Abstract
Cross-jurisdictional management is a complex and, at times, fraught issue and this is never more obvious than in the coastal environment. When closed landfills and associated contamination effects are also present within this environment, additional layers of management complexity are introduced. Effective management of these environments depends on support from the legislative framework and the capacity and willingness of those agencies responsible for each jurisdiction to facilitate a co-ordinated and integrated approach.
The purpose of this research is to examine current approaches to cross-jurisdictional management to identify how planning practice may be improved. The research considers the theoretical framework surrounding integrated management and inter-agency co-operation and reviews current planning practice against the theoretical framework. It explores the nature of the organisations responsible for cross-jurisdictional management and how organisational structure, culture and communication empowers or hinders collaboration and inter-agency relationships. The research design includes a contemporary case study involving multi-agency management of a closed coastal landfill and interviews with planning practitioners practicing within New Zealand.
The research found that while the legislation may not have been overtly encouraging of a co-operative management approach, it did not hinder or obstruct co-operation; rather any lack of co-ordination was more a consequence of inter-agency relationships. Communication between organisations was often inconsistent and perfunctory, and effective communication and relationship building did not appear to be prioritised. Ultimately, the research found that optimising inter-agency relationships and undertaking clear and frequent communication is fundamental for effective and efficient cross-jurisdictional management of closed landfills within the coastal environment.