Nelson Tasman Economic Response & Regeneration Action Plan - Project Kokiri
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Nelson Tasman Economic Response & Regeneration Action Plan
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
2Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Contents
1 Summary P.�
2 Impact of COVID-19 on Nelson Tasman P.�
3 Immediate Economic Responses P.��
(Partners)
4 Purpose P.��
5 Approach P.��
6 Phases of the Response & Regeneration P.30
7 Decision-Making Framework P.32
3
8 Architecture P.38
9 Project Budget P.42
10 Appendix P.46
www.projectkokiri.nzProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
1.
Summary
4Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Project Kōkiri provides a clear picture of To do this, we must act with deliberation and
the COVID-19 economic environment and focus on the immediate economic impacts of
will lead the region’s Economic Response COVID-19. But in doing so we must not lose
and Regeneration. This is the opportunity sight of the other major challenges we are
to deliver on the aspiration of the Te Tauihu facing as a region now and into the future,
Intergenerational Strategy - to be Good including but not limited to:
Ancestors (Tupuna Pono). • Climate change and biodiversity loss
• One of the lowest productivity rates in the
COVID-19 presents the greatest economic shock country compounded by sunshine wages
in living memory, and although the full extent and an accelerating ageing population
of this is still to play out, it is clear that the • Inequity and poverty in our communities
economy will be significantly changed by the
5 pandemic. The speed and depth of this shock We cannot downplay the seriousness of the
has far exceeded anything experienced during challenges ahead, but we must also recognise
the Global Financial Crisis (GFC). that we have a once-in-a-lifetime opportunity
to come together as a region and rebuild and
Independent economic forecasts indicate that regenerate our economy in new, innovative and
the impact here in Nelson Tasman is likely to sustainable ways that will serve us well into the
be on par with the hit to the national economy. future. We must act with urgency but we must
We expect an 8% contraction over the year also ensure that we build back better in the
to March 2021 and an unemployment rate process.
of 9% which will have significant and far-
reaching impacts on our local communities. Project Kōkiri is a collaboration, between
There is also evidence that younger people and Nelson City Council, Tasman District Council,
Māori within our comunities are likely to be Nelson Regional Development Agency, Nelson
disproportionately impacted. Tasman Chamber of Commerce, Iwi and the
regionally-based Government agencies. It has
Whilst the country has successfully steered been established to respond to and mitigate
itself through the initial health crisis, we know the economic impacts of COVID-19 on the
the economic crisis will have a direct impact on Nelson Tasman region. It is being led by an
the wellbeing of the people of Nelson Tasman. economic response and recovery leadership
The decisions we make now will impact group co-chaired by the two mayors and
generations to come. If there was ever a time includes key governance representatives from
to do things differently and deliver on our the collaboration partners plus representation
aspiration of being good ancestors, now is that from the Te Tauihu Intergenerational Strategy
time. steering group, Iwi, key industries and the
central Government Public Service lead.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan Project Kōkiri is recognised by the Civil The agility with which we have been operating Defence and Emergency Management (CDEM) has ensured Nelson Tasman is well represented group as the economic pou of the region’s crisis nationally and we have an aligned response recovery. It is closely connected to the other across the region. It’s this type of thinking, three pou of Health, Social and Kia Kotahi te collaboration and action that will serve us well Hoe, the Ngā iwi o Te Tauihu Transition to through the economic challenges ahead. Recovery Plan. The aim is to initiate a response and regeneration that will stimulate the economy, protect and create new jobs and accelerate investment into the region. We will do this by leveraging our advantages around the primary 6 sector, strong liveability proposition and tourism. The initial plan has been developed within the last ten weeks through engagement with a wide range of regional stakeholders. It is action-focused, in response to the current situation, and has an initial 12-month horizon. The plan will need to be reviewed and refreshed on a regular basis to reflect the fluidity of the economic environment we are operating within. We would expect the plans to shift from response to longer-term recovery and regeneration over this period. Unprecedented times require unprecedented collaboration. Project Kōkiri has been formed to develop a well organised, agile and coordinated economic response across Nelson Tasman. It has been all hands on deck right across the region as we adapted and responded to conditions and planned the future together. This model has proven itself to be effective in gaining a cohesive regional response and ensuring the region is match fit for the challenges ahead.
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Over the next ��
months, Project Kōkiri
will deliver:
�. TARGETED �. STIMULATING �. REGIONAL
BUSINESS AND LOCAL SPENDING COMPETITIVE
INNOVATION AND DOMESTIC ADVANTAGE AND
SUPPORT VISITATION REGENERATION
INITIATIVES
a. Provide a one-on-one business a. Campaign initiatives and
continuity service activations to encourage local a. Key competitive advantage
b. Targeted business recovery pride and domestic visitors to project identification and
and regenerate acceleration Nelson Tasman facilitation of investment ready
programme b. Local and social procurement proposals
c. Reposition Mahitahi Colab to policy and campaign b. Supporting Iwi-led and Māori
support COVID-�� recovery c. Encourage spending with local enterprise projects identified
businesses to support the recovery within Kia Kotahi te Hoe, the
7
�. CAPABILITY Nga iwi o Te Tauihu Transition
BUILDING & JOB �. LOCAL to Recovery Plan.
GOVERNMENT c. Capitalising on opportunities to
CREATION deliver a green recovery, enable
STIMULUS new digital economic activity
a. Established a regional skills and innovation and technology
leadership group a. Amendments to the rates and development for our region’s
b. Coordinate labour market council fee structures to support businesses
services and recovery activity the community
c. Coordinate Education and Skills b. Reprioritisation of infrastructure
development activity MANAGEMENT &
investment to stimulate
economic activity OPERATIONS
�. BUSINESS AND c. Enabling Shovel ready
infrastructure projects a. Project Kōkiri Management and
INVESTMENT d. Targeted advocacy and public operations
ATTRACTION services designed to mitigate b. Data, Insights, Monitoring and
the impacts of COVID-�� on the evaluation
community c. Stakeholder engagement and
d. Targeted business relocation communications
programme d. Coordination with the social,
e. Targeted investment and skills 6. VISITOR health and Iwi recovery Pou
attraction to assist existing
businesses in region DESTINATION activity
f. Assembly of an investment MANAGEMENT
portfolio of projects that are
investment ready a. Destination Management Restart
and Recovery plan
b. Reactivation of Events including
Business Events
c. Reactivation of international
marketing (when settings allow)
d. Reactivation of iSITEProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
2.
Impact of
COVID-19 on
Nelson Tasman
8Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Nelson Tasman is an internationally connected We anticipate that the economic hit to Nelson
region and felt the impact of COVID-19 Tasman will be substantial, on par with the
early, particularly on its forestry, fishing, and overall hit to the national economy.
aquaculture industries.
New Zealand’s food-based primary sector
In May 2020, economic agency Infometrics exports are holding up relatively well at this
was commissioned by the Nelson Regional point, and Nelson Tasman’s horticulture
Development Agency on behalf of Project Kōkiri production is likely to improve the region’s
to provide a report on the impact of COVID-19 economic resilience. However, forestry-product
on the Nelson Tasman economy. This was exports, a key part of Nelson Tasman’s primary
to gather independent data for the region to industries, are likely to see softer activity for
provide a common basis for decision making a period.
9 and to understand the landscape as the region
progresses through response and recovery. Nelson Tasman also has exposure to
international tourism, with the tourism sector
The report is based on early forecasts based contributing 8% to the region’s economy. The
on a range of assumptions of the most likely wider tourism sector is expected to decline
outcomes for the different sectors of the Nelson considerably as international arrivals remain
Tasman economy over the year to March 2021. at zero, although domestic tourism is forecast
to hold up better. The tourism sector comprises
Infometrics says COVID-19 presents the greatest varying levels of economic activity in the
economic shock in living memory, and although accommodation and food services, retail trade
the full extent of the shock is still to play out, it and transportation industries.
is clear is that the economy will be irrevocably
changed by this pandemic. The speed with which The Nelson Tasman economy may contract
the economic outlook changed during March by 7.9% over the year to March 2021, with the
far exceeded anything experienced during the transport, retail and hospitality industries
Global Financial Crisis of 2008/09. taking the biggest hit. These declines are in part
reflective of the forecast decline in the region’s
Like the rest of New Zealand, the four-and-a- tourism industry. The decline in the transport
half week Level 4 lockdown brought much of industry is also indicative of the region’s
the Nelson Tasman economy to a standstill. position as an intercoastal shipping hub, and
Consumer spending in the region declined by of anticipated volume declines in forestry and
around 59% in the space of two weeks, traffic horticulture products, as well as wine, through
flows dwindled, and only around 55% of the Port Nelson.
workforce was able to operate at Level 4. At
Level 3, this rose to an estimated 76%.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan Almost 1 in 10 jobs (5,300) are expected to be lost, mainly in low-skilled categories. The overall local unemployment rate may rise to 8.6%. More recent data indicates that our young people under 30 years of age are being significantly impacted currently and all indications are that will continue for some time. There is also evidence that Māori within our comunities are likely to be disproportionately impacted. Earnings across the Nelson Tasman economy are estimated to decline by $280m, with the largest hits forecast in retail, accommodation 10 and construction. The declines in employment and earnings in the retail and accommodation industries once again reflect in part the forecast decline in tourism in the region. Lower consumer confidence, increased unemployment and reduced employment security is likely to decrease discretionary spending, further impacting the retail, accommodation and hospitality sectors. The construction sector is forecast to decline sharply in the near-term but is likely to provide some support for economic recovery from 2023 onward, particularly in the non-residential segment.
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Table �: Nelson Tasman New Zealand
Key Indicators Region
Change in consumer spending -��.�% -��.�%
(week ending 12 April 2020 compared to same
period 2019)
Change in heavy traffic -6�.6% -��.�%
(week ending 9 April 2020 compared to �
February ����)
% working at Level 4 ��.�% ��.�%
11
% working at Level 3 ��.8% ��.�%
GDP % change, year to March 2021 -�.�% -�.�%
Job losses, year to March 2021 -�,��� -���,���
Employment % change, year to March 2021 -�.�% -�.�%
Unemployment rate, March 2021 �.�% �.�%
Loss in total earnings, year to March 2021 ($m) -$��� -$��,���
Residential construction % change, year to -��.�% -��.�%
March 2021
Non-residential construction % change, year to -��.�% -��.�%
March 2021
For more information on the projected economic
impacts of the Covid-19 Pandemic on Nelson
Tasman, please visit the May 2020 Infometrics
report at www.nelsontasman.nz/do-business/
insightsProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
3.
Immediate Economic
Responses (Partners)
12Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
The economic forecasts demonstrate
the need for the region to work together
to mitigate the results of COVID-19. In
addition to the outstanding efforts of
our local Health providers, Nelson City
and Tasman District Councils along with
NRDA, the Nelson Tasman Chamber of
Commerce, Iwi and the local Government
departments are working collaboratively
to ensure local businesses survive and
workers have jobs.
13Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Central NRDA and Nelson
Government Tasman Chamber of
Commerce
The COVID-19 Response and Recovery Fund • Supported over 950 SMEs through our one-
that was announced in the 2020 Budget is on-one business services. We normally we
designed to support the immediate response deal with 350 in a year.
and creation of employment, but also over the • Communicated on a weekly basis with over
longer term to rebuild the economy and society. 3,000 businesses to provide up-to-date
information and access to assistance and
Support will be provided direct to businesses support.
for wage subsidies, e-commerce, trade and tax • Coordinated the Shovel Ready Projects
support; loans for research and development; proposal, as outlined below.
enhanced education and training opportunities; • Delivered new marketing and digital activity
regional infrastructure investment, housing to maintain a profile domestically and
development, provision of environmental jobs, internationally for Nelson Tasman including
and targeted support to hard-hit sectors such as a content strategy promoting the region. 14
tourism. This has seen us retain engagement with the
NelsonTasman.nz website and significantly
Already the Project Kokiri collaboration has increase our reach on social media over the
submitted a number of projects to central lockdown period.
government for funding consideration across • Held a range of engagements with key
a range of areas from roading upgrades to tree stakeholders across various different
planting and weed management. It is expected industries and local agencies to build the initial
that a range of additional funding opportunities version of the Project Kōkiri Action Plan.
will continue to be announced in the short • Received approximately 150 economic
to medium term and rapid responses will be project submissions from across the
needed to ensure that Nelson Tasman secures region which are currently being assessed,
our fair share from these opportunities. prioritised and worked on with the aim of
unlocking government support.
Project Kōkiri creates a framework to provide • Coordinated a range of labour redeployment
leadership and governance as well as day-to- and Iwi project proposals to government,
day management coordination and operations including establishing a partnership
across the broad areas of economic response approach with DoC to assist with
in the region. The Regional Competitive progressing these.
Advantage & Regeneration Initiatives Project • Maintained a regular engagement with
Pipeline in Appendix One summarises how we 50-100 tourism operators weekly, providing
will manage this. a range of support and advocacy services.
Contributing to the extension of the wage
subsidy programme, securing additional air
connectivity, funding support for NRDA’s
destination management plan and domestic
marketing.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
“Shovel Ready”
Applications
• Collating and sharing a range of COVID-19 The partners of Project Kōkiri, on behalf of
related insights with key stakeholders Nelson Tasman, put forward 27 infrastructure
across the region and government to inform projects for the region to the Government’s
decision making. Crown Infrastructure Fund, as part of the
• Formed a strong team around the recovery “shovel ready” projects designed to stimulate
with the right personnel at the table and economic activity. Fourteen of the 27 projects
expertise in areas such as communications, were identified as priority projects, the total
engagement and funding strategy. cost of the priority projects is $721.5m and
requested from the Government $155.4m,
collectively representing direct employment
of 2,434. Not all projects were seeking funding,
some requested non-financial support to enable
15 streamlined procurement and consenting
processes.
The projects submitted came from both public
and private sectors, and of the prioritised
projects, ten came from NCC and TDC, many
of which were collaborative proposals covering
both TLAs and totalled $645m worth of
projects, with a potential direct employment
impact of 2,048. Projects included new major
infrastructure and upgrades for our water,
wastewater and stormwater networks, active
transport improvement, roading upgrades, and
provision for housing. We have been informed
that all ten of the proposed projects have
progressed to the next stage of assessment.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Nelson City Council
ZERO PERCENT RATES REVENUE MORE FREQUENT PAYMENTS TO
INCREASE CREDITORS
In recognition of the economic and social Council recognised the immediate challenges
pressures caused by the COVID-19 pandemic, facing businesses with maintaining cash flow
Nelson City Council sought public input on a and accordingly Council adjusted the payment
zero per cent rates increase for the 2020-21 system in order to make weekly payments to
year. A final decision on rates for 2020/21 will creditors instead of monthly payments.
be made 30 June 2020.
EMERGENCY FUND
WELFARE CALLS AND COMMUNITY
SUPPORT Nelson City Council set up a $200,000
Emergency Fund for community organisations 16
During the lockdown period, council staff and for the remainder of the 2019/20 year, to
councillors personally made 2,300 welfare calls support them to continue operating in the
to the most vulnerable in our community. response/recovery phase of the pandemic. The
viability of organisations which support the
ASSISTANCE TO RATEPAYERS cultural heart of Nelson is important to bring
residents and visitors into the city, who in turn
Nelson City Council assists ratepayers who are support businesses through their spending.
struggling to pay their rates through the Rates
Remissions Policy, and is also considering a INNER CITY PARKING
reduction of the penalty charge for unpaid rates
and water charges from 10% to 5%. Nelson City Council suspended inner city
parking charges until 1 July 2020 in order to
COUNCIL LEASES AND LICENCE encourage the public to visit and spend time in
HOLDERS Nelson shops and hospitality businesses.
Businesses faced significant and immediate PROCUREMENT PROCESSES
cashflow issues when New Zealand entered
lockdown. Council quickly put in place a three Getting projects under way is critical to
month waiver of rent and outgoings until 30 Nelson’s economic recovery and Nelson
June 2020 for some of Council’s lease and City Council has amended its procurement
licence holders and will consider further processes and extended delegations in order to
assistance on a case-by-case basis. award work to local contractors and fast track
design work.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
CAPITAL WORK PROGRAMME ����/����
Nelson City Council has committed to
delivering a $54 million capital works
programme for 2020/21, which is $7m higher
than the forecast in the Long Term Plan 2018 -
2028.
GOVERNMENT FUNDING APPLICATIONS
In addition to a number of shovel ready projects
17 as set out below, applications were made to
the Provincial Growth Fund (PGF) for various
projects. Council’s applications to the PGF
has resulted in grant funding for five roading
projects totaling $1.23 million and supported
29 employment opportunities. Two projects sit
with Council ($780,000), two with the Nelson
Regional Sewerage Business Unit ($350,000),
and one with the Nelson Tasman Regional
Landfill Business Unit ($100,000). Discussions
with the Ministry of Business, Innovation and
Employment are progressing, with plans to
implement these projects under way.
Applications have also been made to central
government for employment funding to assist
with several environmental projects. These
include pest control, planting, and working with
private landowners on biodiversity projects.
A number of agencies may be involved in the
funding and support of these projects, including
the Department of Conservation.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Tasman District Council
ZERO PERCENT RATES REVENUE Council also applied to fund six projects from
INCREASE the Government's Waka Kotahi (NZTA) under
the ‘Innovative Streets for People’ category. Two
For the financial year 2020/2021 Tasman District of the projects submitted were successful and
Council made the decision to move from the we have received a 90% funding subsidy. The
proposed 2.97 percent to a zero percent rates total cost for these two projects are estimated at
revenue increase (after growth and water $230,000.
rates). This acknowledges that the pandemic
has created significant economic and social LABOUR REDEPLOYMENT AND
pressures on the Tasman community; pressures ENVIRONMENTAL PROJECTS
that are affecting the ability of an increasing
number of residents and businesses to pay their In response to the Government’s billion-dollar
rates and charges. environmental recovery package, Council 18
It also agreed to reduce by 50% the annual submitted funding applications for 18 projects
charges for commercial (water based) operators totaling $29.8m. Projects included biodiversity
and camping grounds. and water quality improvements, responding to
a changing climate, and promoting sustainable
COUNCIL TENANT RENTAL RELIEF land management practices. Several of the
proposed projects have progressed through
In addition to the Government's support to to the next assessment round. In addition,
businesses, Council has provided rental and funding to remove wilding conifer pines on
outgoing relief for some its commercial tenants. Mt Richmond has been approved. This project
The rental relief recognises that some of received Government funding of $2.9m
Council’s commercial tenants suffered and are spread over four years creating significant
facing ongoing significant financial hardship as employment opportunities in the District. The
a result of the pandemic. Council has also taken project will be managed by both the Department
the opportunity to develop an ongoing policy for of Conservation and Council.
commercial tenants in financial hardship.
2020/2021 CAPITAL WORK PROGRAMME
ROADING PROJECTS
Tasman District Council is planning on
Tasman District Council applied for and has spending $63.7 million on capital projects
received funding of $1m from the Provincial in 2020/2021. This is compared to the $45.8
Growth Fund to remove dangerous trees million in the Long Term Plan 2018 - 2028.
in road corridors and $500,000 to clear The key changes include a request for funding
roadside drains. This work has supported 36 for the Port Tarakohe upgrade, the upgrade
employment opportunities and has already been of Brightwater Town Centre, and improving
commissioned and is under way via Council’s drinking water supply systems.
contractor Downer Group.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Council are also looking to fast track some ASSISTANCE TO RATEPAYERS
projects to enable them to get under way as
soon as possible. These include the instalment Tasman District Council assists ratepayers
of new wastewater pump station emergency who are struggling to pay their rates through
storage tanks, improvements to the Pohara a variety of mechanisms. Council staff have
stormwater network, renewal of residential also processed a large number of Rates Rebate
water meters, development of a Richmond Applications for ratepayers, to the Department
Water Treatment Plant utilities storage facility, of Internal Affairs Rates Rebate Scheme.
upgrade of the Waimea Water Treatment Plant
to both meet the New Zealand Drinking Water MORE FREQUENT PAYMENTS TO
Standards and seismic requirements and the CREDITORS
construction of Borck Creek Bridge.
19 Tasman District Council recognised the
The proposed work programme for 2020/2021 immediate challenges facing businesses with
is aimed at providing the community services maintaining cash flow and accordingly Council
required while at the same time stimulating the adjusted the payment system in order to
local economy by providing employment and make weekly payments to creditors instead of
providing for future growth demand. monthly payments.
PARKING ENFORCEMENT
Council suspended parking enforcement
charges over Levels 3 and 4.
WELFARE CALLS AND COMMUNITY
SUPPORT
During the lockdown period, Council staff
called the tenants in Council’s 101 older persons
houses on two occasions to check on their
wellbeing. Council staff were involved with
welfare calls in the community through the
Civil Defence Emergency Operations Centre.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Civil Defence Ministry of Social
Development
The Nelson Tasman CDEM Group Emergency • Regional Commissioner for MSD Nelson,
Operations Centre (EOC) was fully activated Marlborough, West Coast, sits on the
in late March 2020 under a state of national governance group for Project Kōkiri and
emergency to coordinate the local response therefore has direct input in efforts to keep
to the COVID-19 pandemic. In support of the the region working.
Health-led response, a significant number of • MSD established a dedicated Regional
Tasman District Council and Nelson City Council Employment Team for Nelson Tasman,
staff were involved on a full-and part-time Marlborough and the West Coast, made
basis during Alert levels 3 and 4 to help support up of employment brokers, labour market
Iwi Liaison, Welfare, Logistics, Operations, specialists, business analysts, led by Regional
Intelligence, Planning and Public Information Labour Market Manager and Employment
and Messaging (PIM). In total staff contributed Services Manager.
7,000 hours support to the EOC. • A regular contact calls to employers 20
programme has been established to monitor
their changing circumstances and to offer
information, services and redeployment
options.
• Contacting job seekers losing work through
COVID-19 to clearly understand their skills,
backgrounds and employment goals.
• Set up employment zones in all service
centres to focus on connecting job seekers
with vacancies. MSD’s extensive regional
footprint and local experience mean it can
connect employers with New Zealand’s
largest talent pool.
• Providing Wage Subsidy and Wage Extension
payments to employers to help them retain
staff through the pandemic and beyond.
• Providing COVID-19 Income Relief Payments
to people losing their jobs as a result of the
pandemic, along with other benefit payments
and financial assistance.
• Implementing training to assist job seekers
with retraining for new employment options.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Mana Whenua
• Launched ‘Keep New Zealand Working’ All eight Iwi of Te Tauihu have been working
online platform where employers and job collaboratively throughout the COVID-19
seekers can make direct contact, whether response to support whānau with food, shelter,
they are MSD clients or not. The site services and finance. Ngā Iwi o te Tauihu
complements the ‘Work the Seasons’ have been working as connectors between the
platform and both are hosted on the Work various moving parts of the COVID-19 response
and Income website. to minimise duplication and ensure clear and
• Providing labour market intelligence and consistent communication.
redeployment options to support regional Alongside the immediate response and support
economic recovery plans and project bids. focus to help whānau through, iwi have also been
• Working alongside providers awarded collating data and insights to get a clear view of
Provincial Growth Fund contracts with the impacts on the people of Te Tauihu.
21 labour and training opportunities.
• Partnering with other government agencies There has been a major undertaking to ensure
to maximise opportunities for co-operation that marae and whānau can adapt tikanga with
and wrap-around services. an initial focus on tangihanga.
• Providing Mana in Mahi funding and on-
the-job support to help young people into There is now a response and recovery plan in
long-term work and a recognised training place “Kia Kotahi Te Hoe”, which will guide
pathway. the iwi led recovery work as we navigate the
• Providing Flexi-Wage subsidies for training economic impacts of COVID-19.
and mentoring job seekers needing support to
gain the required skills for a job.
• Providing Skills for Industry subsidies
for industry-specific, short-term pre-
employment or in-work training.
• Providing Rapid Return to Work option for
those registering for temporary benefits
which provides direct contact with a national
Job Connect teamProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
4.
Purpose
22Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Project Kōkiri will provide a clear picture of As Nelson Tasman steps into the post-
the COVID-19 economic environment and lead coronavirus future, we will need to find a
the region’s Economic Response, Recovery, balance between strengthening what works
and Regeneration. This gives us an opportunity ands what needs to change in order to succeed
to deliver on the aspiration of the Te Tauihu in the new normal. We need to carefully
Intergenerational Strategy - to be good consider what to stop, start and accelerate
ancestors. across the region. Successful delivery of our
priorities will reuire alignment across all the
We will assemble the best possible team key stakeholders in our region.
for our waka to navigate the choppy and
uncertain waters ahead. We are unapologetic Given the level of disruption and the
about operating with a defined mission and unprecentended opportunity to build back
23 sense of urgency. It’s critical that we have all better, we must plan and deliver this recovery
hands on deck for the economic recovery and and regeneration in ways that create stronger
regeneration. more sustainable social, environmental and
economic outcomes for our communities.
Our actions will be guided by Te Tauihu
Oranga, the wellbeing framework designed We need to act quickly but act well. What we do
by the communities of Te Tauihu through the next really does matter – to preserve jobs and
intergenerational strategy process. The vision, incomes for the people of Nelson Tasman. And
intergenerational outcomes and key priorities of we need to do so with a sense of urgency and
the strategy will be at the heart of our decision the courage that this crisis demands of us.
making.
The eight intergenerational outcome areas How we respond now
that provide the high-level strategic context
for shaping the focus and application of this will define how we will
recovery plan are:
be remembered.
�. Te Ao Tūroa - Environment
�. Pūtea - Economy
�. Te Tauihutanga - Identity
�. Tangata - People & Communities
�. Te Rākau Taumatua - Place
�. Rangatiratanga - Leadership
�. Papa Whenua - Infrastructure
�. Mātauranga - KnowledgeProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
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an ga Pū t e
a
e l l
eT u W
auih
u - Te TauihProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan 25
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
5.
Approach
26Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
An Agile Response
Partnership with Mana Whenua
Young People at the Centre
Interconnected & Holistic
Courageous Leadership
Insights
27Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
An Agile Partnership Young People
Response with Mana at the Centre
Whenua
We define agility as the Project Kōkiri will work in We already know that young
ability to reconfigure strategy, partnership with mana whenua people are being hit the
processes, structure and of Te Tauihu to ensure they hardest by the COVID-19
people quickly toward value- are able to actively participate economic fallout with
creating and value-protecting in the design and delivery of unemployment soaring
opportunities. the economic response and amongst the under 30s in
regeneration. our community. Given the
The economic response and seriousness of the situation
regeneration will be business- A core focus here will be and the impact it will have on
led with a defined mission and enabling an iwi-led response future generations who live
a sense of urgency. Only the by leveraging Project Kōkiri and work here, we must put
necessary people will be at the to attract central government young people at the centre of
table to ensure we act quickly, support and investment all our decision-making. 28
solve problems and make fast around the types of activities
decisions. and projects that iwi would The vision of the Te Tahuihu
like to see activated within the Intergenerational strategy, to
We must act with agility as region. be Good Ancestors (Tupuna
we know that the regions that Pono), reminds us that young
move earlier, faster and more Te Tiriti o Waitangi provides people in Te Tauihu care
decisively will do best out of the foundation and framework about the big issues that we
this recovery. This will require for this partnership. The are facing and that we have
unprecenteded collaboration principles of the treaty an obligation to act in a way
by private and public sector. (partnership, participation that ensures we deliver the
and protection) needs to be best possible outcomes for the
This is an iterative process considered in all our decision- future generations.
that will require constant making.
adjustment, flexibility and
timely response to changing We also recognise the
conditions. significant value that the
Māori economy generates
for all of Nelson Tasman and
will work to ensure that we
activate and enable growth
in Māori enterprises through
the response and regeneration
efforts.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Interconnected Courageous Insights
& Holistic Leadership
Now more than ever, it is We are in the midst of a global Providing clarity is challenging
important that we break down crisis and our response focuses in this extremely dynamic
siloes and work together to entirely on our ability to act environment.
draw on our shared knowledge decisively and courageously to
and resources as a region. protect and enhance the way The Nelson Tasman COVID-19
We need to be more aligned of life that we value here in Economic Recovery Plan
in our thinking, planning, Nelson Tasman. will be informed by a set of
decision-making and action. key business and community
It will demand unprecented Whilst we have successfully insights using regularly
collaboration and cooperation steered our way through updated data such as the key
from across the region. This the initial health crisis, the insights from the Infometrics
will strengthen our influence economic crisis is likely to Economic Impacts of
29 and potential. have profound and long lasting COVID-19 Pandemic on the
impacts on the people of the Nelson Tasman Region, Early
We will be remembered by region. We know that our Estimates report released in
the decisions we make and the people are hurting and that in early May 2020.
effectiveness of our response challenging times, optimism
will impact our communities and confidence can take a hit. This impact on top of the
today and well into the future. already low productivity,
To accelerate the road to ‘sunshine’ wage rates and
recovery, we need to act accelerating older population
courageously and make the in the region makes a strong
bold decisions required to case for a coordinated
tackle the challenges we face and sustained approach to
head on and instill a spirit driving the implementation
of optimism and pride in the of this plan, both in terms of
place that we call home. the short-term responsive
and longer-term recovery
We need to build confidence elements.
in our region, stimulate
the economy, bring people The latest information will
together and mitigate job be available at https://www.
losses and business closures. nelsontasman.nz/do-business/
insights/Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
6.
Phases of the
Response &
Regeneration
30Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
We are seeing three, non-linear phases
emerging. The timeframes for these
phases are a balance of probabilities,
however, we have made assumptions
for planning purposes and are prepared
to adapt if circumstances change.
In making these assumptions we have
also considered that different sectors
will recover at varying rates. For
example, food & beverage will be a lot
quicker than tourism.
31
Survival and Response Restart and Recovery Regeneration
NOW – JAN 2021 → JAN 2021 – DEC 2022 → 2023 – ONWARDS
Due to the fluidity of the Due to the fluidity of the
situation, we are planning to situation, we are planning to
reset the focus of our delivery reset the focus of our delivery
in two ‘sprints’ over this in six-month ‘sprints’ over this
period: period.
• Sprint 1
Now- Sep 2020
• Sprint 2
Oct- Dec 2020Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
7.
Decision-Making
Framework
32Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Six strategic pillars make up our
decision-making framework for
implementation and delivery of this
action plan.
These six strategic pillars will assist
with prioritisation and focus around
the placement of human and capital
resources.
Firm-level focus Generating Export Revenue Local Economic Activity
& Cash Flow
Deliberate and proactive focus New money into the region
on supporting organisations which will stimulate demand Short-term stimulation of
that will make the greatest and circulation of money demand and circulation
33 impact to our economy. within the local economy. of money within the local
economy to support services
and consumption.
Keeping Our People in Work Focus on Our Strengths Local Government Stimulus
A focus on employment-rich Ocean's economy, food & Infrastructure projects, urban
activity and companies as well beverage, liveability and improvement projects and
as redeployment of people into growing Māori enterprise. shovel ready projects.
areas of demand.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
�. �.
Firm-level Generating
Focus Export
Revenue
One of the best ways we can assist our many Attract new money into the region which will
SMEs in the region is by having a deliberate stimulate demand and circulation of money
and proactive focus on supporting organisations within the local economy.
that will make the greatest contribution to
our economy through generating demand and
flow-on impacts to the rest of our community,
while also contributing to the improvements in
productivity and incomes in the region.
These firms will be medium to larger in
nature for our region, bigger employers and
likely to export a significant amount of their
products out of the region and/or country. Most 34
importantly, they have a long local supply chain
that will create demand for the many small
businesses that supply the larger ones such as
the plumber, wholesaler, transport company or
raw materials supplier etc.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
�. �.
Local Economic Keeping Our
Activity and People
Cashflow in Work
Short-term encouragement of demand and There are a multitude of short and long term
circulation of money within the local economy economic, social and wellbeing benefits of
to support the many small businesses In the keeping people employed. This will mean
services sector, such as retailers, hospitality and a focus on employment-rich activity and
the construction industry. companies. It will also mean the upskilling,
retraining and/or redeployment of people into
the areas of demand for a period of time, while
also contributing to their long-term capability
and capacity development through the likes of
education and training.
35Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
�.
Focusing on Our
Strengths
Activity that leverages the region’s scale within C. Liveability
these focus industries, their ability to impact
2-4 above, and their relative positioning related • Leverage the region’s attractiveness as a
to the impacts of COVID-19 in the short- great place to live, work and do business.
medium term. • Capitalise on the shifting trends towards
Four initial priority focus areas (each of these remote working, which the COVID-19
areas would be a specific project area): situation has assisted to accelerate and
enable.
A. Oceans economy • Focus on the attractiveness of the region
as a place to retire to. The semi-retirement
• 70% of New Zealand’s aquaculture industry community with capital, ideas and talent
is based in Te Tauihu. will be a vital component of the economic
• Provides more than 3,000 jobs in our region. recovery of the region, in particular for the 36
• A strong supply chain to support the services and construction sectors.
generation of export revenue. • Reposition our urban and city centres to
• Quality products that are in demand in enable this type of economic development,
domestic and international markets. in terms of being an attractive and well
connected place to live, socialise and do
B. Food & Beverage business.
• Build on the local community’s identity and
• Nelson Tasman has a strong / dominant pride within the region.
NZ position across the whole value chain
including growing, research, science & D. The Māori economy
technology, high value food manufacturing,
ingredients and wellness products. • Specific Iwi led projects as identified and
• A strong supply chain to support the prioritised by Te Tauihu Iwi.
generation of export revenue. • Specific priority projects identified within
• Quality products that are in demand in the Te Tauihu Intergenerational strategy.
domestic and international markets. • Developing and enhancing Māori enterprise
• Generate a significant level of employment through targeted business support.
that stimulates demand.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
6.
Local Government
Stimulus
Local Government stimulus package hinges on Throughout the implementation of this plan we
infrastructure spend such as urban improvement will continue to build our response and recovery
projects and shovel ready projects. These will projects pipeline with the intention of being
assist with economic stability and strengthen ready to respond to future funding opportunities
local supply chains, enabling the pipeline of as they arise. To assist with identification
response and recovery projects thus creating and prioritisation of relevant projects, we will
services demand within the community. assess them for alignment with the Te Tauihu
Intergenerational Strategy and the six strategic
• In times of crisis, global best practice pillars stated above.
identifies central and local government as
being significant contributors to economic
stability. Now is not the time for austerity
37 measures.
• Local Government’s role has never
been as critical as it is now. Stimulating
the economy by investment in key
infrastructure and community resilience type
projects and services will lead to flow-on
economic impacts for the region. (e.g. lead
infrastructure)
• An interesting metric from a recent
Shamubeel Eaqub webinar on ‘How Councils
can contribute to economic recovery’:
-- Every $1M of rates relief provided
supports approx. 8.5 jobs in the economy
(i.e. the savings have created 8.5 jobs
through more productive investment of
that $1M from the private sector)
-- However, every $1M of interest payments
for council investments in capital works
supports 155 jobs in the economyProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
8.
Architecture
38Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
The Coordination of the implementation
Project Kōkiri Action Plan will be led
by the NRDA and the Nelson Tasman
Chamber of Commerce.
Project leads for priority action
plan projects:
• Project/Programme
management (at place, GOVT - COVID19
National
before time, under budget.
Response Team
• Communicate & seek
support
• Enable & Remove
Constraints
Health Response
39
Connection to team
Project Kōkiri
Economic Response Social Response
(Marlorough Recovery)
Leadership Team
Kia Kothi Te Ho
Project Kōkiri
Economic Action
Team
Management & Operations Business & Innovation Skills & Workforce DEV Infrastructure & Local Govt
Business & Investment
Response Campaign Destination Management IWI & Māori Enterprise
AttractionProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Economic Response
Leadership Team
Purpose (Terms of reference) Team
•
•
Regional Nexus
Link between NRT & Region
Iwi Chair
• Govern, decide and facilitate regional DOC
response, priorities, thought leadership
• Lead in communication regional response Ocean Economy
• Connect the most releant organisatioins
to drive implementation to ensure the
Chair NRDA
most efficient utilisation resources and Mayor NCC
reduce the risk of duplication.
Māori Business
Food & Beverage
Chair NTCC 40
NMIT
Mayor TDC
Te Tauihu Governance
Technology
Ex-Officio (MSD)Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Economic Action Team
Purpose (Terms of reference) Team
•
•
Action Plan projects triage against criteria
Facilitate and enable key recovery projects
NRDA
and support programmes NTCC
• Coordinated portfolio management
• Two way communcation IWI GM
NCC Appointment
TDC Appointment
DOC
Te Puni Kōkiri
41 NMIT
MSD
MPI
MBIE
Te Tauihu ProjectProject Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
9.0
Project Budget
42Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Project Budget: ($���)
(Action plan area)
��.� Targeted Business and Innovation Support $���
��.� Capability Building & Job Creation $���
��.� Business and Investment Attraction $���
��.� Stimulating Local Spending & Visitation $���
��.� Local Govt Stimulus (incl Council budgets)
��.� Visitor Destination Management $���
��.� Regional Projects Pipeline $���
Project Kōkiri – Management and Operations $���
TOTAL BUDGET $�,���
Funding FY ����-����
43 Central Government (contracts for service) $���
Private Sector Investment $��
iSITE Trading $��
Local Body Funding (current SOI funding*) $�,���
Unsecured Funding $�,���
TOTAL REVENUE $�,���Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan As a result of COVID-19 and the Project Kōkiri Work is currently under way to establish action plan we have an extraordinary year an appropriate funding plan, which will ahead and this calls for an extraordinary budget include an approach to both Central and to deliver a plan to position our region to swiftly Local Government. We are currently engaged rebound from the effects. It should be noted that in funding processes with both levels of Project Kōkiri has a far wider mandate than the government and we would expect to be in normal NRDA activity, however the project is a better position around understanding our utilising the NRDA annual Statement of Intent funding challenges by the end of June 2020. process to secure the required funding. The budget includes all of the projected costs associated with implementing Project Kōkiri for the next 12 months. As a result of COVID-19 44 it includes 5 additional aspects that would not normally be included in an NRDA SOI, being: 1. Additional targeted COVID-19 restart and recovery business accelerator programme. ($200K) 2. Workforce Development ($150K) 3. Stimulating Local Spending through campaigns, Local Business and Community activations. ($285K) 4. Additional stakeholder coordination, and project pipeline triage, comms and insights ($330K) 5. NRDA traditionally raises approx. $500K p.a. from private sector funding partners, mostly in the tourism sector which will not be able to invest this year. ($500K) At this point, this situation leaves an unsecured funding amount of $1millon to be found (38% of the total budget).
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan 45
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
10.0
Appendix
46Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan 47
Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Regional Competitive Advantage
& Regeneration Initiatives
– Project Pipline
Triage
� � �
Identify Projects Prioritise Projects Cluster & Coordinate
Projects
• Entry to the pipeline is open to • Projects will be ‘triaged’
all, at any time. according to pre-agreed
Assessment Criteria. • Apply strategic regional lens.
• Projects are submitted using
a Project Kokiri Project • Do they align with the • Are there advantages to
template, so all necessary objectives and priorities clustering some Projects and
information is captured. This outlined in the Project Kokiri encouraging collaboration
acts as the first assessment Action Plan? and/or coordination between
gate. Project Owners?
• Do they already have funding?
• Pipeline Team meets weekly • Will this make the proposition
to review Projects received. • Do they already have more compelling or introduce 48
consents? efficiencies, cost savings, etc.?
** Reference key assessment
points – the six parameters in the • Consider if new business
Action Plan?** models are required to support
clusters.
• Provide feedback to Project
Owners on potential
shortcomings of their Projects
and how these might be
addressed.
The Pipeline Team:
CEO of NRDA (Oversight and Strategy), CEO of Chamber of Commerce
(Oversight and Advocacy), Comms & Engagement Contractor, Funding
Resources Contractor, Projects analyst/facilitator, NRDA Project Coordinator.Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Facilitating the identification,
coordination and assembly of investment
ready regional proposals
Intel and Resources Business Support Regional Scan
� � �
Identify funding and Help project owners write Stay aware of other
investment sources and essential documents projects being developed
help with other project outside of this pipeline
‘enablers’ • Assist Project Owners in the
writing of the documents • Engage with existing networks
• Develop knowledge and necessary for their next steps, and fora to attract Projects into
resources around potential e.g. business cases, pitchdecks, the Project Kōkiri pipeline.
funding and investment funding applications.
sources: government • Stay aware of other projects
contestable funds; other • Direct Project Owners to other being developed outside of
government funding sources business support networks and this pipeline. How can we add
(e.g. Agency budgets); private resources as relevant. value to their efforts?
49 investment/Angel funds;
philanthropic funds; crowd • Allow Projects to enter the
sourcing. Project Kōkiri pipeline at any
stage (1-5).
• Identify capacity and
capability to assist with • Use approved detail from our
other ‘enablers’ that may portfolio of pipeline Projects to
be required to support inform regional, national and
a Project’s development sector strategies and advocacy
and/or delivery. Common (i.e. excluding commercial
‘enablers’ are: advocacy/ sensitivities).
lobbying; communication
and engagement; central • Establish a regular review
or local government policy process, so our pipeline is
or regulation change; new agile and can respond to fast
business models. changing regional priorities.
• Track Projects once they have • Share progress and success
been directed to external of the pipeline with relevant
funding/investment sources. stakeholders (excluding
commercial sensitivities).
• Gather learnings from Projects
that ‘failed fast.’Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Project Pipeline
Key Process
Triage Project Plan Application Project Assessment
Template Criteria
Intel and Resources
Will we use the template provided We will need clear and transparent
for first call for Projects. criteria, so businesses understand
Business Support how their projects are assessed.
Once agreed, we can outline here Alignment with TTI / other
Regional Scan the headings of the information initiatives where possible.
that is required in the template.
Stage Two. Will be able to share
where we get to with these.
50Project Kōkiri Nelson Tasman Economic Response & Regeneration Action Plan
Type of support
offered
What will we charge
Triage Meetings 90-minute Clinics with businesses (if anything) for
Fortnightly. the Project Kokiri Team each type of support?
We will outline here the process: • Free of charge to businesses.
• To discuss:
• Triage Meeting’s Fortnightly • funding and investment ☞ Advocacy Support
options
• Feedback given within x (2 • cluster/collaboration
week’s) opportunities
☞ Comms and
• general next steps / how can Engagement Support
• Businesses will be invited to we help?
attend a Clinic, OR,
July – October 2020, we will hold
• Given feedback on why two days of Clinics per month (5
51 their Project does not fit the businesses per day).
criteria of Project Kōkiri or ☞ Assistance with
the Government fund we are We expect from November preparing a funding
facilitating. onwards this could drop to one day
of Clinics per month. application
• Some businesses will be
invited to resubmit. Others Following the Clinic sessions, ☞ Assistance with
will not. (Hence why robust businesses will be offered one or
and transparent criteria will be more types of support. preparing a PitchDeck
needed.)
We need to provide a Pitch Deck ☞ Assistance with
• ID of key projects to go up to and Business Case Template so we
Action or Leadership group are clear re the scope of the help preparing a Business
or other relevant party for we can offer. Case
sign-off.
☞ Identification and
connection with
potential partners
and/or like initiatives
who could assist in
generating a successful
outcome.You can also read
