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LOCAL AREA BLUEPRINT APPENDIX 4 - COROMANDEL PENINSULA March 2011 PAGE

COROMANDEL PENINSULA LOCAL AREA BLUEPRINTS

Appendix 4 Local Area Blueprint Employment

Strategy

PREPARED FOR THE BLUEPRINT PROJECT

March 2011

BY

Urbanismplus Ltd

WITH

Pocock Design:Environment Ltd Prosperous Places Pty

Patrick Partners Pty TTM Consulting Pty

Transport Planning Solutions Ltd

delivering sustainable urban form

DRAFT

LOCAL AREA BLUEPRINT APPENDIX 4 - COROMANDEL PENINSULA March 2011

Table of contents

31 Section 1 - Background and introduction

Page 231 Section 2 - Employment comparison

Page 242 Section 3 - The Peninsula’s economic and employment futures

Page 245 Section 4 - The role of centres in the Peninsula’s economic future

Page 257 Figure 1 - Kopu employment map

Page 252 Section 6 - The desirable distribution of future land and space

Page 250 Section 5 - Future demand for industrial and business space

COROMANDEL PENINSULA LOCAL AREA BLUEPRINTS

APPENDIX 4 - LOCAL AREA BLUEPRINT EMPLOYMENT STRATEGY

March 2011 Urbanismplus Ltd WITH

Pocock Design:Environment Ltd Prosperous Places Pty Patrick Partners Pty TTM Consulting Pty Transport Planning Solutions Ltd

The Local Area Blueprints have been prepared with information provided predominantly by Thames-Coromandel District Council and Environment Waikato. It is true and accurate to the best of our knowl-edge.

LOCAL AREA BLUEPRINT APPENDIX 4 - COROMANDEL PENINSULA March 2011 PAGE 231

A4 Coromandel Peninsula employment strategy

This report summarises the investigations and workshop findings about the economic and employment situation of the Thames-Coromandel District (the Peninsula). It begins by investigating the existing employment situation in the Peninsula to identify:

• Existing employment strengths and weaknesses,

• Activities where the Peninsula has been growing jobs faster than expected, and

• Activities where the Peninsula has been growing jobs slower than expected.

This report goes on to investigate the nature of Peninsula’s comparative advantages underpinning the District’s traditional growth industries. This analysis finds that the Peninsula is reliant on the comparative advantages provided by nature, and has not tapped into new sources of prosperity by building new competitive advantages. Opportunities are identified for the Peninsula to continue to grow and diversify its traditional industries, whilst also developing new competitive advantages by creating new inter-related clusters of life style residential attributes, new products, services, training and skills.

The possible role each centre can play in growing this new economy is then identified which will provide the Peninsula with a more sustainable, more diversified, better skilled, higher levels of employment. The future demand for business space and industrial land is then projected under three different scenarios:

• Continuation of the existing economy,

• Gradual transition towards the new service economy, and

• Rapid transition to achieve the new economy by 2041. A minimum regrets approach is recommended to planning to ensure the greatest likely demand for industrial land and business space of different types can be provided in each larger settlement on the Peninsula. Provision for adequate land of each type at suitable locations for each centre, became the focus of the place based planning for the Local Area Blueprints.

Peninsula employment compared with North Island, NZ. Employment growth in the Thames-Coromandel District (The Peninsula) is compared to that taking place in the rest of North Island New Zealand (NZxc excluding Auckland City - with its CBD, industrial areas and port, and excluding Wellington City - with its national government, CBD and port) for the last 9 years from 2000 to 2009. This analysis:

• Determined whether or not the Peninsula had been creating as many jobs as expected in individual activities (given the Peninsula’s employment growth and the growth rates of similar activities in NZxc).

• Determined which activities the Peninsula was growing faster and slower than the rest of North Island (NZxc) (providing further insights into the Peninsulas, comparative advantages and growth activities that the Peninsula is missing out on.

2.1 The Existing Peninsula Employment Situation Considering whether the Peninsula had been creating as many jobs as expected in individual activities (given the Peninsula’s employment growth and the growth rates of similar activities in NZxc): On the positive side, the Peninsula has more jobs than expected in:

More jobs than

expected

Percentage above

expected

Wood Product Manufacturing 97 86%

Primary Metal and Metal Product Manufacturing

112 402%

Waste Collection, Treatment and Disposal Services

88 271%

Food Retailing 303 78%

Other Store-Based Retailing 190 32%

Accommodation 210 162%

Food and Beverage Services 457 93%

Road Transport 116 57%

Property Operators and Real Estate Services

80 100%

Residential Care Services 102 41%

Table 1:

1.0 Background and introduction 2.0 Employment comparison


Most of this is explained by the strong visitor attraction and recreational role of the Peninsula compared with the rest of North Island NZ (less Auckland and Wellington Cities). There are more than double the jobs in accommodation, double the jobs in real estate, almost double the jobs in taverns, cafes, restaurants and take-away food, and food retailing (and almost three times the number of jobs in waste disposal). However, the Peninsula’s strong visitor attraction is not translating into as many jobs in non-food retailing (which is only a third higher, compared with close to 100% or higher for other visitor related industries). Upon closer examination, most additional employment has been created in:

• Cafes, restaurants & takeaway food (with 371 more jobs, 91%, more than expected),

• Supermarkets and grocery stores (with 225 more jobs, 69%, more than expected), and

• Accommodation (with 210 more jobs, 161%, more than expected).

The Peninsula also has particularly strong employment in residential care (with almost 2/3rds more jobs than expected) – reflecting the strong retirement role of the Peninsula. The Peninsula has obvious strengths in the manufacture of wood products (which provide 4 times the number of jobs than expected). This reflects the importance of the timber industry with forestry and logging (providing 77 more jobs, triple, the number of jobs expected), and saw milling and timber dressing (providing 92 more jobs, double the number of jobs expected). The relative strength of the aquaculture industry is also apparent with 440 full-time equivalent jobs in 2007.

On The Negative Side: The Peninsula has less jobs than expected in fabricated metal and machinery and equipment manufacturing and related wholesaling, also in wholesaling other goods (including sporting, pharmaceutical and tourism related goods). This reflects the Peninsula’s relative proximity to Auckland for the supply of these products (refer to table 2). The Peninsula also has relatively low employment in professional, scientific and technical services – again reflecting its proximity to Auckland (but somewhat surprising given the life-style advantages the peninsula can offer). The lack of tertiary education is clearly apparent (but perhaps not unexpected given the low resident population and drawing power of Auckland). The lack of medical and health care employment reflects similar influences, but is somewhat surprising given the high visitor numbers, the Peninsula’s high retirement population and high employment in residential care. This shortfall exists across all medical services, including allied health services that could be expected to be higher, to meet the needs of the aging local population (even ignoring the temporary visitor population).

Less jobs than

expected

Percentage below

expected

Fabricated Metal Product Manufacturing -92 -63%

Machinery and Equipment Manufacturing -95 -59%

Basic Material Wholesaling -78 -76%

Machinery and Equipment Wholesaling -90 -60%

Other Goods Wholesaling -98 -77%

Professional, Scientific and Technical Services -235 -48%

Administrative Services -213 -84%

Defence -91 -100%

Public Order, Safety and Regulatory Services -76 -45%

Tertiary Education -125 -87%

Hospitals -82 -24%

Medical and Other Health Care Services -79 -24%

Table 2:

Hospitals -81 -24%

Medical Services (Doctors and Dentists) -15 -19%

Pathology and Diagnostic Imaging Ser-vices -10 -52%

Allied Health Services -63 -31%

Table 3:


2.2 Recent Growth in Employment in the Peninsula The existing employment structure of an area can be quite different from the sources of recent employment growth. Therefore, it is appropriate to ask whether the Peninsula has been growing the same types of jobs as the rest of NZxc over the last 9 years to February 2009. The following diagram shows the overall picture of how the Peninsula has been fairing:

(The size of the circles is proportional to the employment in the Peninsula in 2009)

Overall, the Peninsula has had very strong employment growth compared with the rest of NZxc (shown by the large number of green circles, in the top, right hand side quadrant). This diagram shows that the Peninsula has been growing many jobs that NZxc has been growing (the green circles, in the top right hand quadrant), some of these far faster that the rest of NZxc (those towards the top of this quadrant). There are other jobs that the Peninsula is not growing, that NZxcC are growing. (The blue circles, in the bottom, right hand quadrant). Some of these are important contributors to the Peninsula employment, but the Peninsula has been losing employment in them in recent years, whilst they have been increasing in employment quite rapidly in other parts of NZxc. (The blue circles, below the horizontal line, in the bottom right hand quadrant). There are a few activities, where the Peninsula has continued to grow jobs, at the same time as similar jobs have been falling in other parts of NZxc. (The orange circles in the top left hand quadrant). The Peninsula is losing employment in some activities where employment is static (the red circles on the horizontal line in the bottom, left hand quadrant), and a few activities where the Peninsula has been losing jobs far faster than the rest of NZxc (the red circles below the line in the bottom. Left hand side quadrant).


The Peninsula’s High Employment, High Growth Activities

(The size of the circles is proportional to the employment in the Peninsula in 2009)

Activities where the Peninsula has most jobs, and the Peninsula has been growing jobs far faster than the rest of NZxc, are:

• Heavy and Civil Engineering Construction,

• Public Administration, and

• Food Retailing. Activities where the Peninsula has most jobs, and the Peninsula has been growing jobs at about the same rate as NZxc, are:

• Food and Beverage Services,

• Food Product Manufacturing, and

• Residential Care Services.


Industrial Employment Growth Heavy and Civil Engineering Construction clearly led recent industrial employment growth (growing from 50 jobs to reach 180 jobs, increasing by 280%, in just 9 years, compared with the 48% growth in employment in the rest of NZxc). Residential Construction was also a major source of increasing employment, doubling in employment in the Peninsula (rising from 100 to 200 jobs, 100%, in just 9 years, compared with the somewhat slower, 81% growth in the rest of NZxc) There were a number of industries that also expanded rapidly, but from a very small base, so that employment in the Peninsula is still small, these were:

• Specialist Industrial Equipment Manufacturing (that tripled in employment),

• Specialist Machinery and Equipment Manufacturing (that doubled in employment),

• Machinery and Equipment Wholesaling (that grew 5 times in employment),

• Timber and Hardware Goods Wholesaling (that tripled in employment),

• Furniture and Floor Covering Wholesaling (that doubled in employment), and

• Motor Vehicles and Parts Wholesaling (that tripled in employment). Therefore, the Peninsula is beginning to address the existing significant shortfall in jobs it has in modern, manufacturing and wholesaling activities compared with the rest of NZxc.


Retail and Hospitality Employment Growth The Peninsula has continued to grow its employment in Supermarkets and Grocery Stores faster than the rest of NZxc, and to begin to make up its present shortfall in Clothing, Footwear and Accessories Retailing – both clearly driven by continued high visitor demand. In contrast, employment in Cafes, Restaurants and Takeaway Food has only grown as fast as the rest of NZxc – this may be somewhat disappointing, although the Peninsula still has a far greater share of employment in these hospitality businesses than other parts of NZxc. The situation is very similar for Accommodation. Here employment has grown considerably slower than the rest of NZxc – although the Peninsula still has a far greater share of employment in accommodation businesses than other parts of NZxc.

(The size of the circle is proportional to Peninsula employment in each activity in 2009)


Other Service Sector Employment Growth On a more positive note, the Peninsula has been growing some new economy service based businesses, quite rapidly (although from a very small base, so that employment in the Peninsula is still small). These rapidly expanding new economy service based businesses include:

• Architectural, Engineering and Design Services (growing faster than NZxc),

• Computer Systems and Related Services (growing at NZxc rates), and

• Professional and Interest Groups – employing staff (growing faster than NZxc). In other Service Sector businesses the Peninsula is growing employment, but not as fast as the rest of NZxc. Therefore, the Peninsula is still going backwards in employment in:

• Management and Consulting Services (growing less than in NZxc),

• Legal and Accounting Services (growing less than in NZxc),

• Advertising Services (growing less than in NZxc),

• Sport and Recreational Services – employing staff (growing less than NZxc), and

• Adult, Community and Other Education (growing less than in NZxc).


2.3 Employment Growth the Peninsula is missing out on. Activities where the Peninsula has most jobs, and the Peninsula has been growing jobs at a slower rate than NZxc, are:

• Other Store Based Retailing (other than food and clothing),

• Construction Services,

• Professional, Scientific and Technical Services, and

• Accommodation. Activities where the Peninsula has most jobs, and the Peninsula has been losing jobs, when similar jobs are growing in the rest of NZxc, are:

• Medical and Health Care Services,

• Repair and Maintenance Services, and

• Road Transport. Road Freight Transport was a major loser, declining by one third (31%) of its jobs in the Peninsula (whist this industry increased by almost one third (29%) in employment in the rest of NZxc).


2.4 Peninsula employment growth not occurring elsewhere There are five activities where the Peninsula has been growing employment in the face of declining employment in other parts of NZxc. These are textile, clothing and footwear manufacturing that increased by 150%, whist the similar activities fell by a third in employment, over the last 9 years, in the rest on NZxc. This can probably be accounted for by the strength of these cottage craft industries on the Peninsula. The other four with only modest growth in employment in the Peninsula, when similar activities lost employment elsewhere, are:

• Motor parts retailing,

• Postal and Courier Services,

• Broadcasting, and

• Forestry and Logging. All these activities with growth in employment against the New Zealand trend are now very small employers in the Peninsula.


2.5 Peninsula employment falls also occurring elsewhere The Peninsula has seen a fall in employment in the broad classification of Wood Products Industries. However, this decline has been far less severe than in other parts of NZxc in recent years. All of this decline in employment in the Peninsula has been in Saw Milling and Timber Dressing. Manufacturing Wood Products employment increased by two thirds (67%) in the Peninsula, whilst the same industry declined by 3% in employment in the rest of NZxc. This is testimony to relative strength, and competitive advantages of the value-adding Wood Products Manufacturing industry in the Peninsula.

2.6 Recent shortfalls in the Peninsula Service Sector growth Given the growth in residential population in the Peninsula, it is estimated that the District has missed out on almost 1,500 jobs over the last 9 years (or 164 jobs per year):

• 240 jobs in Manufacturing

• 163 in Transport and Storage

• 130 in Construction

• 139 in Retailing

• 38 in Hospitality

• 203 in Business and Professional Services

• 461 in Education and Other Services The main activities listed on the table to the right have failed to grow as fast as elsewhere in the NZxc, over the last 9 years, because of local constraints in the Peninsula. The table on the opposite page provides a full list of activities where the Peninsula could have been expected to grow more jobs given its population growth, considering the growth in similar activities taking place elsewhere in NZxc.

Major activities failing to grow jobs in the Thames-Coromandel District

(from 2000 to 2009)

Number of Jobs

the Peninsula failed to create

Log Saw milling and Timber Dressing -171

Road Freight Transport -154

Automotive Repair and Maintenance -93

Land Development and Site Preparation Services -84

Grocery, Liquor and Tobacco Product Wholesaling -58

Pharmaceutical and Other Store-Based Retailing -80

Administrative Services -51

School Education -83

Allied Health Services -127


Lack of Jobs in the Peninsula (Compared with the jobs expected to be created from 2000 to 2009)

C111 Meat and Meat Product Manufacturing -5

C112 Seafood Processing -26

C141 Log Sawmilling and Timber Dressing -171

C161 Printing -3

C203 Cement, Lime, Plaster and Concrete Product Manufacturing -3

C224 Other Sheet Metal Product Manufacturing -9

C239 Other Transport Equipment Manufacturing -3

C249 Other Machinery and Equipment Manufacturing -16

C259 Other Manufacturing -4

Total Manufacturing -240

I461 Road Freight Transport -154

I490 Air and Space Transport -4

I530 Warehousing and Storage Services -5

Total Transport and Storage -163

J541 Newspaper, Periodical, Book and Directory Publishing -26

J551 Motion Picture and Video Activities -2

J592 Data Processing, Web Hosting and Electronic Information Storage Services -2

K632 Health and general Insurance -1

K633 Superannuation Funds 0

K641 Auxiliary Finance and Investment Services -1

K642 Auxiliary Insurance Services -2

L672 Real Estate Services -49

M693 Legal and Accounting Services -11

M694 Advertising Services -4

M696 Management and Related Consulting Services -10

M697 Veterinary Services -2

M699 Other Professional, Scientific and Technical Services -3

N722 Travel Agency Services -13

N729 Other Administrative Services -51

N732 Packaging and Labelling Services -25

Total Business Services -202

F360 Grocery, Liquor and Tobacco Product Wholesaling -58

G421 Furniture, Floor Coverings, House ware and Textile Goods Retailing -9

G422 Electrical and Electronic Goods Retailing -6

G423 Hardware, Building and Garden Supplies Retailing -31

G426 Department Stores -3

G427 Pharmaceutical and Other Store-Based Retailing -80

G431 Non-Store Retailing -10

Total Retailing -139

D292 Waste Treatment, Disposal and Remediation Services -43

E302 Non-Residential Building Construction -21

E321 Land Development and Site Preparation Services -84

E322 Building Structure Services -7

E323 Building Installation Services -17

E324 Building Completion Services -1

Total Construction -130

H440 Accommodation -29

H451 Cafés, Restaurants and Takeaway Food Services -7

H453 Clubs (Hospitality) -2

Total Hospitality -38


R920 Gambling Activities -3

S941 Automotive Repair and Maintenance -93

S949 Other Repair and Maintenance -3

Total Other Services -461

TOTAL non-Primary Industries - 1,474

O754 Justice -5

P802 School Education -83

P810 Tertiary Education -25 P821 Adult, Community and Other Education -9

Q851 Medical Services -21

Q852 Pathology and Diagnostic Imaging Services -1

Q853 Allied Health Services -127

Q871 Child care Services -29

R891 Museum Operations -1

R892 Parks and Gardens Operations -1

R911 Sport and Physical Recreation Activities -25

R913 Amusement and Other Recreational Activities -35

In 2009, the Peninsula provided 360 jobs per 1,000 residents (this is reasonably close to the number of jobs provided per 1,000 residents in North Island New Zealand (excluding Auckland and Wellington) which provided 370 jobs per 1,000 residents (3% more). However, the analysis of the Peninsula’s existing economy shows that there could be significant difficulties in continuing to grow employment from the existing traditional natural resource based industries in the Peninsula. It is more than likely that these maturing traditional industries are nearing their maximum local employ potential, because of increased production efficiency, automation and the use of specialist outside contractors. There is also a growing down side risk to the existing resource based industries that could be threatened by environmental problems and the lack of resource security; increases in the New Zealand dollar, down turns in overseas markets or reductions in the terms of trade, and potential for collapse of the local housing and construction industry. There are also increasing social, community and welfare risks from the increase in unoccupied dwellings and aging of the resident profile.

3.1 Existing Industries and The Peninsula Economic Prospects It is clear that the Peninsula’s economic and employment growth has been strongly founded on the Region’s natural resources which provide strong comparative advantages that continue to underpin the economic and employment growth of the Peninsula. Comparative Advantage: based industries Founded on the Region’s natural resources

• Mining/Mineral Industry,

• Dairying,

• Timber Industry,

• Aquaculture,

• Tourism,

• Recreational Boating,

• Holiday Homes, and

• Retirement Industry. These God given natural comparative advantages began with gold mining and mineral extraction, closely followed by dairying, beef, sheep and mixed farming that continue to have an important economic role to play on the river flats and cleared slopes of the Region. The timber industry also developed early and still has an important role to play in the Region with major new plantings still to mature for extraction in 20 years time. The quarrying and associated waste disposal industries are also important underpinnings of the Region’s development, which require resource protection to maximise their future benefit and minimise future costs. Aquaculture, in the pristine waters of the Peninsula, has taken over from marine fishing as the main maritime industry of the Region and there is a realistic potential to triple its output, and add wet fin fish aquaculture to the mix within the next twenty years. Tourism has long been the mainstay of the Peninsula, with significant growth into the international tourist market based on the outstanding coastal and rural scenery, scenic coastal settlements and places of outstanding natural beauty. These same natural attractions have underpinned the holiday home, recreational fishing and recreational boating attractions of the Peninsula. This has resulted in 48% of the Districts dwellings being largely unoccupied weekend and holiday homes - with the prospect of these accounting for over 70% of future construction over the next 30 years (BERL 2010). This nature based coastal and rural life style and small attractive village communities also underpin the attractiveness of Region for alternative life style residents, cottage and craft industries and retirees. These are the main economic and employment generating

3.0 The Peninsula’s economic and employment futures


activities of the Region and they are all based on realising the comparative advantages of the Region provided by the natural resource endowments of the Region. There are clearly prospects for the Peninsula to continue to strongly grow it’s economic and employment base based on these comparative advantages. However, there are environmental and economic limits to continuing rely on such growth to underpin the Peninsula’s economic and employment growth for the next 50 years. Relying solely on these existing sources of economic and employment growth will also come at considerable environmental cost and at considerable risk to scenic amenity and valued quality of life attributes of the Peninsula. These adverse long-term consequences could include:

• Increased heavy traffic movements on narrow and windy rural and coastal roads with their one lane bridges,

• Dredging and disruption of toxic sediments for new landings, slipways and wharfs,

• Scarring of the natural environment and places of outstanding natural beauty ,

• Industrial areas, quarrying, trucks and recreational vehicles, marine operations and engineering works destroying residential amenity,

• Soulless residential development, with largely unoccupied weekenders and holiday homes destroying the character and community spirit,

• Development of wasteful, largely vacant coastal settlements with few permanent residents and limited services and job opportunities,

• Extensive residential development enveloping and destroying the scenic amenity and scenic coastal and rural settings of existing settlements, and

• Social and physical isolation and dispersion of those with serious social, health, welfare and care needs.

Clearly such long-term risks can be carefully managed through the Local Area Blueprint process and tighter future planning controls.

3.2 Possible Peninsula Economic and Employment Futures However, a more sustainable, more balanced future orientated economic and employment strategy could be based on developing complementary competitive advantages built on the Peninsula’s existing strengths. Competitive Advantages: created by passionate people Founded on the Region’s natural resources

• Live/Work Telecommuting,

• Global Nomads,

• Global Contractors,

• Cultural Experience,

• Personal Passions,

• Specialised Education/Training,

• Corporate Development,

• Innovation and Specialised R&D, and

• Application Specific Products/Services. Such a strategy to develop the Peninsula’s competitive advantages would future proof the Peninsula’s economy:

• Enabling the Peninsula to tap into the most rapidly growing sectors of the new services based economy,

• Improving the innovation, creativity of the Peninsula’s existing resource based industries,

• Ensuring the Peninsula’s existing resource based industries are more environmentally sustainable,

• Ensuring the Peninsula’s existing resource based industries remain World Competitive, and

• Enabling the Peninsula to be more sustainable and cost efficiently meet community social, health and welfare expectations and needs.

Such a strategy would underpin and diversify the existing economy and provide better, more sustainable, long-term economic, social, community and employment outcomes. Key elements of this strategy would be make Thames-Coromandel settlements attractive for those who can live and work wherever they choose:

• High income, high skilled professionals,

• Innovative, creative knowledge, and

• Those with specialist skills. This would mean providing the range of personal, professional and life style opportunities capable of attracting and locking in to the Peninsula:

• Telecommuters, executives and knowledge workers,

• Skilled professionals and new business founders,

• Global nomads able to run their businesses from wherever they live, and

• Global contractors seeking a great place for families and to recreate between assignments.

The scenic and natural attractions and visitor accommodation in the Peninsula could be harnessed to develop a strong, year round, off-peak visitor market by realising opportunities for:

• Personal development and pursuing life long interests,

• Live in immersion experiences, short courses and master classes,

• Tapping into the corporate and government team building, meeting, incentives, conference and events markets, and

• Providing training, short courses and professional development activities.

High valued, higher level employment could be developed based on the Peninsula’s existing resource based industries and specialisations, possibly by focussing on:

• Engineered and crafted architectural and designer products and services,

• Commercial cottage and craft based value added products and services,

• Body and soul, beauty, health and fitness products and services,

• Environmental and health monitoring products and services,

• Developing application specific technologies tailored to the specific industry and community needs of the Peninsula,

• Advanced training in these specialisations (extending nation wide, then to the Pacific Islands, through the Pacific Rim into World markets).

This approach would enable the Peninsula to make good its existing shortfall in high growth, new economy industry and service sector employment identified earlier in this section of this report.


3.3 The Transition to a more Sustainable economy The following diagram shows the recommended transition of the Peninsula to a more sustainable, more diversified economy that will provide better long-term environmental, economic, community and employment outcomes.

Comparative: advantage based Provided by nature

• Mining/Mineral Industry,

• Dairying,

• Timber Industry,

• Aquaculture,

• Tourism,


• Holiday Homes, and

• Retirement Industry.

Competitive: advantage based Created by passionate people

• Live/Work Telecommuting,

• Global Nomads,

• Global Contractors,

• Cultural Experience,

• Personal Passions,

• Specialised Education/Training,

• Corporate Development,

• Innovation and Specialised R&D, and

• Application Specific Products/Services.

Economic Transition

The existing economic base of the Peninsula will continue to grow, in a more sustainable way, with greater value-adding, more diversified employment, specialised education and training and more outreach programs for local Iwi and the broader community. New competitive advantages can be built from producing higher value products and services based on the existing products of the Peninsula. A unique, globally competitive, Thames-Coromandel industry cluster can be created by supplying components, innovative new products and services and developing new skills that meet local needs but have far wider application. Creating globally competitive clusters

Additional competitive advantages can be built for the Peninsula by focusing on attracting and retaining a new range of residents, visitors and new economy business founders. Also by providing education, and training opportunities to meet local needs that could be offered to the Greater Waikato and Auckland Region, then New Zealand wide, to participants from the Pacific Islands, then to the Pacific Rim and the world. Education and training trajectory Each major centre could play a particular, influential role in turning each of these opportunities into reality. Sufficient well located industrial land, and business space, will need to be provided at suitable locations to realise these opportunities. These are the topics of the next section of this report.


This section identifies the specific advantages, special capabilities and realistic role each major centre could play in this new economic future. Each centre is described in terms of its main economic role in the Peninsula’s economic future. The key themes are then identified that each centre would need to develop to realise its role in the recommended economic futures based on the work during the Local Area Blueprint Workshop. Possible opportunities that could be realised in each centre are identified:

• Value-adding to existing competitive advantages,

• Building new high-value competitive advantages, and

• Developing related specialist education and training. Possible Iwi initiatives are shown with an (I), with possible special high school courses shown with an (*).

4.1 Possible new economy economic roles for Thames • Clean Production – focusing on fish processing,

environmental sensing and monitoring equipment and health and beauty products.

• Engineered Architectural and Designer Products – crafted and precision manufactured metal, reinforced plastics and timber products.

• Advanced Social and Community Services – focusing on providing distributed services to remote clients and small settlements.

• Aquaculture, Rural and Timber Production Services – focusing on remote sensing, environmental monitoring and production efficiencies.

KEY THAMES INITIATIVES Key initiatives for Thames to effectively realise these roles:

• Good quality clean production precinct and trading estate in a park like setting (with certainty that only good quality, compatible developments will locate nearby).

• World class land based outdoor recreational hub (with each opportunity occupying people for at least one and half hours, with built-in opportunities to meet and socialise with strangers with similar interests at the staging points and at the hub) – possibly based on grand coastal and cross the Peninsula bike and walk trails.

• World class indoor and outdoor attractions (that will keep all age groups interested for at least one and half hours, and are worth travelling over an hour to reach) - possibly based on the Ramsar recognised coastal areas.

• Transition of the abandoned and under-utilised land around the Town Centre for good quality land uses and premises (preferably those related to the economic development theme for Thames) – including good quality affordable small office clusters in superior business settings, possibly clusters of flexible, small trade showrooms and boating equipment showrooms;

commercial fit-out and home maker centre displays; interior design, lighting, soft furnishing, designer and crafted home furnishings and furniture products).

• Recreational attractions for all age groups (including unique Thames themed places to play and for visitors to be photographed enjoying) – such as large marine/aquaculture themed outdoor sculptures to be photographed on or beside; safe marine/aquaculture themed play areas for young children overlooked by cafes.

• Unique, Thames themed place making (with sheltered places to sit spend time and watch activities in the town centre and the bay) - that are visible from the Main Street and from vehicles using the by-pass (so that people are attracted to stop and extend their Thames/town centre visit).

• Quality school, trade and training opportunities – possibly provided by outreach training courses and satellite teaching facilities of leading institutions, specialised tradespeople and apprentices training and providing specialists teaching streams in the local high school. (In Thames case, desirably focussing on environmental monitoring, telemetry and telecommunications; training tradespeople and apprentices in environmental building products, their installation and maintenance; aquaculture and fin fish production and services; and architectural and design based timber products, cabinet making and commercial and environmental building fit-out).

POSSIBLE THAMES OPPORTUNITIES Comparative Advantage Opportunities:

• Timber Mill/s (Southern Cross),

• Specialist Engineering (A&G Price),

• Transport Depots (Fox, Marsten) (fleet location and management including milk),

• Contract and Hire Firms (planting, harvesting, transport monitoring and scheduling)

• Engineered Construction Products (out of concrete, timber, steel, with architect/designer specified coatings), and

• Dairying Technologies (e.g. herd calls, automated/robotic milking, automated animal assessment/feed management).

Competitive Advantage Opportunities:

• RAMSAR Environ and Education Centre,

• Grand Bike and Hike Trails (Coastal walkways, West to East Coast),

• Environmental Monitoring (remote sensing telemetry, data logging, automated monitoring triggering incidence responses),

• Community Health Support Services,

• Eco Business Park,

• Health, Beauty Products (packaging /manufacturing),

• Architectural and Designer Products (stairs, architectural features, large/iconic crafted forged art works),

• Designers Specified Commercial Fit-outs (shops, offices, resorts, hotels, hospitals, retirement villages),

• Specialist Construction Products manufacture and installation (glazing, window, door, steel fabrication),

4.0 The role of centres in the Peninsula’s economic future


• Application Specific Manufacturing/Assembly

• Computer Controlled Equipment (assembly and installation),

• Reinforced and Engineered Plastic Products (individual and short run castings, molding and extrusions), and

• Specialist Engineering shops (e.g. stainless steel—boating kitchens, bathrooms, rails).

High School (*) Training Specialisations:

• Ecological Education - environmental assessment and monitoring, - environmental restoration (carpentry, walls,

landscaping), - design & build centres, displays (timber/cabinet

making), and - interpretation, cultural guiding.

• Computer Aided Environmental Science

• Computer Aided Design and Manufacture

• Monitoring, control, telemetry equipment

• Environmental Building and Trades Skills.

4.2 Possible New Economy Economic Roles for Whangamata • World class water and land based recreation – focusing on

low impact, low energy activities, personal and professional development.

• High end live/work permanent residents – focusing on global nomads, global contractors and telecommuting executives/knowledge workers.

• High end family events and retirees – focusing on weddings and family celebrations, wealthy early retirees, the relatives of wealthy families, active outdoor recreation inspired retirees, and graceful aging in place.

• Government and corporate business visitors – focusing on meetings, staff incentives and rewards, small workshops, conferences and events.

• Advertising, film, product launches and corporate events – focusing on Auckland, Wellington, Australian and international businesses.

• Specialise manufacturing, transport and distribution operations – serving dispersed markets, or requiring solid rock foundations for precision automated production, storage and distribution operations.

KEY WHANGAMATA INITIATIVES Key initiatives for Whangamata to effectively realise these roles:

• World class land and water based outdoor recreational hub (with each opportunity occupying people for at least one and half hours, with built-in opportunities to meet and socialise with strangers with similar interests at the staging points and at the hub) – In Whangamata’s case, based on boat charters, and bare bush camping opportunities; survival skills; off-road driving and off-road driver training; and recreational boat licence opportunities.

• Opportunities for personal and professional development and to pursue personal recreational passions – for all members of the family group

• Opportunities to enjoy exceptional cultural and arts events – possibly through a planned program of staged visiting activities, curated touring arts and artistic events and

invited performers and small master classes (taking advantage of the vacant off-peak accommodation, quality holiday homes and stunning river, harbour, beach and island setting).

• Quality health and fitness opportunities – possibly by providing quality premises and advanced telecommunications/video-conferencing (for advance real time monitoring and assessments) and attracting visiting specialists from the Greater Auckland/Waikato Region and beyond.

• Quality school and tertiary education opportunities – possibly by outreach courses and satellite teaching facilities of leading institutions, and visiting specialists (e.g. WETA from Wellington, advertising and film specialists from Auckland, Wellington, Melbourne and Sydney) and attracting private education (just possibly a private school, or overseas university outpost, vacation school campus), and providing specialists teaching streams in the local high school (possibly, in Whangamata’s case, focussing on film, multi-media, theatre, drama, stage, events and roady skills).

• Provision of shared business support facilities – including high quality meeting rooms, quality hot desk office space, board room (with kitchen and bar), small training and counselling rooms, and desirably a small multi-media and video conferencing room (that local business people, visiting business and health professionals, private trainers and community groups and local individuals can time share, book in advance and use).

• Major improvement of the quality of the town’s light industrial areas in terms of the quality of the activities taking place, the use of land, permitted land uses, quality of the premises and landscaping (including building materials and design, possibly including affordable housing above more utilitarian showroom, storage, business premises) – including relocating unsightly and potentially noisy or offensive activities to a suitable, well visually screened and buffered location out of town (possibly in the well topographically buffered Okauanga stream valley area G2, or the flat northern peninsula site east of the highway well beyond the old pub land well north of the township).

• Provision for larger industrial, warehousing, storage and distribution (including transport, builders yards, council and utility depots greater than 2,000 sq m, possibly greater than 2 ha) located away from the Whangamata township – possibly on the large area of flat land in the peninsula area, east of the highway well beyond the old pub land north of the township).

• Provision of industrial land with solid rock geology to provide for the Thames/Coromandel wide need for such land - for manufacturing, engineering, plastics, design, storage and warehousing firms using sensitive, fine tolerance locating, layout, cutting, and automated picking and packing equipment.

POSSIBLE WHANGAMATA OPPORTUNITIES Comparative Advantage Opportunities:

• Large site/solid geology industries,

• Recreational Bare Boating & Camping,

• Off-road Driving Training,

• Rally & navigation skills,

• Recreation Vehicle Driving,

• GPS Discovery/Orienteering, and


• Recreational Multi-eventing (5 peaks—sail, run, swim, bike, Mt climb).

Competitive Advantage Opportunities:

• Advertising, fashion, film shoots,

• Coastal Weddings and Receptions,

• Global Contractors, Home Base,

• Live-work Professionals (telecommuters),

• Aging in place,

• Experiential Arts (glass, frogs, tactile, brests),

• Elderly Playground / Equipment,

• Family Playground / Equipment, and

• Disabled Playground / Equipment. High School (*) Training Specialisations:

• Film, multimedia, fashion & drama *

• Aging in place (including disability assistance),

• Application of technologies to the fine arts,

• Theatre and Roady Skills* (stage, gantries, lighting, sound), and

• Events Management* (marketing, servicing, safety, security).

4.3 Possible New Economy Economic Roles for Coromandel • Commercial cottage craft industries – focusing on

horticulture and craft products in commercial production as tourist and visitor attractions.

• Holistic health, wellness and fitness – focusing on high end markets, experiential, life changing emersion experiences and live in activities.

• Environmental and Iwi cultural experiences – focusing on life changing cultural and nature based emersion experiences and live in activities.

• Challenging outdoor challenges – focusing on personal and family adventure, water and land challenges and corporate team building.

• Advance aquaculture – focusing on automated management, water quality monitoring, and the most sustainable aquaculture practices.

• Environmental monitoring and protection – focusing on environmental monitoring, interpretation, environmental practices, recovery and repair.

KEY COROMANDEL INITIATIVES Key initiatives for Coromandel to effectively realise these roles:

• Commercial Cottage Industries Precinct – based on clustering commercial production businesses with a focus on aquaculture, cottage industry, craft, horticulture, local fish and dairy products (Ideally using local crafts, pottery, boxes and paper making with local artists’ designs to package the products for higher value local and export sales). Where visitors can enjoy watching the crafting process, have it explained and interpreted for them, sample and buy the product which is being produced for the domestic and overseas hospitality and commercial retail store markets).

• Health and Wellness Village – with a cluster of small craft, health and wellness businesses clustered as a visitor attraction and to meet local interests (Important as an additional magnet attraction and to reinforce this image for

the area).

• Provision of shared craft, community and small business support facilities – including good quality rustic meeting rooms, quality hot desk office space, board room (with kitchen and bar), small training and counselling rooms, and desirably a small multi-media and video conferencing room (that local business people, visiting business and health professionals, private trainers and community groups and local craft groups and individuals can time share. (That can also be used to target the alternative health and fitness and craft, religious and soul based activities and small corporate meetings, incentives, conference and events mice market).

• World class recreational, health and cottage crafts emersion experiences – In Coromandel’s case, built around short courses, off-peak overnight, mid-week, weekend stays with opportunities to meet and socialise with strangers with similar interests with a focus on fishing, aquaculture; arts, crafts and the natural environment (with opportunities for total emersion activities in Iwi culture, environment and communing with nature experiences, specialist horticulture, gardening, fishing advice, and short master classes in health, fitness, alternative health and personal passions - such as cooking, fine arts, photography, pottery, textiles, interior design, clothing, jewellery and fashion accessories, cottage foods - such as cheese, cake, chocolate making, dairy products, mussels as food, beauty products, using the Fruits of the Peninsula).

• Opportunities for Corporate Retreats – based on corporate leisure and outdoor recreation rewards, corporate and executive health, corporate outdoor recreation, extreme sports and team building market.

• Opportunities for personal and professional development and to pursue personal recreational passions – for all members of the family group including, in Coromandel’s case, with a focus on care for the natural environment, alternative health and fitness, interpreting and restoration of the natural environment; traditional Iwi culture; cottage crafts and cottage foods, application of new technologies to arts and crafts, master classes in fine arts and craft; alternative medical, health and beauty products and outdoor survival, disaster and water survival skills.

• Opportunities to enjoy exceptional cultural and arts events – possibly through a planned program of staged visiting activities, curated touring arts and artistic events and invited performers, craft people and designers, alternative health, fitness tutors and small master classes (taking advantage of the vacant off-peak accommodation, quality holiday homes and stunning river, harbour, beach and island setting).

• Quality health and fitness opportunities – based around the natural environment and by providing quality premises and advanced telecommunications/video-conferencing (exploring opportunities for advance real time monitoring and assessments) and attracting visiting specialists from the Greater Auckland/Waikato Region and beyond.

• Quality school, training and education opportunities – possibly through outreach courses and satellite teaching facilities of leading institutions, attracting private education, and providing specialists teaching streams in the local high school (In Coromandel’s case, focussing on aquaculture; Iwi culture, crafts, cultural interpretation, cultural emersion and cultural interpretation; water and land based environmental sensing, monitoring, restoration and


interpretation; telemetry, data logging, automated exception monitoring and automatically triggered automated and human interventions and responses).

POSSIBLE COROMANDEL OPPORTUNITIES Comparative Advantage Opportunities:

• Aquaculture (wharfing, fuel, services),

• Specialised Horticulture (flowers, herbs, native, medical, beauty plants),

• Recreational Fishing,

• Mussel Experience,

• Related Marine Services, and

• Fin Fish/Mussel Processing (I) Competitive Advantage Opportunities:

• Commercial Cottage Industries,

• Craft/Wellbeing Village (arts, crafts, foods),

• Soul Passions and Foods (arts, foods),

• Mussel Enriched Health and Beauty Products,

• Alternative Health and Wellbeing Retreats (yoga, meditation Corporate retreats),

• Medical Health Resort (medical assessments, detox, health & beauty treatments, mini-conference centre, healthy eating, peninsula vegetarian, vegan, petikin meals, use and sale of mussels enriched health and beauty products), and

• Home and garden design (plants & features). High School (*) Training Specialisations:

• Maori Arts & Crafts (I) (Kennedy Bay),

• Aquaculture & Environmental Monitoring* (I) (Manaia),

• New Technologies Applied to Arts and Crafts*

• Cottage Food Industries/Health Beauty Products*,

• Alternative Health and Wellbeing, and

• Soft furnishings, textiles and interior design.

4.4 Possible New Economy Economic Roles for Whitianga • High end live/work permanent residents – focusing on

global nomads, global contractors and telecommuting executives/knowledge workers.

• Boating, business and professional services – focusing on attracting new business founders and professional services providers seeking better quality affordable premises in superior business settings.

• Advanced aquaculture and timber processing - focusing on new processes, materials and products for regional and global markets.

• Regional sports and events – focusing on attracting regional visitors and those from further a field to come early, stay longer, stay on after.

• High end family events and retirees – focusing on weddings and family celebrations, wealthy early retirees, the relatives of wealthy families, recreation and boating inspired retirees, and graceful aging in place.

• Light aircraft and boat maintenance and repair – including flying and extreme events; servicing and repair of planes and boats of corporate, executive and recreational visitors and those attending sporting, corporate and family activities and events.

KEY WHITIANGA INITIATIVES

Key initiatives for Whitianga to effectively realise these roles:

• Good quality business park and trading estate in a park like setting (with certainty that only good quality, compatible developments will locate nearby) – possibly built around the new sports grounds and sporting facilities to give a unique green, recreational and fitness based business settings particularly attractive to new economy businesses and knowledge based workers (with the opportunity of businesses, sports and community groups sharing facilities – fitness, training, pools, spar, gym, heath and fitness facilities, informal outdoor and sports facilities, BBQ, marquee, events and entertainment areas shared conference, meeting rooms, board rooms, office facilities and office services etc – that can also be used to target the small corporate meetings, incentives, conference and events mice market).

• Provision of shared business support facilities – including high quality meeting rooms, quality hot desk office space, board room (with kitchen and bar), small training and counselling rooms, and desirably a small multi-media and video conferencing room (that local business people, visiting business and health professionals, private trainers and community groups and local individuals can time share, book in advance and use – that can also be used to target the small corporate meetings, incentives, conference and events mice market (if not provided as part of the sports fields and business park development).

• World class land and water based outdoor recreational hub (with each opportunity occupying people for at least one and half hours, with built-in opportunities to meet and socialise with strangers with similar interests at the staging points and at the hub) – In Whitianga’s case, based on corporate training and team building market, extreme and challenging family, corporate outdoor and adventure sports; outdoor and indoor regional sports and sporting events; bare boat charters, bare camping/island camping experiences, extreme sports, extreme GPS and orienteering.

• Opportunities for personal and professional development and to pursue personal recreational passions – for all members of the family group including (In Whitianga’s case, with a focus on care for the natural environment, traditional Iwi culture; outdoor medical and survival skills; light plane and recreational boating; plane, recreational boat, diving training, instruction and qualification licence opportunities).

• Opportunities to enjoy exceptional cultural and arts events – possibly through a planned program of staged visiting activities, curated touring arts and artistic events and invited performers and small master classes (taking advantage of the vacant off-peak accommodation, quality holiday homes and stunning river, harbour, beach and island setting).

• Quality health and fitness opportunities – based around the natural environment and by providing quality premises and advanced telecommunications/video-conferencing (for advance real time monitoring and assessments) and attracting visiting specialists from the Greater Auckland/Waikato Region and beyond.

• Quality school, training and tertiary education opportunities – possibly by proving outreach courses and satellite teaching facilities of leading institutions and specialist trainers from the region and overseas (aquaculture training from Tasmania, clothing and commercial crafts from


Wellington, cultural tourism and carving from Porirua and British Columbia) and providing related specialists teaching streams in the local high school. (In Whitianga’s case, focussing on Iwi culture, crafts, cultural interpretation, cultural emersion and cultural interpretation; environmental monitoring, restoration and interpretation; light aircraft and leisure boat maintenance, instrumentation, instrument and equipment installation, maintenance and repair, training, certification and licensing).

POSSIBLE WHITIANGA OPPORTUNITIES Comparative Advantage Opportunities:

• Forestry (ETS, Carbon trading),

• Saw milling? (glued engineered and architectural timber products?),

• Aquaculture Processing,


• Related Marine Services, and

• Recreational Multi-Eventing. Competitive Advantage Opportunities:

• Sports Fields, small business park/trading estate,

• Maori Cultural Tourism (I)

• cultural tracking (urban/natural areas)

• cultural emersion

• urban Marae (cultural events, o/m festivals, carving, crafts)

• Global Contractors home base,

• Aging in place,

• Light aircraft (training/maintenance/instrumentation)

• Regional & Visitors Sports (indoor/outdoor, wet weather visitor),

• Corporate Team Building (high rope challenge),

• Extreme Sports, and

• Nature as the third teacher (experimental preschools). High School (*) Training Specialisations:

• Aeronautics (private pilot license)*

• Maori Cultural Tourism (Wharekaho) (I)*

• cultural tracking (urban/natural areas)

• cultural emersion experience (food, o/n)

• Environmental education* (guiding/interpretation)

• Silver culture/arbor culture

• Ranger and nature restoration skills

• Light aircraft & recreational boat maintenance & instrumentation.

4.5 Possible New Economy Economic Roles for Tairua • Construction and building trades and services - needing

to be conveniently located to work anywhere on the Peninsula.

• Mobile business, marine and personal services – providing services to residents, businesses, boating and fishing throughout the Peninsula.

• Specialist small scale boating, engineering and servicing operations – with small dispersed specialist markets throughout the Peninsula.

• Specialise small scale manufacturing and engineering – requiring solid rock foundations for precision automated production, cutting and positioning operations.

• Small couriers and transport services – needing to be conveniently located to service, at short notice, anywhere on the Peninsula.

• Local trades people and those with young families – needing to be able to work, at short notice, anywhere on the Peninsula, seeking affordable residences in an attractive coastal living and boating environment.

KEY TAIRUA INITIATIVES Key initiatives for Tairua to effectively realise these roles:

• A high quality, landscaped Trading Estate – for small business and tradespeople and showrooms (demonstrating and displaying to clients specialised products, samples, tradecraft and equipment).

• Provision for smaller industrial, storage and distribution services (including transport, trades and builders yards up to 2,000 sq m) located away from the Tairua township – possibly on the old saw mill site (if a more secluded, less visible location can not be provided).

• Provision of industrial land with solid rock geology to provide for the Thames/Coromandel wide need for such land - for small manufacturing, engineering, plastics, businesses using sensitive, fine tolerance locating, layout, and cutting equipment (such as rock, tile and bench top cutting and tile, sail making, clothing, commercial and domestic, kitchen, bathroom and boat fit-out firms).

• Specialist, time shared trade training facilities – for local apprentice training and training on new products and equipment by visiting experts and sales and product representatives (able to be used by local boaties and residents wanting to learn about new products and self–skills and for community arts, crafts, men’s shed and women’s shed initiatives).

• A broad variety of different types of affordable housing – clustered in attractive coastal village and rural community settings.

POSSIBLE TAIRUA OPPORTUNITIES Comparative Advantage Opportunities:

• Large site/solid geology industries,


• Minor Marine Services, and

• Life Style Living.

Competitive Advantage Opportunities: Peninsula-wide Trades and Services (characterised by low local demand for high value specialised services coming from localities throughout the Peninsula)

• Marine engineering (diesel engine repairs),

• Marine equipment and electronics (installation and repair)

• Solar and alternative power servicing and repairs (electric boat motors, gofers/golf carts, fibre optic, wireless broadband, telemetry equipment, red box solar alternative energy, water harvesting, recycling and waste recovery, boat and sailing equipment installation and servicing)

• Construction services (ramset)

• In situ re-planting/re-coating (crome, gold, silver plating, enamelling, vitreous repairs, galvanizing, powder coating)

• Specialised cabinet making (commercial and boat fit-outs, specialised table top, kitchen, bathroom and boardroom fit outs).


Training Specialisations:

• Environmental Building and Trades Skills (products, installation, servicing),

• Specialised trade equipment,

• Specialised repair, maintenance and servicing, and

• Application of new technologies to traders

The future demand for land was projected for three scenarios:

1. Continuation of the existing economy (the Stable Economy Scenario).

2. Gradual move to a service economy (the Gradual Transition Scenario).

3. Transition to this new economic future (the Major Transition Scenario). The Local Area Blueprint workshop harnessed local Council expertise, and knowledgeable key industry and community informants to identify suitable locations to supply the required industrial land and business space at suitable locations at each of the Peninsula’s major settlements.

5.1 Approaches to Protecting Future Demand The assumptions behind the three Scenarios used to project future demand for industrial land and business space in the Peninsula for the next 30 years, to 2041 were: The Stable Economy Scenario (Existing Economic Base) Assumptions:

• The impact of the Asian tiger economies and the global financial crisis have played themselves out, in terms of their impact on the Peninsula,

• The future Peninsula economy will be essentially the same as that in 2009, and

• The growth in residential population and in tourism will not fundamentally alter they nature and types of employment in the Peninsula.

Because of these assumptions, this is called the Existing Economic Base The Gradual Transition Scenario (Realistic Growth) Assumptions:

• The Peninsula economy will remain essentially the same as 2009 for the primary industry sectors of agriculture, aquaculture, forestry and fishing,

• The growth in tourism will not fundamentally alter the nature and types of employment in hospitality industries in the Peninsula, and

• The growth in residential population will be mirrored by a transition towards service sector employment that exists in the rest of North Island New Zealand.

Because of these assumptions, this is called Realistic Growth. The Major Transition Scenario (Minimum Regrets) Assumptions:

• The Peninsula economy will remain essentially the same as 2009 for the primary industry sectors of agriculture, aquaculture, forestry and fishing,

• The Peninsula economy will mirror the existing Peninsula economy in manufacturing industries where it already has a proven competitive advantage (such as fish processing and wood products manufacturing),

• The Peninsula economy will transition to mirror the rest of North Island New Zealand (excluding Auckland and Wellington) in other sectors where there are fewer than expected jobs (in other words the existing and future shortfall in jobs will be made up), and

• The Peninsula economy will mirror the existing Peninsula economy in sectors where it already has more jobs than expected when compared with the rest of North Island New Zealand (excluding Auckland and Wellington).

This is called a Minimum Regrets because it will ensure there is sufficient industrial land and business space should such major transitions occur in the Peninsula economy.

5.0 Future demand for industrial and business space


Total Industrial Land 29 ha

Comprising: 7 ha General Industry

4 ha Food Processing

3 ha Other Clean Production

4 ha Transport and Storage

4 ha Wholesaling

3 ha Utility Yards and Depots

4 ha Building and Construction

Total Office Space 5,000sqm (gfa)

Comprising: 950 sq m in Industrial Areas

450 sq m with retail frontage (ground floor)

3,600 sq m Other Office Space

Price Range: (Town Centre Space) 1,050 sq m Prestige (26%)

1,750 sq m Mid Range (44%)

1,200 sq m Good Quality affordable (30%)






7 ha Wholesaling




Comprising: 1,350 sq m in Industrial Areas






Stable economy industrial land and office space demand

Gradual transition industrial land and office space demand



12ha Food Processing



20 ha Wholesaling










Minimum regrets industrial land and office space demand

5.2 Land and Space Provision for the Next 30 years to 2041 The following summaries outline the types of industrial land and business space that the Peninsula should plan to provide under each of these Scenarios, for the next 30 years.


5.3 Projected Employment Outcomes from Each of these Scenarios The Existing Economic Base, Stable Economy Scenario would see 1,927 additional jobs provided in the Peninsula economy by 2041. The result would be jobs equivalent to 36% of the resident population in 2041. The Realistic Growth, Gradual Transition Scenario would see 2,465 additional jobs provided in the Peninsula economy by 2041. The result would be jobs equivalent to 38% of the resident population. The Minimum Regrets, Major Transition Scenario would see the existing shortfall of 2,830 jobs, compared with NZxc, made good, so that at least an additional 5,295 jobs are provided in the Peninsula economy by 2041, and beyond. The result would be jobs equivalent to at least 46% of the resident population by 2041, and beyond.

5.4 The recommended future fifty year growth provision It is strongly recommended that the higher minimum regrets Scenario industrial land and business space provision be adopted to ensure that sufficient land and space of each type can be provided in the Peninsula. Council would be well advised to plan to provide double this provision of industrial land and business space, to ensure the Peninsula does not run out of suitable land, at strategic locations over the next 50 years and beyond. This would require Council to plan for the following long-term provision of industry land and business office space:

The demand for industrial land and business office space can be distributed between different centres according to the likely demand for the 15 years up to 2026, and for the 30 years to 2041. This distribution was made on the basis on existing needs, the benefits of locating some existing industries away from residential and central city locations and the identified roles each existing centre could be expected to play in the desired economic future of the Peninsula.

6.1 Additional Industrial Land and Office Space up to 2026 The Minimum Regrets Scenario provides the best projection of the likely maximum demand for additional industrial land in the Peninsula for the next 15 years, up to 2026.

Industrial Land 176 ha

52 ha General Industry




40 ha Wholesaling





1,000 sq m with retail frontage (ground floor)


Price Range: (Town Centre Space)

3,400 sq m Prestige (9%)



Comprising:

6.0 The desirable distribution of future land and space


Thames Whitianga Coromandel Whangamata Tairua

Total

Area

% of Pen % of Pen % of Pen % of Pen % of Pen ha

Gen Industry 70% 15% 5% 5% 5% 13.0

Yards &Depots 45% 35% 5% 5% 10% 3.0

Building Construction

57% 33% 3% 3% 5% 3.0

Transport & Storage

70% 15% 5% 5% 5% 5.5

Wholesaling 70% 15% 5% 5% 5% 10.0

Light Industries, Food Processing, Clean Production**

40% 35% 5% 10% 5% 8.5

Total 61% 22% 5% 7% 5% 43 ha

Additional Industrial Land Required up to 2026 The following table sets out the likely distribution of industrial land demand based on industry growth prospects in different parts of the Peninsula to 2026.

The following table, therefore, provides the recommended minimum provision of additional industrial land to plan for at each centre up to 2026: It would be sensible to plan for double this demand for industrial land in the Peninsula’s smaller centres up to 2026, because of the low level of projected demand and the desirability of relocating low amenity and higher impact industries away from the town centre and nearby residential areas.


Total

Area

ha ha ha ha ha ha

Gen Industry 9.1 2.0 0.7 0.7 0.7 13.0

Yards &Depots 1.4 1.1 0.2 0.2 0.3 3.0


1.7 1.0 0.1 0.1 0.2 3.0

Transport & Storage

3.9 0.8 0.3 0.3 0.3 5.5

Wholesaling 7.0 1.5 0.5 0.5 0.5 10.0


3.4 3.0 0.4 1.3 0.4 8.5 ha

Total 26.4 ha 9.3 ha 2.1 ha 2.9 ha 2.3 43 ha

12.2 ha 4.0 ha 0.9 ha 0.9 ha 1.1 ha 19.0

ha

10.9 ha 2.3 ha 0.8 ha 0.8 ha 0.8 ha 15.5

ha

** including provision for new aquaculture processing at Thames



Total Office

Space

55% 20% 10% 10% 5%

2,000 sqm 800 sqm 400 sqm 400 sqm 150 sqm 3,750 sqm

Additional Business Office Space Required up to 2026 The following table sets out the likely distribution of future Office Space demand based on realistic business growth prospects, under the Gradual Transition Scenario that is most likely to apply over the 15 years, to 2026. However, given the small areas involved it would be wise to plan to supply double this amount of office space, in each of these centres within the next 15 years. Suitable locations need to be found to cluster this office space as close as possible to each town centre.

6.2 Additional Industrial Land and Office Space up to 2041 The Minimum Regrets Scenario also provides the best projection of the likely maximum demand for industrial land and business space in Peninsula for the 30 years up to 2041. Additional Industrial Land Required up to 2041 The following table sets out the recommended distribution of industrial land based on the industry growth prospects in different parts of the Peninsula for the thirty years, to 2041.

Office Location Thames Whitianga Coromandel Whangamata Tairua

Total

Area

Industrial Areas

600 240 120 120 45 1,125

Retail Frontage Area

180 32 16 16 6 150

Town Centre

Office Total 4,000 ha 1,600 ha 800 ha 800 ha 300 sqm

7,500 ha


Total

Area

% of T/C % of T/C % of T/C % of T/C % of T/C ha

Gen Industry 70% 15% 5% 5% 5% 26

Yards &Depots 57% 33% 3% 3% 5% 6


57% 33% 3% 3% 5% 6

Transport & Storage

70% 15% 5% 5% 5% 11

Wholesaling 70% 15% 5% 5% 5% 20


55% 10% 20% 10% 5% 19

Total 65% 17% 8% 6% 5% 88 ha



The following table therefore provides the recommended minimum provision of additional industrial land to plan for at each centre for the 30 years, to 2041: It would be sensible to plan to be able to supply double this amount of suitably located industrial land at each of the smaller centres, given the relatively low level of existing and potential demand, and the desirability of relocating existing low amenity and higher impact land uses away from the existing town centre and nearby and residential areas. Suitable locations for each of these sets of land uses were identified during the Local Area Blueprint Workshops. Additional Business Office Space Required up to 2041 The following table sets out the recommended distribution of Office Space based on realistic business growth prospects, under the growth strategy. The following provision of additional office space should be planned for to meet potential demand up to 2041 under the minimum regrets scenario:


Total

Area

ha ha ha ha ha ha

Gen Industry 18.2 3.9 1.3 1.3 1.3 26.0

Yards &Depots 3.4 2.0 0.2 0.2 0.3 6.0


3.4 2.0 0.2 0.2 0.3 6.0

Transport & Storage

7.7 1.7 0.6 0.6 0.6 11.0

Wholesaling 14.0 3.0 1.0 1.0 1.0 20.0


10.5 ha 1.9 ha 3.8 ha 1.9 ha 1.0 ha 19.0

Total 57.2 ha 14.5 ha 7.0 ha 5.1 ha 4.4 ha 88 ha

25.0 ha 7.9 ha 1.6 ha 1.6 ha 1.9 ha 38 ha

21.7 ha 4.7 ha 1.6 ha 1.6 ha 1.6 ha 31 ha



Total Office

Space

35% 30% 10% 20% 5%

7,525 sqm 6,450 sqm 2,150 sqm 4,300 sqm 1,075 sqm 21,500 sqm

Office Location Thames Whitianga Coromandel Whangamata Tairua Total Area

Industrial Areas

1,225 1,050 350 700 175 3,500


175 150 50 100 25 500

Total 7,525 ha 6,450ha 2,150 ha 4,300 ha 1,075 sqm

21,500 ha

Town Centre Offices

6,125 5,250 1,750 3,500 875 17,500


It would be sensible to plan to be able to readily supply double this amount of suitably located office space, given the relatively low level of existing demand and potential demand that could rapidly grow between now and beyond 2041. Suitable locations need to be found to cluster this office space as close as possible to each town centre.

Office Location Thames Whitianga Coromandel Whangamata Tairua Total Area

Industrial Areas

2,450 2,100 700 1,400 360 7,000


350 300 100 200 50 1,00

Total 15,050 ha 12,900ha 4,300 ha 8,600 ha 2,150 sqm

43,000 ha

Town Centre Offices

612,250 10,500 3,500 7,000 1,650 35,000


LEGEND

Study area

Recreation / open space

Flooding hazard

Flooding problem

High Flooding Risk

Future residential

Scope for growth Existing residential

Clean Production (food processing)

General Industrial (construction yards,

depot)

Transport / Logistics warehousing

Airstrip

Potential 2026

Demand 2041

General Industrial (construction yards, depot)

16ha 25ha

Transport / Logistics warehousing

11ha 22ha

Clean Production (food processing)

3ha 10ha

30ha 57ha

Figure 1 - Kopu employment

Airfield

Light Industrial clean production

Existing ser-vice station (future vehi-cle sales if relocates?)

Southern Cross Timber kiln and Mill

3.5ha

22.5ha

Clean production

Vacant 2.5ha

Potentially High Impact Manufacturing

(concrete, batching construction yards etc)

Small Scale Clean manufacturing in a

park like setting

Large Scale Transport, Warehousing, Logistics,

Yards + depots

Small Scale Transport, Warehousing, Logistics,

Yards + depots

Quay

N

Extra Clean production area

INDUSTRIAL ‘A’ ZONE

Proposed cycle-way on ‘stop bank’

Council va-cant land (Telecom) Abbatoir

Flood-prone rural land to the north

1km to residential

22.5ha General In-dustrial (transport & Logistics)

High Impact 11.12ha

Mill use (filled) 1.5ha

Light Industrial possible extra clean production if abbitoir closes permanently

500m to residential

500m to residential

Natural character and amenity landscape

Garden Centre

coromandel peninsula local area … than expected, and ... opportunities are identified for the...

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