I hereby give notice that an ordinary meeting of the Economic Development Committee will be held on:
Date: Time: Meeting Room: Venue:
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Wednesday, 18 December 2013 9.30am Council
Chambers |
Economic Development Committee
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Cr Anae Arthur Anae |
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Deputy Chairperson |
Cr Ross Clow |
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Members |
Cr Cameron Brewer |
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Cr Bill Cashmore |
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Member Precious Clark |
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Cr Denise Krum |
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Cr Linda Cooper, JP |
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Cr Hon Chris Fletcher, QSO |
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Member Kris MacDonald |
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Cr Dick Quax |
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Cr Penny Webster |
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Ex-officio |
Member Len Brown, JP |
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Member Penny Hulse |
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(Quorum 6 members)
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Mary Binney Democracy Advisor
12 December 2013
Contact Telephone: (09) 373 6211 Email: mary.binney@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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TERMS OF REFERENCE
Areas of Activity
· Providing strategic oversight and direction to economic development in Auckland
· Management, monitoring and reporting on of the performance of Auckland’s economy and the coordination of Auckland’s Economic Development Strategy
· Proposing, supporting and reviewing strategic projects and programmes which will deliver on Auckland’s Economic Development Strategy
· Facilitating partnerships and collaborative funding models to support economic development initiatives
· Providing a point of engagement for the Council with the government, business and business organisations and local economic development agencies in relation to all economic policy and strategy matters
· Evaluating the balance of economic development policies, programmes and initiative across Auckland and ensuring an appropriate balance between rural and urban opportunities
Responsibilities
Within the specified area of activity the Committee is responsible for:
· In accordance with the work programme agreed with the parent committee, developing strategy and policy, including any agreed community consultation, to recommend to the Regional Strategy and Policy Committee
· Acting as a community interface for consultation on policies and as a forum for raising community concerns, while ensuring community engagement is complementary to that undertaken by local boards
· Making decisions within delegated powers
Powers
All powers necessary to perform the Committee’s responsibilities
Except:
(a) powers that the Governing Body cannot delegate or has retained to itself (see Governing Body responsibilities)
(b) where the Committee’s responsibility is limited to making a recommendation only
(c) where a matter is the responsibility of another committee or a local board
(d) the approval of expenditure that is not contained within approved budgets
(e) the approval of expenditure of more than $2 million
(f) the approval of final policy
(g) deciding significant matters for which there is high public interest and which are controversial
(h) the commissioning of reports on new policy where that policy programme of work has not been approved by the Regional Strategy and Policy Committee
Economic Development Committee 18 December 2013 |
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ITEM TABLE OF CONTENTS PAGE
1 Apologies 7
2 Declaration of Interest 7
3 Confirmation of Minutes 7
4 Petitions 7
5 Public Input 7
6 Local Board Input 7
7 Extraordinary Business 7
8 Notices of Motion 8
9 Auckland Economic Development Strategy Overview, 2012/13 achievements and work programme for 2013/14 9
10 ATEED’s Business Growth and Competitiveness Framework 29
11 Forward work programming for the Economic Development Committee 31
12 Maori Economic Development Strategic Framework Update 39
13 Auckland Economic Quarterly Update 41
14 Consideration of Extraordinary Items
1 Apologies
At the close of the agenda no apologies had been received.
2 Declaration of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
3 Confirmation of Minutes
There are no minutes to be confirmed.
4 Petitions
At the close of the agenda no requests to present petitions had been received.
5 Public Input
Standing Order 3.21 provides for Public Input. Applications to speak must be made to the Committee Secretary, in writing, no later than two (2) working days prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.
6 Local Board Input
Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give two (2) days notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.
This right is in addition to the right under Standing Order 3.9.14 to speak to matters on the agenda.
7 Extraordinary Business
Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time when it is open to the public,-
(i) The reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”
Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general business of the local authority; and
(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”
8 Notices of Motion
At the close of the agenda no requests for notices of motion had been received.
Economic Development Committee 18 December 2013 |
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Auckland Economic Development Strategy Overview, 2012/13 achievements and work programme for 2013/14
File No.: CP2013/28102
Purpose
1. The purpose of this report is give the new Economic Development Committee an overview of the Auckland Economic Development Strategy (EDS), its activities and achievements against the 2012/13 period and the 2013/14 forward work programme. It draws on material presented to the Regional Development and Operations Committee towards the end of the last term.
Executive Summary
2. The EDS was launched in September 2012 and contains 66 actions across five strategic priority areas and four cross-cutting themes. Implementation of the EDS is well underway with actions comprising a mixture of projects, programmes and ‘business as usual’ activities delivered collaboratively among multiple stakeholders.
3. Key implementation partners are the Council’s Council Controlled Organisations (CCOs): Auckland Tourism, Events and Economic Development (ATEED) and COMET Auckland, central government, business and industry.
4. A key focus of 2012/13 was to establish the governance and processes to enable implementation of the EDS. The EDS Implementation Coordination Group (ICG), comprising senior officials from government, ATEED and Auckland Council, including the Mayor’s Office, was established and is meeting bi-monthly. Multi-party steering groups have also been established for EDS priority areas and meet quarterly.
That the Economic Development Committee: a) note the activities and achievements against the Auckland Economic Development Strategy for the 2012/13 period and the work programme for 2013/14.
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Discussion
Economic Development Strategy
5. The EDS was launched in September 2012 and has five strategic priorities (refer Figure 1), supported by four cross cutting themes: sustainable eco-economy, iwi/ Māori economic powerhouse, innovative and rural maritime economy and diverse, ethnic economy.
6. The EDS formally acknowledges the need for an economic step change in Auckland through its ambitious targets around internationalisation. It seeks to achieve this through an average annual increase in regional exports of greater than 6 per cent, an average annual real GDP increase of greater than 5 per cent and average annual productivity growth of greater than 2 per cent.
Figure 1: EDS Strategic Priorities
7. The Auckland economy is showing signs of more sustained and broad based recovery with GDP growth of 2.9 per cent in the year to June 2013. A summary of progress against the headline targets in the Auckland Plan and EDS is provided in Figure 2 below.
8. More detailed indicator monitoring is undertaken as part of the Auckland Plan and EDS technical monitoring reports, ATEED and COMET Auckland’s Statement of Intents (SOIs).
Figure 2: EDS Goals and Targets
HEADLINE ECONOMIC TARGETS |
TARGET |
BASELINE |
PROGRESS 2013/14 |
1. Auckland’s GDP per capita ranking by OECD cities |
49th place by 2031 |
69th place (based on 2003 data). Not surveyed every year |
(69th place) |
2. Productivity (annual average)
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Increase by 2% p.a |
-1.8% (year to Dec 2012) |
Not available |
3. Regional exports (annual average)
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Increase by 6% p.a |
2% (between 2002 and 2008) |
Not available |
4. Real GDP (annual average)
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Increase by 5% p.a |
2.2% (year to Mar 2012) |
(2.9% year to June 2013) |
5. Group 1 business land (planned and serviced capacity)
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Ongoing provision to meet 5 yearly demand |
3,233 ha total business land capacity for future growth (vacant and vacant potential) |
(ongoing provision met) |
Better Worse Stable
9. The Auckland Council’s Long Term Plan includes a measure of the per cent of EDS key performance indicators being met or improving, to provide an indication of overall Strategy progress. The baseline target is 78 per cent for 2013-2014.
10. ATEED, a key implementation partner has developed a Growth and Competiveness Framework that sets out how ATEED will implement the economic development priorities of the EDS. Both the EDS and Growth and Competitiveness Framework are aligned with the Government’s Business Growth agenda
EDS Implementation 2012/13
11. A key focus of 2012/13 was to establish the governance and processes to enable implementation of the EDS (refer Figure 3). The EDS ICG, comprising senior officials from government, ATEED and Auckland Council, including the Mayor’s Office, was established and is meeting bi-monthly. Multi-party steering groups have also been established for EDS priority areas and meet quarterly.
12. Each of the parties plays a key role in its implementation. Central Government has an important role in Auckland’s development through the implementation of the Business Growth Agenda.
Figure 3: EDS governance structure
13. Implementation of the EDS is well underway and considerable progress was made in 2012/13. Key achievements included:
Strategic Priority 1: Business Friendly and Well-functioning city
· The Government announcement on a commitment to a joint business plan for the City Rail Link (CRL) in 2017 and providing its share of funding for a construction start in 2020, designation of the CRL route with hearings on the notice of requirement starting in August. Economic assessment and programme options for the East-West link (also known as MMEWS) identified and construction underway for the Auckland Manukau Eastern Transport Initiative (AMETI) Phase 1.
· Supporting rural and ultrafast broadband deployment across Auckland and the continued expansion of public WiFi in the city centre, Newmarket, through libraries and in selected community centres. (e.g. Clevedon Community Hall).
· Delivery by ATEED of a new dedicated business website that provides information to domestic and international business, investors and entrepreneurs with information on how easy it is to do business in Auckland (http://businessaucklandnz.com/).
· Council’s regulatory key account service supported clients with a number of significant developments. These included the expansion of a processing warehouse, from concept through to implementation (working with ATEED) and resulted in significant job creation and with the University of Auckland on the Khyber Pass redevelopment. Key accounts were also part of a cross-council team to ensure that consents were delivered within short timeframes to enable swift sale and purchase agreements.
Strategic Priority 2: Innovation Hub of Asia Pacific
· Establishment of the Auckland Tertiary Education Network (ATEN) and an agreed initial work programme.
· ATEED and Callaghan Innovation formalised a joint venture ownership agreement for New Zealand Food Innovation Auckland Ltd - The Foodbowl. This includes a programme of support for commercial take up of The Foodbowl’s new product and processing testing facilities. Additionally, ATEED has developed a three year Food and Beverage Sector Plan, incorporating the cluster and precinct development.
· ATEED is leading the Wynyard Quarter Innovation Precinct (WQIP) joint venture with Waterfront Auckland and is responsible for the development of soft infrastructure, including management of the Hub and activation of the public areas.
· ATEED provided dedicated resource and funding to help deliver the country’s first central online portal matching up health researchers, clinicians and industry with potential clinical trial participants.
Strategic Priority 3: Internationally Connected and Export Driven
· The Brisbane Business Exchange took place to mark the 25th Anniversary of the sister-city partnership between Auckland and Brisbane. This focused on sectors of importance to Auckland with business connections facilitated and developed.
· The re-signing of the Auckland Council strategic alliance with Hamburg in Germany which will enable ongoing civic, cultural, and economic outcomes.
· ATEED, on behalf of government invested approximately $5.3 million into export oriented, growth focused Auckland businesses, through the New Zealand Trade and Enterprise (NZTE)/Callaghan Innovation Regional Business Partner Network programme.
· Development by ATEED of an Auckland International Education Strategy to grow the education market, workforce and global links.
Strategic Priority 4: Grow Skills and a Local Workforce
· The publication of Auckland’s Skills and Labour Market report, which provides baseline data on the state of Auckland’s skills and labour market and of 21 Local Board Education and Skills snapshots by COMET Auckland.
· Successful youth skills and transitions initiatives underway including Youth Connections, Youth Guarantee and Careers New Zealand’s (CNZ) career planning benchmarks in schools. Youth Connections, for example, has identified 171 employment opportunities for young people and worked with 450 people to connect them into education training and employment.
· Implementation of an NZTE/ATEED Collaborative Work Programme to support firm capability and performance, including through building skills for business growth and competitiveness. This builds on existing activity such as the ATEED mentor programme which made 971 mentor matches in 2012-2013
· Auckland stakeholders led by COMET Auckland are supporting uptake of a $2 million Tertiary Education Commission (TEC) Workplace Literacy fund to increase the literacy, language and numeracy skills of employees with a focus on the Southern Initiative.
Strategic Priority 5: Vibrant, Creative World City
· ATEED launched the first domestic tourism campaign in ten years and undertaking a range of joint venture international marketing campaigns with Tourism New Zealand, Flight Centre Australia and key airline partners.
· A 28 per cent increase in short term visitor arrivals from China (year ended June 2013), supporting an overall 0.4 per cent increase in total visitor arrivals through Auckland Airport.
· ATEED growing Auckland’s major event portfolio by securing and delivering the ITM 400 (V8 Supercars), Ironman 70.3 Asia-Pacific Championships and the ITU Triathlon World Series and winning the right to host the Volvo Ocean Race Stopover in 2015 and 2018.
· Being awarded a silver medal in the ‘Sport City’ category at the 2012 International Sports Event Management Awards – runner up to London (in Olympic year).
Facilitating an Iwi-Māori economic powerhouse
· The Auckland Construction and Infrastructure Industry Workforce Roadmap Forum held in May 2013 supported the development of a cooperative to increase Māori and Pasifika participation as investors, employers, business managers, apprentices, cadets and trainees.
· Concept development by ATEED continued on the new Rangitoto-Motutapu multi-day iwi guided walk with the product name confirmed by project partners - Ngai Tai, Ngati Whatua, Ngati Paoa, the Department of Conservation, Motutapu Restoration Trust, and Fullers - as “Rangitoto Motutapu Haerenga - A Journey through Sacred Islands”.
· ATEED continued to provide support to Māori tourism ventures through the work of its Product Development Team. This work included assisting with the development of a Te Puni Kōkiri delivered trade marketing programme to increase the Māori tourism business engagement with travel trade and delivering a Māori Tourism workshop at Te Hana attracting 32 Auckland and Northland businesses.
· Excellent progress was made in developing digital infrastructure for Māori, including supporting Nga Pu Waea to roll out ultrafast broadband to Marae and the Manaiakalani project that is leveraging digital technology to drive improved educational outcomes in the Tāmaki area.
EDS Work Programme priorities 2013/14
14. The EDS work programme is developed, delivered and supported by Auckland Council, its CCOs and external partners, including central government agencies, the education sector and business community. Particular reference is made to the activities of ATEED, COMET Auckland and Waterfront Auckland, as Council’s lead delivery partners for many of the EDS actions.
15. The work programme is reflected in a collection of documents including SOIs, business plans and Council’s Annual Plan. The activities detailed within these documents flow from the high level actions contained within the EDS and are subject to regular review.
16. Other factors to note about the EDS work programme include:
· While Council is ultimately accountable for the success of the EDS, its delivery relies upon a collective effort by multiple organisations and actors.
· The locus of control and responsibility for EDS actions is distributed among the various entities.
· In addition to leading several areas of activity, Council has an important role to influence the shape and delivery of the work programme through formal governance arrangements and relationship management.
· The work programme, by nature, will evolve over time as new thinking and clearer evidence of impact and performance becomes available.
· Timing and prioritisation are important factors affecting the work programme. Commencement, scaling up and exit of activities is typically dependent on resources and coordination within and among delivery partners.
· The EDS work programme is comprised of business-as-usual, specific projects and programme-based activity.
17. The EDS work programme for 2013/14 is summarised below for each strategic priority, with the nine priority actions highlighted. A visual summary for each of the five strategic directions and their 2013/12 work programme is provided in Appendix 1.
Strategic Priority 1: Business Friendly and Well-functioning city
EDS Priority Actions |
Lead |
Progress |
Deliver an integrated transport system, with emphasis on facilitating the following priority projects: City Rail Link, AMETI, East-West link and additional Waitemata Harbour Crossing |
Auckland Transport |
In progress |
Support broadband deployment across Auckland, and work with the industry to ensure that the roll out programme balances economic, commercial, funding and social priorities |
Auckland Council |
In progress |
· Coordinate and integrate a business-friendly customer focus across Council and its CCOs, including understanding and conveying the voice of business to key players and aligning this work with the transformation project.
· Establish a cross-council Auckland Investment Office to attract and facilitate investment into Auckland public infrastructure and associated commercial opportunities.
· Ensuring the Auckland Unitary Plan delivers a regulatory framework that supports economic development in Auckland.
· Monitor the supply and demand of business land in Auckland.
· Continue to deliver Business Improvement District (BID) Partnership Programme that supports business prosperity and resilience.
· Work with Chorus to engage with BIDs in a rolling three-month cycle to generate awareness, understanding and effective use of Ultrafast Broadband and technology.
· Contribute to building organisation capacity to support Maori economic development.
· Deliver the Great Barrier Island Mobile Voice and Broadband project with Vodafone to build two cell-sites to extend wireless broadband coverage to the remote communities of Medlands and Okiwi.
· Create and coordinate a working group from the telecommunications industry, Council and Auckland Transport to support the deployment of Cellphone Infrastructure while minimising the impact on communities.
· Develop an integrated business precinct plan for the Industrial South.
· Develop and implement economic development action plans as platforms for Local Boards and other parties to advocate or catalyse activities that build up the economic capacity of a local area.
Strategic Priority 2: Innovation Hub of Asia Pacific
EDS Priority Actions |
Lead |
Progress |
Support the establishment of strong linkages between Auckland research institutions, business and organisations so that a larger number of firms are innovating to a high level |
Auckland Council |
In progress |
Support the development of clusters, precincts and industry infrastructure that supports innovation in key sectors of sectors of competitive advantage |
ATEED |
Implementing |
· Develop and deliver the ATEN work programme.
· Work with growth sectors to better develop, attract and match the skills required to address skills shortages.
· Deliver the Wynyard Quarter Innovation Precinct focusing on activation of the Polpero building.
· Work with Callaghan Innovation to support the functioning and leveraging of New Zealand Food Innovation Auckland (the FoodBowl).
Strategic Priority 3: Internationally Connected and Export Driven
EDS Priority Actions |
Lead |
Progress |
Deliver initiatives to ensure businesses with international potential build up the skills and capacity to enable them to enter global markets and focus on global growth opportunities |
Auckland Council, Central government, ATEED |
Implementing |
· Continue to build business capability and facilitate research and development activity through delivery of the Regional Partner Network programme on behalf of NZTE and Callaghan Innovation.
· Continue to facilitate business and market development outcomes from the Council’s international relationships through cultural engagement, joint initiatives with partner cities and stakeholders.
· Continue to facilitate business attraction and investment opportunities in internationally competitive sectors, including increasing the economic output of Council assets.
Strategic Priority 4: Grow Skills and a Local Workforce
EDS Priority Actions |
Lead |
Progress |
Deliver improvements in the literacy, language and numeracy to raise productivity, particularly for Māori and Pacific peoples and with a strong connection through the Southern Initiative |
Central government, Auckland Council, COMET, ATEED |
Implementing |
Build, attract and retain skills to better match Auckland’s needs, especially through improved tertiary /industry engagement that focuses on skills for innovation and research for commercialisation opportunities |
Central government, Auckland Council, COMET, ATEED |
Implementing |
· Partner with Auckland business to build capability and to deliver initiatives to better match skills supply and demand.
· Improve alignment through a project with a focus on youth, Māori and Pasifika as priority groups and language, literacy and numeracy, including a geographical focus in The Southern Initiative area.
· Develop an Auckland Skills Indicator Dashboard, that will support the oversight function of the Auckland Skills Steering Group and align national and Auckland skills, actions, targets and monitoring
· Progress a Skills for Innovation project in with the Internationalisation and Innovation Group.
Strategic Priority 5: Vibrant, Creative World City
EDS Priority Actions |
Lead |
Progress |
Significantly grow Auckland’s visitor economy through growing demand for Auckland and enhancing the visitor proposition |
ATEED |
Implementing |
Grow Auckland as a global events city through a portfolio of exciting and distinctive major and local events that increase civic pride and enhance both social and economic well-being |
ATEED |
Implementing |
· Continue to market Auckland internationally and domestically through joint venture campaigns with partners.
· Develop an Auckland Convention Strategy to ensure that Auckland reaches its true potential as a destination for business events.
· Undertake a refresh of the Major Events Strategy.
· Complete the Arts Culture and Strategic Action Plan.
· Initiate planning for the new Auckland Convention Centre.
· Scope the feasibility of a Maori Signature Event for Auckland.
Consideration
Local Board Views
18. There are no specific local implications associated with this report. Council’s Economic Development Department reports to Local Boards six monthly on its activities delivering the agreed local economic development work programme. Economic development overviews are being prepared for all Local Boards and will provide information on the unique pattern of local economic activity, population, skills, workforce, employment, sector strengths, key linkages and business growth trends. The overview can be a tool for the Local Board to influence others and improve understanding of the strengths, challenges and opportunities within the local economy.
19. Through its Local Board Engagement Plan, ATEED maintains an open dialogue with local boards through a range of mechanisms including:
· Six monthly reporting of activity to Local Boards.
· Annual invitations to Local Board Chairs and portfolio leads to attend ATEED Board meetings and discuss key opportunities and issues.
· Regular attendance of the ATEED Chief Executive at the Local Board Chairs Forum.
· Ad-hoc engagement on issues of particular relevance to Local Boards e.g. the Franklin Local Board was heavily involved in the delivery of the ITM 400 (V8 supercars) event.
Maori Impact Statement
20. Amongst the Auckland Plan’s six transformational shifts is the shift to ‘Significantly shift Māori social and economic well-being’ and is supported by the strategic direction to ‘enable Māori aspirations through recognition of the Treaty of Waitangi and customary rights.’ The Māori Plan for Tāmaki Makaurau also sets out the Independent Māori Statutory Board’s (IMSB) priorities for Māori economic development.
21. Council’s Economic Development department and ATEED are leading aspects of the EDS to facilitate an iwi/Māori economic powerhouse in Auckland. This involves working in partnership, particularly with Māori, to identify and develop initiatives around investment, skills development and tourism opportunities.
22. In partnership with Te Waka Angamua and input from the IMSB, Economic Development are leading the development of the Māori Economic Development Strategic Framework to assist Māori achieve their economic aspirations. From analysis undertaken in the first stage of work it has been concluded that specifically in relation to stage two:
· A Māori economic development programme should be developed that helps to pull together the existing strategies/plans such as; the Auckland Plan, EDS, the Māori Plan and He Kai Kei Aku Ringa and how they relate specifically to Māori Economic Development in Tāmaki Makaurau.
· The Maori Responsiveness Framework is an appropriate lens to which these should be a) viewed through and b) operationalised.
· The Māori Responsiveness Economic Development Programme would include Māori economic development guidance such as; tools and templates, Māori economic development forum, networks, education and awareness, data collection and visualisation, monitoring, evaluation and reporting.
Implementation Issues
23. There are no financing or resourcing implications associated with this report.
24. Officers, lead agencies and partners will continue to implement policies and projects to progress the implementation of the EDS and will report updates as required.
25. It should be noted other progress reporting occurs via the Auckland Plan Annual Implementation Update report and ATEED and COMET Auckland’s CCO reporting.
No. |
Title |
Page |
aView |
Economic Development Strategy Implementation Progress Report |
21 |
Signatories
Authors |
Stephanie Jowett - Policy Advisor |
Authorisers |
David Hawkey - Acting Manager Economic Development |
Economic Development Committee 18 December 2013 |
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ATEED’s Business Growth and Competitiveness Framework
File No.: CP2013/28456
Purpose
1. To update the Committee on ATEED’s Business Growth and Competitiveness Framework.
Executive Summary
2. Patrick McVeagh will provide a presentation.
That the Economic Development Committee: a) thank Patrick McVeagh for his presentation.
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There are no attachments for this report.
Signatories
Authors |
Mary Binney - Democracy Advisor |
Economic Development Committee 18 December 2013 |
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Forward work programming for the Economic Development Committee
File No.: CP2013/26612
Purpose
1. The purpose of this report is to seek feedback from the Economic Development Committee (the Committee) on the following key matters:
· the proposed strategy/policy/information item approach to the Committee’s meetings
· how the Committee would like to work with Auckland Tourism, Events and Economic Development Limited (ATEED) and the independent Economic Development Panel
· who the Committee would like to connect with in central government
· items for the proposed 2014 work programme that will contribute towards the achievement of Auckland’s economic goals, which could also be brought before the Committee (subject to delegations).
Executive Summary
2. The Auckland EDS sets some very clear targets for success and what this means for Auckland. The delegations to the Committee charge it with a number of responsibilities including providing strategic oversight and direction to economic development in Auckland.
3. It is envisaged the Committee will consider a range of strategic, policy and information items at each of its meetings, across the five priority areas and four cross-cutting themes of the EDS. It is also important for the Committee to consider its relationship with ATEED and the proposed Economic Development Panel and how it would like to work with these groups, as well as who it would like to connect with in central government.
4. Officers have developed a preliminary 2014 draft work programme, covering items to be considered by the Committee, however this programme will continue to evolve as the term progresses. A visit from international cities expert Greg Clark in late January 2014 will also help shape the work programme.
That the Economic Development Committee: a) agree to the proposed strategy/policy/information item approach to the Committee’s meetings. b) provide any feedback on how the Committee would like to work with Auckland Tourism, Events and Economic Development Limited and the independent Economic Development Panel. c) provide any feedback on who the Committee would like to connect with in central government. d) provide any feedback on items for the proposed 2014 work programme that will contribute towards the achievement of Auckland’s economic goals, which could also be brought before the Committee (subject to delegations). e) note the Auckland Economic Development Strategy mid-course assessment workshop in late January 2014.
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Discussion
Economic development ambitions
5. Earlier reports on this agenda have provided a recap on Auckland’s EDS, an overview of progress achieved in the past year and the proposed 2014 EDS work programme. These reports have also set the context for activity by ATEED through its Business Growth and Competitiveness Framework.
6. The EDS sets some very clear targets for success and what this means for Auckland. The EDS envisages improving Auckland’s economy by 20 places in 20 years in current OECD gross domestic product (GDP) per capita rankings. The step change goals to achieve this are:
· an average annual increase of regional exports greater than 6 per cent
· an average annual real GDP increase greater than 5 per cent
· an average annual productivity growth of greater than 2 per cent.
7. Achieving these goals will require the structure of Auckland’s economy to shift from being import-led to export-driven, to encourage growth in our significant service sectors as well as in our internationally competing industrial sectors, and significant improvement through growth in skills and labour market participation, innovation and access to capital.
8. This report provides the committee with an opportunity to reflect and consider its ambitions for economic development over the coming three year term, as guided by the EDS.
9. In addition, in his manifesto the Mayor signalled that a renewed focus on economic development will be important in his second term. This includes a number of Mayoral initiatives, strategies and action plans over the coming 12 months, such as:
· Youth employment action plan
· Global investment attraction (via the Auckland Investment Office)
· Promotion of Auckland to the international migration market
· A refocus of Auckland’s international relations efforts
· Mayoral position paper on Public Private Partnerships
· Digital Auckland – ‘Kick Start’ programme
· Refresh of the Auckland Visitor Plan
· Skypath project
· Regional Maori economic and investment hui
· Small business working group.
Role of the Committee
10. The terms of reference for the Committee charge it with:
· Providing strategic oversight and direction to economic development in Auckland
· Management, monitoring and reporting on of the performance of Auckland’s economy and the coordination of Auckland’s Economic Development Strategy
· Proposing, supporting and reviewing strategic projects and programmes which will deliver on Auckland’s Economic Development Strategy
· Facilitating partnerships and collaborative funding models to support economic development initiatives
· Providing a point of engagement for the Council with the government, business and business organisations and local economic development agencies in relation to all economic policy and strategy matters
· Evaluating the balance of economic development policies, programmes and initiative across Auckland and ensuring an appropriate balance between rural and urban opportunities.
11. It is envisaged that the Committee will have a range of strategic, policy and information items to consider at each meeting, across the five priority areas and four cross-cutting themes of the EDS. Officers would welcome feedback from the Committee on this approach and how it wishes to operate over the next three years.
Relationship with ATEED and the Economic Development Panel
12. An important consideration for the Committee is its relationship with ATEED and with the proposed Economic Development Panel and how it would like to work with these groups.
13. The panel will be chaired by Michael Barnett, the Chief Executive of the Auckland Chamber of Commerce. The appointed councillor liaison is Councillor Cameron Brewer. The terms of reference, meeting frequency and membership of the panel are still to be determined, but is envisaged the group will be titled the Economic Development Panel (rather than the Business Advisory Panel).
14. It is intended the panel will establish a clear focus on a small number of significant issues/opportunities/constraints for business and advise Council on how these can be progressed. Preliminary indications of key priorities for the panel include; youth employment and skills, investment, Auckland international trade growth and SME export growth.
Relationship with Central Government
15. The EDS was developed in conjunction with central government and there is strong alignment between the EDS and the Government’s Business Growth Agenda (BGA). The BGA focuses on six key “ingredients” businesses need to grow: export markets, innovation, infrastructure, skilled and safe workplaces, natural resources, and capital. Each of these has its own programme of work.
16. While the Council is ultimately accountable for the success of the EDS, its delivery relies upon a collective effort by multiple organisations and actors, including central government.
17. Given that central government spends significantly more in Auckland than local government (across areas such as health, education, transport), it is crucial that Auckland connects and communicates effectively with central government on its programmes (particularly in the design stage) to ensure an Auckland perspective is achieved.
18. Any feedback that the Committee may have on who it would wish to connect with in central government (for example certain Ministers or Chief Executives of particular Government agencies) would be valuable.
Work programme for 2014 and beyond
19. Building from work underway to implement the EDS, officers have developed a preliminary 2014 draft work programme, covering items to be considered by the Economic Development Committee (refer Attachment A).
20. The programme will continue to evolve as the term progresses. Officers would welcome feedback from the Committee on items that will contribute towards the achievement of Auckland’s economic goals, which (subject to delegations) could also be brought before the Committee.
21. A visit from international cities expert Greg Clark in late January 2014 will also help shape the work programme. Greg is facilitating a ‘mid-course’ assessment of how Auckland is implementing the EDS, to ensure we focus on the activities/programmes which accelerate achievement of the EDS goals. This mid-course assessment is an opportunity to ensure our priorities create real impact and address the critical few things that will make the greatest difference.
22. The programme for Greg’s visit will bring together delivery partners, including the Mayor, this Committee and the Economic Development Panel, to agree priorities for future effort. This will also inform the economic development priorities for the Long Term Plan. There will be a session with business as part of the Greg Clark programme, which the Economic Development Panel will host. An invitation has also been extended to the Minister of Economic Development to be part of this process.
Consideration
Local Board Views
23. The Governing Body has decision-making responsibility for regional economic development strategy and policy, international relationships and Auckland wide economic development programmes and initiatives. Local boards have decision making authority for local business area planning including local economic development plans, projects and initiatives and Business Improvement District (BID) programmes. Local boards receive six monthly reports on local economic development plans, projects and initiatives in their area.
Maori Impact Statement
24. Amongst the Auckland Plan’s six transformational shifts is the shift to ‘Significantly shift Māori social and economic well-being’ and is supported by the strategic direction to ‘enable Māori aspirations through recognition of the Treaty of Waitangi and customary rights.’ ‘Facilitating an Iwi-Māori economic powerhouse’ is also a cross-cutting theme of the Auckland EDS. The Māori Plan for Tāmaki Makaurau also sets out the Independent Māori Statutory Board’s (IMSB) priorities for Māori economic development.
25. As highlighted in Attachment 1, a key component of the 2014 work programme is focused on Māori economic development. From analysis undertaken in the first stage of work it has been concluded that specifically in relation to stage two:
· A Māori economic development programme should be developed that helps to pull together the existing strategies/plans such as; the Auckland Plan, EDS, the Māori Plan and He Kai Kei Aku Ringa and how they relate specifically to Māori Economic Development in Tāmaki Makaurau.
· The Maori Responsiveness Framework is an appropriate lens to which these should be a) viewed through and b) operationalized.
· The Māori Responsiveness Economic Development Programme would include Māori economic development guidance such as; tools and templates, Māori economic development forum, networks, education and awareness, data collection and visualisation, monitoring, evaluation and reporting.
26. This work is being led jointly between the Economic Development department and Te Waka Angamua, with input from the IMSB. It is intended the Committee will receive a progress update on Māori economic development as part of this agenda.
Implementation Issues
27. Implementation issues have been outlined earlier in this report.
No. |
Title |
Page |
aView |
Draft 2014 work programme |
37 |
Signatories
Authors |
Sarah Johnstone-Smith - Principal Advisor Regional Economic Policy Development |
Authorisers |
David Hawkey - Acting Manager Economic Development Harvey Brookes - Manager Economic Development |
Economic Development Committee 18 December 2013 |
|
Maori Economic Development Strategic Framework Update
File No.: CP2013/28507
Purpose
1. To provide the Economic Development Committee with an update on the Maori economic development strategic framework.
Executive Summary
2. Mike Taitoko from the Tuia Group will give a presentation.
That the Economic Development Committee: a) thank Mike Taitoko for his presentation.
|
There are no attachments for this report.
Signatories
Authors |
Mary Binney - Democracy Advisor |
Economic Development Committee 18 December 2013 |
|
Auckland Economic Quarterly Update
File No.: CP2013/28445
Purpose
1. To provide an economic update to the Committee
Executive Summary
2. Auckland Council’s Chief Economist Geoff Cooper will give a presentation.
That the Economic Development Committee: a) thank Geoff Cooper for his presentation
|
There are no attachments for this report.
Signatories
Authors |
Mary Binney - Democracy Advisor |