
and specialist skills can be difficult to attract and retain.
These shortages must be addressed through initiatives
that include: may creating education pathways for life-
long learning, offering Research and Development support
for business and development of high-level research and
training in niche sectors such as oil and gas or engineering.
Geographic isolation
Taranaki is perceived as isolated from the rest of New Zea-
land. Its road and rail links to the rest of New Zealand are
17
in relatively poor condition by international standards.
16 Regional Economic Development Strategy 2010-2035
The region needs to turn its geographic position into an ad- on Taranaki’s performance and community outcomes.
vantage. When considering location from a trans-Tasman Interaction with these businesses must occur to encourage
perspective Taranaki is centrally positioned in relation to them to consider the broader impacts of their presence to
the eastern seaboard of Australia. the region’s development prospects.
Advances in technology must also be captured to mitigate Environment - growth balance
the negatives of geographic isolation. Taranaki has a significant conservation estate incorporat-
ing, in particular, Mount Taranaki and the surrounding
Egmont National Park. Development of enterprises based
around these areas could be beneficial to the region but
must be assessed in terms of the restrictions governing the
commercial use of the conservation estate and the need to
preserve unique environments.
Taranaki also has untapped natural reserves of potential
value but any maximisation of these resources would re-
quire considerable care to maintain the region’s unique
natural assets.
Transport infrastructure
Areas of need that have been identified in this strategy Encouraging investment
include: and diversification
Investment must continue to support core infrastructure
Upgrades to the rail lines
assets and the region’s critical foundation industries such
Improvements to State Highway 3 north of the region.
as oil and gas, dairy and engineering. However it must also
Connectivity of SH3 to Port Taranaki. There are a number
be encouraged into lifestyle and ‘frontier’ assets to ensure
of projects aligned to the Port around trans-Tasman and
Taranaki is progressive, competitive and contemporary.
coastal shipping
Transport links within the region.
Competing in a global economy
Taranaki is exposed to fluctuations in global commodity prices
as well as the exchange rate. To mitigate this exposure the
region needs to:
Diversify its product lines to reduce reliance on com-
modity pricing
Apply an innovation driven approach to add value to
existing products, moving the region from being a
‘price taker’ and into a ‘price setter’ position.
Partnership with Mäori
Taranaki Mäori have opportunities to take substantial Taranaki resonating on the national
strategic positions in key aspects of the growth and agenda
development of Taranaki. Collaboration and coordination Taranaki is frequently overlooked on the national political
is required to realise these opportunities. and economic agenda. Taranaki’s economy, however, is
inextricably linked to the national and global economies
Relationship with big business and policy frameworks. Taranaki missing out on national
Taranaki is relatively unique in that it has a number of big discussions on growth can have detrimental consequences
businesses whose corporate head offices are located out- to the region’s services, visibility, viability and ability to
19
side the region, or in some cases outside New Zealand, but influence outcomes in a broader context. This needs to
whose investment decisions can have a significant bearing be addressed.
18 Regional Economic Development Strategy 2010-2035Where Vision: By 2035, Taranaki will be a progressive, growing,
Do We Want To Be?
west-ward-looking province, of national significance, renowned
for its people, culture, talent, rich natural resources and
desirable location.
Goal:
TEAM To build partnerships and harness the collective energies and spirit of
TARANAKI the Taranaki people and its leaders to benefit Taranaki’s growth.
Goal:
GATEWAY To connect Taranaki locally, nationally and internationally, removing the
We Want Taranaki To Be: TARANAKI geographic issue of isolation and building on the region’s proximity and
access to Australia.
Considered significant nationally A hive of creative, progressive thinkers and doers
An international trans-Tasman gateway A region of bold, courageous leadership
Economically diverse with foundation and high-value, At the cutting edge of innovation Goal:
frontier industries A place that embraces its proud history and culture FOUNDATION To maximise the potential of Taranaki’s core industries by adding
A prosperous liveable region with a growing population Cohesive, with strong communities TARANAKI value to the region’s traditional sectors and enhancing business
A community of highly educated and talented people A region that fosters growth while respecting capability, innovation, productivity and export development.
A region where our children and grandchildren can stay the environment.
and build rewarding careers
Goal:
FRONTIER The pursuit of new horizons, industries and projects that foster
TARANAKI diversification, growth, and/or perception shifts to enhance Taranaki’s
regional development.
Desirable, impressive, progressive,
spirited, legendary - a region like no other. Goal:
TALENTED To create a regional culture where innovation, talent and lifelong
To achieve this the strategy has developed: TARANAKI learning are valued and to ensure Taranaki businesses have the skills
to support current and future needs.
Six
One
A 3 Year
Vision Strategic Action Goal:
Themes Plan DESIRABLE To make Taranaki the preferred place to live, work and visit, in order to
TARANAKI achieve the population target of 135,000 by 2035.
20 Regional Economic Development Strategy 2010-2035 21Team Taranaki Gateway Taranaki
Goal: Goal:
TEAM To build partnerships and harness the collective energies and spirit of
GATEWAY To connect Taranaki locally, nationally and internationally, removing the
TARANAKI the Taranaki people and its leaders to benefit Taranaki’s growth. TARANAKI geographic issue of isolation and building on the region’s proximity and
access to Australia.
Successful regions display a number of common charac- Taranaki has always faced challenges of relative geographic East–West Corridor development
teristics including a clear and well articulated image and isolation, lack of critical mass and attracting nationally Development of the East-West Corridor across the central
purpose, strong leadership and effective partnerships and funded services and infrastructure. North Island – a zone which accounts for a large proportion
networks. The ‘Team Taranaki’ approach recognises the of New Zealand’s food production – is an intergenerational
need to develop these characteristics and seeks to har- A key focus of the strategy is to reposition Taranaki as an concept which would allow fast, effective and efficient
ness the power of collective leadership and commitment accessible strategically significant trans-Tasman gateway of transport of products trans-Tasman via Port Taranaki.
to a common goal to achieve regional growth. national importance.
Export and transport developments
Proactive investigation of an export hub and associated
ACTIONS >> fast shipping developments could provide innovative new
services and productivity enhancements for New Zealand
Regional Strategy commitment exporters. These developments will leverage the region’s
Commitment from all stakeholders is critical to achieving trans-Tasman focus and create market opportunities for
the outcomes of the Regional Strategy. Taranaki must time-sensitive freight.
adopt and present a united and integrated approach on
key areas of strategic concern and opportunity. Taranaki
Councils, institutions and stakeholders will be asked to Engagement and partnership with
confirm strategic priorities and commit resourcing towards Mäori
realising the Strategy. There are opportunities for greater partnerships between
M ori and the wider Taranaki community. Partnerships will
ACTIONS >>
be formed to engage and assist on a range of economic and
social matters to grow the M ori economy and role of M ori
Gateway Taranaki taskforce
in the regional and national economies.
Transport infrastructure presents both a major barrier
and an opportunity to the region. The establishment of
a regional taskforce to ensure a coordinated and compre-
hensive approach to maximising Taranaki’s infrastructure
for the future is paramount. The taskforce will assist with
identifying, investigating, and where appropriate imple-
menting potential developments to the region’s road, rail
and air gateways.
Trans-Tasman strategy
Taranaki’s proximity to Australia aligns well with the cur-
A United Taranaki rent national agenda of strengthening economic links with
A united leaders group will be formed that can monitor our trans-Tasman neighbours. A strategy to shift the focus
and respond to national and international issues and westward will enable the region to develop stronger trans-
opportunities where a collective stance is required. The Tasman relationships, underpin regional export endeav-
primary objective is to ensure that Taranaki remains high ours, and leverage New Zealand’s only West Coast deep
on the national agenda. water port to position the region as integral to national
23
supply chain developments.
22 Regional Economic Development Strategy 2010-2035Foundation Taranaki
Goal:
FOUNDATION To maximise the potential of Taranaki’s core industries by adding
TARANAKI value to the region’s traditional sectors and enhancing business
capability, innovation, productivity and export development.
Taranaki has established competitive advantages across
a number of industries. Foundation Taranaki seeks to
leverage growth by building on what the region already
does well and assisting wealth creation and productivity
through new and existing business expansion.
ACTIONS >>
Oil and Gas
Taranaki is the market leader in the New Zealand oil and
gas industry with proven reserves and a mature support
base. Developing a strategy that builds on traditional and
comparative advantages will consolidate and promote
the region’s leadership position.
Food Processing
The strategy will complement the Governments proactive A significant proportion of regional GDP and employment
approach towards developing this sector. Specific initiatives in this area is centered on a few major food processors.
will include: It is critical to support retention and growth of these or-
A stocktake of capabilities and expertise to identify ganisation and explore avenues for expansion through:
growth opportunities Gaining a greater understanding of their businesses,
A campaign to position and market Taranaki as New structures and needs
Zealand’s centre of oil and gas Exploring opportunities to add value, for example
Scenario planning to future-proof the industry and by capitalising on the fast food market and trans-
maximise economic returns Tasman potential. Big Business relationships Globally competitive
Developing closer relationships with government A small number of major companies account for a con- innovative businesses
agencies. Engineering and manufacturing siderable proportion of regional employment. Ensuring Taranaki businesses must continually improve and adapt
Taranaki has proportionately greater levels of GDP and these businesses remain active in Taranaki is important to to grow and in turn increase regional prosperity. Taranaki’s
Primary production employment in engineering than the rest of New Zealand. the region’s sustainable growth and will be facilitated by: limited resources could be used most effectively to provide
Primary production is a traditional cornerstone of the A review of the entire industry and the development of Developing and implementing a relationship plan support for businesses with a willingness, potential and/
Taranaki economy but has shown minimal GDP growth over strategies for growth could further enhance the sector. to gain a better understanding of the rationale, re- or readiness for high growth. The strategy will therefore:
the last decade. There is potential to leverage additional Initiatives will seek to: wards, challenges and risks these businesses face Identify and intensify assistance for high growth
growth through: Review product development progress, barriers Assessing levels of foreign investment in Taranaki businesses including systems and support, innovation
The formation of a rural development taskforce to and opportunities including niche engineering, through corporate presence and creativity and export development.
identify growth opportunities export development, skills and promotion Undertaking an Emissions Trading Scheme study of
Investigation of a high performance farming network Assist the region’s engineering businesses to add Taranaki given its potential impact on a number of key
to foster advanced skills and career pathways value through initiatives such as Better By Design, industries.
Addressing rural infrastructure needs Lean Manufacturing, cluster development and active
Identifying alternative land use and business promotion of innovation and research and develop-
25
opportunities. ment support.
24 Regional Economic Development Strategy 2010-2035Frontier Taranaki
Goal:
FRONTIER The pursuit of new horizons, industries and projects that foster
TARANAKI diversification, growth, and/or perception shifts to enhance Taranaki’s
regional development.
Taranaki is dependent on a handful of industry sectors
that leave the regional economy susceptible to external Horizon filming facility
factors such as global commodity prices, exchange A Horizon Tank is an infrastructural requirement for filming
rate fluctuations and business cycles. Diversification of currently in short supply globally. Taranaki could provide a
Taranaki’s industrial base will create a more stable and potential location for such a facility which would enhance
robust regional economy. New Zealand’s overall competitive offering as a film
destination. This opportunity will be further investigated.
ACTIONS >>
Frontier team formation
The creation of a frontier group that will act as a hub,
catalyst, testing station and project management
mechanism will enable the region to proactively identify
and respond to potentially transformational projects.
Creative network establishment
Creativity can add value across a wide range of industries
and sectors. Assessing the region’s creative economy and
building a network will encourage collaboration between
creative and traditional industries in order to increase Square Kilometre Array location
competitiveness in new and global markets. The Square Kilometre Array (SKA) project is a collaboration
between 17 countries to establish the world’s largest
telescope. Should the telescope be constructed in
New Zealand/Australia, there exists an opportunity for
Taranaki to participate in the project. Liaison with the Superyacht industry
SKA task group will be established to promote Taranaki’s Taranaki’s superyacht industry has become a valuable con-
involvelment. tributor to the regional economy. Taranaki must assess the
barriers and opportunities facing the sector to ensure it is
Natural resource analysis retained in the region and its growth potential maximised.
Taranaki is rich in natural resources beyond oil and gas.
It is important the region understands the full extent of Niche investigations
its natural resource deposits and the opportunities they Development of the Regional Strategy has identified potential
present as well as the conservation implications. development areas which warrant further investigation.
Opportunities in healthcare, tourism, water footprinting,
Carbon sequestration, alternative energy and other sectors
will be prioritised and reviewed as appropriate.
26 Regional Economic Development Strategy 2010-2035 27Talented Taranaki
Goal:
TALENTED To create a regional culture where innovation, talent and lifelong
TARANAKI learning are valued and to ensure Taranaki businesses have the skills
to support current and future needs.
People are the most important asset to the Taranaki region. Foster the future leaders of Taranaki
Improving the skills of the workforce and cultivating The region needs high quality global leaders who can
a culture of learning is central to Taranaki‘s Regional inspire and drive regional innovation. The development
Economic Development Strategy. of a global scholarship programme for our rising business
stars and the establishment of an alumni network to
maintain connections with Taranaki diaspora are two
ACTIONS >> methods that will be utilised.
Talented Taranaki campaign
To enhance growth and remove barriers to development,
Taranaki must address skill shortages and boost
productivity. The Talented Taranaki campaign will be
developed and implemented to grow, retain, inspire, and
attract on educated and skilled community.
Mäori tertiary development
Development, encouragement and support of initiatives
that foster the skill requirements and career aspirations
of M ori.
Specialist tertiary and research
facility investigations
Identifying tertiary and research institute opportunities
Retain tertiary training institutions and linkages as they arise will enable the region to build
Higher learning institutions affect the perceptions of a on existing education infrastructure.
region. They encourage knowledge intensive businesses,
impact on work-live decisions and play a critical roal in
servicing business and community education needs. Effort
must be made to ensure that WITT and other private
training institutions remain viable.
Taranaki Talent and Learning
Pathways showcase
The development of a campaign to inspire people of all
ages to engage in further training and learning pathways
will seeks to change culture and encourage participation
through role modeling.
28 Regional Economic Development Strategy 2010-2035 29Desirable Taranaki
Goal:
DESIRABLE To make Taranaki the preferred place to live, work and visit, in order to
TARANAKI achieve the population target of 135,000 by 2035.
To remain sustainable and provide the desired level of
infrastructure, services and amenities, Taranaki must
establish a challenging population target of 135,000 resi-
dents by 2035.
An increased population will help to diversify and stabilise
the regional economy, encourage higher incomes, allow
economies of scale and faciliate higher quality additional
infrastructure and amenities as well as an enhanced
social and cultural environment. Although actions in this
section aim to increase Taranaki’s desirability as a region,
the population target will not be met unless the entire Mäori tourism development
strategy is successful. Enhanced collaboration with the Taranaki M ori leaders
and stakeholders will present opportunities to establish,
package and promote tourism opportunities.
ACTIONS >>
Conservation area – best use project
Promotion campaign DOC conservation areas Mount Taranaki and the Egmont
This campaign will position Taranaki as a great place to live, National Park are tourism icons in the region. There are
work and play with the aim of attracting new and returning opportunities to further leverage these attractions, balancing
residents. The campaign will build brand identity, address access and protection, that need to be investigated.
perceptions about the region and attract visitors.
Encourage and support events
Events generate economic benefits for the region, enhance re-
gional visibility, pride and vibrancy and offer a hook to entice
visitors to consider living and working in Taranaki. A diverse Eastern Harbour redevelopment Inter-regional public transport
and sustainable portfolio of events must be maintained. The region stands to benefit, both commercially and The investigation of creative new options for sustainable
recreationally, from enhancements to the harbour layout inter-regional transport, such as light passenger rail,
and facilities. Refining the business plan and addressing could foster greater business, recreational and event
resourcing issues are the first steps to achieving this vision. connectivity.
Len Lye Centre and cultural precinct Digital Strategy
The campaign could include Establishing a task force to investigate the development A greater understanding of rural and urban digital re-
the following initiatives: of a cultural hub in New Plymouth, with the proposed quirements and central government drivers will lead to
Len Lye Centre as a pivotal component, could visually the identification and investigation of initiatives to ensure
Visitor strategy and product Rugby World Cup 2011 transform a key area of the city, increase vibrancy and the region can access sufficient broadband and technology
development The region must seek to actively maximise the potential attract high-knowledge innovative thinkers to the region. to be nationally and internationally competitive.
Developing visitor product and increasing Taranaki’s tour- economic, social and cultural benefits around Taranaki’s
ism offering is critical to attracting visitors. An ongoing three RWC 2011 matches and team hosting, through profile
31
commitment to product development through identifying development, international visitor attraction, creation of
and facilitating opportunities will be established. legacy opportunities and leveraging business links.
30 Regional Economic Development Strategy 2010-2035How
Do We Get There?
The Regional Economic Development Strategy adopts a Coordination
long-term outlook for Taranaki and underpins the region’s Venture Taranaki Trust will undertake the overall coor-
growth aspirations of a population of 135,000 people by dination of the Strategy. Implementation of the Strategy
2035. To achieve the vision, teams and actions must be will, however, require significant investment and commit-
coordinated and projects prioritised. ment from beyond the Trust’s existing resources and ca-
pabilities. The Trust will therefore continue to work with
stakeholders, agencies, and the private and public sectors
to deliver the outcomes.
Progress
An annual report will be produced that documents progress
against defined measures, supplemented with timely
project updates as required.
The living document
It is important to ensure the strategy remains live, current
and meaningful. The document will be formally revisited
and updated on a regular basis to ensure relevance. While
the vision and key themes will be enduring, actions and
content may need to be updated to accommodate progress,
Establishment of priorities opportunities and developments.
An action plan - defining specific interventions, implemen-
tation and necessary commitments - has been developed
for the next three years. Given the diversity of the strategic
themes, the number of potential actions, differing stages
of readiness and resourcing constraints, not all actions can
be implemented at the same time. Actions have therefore
been prioritised against a list of criteria that includes wealth
creation, impact, future prosperity, do-ability, whether the
action is a critical issue and the willingness by stakeholders
to undertake the project.
32 Regional Economic Development Strategy 2010-2035 33Three Year Priority Gateway Taranaki
Action Plan ACTIONS
Formation Confirm group
TASKS
2010/11
YEARS
2011/12 2012/13
PARTNERS 38
Gateway Group: VTT, TRC,
of Gateway membership and Terms of TLA’s, industry, port, rail,
Team Taranaki Taskforce Reference (TOR). Prioritise
actions, secure budget
air.
and implement. Group
initiatives to include a
ACTIONS TASKS YEARS PARTNERS 38
review of Taranaki road,
2010/11 2011/12 2012/13 rail and air gateways.
Regional Strategy Obtain commitment to VTT, TLAs, key industry,
Trans-Tasman Develop strategy including Gateway Group.
Commitment the Taranaki Regional key institutions.
strategy linkages with trade,
Economic Development
visitors, population
Strategy.
campaign, skills etc.
A United United Taranaki Group VTT, TLAs, stakeholder East-West Package the East-West Gateway Group.
Taranaki formation. groups including Corridor Corridor (including links
industry, infrastructure, to Blue Highway), write
health, education. proposal and promote to
Partnership with Establish engagement and Iwi Leaders Forum, Tui Ora, stakeholders, industry and
Māori participation between Te Kupenga Mātauranga O Government.
groups/agencies on Iwi Taranaki, Mäori agencies Export hub Establish and undertake Gateway Group.
and Māori opportunities and groups, TLAs, VTT. and trans-Tasman feasibility study, secure
on Public Private transport budget and expertise.
Partnerships.
38 38
TLA’s = Territorial Local Authorities/Councils; VTT = Venture Taranaki trust; TRC = Taranaki Regional Council; CAPENZ = Centre for Applied Engineering in NZ; TRFU = TLA’s = Territorial Local Authorities/Councils; VTT = Venture Taranaki trust; TRC = Taranaki Regional Council; CAPENZ = Centre for Applied Engineering in NZ; TRFU =
35
Taranaki Rugby Football Union; WITT = Western Institute of Technology at Taranaki Taranaki Rugby Football Union; WITT = Western Institute of Technology at Taranaki
34 Regional Economic Development Strategy 2010-2035Foundation Taranaki Frontier Taranaki
ACTIONS TASKS YEARS RESPONSIBILITIES ACTIONS TASKS YEARS RESPONSIBILITIES
2010/11 2011/12 2012/13 2010/11 2011/12 2012/13
Oil and gas Confirm plan components, VTT, Oil and gas industry Frontier Team Establish a team to VTT, Frontier Team.
industry tasks, budgets, and taskface. formation serve a catalyst for new
campaign responsibilities. opportunities.
Secure resourcing Creative sector Establish and launch VTT, Puke Ariki, creative
then implement. creative network. network database
Primary Form taskforce and define VTT, Dairy NZ, MAF, Fed companies.
production/ the forward plan and Farmers, NZ Farmers, Ag Investigate and report on VTT, NPDC.
rural potential actions ITO, Rural Dairy Womens the value of Taranaki’s
programme Network, PKW, Taratahi. creative industry.
Food processing Host a round table of VTT, key Taranaki food Film Promote film infrastructure VTT, Film NZ, Investment
Taranaki food companies companies. opportunities to NZ.
with linkages to fast food. Government and potential
Explore growth options industry investors.
and actions. SKA Establish relations with VTT, SKA national task
Engineering sector Review of product VTT, CAPENZ, ET, SKA task group and group, MED.
development progress, engineering companies. assist in determination of
barriers and opportunities. Taranaki opportunities.
Develop and (subject to VTT, Taranaki Better By Natural resources Analyse and undertake VTT, GNS, universities
resourcing) host a Taranaki Design companies. analysis a stocktake to confirm and expertise.
workshop/conference Taranaki’s natural resource
for businesses on added- opportunities.
value processes to enhance Superyacht Provide a briefing to VTT, Fitzroy Yachts, Port
business potential industry partners on the value and Taranaki, TRC.
and innovation. potential of the industry
Review cluster to Taranaki. Including
development possibilities. barriers and opportunities.
Niche Prioritise and review as VTT and task groups as
Big business Undertake a mapping VTT.
Investigations appropriate. appropriate.
relationships exercise of major Taranaki
businesses/key personnel
and develop a relationship
plan.
Undertake an assessment VTT, TLA’s, large
of FDI on Taranaki international businesses
and extrapolate to based in Taranaki.
New Zealand. NZTE/Investment NZ.
Commission an Emmission VTT, links with relevant
Trading Scheme study of expertise.
Taranaki.
Globally Formulate and implement VTT, high growth
competitive an intensive programme business task group.
innovative for potentially high growth
37
businesses business.
36 Regional Economic Development Strategy 2010-2035Talented Taranaki Desirable Taranaki
ACTIONS TASKS YEARS RESPONSIBILITIES ACTIONS TASKS YEARS RESPONSIBILITIES
2010/11 2011/12 2012/13 2010/11 2011/12 2012/13
Talented Taranaki Launch and implement of VTT in conjunction with Promotion Define the campaign VTT lead, links with TLAs.
campaign Venture Taranaki’s skills TLA’s, key industry and campaign approach. Secure Multiple agencies depend-
strategy – inspire, grow, training institutions. resourcing and implement. ing on specific projects.
retain, attract. Visitor strategy Prioritise and initiate VTT lead, links with
Tertiary institution Establish and maintain WITT, with support from product product development ideas. TLAs. Multiple agencies
sustainability communication links with TLA’s, TSB Community development depending on specific
stakeholders on progress Trust and TET. projects.
and issues. Establish a formal system to VTT.
Taranaki talent Create and implement a VTT. underpin ongoing product
and learning campaign to showcase development opportunities.
pathways career pathways. Mäori tourism Engage and collaborate on MRTO, VTT.
Foster Taranaki’s Develop and implement VTT, Tui Ora. development opportunities with, and
future leaders a global sholarship between Mäori operations,
programme. agencies and groups.
Develop and implement VTT. Conservation area Investigate opportunities DOC, VTT.
a Taranaki alumni – best use project for Department of
programme. Conservation areas with
Mäori tertiary Consult on the strategic Te Kupenga Mātauranga specific emphasis on
development plan 2010 - 2020 for O Taranaki. Mount Taranaki/Egmont
Taranaki Mäori Tertiary National Park best use.
Education. Events Maintain and develop a VTT, TLA’s, event
Specialist Investigate and respond VTT, Frontier Group, diverse and sustainable agencies/organisers.
tertiary facility to opportunities regarding tertiary institution. portfolio of events.
investigation tertiary and research Rugby World Cup Strategy, initiatives NPDC, VTT, core Taranaki
institutes, eg feaibility of a 2011 opportunities confirmed and team e.g. TRFU, TLAs,
Mäori Research Center. implemented. Sport Taranaki.
Eastern Harbour Refine business case VTT, TLA’s, event
redevelopment for Eastern Harbour agencies/organisers.
redevelopment and
progress implementation
options with stakeholders.
Implement agreed forward
plan as appropriate.
Len Lye Monitor proposal and NPDC.
implement outcomes
as appropriate and
including cultural
precinct
Initiatives to foster NPDC/VTT, existing
a creative look businesses in area.
and feel to the city.
38 Regional Economic Development Strategy 2010-2035 39Desirable Taranaki
ACTIONS TASKS YEARS RESPONSIBILITIES
2010/11 2011/12 2012/13
Regional public Undertake a review of VTT, TRC, STDC, WITT,
transport long term public transport TDHB, NPDC, SDC.
requirements within
the region, including
innovative possibilities.
Digital Develop a digital task VTT, industry
strategy group and strategy action stakeholders.
plan to determine the
next stage of tasks and
responsibilities.
40 Regional Economic Development Strategy 2010-2035 41!
Our Future
42 Taranaki’s Economic Development Strategy 2010-2035 43Cause&effect 0046
9 Robe Street - PO Box 670
New Plymouth 4340 - NEW ZEALAND
Tel: (06) 759 5150 - Fax: (06) 759 5154
E-mail: info@venture.org.nz
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