New directions in New Zealand local government

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Peter McKinlay


The purpose of this paper is to provide a ‘work in progress’ report on some initiatives emerging from local government practice in New Zealand which should help us consider how we think about the role of local government in a world which is undergoing dramatic change. The starting point is work which the writer undertook with the support of Local Government New Zealand (the national association) and a number of New Zealand councils considering the ‘proper role’ of local government. The context is an ongoing public debate driven substantially by the New Zealand business community from a perspective that this ‘proper role’ should be restricted to the delivery of local public goods, narrowly defined. This has included argument that local governments themselves should be structured substantially to promote the efficient delivery of services generally within the now well understood prescriptions of the ‘new public management’. One implication which the business sector in particular drew in looking at the workings of local government was that there should be economies of scale through further amalgamation of councils (the local government sector having been through a major amalgamation process in 1989 which eliminated a large number of special purpose authorities and reduced the number of territorial local authorities from more than 200 to 73). Debate continues, with the latest manifestation being the National Party led government's proposals for the restructuring of local government within the Auckland region, New Zealand's major metropolitan area. The initiatives discussed in this paper are partly a response, but more significantly a result of selected local authorities reflecting on the nature of their role, and the opportunities for being proactive in using their statutory privileges in ways that could produce benefits for their communities without any associated increase in the cost of local government itself.

Article Details

How to Cite
McKinlay, P. (2010). New directions in New Zealand local government. Commonwealth Journal of Local Governance, (5), 158-175.
Author Biography

Peter McKinlay, Local Government Centre, Institute of Public Policy, AUT University

Director, Local Government Centre, and Executive Director of McKinlay Douglas Limited. His specialist interests are public policy and local governance, the design of governance structures and organisational strategy. As well as his consulting work, Peter is the Director of the Local Government Centre at AUT University, New Zealand’s first university-based think tank dedicated to local government. The Centre has both a New Zealand and international focus and has established a number of linkages with leading think tanks internationally. Peter is leading the LGC’s work on different options for the future of metropolitan governance in Auckland. This has included authorship of a number of major papers dealing with different aspects of local government which should be considered in addressing major restructuring. He represents New Zealand on the Research Advisory Group of the Commonwealth Local Government Forum and is a member of the advisory board of the Commonwealth Journal of Local Governance. Further profile information can be viewed at: