Reimagining Tāmaki Makaurau Auckland: harnessing the region’s potential

by Sir Peter Gluckman, Dr Dawnelle Clyne and Dr Anne Bardsley

What could Auckland become within two generations? How do we become a truly global, liveable and sustainable city that is fit for the future?

Reimagining Tāmaki Makaurau Auckland: harnessing the region’s potential – a report commissioned by Auckland Unlimited – explores the changes needed for Auckland to reach its potential.

The independent report, written by Koi Tū: The Centre for Informed Futures, is intended to stimulate open-minded conversation and debate.

Koi Tū was asked to think ahead about Tāmaki Makaurau Auckland’s long-term future – to leap forward two generations – about 50 years – to suggest the kinds of evolution the region needs.

The report, co-authored by Sir Peter Gluckman, Dr Anne Bardsley and Dr Dawnelle Clyne, presents nine integrated scenarios to provoke discussion about where the region is headed, and suggests how the scenarios could be enabled by better aligning local and central Government planning and strategy.

Tāmaki Makaurau Auckland is Aotearoa New Zealand’s largest and most diverse city. It is the economic and financial capital of New Zealand, and the country’s main gateway for people and goods. Auckland has the largest Māori and one of the largest Polynesian populations in the world and will soon be a region of two million people – a remarkable asset for the entire country.

The time is right for well-informed, deep and wide discussions about Auckland’s future:

  • It is more than 10 years since the eight former Auckland councils were amalgamated
  • The COVID-19 pandemic has fundamentally changed our perceptions of normality
  • We need to explore new ways for central and local government to engage for long term projects.

The scenarios set out in the report describe a view of Auckland in 2070, setting the stage for a better life for future generations of Aucklanders. The scenarios are based on more than 120 expert and stakeholder interviews and focus groups to capture a range of perceptions, trends and dynamics. The paper is neither a plan, nor a strategy, but a provocation and the scenarios challenge decision-makers to consider transformative change.

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