Whanganui International Education Strategy 2016-2018 March 2016
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Whanganui International Education Strategy
2016-2018
March 2016
Final
Whanganui and Partners
© 2016 Visit Whanganui
Whanganui, as a global city in the heart of New Zealand, attracts students
from around the world to experience excellence in education, a welcoming
and engaging community and opportunities to work alongside some of New
Zealand’s most dynamic companiesWhanganui International Education Strategy 2016-2018 2 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018 3 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018
Table of Contents
Executive Summary ..................................................................................................... 6
Introduction................................................................................................................ 8
Thank you to contributors ....................................................................................... 8
Whanganui regional boundaries ............................................................................... 8
International education........................................................................................... 8
Background ........................................................................................................... 10
Why international education in Whanganui? ............................................................ 10
Business ............................................................................................................. 10
Community ......................................................................................................... 10
Iwi initiatives....................................................................................................... 11
Students ............................................................................................................. 11
Sister Cities ........................................................................................................ 11
Section 1 .................................................................................................................. 12
Positioning the strategy .............................................................................................. 12
Key linkages. ......................................................................................................... 13
Section 2 .................................................................................................................. 15
The Whanganui International Education Strategy 2016-2018 ........................................ 15
Vision .................................................................................................................... 15
Stakeholders .......................................................................................................... 15
Market analysis ......................................................................................................... 15
Existing international student mix-2015 .................................................................... 15
Market opportunities ............................................................................................... 17
Short courses ...................................................................................................... 17
One year programmes .......................................................................................... 17
Multi-year programmes ........................................................................................ 17
Target markets....................................................................................................... 19
Profile of current and potential target markets: .......................................................... 20
Proposed Framework for target markets ................................................................. 24
What is International Education worth to the Whanganui Region in the future? ............... 25
SWOT summary ..................................................................................................... 26
A distinctive opportunity: The New Zealand International Commercial Pilot Academy ...... 28
Section 3 .................................................................................................................. 29
Goals and objectives ............................................................................................... 29
Whanganui International Education Strategy 2016-2018 goals and objectives ................... 30
4 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018 Appendix 1 Whanganui regional boundaries .................................................................. 34 Appendix 2 Whanganui & Partners – Economic Development Project Areas 2015/2016....... 35 Appendix 3 Stakeholder consultation group .................................................................. 37 Appendix 4 International student comments ................................................................. 39 Appendix 5 Sister City profiles .................................................................................... 40 5 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018
Executive Summary
Vision
Whanganui, as a global city in the heart of New Zealand, attracts students from around the
world to experience excellence in education, a welcoming and engaging community and
opportunities to work alongside some of New Zealand’s most dynamic companies.
The Whanganui International Education Strategy 2016-2018 sets out the Whanganui
community’s aspirations, goals and opportunities for sustaining international education in the
region. The strategy sits with Whanganui and Partners and forms part of their overall
economic development platform for the region, which is aligned to the Whanganui District
Council’s five vision strands, these being;
• Deeply United
• Globally connected
• Powered by creative smarts
• Flowing with richness
• Works for everyone
The strategy guides the Whanganui International Education Implementation Plan 2016-2018
and indicates how the strategy and the implementation plan can be integrated with other
strategies and plans to optimise available resources and create momentum across a number
of initiatives.
Whanganui already benefits from international education initiatives and around the world
there are long standing relationships between many Whanganui institutions and businesses
supporting international education.
This current strategy provides a platform from which further benefits for all stakeholders can
be derived, including new initiatives and collaborations both within Whanganui and with
Whanganui’s New Zealand and international partners.
The strategy and implementation plan run over a three year period providing time to see
results for the plans and ensuring that a robust review process is in place to check relevance
and performance over time.
International education is a business growth priority for the New Zealand economy, with
activities in both in-bound and offshore markets providing educational and commercial
opportunities across the country. Whanganui has a network of experienced international
education providers in the school and tertiary sectors, coupled with a sophisticated network
of export enterprises.
The Whanganui International Education Strategy 2016-2018 can be woven into several of the
existing Advisory Boards and the Forums’ Outcomes and reporting areas to increase the
momentum around similar strategies and reduce repetition and overlap in the delivery of the
outcomes. This approach aims to optimise the resources available to deliver on outcomes and
to increase the visibility of activities across the plans so that opportunities to collaborate and
communicate are enhanced.
6 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
The value of international education to the Whanganui region
The value potential of international education for Whanganui is significant. The figures below
are based on the national value data available from Education New Zealand (ENZ) combined
with the estimates and projections available from international education providers in
Whanganui.
Percentage
International Education sector value estimates increase
2016-2018 Incorporation of Pilot Academy 2016-2018
Segment values
2013 2014 2015 2016 2017 2018
Secondary $2,750,000 $3,725,000 $3,700,000 $4,000,000 $4,225,000 $4,575,000 14.4%
Tertiary (UCOL,
PTEs) $1,000,000 $575,000 $525,000 $1,000,000 $1,125,000 $1,250,000 25.0%
Flight school $3,800,000 $4,700,000 $5,500,000
(Total) 44.7%
Total $3,750,000 $4,300,000 $4,225,000 $8,800,000 $10,050,000 $11,325,000 28.7%
Overall Whanganui needs to ensure that the region, its education providers and community
make available to all students;
1. The right product mix, tailored to specific markets
2. High quality and excellent value for money across education, services and
experiences.
3. Meaningful work experience opportunities.
4. Closer links between business’ skills needs and training provision.
In order to achieve this, the region needs to;
1. Play to the region’s strengths as a centre for culture and heritage, outdoor adventure
and business innovation.
2. Improve communication and consolidate resources across existing strategies and the
groups responsible.
3. Be flexible and innovate to meet market expectations.
4. Acknowledge that international education is part of the region’s education provision
network and needs to work hand in hand with initiatives designed to support domestic
rolls and education quality.
To capture these items and structure the initial goals, the Whanganui International Education
Strategy 2016-2018 has three themes:
1. Global connections
2. National networks
3. Regional infrastructure and community engagement
7 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Introduction
The Whanganui International Education Strategy 2016-2018 sets out the Whanganui
community’s aspirations, goals and opportunities for sustaining international education in the
region. The strategy sits with Whanganui and Partners and forms part of their overall
economic development platform for the region, which is aligned to the Whanganui District
Council’s five vision strands, these being;
• Deeply United
• Globally connected
• Powered by creative smarts
• Flowing with richness
• Works for everyone
The strategy applies to activities within the Whanganui region boundaries and acknowledges
the close relationships that exist with neighbouring regions, especially Manawatu, Taranaki
and Hawke’s Bay.
The strategy guides the Whanganui International Education Implementation Plan 2016-2018
and indicates how the strategy and the implementation plan can be integrated with other
strategies and plans to optimise available resources and create momentum across a number
of initiatives.
Thank you to contributors
Whanganui and Partners gratefully acknowledges the contributions made to the Whanganui
International Education Strategy 2016-2018 by a wide range of stakeholders from the
education, business, tourism, iwi and government networks within and around Whanganui. A
full list of contributors can be found in Appendix 3.
Whanganui regional boundaries
The Whanganui International Education Strategy 2016-2018 and associated Whanganui
International Education Implementation Plan 2016-2018 apply to the region as defined by
the Whanganui District Council current geographic boundaries.
Whanganui District is situated on the south-western coast of the North Island and is centred
on the Whanganui River, with Whanganui city at the river mouth. With its south-western
boundary consisting of Tasman Sea coastline, the district has four territorial authority
neighbours: Ruapehu District to the north, Rangitikei District to the east, and South Taranaki
and Stratford Districts to the west. (For map refer Appendix 1)
International education
Education New Zealand defines an international student as someone who:
• has entered into New Zealand expressly with the intention to study or
• Has enrolled in a New Zealand provider offshore, where the educational programme
is delivered in-market.
In most circumstances, international students are full fee-paying students but other
categories included in the international education industry are:
• International PhD students
• Exchange students
• NZ AID students
8 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
• Foreign research post-graduate students
• Short term study groups
• Offshore and onshore students 1
International students study in a range of education sectors, predominately secondary,
tertiary and Private Training Establishments (PTEs). English language schools attract a
significant and increasing number of international students.
The total value added, or contribution to GDP of the industry for 2014 is estimated to be
$2.76 billion, up by almost 10% (compared with 2012/13). About 14,500 full time equivalent
jobs are directly attributable to international education delivered within New Zealand, with
another 15,700 jobs being indirectly supported through the industry’s upstream and
downstream multiplier effects. 2 The ENZ 2015 Snapshot describes some of the highlights in
2015 that will affect Whanganui’s future planning.
Whanganui already benefits from international education initiatives and around the world
there are long standing relationships between many Whanganui institutions and businesses
supporting international education.
This current strategy provides a platform from which further benefits for all stakeholders can
be derived, including new initiatives and collaborations both within Whanganui and with
Whanganui’s New Zealand and international partners.
The strategy and implementation plan run over a three year period providing time to see
results for the plans and ensuring that a robust review process is in place to check relevance
and performance over time. The success of the strategy and the implementation plan will be
determined by the stakeholders.
1
New Zealand International education Snapshot 2015 January-August. Education New Zealand
2
The Economic Impact of International Education 2014 Infometrics for Education New Zealand
9 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Background
Why international education in Whanganui?
Of all the things that Whanganui could spend its time and resources on, why international
education?
Increasing globalisation brings new challenges and opportunities to all communities and
directly impacts initiatives that can support and sustain economies of all scales. Whanganui is
a mid-sized regional economy with a diverse community, home to people from around the
world and to global export businesses. Students of all ages are actively encouraged to see
themselves as global citizens and Whanganui’s digital connectivity enables global
relationships across schools, communities and enterprises around the region.
International education is a business growth priority for the New Zealand economy, with
activities in both in-bound and offshore markets providing educational and commercial
opportunities across the country. Whanganui has a network of experienced international
education providers in the school and tertiary sectors, coupled with a sophisticated network
of export enterprises.
International education is reported to add over $2.7b to the New Zealand economy 3. In 2010
the economic benefit to Whanganui was estimated to be $8.3m 4. In the economic benefit
estimations a multiplier effect of 3 is generally used, that is, for every new dollar brought
into the community, that dollar generate $3 5 dollars of additional income.
Current trends in the growth of international education in New Zealand regions suggest that
Whanganui education providers could generate significant additional income and regional
economic value through the further development of international student education and
training.
Business
Businesses in Whanganui benefit from international education through student expenditure
on fees and tuition, accommodation, services, food, entertainment, transport and travel.
Family visits to students in Whanganui add further value.
International students can and do add important dimensions to the cultural understanding
and diversity in many Whanganui business. This is increasingly important for export
businesses where market understanding, cultural sensitivities and language issues can have
direct impacts on the success for export initiatives. International students can also bring a
diverse skill base creating opportunities for business’ and their staff to broaden their own
knowledge.
Community
Whanganui presents itself as a diverse, safe and engaging community. International students
add to the cultural diversity and vibrancy of the region and are cultural ambassadors for their
home countries, increasing the Whanganui community’s knowledge and understanding of a
wide range of cultures and perspectives.
International education creates opportunities for Whanganui to connect with communities in
other countries through relationships and experiences with individual students, Sister Cities,
3
The economic impact of international education 2012/13. Infometrics Sept 2013
4
Whanganui District Council
5
The economic impact of international education 2012/13. Infometrics Sept 2013
10 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Sister Schools and specific regions in other countries. These interactions enhance cross
cultural understanding, encouraging acceptance of diversity and increasing empathy in
communities.
Iwi initiatives
There are a range of opportunities to link existing and planned Iwi initiatives with
international education and international student experiences. The depth and accessibility of
Whanganui Iwi culture and history is a key attribute of the Whanganui region. With the
health and well-being of the awa (river) at the heart of many Iwi initiatives, international
students can have a variety of unique Iwi-lead experiences in Whanganui. The current
development of an innovative cultural curriculum, an education initiative lead by Whanganui
Iwi, Nga Wairiki-Ngati Apa and Nga Rauru, will create an important educational differentiator
for Whanganui and can lead to a wide range of interactions and opportunities for Iwi
enterprises, Maori students and international education markets.
Students
International students and domestic students alike benefit from opportunities to mix with and
learn with each other, enhancing a global view for all students and an appreciation of
differing and diverse perspectives, customs and traditions. Cultural diversity in schools and
communities can open up new opportunities and connections for students, equipping them
with the skills, knowledge and confidence for successful lives and careers in any international
context.
Sister Cities 6
Whanganui has existing Sister City relationships that can be enhanced and integrated more
comprehensively into the international education network to create exciting opportunities for
all students and enterprises in the regions. Whanganui’s Sister Cities are Toowoomba
(Queensland, Australia), Nagaizumi-cho (Japan) and the proposed relationship with Lijiang
(China). These Sister City relationships are based on the activities of WDC over several
years, and international education initiatives provide an additional conduit for the wider
community to benefit from these established relationships and networks. (See Appendix 5 for
further details on Whanganui’s Sister Cities).
So it makes good economic, social, community and cultural sense to spend resources on
enhancing Whanganui’s international education sector. The goal is to achieve the best
possible return on the investment of resources for the development of an efficient and
relevant high-performing economic sector for the benefit of the Whanganui region.
6
Whanganui District Council
11 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Section 1
Positioning the strategy
Figure 1 International education strategic framework in Whanganui 2015
(This framework is indicative of the connections between related strategies and is not
exhaustive)
New Zealand Inc
Tertiary Education
Business Growth Agenda Strategy priorities
for IE
Long Term Plan Whanganui District
Council Education New Zealand
Regional
Growth Study
Whanganui Leadership
Smart 21 Holdings statement
Whg and Community
Partners
Governance
Board
Whanganui Gas
Regional Partnership
Programme
Whanganui Whanganui Flight
and Partners School
Economic Digital Leaders
Business Whg Education Whg Visit Whg
Development Forum
Edn Whg Export
Network (EWEN)
Whg Intl Edn
Strategy Food HQ
Innovation 100%SWEET
Whg Intl Edn Quarter
Impl Plan
Maori and
Regional Research Pasifika Trades
Institute Training
12 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
As Figure 1 describes, there are a number of interlinking strategies operated through
Whanganui District Council that do or can effect of the Whanganui International
Education Strategy 2016-2018 and its associated Whanganui International Education
Implementation Plan 2016-2018.
Whanganui and Partners owns the Whanganui International Education Strategy and will
decide how the implementation plan will be managed and accounted for. Whanganui and
Partners is responsible for three advisory boards; Business Whanganui, Visit Whanganui
and Education Whanganui, and the Digital Leaders Forum and has developed a
framework to manage and monitor the outcomes of these four groups. (Refer Appendix
2 Table 1: Existing Outcomes and activities that are aligned with the Whanganui
International Education Strategy 2016-2018).
The International Education Strategy can be woven into several of the existing Advisory
Boards and the Forums’ Outcomes and reporting areas to increase the momentum
around similar strategies and reduce repetition and overlap in the delivery of the
outcomes. This approach aims to optimise the resources available to deliver on the
outcomes and to increase the visibility of activities across the plans so that opportunities
to collaborate and communicate are enhanced.
Key linkages.
There are several key initiatives that closely align to and influence the success of the
Whanganui International Education Strategy and a brief description is provided below.
For all the initiatives to be most effective, clear lines of communication need to be
established so that reporting on challenges, risks, opportunities, threats and successes
can be shared and understood across the groups responsible for delivering the expected
outcomes of the initiatives.
Smart 21 Community
Whanganui was announced as a Smart21 Intelligent Community 2016 on Thursday,
October 22 by the Intelligent Community Forum, an international think-tank which
helps communities adapt to the demands of the broadband economy. This is the
fourth time Whanganui has made the list.
The theme for 2016 is 'From Revolution to Renaissance', which focuses on how
Intelligent Communities are planning their future at a time when the economy, the
environment and urban and rural life are undergoing dramatic change.
Whanganui’s digital capabilities are a critical element in the delivery of the
International education strategy as global connectedness underpins the strategy.
Feb 11 2016: Whanganui has been included in the world's Top7 Intelligent
Communities by the Intelligent Community Forum.
The announcement was made yesterday and means the district joins seven
communities worldwide awarded the prestigious title for their work on developing
community and economic prosperity using broadband technology.
http://m.nzherald.co.nz/wanganui-
chronicle/news/article.cfm?c_id=1503426&objectid=11588361
http://www.wanganui.govt.nz/our-district/digital-initiatives/Pages/default.aspx
Regional Growth Study
13 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
The report identifies eight opportunities for growing investment, incomes and
employment in the region and has been prioritised in line with a mix of criteria
including ease and immediacy of realisation, contribution to the region and leadership
from stakeholders.
Education across all sectors has been identified in the Study as a key driver for
economic development and regional success.
http://www.mbie.govt.nz/info-services/sectors-industries/regions-cities/regional-
growth-programme/pdf-image-library/Manawatu-
Wanganui%20Growth%20Study%20-%20Section%201.pdf
• Reputation Project
Whanganui and Partners has instigated a project to better understand the perception
of Whanganui in local, national and global communities. Findings from the project
can be used to support international education and community marketing and social
media initiatives.
14 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Section 2
The Whanganui International Education Strategy 2016-
2018
Vision
Whanganui, as a global city in the heart of New Zealand, attracts students from around
the world to experience excellence in education, a welcoming and engaging community
and opportunities to work alongside some of New Zealand’s most dynamic companies.
Stakeholders
Stakeholders to the strategy include:
• Domestic and international students and their families
• Education providers
• Domestic and export businesses
• Travel companies and tourism operators (as a specific business stakeholder
group)
• Community and cultural groups and sport associations
• Small businesses providing niche services and products
Market analysis
Existing international student mix-2015 7
Whanganui currently has 47 education providers that could contribute to the activities
outlined in the strategy. To date, there have been longstanding marketing and education
activities in Secondary Schools and UCOL (Polytechnic), with limited activities in the
Primary and Intermediate segments. There is no clearly described pathway for students
to move through the region’s education network or to link to education options provided
in other regions, especially through to Massey University and neighbouring Polytechnics.
Of the Whanganui providers that currently have interest or activity in international
education, the overall student population in 2015 was 4447, with 169 international
students. This equates to 3.8% of the school roll. The secondary schools segment
supports 87% of the international education market compared with 13% for the Tertiary
segment (UCOL).
Developing a deeper understanding of what students and their families want and linking
this to what Whanganui offers or could offer, is an fundamental step in increasing the
appeal and relevance of Whanganui to the international education market. The
implementation plan accompanying this strategy describes the action items relating to
this point.
7
Figures taken from Ministry of Education ‘Education Counts’ and schools reported data 2015
15 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Provider profile Institution Student no. International
no. students
Primary schools(Full 31 3211 4
Primary, Composite,
Contributing)
Intermediate 2 832 0
Secondary schools 6 2994 144
Polytechnic 1 500 21
Large PTEs 8 4 200 0*
Total (available data) 47 7737 169
Table 2 Existing Whanganui domestic and international student mix 2015
8
Private Training establishments onshore numbers
16 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018 Market opportunities The Whanganui international education market has distinct characteristics that create a range of options for all students, providing ‘something for everyone’. Short courses There are a range of short courses from two to four weeks, creating opportunities for students to experience Whanganui and its education and training providers. Schools that participate in Summer School programmes report that they often see these students return to Whanganui for some of their secondary school education. There is confidence in the Summer School programmes being a positive and worthwhile marketing initiative for international students. EWEN group members commented that there is more that can be done to showcase Whanganui providers during the Summer School programmes. One year programmes Students are attracted to the range of one year programmes of study across all providers. Some providers would like to see stronger pathways connecting the various courses to create opportunities to upsell programmes and to encourage students to stay longer in the region or to link to programmes in neighbouring regions. The Pilot Academy is aiming for strong growth and would like to see Management qualifications available for local providers. There are opportunities to link with Massey University to pathway students to or from Management courses to the advantage of both organisations and students. Multi-year programmes Across the school network there are opportunities to promote pathways from primary to intermediate to secondary school to tertiary. There have been low levels of activity in developing a description of what is possible for student pathways and this could provide a rich area for market development. (See Below) *A figure of 10% of the domestic roll is often cited as the optimal proportion of international students in schools. This figure is not referenced to any ENZ source and creates limitations and barriers to increasing the diversity in schools and providing domestic students with a wealth of international contacts and opportunities to extend their skills and learning into other countries and cultures. International education is a valuable source of income for schools and their immediate communities through engagements with homestay families and small businesses. Through the strategy and implementation plan opportunities may be found to develop the conversation about limits and benefits to schools of building a diverse student body by increasing international student numbers. 17 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018
Table 3 International education options 2015
Market Institution Growth potential
Short YMCA Strong promotional opportunity to showcase Whanganui and encourage return visits to study
programmes
Secondary Summer schools- Strong conversion rates from summer school students coming back to Whanganui to
Schools- continue their studies. Existing collaborative activity between several providers.
UCOL UCOL offers a range or short course programmes from 4 to 12 weeks in length. These programmes
have been specifically designed to meet the needs and interests of international students who wish to
learn a skill while on a short stay in New Zealand.
Pilot Academy Solid market demand. Plans are in place to expand capacity with dual locations.
One year Pilot Academy Significant growth predicted. High demand from Indian pilots. Strong agent relationships. Defined
programmes CPL regions for marketing. It would be advantageous to have regional pathways to Management
qualifications at either Massey or UCOL to address demand from students and agents.
PTE certificate Growth strategies in place for 2/3 PTEs. Work experience and placement issues may affect some
courses. Low baseline so growth in numbers needs to be reviewed rather than % increases
Whg UCOL Active marketing strategy based on agent relationships. Products are designed to suit the needs of the
certificates; international student markets and this tailoring can be further developed.
Grad diploma
Multi-year Secondary The high schools with the most international students have well developed agent relationships and
programmes Schools growing Alumni influence. In some cases the international student numbers are tagged to the domestic
roll, so reductions in domestic student numbers could result in a reduction in International student
numbers*.
Intermediate There is potential to develop the Intermediate school market to benefit the schools and to secure
Schools further pathway options for students transitioning from Primary to Secondary school.
Primary Schools There is scope to increase the numbers of international students at Primary schools (all models) as from
ENZ data this is a strong area for national growth in the sector.
Whanganui Existing marketing activities based on agent relationships. Products need to better suit international
UCOL diplomas student markets and regional employer needs to create stronger links between students, courses and
and degrees internships and in-work opportunities with Whanganui companies.
English Two proposed schools have been discussed during the discovery phase of this project. Demand for
language English language schools (ELS) is described as high and will be an important addition to the Whanganui
schools international education market offering
Offshore Land Based An experienced provider working offshore with government and commercial links that could benefit
initiatives Training wider international education provision in Whanganui. This is an area of activity that has the capacity
for further development.
18 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018 Target markets To date, Whanganui providers have relied on agent and alumni relationships to market their institution. Many of the existing target markets and those described as emerging hinge on personal relationships with previous students and their word-of-mouth endorsement of Whanganui to family members. Teachers and guides who have travelled with school groups are also positive promoters for Whanganui and their geographical location defines the target market. Whanganui has a range of existing global relationships that will be influential in the further development of international education in the region. Priority for marketing initiatives should be given to those relationships and geographic regions/cities where Whanganui is already known or organisations or companies based in Whanganui have established relationships. Targeting areas where these relationships exist and can be further developed will optimise the region’s available resources and create opportunities for improved coordination of travel and promotional initiatives to overseas markets. Target markets can be assigned to specific objectives and marketing collateral and relationship management plans can be built around these. Key to the initial identification of target markets is for all parties working in international education to better understand the range and variety of activities that are already underway or planned, and to better leverage the resources already allocated to international marketing. The development of a Marketing Matrix is a key item in the implementation plan. Visit Whanganui is the lead agency for destination marketing for Whanganui and the Destination Marketing Strategy 2014 contains a set of objectives and priorities that closely align with the aspirations of the international education sector in Whanganui. Closer coordination between Visit Whanganui and the international education sector can see improved use of resources and increased consistency of messages to target markets. Regular reviews of target markets and the performance of marketing activities are needed to ensure that resources are deployed on initiatives that are staying current with changing market needs and expectations, and that these changes are fed back into the Whanganui mix to encourage innovation and product development in international education. 19 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018
Profile of current and potential target markets 9:
Provider Number of Country - EWEN priorities ENZ Market profile
profile institutions Current National 11
international growth
students markets 10
Emerging New
Tier 1 Tier 2
markets Markets
Primary 31 N/A N/A China More information is needed on the existing
Schools (Full Group relationships and marketing activities in the
Primary, tours 12 Primary Schools market to determine the
Composite, strongest prospect market. ENZ recommend
Contributing) Group introductory tours for this segment as a
way to showcase potential options and pathways
for students. Nationally. China is the main driver
in the Primary Schools sector.
Intermediate 2 N/A N/A China 13 There is little current activity but there is interest
Korea Declined for one school to become actively involved.
Pathways from Primary will provide an indication
Japan of prospective markets and priority markets for
Secondary School will also indicate countries to
target again as a pathway option. There is
growth in the China market but a decline in the
Korean market.
Secondary 6 Germany Declined Students like the adventure and outdoor
Schools activities available in Whanganui. NCEA L3
accepted as Uni entrance in Germany and there
is room to further promote this. Good Sister
School and agent relationships. Usually stay 6-12
mths.
9
Education Whanganui Export Education focus group 19.10.2015 and interview comments
10
Data from Education New Zealand
11
Education Whanganui Export Education focus group 19.10.2015
12
Data from Education New Zealand
13
Data from Education New Zealand
20 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
India EWEN aiming to build relationships in Sth and
Nth India as there is anticipated growth potential
in these markets. Indian continues to be a key
driver across the New Zealand market.
Italy Italy Italy
Taiwan
Hong Kong
Chile Declined
China Key driver Good Sister School and agent relationships.
for growth China is driving growth in this sector
Thailand NCEA L2 is accepted for Thai Uni entrance. Often
exit at end of Yr 12. Thailand is a key driver for
growth nationally.
Korea Korea Declined Students usually stay 2 yrs and may go on to NZ
Uni.
Columbia Record
growth
Vietnam Vietnam
Japan Japan Good Sister School and agent relationships.
ITP 1 India Key driver Established agent and alumni relationships with
(Polytechnic) for growth growth potential. Demand for post graduate
courses especially Level 7 and 8 indicates that for
UCOL to achieve greater market share it will
need to expand its postgrad product range.
India is driving growth in this sector.
China Established agent and alumni relationships with
growth potential. China is also driving growth in
this sector.
Chile Chile
21 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Philippine The Philippines is also driving growth in this
s sector.
Germany
Large PTEs* 4 Philippines Philippine The offshore markets identified are interested in
Brazil s and the primary industry and agricultural
Brazil are qualifications available. There are opportunities
emerging for expansion into these markets. Nationally,
markets India continues to be a key driver for growth.
Total 47 Notes Post-graduate subjects that experienced
(available strongest growth are Management and
data) Commerce and IT. English language schools are
in demand from Japan, Brazil, and Colombia.
Thailand and Korea are in decline. More students
than previously are returning students especially
from India compared with new students. This
indicates that pathway options are increasingly
important to international students.
Table 4 Profile of current and potential target markets 2015
22 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018 Currently most individual providers pursue their own marketing to these countries, with some collaborative work, usually in the form of agent familiarisation trips to New Zealand or a small group travelling to visit overseas agents and attend fairs. Further consolidation of effort and resources can assist all providers to extend their reach into their preferred markets and to develop products and marketing collateral suited to international regional targeting. Many providers have identified their preferred markets through alumni networks and historic relationships with a small number of agents. Ex-students referring their siblings and relatives to Whanganui schools generate considerable repeat business and is a low cost marketing approach. The alumni network is largely untapped and is well-positioned to be a core influencer on the growth of international education in Whanganui. The Smart 21 Community and Digital Leaders Forum are in place in Whanganui with the purpose of connecting Whanganui to the world. With extensive digital capabilities and innovation, building the global alumni market is an affordable and well-resourced option for the international education providers in Whanganui. As with the Visit Whanganui strategy and initiatives, the international education sector can work much more closely with the Smart 21 Community and Digital Leaders Forum platforms to leverage existing resources for a set of common objectives. Table 5 outlines a proposed framework for target markets based on information from EWEN and ENZ. This material can be used to establish a starting point for the Marketing Matrix work included in the implementation plan. 23 Whanganui International Education Strategy March 2016 Final
Whanganui International Education Strategy 2016-2018
Proposed Framework for target markets
Sector Countries Rationale
Primary China Nationally, China is a key contributor to strong growth and there are opportunities to build on New
Zealand‘s profile in established regions within China. Sister city and Sister School relationships are
active. Whanganui exporters are active in this market.
Intermediate China Provides a pathway option for primary students and is a New Zealand growth driver in this sector.
Secondary China Nationally, China is experiencing strong growth and there are opportunities to build on New Zealand‘s
profile in established regions within China. Sister city and Sister School relationships are active.
Whanganui exporters are active in this market.
India EWEN believes this is a strong market for growth (Tier 1) and ENZ profile India as a key growth
market
Japan EWEN have identified Japan as a Tier 1 market based on existing relationships especially with Sister
Schools. There is also a Sister City relationship.
Thailand ENZ profile Thailand as a key growth market for secondary schools
ITP India India is driving growth in this sector. Programme offerings will need to match demand to capitalize on
New Zealand’s profile
China China is driving growth in this sector. Programme offerings will need to match demand to capitalize on
New Zealand’s profile
PTE India National driver but not yet a player in Whanganui. There may be collaborative opportunities with
Whanganui’s neighbouring regions. Level 5-6 Certificate/diplomas are most popular.
Philippines Activity already in this market that can be built on. Agriculture programmes are strong in Whanganui
and PTE’s working offshore and on shore have opportunities to collaborate in this space.
ELS Japan There is a high demand for this service and all providers would benefit from the inclusion of an ELS in
the marketing mix for Whanganui.
Table 5 Proposed framework for target markets 2016-2018
24 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
What is International Education worth to the Whanganui Region in
the future?
The potential value of international education for Whanganui is significant. The figures
below are based on the national value data available from Education New Zealand (ENZ)
combined with the estimates and projections available from international education
providers in Whanganui.
There are a number of discrete variables in the picture for Whanganui that need to be
taken into account in the development of initiatives to increase the value of international
education in Whanganui.
1. Whanganui has only one tertiary provider that falls into the university/ITP sector,
Whanganui UCOL. Whanganui UCOL attracts international students predominantly
into Hospitality/Chef training and computer graphic design. Massey University is
some distance away (2 hour return trip) and transport options are limited. The
range of courses on offer at Whanganui UCOL appeal to specific markets and
increasing the range of programmes tailored to international student demand will
be of overall benefit to Whanganui. Whanganui businesses described their interest
in and willingness to engage more with international students as interns and for
in-work experience (a significant attraction to students) but in some cases the
areas of study on offer don’t align with their business needs. Several businesses
said they brought international students in from other regions to fill opportunities.
2. The range of pathways that a student could take to expand and extend their
education experience in Whanganui is not clearly described. Although the Primary
and Intermediate Schools’ currently have few international students, there is
interest from several providers to be more actively involved in international
education. This creates opportunities to develop clear pathways for students to
see that they can start their Whanganui education experience ahead of secondary
school, the point at which they most often engage.
3. Growth projections provided by the international education sector indicates
moderate and sustainable growth over the next few years. The schools market
accounts for the largest student segment by number and value (excluding Pilot
Academy) compared with Whanganui UCOL and will be the more significant player
in the next few years. Initiatives to support the schools, through Homestay
developments, recreational and community events will become increasingly
important.
4. The Private Training Establishments (PTEs) are a mixed bag when it comes to
international education. Of the larger PTEs one has no plans for international
education, one is starting from a zero base and keen to be involved in initiatives
and the third is involved in offshore provision, through partnerships and
government contracts. Offshore provision can create a new range of relationships
and opportunities globally and in Whanganui and this is an area for further
development.
25 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
SWOT summary
Strengths Opportunities
• Established agent relationships in many target markets • Increase collaboration and communication across providers
• Alumni support generates new students and businesses, and the community
• EWEN and Education Whanganui actively working to • Improve the community’s understanding of international
improve coordination and communication across providers. education through positive media and events
• Whanganui businesses interested in supporting international • Refine qualification offerings to suit demand. Innovate in
students if qualifications are aligned to their needs. meeting demand.
• Whanganui is described by international students a safe, • Inclusion of Maori education and cultural programmes in the
affordable and welcoming. mix of programmes available.
• Whanganui’s Maori cultural heritage • The range of current providers makes it possible to develop
• The Pilot Academy is well positioned to be a cornerstone a pathway for students that can take them across the
provider in international education. network of providers and into work experience.
• Strong export businesses that can link Whanganui to their • Similar plans are in place in neighbouring regions so
international networks collaboration in marketing and famil initiatives and sharing
• The EWEN group is established and working well together on resources is more likely.
common aims. • Expansion of the Pilot Academy with additional locations
Weaknesses Threats
• A single ITP and no active connection to Massey University • Other regions being more active in similar markets with
• Qualifications offered by UCOL to international students products better suited to demand
need to keep up to date with student and industry demand • A low level of coordination across providers and businesses
• Student pathways are not clearly described means internships and work experience are lost to other
• A fragmented sector with moderate levels of communication regions.
across providers • Declining school rolls will affect the proportion of
• Underutilisation of Whanganui’s digital capabilities international students some schools will accept.
• Some limitations on the range of accommodation options
available to students
• International students are grouped together for events or
social occasions although they are asking for more
interaction with Kiwis and the community
• Low levels of internships and work experience available
through local employers.
Table 6 SWOT analysis 2015
26 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
For the purposes of this strategy the economic value of international education has been
estimated using the methodology supplied by ENZ 14. Table 7 contains estimates of
economic value based on information supplied by providers. The inclusion of the Pilot
Academy from 2016 significantly increases the overall value of the sector to Whanganui.
Providers predict modest and sustainable growth based on past experience and available
resources. The projections should be re-evaluated on an annual basis to determine the
impact of the strategy and implementation plan on projections.
The estimations in Table 7 do not include Primary/Intermediate School data as it is
unclear at this stage what the projections are for the next three years. As the strategy
and implementation plan progress and the schools develop their views on initiatives, the
data can be updated.
Percentage
International Education sector value estimates increase
2016-2018 Incorporation of Pilot Academy 2016-2018
Segment values
2013 2014 2015 2016 2017 2018
Secondary $2,750,000 $3,725,000 $3,700,000 $4,000,000 $4,225,000 $4,575,000 14.4%
Tertiary (UCOL,
PTEs) $1,000,000 $575,000 $525,000 $1,000,000 $1,125,000 $1,250,000 25.0%
Flight school $3,800,000 $4,700,000 $5,500,000
(Total) 44.7%
Total $3,750,000 $4,300,000 $4,225,000 $8,800,000 $10,050,000 $11,325,000 28.7%
Table 7 Estimated value of international education in Whanganui 2016-2018
Figure 2 The value of international education in Whanganui 2016-2018
14
The economic impact of international education 2012/13. Infometrics Sept 2013
27 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
A distinctive opportunity: The New Zealand International
Commercial Pilot Academy
Whanganui District Council, through Whanganui Holdings Limited, has purchased the
New Zealand International Commercial Pilot Academy. The Academy, currently located in
Feilding, is set to locate some of its operations in Whanganui during 2016-2017, with
activities that may extend across both the Feilding and Whanganui facilities. The
Academy attracts international students from around the world, with its predominant
market being India. Pilots training at the Academy can complete short and long courses,
the content of which is specifically designed to qualify students for the next stages in
their careers.
Projected growth of the Pilot Academy shows that this provider could account for a
doubling of the value of international education in Whanganui. Opportunities to support
the development of the Pilot Academy are already being explored in the accommodation,
transport and service sectors. The number of students moving through the Academy’s
facilities during the course of their studies will generate an extensive alumni network
that can benefit all international education providers in Whanganui and the Whanganui
region overall.
The Pilot Academy is an integral part of the potential student pathways, with students
already taking up pilot training as part of their studies whilst at secondary school.
Secondary Secondary
2016 2018
Tertiary (UCOL, PTEs) Tertiary (UCOL, PTEs)
Pilot Academy(Total) Pilot Academy (Total)
43.18 45.45 40.4%
% % 48.6%
11.36 11.0%
%
28 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Section 3
Goals and objectives
Overall Whanganui needs to ensure that the region, its education providers and
community make available to all students;
1. The right product mix, tailored to specific markets
2. High quality and excellent value for money across education, services and
experiences.
3. Meaningful work experience opportunities.
4. Closer links between business’ skills needs and training provision.
In order to achieve this, the region needs to;
1. Play to the region’s strengths as a centre for culture and heritage, outdoor
adventure and business innovation.
2. Improve communication and consolidate resources across existing strategies and
the groups responsible.
3. Assign budgets and resources to sustain initiatives over time.
4. Be flexible and innovate to meet market expectations.
5. Acknowledge that international education is part of the region’s education
provision network and needs to work hand in hand with initiatives designed to
support domestic rolls and education quality.
To capture these items and structure the initial goals, the Whanganui International
Education Strategy 2016-2018 has three themes:
1. Global connections
Connect Whanganui to the world through sustainable relationships, positive
media and targeted activities.
2. National networks
Work closely with our neighbouring regions in developing marketing
initiatives, education pathways and in-work experiences.
3. Regional Infrastructure and community engagement
Ensure that Whanganui exceeds its promises to our international students in
terms of the quality of their student experience and engagement with our
communities.
29 Whanganui International Education Strategy March 2016 FinalWhanganui International Education Strategy 2016-2018
Whanganui International Education Strategy 2016-2018 goals and objectives
Global connections
Connect Whanganui to the world through sustainable relationships, positive media and targeted activities
Goals Strategic objectives Lead partners Timeline Success measures
1. Sector growth 1.1 Increase market share in all Whanganui and Partners 2016- Percentage increases 2016-
International student numbers target markets Education Whanganui 2018 2018
and the economic value of Secondary schools 14.4%
international education increases Tertiary 25.0%
year on year across all provider Pilot Academy 44.7%
segments Overall increase by 2018
28.7%
2. Target Marketing 2.1 Optimise existing and new Whanganui and Partners 2016 Marketing Matrix is
Whanganui international education relationships (Marketing Matrix) and Education Whanganui complete and all
providers maximise their resources resources to improve targeting and stakeholders have included
and increase market share through conversion rates from Agent, the information in their
active collaboration and target business, government and alumni individual organisational
marketing. networks and sharing of leads and plans.
opportunities
The strategy is aligned with
Whanganui’s other key
strategies and plans
3. Reputation Visit Whanganui 2016 Launch of the Whanganui
3.1 Create a Whanganui regional
Whanganui has an international Education Whanganui regional brand portal with
brand portal that consolidates
reputation for delivering active uptake of the
promotional and marketing
innovative, high quality education resources by 50% of export
resources across Whanganui District
options and student experiences businesses, 100% of
Council, Whanganui and Partners
that have a positive impact on education providers and
boards, businesses and education
students’ lives and careers. 50% of tourism businesses.
providers to ensure and enhance
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