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Executive Director Report
Last week I attended the launch of the ‘Building Export Markets’ chapter of the government’s Business Growth Agenda.
The Business Growth Agenda focuses on six key “ingredients” that 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. The Building Export Markets programme was launched by the three Government Ministers whose portfolios will contribute to the delivery of this initiative: Hon. Steven Joyce, Minister of Economic Development, Hon. Tim Groser, Minister of Trade and the Hon. Murray McCully, Minister of Foreign Affairs. This collaborative approach reflects the methodology required for big picture thinking. As with all ‘big challenges’ the answer is never singular and requires some joined-up thinking to deliver a game changing result.
In outlining the framework for the Business Growth Agenda, Minister for Business, Innovation and Employment, Steven Joyce described the government’s vision for New Zealand to be the ‘most prosperous small country in the world’. Big dreams require S.M.A.R.T. goals and the Minister described these as follows:
- Be open and connected
- Encourage innovation
- Skilled workforce
- Investment –both domestic and international
He also commented that New Zealanders have had an uneasy relationship with foreign investment and yet we have always needed foreign investment for our country to grow and thrive. It was time he said for New Zealanders to have an open ‘discussion’ about foreign investment which is interesting in light of the government’s announcement last Thursday it was rejecting Shanghai Pengxin’s purchase of Lochinver Station.
I believe that we need an open and modernised approach to foreign investment that will dissolve the dated thinking that has stunted our country’s growth previously. Former Prime Minister Rt. Hon. Helen Clark has publicly commented that New Zealand missed a huge opportunity when it failed to catch the Knowledge Wave in the 90s and evolve as a skills-based economy.
It is foreign investment in a wide range of areas including research and development and brownfields and greenfields opportunities that will help drive New Zealand’s business growth agenda and enable SME businesses and truly inventive start-ups to achieve scale as global players as well as assist in funding much needed infrastructure in Auckland.
Most Aucklanders can see what needs doing, but we need to be open to a range of funding initiatives including capital recycling and foreign investment if we are going to grow our economy and provide the infrastructure and amenities that is expected of an international city. I am encouraged by Auckland Council’s current Local Government Funding Review which demonstrates their appetite to think laterally about how we fund the world’s most liveable city.
Heather Shotter
Executive Director
News in Brief
Project China Prepares for Launch
Auckland’s China strategy is the latest example of the Committee’s willingness to tackle big issues that challenge political leaders and assist them to work through the solutions from an evidence-based approach.
The Committee for Auckland is uniquely suited to coordinate this activity as it has members with operational expertise in the trade, tourism, investment, migration and education sectors and the Committee’s own history of influence in local and central government.
Following several months of research and analyses led by Dr. Nicola Rowe, a draft report has been produced and is currently being reviewed by the steering committee who are representatives of each of the five sectors examined in our evaluation of the Auckland – China relationship.
The aim of this report is to provide the basis for the development of Auckland’s China strategy. There is a need for a unified framework for engagement that involves all significant sectors and major players. Other international cities and regions are also developing approaches to the China opportunity that unify the regions behind collective goals and targeted actions. The states of Victoria and New South Wales, London, San Francisco and Singapore have strategies and initiatives that our project team have examined and will reference when presenting our report.
The key recommendations for the Auckland-China project will be focused on meeting the current and future needs of Chinese investors, businesses, tourists, migrants and students in the Auckland region. To achieve this, the report will seek consensus on the significance of China as a key driver of growth for Auckland and the level of investment that is required to realise that growth.
Getting to Grips with Auckland's Governance
Auckland’s local government amalgamation in 2010 followed two significant reports. The first, compiled by the Royal Commission on Auckland’s Governance, was a comprehensive assessment of governance in the region. The Commissioners drew on extensive evidence from both New Zealand and overseas. They engaged different population groups and sectors in proposing a distinctive model of governance for ‘the city’ and ‘the region’. The Commission made a strong argument to integrate decision-making across the region, with power to ensure decisions were implemented.
In 2010 the Committee for Auckland argued in its submission to the Royal Commission on Auckland’s Governance that successful governance reform in Auckland would need to be based upon enhancing the well-being of Auckland and its communities and in strengthening Auckland’s contribution to New Zealand as its first international city-region.
The second report that subsequently informed the legislation for the Super City was Making Auckland Greater, released by the Minister of Local Government three days after the publication of the Royal Commission’s report. While both reports advocated an amalgamation of Auckland’s local bodies, there were significant structural differences between the two reports’ proposals. Instead of the six ‘local councils’ recommended by the commission, Government opted for 21 local boards comprising five elected members each.
The Committee supported the case for Auckland as a unified city with an effective city-region democratic framework on the premise that this would deliver enhanced leadership, decision-making, direction-setting and delivery powers which would improve the quality of life for every Aucklander irrespective of where they lived in the region.
As a key instigator and advocate for governance reform, the Committee for Auckland believe that it is both timely and appropriate for the Committee to undertake a review of the ‘Super City’ five years after amalgamation. Our work will examine the large scale measures of whether an empowered greater democracy has boosted the delivery of a successful city-region.
To look forward it is often necessary to reflect on where we have come from. To accurately assess the effectiveness of Auckland Council under unification we will return to the Royal Commission report to look at their recommendations.
We will also review the legislation that defines the remits of Auckland Council under the proposed reforms and the expectations that stemmed from these regulations. In reviewing the context of the changes in governance the Committee aims to determine whether the new Council structure has delivered on the aims of the reforms and improved the experience of living in the Auckland regions for residents.
We have commissioned AUT’s Policy Observatory to undertake this review of Auckland’s governance structure. They have assembled a collaborative team from within AUT, Massey University and the University of Auckland to deliver the project. Stage 1 of the report is due to be delivered on 20 December 2015.
FAL Nominations – Time to Develop Your Leadership Talent
Future Auckland Leaders Programme (FAL) nominations are open for 2016-17. FAL is a unique leadership development course that can enrich your people and succession planning. FAL harnesses our in-depth understanding of the city and access to city leaders to provide a rich, real-world context to develop participant experience and understanding of business, personal, city and civic leadership.
Who is a key part of your succession planning? Find and develop your key talent with a programme that, thanks to the Committee for Auckland and AUT sponsorship, offers unparalleled depth and value in leadership development.
To progress your nomination or to get all the detail on the value FAL delivers contact our passionate Programme Manager, Timothy Giles.
Here’s what one of our graduating participants has to say on his FAL experience:
“FAL was thoroughly enriching. The chance to hear and learn from a breadth of leaders - politicians, entrepreneurs and community leaders -across a variety of organisations was absolutely fascinating...The variety of input into discussions, exposure to community leaders and the diverse group of participants make this a very unique leadership programme.” Daniel Williams, Northern Regional Manager, Hawkins Infrastructure
Tickets on Sale for the 2014-15 FAL Graduation
The Committee for Auckland invites you to attend the 2014-15 Future Auckland Leaders Graduation Dinner and Ceremony to be held at the Auckland War Memorial Museum on Tuesday, 17 November.
The Future Auckland Leaders Programme taps into the energy and insight of the city's emerging leaders, cultivating their passion for Auckland and channel it into city-enhancing projects.
Nominated by Committee for Auckland members from within their respective organisations, participants are individuals who possess strong leadership skills, as well as succession potential, and most importantly, a shared belief and commitment to enabling Auckland to become one of the world’s great cities to live and work.
This is your opportunity to witness the culmination of two years of solid work by these inspiring new leaders as they take their place in enabling the future growth and development of our city. Tickets are $200+GST and include a three course meal and matching wine.
For further information, and to RSVP, please contact Chyenne Carroll.
New Member
The Committee for Auckland welcomes new member, Ministry of Pacific Island Affairs
The Ministry of Pacific Island Affairs is working hard to improve the lives of New Zealand Pacific peoples, which is reflected in our vision “Successful Pacific Peoples”.
The Ministry is the first place the Government comes to for advice on developing policies, initiatives and connections that improve the lives of our Pacific peoples.
We work closely with other agencies to provide them with a Pacific perspective in their work. We pride ourselves on our close ties with Pacific communities that enable us to connect those communities to the Government.
As well as making our contribution to ensuring success for all Pacific peoples in New Zealand, we want to influence the journey of a Pacific child born today in New Zealand is a happy and successful one. We are working with partner agencies across the public sector to make sure that child thrives.
Our key areas of focus are qualifications and skills; employment and entrepreneurship; and, language, culture, and identity. We are here to ensure the success of our Pacific youth flowing through the pipeline from early childhood education (ECE), to schooling, tertiary education and finally the workforce and entrepreneurship.
Upcoming Events
Dialogue Session with Andrew Little MP, Leader of the Opposition
Date: Wednesday 30 September
Time: 12:15pm - 2:00pm
Venue: Deloitte, Level 18, Deloitte Centre, 80 Queen Street
Cost: Complimentary for Committee for Auckland members and invited guests
2014-15 Future Auckland Leaders Graduation Dinner & Ceremony
Date: Tuesday 17 November
Time: 6:30pm for 6:45pm start - 10:30pm
Venue: Auckland War Memorial Museum, The Domain, Parnell
Cost: $200+GST inclusive of three course meal and matching wine
CEO Boardroom Briefing with Jacqueline Johnson, Chief Executive, IAG and Nigel Morrison, Chief Executive, SkyCity Entertainment Group
Date: Friday 20 November
Time: 12:00pm - 2:00pm
Venue: EY, Takutai Square, Britomart
Cost: Complimentary for Committee for Auckland members and invited guests
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