Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035

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Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
Taranaki 2035

Taranaki’s Regional Economic Development Strategy 2010-2035
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 - Taranaki's Regional Economic Development Strategy 2010-2035
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
Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
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
Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
?
    Our Future

8                Regional Economic Development Strategy 2010-2035   9
Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
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
Taranaki 2035 - Taranaki's 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:

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                                                                                                                                      The same trend is evident when considering the respec-

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                                                                                                                                    tive GDP contribution of the industries. This is shown in

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                                                                                                                                    the following diagram where the relative importance of

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                                                                                                                                                                                                                                                                                                                               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

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       one of New Zealand’s most recognisable landmarks               water port

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         Taranaki’s soils and climate are suited to high produc-         The region has a fully serviced regional airport with

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       ing pastures. Approximately 60 percent of the region is        flights to major New Zealand cities

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       used for high intensity pastoral farming                         Rail insfrastructure is predominantly used for move-

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         Temperatures in the region are moderate and there            ment of freight via the Marton to New Plymouth line

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                                                                                                                                                                                                             Industry

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       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

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         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
Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
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
Taranaki 2035 - Taranaki's Regional Economic Development Strategy 2010-2035
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
Taranaki 2035 - Taranaki's 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 2010-2035
Where                                                                                                             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           21
Team 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 2010-2035
Foundation 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 2010-2035
Frontier 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   27
Talented 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            29
Desirable 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 2010-2035
How
     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               33
Three 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 2010-2035
Foundation 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 2010-2035
Talented 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     39
Desirable 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   43
Cause&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

For more information: www.taranaki.info
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