Restaurant & Café magazine reached out to both frontrunners (Wayne Brown and Efeso Collins) and asked them to respond to key concerns facing Auckland businesses, including the ongoing impacts of Covid-19, increasing costs, and the rise in violence. Brown is yet to respond. The following is Collins’ reply:
“Auckland’s economy, industry and communities are facing significant challenges ahead. As we emerge from the pandemic a lot of uncertainties remain,” he noted.
Community Safety
Community safety is an issue across the city and needs focused, inclusive and decisive leadership. My approach to community safety is:
- To coordinate action between central government, council, NGOs, and business to address public safety through a joined-up strategy with regular public accountability.
- To focus on steering vulnerable young people away from a life of crime through advocating for more youth workers and community constables.
- To deliver public spaces, council facilities and a transport network that are safe, reliable, and attractive.
- Better enforcement of breaches of bylaws and regulations in relation to alcohol, disorder, and nuisance.
Changing Nature of Work and the Impact on Business
The changing nature of work is an issue for council and many other corporate organisations. Flexible and remote working is an important part of work and it’s hard to see a large-scale return to a 9am to 5pm, 5 days a week cycle any time soon. Workers have consistently said they value flexible working and businesses are seeking to retain their staff as much as possible.
Although there is a gradual but noticeable increase in people using offices as they find remote working has its limitations, Covid-19 simply accelerated a trend of more flexible working. The central city, our many town centres and retail hubs will however continue to attract workers like they have always done, through anticipating and serving customer needs, providing exciting experiences and destinations, and making it easier for people to get there through uncongested roads and affordable means.
Destination Marketing and visitor economy
Auckland has the strategic framework for attracting major events and supporting the visitor economy through both the Major Events Strategy and Destination AKL 2025. What we need is more focused delivery by Tataki Auckland Unlimited, robust political leadership and support from central government in recognition of the fact that a successful NZ needs a successful Auckland.
Tataki Auckland Unlimited has the brief to support Auckland’s tourism, events and destination strategy and I intend to ensure our CCOs are more accountable to elected members and the public under my mayoralty. As Mayor I intend to drive a more accountable CCO structure and ensure Tataki Auckland Unlimited acts as an effective broker between government, council, and industry to revive our visitor economy, support local economic development in our towns and villages, and attract new investors and visitors to Auckland.
I am committed to bringing back the vibrancy of the city through signature events, overseas students, industry conferences and visitor attraction. The council I lead will make sure Auckland remains an attractive destination for students, visitors, residents, businesses, and a talented workforce. The night time economy is also a key part of any major international city and Auckland is no different. Of course, we have a big job ahead to re-create the sort of vibrancy in our central city and local town centres that existed in the past through attractive offerings that make people want to experience them and feel confident of a safe night out.
My other related policies include:
- I will ensure infrastructure projects and public works are completed quickly and with minimal disruption to businesses and customers.
- I will look to establish more co-working hubs in council facilities around the city, enabling Aucklanders to live and work closer to home and other amenities.
- I will investigate the feasibility to provide free-wifi in all council facilities and in more public spaces.
- I will set up a Business Leaders Panel to directly advise the Mayor’s office on enabling start-up enterprises, enhancing Auckland’s economic development and how to better support small businesses.
- I will direct Tataki Auckland Unlimited to implement strategies that boost the youth economy by ensuring we support young people into sustainable employment, training, innovation and entrepreneurship away from sunset industries and into growth industries.
- I will work alongside government ministries, NGOs, community organisations and youth workers to support the well-being of young people as we navigate the post covid recovery.
- I will explore ways in which Auckland Council can assist in bridging the digital divide through its staff, facilities and through partnerships to improve digital access and literacy.
Funding has been, and will continue to be, a key challenge as council recovers from a large fiscal challenge. That does mean however more scrutiny and better-quality decisions are needed on the limited funding that is available so Auckland can continue to hold its own in a very competitive international marketplace for visitors, events, and investment.
I’d like to end by thanking you for the opportunity to comment and share my vision and priorities for an Auckland I lead as Mayor. The challenges ahead are complex and multi-faceted that need proven leadership, honest conversations, and the ability to listen to and work with a wide range of people.
Auckland needs a Mayor who knows what council can and can’t do, a Mayor that works across political boundaries to reach consensus, a Mayor that delivers rather than makes empty promises, a Mayor that makes sure Auckland’s voice is heard loud and clear in Wellington. That is the Mayor I am committing to be.”
