Waikato regional economic profile - Waikato Regional Council

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There are also a number of opportunities for the region:To develop a strategy that identifies Waikato’s role in contributing to the upperNorth Island, other regions and New Zealand as a whole. To adopt a green growth theme that is consistent with international trends,national approaches and the strategic direction of WRC.To improve coordination between location-, iwi-, sector- and firm-basedeconomic development activities to increase effectiveness and efficiency. To take advantage of a population that is relatively young and has relativelymore Māori. To improve the quality and coordination of regulatory processes for valuablesectors that cross local and regional boundaries, such as forestry andgeothermal energy. This requires collaboration among local authorities and withcentral government potentially. To partner with Māori/iwi for economic development due to their uniqueadvantages and long-term commitment to the future of the region and itspeople.To increase generation from abundant, renewable resources such asgeothermal and wind energy. The region will continue to be well placed to dealwith increased demand. The region can make better use of its existing infrastructure by identifyingopportunities for improved management and finding better ways of managingdemand. It can also be smarter about investing in new assets by consideringhow they function as a network. This applies at local and regional level. The roll-out of ultra fast broadband enables firms to improve communications,productivity and education without regard to location (particularly if ruralcommunities gain equitable access). To increase the commercialisation of the existing knowledge strengths withinthe region’s research and education institutions. To enhance collaboration among the knowledge generation and diffusion subsystemfor greater innovation outcomes. To improve alignment between the regionally significant sectors and theeducation and research strengths of the region’s institutions.To increase the value of our international and interregional exports, particularlyin the regionally important sectors that present immediate opportunitiesbecause of their existing scale and growth:- high-value food manufacturing (dairy, meat and other food manufacturing);- high value manufacturing (such as agritech, aviation and materials andequipment manufacturing);- forestry and wood product manufacturing;- high value services (such as agriculture, geothermal energy and informationand communications technology); and- aquaculture is small currently but has growth potential also.To align the attraction of business visitors with sector strengths andopportunities.The challenges and opportunities identified are significant and inter-related. No singleactor has the scale or scope to address them across the region and maximise thebenefits to themselves or the wider community. Collaboration is therefore requiredamong and between firms and industry groups, central and local governmentPage 146 Doc # 2069885
organisations, iwi, tertiary education and research providers and commercialisation andeconomic development agencies.The next step could be the development of a green growth-themed regional economicdevelopment strategy focused on unlocking the export and innovation potential of keyregional sectors. As the economic, social and cultural wellbeing of communities areintertwined and dependent upon a healthy environment, the economic developmentstrategy would need to be linked explicitly to a broader vision and strategy for theoverall wellbeing of the region.The authors encountered a number of knowledge gaps that they consider would beuseful to address prior to the development of the strategy. These are particularlycentred on the experience of firms in the regionally important sectors with regard totheir opportunities in and barriers to:green growththe implementation of regulation, including its consistency across the regiongeneral and industry-specific infrastructureentrepreneurship (firm creation and growth and management capability)access to finance throughout the firm lifecyclelabour issues such as education, skills and labour supplycommercialisation of researchinternational exportsthe operation of the regional innovation system generally and the firm-level subsystemspecifically, andthe operation of intra- and inter-regional sector value chains.Interviews of firms in several sectors have been completed on WRC’s behalf as aninitial step in addressing this gap.WRC intends to make available publicly timely information about aspects of theWaikato regional economy on an ongoing basis, via a website for example.Doc # 2069885 Page 147
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Waikato Regional Council Technical
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Document #: 2069885
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Table of contentsAcknowledgementLis
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11.2.5 Industry Training Organisati
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The Government aims to create an en
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TransportAlmost a quarter of total
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Regional competitivenessRelative pe
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WRC identified three flagship goals
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WRC adopted the concept of green gr
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Figure 4: Real value of goods and s
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4. Foster policy learning through b
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economic development strategy for t
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Figure 5: Economic value added by s
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Figure 8: Unemployment by region, 2
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Figure 12: Median household and per
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Figure 15: Deprivation in Hamilton
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In addition to dairy products contr
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In May 2009, DairyNZ launched the S
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New Zealand exported $716.9 million
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Wallace Meats: is a subsidiary of W
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Figure 29: Location quotient and em
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Figure 30: AgBio New Zealand produc
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Five of New Zealand’s six largest
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Most providers of high valueservice
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When measured for its value to the
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is not considered by this profile t
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4.2 Transport4.2.1 RoadThe current
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Local roads in the Waikato region a
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Waikato to, or from, the Bay of Ple
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Approximately 40 per cent of all ex
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Figure 58: International arrivals t
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The New Zealand Energy Strategy has
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Figure 62: Transpower transmission
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Coal has been mined in the Waikator
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4.3.4 OilWaikato does not produce o
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etween 75 and 100 years. 202 The de
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Taupō District CouncilWater supply
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4.4.3 Productive water infrastructu
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The surveys identified that there i
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RBI has been implemented by the Gov
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Figure 76: RBI broadband in the cen
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5 People5.1 SummaryThis chapter des
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Figure 81: Urban population in the
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5.2.3 AgeingFigure 83: Percentage i
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Figure 88: Proportion of population
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Figure 92: Highest qualification pr
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Figure 95: Labour market areas in t
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Figure 99: Commuting patterns (2006
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Three areas of the Waikato region h
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Figure 101: Land uses in the Waikat
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120%100%80%60%40%Land with limitati
Page 112 and 113: 6.6 WaterFreshwater is important fo
Page 114 and 115: Table 10: Current water take author
Page 116 and 117: 7 Institutions7.1 SummaryCentral an
Page 118 and 119: The final report of the Government
Page 120 and 121: Local authority Strategy DeliveryRo
Page 122 and 123: Local authority Strategy Vision Goa
Page 124 and 125: Local authority Strategy Vision Goa
Page 126 and 127: Figure 106: Iwi of the Waikato regi
Page 128 and 129: SettlementprogressMāoriCommercialA
Page 130 and 131: SettlementprogressDeed ofSettlement
Page 132 and 133: Figure 108: Geographic units with 0
Page 134 and 135: Figure 111: Entry rate (percentage
Page 136 and 137: Gas supply 0.44Air transport, servi
Page 138 and 139: Capital productivity is value added
Page 140 and 141: have low tangible assets and low or
Page 142 and 143: 11 Innovation system11.1 SummaryAs
Page 144 and 145: Zealand universities (34 per cent).
Page 146 and 147: cent), health (21 per cent) and hos
Page 148 and 149: Figure 124: Waikato ITO trainees (2
Page 150 and 151: The University of Waikato has five
Page 152 and 153: esearch.” 398 Research is essenti
Page 154 and 155: Landcare ResearchNational Institute
Page 156 and 157: 11.4 Business development and growt
Page 158 and 159: Waikato Innovation Park provides se
Page 160 and 161: 12 Key findings and next stepsThe W
Page 164 and 165: BibliographyAFFCO New Zealand 2010.
Page 166 and 167: Hauraki District Council 2009. Haur
Page 168 and 169: Ministry of Economic Development 20
Page 170 and 171: New Zealand Transport Agency 2010.
Page 172 and 173: South Waikato District Council 2009
Page 174: Waikato Regional Council 2011f. Lan
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