2001 Conference - Rotorua

|Index|Introduction|Programme|Workshop Streams|Keynote Speakers|

Local Government's Role in Attracting Investment and Corporate Relocations

Chris Pickrill
CEO, Canterbury Development Corporation Ltd

Contents

• 1. Local Government's Role
• Local Government's Role: Partner Potential
• 2. New Zealand Inc.
• 3. Critical Relationships
• 4. Reactive/ Proactive and Resources
• Reactive Model
• Proactive Model
• 50/50 Model
• 5. Database of Information
• 6. Incentives
• 7. Motorola
• Motorola: The Reality
• 8. Looking Forward: CDC's Focus

1. Local Government's Role

Responsibility for the economic wellbeing of Canterbury is joint and several, involving;

• Local government
• Central government
• Business
• Business support organisations
• The learning institutions
• Local workers
• Community groups
• Local iwi

Excerpt from CDC's "ICAN Economic Development Imperatives Report" 2000

Local Government's Role: Partner Potential

These partners have differing roles

• Central Government must support New Zealand as a whole
• Other parties have their own self-interest and related, specific agendas.

It falls to Local Government to take a facilitative and supportive lead role on behalf of its rate-payers to ensure that the region has the capacity to compete in the 21st century economy.

"The concept that local government can decide NOT to be involved in local economic development is nonsense! Council IS an integral part of the economic development process."

Neil Taylor, CEO Napier City Council,
EDANZ Conference Paper February 1998

"As the 'government' of our community, Council is best placed to take a lead role in identifying opportunities to safeguard key elements of our local economy, and setting the basis of locally driven growth."

Peter McKinlay of consulting firm McKinlay Douglas Ltd,
New Zealand Provincial Cities Conference October 1997

2. New Zealand Inc.

Is New Zealand on the world radar screen?

If not what chance for Christchurch let alone
Ashburton
Te Aroha
etc

First principal - collaborate to compete

3. Critical Relationships

4. Reactive/ Proactive and Resources

Reactive Model

• Field enquiries as they arise
• Reliance on others
• No targeting/ industry focus
• Cost effective?

Proactive Model

• Done well is resource hungry
• Scottish/Welsh/Irish examples
• Can be targeted and focused
• Industry, size, location
• Partnerships still important
• Cost effective?

50/50 Model

• Having a $ each way
• Partnerships still key
• Can be targeted and focused

5. Database of Information

• Know your region
• Its economy
• Its lifestyle pluses
• Its amenities
• Customise your presentation
• Promote your sustainable advantage(s)
• Know your enemy
• Key issues for prospect

6. Incentives

• What is the right approach?
• Do we have to play?
• What works, what doesn't?
• Perception - making a little go a long way
• Skills/workforce capability focus

7. Motorola

• 19th Global Software development centre
• Location: Somewhere in Australasia
• Adelaide and Chicago
• Core partnership with Investment NZ
• Need for whole of Government approach
• Tackle the key issues
• Qualified staff
• Day 1 revenue generation
• Complete, sustainable business advantage case
• Rapid response
• Show me the money!
• Not if, when

Motorola: The Reality

8. Looking Forward: CDC's Focus

• More strategic/ less opportunist
• Sector targets consistent with strategy
• Efficient use of resources - geographical focus
• Work the periphery not the core
• Managing the ripples on the pond
• Look after what you've got
• Growth from within
• The importance of Universities/CRIs

|Index|Introduction|Programme|Workshop Streams|Keynote Speakers|