Dialogue: Building on bright ideas for First City

Auckland received particular attention in one of the Government's economic growth reports last week. JOHN SINCLAIR outlines what the city needs.

Making Auckland the First City of the Pacific will take more than business strategies.

LEK Consulting's report confirmed what a lot of people already knew - Auckland is not doing as much as many other cities to make it a place people want to live and work in.

Significantly, the report also linked the need for this with the prosperity of the country.

Sadly, the response to the report exemplifies the reason for the problem. Auckland commentators' reaction is to call for business strategies and, by implication, better dollar profits.

These are important, but to achieve what the LEK report alludes to, they must be part of a wider agenda.

As urban living again becomes attractive, the qualities that make it appeal become more important. Cities that people like to cite have noticeable common features: a real commitment to good urban design, architectural excellence and cultural infrastructure.

They have lifted their sights beyond cash registers, balance sheets and business strategies as the guiding forces of the city. And surprise, surprise, they are also commercially successful.

Think of the cities you love to visit and you immediately recall plazas, boulevards, beautiful buildings, parks, civic art. They didn't happen by chance. They have been part of a commitment starting from the top and permeating every aspect of urban life.

And they include the theatres, music, art, cafes, buskers - all part of the wonderful mix that makes urban life so attractive.

Vibrant cities are good business, just like good architecture, good urban design and good lifestyles. The next decade will see a division between cities that grow productively, and those that move toward a Bladerunner scenario.

Sensationalist? Just look at parts of Manila, Jakarta or Moscow to see how close it is. But also look at Barcelona, Melbourne, Geneva, to see what is possible.

Effective commitment to a city reaches all levels. People on the street love their city and are proud of it. Businesses care about what they do, and how they contribute to, and benefit from, urban life.

Corporates are prepared to go beyond optimised formulaic buildings in the belief that good architecture is also good business.

City authorities have a vision of what their city is about, and demand that new initiatives satisfy broad urban goals while achieving pragmatic profit objectives.

They accept that historical accounting in city development seldom produces innovation, that inspiration and creativity achieve more than theoretical modelling often forecasts.

Iconic buildings act as urban landmarks and catalysts for growth and change for the good. The Guggenheim at Bilbao, the Tate Modern, the rebuilding of Berlin, and the public toilet at Kawakawa in the Bay of Islands show how people react positively to good architecture. And when they do, the whole place benefits.

The Southbank, Homebush, the Viaduct Harbour, prove how people respond positively to good urban design. Participation by locals and visitors in events like the great arts festivals, Pasifika, Formula One, show how such major activities transform a city.

Auckland is blessed with most of the ingredients that make for an appealing city. And more than many, it has an integrated cultural diversity that is unique and visible in its influence on urban life.

Yet if well endowed naturally, Auckland has not been well served by its leaders. Major issues tend to be polarised, with each side parading endless international experts supporting their position.

Politicians appear to be captured by one or other ideology, which then becomes an election platform.

Vested interests promote campaigns that, while claiming to be in Auckland's interests, on examination are suspiciously self-serving. Effective spin doctoring is a refined art in Auckland.

Yet it seems not unreasonable for Auckland to seek leaders who become true champions for the qualities that can make Auckland the First City of the Pacific, just as the LEK report said.

The need is for visionary leaders who make the bigger picture their goal, and persuade the people to go along with them.

Because if people are shown the vision, and made aware of the options, you can be sure they will do just that.

Auckland has the architects, the urban designers, the artists and performers. It has theatre, orchestra and galleries. All it needs are true urban benefactors and inspired leadership to make it a city for the new age.

* John Sinclair is a practising architect and president of the New Zealand Institute of Architects.

Read the full reports on the Government's innovation strategy:

Government of New Zealand

Growing an innovative New Zealand

Part 2

Herald features

Catching the knowledge wave

Global Kiwis

Proud to be a Kiwi

Our turn

The jobs challenge