A case study is an empirical enquiry that investigates a phenomenon within its real life spatial and temporal context (Lokee & Sorensen, 2014; Woodside, 2010); in this case decline and revitalisation in the Ruapehu District. Case studies “can ‘close-in’ on real-life situations and test views directly in relation to phenomena as they unfold in practice” (Flyvberg, 2004, p. 428). This approach is suitable for research that is looking to simultaneously describe, explain, predict and/or control subjects (Woodside, 2010). A case study is an effective approach for this research as it is going beyond describing and explaining the situation and findings, the research focuses on predicting the future
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applicability of revitalisation methods. Although assumed to be a qualitative method, case studies are most effective when both qualitative and quantitative research methods are used, hence the mixed method approach of this research (Einshardt, 1989; Lokee & Sorensen, 2014; Woodside, 2010).
4.2.1 Background to Ohakune and Ohakune 2000
Ohakune is arguably the districts most well-known town due to the Turoa ski field on Mount Ruapehu and the big carrot. The town is home to 987 people, with steep population increases during winter months, and more recently in summer months. Like the rest of the district, Ohakune has experienced many years of decline. Between 1996 and 2013 the town lost 333 residents. The most significant cause of the decline in Ohakune were the numerous Mount Ruapehu eruptions in 1995 to 1996. These eruptions caused wide spread damage to buildings and infrastructure (Ohakune Town Centre Assessment, 2002). Subsequently, visitor numbers and the resident population dropped significantly (Becker, Smith, Johnston, & Munro, 2001; Ohakune Town Centre Assessment, 2002). Despite its years of decline, Ohakune is projected to grow by 1.2% annually (Future Ruapehu: Long Term Plan 2015- 2025, 2015). This is the only place in the district projected by Council to show any positive population change.
The town is dominated by the working age to early retirement age categories (21-69 years old at 58%) ("Quickstats about Ohakune," 2013). The Ohakune community are predominantly low income earners with (31.1%), while just 15% of the community are classed as high income earners ("Quickstats about Ohakune," 2013). Unemployment is slightly higher than the district average but the town has a higher deprivation index than the district. The highest employment industry is the accommodation and hospitality services sector at 16.3% (Growing Ruapehu Economic Development Strategy 2015-2025, 2015). This is reflected by the numerous cafes, restaurants, bars and accommodation facilities in the urban limits in the town centre especially. As tourism is not a stand-alone sector, the tourism employment statistics are not accurately known. However, on a seasonal basis the tourism industry is the towns largest employer (Growing Ruapehu Economic Development Strategy 2015-2025, 2015). Unusually, Ohakune has two main parts of the township. One is ‘the Junction’, which is based at the start of Ohakune Mountain Road and is the centre of winter nightlife with many bars and restaurants. The Junction is also home to the Ohakune Mardi Gras. The businesses at the Junction are predominantly closed over the summer, autumn and spring months despite the growth in tourism at these times. The main part of town is based on State Highway 49 and is where the majority of economic and social activity occurs all year round. This area serves as the traditional town centre. This research will focus on the main part of town, the area around the State Highway which is where the Ohakune 2000 project focused.
As aforementioned, the town centre has experienced significant revitalisation work. This revitalisation was undertaken with strong community leadership by Ohakune 2000. Ohakune 2000 is a collective of
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businesses and individual volunteers established in 1997 to “develop and promote projects to better Ohakune and its surrounding districts” (Ohakune Town Centre Assessment, 2002). Ohakune 2000 spearheaded the revitalisation of the Ohakune town centre to develop a unique alpine look and feel (DoC, 2014; Ohakune Town Centre Assessment, 2002). This work included mountain themed street furniture and street lights, mountain shaped brickwork in the footpaths, the incorporation of river rocks and alpine planting. Additionally, the iconic Ohakune I-site was developed following the success of the town centre revitalisation (Ohakune Town Centre Assessment, 2002). The Ohakune town centre renewal between 1999 and 2000 capitalised on the proximity of the Turoa Ski field and developed the town in a mountain theme (Ohakune Town Centre Assessment, 2002). The 2002 Town Centre assessment claims the work stimulated private investment and encouraged building owners to undertake building improvements (Ohakune Town Centre Assessment, 2002). The group continues to work throughout the town on community enhancement projects such as river walkways, cycling tracks, green spaces around the Big Carrot and Mardi Gras. The group is considered a partner of the Council with a relationship based on mutual trust and co-operation. Conversely, similar groups such as Raetihi Promotions and Enterprising Taumarunui Incorporated have struggled to make similarly significant physical changes to their townships; making the guidelines produced by this research particularly useful in this instance. The economic, social, environmental and cultural effects of the Ohakune town centre revitalisation are explored further in this thesis.
The study time frame for the case study is between 1995 and 2015, incorporates five years prior to the establishment of Ohakune 2000 who were instrumental along with Council in delivering town centre revitalisation projects since 2000. Twenty years is considered an appropriate length of time and allows an assessment of the change in Ohakune over 20 years.