- Manawatū is recognised as one of the top three agrifood hubs in the world
- Manawatū is a leading distribution hub, and leverages off its role in central New Zealand
- Manawatū is renowned for its exceptional lifestyle, competitive advantages, and is a magnet for investment, business and talent
3 YEAR STRATEGY
- Shared Vision, Diversified Funding, Agrihub Establishment
Attract, retain, and develop talent in the region
Talent & Skills Attraction and Retention Strategy, Te Aho Tāmaka Strategy
Pathways to employment and career development programme, leader attraction, leader engagements, facilitation of leaders aligning support to regional projects
Attract, retain, and develop, business and investment in the region
Destination Management Plan, Agritech Strategy, Business Expansion and Retention Strategy, Regional Business Partner Programme, business startup and innovation, Inward Investment Strategy, Central New Zealand Distribution Hub Strategy, Food and Fibre Strategy
Develop visitor sector capability, grow media and tourism trade engagement, develop a Rangitāne o Manawatū Māori Tourism Plan, Agritech Strategy implementation, deliver NZ AgriFood Week
Profile the region to attract people, business, and investment
Regional Identity, Agrihub PR Machine, featuring the region through media
Regional marketing, direct media features, ManawatuNZ.co.nz and social media engagement
Effective relationships with councils, central government, Māori, local iwi, and business support groups
Service Level Agreement, Partnership and Funding Agreements
Outcomes aligned with partnership agreements, research, data and insights, economic updates (incl. Māori business), stakeholder and business community e-newsletters, business planning, reporting to councils
TE TIRITI O WAITANGI
We recognise the principles of Te Tiriti o Waitangi and acknowledge the importance of partnering with local iwi and recognition of Tangata Whenua in the region through localised partnering.
Our focus continues to be on Participation through our growing relationships with regional iwi and mana whenua. Through Partnerships, we aim to work together with our regional iwi for agreed outcomes that benefit the region, and we will ensure Protection is a priority focus by incorporating te reo and tikanga across our projects and programmes , and continued development of the team’s cultural awareness and, knowledge and understanding of the principles of te Tiriti.
We are committed to sustainable practices in both CEDA’s office environment and the environment within we which we work and live. We value diversity in both our team at CEDA and our commitment to promoting diversity in age, culture, ethnicity, and gender in all that we do.
The Sustainable Development Goals or Global Goals are a collection of 17 interlinked global goals designed to be a “blueprint to achieve a better and more sustainable future for all”. The Goals were set in 2015 by the United Nations who defines sustainable development as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” The intention is for these goals to be achieved by 2030.
The Global Goals
4 Quality Education
8 Decent work and economic growth
12 Responsible consumption and production
Environment and Carbon Emissions
CEDA engage regularly with the local business community to encourage considerations around carbon emission reduction and sustainability options for their operations. Via our national and international investment opportunities in the region, we consider the environmental impacts of any businesses looking to relocate here. CEDA are advocates for sustainability through our social media and digital communications to ensure we are doing what we can through procurement and waste reduction initiatives to support this critical work.
How we differ from other economic development agencies
There are 14 regional development agencies around the country and up to 50 economic development agencies. There are also 30 regional tourism agencies, more than half of which are integrated into a regional or economic development agency. All these agencies come in many different sizes and shapes, with diverse budgets and governance arrangements. Staffing within these agencies can range from one or two people to in excess of 250 and budgets from $1 million up to $90 million.
Why was CEDA established?
CEDA was established in 2016 to achieve the objectives set out by the shareholders, Palmerston North City Council and Manawatū District Council. Together, we drive and facilitate the creation and sustainable growth of economic wealth in Manawatū and beyond, providing an integrated approach to economic development across the city and district.
A council-controlled organisation (CCO) is established to manage council facilities independently and can provide business and community expertise that councils may not otherwise have easy access to.
A CCO, like CEDA, can also attract funding from sources other than rates.