Starting in the way the Super City wasintended with Auckland Unleashed“It is neccessary to understand the connections between the urbanchallenges Auckland faces... Environmental and social goals can not beseen as being in competition with economic goals... The four strands ofwellbeing... are inextricably linked and highly interdependent” - Royal Commission on Auckland GovernanceIt is exciting the city is thinkinglong-term and in new ways“It will be a bold 30-year vision and strategy for Auckland underpinnedby the Mayor’s vision of making it the world’s most liveable city.Our plan will be a different kind of plan. It will be a plan for bettercoordination and better investment, and not just a land-use plan” - aucklandplan.co.nz
In short, we were inspired by yoursense of ambition- Auckland Council clearly wants Auckland to be something great. “Remarkable futures don’t just happen - they are made. They are made through vision, planning, hard work and determination. At this historic time we reach back to grasp the spirit of our founding past: the sense of adventure, of entrepreneurial endeavour, the uniting spark of our emerging city.” - Mayor Len Brown “We are wanting to establish a new paradigm. We have set ourselves some operating principles of being simple, fast and bold.” - Dr Roger BlakelyWe want to help make it happen- We have been thinking about what the role we need to play is as communications professionals in the next 30 years to support this.
THE CHALLENGE AS WE SEE ITThe Auckland Council has shown it wants to think and plan long-term and tobe collaborative.We believe the challenge though is to get the WHOLE city to think, planand ACT long-term and work together differently. THE REAL CHALLENGE IS HOW TO OVERCOME SHORT-TERMISM AND SILOED BEHAVIOURWe believe there is an important communications role here and have beenexploring a model that is a paradigm shift for our profession.
TAKING CUE FROM AN EMERGING NEWCOMMS MODEL FOR A NEW REALITYCommunications is a powerful agent for change in post-crisis world. Hidden persuasionneeds to be usurped by a much-needed period of open advocacy. This is built on threepillars in ‘a new era of citizenship and responsibility’:1. TRUSTWe can’t move forward or function without it. Our primary role as comms professionals is to inform andshare, working with the institutions of governments, NGOs, business and media alike.2. THE CALL FOR ENGAGEMENTIn an era of two-way active engagement, with a seismic shift from broadcast models to engagednetworks, communications is no longer the ‘kingmaker’, but instead needs to take a role as a true andsubstantive facilitator: bringing together neworks and active partnerships that can share and advanceinterests for the common good, in line with wider societal and behaviour-changes at play.3. DIGITAL TECHNOLOGYDigital has changed the game forever. New networks of shared interest and citizen-led movementsaround a specific mandate herald the reemergence of the public as the central player, and providesreal opportunity for institutions to collaborate with the passionate many out there around specific issuesof shared interest.
AS OUR RESPONSE TO THIS NEW ERA,WE HAVE LAUNCHED THE PROJECTS. From these principles we have focussed on two areas we believe are key to transformation: Our reason for being is to move society on from a short-term competitive focus, delivering only short-term value. To enabling a long-term collaborative focus delivering shared and societal value. New visions and models for the future are emerging and we want to facilitate them becoming a reality with a fresh communications approach. THE QUESTION IS, HOW DO YOU GET INDIVIDUALS’ AND INSTITUTIONS’ BUY IN TO A LONG-TERM VISION? AND HOW DO YOU ACTUALLY MAKE SOCIETAL COLLABORATION HAPPEN?
OUR APPROACHA LEADERSHIP APPROACHIn inspiring and communicating new sustainable model for different sectors that can seethem work together better e.g. for business – shared value, local govt collaborative/cooperative council.Communications is a discipline that has always understood the government, business,investor/analyst, citizen/consumer and third-sector agendas in equal measure, andtherefore is uniquely placed to lead, build engagement and trust and share new ways ofthinking, in turn leading to a reformation and ultimate societal benefit.This is about finding a shared agenda and inspriing with nerws models to work togetherdifferently – ultimately about creating systemic change - moving from vested interest toenlightened self interest.THE CURATOR/FACILITATOR APPROACHTo begin collaboration a new discourse is needed, and a catalyst for a free market ofideas around the shared visions for our future. This is about culture change, where allsectors of society feel part of the bigger picture and empowered to take action make ithappen.
THE PROCESS WE ARE EXPLORINGLONG 1.VISIONING Looking at all the different agendas and finding a common thread that connects them, a shared vision for the future to create common value. The co–creating the framework for this vision with civic leadership 2.CREATING A CIVIC BRAND Defining the new common story with the values, principles and goals all sectors of society can buy into 3. ACTIONING A PROJECT -NOW Projects not policy we believe is the key to make the future relevant now
VISIONING FOR AUCKLAND POLITICAL VISIONCan it be implemented? Does it have the mandate? A SHARED VISION PRIVATE COMMUNITY DRIVERS CALLS TO ACTION Does it create shared value?
FINDING THE FOOD AGENDA IN COUNCIL,COMMERCE AND COMMUNITY AUCKLAND PLAN WORLD’S MOST LIVEABLE CITY - Economic Prosperity - Resilient Communities - Local and shared identity - Eco City INVESTMENT MANDATE CREATING FOOD HIGH VALUE LOCAL FOOD MARKETS ECONOMY & Moving from CULTURE SHARED commodity-trading Building capacity VALUE to exporting high- for community- value products managed food and kiwi initiatives MANUKAU FOOD AUCKLAND INNOVATION CENTRE innovation FOOD ALLIANCE
HOW FOOD MIGHT FIT WITH YOURINTEGRATED LIVEABILITY STRATEGY SOCIAL Food security, health, resilient and connected communities ENVIRONMENTAL Reduced carbon emmisions and footprint, enhanced green space, waste reduction CULTURAL Education, diverse cultural expression and identity MACRO-ECONOMIC Higher value economy and international trade, brand and reputationStarting by enabling local food production, it could deliver to each of the wellbeings over time
HOW TORONTO IS LEADING THE WAYIN FOOD SYSTEMS STRATEGY“Major cities are becoming leaders in food system renewa. New York, London, SanFrancisco, Chicago and Belo Horizonte, Brazil are among others, are spearheading effortsthat highlight the untapped potential of food to address a wide range of urban priorities -leveraged by strategy and connected through a common vision”“Governments are increasingly looking for cost-effective policies and programmes that canaddress multiple issues at the same time. Food systems thinking epitomises this approach.By its nature, food can address health, social, economic and environmental issuesssimultaneously”FOOD CONNECTIONS: TOWARDS A HEALTHY AND SUSTAINABLE FOODSYSTEM FOR TORONTO 2010
FOOD IS REALLY AUCKLAND’S TO OWNWe have much more to gain because we believe that food is the strongest of SharedValue propositions, that is particular to Auckland.The concept of shared value which focusses on the connections between societal andeconomic progress has the power to unleash the next wave of global growth.GETTING TO A SHARED VALUE STRATEGYFOR AUCKLAND’S FOODHow through the very process of creating the world’s healthiest and most engagedcivic population in local food, we can build the foundations for a strong macro-economic comparative advantage in the global market
WHERE THE SHARED VALUE MIGHT LIEThe seemingly disparate goals of community-grown food and goal growth in thecommerce around food are actually inextricably linked and independent.• To be world leaders in food requires strong local clusters• Strong local clusters require the development of a skilled and expert workforce in the area of food• However at present our population does not see this path at best, and is disconnected from what food actually is at work• Not only do we need to plant the seeds for a secure food supply tomorrow today, we need to plant them for our food sector’s success 30 years down the track• This must start in our communities and in our schools and children as we grow our region’s food culture and knowledge• This Shared Value strategy also extends to our other priorities for growth: 1. Tourism - food at the heart of our hospitality 2. Education - to be world leaders in food system innovation• This strategy is not just about Auckland, it has the potential to align us with New Zealand’s broad food sector objectives