economic development action plan 2016-18 - far north … · economic development action plan 2016...

Document number A1659042 of 21

Far North District Council

Three Year

Economic Development Action Plan

2016 - 2018

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Contents Introduction .......................................................................................................................................................................................................... 3

The process for developing this plan ................................................................................................................................................................ 3

He Tangata, He Whenua, He Oranga ............................................................................................................................................................... 3

Agreed Actions for 2016 - 2018 ............................................................................................................................................................................ 5

Our Priorities .................................................................................................................................................................................................... 5

Activities that are part of business as usual ...................................................................................................................................................... 6

Activities we will further develop for 2017/2018 ................................................................................................................................................ 7

Rationale .............................................................................................................................................................................................................. 8

Supporting Regional priorities - Tai Tokerau Northland Growth Study and Economic Action Plan activities ..................................................... 8

Assisting District priorities - Asset-Based Community Development ................................................................................................................. 8

Key Council regulatory, infrastructure or development projects that contribute to Economic Development ....................................................... 9

Attachments ....................................................................................................................................................................................................... 11

FNDC Economic Development Three Year Action Plan Alignment ................................................................................................................. 12

Summarised Community and Economic Development section of the LTP – Economic Focus ........................................................................ 13

Other Council activities that contribute to Economic Development ................................................................................................................. 16

Economic Development Activity Plan 2014/15 Review ................................................................................................................................... 18

SWOT Analysis for Economic Development in the Far North ......................................................................................................................... 20

Regional Economic Development Context ...................................................................................................................................................... 21

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Introduction Economic development within the Far North District is influenced by regional and national economic development activity which are currently in

a state of change. There are pieces of work such as the Tai Tokerau Northland Economic Action Plan which will influence our work. In

addition, the Far North District Council (FNDC) is undertaking broader visioning work in the name of “Our Voices – Our Vision” which will

influence future strategic planning. As a result FNDC is producing a three year economic development work plan as an interim measure whilst

other economic development parameters and strategies are clarified.

It is anticipated that this plan will lay the basis for an eventual District-wide community and economic development strategy that will

complement the regional approach and address any issues or opportunities that may be lacking at the regional level. This work plan will enable

Council to continue to work strategically in this area and help focus Council’s resources to achieve best economic development outcomes of

the District.

The process for developing this plan

Elected Members, Board Chairs and the Senior Management team of FNDC were invited to take part in a workshop to agree priority actions.

They were provided with some suggested actions (new and existing) and were encouraged to identify new ideas. The group activity was of

mixed success because attendees felt the results were inconsistent with their own views because not everyone got to rank the same activities.

As a result they were then invited to develop their own “Top 10” activities. The individual “Top 10” rankings were then considered to provide the

priorities for action over the next three years.

The attachments to this plan were developed to support decision-making as part of the workshop.

He Tangata, He Whenua, He Oranga

He Tangata, He Whenua, He Oranga, the Maori Economic Development Strategy for Northland was published in February 2015 by the Iwi

Chief Executives Forum. It outlines five tikanga mahi strands which create a platform of strategic interventions:

- Mana is the assertion of influence to advocate for a political and policy setting that enables the Maori economy to grow

- Whai pono is the pursuit of growth from an informed evidence based position

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- Matairanga builds the capability and capacity for whanau to create their own intergenerational wellbeing and independence

- Whai rawa is the leadership platform of cultural and commercial excellence to build intergenerational equity

- Mahi ngatahi collaborates with thrusted friends of similar ideologies to pursue shared outcomes.

This action plan does not identify specific activities under He Tangata, He Whenua, He Oranga, however as part of Council’s commitment to

building strategic relationships with Maori, it is expected that the tikanga mahi strands will be considered within the activities outlined below and

that ongoing dialogue with the Iwi CEOs Forum will identify strategic prioirties and projects for consideration by Council.

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Agreed Actions for 2016 - 2018

The list below outlines our intended economic development activity over the next 12 months, it also provides direction for 2017/18. At the end

of 2016 we will review the action plan.

Our Priorities

We will:

• Support the regional priorities as identified in the Tai Tokerau Northland Economic Action Plan

(to be launched in February 2016).

• Find ways to support efforts to establish a geothermal enterprise park at Ngawha.

• Implement the Northland digital enablement plan. We will advocate for increased availability of broadband

within the district. We will work with local communities who are not going to benefit from the ultra-fast

broadband initiatives to find local solutions. We will investigate ways to support business development

though digital enablement.

• Develop and market the Pou Herenga Tai Twin Coast Cycle Trail.

• Continue to support the development and training of young people through:

o Mayor’s Taskforce for Jobs

o The existing cadetship programme

o Identifying other training opportunities through community work e.g. pests/primary production, district

maintenance, etc.

Key:

Orange - Relates to

supporting regional

priorities - Tai Tokerau

Northland Growth

Study or Economic

Action Plan (TTNEAP)

Blue - Relates to assisting

in district priorities -

Asset Based

Community

Development

Purple - Relates to Council

regulatory,

infrastructure, or

development projects

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• Work with other councils and NZTA to convert Mangakahia Road to a State Highway

• Support communities to develop community plans. In doing so we will encourage an economic focus as well as social, cultural,

environmental.

• In conjunction with other Northland Councils, undertake work to identify ways to enable Maori land development. Amongst other

activities, this involves consulting with iwi/hapu; reviewing our existing policies and processes; staff development; and a Maori land

rating review. Supporting Maori land development is also an activity in the TTNEAP.

• Consider key issues for the district through the District Planning process. It will include modelling for industrial and commercial land

zoning, and identify options to make the Far North attractive for business. This activity is monitored through the Regulatory and

Environment Committee.

• Improve core infrastructure (roads, water, wastewater) as outlined in the Long Term Plan 2015-25. This work has to be acknowledged

as contributing to economic development within the district. These activities are monitored through the infrastructure committee.

Activities that are part of business as usual

We will continue to:

• Work with other agencies to encourage visitors to the district. This includes work to revitalise and market the Twin Coast Discovery

Route

• Support the Resilient Economies Incubator Groups which are already running. We will investigate demand for more groups.

• Support local economic development initiatives related to energy efficiency

• Support capacity and capability building of business associations by maintaining regular contact and providing support where

necessary.

• Advocate on behalf of local communities and issues.

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• Invest in cornerstone events.

• Build on existing work to make the Far North Council a “Business Friendly Council”.

• Improve our demographic and geographic information to inform decision-making. This includes accessing new demographic mapping

software, and working with other councils to scope out a region-wide Lidar data capturing project (using air-borne laser terrain

mapping).

Activities we will further develop for 2017/2018

We will:

• Do further research, and develop a proposal on tools to encourage economic participation at a community level, eg micro-financing;

mentoring, cooperatives.

• Investigate options for a second Resilient Economies Conference. A proposal will be provided to the Economic Development

Committee in late 2016 for a 2017 conference.

• Continue to work with Akina Foundation to support the existing participants of the Thrive social enterprise training. Over 2016 we will

monitor progress and make recommendations as to whether a second programme should be run.

• Monitor the regional development of an electric vehicle network and make recommendations as to investment if required.

• Investigate economic opportunities from environmentally sustainable activities such as water conservation, eco homes, pest eradication.

This will inform the sustainable development strategy we will develop in 2016.

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Rationale

Supporting Regional priorities - Tai Tokerau Northland Growth Study and Economic Action Plan

activities

The Tai Tokerau Northland Growth Study identifies a number of opportunities for the region. Council is addressing the appropriate

opportunities in two ways: through involvement with the Tai Tokerau Northland Economic Action Plan; and within our own district activities.

Staff represent Council on the steering group for the economic action plan, and the Mayor sits on the Advisory group. As a result, we have

strong investment in seeing it succeed. There is strength in working collaboratively on these large projects that will have a potentially

significant impact on the region as a whole. The activities we are actively involved in have a direct impact on the Far North.

Assisting District priorities - Asset-Based Community Development

In August 2015 Council adopted a Community Development framework. Our vision for community development is:

“To assist communities to make long term social and economic change by empowering and upskilling individuals and groups to

enable collective problem solving.

One of the more useful methodologies for working in communities and helping community members to build relationships, belonging, emotional

ownership and accountability, comes from the research and work of Jody Kretzmann and John L McKnight of the Asset-Based Community

Development Institute in Northwestern University Illinois.

The Asset-Based Community Development (ABCD) approach involves assessing the resources, skills and experiences available in a

community, around issues of concern that are stirring its members in to action, and then determining what appropriate action can be taken, and

taking it. McKnight’s assertion that community is built by focusing on people’s gifts rather than their deficiencies is further underscored by his

statement “In the world of community and volunteerism, deficiencies have no market value.”

This philosophy underpins our recommended activities for 2016 and beyond.

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We receive guidance from many areas on where we should focus, from individuals sending us emails, through community plan development,

business associations, community boards, or interagency strategic planning.

In June 2014 we held a Resilient Economies Conference in Kaitaia. It identified various options for work into the future:

• Assist each ward to form Resilient Incubator Groups.

• Establish a fund that will assist community groups to form co-operative businesses and social enterprises.

• Investigate the feasibility of having a credit union and /or co-operative bank presence in the district.

• Investigate the feasibility of introducing a complimentary currency into the district.

• Investigate perceived blockages to the settlement of Māori land in multiple title, and moves to a more enabling stance similar to that of

the Western Bay of Plenty District Council.

• Investigate the feasibility of having water supply and waste water treatment systems owned and controlled by local social enterprises.

Council has made progress on some of these options. Others have mixed appetite from elected members as seen from the prioritisation

activity.

Key Council regulatory, infrastructure or development projects that contribute to Economic

Development

As part of the Long Term Plan development, we have already identified work that we plan to undertake. Some of this, such as the District Plan

review, has a direct impact on Economic Development.

There is also a cross-over between activities we have identified for our infrastructure, and those seen as regionally significant, such as the

development of the Pou Herenga Tai Twin Coast Cycle Trail, or the converting of Mangakahia Road to a state highway.

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All these pieces of work are broader than the economic development focus of this action plan, however it is important to acknowledge them

here due to their influence. Other council work that contributes to economic development has been considered in the attachments.

Becoming a more “business friendly” council has been a goal for Council for some time. We need to finalise what that means and develop a

policy so businesses know what to expect from us.

We have also mentioned the work to improve demographic and geographic information. Improved forecasting and mapping will enable not only

Council, but other agencies to make more informed decisions for the future.

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Attachments

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FNDC Economic Development Three Year Action Plan Alignment

District Vision and Expectations (Our Voices - our Vision)

Long Term Plan 2015 – 2025 Outcomes Northland Mayoral Forum Economic Development Priority Areas

Vision: He Whenua Rangatira - A District of sustainable prosperity and well-being

1. He wahi ataahua- Valuing the outstanding beauty of our District

2. Oranga taiao, oranga tangata - Nurturing the environment so it nourishes us

3. Oranga kainga - A thriving, sustainable local economy

4. Mana I te whenua - The role of tangata whenua is valued and respected

5. Te ira tangata - Rich heritage and diversity respected and celebrated

6. Whanau - A great place for our families to flourish

7. Tangata whai ora - Happy, healthy, safe and purposeful people

8. He waka hourua - Fit for purpose infrastructure underpinning success

9. Kokiri tahi - Empowered communities, working collaboratively

1. Capable, credible, civic leadership and advocates for people and is trusted by the communities we serve

2. Our residents and ratepayers engage with us, understand and have confidence in our decision making

3. Prudent financial management with in long term strategic thinking

4. Strong partnerships with Māori, communities, businesses, government, Northland councils, non-profit, voluntary groups and communities that improve quality of life and maximise community benefit

5. Safe, healthy, resilient places and people;

6. Our environment is protected, enhanced and wisely managed

7. Sustainable development of our local economy through partnerships innovation, quality infrastructure and planning

8. Sustainable, affordable, equitable infrastructure that contributes to the economic progress and social wellbeing of the district.

9. Acknowledging Te Tiriti o Waitangi/The Treaty of Waitangi

10. Enabling Maori Development

Vision: “Together lifting the overall wellbeing of our people and our place”

1. Make it easy to do business with council

2. Facilitate the sustainable development of land, including Maori land

o District plan changes; Rating policies; Attracting investors; Te Turi Whenua; Ensure road / infrastructure services

3. Maximise the potential of our key assets e.g. North Port, Ngawha thermal resource

o Research to identify missing key assets the region needs (new horizon assets)

4. Develop visitor products and associated infrastructure

o Visitor strategy; Promoting Northland as a destination; Public toilets and infrastructure; Visitor accommodation; New products/attractions

5. Add value to existing industry sectors

o Clustering; Attracting investors; Research; Enabling rules and regulations; Business networks

6. Seek new entrants into the economy

o Hawaiki Cable; Research; Work with Auckland to attract businesses / tourists

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Summarised Community and Economic Development section of the LTP – Economic Focus

Council’s Community and Economic Development Activity aims to strengthen communities and address their needs, build community cohesion, celebrate our communities and district, facilitate thriving local and district economies within the regional context, increase living standards, and attract people and new business to the Far North.

Key facts

• Work with communities, Māori, businesses, neighbouring councils, external agencies and organisations, to develop sustainable communities and improve the local economy, building on the Far North’s strengths and opportunities

• Work with others, including businesses and training and education providers to facilitate access to appropriate skills, training and job opportunities for our communities

• Encourage communities to come together to develop their planning process, recognising that communities will be at differing levels of capacity

• Support community initiated plans through Council, Government, and other processes

• Empower and support community-driven projects and development that enable people to come together, build trust and work towards the achievement of outcomes, better services and local infrastructure

• Support community and district events and promote the district

• Provide and administer community grants o Community – Local Grants Scheme o Contestable Community - District Grants Scheme and the Sports and Recreation Loan Scheme o Creative Communities Scheme on behalf of Creative New Zealand o Rural Travel Fund on behalf of Sport New Zealand o The Mayoral Fund(s) o As appropriate on behalf of other funding bodies.

Council also

• Advocates on behalf of our communities and district to Central Government, Government Agencies and Non-Government Organisations

• Is a customer, community, and business friendly organisation that removes barriers to participation and success.

Why we do it

Council facilitates or supports and/or delivers a number of community and economic development services and initiatives to:

• Support the development of strong, active, resilient and cohesive communities that are better able to manage their own self-determined and sustainable development

• Create a sense of identity and belonging within communities

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• Enhance and improve living standards and quality of life for all who live in the district

• Create great places that enhance the attractiveness of the district as a place to live, work, grow a business, and visit

• Provide facilities and services that would otherwise not be possible

• Attract external funding into communities such as sponsorship, grants, or contributions from philanthropic agencies that Council is not able to access

• Build community and individual skills and capability

• Enable and empower individuals, groups, communities and organisations, raise aspirations and achievements.

Where are we now? - Key issues and challenges facing this service

Issues/Challenges Implications

It remains difficult to attract investment and achieve a growing local economy, to attract visitors and new residents due to the state of the global, national, regional and local economies and increased competition among, and within, the regions.

• The Far North economy is “fragile” or “volatile” and has been in recession for longer

• Our average annual Gross Domestic Product (GDP) growth 2001 – 2013 remains below the national and Northland average

• We have a diverse economy built on a high number of self-employed people

• Areas with reduced ‘sense of community’ are not attractive for businesses

• Rural employment is down

• We have aging, flat or, in some cases, declining populations, high rates of social welfare dependency, a skills shortage and work readiness issues

• The ability to attract new residents/businesses to the Far North because of the unique lifestyle and iconic attributes is less relevant and attractive

• Small businesses struggle to exist and expand

• New businesses are more difficult to set up without significant up-front capital

• Potential for existing businesses to depart the district and relocate closer to major markets

• Poor infrastructure and funding challenges are an impediment to the visitor / tourist economy, getting our products to market, enabling economic development and meeting the essential needs of our communities

Need for leadership, strategic partnerships, spatial planning, resilient, secure, fit for purpose infrastructure, quality regulation, investment in core services and social and community support and amenities. In particular:

• A supportive and effective policy framework for community, district and Māori participation, economic development and social enterprise that includes, place making, capability building and access to seed investment.

• Clear information on our regulatory requirements

• Effective coordination and delivery of key council activities that support the effective functioning of local communities

• Investment in the social and physical environment to support a high quality of life to attract individuals with the capability to create high productivity businesses

• Council to facilitate interventions by a range of public sector partners based on our understanding of the desires and needs of local communities

• Working with others on an economic plan for the region and district that builds on our economic strengths and participate in mutually beneficial opportunities that have significant economic growth potential

• Awareness raising and establishment of a positive Far North profile

• A range of funding models to best achieve equity, efficiency (of collection) and reliability of funding for infrastructure to meet community needs and the seasonal demand from visitors

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What you have told us

Council has been consistently informed that community and economic development is important in delivering a vibrant, thriving district. Additionally, Council’s work with Māori and the district’s communities is important, particularly when it leads to positive economic outcomes.

What we plan to do

In the first 3 years of this 10 year plan, Council will focus on the priorities detailed below: Priority 1: Support the economic development of the Far North and attract inward investment by:

• Pursuing funding/investment opportunities

• Supporting new business opportunities

• Identifying Council’s role in and working with partners on projects and actions identified in the Regional Growth Strategy and the Economic Growth Strategy for the Taitokerau Māori Economy (launched in February 2015)

• Working with business associations and other key networks including programmes such as sister cities and the Mayor’s Taskforce for Jobs

• Supporting Māori land development initiatives in Te Tai Tokerau

• Working with others to improve skills and capacity, including working with the Ᾱkina Foundation on community social enterprises

• Facilitating initiatives to address local inhibitors that impact on business and industry development and growth.

Priority 2: Continue the wider promotion of the district by:

• Marketing the Far North to visitors and potential investors

• Supporting a balanced portfolio of events throughout the district.

Priority 3: Contribute positively to communities by:

• Supporting communities in the district to carry out their community planning processes and actions to develop communities and town centres to retain and attract people and business investment

• Seeking to increase the amount of funding for Far North Communities from Central Government and participating in effective partnerships that co-ordinate scarce resources, avoid duplication, and enable action to improve quality of life in our communities

• Supporting the Disability Action Group.

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Other Council activities that contribute to Economic Development

Council Committee Action with Econ' Dev’ Focus KPI focus Council Outcome Infrastructure Maintain an effective, sustainable and integrated

transport network. Our transport network and infrastructure improves to ensure people, goods and services can move safely and efficiently within the district and region.

• Sustainable, affordable, equitable infrastructure that contributes to the economic progress and social wellbeing of the district.

• Safe, healthy, resilient places and people.

• Sustainable development of our local economy through partnerships, innovation, quality infrastructure and planning

We will make more efficient use of existing infrastructure, including managing demand, to deliver value-for-money services. Provide the right services delivered in the right places, to an agreed standard.

Provision of adequate urban stormwater systems. Our water, stormwater, and wastewater infrastructure protect the environment and people and enable sustainable development

Provide and manage the urban water supply networks to meet community expectations

Provide and manage the urban stormwater networks to meet community expectations

Reduce tonnage disposed of in landfills. Reduced waste and increased recycling to decrease the use of landfills and promotes the sustainable management of resources.

Maintain or exceed proportion of waste that is recycled irrespective of growing demands

Council Committee Action with Econ' Dev’ Focus KPI focus Council Outcome

Strategy and Governance

Central and Regional Government develop strategies, plans, policy and legislation that effect our communities. Council ensures that any adverse impact is feedback.

Council provides leadership on key issues affecting the district and its communities.

• Safe, healthy, resilient places and people;

• Sustainable development of our local economy through partnerships, innovation, quality infrastructure and planning;


• Acknowledging Te Tiriti o Waitangi / The Treaty of Waitangi;

• Enabling Māori Development.

Maintain or enter into effective partnerships to increase knowledge and capacity, co-ordinate scarce resources and avoid duplication, thus enabling action to improve quality of life in our communities.

Northland councils through the Triennial Agreement are considering where shared services will bring benefit to all ratepayers either through a reduced funding need or resulting in a better level of service.

Māori participation in resource management and Council decision making

Partnership agreements including memorandum of understanding with Māori identified principles that will underpin our partnerships and engagement with Māori. Māoritanga is actively promoted to enhance the development of positive outcomes

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Council Committee Action with Econ' Dev’ Focus KPI focus Council Outcome Regulatory and

Environment Improve processes and maintain quality of food premises.

We regulate, advocate for, and support where we can, improved safety and health for our people.

• Safe, healthy, resilient places and people;

• Sustainable development of our local economy through partnerships, innovation, quality infrastructure and planning;


• Acknowledging Te Tiriti o Waitangi / The Treaty of Waitangi;

• Enabling Māori Development.

Liquor Licensing: Undertake Host Responsibility inspection of premises.

Resource Consents: Achieve positive results in terms of processing times and customer satisfaction.

We deliver on our goals and commitments. We are transparent and open, listen to and include community views in our decision making Building Consents: Improve service to district

Development and population growth is encouraged but managed to avoid compromising the district's natural and social environment

Identify issues impacting on the effectiveness of the District Plan

Council support the development and implementation of sustainable Hapū management plans to enable Marae and Hapū to develop their potential

Monitoring and Enforcement: Respond to Request for Service (RFS) in required time scales

Safer community, Environment

Monitoring and Enforcement: Respond to and carry out inspections relating to On-site wastewater issues

Council Committee Action with Econ' Dev’ Focus KPI focus Council Outcome Community Services

and Development Provide adequate physical access to facilities. The district has quality public recreation, leisure,

amenities and facilities appropriate to their locations and the needs of the communities.

Park facilities are accessible to all the community.

Swimming pool facilities meet users’ needs.

Provide adequate physical access to public toilets.

Maintain library usage and user satisfaction.

Develop and encourage use of on-line library services.

Increase number of official suppliers to the i-Site network.

The Far North is recognised as an attractive place to work, do business and visit.

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Economic Development Activity Plan 2014/15 Review

Below is a brief overview of last years economic development work plan and what was achieved

Action Who (Staff) When Result

Community Support up to 8 REIGs to pursue Social Enterprise / community economic development opportunities they determine

Continue to provide capacity and capability opportunities, share information, develop partnership agreements, pathways, and networks to support the REIGs, integrate with Iwi and Hapu initiatives, community economic development and social enterprise

CDA / EDA/ Policy Technician

June 2015

6 REIG have been set up and further REIG are anticipated in 2015/6

Initial social enterprise programme was successfully completed

Review the existing community plans as part of the District Vision and Far North Futures 2030/50 Strategy development

CDA November 2014

This has been achieved and further work is planned that embed the new district vision into Council planning

Develop 3 additional community plans in priority areas (likely to be identified as by the reference group established as part of the District Vision and Far North Futures 2030/50 Strategy development)

CDA June 2015

Work is ongoing. 12 plans have been completed in total. Work is ongoing in Russell and Rawene. The Kawakawa plan is on hold

A major blueprint plan is anticipated for Karikari and Doubtless Bay areas

Enabling Maori land project

All Northland Councils (FNDC lead Senior Policy Planner

TBC Work has been carried out in this area and is still being developed

BID development Progress on the BOI BID sits with the Business

EDA June 2014

This work has been successfully carried out and completed. Council is

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Action Who (Staff) When Result

Associations Staff have prepared a proposal for Committee/Council consideration and sought external funding

continuing to support where practicable capacity building of business associations

Sectors / Inwards investment

Participate in the development of the Regional Growth Study for Northland Via the Technical Advisory Group

CEO By Feb 2015

Council is engaged at all levels of this regional work and the Action Plan is anticipated in 2016

Broadband/telecommunications: Participate in the development of the Regional Digital Strategy

GM SPP By July 2015

Council has worked with regional partners to deliver digital ROI and DEP and is continuing to work at the regional level to support delivery of DEP

District marketing, promotion, events: Liaison with NInc re investment in the Regional Tourism Organisation and need for clear KPIs

Investment in events that deliver a ROI – focus on 3 projects inherited from FNHL

GM SPP By July 2015

No adequate business plans were received from Ninc with regard to district promotion

“Bath Tub” and Power boat event inherited from FNHL was carried out successfully

Liaison with NInc re opportunity for a shared service business development and inwards investment

Adhoc liaison with potential developers / investors

Encourage potential investors and developers to have cross council, coordinated pre application / development meetings and information sharing to assist customers with council processes, key contacts outside of council etc

GM SPP and various officers across council

By July 2015

Liaison with Ninc on this matter is still ongoing.

Liason with investors has occurred from time to time, when necessary, and investors have received business navigation through council processes

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SWOT Analysis for Economic Development in the Far North

Strengths

• Council is a strong advocate for their communities

• Community resilience exists

• Council is seen as a leader in aspects of community led economic development

• Council has developed some good ED partnerships

• Communities are entrepreneurial

• There are good mentors in the community

• Strong relationships and collaboration at a regional and national level

• There are already some strong businesses

• Our climate, and geography

Weaknesses

• Community resilience is not holistic; Impact of social issues

• Lack of trust in communities with Council

• Lack of tools to support community / social entrepreneurs

• Lack of economic participation

• Lack of community ownership of local economy

• Tyranny of distance

• Stakeholders lack meaningful resources to affect positive change

• Costs of doing business – power, telcos

• Lack of understanding that we need to develop people to develop the economy

Opportunities

• Capacity building in communities and Council;

• Nurturing community leaders;

• Improving economic participation and prosperity through community effort;

• Innovative solutions for tools to support community/ social entrepreneurs;

• Better general advocacy for District communities;

• Collaborative economic development solutions;

• Council to become more community focused, engaged and strategic.

• Expanding Broadband

• Ngawha expansion

• Climate and Geography

• Shared services

• Maori Development

Threats

• World economic uncertainties continue

• Since 2008 District economic recovery has been slow

• Affects of Climate Change

• Lack of consistent approach by Government to regional ED

• Depopulation of District

• Increasing social and economic marginalisation of communities. “Zombie Towns” – increasing market failure

• Impact of severe weather events

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Regional Economic Development Context

February 2015: Tai Tokerau Northland Growth Study released – Govt sponsored.

February 2015 : Tai Tokerau He Tangata, He Whenua, He Oranga released.- Iwi sponsored.

In February 2016 the Tai Tokerau Northland Economic Action Plan will be launched.

Council has been involved in the development of this plan.

Council’s possible inputs/ outputs at the regional level

• Education & Training: � Make It happen Te Hiku � Mayor’s Task Force for Jobs � Cadetships

• Road and Rail Routes � Road and Rail resilience improvements

• Digital Connectivity � Enacting the regional Digital Enablement Plan recently

submitted to Government

• Improved Water Management and Storage � Investigation into catchments and better management

of water resources

Industry Sectors.

• Visitor Industry � Twin Coast Discovery Highway Project � Pou Herenga Tai Twin Coast Cycle Trail � Pepper Carrington development

• Forestry and related wood processing � Ngawha Geothermal Industrial Park

He Tangata, He Whenua, He Oranga

• Mapping of Māori freehold land for potential development.

• Impact of Treaty settlements

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