Statement of Intent for the year ending 30 June 2022 - 8 July 2021 - Central Economic ...
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Statement
of Intent
for the year ending 30 June 2022
8 July 2021
Company Directory
Contents
Central Economic Development Agency Limited
Level 1, TSB Towers
1-19 Fitzherbert Avenue
06 350 1830 Foreword 3
CEDA.nz
Palmerston North 4410
Purpose of the Statement of Intent 4
Chief Executive
David Wright (Interim CEO)
Our Vision 5
Directors
Our Strategic Objectives 5
Malcolm Bailey (Chairperson)
Arthur Chin
What We Do 6
Margy Maré
Robyn O’Fee (Bobbie) Where we focus our time and money 23
Robbie Pickford
Francene Wineti
Who we are 24
Registered Office
Our Performance Measures for 2021-22 26
Morrison Creed Advisory
236 Broadway Avenue, Palmerston North 4410
Alignment with Our Shareholders 30
Bankers
Monitoring Indicators 32
Westpac New Zealand Ltd
About CEDA 33
Auditors
Audit New Zealand Financial Performance 34
(on behalf of the Office of the Auditor General)
Partner Organisations 45
Legal Status
Central Economic Development Agency Limited (“CEDA”)
was incorporated in New Zealand on 15 October 2015
under the Companies Act 1993 (NZBN 9429042001096).
As the shareholders of CEDA are Palmerston North City
Council (50%) and Manawatū District Council (50%) CEDA is
a council-controlled organisation as defined in section 6 of
the Local Government Act 2002. Front Page image: AgResearch
CEDA Statement of Intent 8 July 2021 2
Foreword
Tēnā koutou katoa areas. We will continue to accelerate the investment into significant programmes
We present our Statement of Intent for progress of the Central New Zealand of work such as the Central New Zealand
2021/21 with feelings of confidence and Distribution Hub and attracting investment Freight Hub, the ongoing implementation
optimism regarding the local economy. and businesses. We will proactively roll out of the Manawatū Agritech Strategy and
the strategic positioning of our region in support for positioning the region as a
The latest Infometrics data indicates that collaboration with regional and national global agrifood hub, and continuing to
Manawatū’s economy continues to recover partners as the agrifood hub of New Zealand build on the momentum created by the
and build from the effects of the COVID-19 and global leader in our field. We will work injection of the Strategic Tourism Asset
pandemic, better than the New Zealand collaboratively with stakeholders on the first Protection Programme funding into
average across almost every economic year of implementation of the Manawatū the implementation of the Manawatū
indicator. Our diversified and unique Talent Attraction and Retention Strategy to Destination Management Plan.
economy has kept our region strong help address some of the critical talent and
through the turmoil, and the collaborative Our work is made possible through the
skills issues facing our city and district. strength of our partnerships. We thank our
leadership shown has kept us agile in our
response, but we did not lose sight of Until New Zealand’s borders re-open, we shareholder councils, iwi, central government
the long-term strategic projects that will will continue to face even stronger domestic agencies and our many partners across the
ultimately deliver the greatest benefits to competition for investment, visitation, region and country. Your support, expertise,
our community. These projects remain talent, events, and conferences. Our ability and commitment to delivering inclusive
crucial to the ongoing recovery, growth as a region to focus on outcomes, work growth for our community is invaluable.
and confidence in our city and district, collaboratively, and pool our resources and Lastly, thank you to the Board of Directors
creating employment opportunities for our expertise to achieve results will be what and the whole team at CEDA who, no matter
people, contracts for our businesses, and ensures our success. CEDA is one part of what comes their way, see the opportunities
encouraging innovation in how we work and our regional development ecosystem, and to deliver meaningful outcomes that will
do business. our work over the past year with iwi, and support the growth and prosperity of
organisations such as Sprout Agritech, The Manawatū and beyond.
CEDA has made strong progress towards Factory, FoodHQ, Rural Innovation Lab,
achieving our three big goals for the region Massey University, UCOL and Manfeild
by 2025; Manawatū is recognised as one of have helped us to make real progress Ngā mihi nui ki a koutou katoua,
the top three agrifood hubs in the world, in attracting investment, accelerating
Manawatū is a leading distribution hub innovation, developing talent, and improving
and leverages off its role in central New the perception of our region nationally.
Zealand, and Manawatū is renowned for its These partnerships and the results we are
exceptional lifestyle, competitive advantages delivering together remain a priority for us. Malcolm Bailey
and is a magnet for investment, business,
We are projecting a deficit in 2021/22. Chairperson
and talent.
This is indicative of our need to realign
Over the coming year we will continue to our business to meet the altered needs of
focus our efforts and resources in these our shareholders, as well as our ongoing
CEDA Statement of Intent 8 July 2021 3
Purpose of the COVID-19 Impact
Statement of We as a country are continuing to work
in a challenging and seemingly constantly
Intent changing environment as we work
through the impacts of COVID-19. As an
This Statement of Intent is presented by organisation whose primary objective is to
Central Economic Development Agency support business and grow the regional
Limited (CEDA) in accordance with the economy, CEDA has had to approach
requirements of Section 64(1) of the Local our work with flexibility and have been
Government Act 2002 (LGA 2002). required to be responsive to the dynamic
In accordance with the Local Government environment and changing needs and
Act 2002, this annual Statement of Intent demands of our community. Although an
publicly states the activities and intentions end may now seem in sight, we are aware
of CEDA for the next three years, and the that we need to be prepared to adapt
objectives to which those activities will our programmes of work in the short to
contribute. medium term to achieve the outcomes
required to successfully lead and support
This Statement of Intent takes the the economic response for Manawatū.
shareholder letter of expectation
comments into consideration and includes The objectives and outcomes presented in
performance measures and targets as the this Statement of Intent include response
basis of organisational accountability. and recovery projects to assist our
businesses, industries, and our people
through the ongoing impacts locally,
nationally, and internationally of COVID-19.
CEDA Statement of Intent 8 July 2021 Feilding Farmers’ Market 4
Our Vision Our Strategic
Manawatū 2025; New Zealand’s
most progressive region
Objectives
Our vision is bold and purposefully so, it Achieving our vision n d b u sin e ss s u p
ā ori, a por
encompasses the ambitions of both our
t, M tg
CEDA works across the three strategic n ro
shareholder Councils. It requires our region
me up
People
pillars of economic development; People, n
to move from comfortable to ambitious, er sa
from reactive to future focused, and to move
Place and Business, and our success is ov r
underpinned and enabled by the strength
lg
e
with an increased cadence and sense of
th
ra
of our relationships with our regional and
ek
nt
resolve. We believe that Manawatū has the
national partners.
ce
ey
leadership and the ingredients to reposition Attract, retain
ils,
to
itself on the national stage - a vibrant and Our core objectives, programmes and and develop
u nc
suc
innovative region that will be first choice for activities are all aligned to these pillars, and talent in the
talent, business, and investment. are designed to create the environment,
ip s w ith c o
region
c e s sf u
stimulus, outcomes, and impact that
Our three big goals that show we are on our
will power our economic prosperity and
way to achieving this vision are:
lly delivering
achieve our vision for Palmerston North
city and Manawatū district. Attract, retain Profile the
rt n e rs h
Manawatū is recognised as one and develop region to
These key objectives guide the
of the top three agrifood hubs in business and attract people,
development of our short and medium-
the world investment in business and
ace
e Pa
term programmes of work as articulated
Bu
the region investment
ou
through this Statement of Intent for
tco
ctiv
Manawatū is a leading
sin
Pl
2021/22.
ss
m
distribution hub, and leverages
e
Eff
When considering how to prioritise our
es
e
off its role in central New
efforts, and based on our current resources
Zealand
and functions, we focus on programmes
and activities that offer the greatest
Manawatū is renowned for its opportunities for economic prosperity.
exceptional lifestyle, competitive
Partn
erships
These are identified through research,
advantages, and is a magnet for
monitored, and reviewed using the latest
investment, business and talent
data, and viewed through a regional,
national, and international lens.
To achieve this vision CEDA must work in
partnership with our shareholders, central
government, Māori, local iwi, industry, and
other regional stakeholders - it cannot be
achieved alone.
CEDA Statement of Intent 8 July 2021 5
What We Do CEDA Statement of Intent 8 July 2021 Mainfreight Distribution 6
VISION
Manawatū: New Zealand’s most
progressive region 2025
• Manawatū is recognised as one of the top three agrifood hubs in the world
GOALS • Manawatū is a leading distribution hub, and leverages off its role in central New Zealand
• Manawatū is renowned for its exceptional lifestyle, competitive advantages, and is a magnet for investment, business and talent
3-YEAR STRATEGY • Shared Vision, Diversified Funding, Agrihub Establishment
STRATEGIC PILLARS People Business Place Partnerships
Attract, retain, and develop talent in Attract, retain, and develop, business Profile the region to attract people, Effective relationships with councils,
SOI OUTCOMES the region and investment in the region business, and investment central government, Māori, local iwi,
and business support groups
Talent & Skills Attraction and Retention Destination Management Plan, Agritech Regional Identity, Agrihub PR Machine, Service Level Agreement, Partnership
Strategy, Te Aho Tāmaka Strategy Strategy, Business Expansion and featuring the region through media and Funding Agreements
Retention Strategy, Regional Business
STRATEGIES/ Partner Programme, business start-
PROGRAMMES up and innovation, Inward Investment
Strategy, Central New Zealand
Distribution Hub Strategy, Food and
Fibre Strategy
Pathways to employment and career Develop visitor sector capability, grow Regional marketing, direct media Outcomes aligned with partnership
development programme, leader media and tourism trade engagement, features, ManawatuNZ.co.nz and social agreements, research, data and
PROJECTS/ attraction, leader engagements, develop a Rangitāne o Manawatū media engagement insights, economic updates (incl. Māori
ACTIVITIES facilitation of leaders aligning support Māori Tourism Plan, Agritech Strategy business), stakeholder and business
to regional projects implementation, deliver NZ AgriFood community e-newsletters, business
Week planning, reporting to councils
CEDA Statement of Intent 8 July 2021 7
Attract, retain and
develop talent in
the region
Kia whakamanea, kia mau, kia
whakawhanake i nga taranata o te rohe
Through our data and research, we know development of the people they already
that the biggest barrier to business have, the recruitment of students to
growth in the region is the ability to the region, along with an understanding
attract the right people for the job. The of the future needs of our sectors and
development of a talent pipeline for businesses is key to the region being able
the region that includes the attraction to grow and prosper by 2025, becoming
of those with the skills and experience recognised for our exceptional lifestyle
our businesses need, the training and and competitive advantages.
CEDA Statement of Intent 8 July 2021 8
Develop the talent pipeline Lead and support the regions attraction
to grow a skilled workforce and retention of talent, skills, and
and better utilise the existing investment
labour market
Attract Talent and Investment and how to use this as part of their overall
for the Manawatū’s Future strategy to attract people and to build
As the region works towards the attracting the talent, developing organisations capabilities in workforce
Success
Manawatū positioning itself as one the skills of Manawatū’s existing planning, social procurement, capability
Key to CEDAs leadership is working with development planning and succession
of the top three agrifood hubs in the workers, integrating new workers
our partners to collaboratively develop planning.
world and strengthening our place as and their families into Manawatū’s
approaches to overcome the challenges the
a distribution and logistics hub it’s vital community, and making it easier for
region faces in attracting and retaining talent,
that we have the right talent and skills new arrivals, both from overseas
in the region. We know through the and elsewhere in retaining talent
skills, and investment and to leverage the Develop the Skills of Existing
opportunities that will address labour force Workers and Residents
development of the Manawatū Talent to maintain a diverse and skilled
needs, whether in the short or long term.
and Skills Framework that we need to workforce across Manawatū. While attracting and retaining talent is
take a multi-pronged approach, from CEDA has established the Central Region important, so too is the need to develop
Talent and Skills Advisory Group with the existing workforce. This supports career
representatives from iwi, education, development and progression and ensures
community stakeholders and central workers skills and knowledge keeps pace
government. The Advisory Group will lead with change in their work.
the implementation of the Manawatū Talent
CEDA will lead the creation of a series of
and Skills Attraction and Retention Strategy,
regional micro-credentials for people and
including the formation of sector specific
workplaces including partnering with iwi to
Working Groups.
develop training tools on Te Tiriti o Waitangi.
The Working Groups will co-create Sector
Additionally, CEDA will enable, connect and
Profiles and Plans, and Pathways to
facilitate people and employers to Pathways
Employment initially for the Primary Sector;
to Employment and Career Development
Dairy, Beef and Sheep, Horticulture and
activities, that create opportunities for
AgriTech/AgriFood, and Infrastructure and
inspiration, information, motivation and
Construction sectors.
a call to action, whether entering the
We will work with our partners to co- workforce, looking at changing career
design tools to empower organisations to or looking at career and professional
understand their brand and reputation development.
CEDA Statement of Intent 8 July 2021 9
Integrate New Workers region that has played a significant role in
and Their Families into the their journey. Te Aho Tāmaka reaches out
to highly accomplished individuals, who
Community
have a strong connection to Manawatū.
Integrating new workers and their families It celebrates our leaders who are making
into Manawatū’s community is about making a difference, both globally and in New
it easier for new arrivals, both from overseas Zealand, who are positively contributing to
and elsewhere in New Zealand, to settle in their communities and industries.
Manawatū and build the connections that
Te Aho Tāmaka is an integral part of CEDA’s
they will need to thrive.
commitment to attract, retain and develop
Our first step in the talent reception talent in the region, as well as raising
and integration space is to facilitate the the national and international profile of
development of tools and an action learning Manawatū. We are building a network of
workshop that will empower organisations renowned leaders and advocates, who can
to build a reception and integration foster pride in the region, raise our profile,
programme for their business that is connect, develop, and grow our future
connected to the region’s reception and leaders and ultimately support us to build
integration approaches. a stronger and more prosperous economy
and region. This is achieved through the
identification of new leaders, engagement
Te Aho Tāmaka Leaders with current leaders and connecting them to
Programme - Growing the people and business in the region through
Region mentoring, engagement, and investment
The high calibre group of leaders that are opportunities.
now part of Te Aho Tāmaka continue to be The kaupapa has become more
strong ambassadors for our region while the recognised throughout the region through
profile of the kaupapa rises. The addition of engagements and the production of content
former All Black captain and business leader such as videos, leader Q&A’s and webinars.
Dr David Kirk, MBE, to Te Aho Tāmaka in This will be built upon over the next year
October 2020 reinforced the importance and Te Aho Tāmaka will continue to be a
of the programme and the desire of our kaupapa that connects to and supports all
high achieving leaders to give back to the the work CEDA does.
CEDA Statement of Intent 8 July 2021 Sort It Careers Expo 10Attract, retain and
develop business
and investment in
the region
Kia whakamanea, kia mau tonu, ka
whakawhanake i nga pakihi me nga
haumi o te rohe
Business development and expansion magnet for investment, business, and
in the region, and attracting business talent. We have a strong competitive
and investment to the region, is at the edge to achieve these outcomes with
core of economic development and at our central location, comparatively
the forefront of CEDA’s objectives for affordable land and development
Manawatū to be a leading distribution costs, a diverse labour pool, and a
hub, be recognised as one of the top growing culture of innovation and
three agrifood hubs in the world, and a entrepreneurship.
CEDA Statement of Intent 8 July 2021 11Developing our priority sectors through
Support our sectors of strength to sector strategy implementation, cluster
grow through targeted business development and partnerships with
development actions, retention Māori.
initiatives and activities
Destination Management Plan for visitors and residents alike. This includes
the continued development and growth
The Destination Management Plan was
of trade and industry partnerships, driving
developed to establish a shared vision
the development of cultural tourism, and
and plan on what the future of the visitor
our core functions as the Regional Tourism
sector for Palmerston North city and
Organisation for Palmerston North and
Manawatū district will look like, taking
Manawatū.
into consideration the perspectives of the
visitor, mana whenua and iwi, our residents, The Destination Management Plan will
the business community, and central and remain a ‘live’ document to ensure we
local government. A cohesive approach to can respond to changing trends and
managing the growth of the visitor sector opportunities while keeping the vision and
in our region will enable us to leverage and purpose front and centre. Working with key
target investment into the region through stakeholders and partners including councils,
central government funding channels, as well mana whenua, national body organisations
as commercial investors. such as Air New Zealand and Tourism New
Zealand, will ensure a coordinated and
CEDA will focus on implementing year
targeted approach now and into the future.
two and three of the action plan including
partnering with Rangitāne o Manawatū to
implement the co-developed Māori Tourism
Manawatū Agritech Strategy
Strategy, identification and development
of opportunities and experiences, and Manawatū’s deep agritech innovation
stimulating visitation from New Zealanders ecosystem is being developed as part of our
and ultimately from around the world. goal to strategically position the region as
one of the top three agrifood hubs in the
A specific focus will be given to building the
world by 2025. The Agritech Strategy gives
capability of key visitor sector operators
life to this goal, with various stakeholders
who work in the tourism trade space, which
responsible for delivery including FoodHQ,
in turn will stimulate growth in the visitor
Sprout Agritech and The Factory.
economy and provide quality experiences
CEDA Statement of Intent 8 July 2021 12CEDA will lead the implementation of the New Zealand AgriFood Week
Agritech Strategy next 3-year action plan and
New Zealand AgriFood Week is a pivotal
will support a number of initiatives such as
lever in the regions strategic positioning
the Roaming Networker Programme, which
as a global agrifood hub. Sitting at the
gathers market intelligence on the activity in
intersection of agriculture, science and
region, including research and development,
technology, the Week is about excellence
investment, and businesses created, and
in agrifood and agritech, inspiring the next
the Sprout Agritech global accelerator.
generation of scientists, change makers,
Partners to the strategy will support the
innovators, leaders, and consumers. Key
implementation of key projects each year,
partners include our shareholder councils,
including Massey University, The Factory, the
AgResearch, Rangitāne o Manawatū, Ministry
Rural Innovation Lab, FoodHQ and others.
of Business, Innovation and Employment,
CEDA will lead an ‘agrifood communications ASB, New Zealand Trade and Enterprise,
and public relations cluster’ to collectively FoodHQ, Fonterra, The Factory, Sprout
profile and cement our position as the Agritech and Beef + Lamb NZ.
leading agrifood hub in New Zealand, and
CEDA will continue to lead the
ultimately being recognised as one of the
implementation of the 3-year strategy,
top three in the world. Through targeted and
positioning the event to become nationally
systemic media campaigns, we will ensure
and then globally recognised. This includes
our city and region becomes synonymous
working with a steering group of industry
with the words ‘agrifood hub’, collectively
leaders to develop a topical, thought
showcasing the depth of expertise and
provoking theme for 2022, building a
activity that is happening here, building
deepened events programme, enhanced
our profile and recognition as a top global
marketing and media profile, greater
agrifood hub, therefore lifting our ability to
audience focused content, and strategically
attract investment, business, and talent.
selected partnerships to increase funding
and participation.
CEDA Statement of Intent 8 July 2021 Fonterra 13Retaining businesses in the region Facilitate access to specialist innovation,
through engagement and identification business development and start up
of barriers to growth expertise
Business Retention Strategy The Strategy includes support for businesses Supporting innovation and start- Supporting research and
expanding in the region through helping ups in the region development
Cities and regions that are competitive
businesses to overcome barriers to
in attracting and retaining businesses Fueling innovation is key to fostering our Businesses that enter the research and
investment and expansion, investor after-
and investors have well defined retention competitive advantage as a region, and in development phase are supported by
care, and monitoring business sentiment
strategies. CEDA is an important link creating jobs and investment opportunities. CEDA through the Regional Business
and confidence to ensure that an enabling
between businesses, local government, and Partner programme facilitating access to
business environment is being created. The Innovate Programme, delivered by The
support institutions, and having developed research and development grants and
This will ensure that existing investors and Factory, and supported by CEDA, has been
the Manawatū Business Retention and expertise through Callaghan Innovation,
businesses continue to play a vital part in our designed to help potential entrepreneurs
Expansion Strategy in partnership with Massey University and Crown Research
local economy; both in terms of contribution transform ideas into early-stage start-up
stakeholders, we now move into leadership Institutes. Research and development is
to growth in regional Gross Domestic businesses. Our work includes funding and
of its implementation. key to building innovation capability in the
Product and employment creation. mentoring support to help facilitate and
grow the next generation of innovators and region and potential job creation. CEDA
entrepreneurs. connects businesses from around the region
into the grant process and supports their
The Sprout Agritech global accelerator applications.
selects national and international start-ups
and businesses to undergo an intensive Student experience, fellowship or career
mentorship process to accelerate innovation grants facilitated through Callaghan
with a view to commercialising technology. Innovation, link tertiary students directly to
The Accelerator is rapidly becoming a highly businesses to further support their research
effective mechanism to attract start-up and development activities. CEDA connects
interest in the region, and as a key partner of students to the opportunities to support
Sprout, CEDA provides funding and support, business research and development,
and works with Sprout on the selection along with developing their own academic
process to ensure successful outcomes for capability, supporting the development of
the programme and highlight the capability regional capability.
we have within the region.
Sprout and the Innovate Programme are
important contributors to the strategic
positioning of the region as a global agrihub
and centre of innovation, making us a
magnet for investment, business, and talent.
CEDA Statement of Intent 8 July 2021 AgResearch 14Develop and grow businesses by
delivering information, advice, and
support
Regional Business Partner access to research and development grants
Programme and support. The programme also offers
one-to-one mentorship through Business
CEDA supports small to medium businesses
Mentors New Zealand.
through the delivery of the Regional Business
Partner programme on behalf of New Increased business capability leads
Zealand Trade and Enterprise, Callaghan to increased staff retention, business
Innovation and Business Mentors New competitiveness, expansion, and growth.
Zealand, for the Manawatū-Whanganui We are focusing on increased Māori
region. Business uptake in the programme, and will
The programme’s purpose is to build the work with regional district councils, economic
capability of businesses through connections development agencies and approved
to expertise and resources. This includes service providers to increase awareness of
development in business planning and the programme across the region and in
sustainability, financial management and addition, strategically focus the programme
systems, marketing and sales, exports, at developing our priority sectors.
succession planning and governance, and
CEDA Statement of Intent 8 July 2021 Tim Buys Auto Services 15Inward Investment Strategy
Attract Implementation, with regional partners
business and Attracting domestic and international responding to further opportunities that Central New Zealand
investment to investors is a core part of CEDA’s goal
for Manawatū to become a magnet
benefit our regions strengths and vision. Distribution Hub
the region for investment, business, and talent.
CEDA will work alongside our shareholders,
regional partners, New Zealand Trade
Linked to our investment profiling initiatives,
Manawatū offers exceptional locational
International best practice in investment and Enterprise, and relevant commercial advantages for businesses, giving the region
promotion requires strategic marketing, parties, to enable targeted information to significant potential to become a leading
proactive targeting of carefully identified be used for specific investment attraction national distribution hub.
investors and intermediaries, investment opportunities and ensure a consistent and
facilitation to ensure that prospects are The Central New Zealand Distribution Hub
strategic approach to raising the profile and
converted into realised projects and a Strategy builds on the region’s comparative
recognition of our city and region’s collective
targeted approach to investor after-care. advantages to increase distribution
strengths, and successes, as a competitive,
capabilities and freight volumes, significantly
CEDA’s work will focus on our sectors of compelling investment destination.
contributing to economic growth of the
strength in agrifood, transport and logistics
region. The Strategy, led by CEDA, will be
and the visitor sector, profiling the region for
Te Āpiti – Manawatū Gorge a priority focus with the execution of a
investment, developing a targeted pipeline,
targeted funding strategy, identification and
and removing barriers to investment. tourism opportunity
targeting of investment from the transport
Te Āpiti – Manawatū Gorge presents and logistics sector, and central government
the region with an opportunity to create advocacy priority activities.
Investment profile of the region
significant tourism activities to cement Te
Through the investment profiles of the five Āpiti as a North Island visitor icon, bringing
priority investment zones across the city significant economic benefit to the region Regional Food and Fibre Strategy
and region, CEDA will lead the positioning and leveraging off the investment and
In conjunction with regional stakeholders
of Manawatū as a strategic investment development of Te Ahu a Turanga over the
and partners, CEDA will lead the
location, targeting public and private next five years.
development of a regional Food Strategy to
investment opportunities and leveraging our
Following a successful feasibility study and position Palmerston North and Manawatū
relationships with central government to
evaluation of the tourism development to accelerate government and private
further advocate for our region’s significant
opportunity in and around Te Āpiti, and a investment into food innovation in the
strengths and opportunities.
subsequent Business Case outlining two region, including for FoodHQ. Food science
The priority zones include the Central New priority areas of focus, CEDA will work with and innovation is an area of city and regional
Zealand Distribution Hub (which includes key partners and stakeholders to identify competitive strength and vital to being a
North East Industrial Zone), Kawakawa Road and attract targeted investment into Te Āpiti top three global agrifood hub, and the food
precinct in Feilding, Palmerston North CBD, focused on built infrastructure that will drive innovation capital of New Zealand.
Longburn Industrial Park, and the Food the development of visitor experiences and
Precinct. While specific focus will be placed commercial product into the area. This work will
on these zones, CEDA will remain agile in be done in conjunction with Te Āpiti’s Master
Plan, led by Palmerston North City Council.
CEDA Statement of Intent 8 July 2021 16Profile the region
to attract people,
business and
investment
Tohu ki te rohe hei kukume i te iwi,
pakihi me te haumi
Profiling the region to highlight our advantages and is a magnet for
strengths, our people and our places investment, business, and talent.
through a shared regional identity, A coordinated approach to better
targeted storytelling and partnerships showcasing the strengths of our region
ensures Palmerston North city and and profiling our successes is key to
Manawatū district is renowned for achieving recognition as one of the top
its exceptional lifestyle, competitive three global agrifood hubs by 2025.
CEDA Statement of Intent 8 July 2021 17Lead and develop stories of Manawatū,
Profile Manawatū locally, creating a narrative and a unified
nationally, and globally positioning, incorporating the cultural
heritage of iwi
Positioning our region as one of the top strengths and successes, building
three agrifood hubs in the world and pride and awareness in our people, Regional Identity Project Featuring the region through
cementing our position as the primary New Zealanders and beyond, to lift
Leveraging the Regional Identity and media
distribution hub for the lower North our region’s ability to attract people,
Island will ensure we are leveraging business, and investment here. the strategic positioning of Palmy as the Our work with local, national, and
our collective strengths while carving innovation capital of New Zealand, CEDA will international media ensures a strong and
This work interlinks across CEDA’s work with our shareholders and partners
out our place in New Zealand and consistent regional presence and rhetoric
core focus areas of People, Place to raise the profile of the city and region as
beyond with a unique and compelling across all traditional and digital channels.
and Business ensuring a strategic a compelling destination for investment,
narrative. CEDA will continue to leverage existing media
approach to our regional profile business and talent through targeted story relationships and proactively build new ones
CEDA will lead a coordinated public telling. to pitch stories and features to national and
relations and communications
This work will be carried out through CEDA’s local media organisations and publications to
approach to profiling our regions
projects and strategic plans including inward attract investment, business, visitation, and
investment, destination management, talent talent.
and skills attraction and retention, and In our role as the Regional Tourism
business attraction and retention. Using Organisation for Palmerston North
CEDA’s key channels, and working with and Manawatū, CEDA works with key
regional stakeholders and media partners, national organisations including Tourism
we will positively build the profile of our city New Zealand, Air New Zealand, Tourism
and region, and collectively build on our Industry Aotearoa and more to ensure
distinct and respected value proposition we are maximising our relationships and
through the Regional Identity to build opportunities to build the profile and
momentum and awareness of the city, reputation of the city and region as a
district, and region. desirable place to live, visit, work and do
The messaging and tone, imagery, campaign business.
work, digital presence and every touch point
we have going forward, will support our on-
going work to profile the region’s distinctive
and compelling proposition.
CEDA Statement of Intent 8 July 2021 18Grow engagement on regional web and
digital platforms for increased promotion
of and information on the region
ManawatūNZ.co.nz and social of being recognised as a top three global
media agrifood hub, from our regional social
media channels and the regional website
Digital marketing plays a key role in
ManawatūNZ.co.nz, through to partner
connecting with our main audiences and
websites and national platforms.
profiling the region’s strengths to attract
talent and investment to the region, The ManawatuNZ.co.nz Visual Library will
showcase our lifestyle advantages, tell our continue provide new, fresh content and
region’s story, and build increased awareness assets to provide our partners, stakeholders
of the breadth of what Palmerston North and and media with fresh, engaging imagery and
Manawatū has to offer. content of the city and region. This works to
ensure we can collectively profile the region
Digital platforms are one of our biggest,
on a local, national, and global stage under a
most efficient, tools in owning our narrative
consistent rhetoric.
as a region, and in achieving our ambition
CEDA Statement of Intent 8 July 2021 Limestone Creek Reserve Glow Worm Caves 19Lead inclusive
and sustainable
economic
development for
the region
Te arahi i te whanaketanga ohanga me
te pumau mo te rohe
Our work cannot be done in isolation, and partnerships with key regional and
and the strengths of our region national stakeholders, central and local
rely on working together to use our government, Māori, and iwi are key to
combined strengths, connections, ensuring our strategic outcomes for the
and skills to compete nationally and city and district.
globally. Collaborative relationships
CEDA Statement of Intent 8 July 2021 20Develop strategic partner Building on relationships with
relationships, leveraging shareholders, central government
opportunities agencies, key regional stakeholders,
local iwi and Māori, and business
One of CEDA’s major roles is the
aligning of shared outcomes of key
support groups
stakeholders in our region, connecting
shared opportunities, providing a
shared voice, and co-ordinating our Strategic relationships with local partners, including the ongoing profile and use of the
region’s collective capability. We other regions, and national organisations Regional Identity, Manawatū Destination
believe this is key to achieving the such as Rangitāne o Manawatū New Zealand Management Plan, the Rangitāne o
vision and goals for the region. Trade and Enterprise, Callaghan Innovation, Manawatū Tourism Strategy, and Te Āpiti –
Tourism New Zealand, Regional Tourism Manawatū Gorge tourism opportunity.
Organisations New Zealand, Education The development of partnership agreements
New Zealand, The Factory, Sprout Agritech, with iwi and Māori business networks
Manawatū Chamber of Commerce, Talent continues to enable the support of iwi
Central and Immigration New Zealand, partnership projects to increase employment
enable CEDA to connect, discover and opportunities and skill development for
leverage mutual opportunities. Māori. Further to this, the focus this year will
We regularly review our current partnership be to support the Māori business sector, and
agreements and workplans and ensure new iwi social procurement targets and support
plans where relevant are in place to ensure programs, that build capability for Māori
that we are working effectively together business to be well positioned to tender
in identifying opportunities and reducing for contracts for regional infrastructure
barriers across all that we do. development projects.
We will also continue to work on developing
CEDA’s internal capability to support the
Iwi partnerships and
strategic relationship with Tangata Whenua,
engagement ensuring we have meaningful relationships
Further to our support of Māori business with iwi and Māori organisations.
through the Regional Business Partner
programme and Māori sector development,
CEDA continues to work collaboratively
with local iwi through our strategic projects
CEDA Statement of Intent 8 July 2021 21Data and Economic impact information regularly communicated
Insights to stakeholders and business, including iwi and Māori
communications business sector
on the CEDA works with national agencies including overview of the region’s economy, from the businesses and communities have access to
performance MarketView, Statistics New Zealand, drivers through to barriers to growth. and understanding of what is happening in
of the region’s
Destination Think!, Tourism New Zealand, Partnering with Palmerston North City the local economy, the impact it may have on
Infometrics and Ministry of Business, Council and Manawatū District Council, and their businesses, and even identify shared
economy
Innovation and Employment to provide the key industry leaders, CEDA works to analyse project opportunities.
latest information from the visitor and retail the data and insights of our economy and
sectors, our sectors of strength and key provide context and commentary around
growth indicators such as GDP, population, Māori economy data and
how the region’s economy is performing
Through our partnerships and research housing prices, consents, visitor spend and in a local and national context, in an easily insights
CEDA are the ‘go to’ for insights and more. These relationships ensure CEDA, and absorbable manner. CEDA is working closely with Palmerston
data on the local economy and national our region, has a voice in the discussions North City and Manawatū District Council’s
for addressing and future proofing the data This includes publishing this information
trends across priority sectors including economists, key Māori sector leaders and iwi,
gaps that we face as a nation, and in key on a regular basis through targeted
the visitor economy. We have a crucial to provide analysis and commentary around
sectors including the visitor sector. communication channels such as 60
role in enabling the coordination, how the Māori economy is performing in
Seconds (e-newsletter) and Quarterly
connection, and delivery of outcomes the region and in a national context. We will
Economic Updates, and engaging media to
by striving for the transparency and communicate and publish this information
alignment of the many economic Business and stakeholder help profile our economic pulse. This will
cover data, insights and trends on the visitor on a six-monthly basis to better engage with
development projects and initiatives communications our Māori businesses and community, and to
and retail sectors, our sectors of strength
that are underway or are planned Providing comprehensive regional data provide greater insight and visibility into what
and key growth indicators, and updates on
across our region. To ensure best and insights is crucial to help businesses, is happening specifically in the local Māori
regional projects and economic development
practice and smart investment of investors and residents make informed economy as a way of identifying barriers,
activities, ensuring our stakeholders,
resources, funds, and expertise, aall of decisions and providing easy to understand trends and opportunities.
CEDA’s areas of work are underpinned
with data and insight, enabling us to
achieve high impact results for our city
and region. Business Plan development to ensure alignment
with shareholders
Delivery of CEDA’s annual business plan
to Palmerston North City Council and
Manawatū District Council to ensure delivery
on the outcomes of the Statement of Intent
and alignment with shareholder objectives.
CEDA Statement of Intent 8 July 2021 22Where we focus
our time and
money
Our funding
Council funding 75%
Central Government funding 21%
CEDA receives funding from Palmerston North Industry contribution 4%
City Council and Manawatū District Council, its Other revenue 0.2%
shareholders, and also funding from institutions
and central government partners for initiatives
that bring benefit to the wider region and New
Zealand.
All of this funding gives us the ability to invest in
local businesses and engage in specific sector How we’re going to allocate our funding
work that is important to the region and beyond.
Further specific funding is also received from
commercial organisations for sponsorship of Governance
programmes and joint projects that assist to
highlight the regions strengths, and attract
Partnerships
talent, business, and investment to the region.
Additional central government funding has
Marketing
been received for specific sector support after
the impacts of COVID-19, to be spent in this
financial year. Inward Investment
Note:
Talent & Skills Attraction & Retention
1. Marketing costs where directly related to an activity are included in
the budgeted costs for that activity
Sector Development
2. Sector Development expenses include expenses in relation to
additional central government funding for COVID-19 impact
support
Business Retention & Expansion
3. Business Retention and Expansion includes the Regional Business
Partner programme costs
4. Employee and operating expenses where not directly related to an
0 200,000 400,000 600,000 800,000 1000,000
activity have been allocated on a percentage of expenditure basis
CEDA Statement of Intent 8 July 2021 23Who we are
CEDA is a team of people who are passionate about our region. We are thought leaders, Te Tiriti o Waitangi
subject matter experts, and doers, working together with the common purpose of prosperity
We recognise the principles of the Treaty of Waitangi and acknowledge the importance of
for all our communities. Our success is underpinned by our people, connections, and
partnering with local iwi and recognition of Tangata Whenua in the region through localised
networks locally and globally.
partnering. Our focus will continue to be on Participation through our growing relationships
We are committed to operating efficiently and effectively, and as a future-focused with regional iwi and mana whenua. Through Partnerships, we aim to work together with our
organisation, to supporting initiatives that enhance and protect our natural and built regional iwi for agreed outcomes that benefit the region, and we will ensure Protection is a
environment. priority focus by incorporating te reo and tikanga across our projects and programmes.
Our values:
Sustainable Development Goals
We are also committed to sustainable practices in both our office environment and the
OUR PURPOSE Believe in what Be proud and Together we can environment within which we work and live and value diversity in both our team at CEDA and
Drive and you do and how take ownership achieve more our commitment to promoting diversity in age, culture, ethnicity, and gender in all that we do.
facilitate the you do it The Sustainable Development Goals or Global Goals are a collection of 17 interlinked global
creation and goals designed to be a “blueprint to achieve a better and more sustainable future for all”.
growth of Mauria te pono Whāia te iti Naku te rourou
The Goals were set in 2015 by the United Nations General Assembly and are intended to be
economic wealth Believe in yourself kahurangi, ki te naku te rourou ka
achieved by the year 2030.
in Manawatū and tuohu koe, me ora ai te iwi
he maunga teitei The CEDA team have worked together to come up with CEDA’s top three Sustainable
beyond With my food
Development Goals that we will work on implementing across CEDA and all the activities and
Seek the treasure basket and yours
projects that we undertake to make the most impact.
that you value most the people will
dearly, if you bow thrive Our top three Sustainable Development Goals:
your head, let it be
to a lofty mountain
CEDA Statement of Intent 8 July 2021 24Naku te rourou noku rourou ka ora ai te iwi With my food basket and yours the people will thrive CEDA Statement of Intent 8 July 2021 He Ara Kotahi Bridge 25
Our Performance
Measures for
2021-22
CEDA’s performance measure framework identifies quantifiable measures of our
programmes and activities aligned to our key strategic outcomes. These form the basis
of our accountability and will be reported on six-monthly. In our reporting, additional
commentary will be used to inform on the delivery and effectiveness of the full range
of CEDA’s activity.
CEDA Statement of Intent 8 July 2021 26Service Level Statement Performance Measure 2021/22* 2022/23* 2023/24*
Attract, retain and develop talent in the region
Develop the talent pipeline Lead and support the Lead the delivery of the Manawatū Lead the delivery of the year two Lead the delivery of the year three
to grow a skilled workforce, regions attraction and Talent and Skills Attraction and action plan through the establishment action plan though the development of a
and better utilise the retention of talent, skills, and Retention Strategy, year one action plan, of a regional brand ambassadors programme to integrate people into the
existing labour market investment including the creation of a pathways to programme region and/or workplace
employment and career development
programme
Deliver year two of the Te Aho Tāmaka Deliver the year three action plan in Review and update the strategy based
three-Year strategy, including two leveraging leaders support to enable on the three-year outcomes
leaders aligning their support to relevant investment in the region
regional projects, building business or
talent capability
Attract, retain, and develop business and investment in the region
Support our sectors of Development of priority Implementation of the Destination Implement the year three action plan, Review of the Destination Management
strength to grow through sectors through sector Management Plan year two actions, to to monitor community sentiment, and Plan, and Conference Sector Strategy
targeted business strategy implementation, lift visitor sector business capability, and deliver campaigns for visitor attraction with iwi and stakeholders based on
development and retention cluster development and develop the Māori Tourism Plan outcomes
initiatives and activities partnerships with Māori.
Implementation of year four of the Implement the year five action plan Implement the year six action plan
Agritech Strategy action plan, to grow including outcomes to support including delivery of NZ AgriFood Week
the sector, attract investment, increase positioning the region as a global
research and development activity, agrihub, including delivery of NZ
develop talent and skills, and increase AgriFood Week
the national and global profile of the
region, including delivery of NZ AgriFood
Week
Retain businesses in the Implement year one of the Business Implement year two of the strategy Implement year three of the strategy, to
region through engagement Retention and Expansion Strategy through structured business ensure that business expansions occur
and identification of barriers through structured business engagements and facilitating the
to growth engagements, identifying specific resolution of constraints
business expansion constraints and
facilitating resolutions
CEDA Statement of Intent 8 July 2021 27Service Level Statement Performance Measure 2021/22* 2022/23* 2023/24*
Facilitate access to specialist Partner with The Factory, Sprout Partner with The Factory, Sprout Partner with The Factory, Sprout
innovation, and start-up Agritech and Callaghan Innovation to Agritech and Callaghan Innovation to Agritech and Callaghan Innovation to
expertise deliver start-up and innovation support deliver start-up and innovation support deliver start-up and innovation support
Develop and grow 580 businesses supported through 620 businesses supported through 670 businesses supported through
businesses by delivering CEDA business development CEDA business development CEDA business development
information, advice, and programmes and activities including the programmes and activities including the programmes and activities**
support Regional Business Partner Programme** Regional Business Partner Programme**
Attract business and Implementation of Inward Identify and support three key Identify and support five key investments Identify and support five key investments
investment to the region Investment strategy with investments to the region including Te to the region including Te Āpiti to the region including Te Āpiti
regional partners, through Āpiti development project development project
the attraction of investment
Central New Zealand Distribution Strategy year three implementation in Strategy year three implementation
to the region including key
Hub strategy implementation through the development of funding options and
regional projects
development of business cases for solutions for projects
multiple infrastructure projects
Development of a Food Strategy for Food strategy year two implementation Strategy year three implementation
the region identifying investment
opportunities
Profile the region to attract people, business, and investment
Profile Manawatū locally, Lead and develop the stories Leverage the regional identity to attract Grow profile and narrative of the city Grow profile and narrative of the city
nationally, and globally of Manawatū, creating a people business and investment to the and region, with 10 content pieces and region, with 12 content pieces
narrative and a unified region, with 8 content pieces published published targeting key audiences published targeting key audiences
positioning, incorporating
40 direct media features published 50 direct media features published 55 direct media features published
the cultural heritage of iwi
profiling the region across people, place, profiling the region, with a reach of more profiling the region, with a reach of more
and business with a reach of more than than 2.7 million*** than 2.8 million***
2.5 million***
Grow engagement on 11% increase in ‘sessions’ on 12% increase in ‘sessions’ on 13% increase in ‘sessions’ on
regional web and digital ManawatūNZ.co.nz, and social media ManawatūNZ.co.nz, and social media ManawatūNZ.co.nz, and social media
platforms for increased engagement**** engagement engagement
promotion of and
information on the region
CEDA Statement of Intent 8 July 2021 28Service Level Statement Performance Measure 2021/22* 2022/23* 2023/24*
Lead inclusive and sustainable economic development for the region
Develop strategic partner Continue to build on Partnership agreements and workplans Partnership agreements and workplans Partnership agreements and workplans
relationships, leveraging relationships with reviewed and agreements in place with reviewed reviewed
opportunities shareholders, central key central government agencies
government agencies, key
Iwi partnership projects implementation Iwi partnership projects implementation, Iwi partnership project implementation
regional stakeholders, local
underway including identification of additional underway
iwi and Māori, and business
project(s)
support groups
Stakeholder satisfaction survey increase
on previous year to 75%
Data and insights Economic impact Set baseline for audience engagement Grow audience engagement across key Grow audience engagement across key
communications on the information regularly across key communications including communications including economic communications including economic
performance of the region’s communicated to economic updates, Maori economy data updates, Maori economy data and updates, Maori economy data and
economy stakeholders and business, and regional news regional news regional news
including iwi and Māori Set baseline now from 20-21 year
business sector
Work plan aligned to delivery Development of Business Business Plan developed and delivered Business Plan developed and delivered Business Plan developed and delivered
of Statement of Service Plan with outcomes on to shareholders by 31 October***** to shareholders by 31 October***** to shareholders by 31 October*****
Performance delivery of the Statement of
Intent
*these objectives or outcomes may be impacted by CEDA’s requirements to be adaptable and responsive to the needs of the regional economy due to the impact of COVID-19
** assuming continued funding of the Regional Business Partner programme by NZTE and Callaghan Innovation
***reach measured by media and/or publication audience/readership
**** increase in sessions for 2021/22 to be based on a baseline of 250,000 because of additional activity in the 2020/21 financial year due to Strategic Tourism Assets Protection Programme funding received in response to COVID-19
***** Dependent on Statement of Intent being signed off by 30 June
CEDA Statement of Intent 8 July 2021 29Alignment with Our Shareholders
It is imperative that CEDA’s objectives are CEDA plays a critical part in delivering
aligned with our shareholder council’s outcomes identified in the relative Long-
plans and visions for the city and district. Term Plans as outlined below:
The Palmerston North City and Manawatū
District Councils signed Long Term Plans
outline these objectives.
PNCC Long Term Plan Outcomes CEDA Service Level Statement alignment
Create and enable opportunities for • Develop a talent pipeline to grow a skilled workforce, and better utilise the existing labour market
employment and growth • Lead and develop programmes and initiatives to attract more students to the region
• Support our sectors of strength to grow through targeted business development and retention initiatives and activities
• Attract business and investment to the region
• Profile Manawatū locally, nationally, and globally
• Develop strategic partner relationships, leveraging opportunities
• Data and insights communicated on the performance of the region’s economy
Provide infrastructure to enable • Attract business and investment to the region
growth and a transport system that • Support our sectors of strength to grow through targeted business development and retention initiatives and activities
links people and opportunities
Diversify the economy to reduce • Develop a talent pipeline to grow a skilled workforce, and better utilise the existing labour market
reliance on traditional industries • Deliver information, advice, programmes, and initiatives to attract more students to the region
• Support our sectors of strength to grow through targeted business development and retention initiatives and activities
• Attract business and investment to the region
• Profile Manawatū locally, nationally, and globally
• Develop strategic partner relationships, leveraging opportunities
• Data and insights communicated on the performance of the region’s economy
CEDA Statement of Intent 8 July 2021 30You can also read
