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Supporting growth & competitiveness ATEED’s role

Supporting growth & competitiveness ATEED’s role. A city’s vision. The world’s most liveable city Requires a strong and prosperous economy. Why is business growth important?. Liveability studies put Auckland in the top three cities in the world.

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Supporting growth & competitiveness ATEED’s role

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  1. Supporting growth & competitiveness ATEED’s role

  2. A city’s vision The world’s most liveable city Requires a strong and prosperous economy

  3. Why is business growth important? Liveability studies put Auckland in the top three cities in the world. But we are 69thout of 100 in GDP per capita in the OECD.

  4. Growth imperatives Exports – more enterprises exporting products, services and tourism Innovation – more ideas converted into successful private and social ventures Investment – more investment in infrastructure, innovation, enterprises and entrepreneurs Employment – more people working in highly skilled jobs Partnerships – between public and private sectors at regional and local levels Marketing – globally through tourism, events and investment attraction

  5. The Auckland Plan The world’s most liveable city The Economic Development Strategy (EDS) Grow Auckland ‘6, 5, 2’ targets ATEED Growth & Competitiveness Framework • Growth Plans • Implementation focus action plans • Growth Projects • Growth Programmes • Strategic Interventions • Significant investment to deliver long term changes egWynyard Quarter Innovation Precinct • Ongoing delivery activities such as provision of business support services • Time limited and agile investments such as America’s Cup business leverage programme

  6. The role of ATEED

  7. Our commitment to partnership Finite resources and delivering the best ROI requires a coordinated approach Tourourou, tokurourou, ka orateIwi–with your contribution and my contribution, we will thrive We are bringing Auckland together – the business community, Auckland Council, iwi, educators, innovators and investors Building partnerships of mutual benefit – kotahitanga – that deliver tangible results for Auckland Helping our partners by providing leadership and management for business growth, tourism and major events Foundation principle of kaiārahi – we guide, we inform, we lead

  8. ATEED’s priorities Building a culture of innovation Developing key sectors of competitive advantage Attracting business and investment Growing a skilled workforce Attracting international students Supporting businesses across Auckland Building a world-class major events portfolio Growing the visitor economy

  9. A culture of innovation A key driver of growth and competitive advantage ATEED to drive engagement Develop innovation corridors and hubs Attract greater investment Work with strategic partners

  10. CASE STUDY Wynyard Quarter Innovation Precinct • Major generator and showcase of innovation • Attract, create and grow ICT, digital media and high tech businesses

  11. Sectors of competitive advantage ICT Food and beverage Life sciences (health and biotechnology) High-value manufacturing Luxury tourism and cruise ship visitation International education Screen and digital

  12. CASE STUDY The FoodBowl Joint venture between ATEED and Callaghan Innovation. State-of-the-art development facility for food and beverage sector, opened in 2011. Has advised on projects for more than 600 companies in past 14 months. As at October 2013, 23 projects underway, and 35 due to start in next three months. State-of-the-art development facility

  13. Attracting business and investment More large-scale business in key sectors Productive inward investment Work with strategic partners

  14. CASE STUDY Aroha Auckland • 100 multi-national companies and investors in an aftercare programme to: • identify market opportunities • identify workforce talent • provide business connections. • Companies and investors with high growth potential and able to increase contribution to Auckland’s GDP.

  15. Growing a skilled workforce ATEED collaborates with key providers and industry to nurture Auckland’s skills base Supporting delivery of Young Enterprise Scheme Working with Auckland Council on Mayor’s Youth Employment Action Plan

  16. CASE STUDY IBM in Auckland IBM Delivery Centre based at Unitec Institute of Technology, an ATEED partner. More than 200Unitec students handling inquiries for three major corporates, gaining workplace skills. Trained by IBM to provide customer support and deliver technical programming expertise for clients.

  17. Attracting international students Export education sector is a significant contributor to Auckland’s economy Auckland rated as one of world’s best cities for international students New partnership with Education New Zealand to grow the sector

  18. CASE STUDY Study Auckland Works to grow the international education sector, represents about 130 schools, tertiary institutions and private education providers. Promotes Auckland as a study destination and supports the international education sector. Leads international trade missions to key markets such as China and Germany.

  19. Supporting businesses to grow • ATEED’s area offices deliver advice and services to help SMEs and start-ups grow • During the 2012/13 year the area offices made: • 1026 capability assessments • 971 mentor matches • and facilitated $3.601 million in R&D funding

  20. CASE STUDY Regional Business Partners Programme ATEED delivers the Regional Business Partners Programme on behalf of NZTE and Callaghan Innovation. Programme designed to grow SME capability. Delivered through ATEED’s area offices.

  21. A world-class major events portfolio Major events contribute to the world’s most livable city and grow the economy Aportfolio approach, to attract economic anchor events Grow visitor nights in Auckland by attracting domestic and international visitors and getting them to stay longer

  22. CASE STUDY NRL Auckland Nines • Five-year $9 million sponsorship deal signed in September 2013 with NRL and Duco Promotions. • Annual 9-a-side tournament involving all 16 NRL clubs. • First event 15-16 February 2014 at Eden Park. • Economic injection predicted to be $3.8 million for 2014, increasing to $6.8 million in 2018.

  23. Grow the visitor economy Focus on Auckland as a unique destination, not a transit point 10-year Auckland Visitor Plan target – expand the visitor economy from $3.33 billion (2010) to $6 billion by 2021 Grow demand for Auckland and enhance the visitor proposition Target high-net worth luxury tourists Develop industry partnerships

  24. CASE STUDY Attracting conventions Auckland Convention Bureau is part of ATEED. Task to grow high-value business visitor segment – conferences and incentive visitors. Collaborates with the business events sector. 2012/13 year, won nine conferences expected to inject $10.8 million into the Auckland economy.

  25. Measuring success Delivery of EDS targets requires growing Auckland’s economy from $55.5bn to $90.3bn by 2022 Requires significant growth in exports and employment ATEED will measure its contribution to growth through it’s investment portfolio ATEED also has 25 KPIs which it reports to Auckland Council annually

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