KEY POINTS:
It is a pity that your columnist Brian Rudman is so dismissive of the options under discussion to strengthen Auckland's regional governance. His "do nothing" approach is an option, but it is not the preference of the Auckland Region councils nor of many private sector stakeholders.
The work
to find ways to strengthen regional governance has been progressing since late last year. The Auckland Regional Council and all seven Territorial Local Authorities are supporting it. So is central government. Councils will consider the latest options this month. The proposals are available on www.strongerauckland.org.nz.
It is important for Auckland, and indeed for New Zealand, that we do not drop the ball on this work. Governance reform of the public sector is complex.
As well as developing more relevant and effective strategic planning, funding and large project delivery frameworks, it must also enable democracy at local and regional levels to thrive.
Public sector governance reform is also hard, for it requires the personalities of many democratically elected members to work collaboratively through change. There is a resolve by all Auckland's councils and elected leaders to achieve improved governance for New Zealand's largest metropolis.
We all know that gaps have emerged in public sector capability and performance as the Auckland region has experienced high growth over the past two decades.
The most obvious of these are the stresses on greater Auckland's infrastructure - clearly transport, to a lesser degree regional facilities. Not so easily observed are stormwater, wastewater and, for the future, drinking water and energy.
But also obvious to those on the "inside" and the "outside" of public sector decision making is the piecemeal, awkward approach to regional infrastructure project planning, funding and delivery.
Last year, the Rugby World Cup stadium debate was a debacle. First it was Eden Park promoted by Auckland City, then there was the sudden intervention by central government for a stadium downtown, supported by Auckland City, and then it was back to Eden Park, with the final call decided by a Regional Council vote. It was a poorly governed process by three levels of government - central, regional and local.
The latest decision on electrifying the rail system is another example. The business case was made in 2003 by Infrastructure Auckland. It received little support from the regional council or central government at the time. Four years later, with strong support from the regional council, central government will enable a regional petrol tax to be struck to service debt to be raised to fund an electrified rail system. Four years is surely far too long to make such a decision.
So is the time that it will take to do the work by OnTrack, Central Government's rail corridor owners, and ARTA, the region's transport authority.
Electrification will take a further six years, we are told, and the project will not even be completed in time for the Rugby World Cup. One party needs to be in charge here, and some critical timetables met.
Therefore, governance reform must be a means through which an integrated and strategic "one plan" for the region is able to be worked up, and it must enable the establishment of project delivery organisations that are accountable and efficient.
The work being done by public bodies in the region and by central government to develop a model that will strengthen regional governance is comprehensive.
It has identified that the public sector in greater Auckland needs clearer role definitions. This includes at all three levels of government. Some organisational development is required to strengthen regional advice, policy making, and project execution.
A Greater Auckland Council is proposed, which essentially is the regional council with additional responsibilities. This would be a powerful council, elected region-wide, providing key regional leadership. A Regional Sustainable Development Forum is proposed as a standing committee of the Greater Auckland Council, comprising representatives from the Greater Auckland Council, local authorities and central government, with possible membership by other regionally interested stakeholders.
This forum would be the maker of the "One Plan" for greater Auckland, a place where the various strategies for key public sector initiatives are developed and brought together, including transport, regional facilities, economic and urban development.
It would also be the place where all the parties agree on the delivery and funding of the strategies, aligning work programmes and deadlines.
The Auckland region continues to grow apace. It should not surprise us that growth places pressures on public sector structures and mechanisms, and exposes weaknesses. Greater Auckland is one of the many cities in the world facing these challenges of change forced by growth.
Public sector governance reform in Auckland is needed. It does not need to be radical. It just needs to be soundly thought through. The status quo of heavily congested roads, poor public transport, dirty stormwater discharges into our harbours, a disjointed relationship with central government, and of projects being developed in an ad hoc way is not good enough.
A vibrant, internationally competitive and sustainable region must be our goal. Lifting public sector performance by strengthening regional governance will help us to get there.
* John Robertson is chairman of the Auckland Mayoral Forum.