The Bayley brothers - Michael, Chris, John and David - Bayleys' staff and guests, thank you for inviting me to address you this evening on the "Transition to a Greater Auckland."

This is an issue close to my heart. I am looking forward to outlining my vision for a greater and better Auckland, progress to date, how we will get there, and then hearing your views and answering some questions.

Since March, when the Royal Commission on Auckland Governance reported to the Government, the pace has been frenetic.  That's for a good reason, namely the 2010 Local Body elections.

We know there are problems with Auckland governance. The problems are not new. They reflect decades of poor planning, factionalism and a lack of real vision. 

Ninety years ago a young Labour Party politician by the name of Michael Joseph Savage campaigned for a single Auckland Council.  And half a century ago Sir Roger Douglas's grandfather, Bill Anderton, Minister of Internal Affairs, called on Aucklanders to unite with a single council. So the idea of a single, unified Auckland is not a new one.

Auckland's future depends on critical decisions being taken at a regional level.  It is my view that region-wide decision making must have region-wide governance arrangements to overcome the competing interests, parochialism and factionalism that has held the region back for so long.

We have made progress in the past four months. Legislation has passed through Parliament and the Special Select Committee has completed its hearings. The Auckland Transitional Authority is well established, overseeing organisational changes and ensuring stability and continuity until October 2010 when the new structure comes into being.

The Local Government (Auckland Council) Bill awaiting select committee report back provides for the high-level framework for the structure of the Auckland Council, including local boards. It empowers the Local Government Commission to determine the boundaries for the Council, wards and the number, membership and boundaries of local boards.

Another piece of legislation will be introduced into Parliament in November. It will provide for the ongoing governance structure and the detailed legislative framework for governance arrangements.  There will be a full Select Committee process for this Bill.

The Government is acting deliberately and carefully to heed the call for change from Aucklanders. The short transition period will minimise uncertainty and disruption for council staff and the citizens of Auckland.

Failure to take action would result in citizens and businesses continuing to incur costs in dealing with Auckland councils. Important decisions would either not be made, or be made too late.

The first piece of legislation - The Local Government (Tamaki Makaurau Reorganisation) Act 2009 - passed in May, enabled the Auckland Transition Authority to begin work on establishing the new structures.  I will talk more about that shortly.

The new Auckland Council will develop one set of financial plans and policies for the region.  A new unified rating system will be developed and progressively implemented as part of a new planning and budgeting cycle from 2012.  This will mean one rates bill for all Auckland ratepayers. And that's got to be a good thing.

Transport will benefit from a unified approach.

Consolidation of all local authority transport functions into a single entity will overcome many of the problems of fragmented decision-making, poor planning, unclear responsibilities and a visionless transport policy.

I see an Auckland where citizens can confidently use an integrated public transport system that is seamless, efficient and environmentally friendly. A system where people, for example, can get from Waitakere to St Heliers for business or leisure relatively quickly and painlessly.  Other cities can do it. Why can't Auckland?  It is that sense we want to promote with a better Auckland.

This brings me back to the Auckland Transition Agency (ATA). 

The Agency has the challenging task of managing the existing seven territorial authorities and one regional council to a single authority for Auckland with the local boards. This is a big task involving the creation of the new councils; managing the organisational changes affecting 6300 current staff; ensuring the ongoing delivery of councils and Council Controlled Organisations; the continued momentum of key projects; and communicating with the many stakeholders.

We are fortunate to have an Executive Chair and Board who are well equipped to meet the challenge.

Steering the ship is Executive Chair Mark Ford, a very experienced business person. He was formerly the Chief Executive Officer of Watercare and Chairman of the Auckland Regional Transport Authority.

The skills, experience and strengths of the board members, alongside the people they have recruited, will ensure the new governance structures and roles needed to manage Auckland's $28 billion of assets steer the transition to a successful outcome.

We can be sure the process of transition is in good and capable hands.

The ATA also has oversight of certain council decisions before they are implemented.  This applies to major projects such as investment in new capital initiatives and the adoption of long-term council community plans (LTCPPs).

ATA will consider the risks and costs of delaying such projects against the benefits of delaying the decision until after the new council comes into being in October 2010.
But it is also important people realise that the existing Auckland councils manage business as usual during the transition. 

Where a council has given a formal commitment, enforceable in law, to a community or individual, this commitment will continue to be enforceable under new governance structures.

I am sure you will appreciate the challenges that lie ahead over the next fourteen months and beyond.

I am approaching the work in Auckland with one simple goal. - "making Auckland better."

So what's best for Auckland?  Since I became Minister of Local Government last November, and especially since the Royal Commission on Auckland Governance reported back in March, I have been focused on providing the best governance structure to take Auckland forward to provide the means by which Auckland can unlock its potential.

The Government wants Auckland to speak with one voice on critical regional issues.

We want a mayor and a council to speak for and represent all of Auckland.

We want the many and varied voices and communities that comprise Auckland to have a clear and significant role in its future. It is Auckland's economic, social and cultural diversity that makes it vibrant and strong.

We want the proposed local boards to play a meaningful role and make local decisions for their communities. We don't want to see the Mayor and council diverted from the regional issues to be caught up in local issues that can best be handled locally.

And we want to provide a city that is a good place to do business in.

More unified decision-making, a single rates bill, less duplication, better transport and infrastructure and more efficient delivery of services will all contribute to an Auckland where people will want to come to do business.

Before closing I want to acknowledge the engagement we have had with the citizens of this great city. The response we have had from Aucklanders has been fantastic.  There's a real sense that we can achieve something special here in Auckland to make it the best possible city for our children and grand children.

I have received great advice and support from many people here in Auckland, and from my officials in Wellington.  I couldn't ask for better.

Thank you again for inviting me along today.  I am looking forward to your questions.

ends