Proposed Reform on Auckland Governance

(Source: Google Image, 2010)

Recently I have done an assignment to critically assess the effectiveness of a new structure of planning and governance in the Auckland region. As an analysis of the proposed reform of the Royal Commission on Auckland Governance, the New Zealand Government, and the Auckland Transition Agency. Auckland is a dynamic and fast growing city of 1.3 million people (ARC, 2009). As New Zealand’s largest and most populous urban community, the efficient and effective implementation of its regional and district policy, and the promotion of social cohesion are crucial to the potential of Auckland city and region becoming an internationally outstanding place to live.

Issues:

A number of issues were identified by the document Strengthening Auckland’s Regional Governance (2007). The report indicates a significant gap between the current regional leadership and governance arrangement (ACC, 2008). The primary issues involve the fragmented powers to deliver on strategy, misallocation of regional decision making on local or national level, and decision making on infrastructure lacking regional priorities. These are the problems that influence the current governance system (ACC, 2008). The failure of the current governance system is directly related to the lack of a consistent approach to regional management. This is predominantly due to the fact that Auckland is separated by eight authorities, consisting of Auckland City Council, Manukau City Council, Waitakere City Council, Papakura District Council, Franklin District Council, North Shore City Council, Rodney District Council, and the Auckland Regional Council. At an international and national level, Auckland is seen as one metropolitan community, but at the local level, Auckland is divided into a number of diverse communities (Salmon, Bazley and Shad, 2008). In order to foster well-being for both present and future communities within the Auckland region, there is need for governance reform. This is what the Royal Commission on Auckland Governance was charged with implemented in March of 2009 by the National Government.

Proposed Reform:

The Commission requires that the existing city and regional councils be replaced with a single unitary council for the region, with one mayor for the Auckland region, twenty councillors on the Auckland Council, and twenty to thirty local boards across the region (Salmon, Bazley and Shad, 2009). It also requires the establishment of one District Plan, one Long Term Council Community Plan (LTCCP), one Regional Transport Authority, one water and wastewater operator, and one Rates Bill and one Rating Authority.

The current Auckland’s governance structure is complex, fragmented, and do not encourage effective regional decision making (New Zealand Government, 2009). In comparison to the new structure, that is much simpler, more coordinated and will offer community representation at the grassroots level. And it also performs a better connection across the region, better value from rates and central government funding, and community involvement in local matters (New Zealand Government, 2009). The new structure would provide a clear and comprehensive regional leadership, a coordinated approach to funding, and a regional framework for solving regional issues. In addition, the new governance structure will save Auckland Council $181 million a year in comparison to the present eight councils spend (The Dominion Post, 2009).

The Commission proposed to have one mayor for Auckland. The benefit of having one mayor for the Auckland region will enable simpler and stronger management of council services across the region, as well as simplify the relationship with central government (New Zealand Government, 2009). The mayor of Auckland will preside over the council, and also have additional powers to appoint committee chairs, appoint the deputy mayor, establish and maintain a mayoral, and propose the budget and strategic direction (New Zealand Government, 2009). By having a single unitary mayor will ensure consistent management and decision making in Auckland region.

Improvement:

This assignment is focused on the impact of New Auckland Governance structure (which is known as the super-city) on the regional level, which did not include impact on the local level. The most crucial impact of this reform to the local level will be the funding for local facilities and services for local development and maintenance. When the super-city comes into action on the 1^st of November, funding will spend on regional development such as the waterfront project, or solving primary issues of Auckland such as road congestion, rather than on local level interests. For example the funding for park and reverse has been taken out from the Rodney District Plan 2010, as it influences on the social cohesion and amenity for local communities. Therefore, funding for future development and maintenance should be balanced on both regional and local level.

Auckland Transition Agency. (2009) Discussion Document, http://www.ata.govt.nz/web/cms_ata.nsf/vwluResources/ATA%20Discussion%20Document/$file/ata010%20discussion%20docu%2004.pdf, (accessed: 12/04/2010).

Google. 2010 http://www.google.co.nz/images?hl=en&gbv=2&tbs=isch:1&sa=1&q=auckland&aq=f&aqi=g10&aql=&oq=&gs_rfai=. (accessed:20/04/2010).

Royal Commission. (2007) Terms of Reference, http://www.royalcommission.govt.nz/rccms.nsf/0/3B63C8B26BDCC1FACC2573DB00014CF0/$FILE/Terms%20of%20reference.pdf?open, (accessed: 13/04/2010).

Salmon, H., Bazley, D. And Shand, D. (2008) Call for Submissions, Wellington: New Zealand Government.

Salmon, H., Bazley, D. And Shand, D. (2009) Royal Commission on Auckland Governance, Wellington: New Zealand Government.

The Dominion Post. (2009) Super-city “costly in money and jobs”, http://www.stuff.co.nz/national/politics/2496866/Super-city-costly-in-money-and-jobs, (accessed: 14/04/2010).