Taupō District Council
Jobs and economy
Many councils help support local business and economic development. Some promote tourism in their area, or provide business support services and grants.
Jobs and economy
Many councils help support local business and economic development. Some promote tourism in their area, or provide business support services and grants.
Support the introduction of new industries to Taupō especially non-tourism based, particularly if they can employ young people.
Investigate transport options to Taupō town for north of the Control Gates bridge. There will be cheaper options than just a new bridge.
Consider left-field ideas like Invercargill's successful zero student fee policy to bring investment and people to the district.
Actively support the Taupō Destination Management Plan.
Seek ways to further engage with power generators as significant corporate citizens in Taupō.
Adopt and execute a housing strategy to remove housing as a barrier for workers moving to Taupō.
Continue support of Pathways for Youth Employment, Amplify, DGLT, Taupō Business Chamber and Towncentre Taupō's initiatives and programmes.
Support the revitalisation of our local economy and main Gross Domestic Product (GDP) contributors being geothermal tourism, forestry, events and agriculture.
Take a leadership role in the Destination Management Plan being a part of long term planning and at the heart of it we must all shop local.
Work to future-proof the local economy with a diverse mix of business, education and employment opportunities.
Work with local businesses and training providers to develop more local pathways for youth.
Commit to investigating the viability of better conference and exhibition facilities to bolster tourism and economic development.
Achieve partnership with schools, create a tech hub – bring young tech leader role models into the town. Enable digital equity/start-ups.
Create sector leaders panel to overcome silo thinking. Facilitate means to leverage upon each other's success. Increase two-way communication.
Undertake risk-reward analysis of decisions around key infrastructure ie the bridge, gather data to assess access/use of facilities.
Develop a strong and progressive shop-local campaign and improve communications with our local businesses.
Work with local businesses to create a modern online local job searching site that prioritises local job seekers for local vacancies.
Invest more time and effort in promoting our town nationally and globally and improve the way our local economy benefits from tourism.
Support the introduction of new industries to Taupō especially non-tourism based, particularly if they can employ young people.
Investigate transport options to Taupō town for north of the Control Gates bridge. There will be cheaper options than just a new bridge.
Consider left-field ideas like Invercargill's successful zero student fee policy to bring investment and people to the district.
Actively support the Taupō Destination Management Plan.
Seek ways to further engage with power generators as significant corporate citizens in Taupō.
Adopt and execute a housing strategy to remove housing as a barrier for workers moving to Taupō.
Continue support of Pathways for Youth Employment, Amplify, DGLT, Taupō Business Chamber and Towncentre Taupō's initiatives and programmes.
Support the revitalisation of our local economy and main Gross Domestic Product (GDP) contributors being geothermal tourism, forestry, events and agriculture.
Take a leadership role in the Destination Management Plan being a part of long term planning and at the heart of it we must all shop local.
Work to future-proof the local economy with a diverse mix of business, education and employment opportunities.
Work with local businesses and training providers to develop more local pathways for youth.
Commit to investigating the viability of better conference and exhibition facilities to bolster tourism and economic development.
Achieve partnership with schools, create a tech hub – bring young tech leader role models into the town. Enable digital equity/start-ups.
Create sector leaders panel to overcome silo thinking. Facilitate means to leverage upon each other's success. Increase two-way communication.
Undertake risk-reward analysis of decisions around key infrastructure ie the bridge, gather data to assess access/use of facilities.
Develop a strong and progressive shop-local campaign and improve communications with our local businesses.
Work with local businesses to create a modern online local job searching site that prioritises local job seekers for local vacancies.
Invest more time and effort in promoting our town nationally and globally and improve the way our local economy benefits from tourism.
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