Manawatu Standard

Horowhenua trust planned to unlock district potential

- JANINE RANKIN

Horowhenua’s future growth could be boosted by a new trust, set up to turn the district council’s unwanted properties into wealth.

Some of the council’s $25 million worth of land and buildings, community services and facilities would be managed and possibly sold by the trust, with any profits it made released to help economic developmen­t.

The council’s strategy committee has recommende­d the plans to set up the trust should go ahead.

Once establishe­d, the trust would operate independen­tly of the council, with trustees coming directly from the community.

The proposal has the full support of the Economic Developmen­t Board, whose members were likely to become interim trustees until people with the skills needed for the tasks the trust took on were recruited.

Board chairman Cam Lewis said it was the right move.

‘‘There is a need for strong focus on economic developmen­t in Horowhenua at this time.

‘‘We have some very big challenges, and if we get it right, some huge opportunit­ies.

‘‘A trust owned by people and for people will unlock new possibilit­ies.’’

Money tied up in property would help to generate returns to support community and economic developmen­t projects.

Council economic developmen­t manager Shanon Grainger said the goal was to unlock frozen assets and re-invest in the community.

It would help the district adapt to rapid changes driven by a growing population and the impact of the proposed new expressway from O¯ taki to north of Levin.

‘‘Our district is in a period of growth after a generation of decline and much needs to be done if we are to deliver economic benefits for residents.’’

There were also challenges for businesses in how they dealt with earthquake-prone buildings.

He said the council supported action on a range of social, cultural and environmen­tal issues, but was not necessaril­y the best organisati­on to lead projects.

Chief executive David Clapperton said one of the things the council was not good at was property management, and over the decades it had acquired quite a lot of it.

‘‘Some of it is useful to our community, and some of it not so much.’’

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