Waikato regional economic profile - Waikato Regional Council

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4. Foster policy learning through better metrics, evaluation andexperimentation. 31The emphasis currently is on facilitating more systematic exchange and interactionamong key economic actors (firms, research providers, universities etc) because theknowledge system of which they are a part is an important determinant of regionalproductivity.Three of the most common categories of measures to build regional economic growthand linkages are:1. Real estate based projects: development of science parks and other industrialspaces designed to facilitate networking and technology development andtransfer through “co-location”.2. Cluster-type policies: initiatives to support existing or nascent groupings offirms by providing collective services and other measures to build cooperationwithin the cluster and to enable joint initiatives to export, market, etc.3. Linking research and industry: linking knowledge producers with users inorder to promote “systems” of technology and innovation diffusion and bettercommercialisation of innovation. 321.4.2 New Zealand policy and programmesRegional development has not been retained as a focus of the Government’s BusinessGrowth Agenda, however the current policy reflects aspects of the internationalparadigm shift, most explicitly in the formation of the New Zealand Food InnovationNetwork (open-access food development facilities), which capitalises oncomplementary regional strengths in Auckland, Waikato, Palmerston North andCanterbury.Regional development last became a focus of New Zealand government attentionduring the decade after the election of the Labour-led coalition in 1999. TheGovernment's goal for regional development at the time was for “sustainable, inclusivedevelopment in each region that sees economic growth that can be maintained overthe long term without compromising the environment and which helps to meet thesocial needs of people” 33 .The Regional Partnerships Programme was established as the Government's principalregional development programme in 2000 and ran for seven years, ceasing in June2007. The programme's objective was to build the economic capability of NewZealand's regions and it was delivered by New Zealand Trade and Enterprise.Under the Regional Partnerships Programme, 26 sub-regions were formed and fundedto develop regional economic development strategies and to build economicdevelopment capability. The Regional Partnerships Programme had three components:1. Regional economic development strategy – funding ($100,000 over threeyears) for a group of stakeholders within a region to produce an economicdevelopment strategy.2. Capability building – funding to develop the necessary expertise in the regionto implement the strategy (up to $100,000 per region over 12 months).31OECD (2011, p. 19).32OECD (2005, p. 9).33New Zealand Government (2000, p. 28).Page 10 Doc #: 2069885
3. Major regional initiatives – major projects (up to $2 million over three years)identified in regional strategies as being likely to help contribute to the region'seconomic growth objectives. They were intended to build on a comparativeadvantage and would result in increased level and quality of private sectorinvestment; the growth of quality, productive employment; and/or raisedrevenues and incomes (especially export revenues). They would be publicprivateinitiatives, led by businesses. A minimum regional contribution, in cashor kind, of 25 per cent was also required.The Regional Strategy Fund was established as part of refreshed policy in July 2007and the 26 sub-regions were replaced by 14 regions. The regions were encouraged todevelop comprehensive regional economic development strategies with input from theMinistry of Economic Development and its strategy development guidelines and toundertake further research to deepen understanding of region specific issues andstrategic priorities in order to reflect these findings in the published regional strategy.The Regional Strategy Fund could also support projects that implement the innovationand enterprise aspects of the strategy where these projects are not more appropriatelyfunded by other central government organisations. The Regional Strategy Fund has upto $750,000 available to each region over a three year cycle.The Regional Strategy Fund was complemented by the Enterprising PartnershipsFund, which could support commercially driven projects that helped to implement theregional strategy. Projects needed to align with national strengths, be of nationalsignificance and offer substantial economic development benefits, but were not limitedto large-scale projects. For example a mid-sized project with a total cost of $1 millioncould be supported by up to $700,000 of Enterprising Partnerships Fund funding. TheRegional Strategy Fund was discontinued in June 2010.1.4.3 Waikato experienceUnder the former Regional Partnerships Programme, the Waikato region wasorganised into five sub-regions. These sub-regions were Thames-Coromandel, CentralWaikato (which included Hamilton city, Waikato and Waipa districts), King Country(including Waitomo and Ōtorohanga), Taupō and South Waikato.The five Waikato sub-regions received a total of $11,559,070 under the RegionalPartnerships Programme. This consisted of $803,245 for strategy funding, $2,401,775for capability funding and $8,354,050 for major regional initiatives. Major regionalinitiatives funded included: Waikato Innovation Park (Hamilton) was funded $2 million in 2002 Aviation Waikato, owned by The Katolyst Group, was funded $2 million in 2005 The New Zealand Clean Energy Centre (Taupō) was funded $2 million in 2006 Taupō Motor Sport Park was funded $2 million in 2006, and Waihi Heart of Gold Tourism Discovery Centre was funded $1.8 million in 2007.Waikato Innovation Park was awarded $4 million over 3 years from 2008 from theEnterprising Partnerships Fund. Half of this amount went towards the construction of anew 300m 2 building and the other half was for the support of business developmentservices.Under the 2007 changes to regional economic development policy, these sub-regionschose to work together as a single region. The region established a governancegroup 34 and gained funding through the Regional Strategy Fund to develop an34 The Regional Governance Group consisted of the following people: Philip Burton, (Communications and PromotionsManager, Hamilton City Council [Acting Chair]), John Birch (Director, Central Capital), Jerry Rickman (Chairman,Hamilton International Airport), Chris Williams (CEO, King St Advertising), David Wright (Company Director, Taupo),Mark Townsend (Farming Investor, past Fonterra Director), Steve Perdia (Business Development Manager,WINTEC), Sandra Perry (Economic Development Agencies of New Zealand representative for Waikato/Bay ofPlenty, CEO Business Development Centre), Chris Hale (Manager, Hauraki Coromandel Development Group),Amanda Scott (Development Manager, South Waikato District Council), David Hearn (Acting CEO North KingDoc # 2069885 Page 11
Page 1 and 2: Waikato Regional Council Technical
Page 4: Document #: 2069885
Page 7 and 8: Table of contentsAcknowledgementLis
Page 9: 11.2.5 Industry Training Organisati
Page 12 and 13: Page viii Doc #: 2069885
Page 14 and 15: The Government aims to create an en
Page 16 and 17: TransportAlmost a quarter of total
Page 18 and 19: Regional competitivenessRelative pe
Page 20 and 21: WRC identified three flagship goals
Page 22 and 23: WRC adopted the concept of green gr
Page 24 and 25: Figure 4: Real value of goods and s
Page 28 and 29: economic development strategy for t
Page 30 and 31: Figure 5: Economic value added by s
Page 32 and 33: Figure 8: Unemployment by region, 2
Page 34 and 35: Figure 12: Median household and per
Page 36 and 37: Figure 15: Deprivation in Hamilton
Page 38 and 39: In addition to dairy products contr
Page 40 and 41: In May 2009, DairyNZ launched the S
Page 42 and 43: New Zealand exported $716.9 million
Page 44 and 45: Wallace Meats: is a subsidiary of W
Page 46 and 47: Figure 29: Location quotient and em
Page 48 and 49: Figure 30: AgBio New Zealand produc
Page 50 and 51: Five of New Zealand’s six largest
Page 54 and 55: Most providers of high valueservice
Page 56 and 57: When measured for its value to the
Page 58 and 59: is not considered by this profile t
Page 62 and 63: 4.2 Transport4.2.1 RoadThe current
Page 64 and 65: Local roads in the Waikato region a
Page 66 and 67: Waikato to, or from, the Bay of Ple
Page 68 and 69: Approximately 40 per cent of all ex
Page 70 and 71: Figure 58: International arrivals t
Page 72 and 73: The New Zealand Energy Strategy has
Page 74 and 75: Figure 62: Transpower transmission
Page 76 and 77:
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
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6.6 WaterFreshwater is important fo
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Table 10: Current water take author
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7 Institutions7.1 SummaryCentral an
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The final report of the Government
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Local authority Strategy DeliveryRo
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Local authority Strategy Vision Goa
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Local authority Strategy Vision Goa
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Figure 106: Iwi of the Waikato regi
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SettlementprogressMāoriCommercialA
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SettlementprogressDeed ofSettlement
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Figure 108: Geographic units with 0
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Figure 111: Entry rate (percentage
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Gas supply 0.44Air transport, servi
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Capital productivity is value added
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have low tangible assets and low or
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11 Innovation system11.1 SummaryAs
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Zealand universities (34 per cent).
Page 146 and 147:
cent), health (21 per cent) and hos
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Figure 124: Waikato ITO trainees (2
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The University of Waikato has five
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esearch.” 398 Research is essenti
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Landcare ResearchNational Institute
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11.4 Business development and growt
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Waikato Innovation Park provides se
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12 Key findings and next stepsThe W
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There are also a number of opportun
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BibliographyAFFCO New Zealand 2010.
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Hauraki District Council 2009. Haur
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Ministry of Economic Development 20
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New Zealand Transport Agency 2010.
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South Waikato District Council 2009
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Waikato Regional Council 2011f. Lan
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Waikato regional economic profile - Waikato Regional Council

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