Update from the Grey Lynn Business Association

By the time this commentary on Grey Lynn matters is published next month we will be looking forward to spring and a time for rejuvenation.

Grey Lynn 2030 founded the Grey Lynn Business Association some 10 years ago now and has been on this journey of sustainability long before the term became fashionable. They quickly articulated what Grey Lynn stood for - a multi cultural, diverse community on the edge of Auckland city aspiring to capture the essence of an area dominated by local community values. These values pulsate through the veins of businesses, locally owned, committed to natural quality products and delivering services which urban families see as key to their future.

Disruption in the form of cycle way and safe road redesign came in force mid last year. Even though there were some from the city in the form of AT hard of hearing, the hodge podge of mess which ensued galvanised many into action. The street signs which were once negative are being replaced with a new found belief that AT is now deserving of some kind words. Yes, we know that there will be disruption again but our hope is that bus stops will be located at points that don’t impact on the number of car parks, and pedestrians and cyclists can both have a safer journey along our roads.

In anticipation of potential disruption again businesses belonging to the GLBA are firmly of the view that we will not be dealt to again. Instead we are determined to not sit on the side lines - rather we are intent on crafting and owning our own future. How are we going to do this?

There are two external groups key to this equation. The first is working with global retail consultancy group First Retail. As Chris Wilkinson said in a recent briefing to our members, “We are working through the discovery phase which has involved conversations with business owners, consumers, property owners and council. We're keen to ensure this is as broad as possible so we achieve balance and perspective.”

A key part of the discovery phases is “understanding the unique dynamics of each of the villages (or hamlets, as they are locally regarded), common themes and potential that is sympathetic with stakeholder goals.” Thus far we have observed that each of the 'villages' (Richmond Road shops/Richmond Valley, West Lynn and Grey Lynn) “are all distinctly different in feel and proposition; however, share similar values in wanting to achieve balanced socio-economic outcomes that prioritise the community and sustainability. This social mandate is strong and will be a cornerstone pillar in the strategy.”

The level of stakeholder engagement with the project this far has been excellent. From Council's Design Office, through to landlords and business owners the energy and collaborative approach by stakeholders demonstrates enthusiasm and capability for shared strategy. This will help the areas further develop their own unique flavours, while unifying in destination value, commercial success, social and environmental outcomes.

But we want more businesses to engage and participate. We want the very best ideas to surface and drive the plan going forward. For business it’s about us inventing our futures, driving prosperity into our service and retail sectors and increasing the diversity of those who live, work and enjoy Grey Lynn. You can do this by contacting us on info@glba.co.nz. As remarked last week, that while the association is driven by volunteers the level of commitment to seeing a successful outcome to this project is extremely high.

Which brings us to the second leg of the double and that is the Waitemata Urban Fringe Economic Action Plan launched last week. From the association’s perspective it’s great to see the resources and horse power of the board and the various Auckland Council groups recognising that we do need a leg up when it comes to developing the Urban Centre strategy.

We, the association, will own the plan being developed with the help of the First Retail Group but to be able to really make a difference and get the plan buzzing we need resources. These resources don’t need to come in the form of us doing it for ourselves. The really pleasing thing to see was the desire of the established and professionally staffed business associations to develop city fringe collaboration on such things as brand identity, events and promotion. We really look forward to working with some of the best in the business and positioning the urban fringe as an exciting place for guests and visitors alike.

Watch out for our next networking drinks to gain further insight on the plan. (IRENE KING)

www.glba.co.nz