The following opinion piece was originally published in The Sunday Star Times on 23 November 2025.
Auckland Council at 15: Leadership, learnings and a vision for the future
Phil Wilson, Chief Executive Auckland Council
This month we mark fifteen years of one council for Tāmaki Makaurau and start the sixth electoral term of region-wide governance of the largest city in the South Pacific. As I reflect on my time here since day one, it is with both pride and a sense of excitement for the future.
In 2009, the Royal Commission on Auckland Governance concluded that, “Neither structures, powers, nor funding are by themselves the key to revitalisation of local government in Auckland. It is people – Aucklanders – who will make the difference.”.
That couldn’t be more true and the last fifteen years, with global crises, natural disasters, tough decisions and a push for growth and change, have driven this.
Amalgamation gave Auckland a mandate. It allowed us to organise ourselves in a way that brings democracy and scale together and create a platform for the quality of life and economy we deserve.
Our maturity now shows in what we have achieved and how we’ll continue to position Auckland as a place that supports better living standards, stronger communities and long-term prosperity.
As well as important conversations on transport funding and rubbish collection, we’re tackling regional issues that shape how people experience the city – fair and sustainable community funding, investment in infrastructure, and how we remain a world-class city for tourism, innovation, and events. All while keeping rates increases comparatively low nationally.
The first few years were a rollercoaster ride. We delivered on the commitments of legacy councils, learned how to think regionally and still acting locally. We streamlined services to reduce duplication, built foundations for economies of scale, and focused on delivering value for money to ratepayers. Through all of this, the lights stayed on, the rubbish got collected, the parks were looked after, and the public was patient with us.
We have revitalised town centres, delivered ambitious capital works programmes year after year, invested in long-term infrastructure programmes and welcomed more than 300,000 new Aucklanders into our region.
Since 2010, our asset base has grown by $40 billion to $79.7 billion, but with net debt only increasing by $14.1 billion and we have trebled the amount that we’re spending on infrastructure. I appreciate that people can feel apprehensive about debt, but to put it in context, if our balance sheet were a household mortgage, our debt would represent only a small proportion of the total value of the home (17.7 per cent) — well within prudent limits.
These achievements underpin the living standards Aucklanders rely on: the ability to get to work, access essential services, enjoy clean water and public spaces and live in communities that meet their needs.
Auckland’s Unitary Plan has given us a single set of planning rules for the region, something that was only possible through amalgamation. It has supported significant growth by enabling more flexible and productive use of our existing urban land, allowing around 21,800 additional new homes in its first five years.
As expectations and national policy have evolved, through plan changes like Plan Change 120, we continue to redefine and update the plan. This ensures it stays responsive to Auckland’s needs while giving people more choice over where they live, allowing growth to occur close to services, jobs and transport.
The 2023 severe weather events were a start reminder about how quickly lives and livelihoods can be disrupted. Facing those events as one council meant responding at scale, alongside central government, with more than $2 billion directed to property buyouts and a blue-green network of stormwater and infrastructure resilience projects.
This must be a turning point. Investing in resilience is not only about managing future emergencies, but also about protecting the living standards and security of Aucklanders.
What does the next fifteen years look like? At least 300,000 more Aucklanders – that’s the populations of Tauranga and Hamilton combined – will need homes, jobs, and services. Growth at this scale is a sign of opportunity, but it also demands strong planning tools, sustained infrastructure investment, and a focus on community resilience. These are the foundations of a city where people and business can thrive.
Remembering that it is people who will make the difference, I would like to see more young people involved in shaping Auckland; a council that reflects our multicultural region; and more women, Māori, Pasifika, and the emerging communities at the table.
This is how we build an Auckland that supports opportunity and remains focused on the future.
