The focus on Hastings debt is not only misleading, it is wrong in fact. Any home owner will know that debt to be relevant it needs to be related to the assets that it is secured on. One glimpse at a map should instantly convince anyone that Hastings will likely have more assets than Napier. Hastings district covers an area 50 times the size of Napier city. It covers the city of Hastings and a vast tract of horticultural and pastoral land spanning 5246 square kilometres. Hastings District Council has the responsibility for the extensive network of roads, bridges and other infrastructure that is vital to the whole of Hawke's Bay. The city of Napier, the regionally owned port, the jointly owned airport and CHB and Wairoa could not function without the flow from and through the Hastings District area. Hastings has more than $400 million of rateable assets compared to its neighbour Napier.
There will be no loss of community identity. As the councils take the city's name for rating purposes, some ratepayers have assumed that the council becomes our identity. This is clearly not the case and our identity is shaped by the individuals, organisations and businesses that make up our community. Any merger of councils would not result in a loss of identity. Napier City would still be Napier with all of its individuals, organisations and businesses intact. Hastings would still be Hastings and similarly for Wairoa and CHB. We have first hand proof of this in terms of Taradale and Havelock North. Decades later both remain vibrant and clearly identifiable communities. The new local boards will ensure permanent ongoing focus on the issues that directly affect the individual areas.
The real benefits of amalgamation include focussed regional leadership, regional vision and planning, elimination of duplication and alignment of policies regulations and rules, cost savings for re-investment, elevation of the relationship with central government and improved external perception of Hawke's Bay as a region. Opponents of change ironically have already started to identify some of the economic benefits as they belatedly start to work together. They have discovered by simply putting the insurance cover together a saving of nearly $1 million per annum could be achieved.
Experience has taught me that for some reason one of our greatest fears is that of the threat of change. But history has shown the real threat is in fact failing to take the next step and make change. There are many well-known Hawke's Bay businesses that failed to adapt to the challenges and expectations of a changing world and are no longer part of our commercial landscape. Council structures are just another example of this.
As a parent (and grandparent) of two adult children (both of whom live in Melbourne) I am concerned as to how future generations of our families can have the option of a livelihood and a lifestyle based here in Hawke's Bay. Our economic performance as a region needs to improve for this become a reality.
I firmly believe that the re-organisation proposed will be the catalyst which sparks the changes needed for this to occur.
Brian Martin is a chartered accountant, financial adviser and professional director. He is a member of A Better Hawke's Bay Trust
Business and civic leaders, organisers, experts in their field and interest groups can contribute opinions. The views expressed here are not the newspaper's. Email: editor@hbtoday.co.nz.
Viewpoints on the amalgamation debate can be submitted for consideration and will be used as long as no council resources, money, time or expertise are used in their preparation. This is a requirement of the Local Government Act 2002.
