Communities at the Centre - bringing Canadian and Opotiki experience to Wellington
Workshop: Central and local government working together.
Speakers: Mark Cabaj, Tamarack Institute for Community Engagement, Canada; Vaughan Payne, CEO Opotiki District Council
What can Canada and New Zealand offer each other regarding community-led development?
A recent lunchtime seminar brought Canadian experiences around community economic development, and a contemporary New Zealand case study – Opotiki – to Wellington.
Over 70 people participated, from 35 different central government agencies, 4 local authorities, and a small number of business and community agencies.
The gathering was co-hosted by the Institute of Public Administration of New Zealand (www.ipanz.org.nz) and Inspiring Communities (www.inspiringcommunities.org.nz), with support from the Department of Internal Affairs (see www.communityoutcomes.govt.nz).
Two interests emerged when participants were invited to talk about their reasons for coming to the session:- Most people mentioned an interest in what local and central government could do to support New Zealand communities to develop local solutions.
- There was also a strong desire for more information about how government can 'join up' more effectively and engage with communities.
Mark Cabaj, Tamarack Institute for Community Engagement
Mark Cabaj spoke first. Mark works for the Tamarack Institute for Community Engagement (www.tamarackcommunity.ca) and has extensive experience in community economic development in Canada, Europe, and through senior roles with the United Nations and Price Waterhouse. He was visiting New Zealand for a second time, and has hosted many New Zealanders in Canada. Mark shared his current conclusions.
Business development is not economic development
We often confuse these. A successful and sustainable business is one that is nurtured and supported by the community it works within. Community and social leadership structures are needed to assist businesses to navigate government systems.
Building an ecology for change takes a lot of commitment and determination, particularly where communities have experienced decline and deprivation
For sustainable community economic development, firstly a recognition of complexity is required, and then a commitment to building agreement around desired outcomes, and identifying shared ways to get there. Mark talked about key features of complex issues.
The Stacey Matrix
Mark introduced the Stacey Matrix as a useful tool in regard to recognising when issues are complex, and require radically different approaches. He talked about the tendency for institutions to assume that “management by objectives approaches – on steroids” will be effective. The nature of complex issues means that a different style of thinking and working is required.
From Tamarack adaption of Ralph Stacey Matrix – for more detail see www.plexusinstitute.org
Complex issues are inherently adaptive – and require constantly adapted responses
Mark spoke about the 'fitness landscape' as a useful metaphor. He suggests that with complex issues such as how to achieve community economic development, it must be accepted that only part of the 'landscape' required to be negotiated will be visible at any time. The preparedness and determination to recognise and plan for new and changing horizons is vital.
He also noted the tendency and temptation to look for quick but not necessarily durable solutions, particularly when people are only prepared to look within what is already known.
Illustration created by Claus Wilke and originally located at www.nupedia.com. It is available in the public domain. Wilke 06:56, 18 Jul 2004 (UTC)
Community economic development is a bottom up process
In some ways there is no such thing as a national economy, but rather a series of local or sectoral economies. Community economic development requires a top down supportive environment which can nurture and accelerate 'bottom up' progress.
Development processes, both at community and government levels need to be intentionally created
Strong leadership and commitment to change is required to create clear processes and structures to work across boundaries.
Vaughan Payne, Chief Executive of Opotiki District Council
Vaughan Payne, Chief Executive of Opotiki District Council (www.odc.govt.nz) presented a contemporary New Zealand case study of a small community becoming focused on community economic development, and some of the challenges it faces.
The Opotiki District covers 25% of the Bay of Plenty landmass and 50 % of its coastline. It has a population of 9,000 people.
Early economic prosperity and later decline
Prior to European settlement, Opotiki had a strong local and trading economy focused mainly on the sea. Establishment of the early missionary station was quickly followed by settlers attracted by the fertile soils, natural resources and good climate. The area was subject to land confiscations and many Māori were dispossessed.
European led industry emerged over time, including coastal shipping. The economy was reasonably prosperous and provided employment through the middle years of the twentieth century. However, the later years of last century saw the demise of major industries and the withdrawal of many local and government services. High unemployment and high levels of deprivation have characterised Opotiki over the past decades.
Local partnerships driving economic renewal
During the last decade, local Iwi have begun partnering to explore the potential of aquaculture off the Opotiki Coast. A consent has been granted for a 3,400ha mussel farm (the size of three South Island High Country sheep stations) off the coast of Opotiki. The mussel farm trial results are very encouraging. Construction is expected to begin later this year.
Vaughan highlighted that there is strong local ratepayer support for Council to be actively involved. Locals also support the re-development of the Opotiki Harbour (www.opotikiharbour.co.nz), so that produce from the sea can be brought to Opotiki for processing, rather than being processed in other ports and communities. Vaughan explained that “local people want hope, and jobs give hope”.
Resource consent for the harbour development has been submitted, and planning is underway to raise the necessary capital once the application is approved.
Involving central government as a partner
Vaughan talked about the number of agencies, organisations and individuals who have been involved to achieve the progress to date. He mentioned the challenges for a small community in attracting central government and large organisation attention or interest, even when available advice indicates that the scale of the consented mussel farm could add $34 million to New Zealand's GDP and 900 jobs locally.
Vaughan noted the apparent absence of a co-ordinated government 'portal' through which a small community might be able to efficiently access the relevant ministries and departments.
Workshop Discussion
Workshop participants were asked to think of themselves as government advisors on the Opotiki developments.
Key points emerging included
Roles for central government
- Foster positive and sustainable economic growth
- Establish an appropriate and supportive regulatory regime
- Provide strategic investment including start-up capital
- Provide facilitation of national and international investment
- Recognise 'the big picture' and the benefits including social capital, savings across health, unemployment etc
- Assist in identifying risk and mitigation strategies
- Assist in relationship development at the Wellington level, helping to identify the key central government agencies and 'opening doors'
- listen, advocate and get out of the way
- Support local training and education needs
How these roles could be performed
- Making firm commitments – with local MPs and Ministers informed and committed
- Backing from Central Government CEs
- Being prepared to take some risks
- Empowering individuals in departments to make decisions
- Ensuring that central government mandate is clearly connected with local delivery
- Assisting with alignment of initiatives woth government priorities
- Central government rethinking its role – as facilitator rather than as director
Ann Pomeroy, DIA Interface Facilitation Team Manager, acknowledged the themes emerging from the seminar, and committed to following-up with relevant government agencies and networks.
In summing up, Derek Gill, host of the seminar on IPANZ behalf, emphasised the need for locally developed solutions to be more effectively served by joined-up government.
Presentations and background reading
This article has been contributed by Barbara MacLennan and Jennie Darby, Inspiring Communities (www.inspiringcommunities.org.nz)
