Waikato Business News July/August 2021

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54 WAIKATO BUSINESS NEWS July/August 2021 Protest PR: A powerful vehicle for change PR AND COMMUNICATIONS > BY HEATHER CLAYCOMB Heather Claycomb is director of HMC Communications, a Hamilton-based, award-winning public relations agencys. Farmers literally ‘went to town’ on 16 July voicing their disapproval of what they believe is heavy handed and impractical Government regulation of our primary sector. The protests were organised by farming group Groundswell and were partly in response to the Government’s decision to tax diesel vehicles. It was clear from the number of tractors and utes that gridlocked our towns and cities that farmers are fed up and feel their voices are not being heard. But does mass protesting work? Is it the most effective way to get the message through and, most importantly, create change? The story dominated mainstream media, social media and even attracted attention internationally. The images of thousands of farm vehicles on urban streets were visual fodder the media couldn’t resist! If farmers’ short-term objective was to draw attention to the fact that they feel underappreciated and condemned, then yes, I’d say the initial objective of the protest worked. Farmers taking drastic action certainly got everyone talking. But the big question is, was the Government listening and what change, if any, will come about as a result? The true power of the protest to spark change may take months or years to gauge its success. A protest certainly has its place in the PR toolkit. I would say it works best when it’s an issue the masses can get behind, its easily understood by a range of audiences and when other avenues of communication have been exhausted or deemed ineffective. So, if you ever find yourself thinking about organising a protest, what are some things to keep in mind? I’d say there are four essentials for an effective protest: Keep your message simple To rally the masses behind your cause, you need to keep your message simple yet emotive to garner the greatest public support. While the farmer protest did this relatively well, there was some chatter on social media from our farming communities seeking to clarify for their urban cousins the reasons behind the protest. Amidst all the hype, perhaps some of the farmers’ messages weren’t as simple as they could have been. During the following days, media coverage and opinion pieces from primary industry leaders sought to clarify the message, which was good. Couple your message with a spectacle What really got us all talking was seeing tractors, utes and farm equipment driving the highways and city streets right across the country. This was a stroke of genius. Think of some of the most famous protests – they often had an amazing visual element to them. Think about the Springbok tour demonstrations, Whina Cooper’s land march to Parliament, the Bastion Point occupation, School Strike 4 Climate events and others. Rally your supporters ahead of time You’ll want to touch base with some high-profile supporters ahead of your protest to encourage them to speak out in favour of your cause. This will lend credibility to your objective. With the farmer protest, we did see a few primary industry organisations distance themselves from what was a very political protest. So, perhaps this could have been done a bit better. But keep in mind that you’ll never garner 100% support for a protest. Its very nature will cause some people and organisations to run the other way, or sit on the fence and watch rather than get amongst it. Don’t forget your postprotest plan You did your protest. Now what? A great protest needs a plan to keep your cause in the public eye, in front of government (in this case) and key stakeholders. In some ways, the harder work happens after the protest. You’ve got people’s attention, now you need to put some detailed steps into action to get the end result across the line. Does your business strategy need a reboot? TAXATION AND THE LAW By ANDREW JAMIESON Partner PWC New Zealand No matter the size of your business, you should consider a strategy reboot. That’s especially relevant as we shift from response to recovery following the Covid-19 outbreak and businesses continue to face supply chain disruptions, travel interruptions and accelerating technology. Strategy is simply an action plan to achieve a long-term goal. It defines how businesses operate, narrowing choices so they can determine their own futures. Having a clearly defined strategy fit for these turbulent times can be the difference between a business that merely survives and one that thrives. How can owners and business leaders develop a contemporary strategy? First, make sure your leadership team has clarity and alignment about where you’re trying to go and why. Understanding choices that will drive your business towards an agreed path or target is part of a coherent strategy. It’s important to identify a direction, ambition and purpose from the outset. While business leaders used to take a five-year view, in today’s uncertain world a three-year timeline may be more suitable. Second, ensure everyone across the business is clear about the organisation’s objectives. Your company may have a different success lens than others. For some organisations, the next strategic objective will be profitability while for others, it might be attracting a different type of customer. Some businesses might be looking at diving into new markets. Define your strategic competitive advantage in those areas, and devise ways to sustain it. Third, it’s important that everyone is part of the strategic process from the beginning. Failing to get representation from throughout the organisation may mean missing good ideas and cooperation from key people. Having your employees on board leads to inclusive decision-making, where downstream problems are solved early. It means leaders don’t have to re-explain priorities that team members have already helped define. No extra steps are necessary in the execution and adoption of the strategic plan, since they’ve already been accounted for during the formulation process. Finally, stop doing activities that don’t contribute to your goals. The dividend from this is savings on time and money. You can reallocate that into something more meaningful, or take the win and bank it. What are the key components of a successful strategy? While the planning umbrella stretches across the organisation, not every component may need a strategy makeover. Your strategy reboot might focus on a single aspect of your business. Digital acceleration, for example, may be at the heart of your business strategy. Businesses that successfully implement new tech systems can benefit from better operational efficiency. Another facet of strategy today is environmental, social, and corporate governance (ESG). Measuring ESG factors can help an organisation gauge its sustainability and societal impact and build trust with key stakeholders. Leaders at smaller businesses are at an advantage as they can then make changes quickly. Having a coherent strategy means looking at how a master plan delivers on your ambitions. It provides clarity, direction, and a consistent basis for decision-making. It’s useful to people across the organisation to provide direction and inform choices such as investment and resource allocation. How can a successful strategy help my business thrive? PwC private business research locally and internationally shows companies with an up-to-date and coherent strategy outperform their competitors. Not only do they shine financially, but they also excel in other areas including brand recognition, people engagement and sustainability. The pandemic has changed business-as-usual. Businesses with a current and comprehensive strategy, formulated openly and in a collaborative way, are able to assess the environment against their strategy and make clear choices about opportunities and trade-offs. The days of a board drafting organisational strategy in a dark room are gone. It’s about how organisations can operate efficiently and effectively, while including input from representatives across the business.
WAIKATO BUSINESS NEWS July/August 2021 55 Waiwhakareke ‘a major asset for the city’ A flock of welcome swallows dip and dive through the air above hundreds of school children in Waiwhakareke Natural Heritage Park, a 65.5ha biodiversity project on the north-west edge of suburban Hamilton. It’s New Zealand Arbor Day and the school children are here, alongside their teachers, parents, Hamilton Mayor Paula Southgate, councillors and others, to plant native seedlings. Some 18,000 trees will be planted today, many by little hands who will become the next generation of eco-warriors. Professor Bruce Clarkson stands, spade in hand, admiring the scene. The little feet have stirred up the insects in the grass, and that has the birds excited, he comments. The University of Waikato ecologist and his team have been involved in this project for more than 16 years. “People are amazed at what we’ve done at Waiwhakareke,” says Clarkson. “Internationally, they can’t believe it. To get valuable land in the city, and turn it back into native ecosystems, is not a common thing.” Clarkson, recently awarded the Hamilton Kirikiriroa Medal, one of the city’s highest accolades, leads a multidisciplinary MBIE-funded project called People, Cities and Nature, which has helped guide many councils and communities around New Zealand. It was his vision and research that helped to launch Waiwhakareke in 2004, a community project that has gathered hundreds of advocates along the way, from councillors to school children. “It’s not just for the sake of biodiversity, it’s a place of recreation and a place where the community is working collectively, building social cohesion. It has multiple benefits, not just the biodiversity we are bringing,” says Bruce. Waiwhakareke is a major asset for the city, says Southgate. She recalls visiting the eco-sanctuary with naturalist Ruud Kleinpaste, “New Zealand’s bug man”. “He said that Waiwhakareke was the best example of urban restoration that he has seen in the whole country. What he liked about it was that it was natural and uncontrived.” Its value as an educational space for local school children – whether planting for Arbor Day or learning about pest management and “the little critters and the fish that live there” is “priceless”, she adds. Bruce Clarkson “But also, it’s a beautiful, serene place. The natural environment is important - to have somewhere where you can go to connect back to life through nature.” She remembers what it looked like twenty years ago. “You would have driven past it on Baverstock Road on your way to Hamilton Zoo and hardly glanced at it; it was just four or five paddocks with a couple of cows and a brownish horseshoe lake”. She was a councillor at Waikato Regional Council when Clarkson presented his strategic long term plan for Waiwhakareke Natural Heritage Park. It was a plan to bring back the native forest, wetland and lake ecosystem that existed two centuries ago, before European settlement. A vision for a pest-free, self-sustaining biodiversity haven for native birds, bats, lizards and other species, inside the city boundaries. It won support from Hamilton City Council, which owns the land, along with Waikato Regional Council, Waikato University, Wintec and iwi, community and biodiversity organisations. Waiwhakareke is now an outdoor classroom and a place where mātauranga Māori (traditional Māori knowledge) is celebrated, alongside the study of flora and fauna. It also has an appeal as a visitor destination, located next to Hamilton Zoo. A new shared entry is being built. “On one side of the road you can go and see world ecosystems like the South African savannah, with giraffes and other animals that belong in South Africa, and then you It’s not just for the sake of biodiversity, it’s a place of recreation and a place where the community is working collectively, building social cohesion. come to the other side of the road and see New Zealand as it was before European settlement,” says Clarkson. His research on indigenous biodiversity continues to shape the city and has been incorporated into the Hamilton City Council 2021-2031 Long- Term Plan. Some $29 million is earmarked for restoring and improving the city’s extensive gully network, with the council aiming to increase urban indigenous vegetation cover from two to 10 per cent. Also awarded Hamilton Kirikiriroa medals were Bruce Clarkson’s wife, Dr Bev Clarkson, an internationally renowned expert in wetlands research and restoration at Manaaki Whenua – Landcare Research, and former Hamilton Gardens director Dr Peter Sergel. Youth advocate stepping down After four and a half years, Gemma Major is stepping down as CEO of Seed Waikato. During her time at the helm, the co-founder and youth advocate has had a hand in creating 12 community-led projects, reaching thousands of Waikato youth both online and in-person. Major says she is proud of what Seed has grown into since launching in 2017. “Seed is a safe space to talk about the things that matter, and it’s been a privilege to see just how powerful young people are in changing their world from the inside out when they own their gifts and strengths.” Major has also been a critical driver in the partnerships created between Seed Waikato and community funders, business sponsors and event partners which enable the charity to reach and inspire Waikato youth. “I am so excited for the future of Seed Waikato. In the last six months alone, we have doubled our staff numbers and doubled the funding received from supporters,” says Major. Seed Waikato chair Greg Johnston says the charity is Gemma Major in a strong position to continue its long-term strategy to support young people in the community. “The impact that Gemma has made through Seed Waikato and alongside youth is incredible and speaks to what the organisation was set up to achieve – creating The impact that Gemma has made through Seed Waikato and alongside youth is incredible and speaks to what the organisation was set up to achieve. safe places and spaces for personal growth opportunities for young people in the Waikato,” says Johnston. “Seed Waikato has fantastic, dedicated staff and volunteers, and a diverse and well-respected board who will continue to serve the aspirations of young people in the region.” Seed Waikato has recently secured a multi-year funding pipeline from Hamilton City Council, Trust Waikato, Len Reynolds Trust, and the Ministry of Youth Development to the tune of $660,000. Major will officially step down on 31 July to spend more time with her son and study trauma while continuing to mentor self-starters on the side. Tania Pointon has been appointed as the organisation’s new leader. Pointon has co-led Hamilton Multicultural Services for the last 12 years and was seconded to Seed Waikato in March. Matamata named as New Zealand’s newest Motorhome Friendly Town Matamata is the latest town in the mighty Waikato to be named as an official motorhome friendly town by the New Zealand Motor Caravan Association Inc (NZMCA). Matamata joins the other 57 destinations around New Zealand that hold the title, gaining further profile with the over 106,000 NZMCA members across the country. Jason Dawson, chief executive of Hamilton & Waikato Tourism, said it was excellent to see Matamata join Cambridge, Te Kuiti, Morrinsville and Te Aroha in welcoming motorhome and caravan visitors to the Waikato. “We’re very proud to see another great location in the region being named as a motorhome friendly town by the NZMCA at a time when more New Zealanders are travelling the country in caravans and motorhomes than ever before,” Dawson said. He said motorhomes and caravan travellers are highly-valued contributors to local economies, often traveling at off-peak times and exploring off the beaten track locations which helps with regional dispersal and visitor spend spread. In order to be designated as a Motorhome Friendly location by the NZMCA a town must have the essentials that motor caravanners need: a legally-compliant Freedom Camping bylaw; a public dump station; access to potable water, refuse and recycling; medical facilities; vicinity to shops and service areas. Motorhomes and caravan travellers are highly-valued contributors to local economies, often traveling at off-peak times and exploring off the beaten track locations.
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