The document discusses launching a new communications focus and approach in Auckland, New Zealand to help achieve long-term civic goals. It proposes that food could be a shared vision that connects different sectors and agendas. A food systems strategy like in Toronto could address social, environmental, cultural and economic well-beings. Food has potential for shared value by building skills and expertise to support local food clusters and future economic growth in the global food market, while also improving community health. The approach involves visioning, defining a civic brand, and launching collaborative projects to make long-term visions a reality.

1. THE
projects
AUCKLAND
© THE PROJECTS AUCKLAND 2011

2. What you know
- We have been on a visioning process for Auckland that encompasses
all civic goals - social, environmental, economic and cultural
- A uniting aim we think could be catalytic for Auckland’s progress
- We have connected with other parties such as the Auckland Food
Alliance and the Tindall Foundation
Some more context
- We were both working with Waitakere City Council in the months
leading up to the reforms
- We connected as two generalists passionate about new visions for
change and models for making it happen
- We decided to work together as two communications specialists want-
ing to see what role we could play in this changing time for Auckland
- Why? Auckland is our home, our people, our future. Your 30-year
plan is inextricably linked to our 30-year plan
© THE PROJECTS AUCKLAND 2011

3. Our first comms job
The spirit and intent of the West lived on October 31 with
‘Viva Waitakere’
which communicated that what people cared about was not the
Council but what it stood for - and that it could be sustained
© THE PROJECTS AUCKLAND 2011

4. What we have observed since then
- The supercity was in and the individual cities no more BUT rather
than despair, people got on with it
- There were signs of hope as we connected in this unique moment in
time for Auckland
ACDA Summit 14/12/2010
- The fear was not in uniting, but losing
the way of working they wanted
- People saw coming together
regionally as an opportunity rather
than a threat
© THE PROJECTS AUCKLAND 2011

5. Starting in the way the Super City was
intended with Auckland Unleashed
“It is neccessary to understand the connections between the urban
challenges Auckland faces... Environmental and social goals can not be
seen as being in competition with economic goals... The four strands of
wellbeing... are inextricably linked and highly interdependent”
- Royal Commission on Auckland Governance
It is exciting the city is thinking
long-term and in new ways
“It will be a bold 30-year vision and strategy for Auckland underpinned
by 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 better
coordination and better investment, and not just a land-use plan”
- aucklandplan.co.nz

6. In short, we were inspired by your
sense 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 Blakely
We 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.

7. OUR COMMUNICATIONS
FOCUS

8. THE CHALLENGE AS WE SEE IT
The Auckland Council has shown it wants to think and plan long-term and to
be collaborative.
We believe the challenge though is to get the WHOLE city to think, plan
and ACT long-term and work together differently.
THE REAL CHALLENGE IS HOW TO OVERCOME
SHORT-TERMISM AND SILOED BEHAVIOUR
We believe there is an important communications role here and have been
exploring a model that is a paradigm shift for our profession.

9. TAKING CUE FROM AN EMERGING NEW
COMMS MODEL FOR A NEW REALITY
Communications is a powerful agent for change in post-crisis world. Hidden persuasion
needs to be usurped by a much-needed period of open advocacy. This is built on three
pillars in ‘a new era of citizenship and responsibility’:
1. TRUST
We can’t move forward or function without it. Our primary role as comms professionals is to inform and
share, working with the institutions of governments, NGOs, business and media alike.
2. THE CALL FOR ENGAGEMENT
In an era of two-way active engagement, with a seismic shift from broadcast models to engaged
networks, communications is no longer the ‘kingmaker’, but instead needs to take a role as a true and
substantive facilitator: bringing together neworks and active partnerships that can share and advance
interests for the common good, in line with wider societal and behaviour-changes at play.
3. DIGITAL TECHNOLOGY
Digital has changed the game forever. New networks of shared interest and citizen-led movements
around a specific mandate herald the reemergence of the public as the central player, and provides
real opportunity for institutions to collaborate with the passionate many out there around specific issues
of shared interest.

10. 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?

11. OUR APPROACH
A LEADERSHIP APPROACH
In inspiring and communicating new sustainable model for different sectors that can see
them 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, and
therefore is uniquely placed to lead, build engagement and trust and share new ways of
thinking, in turn leading to a reformation and ultimate societal benefit.
This is about finding a shared agenda and inspriing with nerws models to work together
differently – ultimately about creating systemic change - moving from vested interest to
enlightened self interest.
THE CURATOR/FACILITATOR APPROACH
To begin collaboration a new discourse is needed, and a catalyst for a free market of
ideas around the shared visions for our future. This is about culture change, where all
sectors of society feel part of the bigger picture and empowered to take action make it
happen.

12. THE PROCESS WE ARE EXPLORING
LONG 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

13. VISIONING FOR AUCKLAND
POLITICAL
VISION
Can it be implemented? Does it have the mandate?
A
SHARED
VISION
PRIVATE COMMUNITY
DRIVERS CALLS TO
ACTION
Does it create shared value?

14. A SHARED VISION FOR
AUCKLAND THROUGH
ITS FOOD?

15. 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

16. HOW FOOD MIGHT FIT WITH YOUR
INTEGRATED 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 reputation
Starting by enabling local food production, it could deliver to each of the wellbeings over time

17. HOW TORONTO IS LEADING THE WAY
IN FOOD SYSTEMS STRATEGY
“Major cities are becoming leaders in food system renewa. New York, London, San
Francisco, Chicago and Belo Horizonte, Brazil are among others, are spearheading efforts
that 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 can
address multiple issues at the same time. Food systems thinking epitomises this approach.
By its nature, food can address health, social, economic and environmental issuess
simultaneously”
FOOD CONNECTIONS: TOWARDS A HEALTHY AND SUSTAINABLE FOOD
SYSTEM FOR TORONTO 2010

18. FOOD IS REALLY AUCKLAND’S TO OWN
We have much more to gain because we believe that food is the strongest of Shared
Value propositions, that is particular to Auckland.
The concept of shared value which focusses on the connections between societal and
economic progress has the power to unleash the next wave of global growth.
GETTING TO A SHARED VALUE STRATEGY
FOR AUCKLAND’S FOOD
How through the very process of creating the world’s healthiest and most engaged
civic population in local food, we can build the foundations for a strong macro-
economic comparative advantage in the global market

19. WHERE THE SHARED VALUE MIGHT LIE
The seemingly disparate goals of community-grown food and goal growth in the
commerce 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