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)


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



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.



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



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



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




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



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




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




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




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




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




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



“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



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.


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