Whanganui International Education Strategy Implementation...

Whanganui International Education Strategy Implementation Plan

2016-2018

March 2016 Final

Whanganui and Partners

© 2016 Visit Whanganui

Whanganui, as a global city in the heart of New Zealand, attracts students from around the world to experience excellence in education, a welcoming and engaging community and opportunities to work alongside some of New Zealand’s most dynamic companies

2 Whanganui International Education Strategy Implementation Plan 2016-2018 Final

Lyn McCurdy Consulting and Research [email protected]

0274 222 867


Contents Introduction ......................................................................................................... 4

Plan structure ....................................................................................................... 4

Whanganui International Education Strategy Implementation Plan 2016-2018 .............. 5

Whanganui International Education Strategy Implementation Plan 2016-2018 Funding Model ................................................................................................................ 13

Appendix 1 Whanganui and Partners Economic Development Project areas 2015-16 .... 15


Introduction The Whanganui Implementation Plan 2016-2018 was developed to give action to the key themes expressed in the Whanganui International Education Strategy 2016-2018. Although the two documents go hand in hand, they are distinctly different in that the strategy provides direction on the key themes based on stakeholder input and the implementation plan describes what will actually be done to achieve the goals and ambitions of the strategy. The success of the strategy and the implementation plan will be determined by the stakeholders.

Whanganui and Partners owns and is responsible for the Whanganui International Education Strategy 2016-2018 and will work with the key stakeholders on the best way forward to resource and implement the implementation plan.

Plan structure The implementation plan is structured to align the annual activities against the strategic themes. The strategy and implementation plan run over a three year period providing time to see results from the planned initiatives. Initiatives for 2016 are described here in detail. The plans for 2017-2018 will be developed in Nov-Dec 2016, based on the achievements and initiatives established during 2016 and the learnings that will be taken forward in to the subsequent two years.

A robust review process managed by Whanganui and Partners will be put in place to check relevance and performance over time and to make any adjustments as required.

The following abbreviations are used in the implementation plan

Key partners Abbreviation

Education Whanganui EW

Education Whanganui Export Network EWEN

Whanganui and Partners W&P

Digital Leaders Forum DLF

Auckland Tourism, Events and economic Development

ATEED

International Education Strategy IES

Taranaki, Manawatu and Hawks Bay IES teams

TMH

Education New Zealand ENZ

Visit Whanganui VW

Business Whanganui BW

Whanganui District Council WDC

Table 1 Abbreviations used in the implementation plan


Whanganui International Education Strategy Implementation Plan 2016-2018 The Whanganui International Education Strategy Implementation Plan 2016-2018 is structured around the strategic objectives outlined in the strategy. There are seven objectives across the three strategic themes. (Refer Table 2 for implementation plan details).

1. Global connections

• Sector growth • Target marketing • Reputation

2. National Networks

• National collaboration

3. Regional infrastructure and community engagement

• Excellent student experience • Community engagement • In-work opportunities

The implementation plan identifies the lead agencies for each set of objectives, an estimated cost to Whanganui and Partners and success measures. The funding model looks at the estimated costs of the activities in the plan in terms of the contribution that can be made by Whanganui and Partners. Other stakeholders to the strategy and implementation plan will need to balance any shortfall in costs through negotiations within sector groups such as EWEN.

The funding model aims to fully utilise similar and aligned activities to optimise resources and reduce replication of activities and costs across initiatives already operating in or for Whanganui’s education sector. The establishment of the implementation plan can be assisted with a seeding contribution from ENZ to cover the initial costs associated with establishing the implementation plan within Whanganui and Partners. Longer term funding for the plan will need to be developed in consultation with stakeholders and contributors to the strategy.


Whanganui International Education Strategy Implementation Plan 2016-2018

Global connections Strategic objectives: What do we want to achieve?

How will we achieve this? Lead partners

Timeline Estimated contribution costs for Whanganui and Partners

Success measures

Sector growth 1.1 Increase market share in all target markets

Communicate the international education strategy and Implementation Plan to all stakeholders.

Whanganui and Partners Education Whanganui Education New Zealand EWEN

2016-2018 N/A Internal channels

Percentage increases 2016-2018 • Secondary schools 14.4% • Tertiary 25.0% • Pilot Academy 44.7%

Overall increase by 2018 28.7%

Promote the benefits of international education to the Whanganui community and businesses

N/A Internal channels

There is a measurable increase in the number of organisations involved in international education. There is a growing proportion of positive media about international education.

Secure appropriate resources to support the Implementation Plan through the WDC annual plan process and stakeholder contributions

Income from WDC $25k p.a.

The strategy is supported by WDC and appropriate funding to sustain the Implementation Plan has been secured

Establish the measures that are most useful in developing the IE sector for Whanganui and establish a process to regularly capture and report on key measures. Liaise with ENZ and TMH on database development


A consistent and robust database is established and regularly updated. Data is regularly reported to lead agencies.


Target Marketing 2.1 Optimise existing and new relationships (Marketing Matrix) and resources to improve targeting and conversion rates from Agent, business, government and alumni networks and sharing of leads and opportunities

Initiate a process to develop the Marketing Matrix, involving a wide range of stakeholders (referenced in the IE Strategy) Decide target markets for 2016-2018 for each segment and product range and focus resources on these markets.

Whanganui and Partners Education Whanganui EWEN

2016 Internal channels

Marketing Matrix is complete and all stakeholders have included the information in their individual organisational plans. The International Education Strategy is aligned with Whanganui’s other key strategies and plans

Participate in ENZ facilitated inbound famils. Coordinate planning and resources to support and participate in famils

$5k All stakeholders involved in famils understand their role in the visits and the visits are a well-coordinated success, measured in student numbers over time.

Participate in ANZA Workshops. Consolidate resources and representation (decide who goes and why, provide feedback/leads to others) Develop marketing collateral specifically focussing on IE for the region such as brochures, flyers for distribution at key offshore events such as ANZA and education fairs

$5k. EWEN group covers additional costs.

All stakeholders involved in workshops understand their role and the workshops are a well-coordinated success, measured in student numbers over time.

Regional group visit by the members of EWEN to 1 or 2 selected countries during the ENZ fairs/agent workshop in country to promote the region and raise awareness

$3k Collateral $3k Contribution to travel costs. EWEN group covers additional costs.

All stakeholders involved in offshore visits understand their role and the visits are a well-coordinated success, measured in student numbers over time.


Reputation

3.1 Create a Whanganui regional brand portal that consolidates promotional and marketing resources across WDC, Whanganui and Partners boards, businesses and education providers to ensure and enhance consistent messaging.

Contribute to the development and launch a Whanganui regional brand portal (or similar) with content dedicated to international education.

Visit Whanganui Education Whanganui EWEN

2016 $5k contribution to Visit Whanganui IE specific costs

Active uptake of the resources by 50% of export businesses, 100% of education providers and 50% of tourism businesses. 2017-2018 % increases in uptake TBC

Develop and maintain an effective social media platform to promote Whanganui to international students. Generate consistent content.

Students have been engaged about how they want to be communicated with and the social media platform reflects students’ needs. Monitoring of social media uptake is in place.

Key criteria to measure student experiences are determined and survey methodology decided.

Annual survey process in place to measure the student experience of engaging with Whanganui providers and community.

Put in place a communication plan to effectively describe the Smart 21 brand and digital capabilities of the region and how these can be used to advantage in IE.

WDC DLF

The Portal leverages the Whanganui Smart 21 Community brand and digital platform to create innovative ways to communicate with students, families, alumni, agents and businesses.

National Networks National collaboration 4.1 Establish and maintain communication channels with neighbouring and influential regions to develop opportunities and optimise available resource to pursue similar aims and

Delegate responsibilities for building and maintaining networks and relationships with other regions.

Define what is to be achieved from these engagements

Decide budgets and contributions

Whanganui and Partners EWEN

2016-2018 $2k Communication plans are in place with neighbouring regions Taranaki, Manawatu and Hawks Bay Plans for collaborative activities are in place with budgets and contributions assigned


objectives.

4.2 Explore opportunities to work more closely with the neighbouring regions and (ATEED) to develop strong and well defined pathway options for students to continue or extend their studies and work experiences in Whanganui.

Delegate responsibilities for building and maintaining networks and relationships with other regions.

Define what is to be achieved from these engagements.

Decide budgets and contributions

Whanganui and Partners Education New Zealand Education Whanganui EWEN

2016-2017 $2k Trial Pathway plans have been developed including options for students to move between providers. Work with Ministry of Education, NZQA and education providers to establish well defined pathways.

Regional infrastructure and community engagement

Excellent student experience

5.1 Whanganui provides a choice of quality, safe, affordable accommodation and transport options for all students.

Map transport and accommodation options

Develop a matrix that rates the options in terms of quality, safety and affordability.

Determine what, if any, dialogue needs to be had with providers to ensure all providers meet or exceed expectations and requirements.

Commercial opportunities relating to transport and accommodation options are communicated to the wider community.

Survey students about their needs. Include options such as a student

Whanganui and Partners Business Whanganui Education Whanganui Te Runga Tupua (Marty Davis and Pahia Turia as contacts); Nga hapu o Tupoho (John

2016 $3k

Survey process in place to measure quality, safety and affordability All key providers are signatories to the ENZ Code of Conduct. 2015 = 12 signatories 2017-2018 goal =18 providers in the region are signatories. Businesses in Whanganui have increased opportunities to benefit from IE


centre Mair as contact)

5.2 Whanganui sustains a range of high quality education options, from primary to tertiary and is proactive in the management of its regional schools model.

Work alongside the Min. of Education in tracking influential school rolls.

Monitor school rolls as an indicator of potential impacts on international student numbers.

Integrate the IE objective into WDCs population attraction and retention strategies.


School rolls are stabilised and where possible increased. A full range of quality education options is available in Whanganui

5.3 Whanganui providers operate a best practice system for pastoral care, home stay and workplace mentoring/supervision to ensure that all students have the best possible experience during their time in Whanganui.

Map pastoral care, homestay and workplace mentoring activities

Develop a matrix that rates the activities in terms of best practice.

Determine what, if any, dialogue needs to be had with providers to ensure all providers meet or exceed expectations and requirements.

$3k Best practice models are in place. Six-monthly student experience survey process in place. Annual Audits are in place to assess quality in pastoral care, home stay and work place mentoring/supervision.

5.4 Increase opportunities for international students to mix with the community as an ongoing, integrated experience, not a set of one-off

Conduct international student focus groups to better understand what they want and any issues that they have in terms of community engagement.

Liaise with key community groups on a plan to create the best possible experience for students.

Iwi to lead the programme design

$3k Survey process in place to measure student and community engagement. Results of the survey are made available to the public.


‘token’ experiences. Include Iwi partners in the planning for these opportunities

and development of Maori education and business initiatives including the incorporation of the new Cultural Curriculum into the range of offerings for international students. Build in experiential components and unique locations.

Community engagement 6.1 There is a positive community dialogue around the balance between domestic and local student opportunities and those extended to international students. Promote the advantages of diversity within the community

Delegate media liaise activities and proactively manage the conversations around international education

Whanganui and Partners Ministry of Education EWEN

2016-2018 WDC Measure positive: negative traditional media and social media stories about international students and international education. Develop interventions as required to build positive experiences leading to positive media.

In-work opportunities

7.1 Improve pathways from school to employment through programmes that produce graduates with the skills and knowledge needed by regional businesses

Liaise with key businesses in Whanganui region to determine any gaps between regional qualifications and business needs.

Liaise with providers to present opportunities and needs with the aim to close the gaps.

Whanganui and Partners Business Whanganui Education Whanganui

2016-2018 $2k Survey process in place to measure the number of appropriate work placement options in Whanganui for international students. There is an increasing uptake of international students into Whg businesses. Success stories are widely communicated.


7.2 Initiate discussions with a range of education providers who can add additional options to the Whanganui education mix.

Liaise with out-of-region providers on new options for programmes and qualifications as and if required.

$3k There are increasing numbers of international education providers operating successfully in Whanganui There is an increasing uptake of international students into Whg businesses. Success stories are widely communicated.

7.3 Strengthen and build business linkages with international students through work experience and placements

Work with businesses and students on innovative approaches to generating more in-work experiences and knowledge sharing.

Secure a wide range of internship and scholarship opportunities for international students

$3k Survey process in place to measure the number of appropriate work placement options in Whanganui for international students. There is an increase in the number of students studying in Whanganui as a result of business-based relationships.

Total Plan operating costs (estimate) $42k p.a.

Table 2 Whanganui International Education Strategy Implementation Plan 2016-2018


Whanganui International Education Strategy Implementation Plan 2016-2018 Funding Model The funding model (refer Table 3) is designed to move the implementation plan to a sustainable funding position over time. ENZ have suggested that some seeding money may be available in the initial stages to support the plan. The funding model aligns to models in Taranaki and Manawatu as some stakeholders to the Whanganui plans work across multiple regions and this model is designed to be consistent with contributions outlined in other plans.

The funding model suggests a range of possible contributions from organisations that can contribute to and benefit from the international education strategy. These contributions can be explored in the foundation stage of the implementation plan. The aim is to attribute contributions aligned to the return that can be expected from that contribution. The Pilot Academy for example has the potential to make a significant positive impact on international education in Whanganui and as such could reasonably expect a range of resources to be applied to assist the Academy. The proportional contribution of the Pilot Academy may therefore marginally higher than other sector partners.

The funding model also suggests including Sponsors and Strategy Partners in the funding mix as there are many businesses associated with international education that can benefit from increased activity in international education marketing. Benefits packages for Sponsors and Partners will need to be developed in consultation with these partners so that all contributors see a return on their investment and are clear about mutual expectations.

Whanganui International Education Strategy Implementation Plan 2016-2018 Funding Model

Financial Year July 1 to June 30

Half Year 2015/16 2016/17 Full Financial Year 2017/18 Full Financial Year

Funding Source

Amount Multiple Total Funding Source

Amount Multiple Total Funding Source

Amount Multiple Total

Education NZ $33,000 1 $33,000 Education NZ $66,000 1 $66,000 Education NZ

1 $0

Provider Fee $500 11 $5,500 Provider Fee $500 12 $6,000 Provider Fee $1,000 14 $14,000

Student Levy $4 169 $676 Student Levy $4 340 $1,360 Student $4 384 $1,536


Levy

W&P $17,500 1 $17,500 W&P $25,000 1 $25,000 W&P $25,000 1 $25,000

Pilot Academy

$3,000 1 $3,000 Pilot Academy

$3,000 1 $3,000 Pilot Academy

$3,000 1 $3,000

Partners $1,000 10 $10,000 Partners $1,000 10 $10,000 Partners $1,000 10 $10,000

Sponsors $2,500 3 $7,500 Sponsors $2,500 3 $7,500 Sponsors $2,500 3 $7,500

Total $57,504 $77,176 Total $98,004 $118,860 Total $32,504 $61,036 Table 3 Whanganui International Education Strategy Implementation Plan 2016-2018 Funding Model

Notes to the funding model

1. As providers (Schools, PTEs and Tertiary) receive direct financial benefit (income) from the strategy a contribution to costs of implementation is required

2. W&P funding is estimated only - a business case needs to be submitted by Education Whanganui

3. Partners and Sponsors have not been identified - if a co-ordinator employed by W&P one aspect of their role will be sourcing this funding

4. The student levy is payable to W&P - a per student contribution that can be collected an enrolment. This is in addition to the levy deducted from operational grants by central government

5. EWEN members can continue to pay a subscription to EWEN and EWEN members can decide independently how these funds are spent

6. Education NZ funding must be spent on implementation of the international education strategy. It is important to note that W&P intends to allocate a proportion of the ENZ funds to staff resources for the Whanganui education sector (co-ordination/facilitation), with the bulk of the funds being made available for marketing collateral and for attending events and hosting agents.

7. Post Education NZ funding the provider fee doubles from $500 to $1000 per annum

8. Any additional funding provided by W&P for education will be for the other priority areas (100% SWEET and Increasing educational offerings)


Appendix 1 Whanganui and Partners Economic Development Project areas 2015-16

Table 4 describes the Whanganui and Partners Advisory Boards and Digital Leaders Forum 2015 Outcomes. The implementation plan is closely aligned to these outcomes as the cross over between the two plans can provide opportunities to share resources and consolidate effort in achieving the goals and tasks ahead. (Grey blocked text indicates the Outcomes aligned with the International education strategy 2016-2018).

(Refer Whanganui International Education Strategy 2016-2018 Final Appendix 2 for full information on the W&P Outcomes.

Outcomes ED Strategy action/activities focused on

1. 2. Business Expansion & Improvement

Support and develop our rural sector Retain and grow our ICT/Digital, processing and manufacturing industries Partner with Mainstreet on CBD business growth initiatives Consider implementation of a shop local program Support links between tertiary institutions, Partners and business

3. 4. Business Attraction

Pursue opportunities to commercialise existing and create new international relationships – create a strategy for engagement with China, Asia & other markets Initiate an attraction program to bring former residents home Promote the district’s business opportunities and showcase our successful entrepreneurs online Develop a multi media campaign to attract and connect investment and jobs Identify development opportunities and create business proposals Leverage Smart 21 status Investigate and support the establishment of a dairy and food processing hub

5. 6. Business Start-up Establish capital market/investment fund Develop business hub concept/innovation quarter services/support program

7. 8. Innovation Quarter open for business

Develop project plan, attract partners/sponsors.

9. 10. Effective Partnerships in Place

Embed partnerships with Chamber, Maori Business Network (Te Manu Atatu), Heads Road Businesses, Schools, UCOL, Food HQ and other key agencies

11. 12. Regional Growth Study Implementation

Implement opportunities/projects from regional growth study Develop proposal for regional research institute


13. 14. Business Friendly Council

Establish quarterly business forum Develop a business friendly culture and policy, services and online resources Adopt in-house “business brokers/champions” to guide customers through council processes

15. 16. Increase in international students

Support the marketing of Whanganui as the preferred district for national and international students

17. 18. Increase in visitor nights and spend

Maintain and increase support for iconic events Whanganui Destination Marketing Strategy implemented

19. 20. Lift in positive perception of Whanganui

Deliver a national business “showcase” to highlight innovative approaches in Whanganui Implement reputation project including communication audit findings

21. 22. Smart 21 Award and Internet Connectivity

Whanganui Digital Strategy implemented

23. 24. NZ Coastal Art Trail Launched

Whanganui Destination Marketing Strategy implemented

25. 26. i-site Experience Whanganui Destination Marketing Strategy implemented 27. 28. Increased online

conversions Whanganui Destination Marketing Strategy implemented

29. 30. Increase in conferences and events

Promote the city as an outstanding conference venue

31. 32. 100% Sweet/Mayors Taskforce for Jobs

Support 100% SWEET Program

Table 4 Whanganui and Partners Outcomes Matrix 2015-2016

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