Another Middle Class City Vision

Roads or cafes? That is not the question.

Dr Joel Cayford says that we are throwing away money when we invest in roads but creating value when we invest in downtown infrastructure (New Zealand Herald, 17 September 2012).  It’s a mistake to think state highways are not a critical part of our urban infrastructure, a mistake too many central road planners make – failing to appreciate that the highway's main role in and around Auckland is in the provision of urban arterials, the roads that keep the city itself connected and working.

And while I share Dr Cayford’s concern over the shaky rationale behind some current over-the-top  inter-city road projects, I cannot accept the idea that throwing a lot public money into the CBD is a rational alternative.  Nor do I accept that we should persist in a cargo cult mentality, demonstrated in his suggestion that the taxpayer should deliver more central city goodies to Aucklanders.

Creating a central city sink

Dr Cayford’s vision is one of even more public spending in an area already at risk from over-investment in public amenities.  This simply means that the city’s ratepayers will have to cough up even more because of over-optimistic – or plain misleading - extrapolations of demand and dollars and a contrived vision of what a central city might be.  Except that he would also have the taxpayers help pay for the party.  

At least he is in good company: Auckland’s spatial plan promotes the CBD as a sink for the city’s rates.

Even the occupants of the latest flagship quarter, the Wynyard Wharf, are said to require further rental subsidies from the city.   And while it was great to have Wynyard set up  for the Rugby World Cup – and we were lucky enough to have fair weather most of the time – it is more often echoing and empty than thriving and buzzing. 

The CBD is doing fine

Dr Cayford suggests that the problem is that the city centre is not a great place to visit.  I disagree, and I doubt that never-ending spending on me-too inner city infrastructure will drag more tourists down to New Zealand as he suggests. Incomes and exchange rates drive tourist numbers, as years of analysis for the tourism sector have demonstrated, topped up a little by awareness campaigns and airfare promotions. Having a city that bears a vague resemblance to the Mediterranean won't make any difference.

(He is right to diss a new convention centre, though: there is good reason not to gamble too many public dollars on a sunset industry).

Anyway, things  already look pretty good.  To quote Dr Cayford, :

Go down and sit at a table outside the old netshed on North Wharf about 5pm on a balmy, sunny afternoon, Saturday, Sunday, Friday - whenever - and watch the promenading that's happening here in Auckland. You could be on the Mediterranean. Kiwis have style and they like to show it, given an opportunity.

One problem is that the promenaders that Joel likes to watch are spread ever more thinly spread through fashionable quarters, and therein lies the risk. 

There has been a string of such initiatives, local nodes promoted by public investment in the built environment.  And they are all great places to be on their day, but they are also struggling to retain tenants and stay that way.   Princess Wharf, Queens Wharf, High Street and Vulcan Lane, the Chancery Quarter, Britomart, the Vector Centre, the University precinct, the Viaduct Basin: they are all worthy destinations, great spots to kick back in on a sunny day.

They are  nodes that, as long as they  retain some vibrancy, create the frame of a great CBD. Individually and collectively they contribute to a city centre that’s well worth a visit.  But we need to be thinking strategically now about how much more we can sustain, and how we are going to keep what we already have buoyant.

Time for fine-tuning and coming out

For a start, when it’s wet and blustery, winter or spring, the Mediterranean idyll goes out the window. 

There are things we can do to reduce dependence on our uncooperative  elements, and they needn’t cost a lot.  Wellington has created sheltered pedestrian ways in a climate  less comfortable (if somewhat drier) than Auckland’s.  We certainly do not need new tracts of paving, new collections of cafes, and over-capitalising infrastructure to get our CBD working better.  The new rail loop that Joel cites, for example, might make it easier for a few more residents from outer suburbs to visit the CBD, but it won’t do anything for the ambience and quality of places within it.  

Much current thinking seems simply to pander to the café set and an image of our climate that is only true some of the time.  Queen Street appears to have bucked the trendy trend, though.  It caters increasingly to the take-away crowd and night owls.  While this perhaps reflect some of our much-touted diversity it seems to be a source of middle class angst.

Democratise the CBD

We need to consolidate what we have and to do so within a budget that reflects our means.  We should ideally aim to make the CBD relevant to citizens other than just the coffee set.

Maybe we could pursue initiatives that will democratise it: improve pedestrian links among existing nodes; open up  hidden spaces (St Patricks Square, Myers Park come to mind); create more places for kids to play; promote more informal gardens and greening; provide capacity for people to perform and not simply promenade in public places; provide for street art, street theatre, and street life; and  promote places where our local cultures can inject new life, all the time recognising the need for sheltered places and paths. 

These are the sorts of things that might put a little flesh on the CBD bones without relying on the begging bowl or  pandering to middle class conceits.  And they just might turn it into an asset for more Aucklanders.

No more LBF

If we need to do more, let’s do it within our means and in a way that is relevant to our citizens. Focus on what we’ve got and who we are.  And get off the me-too middle class spending bandwagon that seems to be driving Auckland’s civic leaders and planners, and amounts to little more than rates (and taxes?) being treated as some sort of central city Landlords’ Benevolent Fund. 

In what sense a region? Drawing a line around economic development

Unleashing the spatial plan

Auckland’s Spatial Plan is intended to help shape the city/region’s future development.  The council has just-released a Discussion Document to engage the community in its preparation. 

It’s an ambitious document that goes well beyond discussing just land use and infrastructure.  The Auckland Plan is proposed as a blueprint to transform the region into “the world’s most liveable city” and “the economic powerhouse of the nation”.

This focus raises questions of just where the city’s economic borders begin and end.  In what sense is Auckland City with its sprawling borders a discrete economic unit?

Inclusiveness – where do the neighbours fit in?

Among many other things, the discussion document acknowledges that “Auckland is also part of an emerging northern North Island urban and economic system – a cluster of cities and towns north of Taupo (Hamilton, Tauranga and Whangarei)”. 

This, it says, calls for “a strong planning and policy relationship” with adjoining regions and ”an inter-regional agreement for the upper North Island ... to cover land use, planning, infrastructure and a range of other issues”(p21) and that it is “essential to develop inter-regional transport links to support the burgeoning Northland, Auckland, Waikato and Bay of Plenty urban and economic systems” (p48),.  It also notes Auckland’s dependence for some services and resources on the Waikato region.

But that’s about all it says about these key relationships in its 220 pages.  

At a seminar of the Institute of Public Administration this week, Hamilton Mayor Julie Hardaker said that this was not enough.  She pointed out the economic significance of her region, the Waikato, as the heart of New Zealand’s dominant dairy export sector for example.

Mayor Hardaker also reminded us that what happens to Auckland’s land use influences what happens in other cities in the Northern North Island. 

Hamilton, for example, has had rapid investment in light industry, warehousing, and distribution around its northern gateway over the past 10 to 15 years.  This is a cost effective location for accessing a wide market, including Auckland.  The resulting investment in Hamilton has been boosted by a shortage of reasonably priced industrial land in Auckland. 

In a similar vein, Tauranga and Whangarei both receive significant population contributions by way of migration from Auckland (as detailed in Margins Matter, p18).

Auckland as a regional centre

The notion of inter-regional integration is not new.  Auckland’s original growth was driven by the output of its resource-rich hinterland.  It also came to enjoy prosperity as an import substitution centre through much of the last century. That role has almost disappeared today. 

More recently Auckland has prospered as a centre of consumption. Nevertheless, the city continues to depend for much of its income on that hinterland, and on providing services to trade and business in the northern North Island.

Much of the value added in the processing of primary output from this “region of regions”, especially food products, happens in Auckland.  The city is also the hub of many financial, business, and technical activities that service the resource-based industries of the northern North Island. 

Even the much vaunted “marine industries” value added cluster associated with Auckland reaches deep into the neighbouring regions with their skills and marine infrastructure. 

Four into one might just go

Equally important is the cumulative economic capacity, infrastructure, and resource base of this extended region, a region which we have argued for some time may be the best level at which to plan for regional economic development in a globalising world (see, for example, our report to the Metropolitan Auckland Project in 2006). 

Taken as a whole, the northern North Island has substantial fertile grasslands, horticulture and arable land, forestry, and associated processing industries.  It has a wide range of mineral deposits.  It has good energy resources with high levels of current and potential renewable energy.  Its marine resources are extensive.  It has specialist concentrations in research, scientific expertise, and education that when considered jointly are of international substance and offer the potential to substantially lift the value of New Zealand’s exports and expertise.

The fortunes of the ports of the northern North Island -- Auckland, Tauranga, and Whangarei -- are connected by ownership links and by a degree of complementarity in their respective trades.  As internal transport costs increase and as shipping companies rationalise international movements the regions’ (and country’s) interests might be best served by more collaboration among them.

And this might be the catch cry for relationships among the councils of the region: more collaboration.  Because if we really believe the rhetoric about globalisation and world cities, New Zealand will only succeed if it digs deep into what are ultimately finite physical, human, and capital resources.  Administrative boundaries should not define or constrain the definition of a region within which we identify how public policy and investment might best support economic development. 

Decentralisation is happening

Sure, Auckland remains dominant in the area, as it is in New Zealand, and it will remain so.  It accounted for around two thirds of its jobs in 2010, and 60% of job growth over the past decade. 

However, the 6% difference between these two numbers hints at a degree of decentralisation.  This is confirmed in relative gains (or losses) in employment between 2000 and 2010. The three other regions had better growth rates than Auckland.  The best performing urban areas within the northern North Island were Tauranga, Hamilton, and the urbanised area of South Auckland (Manukau and Papakura).

	All Employment		Manufacturing
	Number	%	Number	%
Auckland Region	92,590	18%	-10,500	-13%
Auckland City	30,350	11%	-8,160	-24%
Manukau City & Papakura District	31,380	29%	180	1%
Waitakere & North Shore Cities	23,330	22%	-2,230	-13%
Rest of Auckland	7530	25%	-290	-6%
Northland	10,170	24%	170	3%
Whangarei	5,910	25%	210	0
Rest of Northland	4,260	22%	-40	0
Waikato	29,130	22%	100	1%
Hamilton	16,560	29%	-100	-1%
Rest of Waikato	12,570	17%	200	2%
Bay of Plenty	5,480	22%	-800	-6%
Tauranga	12,970	37%	140	3%
Rotorua	2,110	8%	-420	-12%
Rest of Bay of Plenty	5,480	22%	-520	-12%
Northern North Island	152,450	20%	-11,030	-9%
Northern North Island Excluding Auckland	59,860	23%	-530	-1%

Source: Business Statistics, Statistics New Zealand

And as manufacturing slipped into the negative under the pressure of cheap imports and then global recession, Auckland led the way down.  The figures in the table include the negative impact of the post 2007 recession: until 2007 manufacturing was growing everywhere but Auckland City, led by the Waikato with 16% growth as Auckland Region stopped growing.

Working together

If it wants to tackle economic matters, Auckland can ill-afford an inward focus.  If it wants to micro-manage land use, it may also pay to look hard at the opportunities that the wider region offers.  And if liveablity is how we define Auckland’s place in the world, it cannot afford to exclude from the portfolio the qualities of the smaller centres, their rural settings, mountains, and coastal hinterlands.

By avoiding being locked into an administrative construct with only limited relationship with what drives Auckland’s growth the Mayor can play a leadership role in economic development that can make a difference.  But it’s time to lead the city beyond “better because we are bigger” and reflect on what it really means to be connected in today’s world, starting at home. 

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Dushko's banana - here is the image rferred to in the comments below:

Can we do Londonism?

Londonism – leadership building a city's ideology

The Economist recently outlined how a strong mayoral office has helped transform London into a global city.  Although the reshaping of once desolate Docklands and Canary Wharf goes back over 20 years, the article sees their emergence as a centre of global commerce and recreation as an expression of “Londonism”.  This, it says, is “a distinct ideology” focused on the leadership provided by a strong mayoralty.  Two totally different mayors, it argues, have helped create a vibrant, open, progressive, and highly successful city even in the midst of Britain’s economic doldrums. 

In this posting I ask whether the creation of a stronger mayoral office might have done this for Auckland, and what sort of Auckland a visionary mayor might promote.

So, does Auckland governance deliver the right leadership?

Creating a stronger international presence so that Auckland can secure its place among the world’s wealthier centres was the aspiration behind the Royal Commission on Auckland’s Governance. 

The Commission received useful advice on how the necessary leadership might be achieved from international expert, Robin Hambleton.  Unfortunately, it watered down his recommendations and, like medicine, the watered down version may not deliver the cure. 

Processor Hambleton pointed to the benefits of a directly elected Mayor presiding over an authority making strategic decisions on (selected) matters of city-wide significance.  London provides the example of just such leadership delivering the vision needed to lift a city out of the ordinary. 

At the same time, community leadership continues to reside in London’s 32 boroughs and central London’s City Corporation.  The Royal Commission’s prescription for Auckland, though, downplayed community leadership by promoting the merger of existing councils and dramatically reducing both councillor numbers and their proximity to communities. 

However, it did retain the idea of a mayor elected at large with an executive office attached to the mayoralty, although with more limited executive powers than in London and a more traditional brief. 

In essence, the Commission’s prescription, and the government’s subsequent modifications, focused on changing structures to achieve gains in efficiencies and submerge parochialism, rather than on reshaping Auckland’s leadership. 

The government paid lip service to local democracy by retaining ward-based elections for councillors.  But this further compromises city-wide leadership by retaining an incipient parochialism in council, without really achieving local leadership.  Locally elected boards cannot do much, either, as they lack budgets and only have the powers delegated by the council. 

So we have a governance structure that compared with London compromises on leadership at all levels.  The question remains whether the civic leadership can still evolve, and be effective.

Making the most of what we’ve got

Fortunately, the mayoral contest turned into a two horse race.  And while it was between two tried and tested mayors from the old regime, they did offer voters a choice of politics and style.  With a solid win, community-focused Mayor Len Brown can assume a mandate to insert his values of inclusion into a long-term vision for Auckland, albeit one that needs to take the council with it.  Fortunately for him the council is weighted in his favour. 

Like former London mayor “red” Ken Livingstone in London, he is also prepared to back some of the infrastructure projects that business favours.  And, keen to make his mark quickly, Mayor Brown has embarked on a programme of 100 projects in 100 days.  Most of these are sensible, tidy-up initiatives, pulling together a range of outstanding issues.  But this is short-termism, much of it to do with matters that could have been handled locally; hardly visionary.  It implies that the new Mayor could get his fingers into all sorts of pies and be distracted from the big picture.

Can Auckland have its Canary Wharf?

On the other hand, the risk of consciously pursuing a big vision is that we try to emulate the big stories from overseas: waterfront master plans; convention centres, cruise ship terminals and the like.  This is the “me-too” version of vision – Auckland wanting to be one of the big boys.  And, incidentally, spending big money to do it.  Unfortunately times have changed.  The rebuiilding of Docklands coincided largely with boom times in one of the world's major metropolitan centres.  But this is Auckland emerging tentatively from the depths of a major global downturn.

Of course, this simply increases the challenge, and behoves us to find a different way.  And that may just be to blend Mayor Brown’s focus on community with how we assert our place in the world.

This is Auckland, Tamaki Maka Rau, with its own distinctive heritage – a Māori, Polynesian and Pacific heritage, a colonial past, a land of settlers, where cultures old and new meet and mix.  It is a city of seas, seafarers and travellers, a waypoint between east and west.  It’s an outdoor sort of place, a weathered place that can function well in rain or shine.  (Now there’s a challenge – one that Wellington, for example, has risen to in its streetscapes, byways, and public places).  . 

One Auckland, many Aucklands

As the Economist says about London, Auckland has its own geography and its own lifestyles.  It enjoys spectacular landscapes reaching from coast to coast and houses diverse and evolving communities, some steeped in the long history of the land and others fresh off the boat. 

Can we link these places and peoples, perhaps bring them together symbolically on the shores of the Waitemata and the city centre?  At the same time, can we ensure that their individuality is expressed in a series of well connected places and spaces – leafy suburbs, urban villages, rural settlements, and coastal communities -- of colour and character?

We do not have to reinvent Auckland so much as highlight and build on what we already have and who we already are.  Urban form, urban design, and civic projects will ideally bring out what’s best about our city, our citizens, and our landscapes, making Auckland open and accessible.  This is the challenge for our mayor and for mayors to come, a challenge of creating a singular vision globally recognised, one that encompasses our localism, diversity, and internationalism.