Economic Development Strategy 2015€¦ · We refer you to the report on Local and Regional...
Transcript of Economic Development Strategy 2015€¦ · We refer you to the report on Local and Regional...
Manning Valley Economic Development Strategy 1
Economic Development
Strategy 2015
A Collaboration between;
Manning Valley Business Chamber &
Greater Taree City Council
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 2
President’s Introduction
It is with great pleasure that I commend to you the Manning Valley Economic Development Strategy 2015 - 2017.
The Strategy represents a new focussed direction for the Chamber & Council partnership, community and the
private sector to drive growth in the region. The region is vibrant with an exciting future. It is a community that is
progressive, strong and resilient; yet balanced and relaxed.
The Strategy does not attempt to be “all things”. Rather it is a guiding tool focussed on key foundations, bridging
initiatives and developing key strategic growth areas. Economic development can be interpreted as different things
to different people, it is about assisting and managing the growth of the region and making sure infrastructure and
services are in place, that meet the current requirements of our residents and the business community.
Our vision represents a collaborative, innovative and progressive approach to economic development
that is balanced by lifestyle, cultural and environmental dimensions.
The Manning Valley is ideally placed to be a regional transactional commercial centre and is now firmly
centre stage in the continued development and growth of the Lower North Coast of NSW.
Manning Valley Business Chamber’s unique partnership with Greater Taree City Council in economic
development has brought a commercial imperative to the way regional growth happens. This model has
no peer in Regional NSW and this collaborative approach continues to yield results. It unites business
and local government on mutually agreed outcomes.
With the support of local partners in the state and federal governments and private sector, Manning
Valley Business Chamber and Greater Taree City Council is planning for a prosperous future. Solid business
leadership and a committed Council will continue to drive economic growth.
Geoff Jackson, President—Manning Valley Business Chamber
Vision
To work collaboratively to create a
progressive & innovative economic
environment that supports, pre-
serves & enhances the lifestyle, envi-
ronmental & cultural characteristics
of the region
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 3
The Challenge
The aim of this document is to establish areas of activity for Economic Development for the Manning Valley region for
2015. The strategy document should be read in conjunction with Regional Assessment – Economic Activity report
undertaken in March 2014 by the Manning Valley Economic Development Board.
The challenges are many to developing a regional economy and include national economic indicators, business
confidence, employment numbers, job inclusion/participation rates, job vacancies and infrastructure.
It is not an “exact science” and all regional communities are in similar positions competing for the
same business growth and market development.
We refer you to the report on Local and Regional Economic Development Agencies in Australia by
Andrew Beer & Alaric Maude an excerpt of which may be found at the rear of this document.
Our growth and development will be achieved within a
sustainability framework – our environment will not be
degraded by growth and where necessary, we will re-
store and enhance our existing environment. We recog-
nise that we operate in a highly competitive world for
new business development – we will make sure we are
ready to respond positively and to support opportuni-
ties that arise, which fit within our goals.
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 4
The Strategy The Manning Valley Business Chamber has benchmarked our local regional economy via the Manning Valley Economic
Brief March 2014. The profile indicates many areas of growth but also a decline in our regional economy and should be
read as a relevant base point for future economic direction. The strategic direction of both the business sector and
Greater Taree City Council will be impacted by national and regional economics, funding directed to the region and
business confidence.
The activities for economic development have been separated into sectors of activity. Although not mutually exclusive
these areas of business have been found to be beneficial for reporting and communication.
The sectors are as follows:
Retail sector
Manufacturing sector
Rural sector
Events
BRIDGING
INITIATIVES
FOUNDATION
INITIATIVES
STRATEGIC
GROWTH SECTORS
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 5
It is recognised that there are also activities that enable economic development, which include:
Infrastructure
Health (including proposed upgrade to Manning Base Hospital)
Education
Communications & Technology
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 6
OBJECTIVE STRATEGY BENEFITS Measures
Enhance Manning Valley Business
Chamber website to include NBN and
information to assist businesses.
Make information easily
available and act as an
example of the benefits of
an online presence.
Website updated within 3
months.
Work closely with the NBN Team. Leverage the experience of
the team.
Meet with NBN
representatives at least
every 2 months.
To lift the level of “on-line presence” of
all our retailers .
Establish online business liaison group. Mentor local businesses.
Allow businesses to support
and learn from each other.
Business Liaison Group (BLG)
established and first
meeting within 3 months.
BLG meets regularly as
determined by group.
Develop option to download or request
welcome pack from GTCC website.
Easy access for people and
businesses considering
relocation.
Functionality on GTCC
website within 6 months.
1. Retail Sector
Key Retail Strategy
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 7
OBJECTIVE STRATEGY BENEFITS Measures
To enhance and improve the customer experience in the region’s main shopping precincts.
To work with major and individual
retailers to improve and visual
appearance of the retailer precincts and
the “customer service” levels for
shippers and visitors alike. This will be
done in conjunction with sub-chambers
and major retailer centre management
and investments groups - (Centre
owners).
Reduce “bleed” or loss of
local spend dollars from our
region and attract external
dollars and more disposable
dollars to our local economy.
Meet with each stakeholder
group within 3 months.
Agree on the top two
actions for each location to
meet the objective within 5
months.
Implement agreed actions in
the timeframe identified by
the stakeholders.
Offer a mentoring program through our
partnership with Edmund Barton Group,
ETC and by utilising existing Chamber
members to assist in growing and
nurturing new and existing businesses.
Build the skill base in the
sector.
Number of participants.
Ongoing Retail Strategies
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 8
OBJECTIVE STRATEGY BENEFITS MEASURES
Determine and promote an industrial
land strategy.
Prospective and existing
manufacturers are aware of
exactly what is available in
the area.
Inventory determined and
verified within 3 months.
Develop and industrial land strategy
Work with real estate professionals and
Council to prepare prospectus.
A single professional
document is available.
Prospectus available within
6 months.
Promote prospectus. Raising awareness through a
professional, complete
publication.
Promotional opportunities
determined within 6
months.
Number of prospectus
distributed.
2. Manufacturing Sector
Key Manufacturing Strategy
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 9
OBJECTIVE STRATEGY BENEFITS Measures
Expand existing businesses Continue to work with several of the major local manufacturing employers regionally on expansion and profitability programs. (Saxby’s, Ironwood, Agrifarm, Dairy Connect, Australian Meatpackers)
Sector growth. Rate of growth of key
manufacturers.
Leverage government funding opportunities
Explore funding opportunities from
State and Federal level for development
programs, expansion programs and
employment outcomes.
Injection of funds to improve
opportunity and outcome.
Opportunistic—report
through to EDPB on
monthly/quarterly activities.
Assist with funding applications and
requests when required, from the
sector for both direct and in-direct
funding.
Consistent quality of
applications.
Successful funding
outcomes.
Build productive partnerships Partner with larger employers/
businesses, NSW Trade & Investment,
relevant federal departments such as
Forestry (DAAF), Dept. of Agriculture.
Shared knowledge and
leverage.
Opportunistic—report
through to EDPB on
monthly/quarterly
activities.. Specially
convened meetings may be
required if and when major
economic drivers occur.
Ongoing Manufacturing Strategies
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 10
OBJECTIVE STRATEGY BENEFITS Measures
Examine the establishment of a local
food producer group.
Synergy of a group of
producers. Cost saving
outcomes/potential.
Group established within 3
months.
Establish Manning Valley businesses in a broader “food, eatery and wine trail”.
Determine interested businesses in
consultation with MVTC (Tourism).
Link producers to the tourism industry.
Ensure those involved relate
to the tourism industry.
Tourism potential of the
group determined within 6
months.
Develop and release promotional
material with RDA.
Leverage RDA capacity and
funding streams.
Relevant material developed
within 9 months and
distributed within 12
months.
3. Rural Sector
Key Rural Strategies
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 11
OBJECTIVE STRATEGY BENEFITS Measures
Expand existing businesses Continue dialogue with Dairy Industry re Powdered milk options, meat packers Australia re growth strategy for expansion into associated agriculture products. Assist in the funding of the Dairy extension for the dairy industry in the Manning Valley.
Sector growth.
Export—regional, ,
international opportunities
to take advantage of ‘Dining
Boom’.
Rate of growth of key rural
businesses.
Develop new opportunities Pursue opportunities with respect to a
farm gate trail map – including regional
producers and regional food, wine and
eateries in the Manning area.
Partnership with MNC RDA on Regional
Food Trail promoting Farmgate, Retail &
Sector growth.
Sector resilience.
Linkage to Mid North Coast
food trails.
Opportunistic.
Ongoing Rural Strategies
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 12
OBJECTIVE STRATEGY BENEFITS Measures
Expand infrastructure Explore funding of infrastructure for regional sporting grounds and amenities for the Manning Valley region.
More and/or larger events
attracted to the area.
Adequacy of facilities.
Support Event Tourism Collaborate with Tourism Committee, Cultural and Sports groups.
Link with the business
community for tangible
support and service for
event.
Number of events supported
and satisfaction responses.
Build capacity in local bodies Provide support for one key event for
each zone chamber precinct.
Increased capability.
Increased redundancy and
support.
Number of Events supported
by local chamber.
Run one key event To provide a B2B conference & expo
event annually ‘Gateway4Growth’.
Increased awareness of
capacity.
Knowledge and growth of
business
Event staged successfully.
4. Event Sector
Ongoing Event Strategies
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 13
OBJECTIVE STRATEGY BENEFITS Measures
Progress Northern Transport Hub Pursue the Local Northern Industrial area project (The Gateway Project) and to develop the northern end of Taree. Facilitate the Gateway Taskforce for a staged development of the project, as well as encourage business support, co-ordinate with strategic GTCC staff.
Key transport hub resulting
in employment, industrial
development and key
leverage for logistics
industries.
Progress through zoning and
financial support.
Organised industrial sector Examine further expansion and
rationalisation of the Taree industrial
areas to become more localised into
strategic precincts.
Increased leverage by like
industries collocating
Increased attractor for
industry.
Plan/strategy developed
with industrial sector.
Upgrade to Manning Base Hospital Support all stakeholders to have the
Manning Referral Hospital upgraded in
accordance with the Clinical Services
Plan.
Improved health services. Evidence of support
provided.
5. Miscellaneous enabling strategies
Potential Additional Opportunities:
State & Federal funding opportunities
NBN Co roll-out
MNC RDA regional food trail
Dairy & meat export opportunities
Partnering with education services
Business relocations
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 14
“This study examines local and regional economic development agencies across Australia and discusses their performance relative to comparable organisations in England, Northern
Ireland and the United States of America. The research found that:
Local government underpins economic development efforts in this country. Economic development organisations based in local governments are the most numerous type of
development body in Australia and local governments are the most important partners of these agencies. Local government funding enables many of these bodies to operate
and respond to the needs of their regions and communities.
State Governments and the Federal Government are also important for local economic development agencies across Australia. However, while significant they are less
important partners than local governments, and the Federal Government is primarily perceived to be important for its role in funding programs.
There are significant differences in the ‘institutional architecture’ of economic development agencies across the States and Territories. This affects the funding arrangements
in each jurisdiction, the level of resources, the goals and objectives of the organisations and the strategies they employ. The differences suggest there are useful lessons to be
learnt from the transfer of experience from one State or Territory to the next.
Economic development agencies in Australia are relatively small organisations, with modest staffs and modest budgets. Most organisations rely upon two or three public
sector funding sources, of which the general rate revenue of local governments is most important. Agencies raise some independent funding, such as membership
subscriptions and the proceeds from the sale of services, but these are relatively minor amounts. In Western Australia and South Australia a notable proportion of agencies
receive funding from a dedicated local government tax.
Local and regional economic development agencies in Australia are overwhelmingly located outside the capital cities. This reflects institutional arrangements whereby
regional development boards and similar structures have not been established within the metropolitan boundaries. A similar pattern of rural concentration was evident in
England, the USA and Northern Ireland.
Economic development practitioners rated their effectiveness more highly in 2001 than in 1996. A higher percentage of practitioners felt they had a major impact on the well-
being of their region, and a smaller percentage felt they had only a slight impact, in 2001 than compared with 1996. The more buoyant assessment in 2001 compared with 1996
reflects the maturing of the sector and a more stable policy environment. Respondents to the survey rated budget factors – particularly insufficient core funding – as the
greatest impediment to their effectiveness. Practitioners reported some problems with competition between agencies and tiers of government, but these did not have a
major deleterious impact.
Most agencies had the achievement of economic growth within their region as a primary objective, and this was largely interpreted growth in employment. Relatively few
agencies had addressing income inequality and overcoming the disadvantages suffered by the most marginal within society as an organisational aspiration. Many agencies
aspired to improve the quality of life within their region.
Attracting businesses to their region, assisting in the growth and development of local businesses, building partnerships between public sector agencies and the private sector
and assisting local people establish enterprises were high priorities of respondents.
Local and Regional Economic Development Agencies in Australia The following is an extract from a report prepared for the Local Government Association of South Australia by: Andrew Beer and Alaric
Maude - School of Geography, Population and Environmental Management Flinders University May 2002
Staff Report GM1 - Attachment (ii)
Manning Valley Economic Development Strategy 15
Many agencies were engaged in marketing their region on the global and national stage and assisting with major events was one of the most frequently cited activities
undertaken by respondents.
Relatively few Australian agencies engaged in high technology business assistance such as encouraging supply chain associations, assistance with ISO standards, providing
access to venture capital, conducting business incubators or providing space within an Industrial Estate or Science Park.
Economic development agencies play an important leadership role within their communities. This finds expression in strategic planning, the co-ordination of programs across
and within the tiers of government, and in encouraging networking between firms.
Local and regional economic development agencies across Australia work with many partners. Local government is the most frequently mentioned partner, followed by State
Governments and the Federal Government. However, they also work with business organisations such as Chambers of Commerce, Indigenous groups, environmental groups
and community groups. This reflects the ‘grass roots’ nature of much of their activity. They have relatively poor links with research organisations such as universities, and this
is a cause of some concern.
When compared with respondents in Northern Ireland, England and the United States economic development agencies in Australia were relatively cautious in their
assessment of their effectiveness.
Participants in the survey from the United States had a very positive view of the impact of their actions, and in part this reflected their relatively narrow economic
development objectives. The US respondents were more likely to define development activities in terms of firm recruitment, were focussed on protecting the local tax base,
and were often funded by dedicated taxes. Interestingly, local government was as prominent in economic development in the USA as in Australia.
Respondents from England were largely drawn from local government. They drew funding from a range of sources, including local government revenues, but also significant
resources from the national government and the European Union. Economic development based around property initiatives has a long history in England, and was reflected in
the results of the survey. The English respondents were also much more likely than their Australian counterparts to engage in technologically sophisticated approaches such
as supply chain associations or business incubators.
The responses from Northern Ireland reflected the strong community involvement in economic development in that jurisdiction. A relatively weak role for local government
appears to have generated a number of challenges.
The report concludes that economic development agencies have an ongoing role in the development of Australia’s metropolitan and non-metropolitan regions. They perform a
valuable role in securing employment opportunities, services and infrastructure for the populations they serve. Further strengthening their capacity could be an important step
towards stronger regional economies across Australia.
Staff Report GM1 - Attachment (ii)