Auckland expects that its economic growth will be transformational, inclusive and equitable; built on innovation, a green economy and a business-friendly attitude.

KO TE ARO WHAKARRO O TĀMAKI MAKAURAU TĒRĀ ANA MAHI OHAOHA TE HUA HEI MEA RITENGA HŌU, MAHI TAKITAHI, MANAWA TAURITE HE MEA HANGA I RUNGA I TE WHAKAARO HŌU, TIKANGA TIAKI I TE TAIAO, ME TE HINENGARO TUWHERA HAUTŪ PAKIHI.

Strategic Direction 6

365_ To achieve the vision for Auckland, its economy must be transformed and its economic prosperity dramatically improved. We need to innovate constantly. Our advantages lie in our technical capabilities, our Kiwi ingenuity, our strong sustainability focus and resource utilization, and the quality of life Auckland offers. A prosperous, culturally diverse city, that is innovative and capitalises on its knowledge, skills and creativity is attractive to entrepreneurial workers and enhances liveability.

366_ We will ensure that growth is inclusive and equitable, so that all Aucklanders participate in growing the economy and can enjoy its benefits. We need to earn more income, increase our skills, use our resources more effectively and make better use of our comparative advantages. This is especially important for Auckland, because prosperity and opportunity are unevenly distributed.

367_ Auckland is interdependent with the rest of New Zealand. It is the major domestic market for producers throughout New Zealand and is the distribution hub for the upper North Island cities and regions. This emerging northern North Island urban and economic system, comprising the cities and towns north of Taupo (52% of New Zealand’s population), has significant business and freight connections with Auckland. With freight volumes to and from provincial centres and Auckland projected to double over the next decade, this interdependence will increase. Auckland also relies on energy and productive resources outside the region.

368_ Auckland’s contribution to the national economy and improving
New Zealand’s economic performance is critical. It is home to one third of the population, is the largest commercial centre in New Zealand, comprises a substantial proportion of the domestic market, contributes significantly to New Zealand’s imports and exports, acts as a key service centre for other parts of the country, and has a high concentration of tertiary and research institutes.

369_ Measured internationally, Auckland’s performance is relatively poor: it is ranked 69th out of 85 metro regions in the Organisation for Economic
Co-operation and Development (OECD) in terms of GDP per capita. New Zealand’s economic performance has declined relative to other OECD countries in terms of GDP per capita³³ to its position at 21st, but has stabilised at around 80% of the OECD median.³⁴

370_ Auckland’s relative size is a disadvantage, because the scale of cities affects output per capita and levels of productivity. Auckland has lower productivity and wages than the cities that we compete against for the title of ‘most liveable’.

371_ Auckland competes internationally for ideas, talent, skills and capital. Australian cities, for example, attract thousands of our talented young people each year and compete with us for immigrants from Europe and Asia. This has contributed to Auckland having a 40% lower GDP per capita than Sydney and Melbourne.

372_ We have set bold economic targets for Auckland’s economic prosperity, supporting central government’s ambitious aspiration for New Zealand to achieve parity with Australia in terms of GDP per capita over 15 years. This is likely to require average real GDP per capita growth of above 4%, more than twice
New Zealand’s average rate over the last two decades.

373_ Achieving our economic targets requires a fundamental structural change in Auckland’s economy. Auckland is still primarily an inwardly-focused city, with an economy driven by consumption, real estate, and domestically-focused services. Although New Zealand has experienced a period of high economic prosperity over the last 15 years, largely driven by the primary sector, Auckland has not established itself as a centre of excellence or innovation regarding the development of export products.

374_ To achieve the required transformation, Auckland’s economy must shift from being import-led to export-driven. It must encourage the emergence of ‘new economy’ sectors, complemented by long-term sustainable growth in our internationally competitive sectors: marine, tourism, food and beverage, high tech, screen and creative, finance, and tertiary education and training (see Priority 2 for further detail).

375_ Growing new markets, such as in the Asia-Pacific region, provide a ready outlet, because New Zealand does not compete directly with those economies. We must improve our labour and capital productivity significantly, through growth in skills, labour market participation, innovation, and access to capital.

376_ Auckland needs an effective strategy to grow the ‘economic pie’. This depends on collaboration from stakeholders including central government, local government in Auckland and beyond, business, education and research institutes, and the community. Central government establishes the economic macro context through its policies, and supports a network of agencies to coordinate activity nationally. This Plan identifies key Auckland-wide issues and establishes the framework for achieving Auckland’s vision. Auckland’s Economic Development Strategy, developed in parallel with the Auckland Plan, expands on the economic priorities and crosscutting opportunities set out in this Plan.

377_ Map 6.1 outlines the key economic directions for Auckland. Understanding how Auckland is expected to grow and planning for this growth will ensure that Auckland maximises its potential, while retaining liveability – aspects that attract investment and entrepreneurial talent. Map 6.1 identifies the major centres and business areas in Auckland and the economic corridors which connect them, and provide for new business activity. The corridors highlight the flows of economic activity from Auckland to the rest of New Zealand. Economic infrastructure is shown, such as the ports and airports that help drive our economy and connect us globally (refer Priorities 1 and 3), and some of the elements (e.g. visitor attractions) that make us attractive to visitors (Priority 5). The map displays elements of the innovation system associated with Priority 2.

378_ The remainder of this chapter focuses on:

• the five priorities
• the cross-cutting opportunities that underpin these priorities.

Map 6.1 Auckland ’s Economy

379_ Auckland’s economic performance is determined by the performance of its firms. Identifying and alleviating constraints that hamper firms is therefore critical. ‘Business-friendly’ relates to the explicit attempts by governing bodies to reduce the regulatory and non-regulatory barriers, costs, risks and uncertainties of commercial activity to stimulate and support local business growth, local business retention and the attraction of new business to the local area.³⁵

380_ Auckland’s infrastructure is overburdened. Traffic congestion at peak times constrains the movement of goods and people at substantial cost to the productivity of businesses. The ultra-fast broadband network is incomplete, and access is unevenly distributed across Auckland, constraining firms’ activities. The security of the electricity supply is another potential limitation for firms. See Chapters 12: Auckland’s Physical and Social Infrastructure, and 13: Auckland’s Transport.

381_ Auckland’s productivity must improve. The Auckland Council and central government can support businesses to improve productivity by creating the right business environment, and working with firms to overcome barriers to productivity growth. These actions may include providing appropriate policy or regulatory settings, improving transport links, and facilitating geographical clustering to achieve economies of scale. Other actions could include business assistance and advice, capability development and mentoring, business networking and events, sector innovation and Foreign Direct Investment (FDI) initiatives. Many of these initiatives are advanced by the Auckland CCO, Auckland Tourism, Events and Economic Development Agency (ATEED), in partnership with central government, business and industry.

382_ As elsewhere in New Zealand, the vast majority (96%) of Auckland firms are small to medium enterprises (SMEs). It is cheap and easy to establish a firm in Auckland but the failure rate of start-ups is high. For SMEs as well as large Auckland firms, extra costs incurred through inefficiency and uncertainty hinder success. The Auckland Council will ensure that its processes are streamlined, consistent, and facilitate the productivity of firms.

383_ Improving the way the Council exercises its regulatory functions will aid business. Poorly thought through or excessive regulation can increase uncertainty and decrease predictability, making investment risky. It can impede innovation, inhibit productivity, competitiveness and investment, and have a detrimental effect on economic performance. The Council will adopt a continuous improvement approach to regulation that is responsive to new information, risks and market conditions, and considers the effect on business in an integrated way. Key areas include:

• ensuring our plans are simple, transparent and accessible
• further streamlining the end-to-end consent process to provide certainty around costs and timelines
• developing consistent and fair funding policies
• ensuring excellent customer service and relationships, including consulting effectively with business when developing regulation
• providing integrated and cost-effective internal systems.

384_ To boost the economic growth of town centres and business precincts, the Auckland Council has a Business Improvement District (BID) policy to assist local associations. BIDs are funded by targeted rates and allow businesses to use the funding to improve the local business environment and promote business growth in a way that meets their communities’ needs. There are currently 46 BIDs operating in Auckland, representing over 25,000 businesses. The local boards are joint partners in the BID Partnership Programme with the Business Associations. This relationship will build on established local priorities.

Directive 6.1

Plan and provide for sufficient business-zoned land and infrastructure to achieve employment capacity targets and improved economic opportunity.

385_ The Auckland Council is responsible for ensuring that sufficient business and employment land is available for development. The location of industrial, office and retail activities will occur in a coordinated and strategic manner to maximise liveability and economic productivity. Auckland’s employment is concentrated in a number of centres, particularly the city centre with its predominant financial and commercial function, and the metropolitan centres. High concentrations of employment are also found in the business areas situated along Auckland’s two major economic corridors: the main southern motorway and the rail corridors (Penrose, Wiri). There is also an arc of business land running from East Tamaki through to the airport, and to the north, concentrations of employment occur along the northern motorway (Takapuna/Smales Farm, Wairau Valley, North Harbour and Rosedale Industrial Estates and Albany).

Directive 6.2

Ensure an efficient and effective regulatory process with strong public – private relationships, and implement a streamlined regulatory process that offers reduced uncertainty around cost, timing and outcome.

Table 6.1 Projected Employment Growth*

^{* Source: Market Economics, medium employment projections. Figures take into consideration population projections, estimates of industry export performance, gross fixed capital formation and productivity change.}

386_ An additional 276,700 jobs will be needed in Auckland by 2041 (as shown in Table 6.1): just over half (51%) of these in the central area, with a further quarter in south Auckland. Growth is strongest in the rural and fringe areas of Auckland, although this is off a lower base.

387_ To create a sustainable city, the growth in Auckland must support and strengthen existing communities and their employment opportunities. We need to better connect where people live, where they work and how they get there. It is expected that at least 1,400 hectares of additional business land is required to cater for growth of some 12.5 million m2 of new floor space. This growth is made up of:

• 2,968,000 m² of additional office floor space
• 1,813,000 m² of additional retail and hospitality floor space
• 6,067,000 m² of additional industrial floor space
• 1,659,000 m² of additional education and health floor space.

388_ Auckland is New Zealand’s main commercial centre for the finance, insurance, transport and logistics and business service industries, and the largest centre for manufacturing. The city centre will remain the focal point for finance and business services, and similar industries. The strong growth expected in office activity (an additional 129,000 employees and 2,968,000 m² of floor space) will be encouraged in centres and areas identified for future business intensification, to make the best use of existing infrastructure and investment. The majority of this demand (64%) is expected to occur in the centre of Auckland, with 16-17% occurring in the northern and southern economic corridors.

389_ While central Auckland requires the greatest additional floor space, most of the land requirement is in the industrial areas in southern Auckland. Industrial demand is likely to expand southwards as the demands on more centrally located land increase, causing prices to rise. Growth in the ‘golden triangle’ (Auckland, Hamilton, Tauranga) is likely to continue. The airport, as a key transportation and distribution hub, will continue to be a major driver of business location, as will population growth, which is likely to be strongest in the southern parts of Auckland over the next 30 years.

Directive 6.3

Protect, enhance and improve business-zoned areas and business improvement districts.

390_ There is concern over the scarcity of industrial land to meet this forecast demand. Nearly one third of industrial land has been used for non-industrial purposes over the past decade, principally for retail, office and residential use. Auckland’s restricted store of industrial land will be actively managed to ensure that industrial activity – critical to Auckland’s economic performance – is not impeded. This requires the safeguarding of existing industrial-zoned sites, effective reuse of brownfield sites, and the provision of new industrial-zoned land in suitable locations. Auckland will probably require around 1,000 hectares of additional business-zoned land (in greenfields) to meet expected growth in industrial activities over the next 30 years. This land requirement is included in the identification of greenfield areas for investigation. The release of greenfield land will be managed, to ensure an adequate and phased supply of industrial land across the region (see Section D: Auckland’s High Level Development Strategy).

391_ Changes in the way business operates, driven by advances in technology and information systems, will impact on land use and future business land needs. Further analysis will determine future requirements for freight hubs and distribution centres within Auckland. Monitoring of business land uptake and demand will ensure future planning is effective (see part D4, Section D: Auckland’s High Level Development Strategy).

Directive 6.4

Monitor demand and supply of business land activities in urban and rural Auckland.

392_ Innovation and the commercialisation of ideas drive economic performance. New Zealand and Auckland have produced some highly entrepreneurial and inventive people and firms. Still, compared to similar overseas cities we are a mid to low performer in terms of commercialising scientific and commercial research and ideas. Our research institutions, world-class tertiary institutions, established expertise and unique advantages offer potential for further leverage.

393_ All levels of government (including local government) need to be committed to promoting, encouraging and if necessary, part-financing an ‘innovation city’. It will require funding and planning frameworks for tertiary organisations to incentivise the creation of the skills and talent required by a high-skill, high-productivity innovation city. It needs the development of technology parks, and clustering academia and entrepreneurs with support services. It needs the institutions – hospitals, universities, technical institutes – to work together to attract the best and brightest to Auckland.

394_ Tertiary education contributes to Auckland’s economic activity, produces future professionals, knowledge and innovation, and attracts international talent. For example, the University of Auckland contributes $5-6 billion p.a. to the Auckland economy.³⁶ Auckland education institutions contribute about half of New Zealand’s $2.5 billion p.a. international education business. An integrated, high-quality cluster of differentiated tertiary education providers can assist in delivering the aspirations of the Auckland Plan. Such a cluster (from the University of Auckland, Auckland University of Technology (AUT), Massey University’s Auckland Campus, The Manukau Institute of Technology (MIT), Unitec and Te Wānanga o Aotearoa) will ensure that the economic benefits of a coordinated and cooperative approach to tertiary services are fully realised. A competitive, research-intensive university, equal to other global public universities, complemented by a high-performing, region-wide network of industry and community-connected tertiary institutions, would anchor the cluster. High-quality institutes of technology and polytechnics (ITP) education will provide the skilled workforce to underpin a thriving economy.

395_ Auckland has ‘enabling’ capabilities to improve economic performance across multiple sectors: bioscience, advanced manufacturing and materials, and digital content (see Chapter 3: Auckland’s Arts and Culture). Discoveries in these sectors can become products and services that accelerate innovation in other sectors, and/or improve productivity.

396_ Innovation is vital. In the future, prosperity will depend on creating a high-value ‘knowledge economy’. To encourage innovation, invention and commercialisation can be viewed as an ‘innovation ecosystem’. Initial ideas are generated in a variety of places, including research institutes, universities and businesses. These ideas are developed into commercial products. Further refinement of products can be costly and time-consuming, and is often undertaken in business incubators or firms. Many firms are small, which limits their capacity to take products to market. In addition, our domestic market is so small that firms often expand into export markets without the benefit of a trial run at home. As export products earn offshore income, and raise living standards at home, Auckland will need to produce high-value differentiated goods and services for export.

Directive 6.5

Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland’s unique advantages.

Directive 6.6

Support sector precincts and infrastructure development, science and technology parks, and innovation centres for key industries.

397_ For Auckland, critical elements of the innovation system include: universities and education providers which generate research and skills to enable invention; research institutes; entrepreneurs; firms; and agencies and programmes that support product development, and market information.

398_ In a competitive international market, increasing Auckland’s export income and achieving our targets means building on our strengths, focusing on investment in research and development, and strengthening our innovation system. Certain sectors have the greatest potential to contribute to productivity growth (GDP per capita and export growth), based on their current rate of employment growth, international export activity and dollar value exports. These include:

• finance
• high tech (including science and health)
• advanced materials
• marine
• clean technology
• tertiary education
• screen production
• food and beverage.

399_ While raising productivity and export performance is important, the greatest gains may be made by focusing on removing impediments to growth and facilitating opportunities for key sectors. A major focus of Auckland’s economic development strategy is the ability to develop competitive clusters of companies that can succeed against international competition in the domestic and international markets in a sustainable way. Economic growth partly relies on strong networks and linkages, to encourage sharing ideas and experience. Industry clusters which do this are emerging: the marine sector in Hobsonville and Wynyard Quarter, food and beverage in south Auckland and the airport
precinct, health in Takapuna and Middlemore, the proposed Innovation Park in the city, and the equine sector in the rural parts of Auckland. Supporting these sectors with appropriate infrastructure and planning will be a fundamental element of the strategy (see Map 6.1).

400_ Auckland benefits internationally from New Zealand’s long-established reputation as ‘clean and green’. Our reputation as a pristine and remote ‘safe haven’ is appealing in an increasingly risky world. Qualities such as food safety, clean environment, little corruption and low crime rates are embedded in New Zealand’s tourism proposition and export industries. As long as this reputation is maintained and enhanced, Auckland and New Zealand can benefit from the global shift to green growth. Some business leaders in New Zealand are therefore emphasising the ‘Pure Advantage’ (www.pureadvantage.com) of this reputation as a key distinguishing factor.

Directive 6.7

Explore all options to enhance Auckland’s key economic sectors, including leveraging council-owned land through joint ventures, public-private partnerships, infrastructure assistance and other forms of collaboration.

401_ Auckland has links to the Asia-Pacific region through immigration, trade and geographic location. International students make a significant economic contribution and strengthen Auckland’s links to Asia and the Pacific. The free trade agreement with China offers Auckland the opportunity to capitalize on its links to the engine room of world growth.

Directive 6.8

Deliver the economic and innovation benefits of an outstanding tertiary education cluster, built around globally competitive universities.

402_ Leveraging off these attributes will allow Auckland to further its innovation system, grow in the Asia-Pacific region, raise its export income and enhance its prosperity.

403_ With a small domestic market, international connectivity is critical to Auckland’s economy – through internationalising firms’ activities, earning export income, attracting skilled migrants to Auckland, and improving Auckland’s global connections. To create the economic step change, we will strengthen the international connections between Auckland and other international cities to improve trade and investment ties.

404_ Firms with export potential will be supported to expand to lucrative international markets. Auckland has to move from an internally focused supply chain economy to an internationally driven value chain economy: there is room to add further value to the high end of the country’s supply chain.

405_ Tourism and education are major contributors to Auckland’s export earnings. Auckland attracts skilled workers and knowledge-intensive high-value sectors. 70% of new migrants settle in Auckland, and many migrants remain connected to their countries of origin, which offers scope for further mutual benefit between countries (see Chapter 1: Auckland’s People). International firms and entrepreneurs are attracted to Auckland because of the lifestyle it provides, the ease of establishing a company, and the relatively cheap and well-educated labour force. Attracting such firms further strengthens Auckland’s economy, and provides entry points into overseas markets.

406_ Key stakeholders must collaborate to maximise the value of these international connections. Central government does this through trade negotiations, and the Department of Foreign Affairs acts as an ambassador for New Zealand and establishes the conditions for foreign investment in New Zealand. National agencies, such as New Zealand Trade and Enterprise (NZTE), provide business links to offshore markets, and support firms planning to internationalise. Kea and NZTE link firms in New Zealand to business opportunities abroad. The Auckland Council can support international connections through its international partner cities, through facilitating relationships in Auckland and nationally, and by providing services and infrastructure that support international connections.

Directive 6.9

Build collaborative networks between government, iwi, public agencies, tertiary institutions and the private sector to support the expansion of export industries where Auckland has a competitive advantage.

407_ Auckland connects New Zealand internationally through its airport and seaports. Auckland Airport is the gateway for international and domestic tourists and migrants, an export port for high-value goods, and a catalyst for business development in surrounding areas. The upper North Island must be able to meet the short- and long-term growth requirements of an export-driven economy, through the capacity of its ports and freight transport system.

408_ Ports of Auckland is critical to New Zealand’s freight capacity, with ports on both Waitematā and Manukau harbours and an inland port at Wiri. Planning for Auckland will allow for the export and import function served by the airport and Ports of Auckland. Their operational needs include the national freight requirements, particularly in relation to the ports of Tauranga and Whāngārei, and the connecting transport infrastructure. Wider North Island connections fundamental to the economy of Auckland and its neighbours are discussed in Section B: Auckland Now and into the Future, Chapters 12: Auckland’s Physical and Social Infrastructure, and 13: Auckland’s Transport. Raising export and import requirements will require increased freight movement (see Chapter 13: Auckland’s Transport).

409_ Auckland can attract national and international head offices by positioning itself as the powerhouse for sustainable business, supported by a nation committed to renewable energy and a clean green image. The growth of corporate social responsibility (carbon profile and renewable energy opportunities), influences head office location (also see Chapter 12: Auckland’s Social and Physical Infrastructure).

Directive 6.10

Reinforce the global connections of Auckland businesses and work to attract firms and skilled migrants to Auckland.

410_ Investing in our people and attracting and retaining talent are critical to Auckland’s success in a changing international economy. Raised skill levels will improve Auckland’s economic performance and reduce skill shortages, which impede innovation and business development.

411_ Auckland’s young demographic has the potential to meet future workforce needs, when the current mismatch between their skill set and workforce requirements is addressed. Annual average youth unemployment in Auckland in the September 2011 quarter was 31% for 15- to 19-year-olds and 13% for 20- to 24-year-olds. Many adults face barriers to work through poor literacy and numeracy, including digital literacy. In addition, significant numbers of Aucklanders face cultural and socio-economic barriers, the disadvantage of distance, and disabilities, which inhibit their participation in work. Removing barriers and improving education and labour market outcomes for these communities is critical to Auckland’s prosperity (see Chapter 1: Auckland’s People).

412_ Economic transformation requires improving skill at all levels. Low-skill jobs will remain important to keep Auckland’s economy and society functioning, but skill levels must increase. Shortages in many key areas limit growth opportunities: overcoming them involves growing our own talent and attracting skilled migrants.

Directive 6.11

Work jointly to increase skill levels across the age and skill spectrum with an emphasis on disadvantaged youth, and remove barriers to participation and labour productivity for Auckland’s workforce.

413_ Auckland’s high-calibre tertiary institutions have the capacity to train highly skilled graduates. When qualified, however, many choose to work overseas, lured by international experience and larger salaries. They do not all return.

Directive 6.12

Support Auckland’s tertiary institutions and Research and Development providers to develop the skills needed for innovative, high-value industries, recognising that these industries also serve to attract skilled migrants and expatriate New Zealanders.

Directive 6.13

Improve communication between education providers, including schools, universities, polytechs, industry training providers, sector organisations, and firms, to respond to changing skill requirements.

Directive 6.14

Support further skill development and labour market participation for Māori, and support local iwi to finalise and leverage Treaty settlements to enable economic development to benefit Māori.

Directive 6.15

Support further skill development and labour market participation for Pacific youth.

Directive 6.16

Support programmes to transition youth from education into the workforce and create local jobs to retain youth in the area.

414_ Auckland cannot compete with other countries on income, so it must attract highly-skilled workers by stressing the unique factors that make Auckland an attractive city to work and live in.

415_ Māori have an important role to play in Auckland’s future development. Close and ongoing collaboration with iwi, central government and community agencies will improve the opportunities and prospects of Māori youth through education and skill development. Local iwi can be supported in finalising Treaty settlements in the Tāmaki Makaurau and Northland (Ngāpuhi) areas. These settlements (and the prior Tainui settlement) can be leveraged to provide the leadership and resources to spur economic development for Māori and possibly others. This will link the city’s economic development goals and the directives outlined in this Plan for the advancement of all groups in society.

416_ Similarly, Pasifika people contribute to Auckland’s economic success. By 2021, 17% of Auckland’s population will be Pasifika, many of them young people, who will be major contributors to Auckland’s economy in the future. This Plan’s emphasis on putting children and young people first will support the educational achievement and value of Pasifika youth.

417_ Matching skills needs to sector requirements will inform workforce planning and assist economic growth. An integrated stakeholder approach will lift skills across Auckland. Specific actions will focus on areas where pockets of low skills, high unemployment and underemployment exist, such as within the Southern Initiative area (see Chapter 1: Auckland’s People).

418_ Auckland is already an appealing city, and the gateway to a country with a reputation as one of the most beautiful in the world. Development and growth will be managed to retain the features that make Auckland a desirable place to be.

419_ Auckland will become a vibrant international city by promoting and building on its sporting, creative, art and cultural experiences, and by valuing and leveraging its physical attributes: its unique combination of harbours, volcanoes and green-blue environment (see Chapters 3: Arts and Culture, 4: Auckland’s Historic Heritage, 5: Auckland’s Recreation and Sport, and 7: Auckland’s Environment).

420_ Diverse, vibrant, beautiful cities are more likely to attract innovative, skilled people and investment, and benefit residents and visitors alike. Other sections of the Auckland Plan describe how Auckland’s rural and urban environment and its culture and heritage can be sustained, valued and leveraged. A distinctive brand can capitalise on these attributes and help to differentiate Auckland, and enhance its international reputation by providing a coherent value proposition to attract visitors, migrants, researchers, innovators, entrepreneurs, investors and events, and the associated benefits they bring.

421_ Enhancing Auckland’s attractiveness to visitors will boost tourist numbers and will provide Aucklanders with more employment, and greater social amenity. This will draw skilled workers and businesses to Auckland.

422_ Tourism is one of Auckland’s major export earners: international visitors to Auckland spent $3.3 billion in 2010: $1.96 billion (59%) by international visitors and $1.36 billion by domestic visitors.³⁷ Auckland attracts 37% of New Zealand’s international visitor expenditure and 21% of domestic tourism expenditure, with growth in tourism spending in the region averaging just over 2% per annum. Overall, the Auckland visitor economy has grown by around $250 million (8%) since 2005.³⁸

423_ To accelerate the growth of Auckland’s visitor economy, and realise the associated benefits, we need to attract more high-value visitors and encourage longer stays. This requires improvements, such as developing authentic cultural experiences and waterfront attractions; strengthening links between the city, its harbours and regional parks; and the offerings of our rural areas.

424_ The Auckland Visitor Plan identifies specific investments and interventions that will increase Auckland’s appeal to visitors by enhancing visitor infrastructure and improving Auckland’s amenity.

425_ The growth of infrastructure and services required to accommodate a growing visitor economy provides an opportunity for Auckland to develop these in a sustainable manner. Auckland’s environment is a significant part of our tourism offer, and our visitor industry should be socially and environmentally responsible. We will promote and develop eco-tourism opportunities.

426_ Developing a distinctive event and festival portfolio (utilising public and private venues) and actively promoting Auckland internationally will contribute to making Auckland a vibrant, creative international city that has a comparative advantage in attracting and retaining talented people (see Chapter 3: Auckland’s Arts and Culture). High-profile events, such as the Volvo Ocean race, leave a valuable legacy, promote Auckland to the world, and contribute to a growing sense of pride in Auckland as an international city. Using the success of the Rugby World Cup 2011 as a template, the Auckland Major Events Strategy aims to build a portfolio of major economic and social events that will stimulate these outcomes for Auckland.

427_ The international airport, an effective transport network, the cruise ship terminal, and international conference and convention facilities improve Auckland’s international attraction, especially for business visitors. The Auckland Council will work with central government, funders and infrastructure providers to maintain and develop key infrastructure in Auckland, and ensure that the benefits are fully realised for the advantage of all Aucklanders.

Directive 6.17

Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors.

428_ To support the Auckland Plan, the Auckland Council and its stakeholders have developed an Economic Development Strategy (EDS). The EDS provides further detail regarding the priority areas outlined above, and identifies four cross-cutting opportunities which are central to achieving the strategy’s aims. These are summarised in Box 6.1. The Council will also work closely with its economic development CCO (ATEED) to implement the approach to Auckland’s economic development.

BOX 6.1 Auckland Economic Development Strategy – Cross-Cutting Opportunities