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Pacific
Peoples Advisory Panel
17 December
2014
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Overview of Economic Development Activities - ATEED
and Auckland Council
File No.: CP2014/28781
Purpose
1. To provide an
overview of economic development activities across Auckland Tourism, Events and
Economic Development (ATEED) and Auckland Council to help the Pacific Peoples
Advisory Panel to provide advice to Auckland Council for the benefit of its
communities.
Executive
summary
2. This report responds to a
request for an overview of economic development activity across ATEED and
Auckland Council to help the Pacific Peoples Advisory Panel provide advice to
Auckland Council for the benefit of its communities.
3. Economic development activities
are undertaken within the strategic framework provided by the Auckland Plan
(Chapter 6), the Auckland Economic Development Strategy (AEDS) and the Shared
Economic Agenda. ATEED’s Statement of Intent (SOI), implementation plans (e.g.
Auckland Visitor Plan, Auckland Major Events Strategy, and Auckland Innovation
Plan) and partnering and other arrangements with government agencies also
provide direction to ATEED’s activities.
4. A recent review
of the Council’s planning division (the CPO division) resulted in the
regrouping of the economic development activities across ATEED and Auckland
Council. Activities implementing the AEDS with strong connections to ATEED’s
activities are grouped within ATEED. Other activities are located within the
new structure of the CPO. The new structure and changes are outlined in Section
2 of this report.
5. In the
following overview, economic development activities are discussed under the
corresponding priorities of the AEDS / Shared Economic Agenda.
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Recommendation/s
That the Pacific Peoples
Advisory Panel:
a) receive the overview of
economic development activity across ATEED and Auckland Council.
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Discussion
Section
1
Auckland
Economic Development Strategy & Shared Economic Agenda
6. Underlying
Chapter 6 of the Auckland Plan and the Auckland Economic Development Strategy
(AEDS) is the recognition that a range of initiatives and activities across the
Auckland Council group and beyond, contribute to Auckland’s economic
development. For example, the transport infrastructure and services provided by
New Zealand Transport Agency and Auckland Transport are essential to a
functioning Auckland, its growth and economic development. This was illustrated
in cost benefit analysis supporting the business case for the Central Rail Link
(CRL), pointing to its contribution to increased productivity and economic
growth for Auckland.
7. Similarly, the
implementation of Auckland Council’s regulatory roles required for public
safety, mitigation of adverse effects and public well-being also hold
implications for economic development through the compliance costs imposed and
the time their processes require.
8. Primarily
however, there have been two centres for economic development specific activity
– ATEED and the Council’s Economic Development department (ED department). The
ED department led the development of the AEDS (alongside Chapter 6 of the
Auckland Plan) with ATEED. This was adopted by Council in July 2012. The AEDS
has five priorities with associated actions and key initiatives, interwoven
with cross-cutting themes. The five priorities are set out in the left hand
column of Table 1.
9. At the
beginning of 2014, Auckland Council and ATEED undertook a mid-course review of
the implementation of the AEDS. The Mayor, Councillors, Council and ATEED
staff, and key stakeholders from the Government, business leaders and other
representatives of the business community came together to agree a Shared
Economic Agenda for action. They sought alignment across their priorities and
activities to identify where they could leverage the greatest contribution. The
Shared Economic Agenda is set out in the right hand column of Table 1, showing
alignment with the AEDS.
Table 1
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Auckland
Economic Development Strategy
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Shared
Economic Agenda
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Business
friendly and well-functioning
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A new
business leadership team
Build the
Auckland business proposition for a business-friendly city
Make sure
the right infrastructure is planned for and in the right place
Boost the
investment rate into Auckland’s economy and infrastructure
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Innovation
hub of the Asia-Pacific rim
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Support more
Auckland businesses to innovate and grow
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Internationally
connected and export-driven
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Increase
Auckland’s visibility
Boost the
investment rate into Auckland’s economy and infrastructure
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Invest in
peoples’ skills and local workforce
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Raise youth
/ rangatahi employability
Build,
attract, retain talent
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Develop a
creative vibrant international city
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Increase
Auckland’s visibility
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Cross-cutting
themes
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Creating a
sustainable eco-economy
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Facilitating
an iwi/Māori economic powerhouse
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Support
growth and improved performance of Maori businesses
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Developing
and enhancing an innovative rural and maritime economy
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Supporting a
diverse ethnic economy
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Economic
Development Activity
10. In its second
term, Auckland Council’s focus is on the implementation of the Auckland Plan
and its accompanying strategic documents, including the AEDS. The CPO has taken
the opportunity to review its structure including clarification of roles in the
implementation of the AEDS. As the Council’s economic development organisation,
much of this implementation activity is undertaken by ATEED. ATEED’s activities
are also directed by its SOI and with the partnership and other arrangements it
enters into with government agencies and others.
11. The CPO review
has resulted in the regrouping of the economic development activities across
ATEED and Auckland Council. AEDS implementation activities with strong
connections to ATEED’s activities are now grouped within ATEED. Other
activities are located within the new structure for the CPO which is outlined
in Section 2 of this report.
12. In the following
overview, economic development activities are discussed under the corresponding
priorities of the AEDS / Shared Economic Agenda, attributable to either ATEED
or Auckland Council. For the purposes of this report, activities are discussed
under the priority they most contribute to.
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Business friendly and well-functioning
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A new business leadership team
Build the Auckland business proposition
for a business-friendly city
Make sure the right infrastructure is
planned for and in the right place
Boost the investment rate into Auckland’s
economy and infrastructure
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ATEED
13. Following the
Shared Economic Agenda’s development, the Mayor invited business leaders to
establish the Business Leadership Group (BLG), to ensure business and Council
work together on driving Auckland growth and provide a strong, effective
regional, national and international voice for Auckland interests. The BLG is
being supported by ATEED staff and chaired by Michael Barnett of the Auckland
Chamber of Commerce.
14. ATEED works in
partnership with the Auckland Chamber of Commerce to present the Westpac
Auckland Business Awards to celebrate the success of Auckland businesses. ATEED
also supports the New Zealand Food Awards which recognise excellence in the
food and beverage industry. Two thirds of New Zealand’s top 50 food and
beverage companies are located in Auckland. The industry contributes around $3
billion a year to the Auckland economy.
15. ATEED identifies
and facilitates business attraction opportunities in Auckland’s key sectors and
geographic priority areas and delivers the Aroha Auckland programme, which
provides post-investment support services for Auckland’s largest
multinationals. As Auckland’s Regional Tourism Organisation (RTO), ATEED also
acts as a key advocate for Auckland businesses in the tourism sector.
16. ATEED is also
further developing the Auckland Investment Office (AIO) function for Council.
The AIO is focused on attracting major investors for infrastructure such as the
Central Rail Link.
Auckland
Council
17. A particular
focus of the Regional Economic Development Policy Implementation team was the
provision of business land to meet Auckland’s economic growth. Work is
continuing to ensure there is an adequate forward pipeline of industrial land
to meet the growth of manufacturing, logistics and warehousing activities. This
work also identifies and plans for future business land, and supports or leads
various research/modelling projects to support the policies of the Proposed
Auckland Unitary Plan.
18. The Local
Economic Development (Local ED) team assists local boards to develop Local
Economic Development Action Plans and provide support, with a focus on local
economic drivers, to the spatial priority projects. The team has also been
involved in business precinct planning; including the East Tamaki Business
Precinct Plan (2013) and the Integrated Business Precinct Plan for the Auckland
Industrial South (draft 2014). Local ED Advisors work with local boards to
prioritise actions for implementation, and with delivery partners such as
tertiary institutions, training organisations, CCO’s and infrastructure
providers to scope and deliver projects.
19. The Business
Improvement District (BID) team provides policy and administration support for
the BID programme including services to BIDs, liaison, facilitation, training
and promotion of best practice. The team also provides support for Council
requests and processes, providing local coordination to align objectives to the
Auckland EDS. There are 48 BIDs operating across the Auckland region. In all
cases, Partnering Agreements are in place between BIDs and their respective
local board.
20. The overall work
programme of the two teams discussed above, also includes providing an economic
perspective to area plans, economic development support for centre planning and
town centre audits, development of business associations and governance
activities, including administering $12.2 million in BID grants.
21. The Regional Digital
Policy Implementation team has focused on growing business understanding of
technology and the associated opportunities and impacts. It also supports an
expedient and low-impact rollout of ultrafast broadband (UFB), expanding public
WiFi across the region, and addressing barriers to businesses ‘getting
connected’.
22. The Chief
Economist and RIMU provide commentary on the Auckland economy; analysis, advice
and support on policies and projects including the $2.4 billion City Rail Link
and the Proposed Auckland Unitary Plan. The Chief Economist prepares the
Auckland Economic Update quarterly, which may also feature articles prepared by
RIMU staff.
23. Auckland Council
wants to attract business to Auckland and support existing businesses, by being
business-friendly. Examples of activities led by the Economic Development
department include the Council’s contribution to Local Government New Zealand’s
NZ Core Cities Research and Business Friendly Guidelines projects, the New
Zealand Convention Centre and working with the private and education sectors on
major infrastructure opportunities.
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Innovation
hub of the Asia-Pacific rim
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Support
more Auckland businesses to innovate and grow
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ATEED
24. ATEED works closely with the Government including Callaghan
Innovation and New Zealand Trade and Enterprise (NZTE) in this area and
delivers the Regional Business Partners programme across Auckland to build
business capability and stimulate innovation through R&D. Over the 2013/14
year, ATEED assisted dozens of local companies to gain more than $1.74 million
in NZTE-funded Business Capability Vouchers to spend on improving workforce
skills. ATEED also facilitated Callaghan Innovation R&D investments to the value
of $4.6 million into 125 innovative export focused businesses.
25. GridAKL, Auckland’s new innovation precinct, has been established by
ATEED and Waterfront Auckland on behalf of Council to attract new and emerging
ICT and digital media businesses, alongside more established companies. GridAKL
aims to rapidly grow the local ICT sector. It will support innovation and
entrepreneurship with a focus on technology sectors of specialization and build
on the success and growth already achieved by smart New Zealand tech companies.
Initially located in the Polperro Building (until 2016) the Lysaght Building is
due to open in mid-2015 and another facility (Innovation 5A) is being planned
for 2016. Thirteen innovative or innovation related companies are now resident
in the Polperro Building. Offerings include cloud based video production,
robotic fork lifts, programing for business apps, innovation consultancy
services and a venture capital provider. This brings the occupancy rate to 84
per cent and further space is now available for expansion.
26. ATEED is also leading discussions with other nationwide innovation
precincts (Enterprise Precinct Innovation Centre Christchurch, Grow Wellington,
and Waikato Science Park) to establish a National Innovation Alliance via a
Memorandum of Understanding (MOU). The aim is to share best practice and
expertise, connect businesses and contribute to a strong innovation ecosystem
in New Zealand.
27. ATEED is also developing and supporting key sectors of competitive
advantage including ICT, screen and digital media, food and beverage
processing, marine, high performance sport and international education. ATEED
is also a joint-venture owner of New Zealand Food Innovation Auckland (The
FoodBowl – Te Ipu Kai) with Callaghan Innovation. The FoodBowl is a state of
the art food production facility in Mangere which is used by dozens of
companies to test and produce new food products.
28. ATEED recently signed an MOU with the Ministry of Pacific Island
Affairs. The purpose of the agreement is to set the framework for short-term
areas of collaboration while maintaining a longer term view of areas to be
explored in the future. While not exhaustive, initial objectives of the
agreement include: increasing business growth in South Auckland, increasing
growth of Pacific peoples businesses across all of Auckland, fostering
entrepreneurship and start-up culture in Pacific communities, advancing Pacific
workforce development and improving critical and financial literacy of Pacific
young people.
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Internationally connected and
export-driven
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Increase Auckland’s visibility
Boost the investment rate into Auckland’s
economy and infrastructure
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ATEED
29. Study Auckland,
which promotes Auckland as an international education destination – including
working in partnership to provide unique student offerings – is a team within
ATEED’s Business Attraction and Investment (BA&I) division. Auckland has
more than 470 schools, universities, other tertiary institutions, English
language schools and private education providers offering services to some
60,000 international students.
30. The BA&I
division provides services to assist investment in Auckland with business case
development, talent and labour market analysis, making connections, property
solutions and an aftercare programme. In the 2013/14 year, the team attracted
to Auckland, or grew the local presence of, five multi-national companies – an
injection of $266 million foreign investment. ATEED’s Screen Auckland
specialists attract inbound productions worth tens of millions of dollars to
the regional economy each year, and ATEED has screen industry memorandums of
understanding with two government regions in China to grow inbound
co-productions from this huge market.
31. ATEED promotes
Auckland’s identity and brand story consistently across all its business,
tourism and major event activity in international and domestic markets and is
developing a global business profile/business proposition for Auckland. ATEED
undertakes targeted marketing campaigns (including through digital channels) to
emerging and existing international markets and domestically.
32. ATEED has strong
links to NZTE’s Kiwi Landing Pad in San Francisco – links which were
significantly strengthened during the America’s Cup regatta last year, and have
continued to be built on.
Auckland
Council
33. The Global
Partnerships and Strategy unit (formerly International Relations) seeks to
profile Auckland in the global economy through a programme of strategic
activity with Auckland Council’s international partnerships and networks. The
unit promotes Auckland’s people-to-people linkages and supports the attraction
of trade and investment opportunities to Auckland.
34. Global
Partnerships and Strategy is the first point of contact for enquiries and
official visits from global partners to Auckland Council. The unit is helping
to build Auckland’s international profile through its Global Engagement
Framework (under development), by activating the Mayor’s outbound global
engagement programme. The unit is also helping to raise Auckland’s global
visibility through membership of global networks and entry into global awards,
such as the Lee Kuan Yew World Cities Prize. The unit manages civic and
cultural activity in relation to Auckland Council’s international partnerships
(sister cities) and development and support for economic alliances.
35. Global
Partnerships and Strategy recently initiated and developed a Tripartite
Economic Alliance (Tripartite) between the sister cities of Auckland, Guangzhou
and Los Angeles. Auckland will formalise its participation in the Tripartite by
entering into a Memorandum of Understanding (MoU) that was jointly signed by
the Mayors of the three cities on 16 November 2014 in Guangzhou.
36. The Tripartite
is a strategic alliance designed to present an innovative opportunity to set a
new benchmark for how global cities can engage and collaborate. The objective
of the Tripartite is to help deepen trade and economic engagement between the
three cities. Specific initiatives and work programmes will be launched under
the Tripartite to meet this objective. The Tripartite will be supported by
annual summits, and rotated between the three cities.
37. The Tripartite
will enhance Auckland’s visibility with two of its key sister cities; and
allows the three cities to leverage existing sister-city relationships with
each other, the only known global ‘tri-city’ initiative of its kind. A work
programme is being developed to implement Tripartite-related initiatives over
the initial three year period of the MoU. Proposals include air quality
solutions, waterfront regeneration, port-to-port alliance, chambers of commerce
cooperation, film distribution, and retail and fashion promotion. Future work may
also include looking at inter-firm arrangements to facilitate trade under New
Zealand’s existing trade preferences. For example, there may be potential for
Los Angeles-based companies to partner Auckland-based companies to utilise the
preferences under FTA’s.
38. Global
Partnerships and Strategy works closely with both the Ethnic and Pacific
Peoples advisory panels to:
· facilitate
connections with Auckland’s ethnic communities
· exchange
advice and information
· participate
in Mayoral meetings/calls, business related events and meetings with
international visitors
· help
identify potential international connections that are aligned with the
Council’s global engagement efforts and
· seek
participation and support in relevant trade missions.
39. Global
Partnerships and Strategy also supports relevant activities undertaken under
the PacificTA - a technical assistance facility funded by the International
Development Group of the Ministry of Foreign Affairs and Trade and managed by
Local Government New Zealand. Auckland Council sits on the steering committee
for the fund and is represented by Phil Wilson, Chief of Staff, Mayor’s
Office.
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Invest in peoples’ skills and local
workforce
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Raise youth / rangatahi employability
Build, attract, retain talent
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ATEED
40. Growing a
skilled workforce is a relatively new priority for ATEED. Nurturing a strong
skills base is identified internationally as key to developing an innovation
and knowledge based economy. People with the right skills can give firms a
competitive edge through increased innovation, use of new technologies,
improved workplace practices and access to new markets.
41. ATEED’s work
programme is focused on growing:
· skills
and business capability
· employment
pathways
· growing
skills for innovation and talent, and
· attracting
talent.
42. ATEED’s
activities include:
· working
with industry to identify where there are shortages of skilled workers for key
sectors (ICT, construction, health and hospitality) and helping to develop
workforce plans for these sectors
· helping
small to medium companies apply for NZTE Business Capability Vouchers, which
can be used to increase specific workplace skills
· supporting
the implementation of the Mayor’s Youth Employment Traction Plan, including
hosting of the traction hub and leading the recruitment of up to 50 Auckland
businesses to sign an Employers Pledge committing to stand alongside the Mayor
in support of youth employment for Auckland (the first, Fletcher Building,
signed in November 2014)
· providing
leadership, input, and support across a range of fora and work-programmes
(including Tāmaki Makaurau Education Forum, Auckland Skills Steering Group
and Auckland Tertiary Education Network)
· delivering
the Lion Foundation Young Enterprise Scheme across the region, which provides
school students (1200 students across 41 schools) real-life experience running
a business
· developing
pathways for international students and talent into further education and
employment in alignment with our key economic growth sectors
· promoting
Auckland as an international education destination with particular emphasis on
supplementing domestic talent capacity to resource key economic growth sectors.
43. ATEED also works
in partnership with others such as COMET Auckland. COMET Auckland’s key
priorities over the forthcoming months are piloting the Youth Employability
Passport and building a business-led STEM[1]
coalition to support training in areas of skills shortages, particularly ICT
and STEM skills. COMET Auckland activities also include championing actions
that build literacy capacity including financial literacy education programmes,
and digital literacy opportunities in TSI.
44. In partnership
with Immigration New Zealand, ATEED is investigating options to strengthen the
responsiveness of the immigration system to fill Auckland’s skills gaps. In
late November, the Ministry of Business, Innovation and Employment (MBIE),
Working In and ATEED are hosting job fairs in Perth and Sydney, specifically to
support New Zealand employers who are growing their businesses and seeking
specialist skills in the construction sector.
45. ATEED also has a
partnership with Education New Zealand and other regions to provide unique
student offerings.
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Develop a creative vibrant international
city
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Increase Auckland’s visibility
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ATEED
46. ATEED is focused
on growing the visitor economy from $4.8 billion to $7.2 billion as outlined in
the Auckland Visitor Plan 2021 (refreshed March 2014). It is undertaking
targeted marketing campaigns (including through digital channels) to emerging
and existing international markets and domestic markets – mainly targeting
high-value visitors.
47. ATEED is
assisting in developing capacity for growth within the visitor economy in
partnership with industry. ATEED is also identifying gaps within key markets
and working with partners to address them, working with local tourism operators
and regional cluster groups to promote local areas as distinctive destinations
within Auckland and supporting visitor related businesses.
48. The Auckland
Convention Bureau (ACB) sits within ATEED. The key role of the ACB is to
accelerate the growth of the multi-million dollar Auckland business events
sector through implementation of the Auckland Business Events Plan.
49. ATEED works in
partnership to attract, sponsor, facilitate and leverage major events including
the Dick Smith NRL Auckland Nines, V8 Supercars ITM500 Auckland, ICC Cricket
World Cup 2015, and FIFA U-20 World Cup, and will deliver World Masters Games
2017 through its subsidiary WMG2017 Ltd.
50. The Auckland
Diwali Festival is an ATEED-owned and produced two-day event in partnership
with Asia New Zealand Foundation. It celebrates Indian culture through live
performances, Indian food, Indian crafts and a fireworks display. The 2014
event (11-12 October) was the festival’s 13th year. It attracted tens of
thousands to Aotea Square, part of Queen Street and the Auckland Live Venue.
51. The Pasifika
Festival is now one of the largest celebrations of Pacific peoples’ culture and
heritage in the world. More than 80,000 people attended Pasifika Festival 2014.
ATEED delivers the Pasifika Festival with the essential support of Auckland’s
Pacific Island communities. One of the key objectives is to ensure festival
goers get an authentic taste of Pacific Island culture and heritage at the
event. In order to meet obligations to the event portfolio, the decision has
been made to out-source the delivery of the 2015 Pasifika Festival to a highly
experienced external event organiser.
52. The Auckland
Lantern Festival is organised by ATEED in partnership with Asia New Zealand
Foundation. One of China's most auspicious celebrations, it occurs on the
fortnight following Chinese New Year when the first full moon of the year has
risen. Albert Park has hosted the Lantern Festival from 2000. The main festival
is over three days and nights, with several lead-up days of events and
activities. Highlights of the festival include the amazing lantern display
amongst Albert Park’s trees, delicious food stalls, traditional and
contemporary dance and music, international performers from China and a grand
finale fireworks display.
Auckland
Council
53. Auckland Council
supports the Auckland Arts Festival, a globally-recognised event celebrating
Auckland’s people and culture, showcasing its cultural diversity and vibrant
energy. A biennial event, introduced in 2003, the Auckland Arts Festival has
welcomed over a million attendees. The seventh biennial Festival will be held
in March 2015.
54. In addition the
Auckland Council directly and/or through Regional Facilities Auckland supports
the War Memorial Museum, MOTAT, Auckland Zoo, Auckland Observatory and
Planetarium, Auckland Philharmonia, Auckland Regional Rescue Helicopter Trust,
Coast Guard (Northern Region), the Maritime Museum, Surf Life Saving (Northern
region) and Watersafe Auckland.
Cross-Cutting
Themes
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Auckland Economic Development Strategy
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Shared Economic Agenda
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Facilitating an iwi/Māori economic
powerhouse
Supporting a diverse ethic economy
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Support growth and improved performance
of Maori businesses
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ATEED
55. ATEED is working
with iwi to unlock investment potential of Māori assets and investment
opportunities. Via an annual Tāmaki Makaurau Maori Economic Growth Forum, ATEED is also working to
support the growth and development of Māori business through showcasing a number of successful innovation
driven Māori businesses
and entrepreneurs, and highlighting the potential for future growth and
success. ATEED is also participating in the work of Council’s Te Waka Angamua
on the Te Whai Rawa Programme of Action.
56. ATEED partnered Air New Zealand, Te Puni Kokiri,
Qualmark and Tourism New Zealand in 2013/14 to deliver the Māori
Tourism Development Programme – an incubator style programme aimed at
developing small and medium sized Māori tourism operators to ‘trade-ready’ status
and preparing them to exhibit at the 2013 and 2014 Maori Tourism Trade Days. Over the course of 2013/14, ATEED undertook significant work to
investigate the feasibility of a Māori Signature Event for Auckland. ATEED commissioned an independent
stock-take of Māori events
and is now working to deliver a process that will result in a significant
Matariki event for Auckland in 2015.
Auckland
Council
57. Te Waka Angamua
and the Council’s Economic Development Department have worked collaboratively
to guide and advance Auckland Council’s efforts in the area of Māori
Economic Development. They engaged Tuia Group (October 2013) to scope and
design a Māori Economic Development Programme for the Auckland Council
family and help build the capacity of the Council family to deliver on
Māori economic development outcomes.
58. Following extensive designing, testing and tightening of various priority areas
a Māori ED Programme was developed that is now known as the Te Wha Rawa
Programme of Action. Its development has involved establishing
relationships with key partners (for example central government) with a view to
potential co-production activities.
59. The priority
projects for 2014-2015 include:
· Strengthening
Māori Business – 2040 view and roadmap, Māori business intel, Māori
business leadership development, Haere Whakamua, strategic growth and
development (Māori business eco-system) and central government support and
partnerships.
· Land,
property and housing – Acquisitions and disposals programme, build mana whenua
property capability.
· Māori
education – Support Tāmaki Maori Education Forum (with COMET), identify
exemplar models, strategic scaling up of exemplar models, central government
support and partnerships.
· Waka
strategy – Waka on the water (design and build), comprehensive waka
programme (events, education, facilities, tourism), waka facility (feasibility
study, location), and Tāmaki Makaurau Māori Tourism strategy.
· Building
internal council capability – Internal Māori ED incubator, Māori
ED framework, methodologies and value proposition and provide Māori ED
lens to Māori Responsiveness plans where relevant.
60. The overall vision for the programme is
- Te pai me te whai rawa o Tamaki - by 2040 Auckland will be benefitting
from Auckland Council’s investment in Māori economic development activities that have led to a transformational
lift in Māori economic and
social outcomes. Māori
identity is Auckland’s unique point of difference on a global stage and Māori business plays a major role in
the Auckland economic landscape.
Section
2
Changes
within the CPO
61. To align with
Auckland Council’s focus on implementation of the Auckland Plan and its
accompanying strategic documents, one objective of the CPO review was to
clarify roles in the implementation of AEDS.
62. This review
resulted in the regrouping of the economic development activities as between
ATEED and Auckland Council. Activities implementing the AEDS with strong
connections to ATEED’s activities are now grouped within ATEED. Other
activities are located within the new structure of the CPO. The new structure
and the migration of the ED department’s former teams is outlined below, and
illustrated in Diagram 1:
· Three
members of Regional Economic Strategy Implementation team transferred to the
Skills and Employment and Innovation & Entrepreneurship teams in ATEED’s
Economic Growth division to continue with the work they had been involved in
· Two
members of Regional Economic Strategy Implementation team were re-assigned
within Council (under GM Auckland Plan Strategy & Research) reporting
through the Manager Transport and Infrastructure Strategy, David Hawkey
· Business
and Local Economic Development Planning has been re-assigned within Council as
Local Economic Development (under GM Plans and Places) reporting through the
Manager, Local Economic Development, Janet Schofield
· The
Business Improvement Districts (BIDS) Partnership team is re-assigned with
Council (under GM, Plans and Places) with the Team Leader BIDs Partnership Gill
Plume, reporting through the Manager City Transformation, John Dunshea
· International
Relations was re-assigned within Council as Global Partnerships and Strategy
(under GM Auckland Plan Strategy & Research) reporting through the Manager,
Global Partnerships, Sanchia Jacobs
· Two
members of the Regional Digital Policy Implementation team were re-assigned
within Council (under GM Auckland Plan Strategy & Research) reporting
through the Manager Transport and Infrastructure Strategy, David Hawkey
· Regional
Economic Strategy and Policy is re-assigned within Council (under GM Auckland
Plan Strategy & Research) reporting through the Manager Strategic Advice,
Denise O’Shaughnessy.
Consideration
Local
board views and implications
63. This report provides an overview
of economic development across the Auckland Council focusing on ATEED and the
CPO. ATEED engages with local boards through a variety of channels throughout
the year and formally reports its relevant activities on a six-monthly basis in
accordance with its Local Board Engagement Plan. Local Economic Development and
BIDs teams work directly with Local Boards.
64. This report also outlines changes
that have occurred in the CPO that representatives of the Local Economic
Development and BIDs teams’ have discussed with Local Boards.
Māori
impact statement
65. This
report provides an overview of economic development across the Auckland Council
focusing on ATEED and the CPO. The report also includes information on Māori
economic development activities undertaken by Te Waka Angamua, ATEED, the
former Economic Development department and key partners, which have been
separately reported to the Economic Development Committee.
66. Economic
Development is identified in the Schedule of Issues of Significance to Māori in Tamaki Makaurau and the Te Wha Rawa Programme of Action has
been developed in consultation with the Independent Māori Statutory Board.
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Signatories
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Authors
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Wayne Brown - Lead Strategic Advisor Strategic
Scanning
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Authorisers
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Denise O’Shaughnessy - Manager Strategic Advice
Harvey Brookes - Auckland Plan
Strategy & Research
Kim Taunga - Manager Cust. Experience - South and East
Libraries
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