Whanganui International Education Strategy 2016-2018

Whanganui International Education Strategy 2016-2018
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 companies
Whanganui International Education Strategy            2016-2018




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Whanganui International Education Strategy            2016-2018




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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

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Whanganui 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




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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.




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Whanganui 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




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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


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Whanganui 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

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Whanganui 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

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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

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Whanganui 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




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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



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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.




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Whanganui 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

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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

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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.




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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.


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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.




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     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

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                                                      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



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                                                                            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




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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.




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                                              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



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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.




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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




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Whanganui 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

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Whanganui 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%
                     %




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Whanganui 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.




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Whanganui 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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