HAWKE’S BAY REGIONAL COUNCIL
Wednesday 27 January 2021
Subject: Regional Economic
Development Review
Reason for Report
1. This item
presents the findings and recommendations of the Review of Local Government
Investment in Business and Industry Support across the Hawke’s Bay Region
undertaken by the Giblin Group for the five Hawke’s Bay councils. It is
being presented directly to Council as there is urgency in the need to progress
the next stage of work and the next Corporate and Strategic Committee meeting
is not scheduled until 3 March 2021. A briefing on the preliminary findings of
the review was provided by the Giblin Group to Council in a workshop on 7
October 2020.
Officers’ Recommendations
2. Staff recommend
that Council notes and considers the findings of the review and supports a
further phase of work to develop a detailed proposal for a new Regional
Economic Development Platform. Staff also recommend Council supports working
with the other four councils to keep the Hawke’s Bay Business Hub open
with the potential assignment of the lease to one of the five councils.
Executive Summary
3. This review was
commissioned by the five Hawke’s Bay councils in August 2020 and stems
from a Local Government Act (2002) s.17A requirement to review the cost
effectiveness of Council arrangements for delivering services on a periodic
basis.
4. In
commissioning the Review, the councils’ Chief Executives recognised that
there might be opportunities to improve regional coherence of economic
development investments and wanted a clearer picture of this in order to inform
Long Term Plan processes starting from late 2020. Disruption arising from the
Covid-19 pandemic resulted in later commissioning and completion of the review
than had been anticipated and therefore there is insufficient time to finalise
decisions in response to the review for incorporation in current 2021-2031 Long
Term Plan processes. However, staff recommend the work continues for the
reasons set out in this agenda item.
Key
Findings and Recommendations
5. The Giblin
Group review finds there are no major gaps in the types of services being
delivered and current services are based on addressing issues or leveraging
opportunities that are broadly aligned with the role of local government. The
current services are generally being delivered efficiently and typically
provide a good return on investment. However, current services are often
sub-scale and not well coordinated, and as a consequence the region is missing
opportunities to leverage central government funding and undertake activities
that have the scale or agility to capture the opportunities available to the
region. Hawke’s Bay Tourism Limited (HBTL) is the exception to these
concerns as it currently has the scale, focus and connectedness to deliver the
destination marketing function of the region effectively.
6. The Review finds
that there is a case for change to improve clarity over roles and functions,
increase collaboration and coordination, and to invest in increased capability
and capacity to deliver services that support business and industry
development.
7. Business Hawke’s
Bay’s (BHB) financial sustainably was highlighted as an issue in the
Giblin Group report and at the time of writing the Board of BHB was undertaking
formal consultation on a proposal to wind up the organisation. The five
Hawke’s Bay Councils have expressed their commitment to work with
Business Hawke’s Bay to keep the Business Hubs open and the potential
assignment of the lease to one of the five councils. To support Business
Hawke’s Bay’s process it is proposed that the councils will develop
and agree a transition plan with Business Hawke’s Bay for any such
eventuality.
8. On the basis
there is a strong case for change the Review has provided 14 key
recommendations outlined in the report. In summary these recommendations would
see the region’s councils working with Treaty Partners and the wider
community to develop a new non-tourism regional economic development entity, in
the form of a joint Council Controlled Organisation (CCO), with the increased
investment of approximately $1.6 million to ensure the entity has the scale and
mandate to better guide and direct economic development activity to priority
areas and issues.
9. It is proposed
that the new CCO would pick up the current functions of BHB, including
retaining the operation of the Hawke’s Bay Business Hub, and operate a
‘hub and spoke model working across the region. Embedding a focus on
Maori economic development within the entity is recommended, hence the need for
co-design with Treaty Partners.
10. The Review recommends
giving consideration to embedding the Regional Business Partners programme,
currently hosted by the Regional Council, in the new CCO. This would require
Central Government agreement and at present the Government is undertaking a
review of the delivery of these services which may determine whether or not
this recommendation can be considered or not.
11. The Review also recommends
reviewing the operation of Matariki, including the governance, developing an
impact framework, and increasing resourcing. Further review of the ‘Great
Things Grow Here’ brand and the regions venue and community facilities is
also recommended, and exploring wider use of the currently visitor-focussed
website www.hawkesbaynz.com.
Next steps
12. The Chief Executives
intend commissioning Giblin Group to develop the next stage of the review
process to develop a more detailed new operating model and transition plan,
which will be co-designed with Matariki Partners and other regional
stakeholders. When the next stage of the review process is completed a further
and final report will be brought to Council to seek decisions to formally
undertake community consultation on the options and preferred recommendations.
This is expected mid 2021.
13. If Business Hawke’s
Bay does decide to wind up its operations the councils will work with BHB to
ensure a transition of the entity’s functions into the new operating
model, including ensuring the Hawke’s Bay Business Hub continues to
operate.
Background
14. In July 2020 the Chief Executives
of the five Hawke’s Bay councils commissioned Giblin Group to undertake a
Local Government Act (2002) s17A review of Hawke’s Bay Council-funded,
non-statutory activities that are focussed on business, industry and sector
development. The specific activities and services that were in scope of this
review were:
14.1. Business development
activities, such as business information and referral services and business
capability support
14.2. Skills building,
attraction and retention initiatives
14.3. Innovation,
commercialisation and R&D support
14.4. Investment promotion and
attraction
14.5. Destination marketing
and management and events
14.6. Sector development
initiatives and cluster facilitation
14.7. Economic development and
economic wellbeing strategy development, intelligence and monitoring
14.8. Strategy/action plan
programme management, coordination, communications, monitoring and reporting
(i.e. largely the activities involved in supporting and implementing the
Matariki Hawke's Bay Regional Development Strategy).
15. The Review was
commissioned following a request from Business Hawke’s Bay for additional
funding and subsequent desire to review the cost effectiveness of Council
arrangements for delivering business, industry and sector development activities
and services and to consider any opportunities to improve regional coherence of
this sub-set of economic development investments.
16. Hawke’s Bay councils
were seeking an assessment of:
16.1. The role of local
government in economic development and economic wellbeing in the region, based
on an analysis of:
16.1.1. Challenges and opportunities
facing the Hawke’s Bay economy
16.1.2. Rationales for local
government activities in economic development and economic wellbeing
16.1.3. The landscape in which
various actors and mechanisms play a role in the regional economic development
system
16.1.4. Legislative and central
government expectations.
16.2. Economic development and
economic wellbeing activities, identifying strengths, weaknesses and any
relevant gaps in the activities, based on:
16.2.1. The Councils’
objectives, priorities and performance targets
16.2.2. Identifying any
overlaps/duplication and/or gaps across Councils’ and key
organisation’s activities
16.2.3. The role non-Council parties
play in the regional economic development system
16.2.4. An assessment of the
efficiency of current arrangements and the benefits of the activities versus
costs
16.2.5. An assessment of the overall
effectiveness of the current delivery models of the five Councils and key
delivery organisations, including governance arrangements, funding arrangements
and current economic development and economic wellbeing reporting and
accountability mechanisms.
16.3. Options for future
economic development and economic wellbeing delivery arrangements, based on
clear criteria, and recommendations for any changes in functions, form and
funding.
17. The Giblin Group report Review
of Local Government Investment in Business and Industry Support across the
Hawke’s Bay Region summarises the findings and recommendations of
this Review.
Discussion
Current Investment in Activities
and Services
18. In terms of the investment
Hawke’s Bay ratepayers are making in business, industry and sector
development the Review finds:
18.1. In total HB Councils are
investing just over $10m in business support and industry development related
services and activities
18.2. Just under half of this
is directed to the i-Sites, the Napier Convention Centre and Toi Toi. [Note
– these have been included given their roles in regard to visitor
attraction/promotion and/or events].
18.3. Funding for
Hawke’s Bay Tourism Ltd makes up 15.7% of the funding
18.4. Funding for Business
Hawke’s Bay makes up 3.3% of funding
18.5. Funding for specific
Council ED teams (salaries + funding for discretionary activities/projects)
makes up around 13% of funding
18.6. At an aggregate level
(nominal) funding has remained about the same over the last five years. This
means in real terms funding has fallen.
18.7. There has been some change
to funding at a more detailed level e.g. HBRC used to have an Economic
Development Manager; HDC has been shifting funding from the ED budget to its
Strategic Projects team
18.8. There is a clear path
dependence with current ED funding. The region has built infrastructure that
requires visitor support e.g. even setting aside i-Sites, ToiToi and NCC, we
have Splash Planet, Aquarium, The Faraday Centre etc, and funding has followed
this need.
Effectiveness and Efficiency
19. In terms of effectiveness
and impact the Review finds:
Councils
20. Performance measures and
any related KPIs or targets are organisation specific with varying levels of
detail. They are often project based. These are, for the most part, being met.
The activities/services are being delivered efficiently (on the basis of FTE
resources).
21. There is no explicit
relationship to Matariki or broader regional objectives except through general
collaboration performance measures (where they exist). There is an opportunity
to tighten this.
22. More broadly the region
does not have a clear ‘impact framework’ to articulate the
‘intervention logic’ between activities delivered and the desired
outcomes for the region over the short, medium and longer-term. A
framework like this could better inform distributed (individual, team/org) work
programmes that contribute to regional outcomes and provide greater clarity on
respective roles and responsibilities (e.g. leadership and/or close
collaboration where needed).
Business Hawke’s Bay (BHB)
23. BHB is meeting the KPIs
set out in the Contract for Service (CfS) and has delivered outputs efficiently
but it has a large work programme (relative to FTEs/funding available) that
goes beyond the CfS areas of focus. This has been a strategic decision (to use
reserves to create programmes where a need has been identified). Given limited
FTEs this will be constraining the ability to delivery priorities as
effectively as possible.
24. Business Hub usage and
business connection metrics continue to show growth (even including the
COVID-lockdown period). The Hub is clearly filling a need for a meeting and
connection space that has a look, feel, and vibe that businesses and
organisations will pay to use. The Hub also plays a critical role in bringing
together, under one roof, many of the key business support agencies operating
in Hawke’s Bay. In an environment where there is a perception of
fragmented services this is important. The Business Hub, however, runs at an
overall loss and additional funding is required to support repairs and
maintenance and CAPEX.
25. BHB ongoing viability to
meet its commitments (over and above the Contract for Service) is under
currently under review, with decisions to be made by the BHB board on whether
to wind up the organisation late January 2021.
Hawke’s Bay Tourism Ltd
(HBTL)
26. HBTL is meeting the KPIs
set out in the funding agreement with HBRC. Central Government considers HBTL
an effective RTO. It appears to be delivering outputs efficiently.
27. HBTL’s members
appear to be satisfied with HBTL’s contribution toward the growth of the
industry and in representing the region at a national and international level.
The area where members think there is an opportunity to do more is in
“coordinating business opportunities for its members”. This includes
education, business events and workshops focussed on the specific issues of SME
tourism businesses.
Key
Findings
28. The Review finds the
following:
29. There are no major gaps in
the types of services/activities being delivered and current services/activities
are based on addressing issues or leveraging opportunities that are broadly
aligned with the role of local government.
30. The services/activities
being delivered are, however, often sub-scale (e.g. often less than 1 FTE to
deliver significant programmes of work or activities). This will be limiting
the potential value of business, industry and sector development investment for
Hawke’s Bay. This value relates to the ability to:
30.1. Most effectively
leveraging the resources of others (e.g. Central Government funding/involvement
and private sector funding/involvement). Regions need to be well organised and
focused in order to maximise the opportunities available through Central
Government funding support (which will continue to have a large role to play in
a COVID-recovery environment), and to partner with the private sector in
different ways
30.2. Work with speed and
agility to fully understand the nature of issues, constraints and opportunities
presenting for Hawke’s Bay in order to design and implement appropriate
interventions where there is a clear role for government; and
30.3. Bring mandate, mana and
resources to the table to focus on areas of critical priority for Hawke’s
Bay.
31. A potential value of
enhanced economic development investment in Hawke’s Bay is a greater
ability to meet the overarching outcome of the Matariki Strategy and Action
Plan that “Every whānau and every household is actively engaged in
and benefiting from growing a thriving Hawke’s Bay economy”. This
requires a focus on existing business (and assisting them to overcome
challenges and create greater value through doing things differently and better
over time); a focus on creating new platforms for growth for Hawke’s Bay
(either by growing new activity in the region or by encouraging new activity to
the region); and tying these things together, the investments and efforts need
to support a thriving business environment (e.g. infrastructure, rules and
regulations).
32. The Return on Investment
(RoI) from effective business, industry and sector development support can be
high. For example:
32.1. Work to support the
Hawke’s Bay horticulture and viticulture sector with critical
COVID-related seasonal labour issues will help to protect around $715 million
of regional economic activity in apples and pears alone. This sector directly
supports 2,579 permanent local workers and, indirectly, a further 5,751
permanent local workers in the eco-system of services that supports the
industry.
32.2. Economic development
work relating to the horticulture potential in Wairoa suggests that a
proportionately minor strategic government role in different areas could help
support additional expenditure to the local Wairoa economy of around $82
million over a 10 year period and the employment of an additional 197 FTEs over
the same period.
32.3. Encouraging a new
business to locate in Hawke’s Bay could lead to 100s of new jobs and
resulting economic activity. Depending on the nature of the activity this
could, in time, help to stimulate a range of value-add services (and
well-paying jobs) needed to support this activity.
32.4. For relatively small
investments, effective regional branding, marketing and promotion can play a
key role in attracting visitors, talent, investors and businesses to the
region. Following a dedicated ‘Baycation’ marketing campaign
tourists visting Hawke’s Bay spent over $45 million in August 2020 (the
highest regional spend in the country), and while not all visitors will have
been encouraged to visit by the work of Hawke’s Bay Tourism Ltd (HBTL)
this still suggests an effective RoI on the $1.5m in annual funding for HBTL.
Visitors to Hawke’s Bay also support local retail and hospitality and
help to create vibrant city centres and regional amenities that locals enjoy
and which play a critical role in wider people and talent attraction.
33. There are also
opportunities to better align and structure some activities and services e.g.
business capability support being provided by Hastings District Council (HDC)
should ideally be provided via agencies with core expertise in this area e.g.
Business Hawke’s Bay (BHB)/a regional Economic Development Agency (EDA),
and/or Hawke’s Bay Chamber of Commerce. This could promote greater
regional coherence of services and better access for business.
34. Some regions and Economic
Development Agencies (EDAs) have greater access to funds to support
feasibility/business case development. Hawke’s Bay currently lacks a
regional pool of funds that can be used to investigate economic development
opportunities that are aligned with the region’s
strengths/opportunities/strategy. This means that opportunities are considered
in an ad hoc way and support for any investigation will depend on the degree of
funding available to individual Councils at the time and the strength of any
advocacy.
35. Destination management and
marketing is led by Hawke’s Bay Tourism Ltd (HBTL) and while there is
some cross-over in activities (largely in the events space) there appears to be
good coordination between Councils and HBTL.
36. Business
capability-related support is largely provided through the Regional Business
Partner (RBP) Programme hosted by the Regional Council (although HDC does a
small amount of this as well).
37. Cluster and sector work
with industry coalitions is largely led by BHB.
38. There are some good
examples of collaboration relating to investment attraction e.g. NZ Institute
for Skills and Technology and Jetstar, but activity related to investment and
talent attraction has been largely ad hoc (notwithstanding a desire to back
existing strategies with funding for implementation).
39. Matariki is the main focal
point for regional economic development work but there is concern among
stakeholders that Matariki is not delivering on its promise and that governance
could be improved.
The Case for Change
40. The Review finds that
there is a case for change. Analysis, interviews and conversations undertaken
for the Review, and the survey of stakeholders conducted between 2-15 September
2020, indicate the following key issues:
40.1. Most stakeholders and
those involved in delivery and funding are looking for greater clarity over roles
and functions.
40.2. Businesses are looking
for greater clarity over the activities and services available to support
business activity.
40.3. There is concern that
there are unhelpful and competitive behaviours in the system and that this is
constraining more effective collaboration. This is feeding a perception in the
business community that the economic development system is fragmented and not
particularly transparent.
40.4. There is concern about
whether Hawke’s Bay has the right capability (alongside structure/s) to
support effective and efficient delivery of activities and services, leading to
views that the region is not as responsiveness to community needs as it could
be and punching below its weight externally.
40.5. A high proportion of
stakeholders feel that funding for economic development activities and services
should be increased.
40.6. HBTL appears to be doing
a successful job and is supported by its main stakeholders. Change would come
with costs that could outweigh benefits (that could potentially be achieved
through non-structural changes). At this point there doesn’t appear to be
a strong case for change (at least institutionally).
40.7. Funding for tourism
relative to other sectors has been a theme of the feedback, with many viewing
this as unbalanced. However, tourism directly supports local retail and
hospitality (and helps to create vibrant city centres and regional amenities
that locals enjoy and play a role in talent and investment attraction). This
means it’s not as simple as only one sector benefits from visitor
attraction. Ideally, support would be provided to a range of key sectors of
importance/opportunity (taking into account the appropriate role of
government).
40.8. Business Hawke’s
Bay’s financial sustainably has been highlighted as an issue in the
Giblin Group report. On 17 December 2020, Business Hawke’s Bay
initiated formal consultation on a proposal to wind up the organisation based
on its ongoing viability to meet its commitments (over and above the Contract
for Service). Decisions to be made by the Business Hawke’s Bay
board are expected in late January 2021. The five Hawke’s Bay Councils
have reiterated their commitment to work with Business Hawke’s Bay to
keep the Business Hubs open and the potential assignment to one of the five
councils. To support Business Hawke’s Bay’s process it is
proposed that the councils will develop and agree a transition plan with
Business Hawke’s Bay for any such eventuality.
41. On the basis there is a
strong case for change the Review has provided 14 key recommendations.
These are outlined in the report.
Options Assessment
42. Section 17A of the LGA
requires consideration of the following options when considering delivery
improvements (note a 17A review is not limited to these options):
42.1. Responsibility for
governance, funding, and delivery is exercised by the local authority
42.2. Responsibility for
governance and funding is exercised by the local authority, and responsibility
for delivery is exercised by –
42.2.1. a council-controlled
organisation of the local authority; or
42.2.2. a council-controlled
organisation in which the local authority is one of several shareholders; or
42.2.3. another local authority; or
42.2.4. another person or agency.
42.3. Responsibility for
governance and funding is delegated to a joint committee or other shared
governance arrangement, and responsibility for delivery is exercised by an
entity or a person listed above in paragraph (b)
(i) to (iv).
43. The Giblin Group report
considers 7 options given the Hawke’s Bay context and the Review analysis
(i.e. the range of issues, challenges and opportunities that were identified).
These are:
43.1. The Status Quo
43.2. Enhanced Status Quo
v1: Improved funding for BHB
43.3. Enhanced Status Quo
v2: Improved funding for BHB + BHB takes on RBP contract (with HB Council
support and Central Govt agreement via formal procurement process)
43.4. Transferring business
support services to a Council or across Councils
43.5. Leveraging other
providers: A variant of Option 4. Responsibility for (non-tourism) business
and industry development and support activities/services would sit with a
Council or Councils but these activities/services would be contracted to other
providers in the region (e.g., industry groups, iwi organisations) to deliver.
43.6. Extended regional
model of delivery for non-tourism economic development activities (EDA CCO):
BHB would become Council Controlled Organisation (CCO). No change to HBTL.
43.7. Combined Regional
Economic and Tourism Agency: BHB and HBTL would be folded into a new
combined Regional EDA/RTO for Hawke’s Bay.
44. Council Chief Executives
are not seeking any decisions from councils on the recommended options set out
in the Giblin Group report Review of Local Government Investment in Business
and Industry Support across the Hawke’s Bay Region at this Time as
further more detailed analysis is required.
45. The full Review report
contains more detailed analysis that assesses the major advantages and
disadvantages of each of the considered options (Table 20, pages 94-96).
Next Steps
46. The Chief Executives
intend commissioning Giblin Group to develop the next stage of the review
process to develop a more detailed new operating model and transition plan,
which will be co-designed with Matariki Partners and other regional
stakeholders, to:
46.1. Further define the
entity design that best meets the objectives of Matariki partners and other key
stakeholders
46.2. Help clarify and set the
transition time frame
46.3. Identify the key
areas/components that will need to be supported and/or will undergo transition
46.4. Identify the key tasks
in each area, including appropriate checkpoints and milestones
46.5. Identify relevant risks
and risk levels
46.6. Be used to support a
request to Central Government for transitional funding support.
47. The next stage of the
review process would begin February 2021 of which the estimated cost is $40,000
(GST exclusive). This cost would be managed via the HBLASS Shared
Services Cost Centre and shared by Councils in accordance with the annual
budget plan on the following basis:
|
Wairoa
District Council (11%)
|
$4,400
|
|
Napier
City Council (26%)
|
$10,400
|
|
Hastings
District Council (26%)
|
$10,400
|
|
Central
Hawke’s Bay District Council (11%)
|
$4,400
|
|
Hawke’s
Bay Regional Council (26%)
|
$10,400
|
48. When the next stage of the
review process is completed and the chief executives have considered this
analysis a further and final report will be brought to Council to seek
decisions to formally undertake community consultation on the options and
preferred recommendations. This is expected mid 2021.
49. The table below provides
an initial view of the likely areas of focus for the next phase detailed
planning.
|
Key components
|
Description
|
|
1. Co-design and engagement
a. With Matariki Partners
b. With other key stakeholders
e.g. business community
|
· Co-design with Matariki Partners and
other key stakeholder should form the basis of the planning
· The opportunity should also be taken to
ensure the business community has a voice in the process
· Engagement with Matariki RDS GG and ESG
will be an important element
|
|
2. Existing ED activities/services
|
· There will be elements of existing ED activities/services which will
need to be supported through a transition process e.g. Business Hub
|
|
3. Structure and legal form
|
· This would include the organisational structural and legal
considerations in moving from the existing BHB incorporated society structure
to a new structure e.g. potentially a trust (as a possible stepping stone to
a CCO (if needed))
|
|
4. Governance and accountability
|
· This would include issues such as planning for new Board appointments
|
|
5. Communication
|
· A clear and coherent communications plan will be able to be built
around, and in support of, the Transition Plan.
|
Strategic Fit
50. While most of what Council
does and is focussed on under its 2020-2025 Strategic Plan is critical for the
region’s economic wellbeing – particular the management of the
region’s natural resources and hazards – support for the
development of individual businesses, industries or sectors is not a focus area
or priority of the Plan. The Council’s focus areas under the Matariki
Strategy and Action Plan have typically related to areas of core competence,
such as water security or flood control. Funding for HBTL and BHB have
historically occurred as a consequence of the Council’s ability to raise
rating revenue across the entire region.
Significance and Engagement Policy
Assessment
51. The decisions in this
paper have low significance and do not require community consultation before
these decisions are taken.
Climate Change Considerations
52. Climate change is expected
to create barriers and opportunities for future economic development within the
region and it will be important that any new delivery model for the region is
responsive to these change drivers. Water security has been an existing pillar
of Matariki as one component of ensuring there is climate resilience to support
the future wellbeing of the regional economy. As the regional lead agency on
climate change Council staff will ensure that any new model that emerges is
informed about these barriers and opportunities in due course.
Considerations of
Tangata Whenua
53. Tangata whenua have a
significant stake in the regional economy and are key stakeholders for regional
economic development support activity. The region’s Treaty Settlement
Entities through the Kahui Ohanga grouping have been engaged in the development
of the Giblin review and have endorsed the key findings subject to ongoing
co-design around future service delivery. Te Kahui Ohanga are presently
partnering with councils through Matariki and it is intended that collaboration
will continue occur with these entities in a co-design process through the next
phase of work.
Financial and
Resource Implications
54. The next stage of this
work will cost the Regional Council $10,400 which can be accommodated within
the existing economic development consultancy budget. There is a small amount
of staff time, particularly the Chief Executive and GM Corporate Services in
engaging with partner councils and the next phase of work. The outcomes of the
next stage of the review process may result in recommendations that would have
a material impact on the Council’s economic development activities, which
are mostly funded via the regional targeted rate. At that time the financial
implications will be assessed and considered as part of Council decision
making.
Consultation
55. In undertaking their
review the Giblin Group interviewed and surveyed key stakeholders involved in
regional economic development. Major changes to the way economic development is
delivered in the region is likely to require wider community consultation as
part of Annual Plan development or amendment to Long Term Plans in due course.
Decision Making Process
56. Council
and its committees are required to make every decision in accordance with the
requirements of the Local Government Act 2002 (the Act). Staff have assessed
the requirements in relation to this item and have concluded:
56.1. The
decision does not significantly alter the service provision or affect a
strategic asset, nor is it inconsistent with an existing policy or plan.
56.2. The use
of the special consultative procedure is not prescribed by legislation.
56.3. The
decision is not significant under the criteria contained in Council’s adopted
Significance and Engagement Policy.
56.4. The persons affected by
this decision are all regional ratepayers and residents who benefit directly or
indirectly from the Council’s economic development activities.
56.5. Given
the nature and significance of the issue to be considered and decided, and also
the persons likely to be affected by, or have an interest in the decisions
made, Council can exercise its discretion and make a decision without
consulting directly with the community or others having an interest in
the decision.
|
Recommendations
That
Hawke’s Bay Regional Council:
1. Receives and considers the “Regional Economic Development
Review” staff report and the accompanying Giblin Group report Review
of Local Government Investment in Business and Industry Support across the
Hawke’s Bay Region dated December 2020.
2. Agrees that the decisions to be made are not significant under the
criteria contained in Council’s adopted Significance and Engagement
Policy, and that Council can exercise its discretion and make decisions on
this issue without conferring directly with the community or persons likely
to have an interest in the decision.
3. Endorses Council’s participation in the second stage of the
review process with a more detailed investigation of the recommendations set
out in the Giblin Group report.
4. Endorses Council’s engagement with Treaty Partners and other
regional stakeholders on the opportunity to create an enduring Economic
Development Delivery Platform with the appropriate scale and mandate to
better guide and direct economic development activity to priority areas and
issues.
5. Supports the opportunity to embed a partnership with Māori in
the new Economic Development Delivery Platform.
6. Endorses the five councils’ commitment to keeping the
Hawke’s Bay Business Hub open with the potential assignment of the
lease to one of the five councils.
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Authored & Approved by:
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James Palmer
Chief Executive
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Attachment/s
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⇨1
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Review of
Local Government Investment in Business and Industry Support Across the
Hawke's Bay Region
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Under
Separate Cover
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