Let’s prod the elephant
It’s time to have a public discussion and action on the issues and timing around the potential for merging Nelson City and Tasman District.
The very large elephant that few people want to awaken is not going away, but it is a crucial first step in any discussion before major structural investment by either council.
Informed public discussion and evaluation needs full and unbiased information on benefits, costs, value and timing.
The timing issue is the most problematic and the most important, in my view.
In our region, we have the most compelling case for local action, given the strong economic and social interdependence between our two authorities.
Several community leaders accept that a merger is almost inevitable, but question whether the timing is right, given all the other issues to be dealt with at both councils.
My view is that this is precisely why the timing and action are now urgent.
The recent Nelson City discussion on plans for a new Civic Centre are just one example. Spending $85 million on a new centre for the city, without knowing whether or where a new regional authority might be centred, would risk significant redundant capital, and probably risk objective discussion on a merger.
That is something we cannot afford. Similar issues face Tasman District, in both buildings and back-office IT developments.
While these must eventually be dealt with, given the time frames for costs in both councils, there is a compelling case for public discussion on amalgamation right now.
It is certain that medium-term benefits by rationalising key regional functions and systems will generate more long-term value than both councils proceeding independently.
One fundamental principle of business strategy is that starting business transformation by focusing on basic building blocks is critical for good outcomes.
The structure of local government is the first base block for all local authorities to consider when contemplating large investments that might or could have regional possibilities.
That’s hard for councils to focus on when they see so many pressing issues elsewhere, and when so many ratepayers are only interested in shortterm costs and favourite projects.
We only need to look at the Waimea Community Dam to recognise that dealing with long-term basic infrastructure issues is a tortuous process that requires determination to deliver long-term benefits.
Ignoring the elephant will be very costly to our region for decades to come.
John Palmer is a semi-retired business and community leader with five decades of governance experience in commercial and community roles. Locally, his involvement in the NRDA, Waimea Dam and Cawthron Institute has given detailed insight to local authority issues.