Sparking growth and competitiveness

Patrick McVeigh

Patrick McVeigh, a Londoner with an international background in economic development, is charged with translating the bold visions and aspirations of Auckland's Economic Development Strategy into actions that deliver tangible results.

Since his arrival in New Zealand earlier this year he has been preparing Ateed's framework for supporting growth and competitiveness, due for publication later this month.

He is quick to point out that the framework is not a relitigation of what is already in place and has been developed within the context of the Auckland Plan and EDS.

"Ateed is the city's economic growth implementation agency and our role is about new jobs and new money for Auckland," McVeigh says.

"This framework is about how we will work with others in the context of the Economic Development Strategy and Auckland Plan to help deliver that."

Auckland has set ambitious goals in the EDS - such as raising the city's lowly 69th ranking for GDP per capita in OECD metropolitan into the top 50 by 2031, and raising the city's exports by 6 per cent per annum.

McVeigh, who has more than 20 years' experience in economic development roles, including a successful stint as the London Development Agency's Director of Strategy, takes a pragmatic approach to his new role.

"Innovation-based entrepreneurship is the key for Auckland. These types of enterprises typically grow faster, create more employment and engage with global markets sooner than other businesses."

In developing its approach, Ateed has ensured the focus is on tangible outcomes and impacts, rather than outputs. "It's about making sure everything we do day-to-day is contributing to the desired outcomes and will have a positive long term impact on the city's economy."

Within the framework, initiatives range from large-scale strategic interventions (e.g. Wynyard Quarter Innovation Precinct or The FoodBowl) to growth programmes and individual projects such as the America's Cup business programme.

"Take the food and beverage sector as an example. The sector is earmarked for growth so, together with Callaghan Innovation, Ateed has invested in The FoodBowl as a lightning rod for sector engagement and innovation.

"But that's not enough on its own. We need to work with other partners, develop an action plan to support the sector and have our local offices channelling businesses towards opportunities. We've already convened a workshop with 40 representatives from the food and beverage sector, tertiary institutes, The FoodBowl, local businesses and Ateed staff to plan the next steps."

One of the strongest themes throughout the framework is that of collaboration.

"Our research and industry experience indicates that businesses in New Zealand do not typically collaborate well. We need to create a culture of collaboration in Auckland if we want to be an innovation hub of the Asia Pacific region. Global experience tells us a culture of innovation is much more likely to thrive in a collaborative environment," McVeigh says.

There's a pragmatic element to that too, with McVeigh acknowledging that Ateed cannot make big strides for Auckland's economy on its own and its route to success lies in building partnerships and facilitating connections and collaboration amongst the city's businesses and with global markets and investors.

"We need to see more collaboration between businesses, with tertiary institutions (Ateed has already signed a memorandum of understanding with KEA, is about to sign an MoU with Massey University and expects more to follow) and more spatially focused collaboration around key economic growth opportunities," he says.

He cites the example of Takapuna, now affectionately referred to by the local business association and Ateed as 'Tech-apuna', due to the large number of technology related businesses in the area. McVeigh sees the benefits of making sure 'Tech-apuna' is linked to Massey University, Wynyard Quarter Innovation Precinct and other innovation hotbeds throughout the city to further foster the culture Auckland needs.

He sees innovation as the biggest opportunity for Ateed To make a difference, and help deliver the vision of Auckland as an innovation hub of the Asia Pacific region, particularly in the digital and ICT area.

"Auckland has a lot going for it - a number of successful innovators already in the digital and ICT space and existing global credibility for things like gaming, mobile applications and wireless power innovations.

"There is already some collaboration and the national agenda and programmes are supportive."

"The world is about big data and the cloud, and smart cities taking advantage of this technology step change - that's where Auckland needs to be. With the deployment of ultra-fast broadband, WiFi across the city, and new mobile data standards, there is an opportunity to 'digitise Auckland' and deliver services, both public and private, in a very different and beneficial way.

"New businesses need to be born global and Ateed can play a role in making that happen.

"It is not just about the major interventions such as Wynyard Quarter but about how we support innovation through all our activities and partnerships. Ateed will be the connector, creating collaboration and facilitating global opportunities."

The way ahead

Collaboration and focus is critical to Auckland translating strategy into action and enhancing its economy, according to the Growth and Competitiveness Framework.

The framework is the work of Auckland Tourism Events and Economic Development (Ateed), specifically a project team led by its General Manager Economic Growth, Patrick McVeigh

The framework brings together current activities, new initiatives and opportunities for collaboration for each of Ateed's strategic imperatives:

• Exports - Auckland needs more enterprises exporting products, services and tourism.

• Innovation - ideas innovated into successful private and social ventures by enterprises and entrepreneurs.

• Investment - more investment into infrastructure, innovation, enterprises and entrepreneurs.

• Employment - more people working in highly skilled jobs to deliver the outcomes and growth we know we can achieve.

• Partnerships - partnerships between the public and private sector, at both regional and local level to achieve its goals.

• Marketing - Auckland needs to market itself globally through tourism and events, it many strengths and its aspiration to be the world's most liveable city.