What will the priorities and possibilities be for our new Super City and how will it deliver on its potential, asks Michael Barnett.
To sell an idea a concept, product or service is all about the story you tell; selling the concept of one Auckland, one region and one leader is no different. What we are moving closer to is being able to determine how well we have told that story, how well we have developed the means to deliver on the expectations of the people of Auckland and what success might really look like.
Auckland has often had its harbours and hundreds of small islands referred to as a focal point and yet our region on the land is another cluster of islands of communities with people from all over NZ and all over the world.
One of the powers behind all this is a real cultural mix giving Auckland that rhythm that all great places need - it feels international but also has a strong sense of being local.
As Aucklanders we have the luxury of choice - it's about access to a harbour playground, choosing to work in the city, or not, live in a city apartment, on a lifestyle block or in a rainforest.
Having this kind of choice is rare but it is about our ability to balance our lives to suit ourselves.
If this is all a part of a story we tell and believe we must surely be looking at the new Auckland and asking what will the new priorities be for our region and as importantly the new possibilities. A successful choice of priorities by a new leader and council will determine the possibilities - Auckland's potential.
For some it might be technically comfortable to start talking long term vision but what is more likely to deliver success and be recognised by the people of Auckland will be the delivery of some shorter term initiatives that will provide a platform off which Auckland's long term success can be delivered.
Some of those shorter term priorities might include:
Connectivity and Accessibility: This is a transport action and is as important at the community to community level as it is at the cross regional. It is not a discussion about road or rail or public and private transport. It is a smart mix of them all and an appreciation that the longer game has to be about rewarding those who shift from the comfort of their car to public transport.
Economic size: Auckland is only a big and diverse economy in New Zealand. From day one of the new Auckland City our Council will need an economic development objective that will attract foreign direct investment, expand on the existing economy and build on our excellent base of international visitors and major events. Waiting for Wellington to provide the silver bullet is not going to happen - working with Wellington will provide a different answer.
Skills and Labour force: The capability of our labour force is probably one of the biggest drains on the Auckland economy. We have wonderful learning institutions delivering great skills for the national and international market. Unfortunately we need to get real and address the real issues that relate to the ability of people to usefully participate and be rewarded in our economy.
Innovation: This is where a whole of Government approach (local and national) should be used to work with our world class institutions and develop new investment opportunities, new products and services and help expand some of the constrained innovative businesses in Auckland that need the encouragement and support for the next step up.
City cost base: The ratepayer should not be the golden goose but neither should it exist in the fools' paradise of "they are not going to increase our rates". The cost of administration can be checked but a better story needs to be told that would encourage the people of Auckland to understand that some investment will deliver long term benefits to them and their children. The objectives of being easy to do business with and that of operating not as a business but in a business like manner are good ones.
Culture: No this is not about a couple of operas and an arts festival this is the culture that needs to be developed within council. One of the significant challenges will be that the new entity sees itself as providing service to its new constituency and not treating them as some have in the past along the lines of "we know best".
With these and other objectives being challenges for a new council you may well ask what might success start to look like - for me a set of actions against these and other objectives would be a good start.
Michael Barnett is chief executive of the Auckland Regional Chamber of Commerce. He is also chair of the Regional Economic Development Forum and Auckland Plus.
