Skip to content

2007 Strategy and Review

2007 Strategy and Review

Updated 4 February 2016 11:30am

2007 Strategy

Internationally Competitive Wellington 

The Wellington Regional Strategy (WRS) is a sustainable growth strategy that has been developed by greater Wellington’s nine local authorities, in conjunction with central government and the region’s business, education, research and voluntary sector interests. Its aim is to make Greater Wellington “internationally competitive” – in other words a region which offers the competitive package of a great lifestyle and job opportunities, supported by a strong economy.


2007 Strategy Review

In late 2010 and early 2011, Martin Jenkins and Associates (MartinJenkins) were commissioned to undertake a review of the WRS. The review report is attached here (PDF, 2MB).

MartinJenkins were commissioned to undertake a review because prior to the final proposal for the WRS being adopted by Greater Wellington in early 2007, a mediated agreement between Hutt City Council, Upper Hutt City Council and Greater Wellington was entered into. The mediated agreement involved the commitment to undertake a review:

By 30 June 2011, a full and independent review of the effectiveness of the entire Wellington Regional Strategy be completed and reported to the WRS Committee. The WRS Committee must recommend whether or not GW will continue to carry out the function of regional economic development in accordance with clause 1.2.

Clause 1.2 states:

That GW will cease to carry out the function of regional economic development on 30 June 2012. Prior to 30 June 2012, if GW wishes to carry out the function of regional economic development after 30 June 2012, it must undertake the process set out in section 16 of the LGA 2002 or such other process that applies at the time.

MartinJenkins was appointed in September 2010 to undertake the review. MartinJenkins completed its review, and the findings of the review were presented to the Committee, all councillors in the region, and the Grow Wellington Board on the 1st of June 2011.

The review focused on two key questions:

  • What outcomes have been achieved to date across the Strategy‟s initiatives/activities?
  • Has the Strategy been implemented as intended and in accordance with best practice?

Overall, the review report recommends the continuation of a regional approach to supporting economic development, concluding that "there remain good reasons for continuing to pursue economic development (including good regional form) at a region-wide level, and to fund and deliver economic development activities on a region-wide basis."

However, the review highlights that to fully recognise the benefits of such a region-wide approach, it is important that the Strategy itself be refreshed, and that changes are made to the governance and implementation arrangements.

Overall, the recommendations are summarised in the report as follows:

  • A refresh of the Strategy is required because of significant changes in the economic environment and because there are arguably too many activities and initiatives and some stated priorities do not appear to have region-wide support;
  • In refreshing the Strategy, it will be important to develop an associated action and resource plan that makes more transparent what is to be progressed, by when, and what resource is being allocated for that purpose;
  • A programme of monitoring and evaluating key initiatives should be put in place, with systematic and regular measurement of progress and outcomes achieved;
  • The role of the Committee should be clarified and its composition changed, so that it is smaller in size and better balanced as between political and independent members;
  • To achieve better alignment between the Strategy, the Committee and Grow Wellington, the Committee must more actively engage in setting the direction for Grow Wellington and an independent member appointed to both bodies;
  • Improvements are also required on reporting against the Strategy, including from Grow Wellington to the Committee on its achievements;
  • To enable the above changes and to support the Committee in its role, a strengthened support function, drawing on the capacity and resources of the region.