Wellington Regional Strategy

The Wellington Regional Strategy Summit was held on 14 November 2008 at the Chaffers Dock Atrium. In previous years this gathering was called the Strategic Partners Forum. Approximately 85 regional leaders attended the summit. We have received excellent feedback about the event.

Key note speaker Lloyd Morrison quoted New Zealand’s GDP sliding rapidly relative to other nations and New Zealanders working longer hours but productivity falling behind our peers. He challenged us to “lift our sights” and work together to connect the Wellington region to the world.

Other speakers were Brian Sweeney from NZ Edge, Cameron Bagrie from ANZ National Bank, Wendy McGuinness from Sustainable Futures and Mark Steel from Ministry of Economic Development.

We also heard updates on progress with the three key areas of the strategy, Grow Wellington (sustainable economic growth), Wellington Regional Strategy office (good regional form projects) and Ministry of Social Development (regional labour market initiatives).

Key issues and opportunities facing the region were also discussed in two group breakout sessions.

1. How can the Wellington region be better prepared for the global financial crisis?

It was generally considered that the Wellington region needs to be prepared for better economic conditions. A number of opportunities were identified in order to be prepared for brighter economic times. These included the development of more strategic partnerships between both government and the private sector. Up-skilling of the region’s workforce was also considered important. In terms of local government, it was identified that a balanced approach to council infrastructure projects is critical. It was also considered that small and medium-sized enterprises need to better understand what productivity means and determine ways to promote a more productive workforce. A changing tourism market was also identified as having an impact on the region, with the need for marketing in these areas to reflect such changing conditions.

2. Is the Wellington Regional Strategy on the right track?

A number of key messages came through around communication including the importance of telling the Wellington region story more consistently both within New Zealand and the world, and the importance of terms such as “sustainability”, “genuine progress index” and “productivity” making sense to the general public. Education and linkages to a skilled and productive workforce were identified as needing to be more effective in the Wellington region. This included a better education sector and closer linkages to the labour force, and creating opportunities for people looking for employment in the Wellington region. Improvement with collaboration between the public and private sector was considered to be important as we go forward with the Wellington Regional Strategy. One suggestion included the establishment of a pilot project to obtain resources across different sectors (e.g. MED, Chamber of Commerce, Institute of Chartered Accountants). The goal of achieving a better provision of infrastructure over the long term was identified as being important, particularly through continuing to grow existing investments. More effective engagement with both Maori and Pacific Islanders was also identified as an area for improvement.

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