Agenda of Environment and Climate Change Committee

Environment and Climate Change Committee

21 July 2020

Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

File No.: CP2020/08377

Te take mō te pūrongo

Purpose of the report

1. To adopt Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Whakarāpopototanga matua

Executive summary

2. In March 2020, the Environment and Climate Change Committee endorsed in principle proposed changes to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework (ECC/2020/12).

3. These changes included:

· an overarching, place-based approach (A Tāmaki Makaurau Response)

· two core climate drivers of reducing our emissions and adapting to climate change

· eight priorities for action

· a change in title from Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

4. The Environment and Climate Change Committee also reaffirmed our commitment to a plan consistent with a 1.5 degree rise, an interim target of halving Auckland’s emissions by 2030, and a precautionary approach to planning for change (ECC/2020/12).

5. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan is a regional, evidence-based plan aligned to our commitments. The plan sets out the strategic direction for the next 30 years across eight key, evidence-based priorities for action.

6. The eight priorities are: Natural environment; Built environment; Transport; Economy; Community and coast; Food; Te Puāwaitanga ō Te Tātai; Energy and industry.

7. These priorities have been identified as those with the greatest material impact through extensive engagement, research, emissions modelling and assessment of risks to the region.

8. If adopted, the text will then be digitised with a view for the digital plan to be launched later in the year. Through this process some minor, non-substantive edits may be required to address accessibility and digital standards.

9. To implement the plan and deliver our climate goals will require action at all levels, from individual Aucklanders through to businesses and central government.

Ngā tūtohunga

Recommendation/s

That the Environment and Climate Change Committee:

a) adopt Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan (Attachment A of the agenda report).

b) note that the final plan will be a digital plan (website) to be launched later this year. This may require minor, non-substantive changes to meet digital standards.

c) delegate authority to the Chair and Deputy Chair of the Environment and Climate Change Committee and a member of the Independent Māori Statutory Board to make any final changes to the plan text based on feedback from the Environment and Climate Change Committee and application of digital standards.

d) note that work is on-going to deliver council’s contribution to delivery of the plan, including costing of additional actions for consideration as input into the 10-year budget (Long-term Plan).

Horopaki

Context

Previous decisions

10. Previous decisions made by the Environment and Community Committee and Environment and Climate Change Committee in relation to Auckland’s Climate Action Plan are set out below.

 February 2018

Environment and Community Committee

a) approve the approach to the 2018 review and update of Low Carbon Auckland: Auckland’s Energy Resilience and Low Carbon Action Plan

ENV/2018/11

 February 2018

Environment and Community Committee

a) endorse Auckland Council’s membership reapplication to the C40 Cities Climate Leadership Group, including the requirement to develop a climate plan consistent with the Paris Agreement aspiration of a 1.5˚C maximum temperature rise

ENV/2018/149

 June 2019

Environment and Community Committee

a) approve the draft Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework and summary document for public consultation.

f) agree to the development of detailed and costed actions for Auckland Council as its contribution to climate action, for consideration by the appropriate Committee as input to the Long-term Plan

ENV/2019/71

 March 2020

Environment and Climate Change Committee

a) endorse the changes to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework in principle, subject to direction from mana whenua and consideration of feedback from Local Boards including:

i) introducing an overarching Tāmaki Makaurau response

ii) confirming the two core drivers for climate action (i.e. reducing our emissions; preparing for change)

iii) moving from eleven key moves to eight priorities,

iv) changing the title from Auckland’s Climate Action Framework to Auckland’s Climate Plan.

b) seek direction from mana whenua on the naming process around Te Tāruke-ā-Tāwhiri.

c) reaffirm our commitment to a plan consistent with a 1.5 degree rise, an interim target of halving Auckland’s emissions by 2030, and a precautionary approach to planning for change.

ECC/2020/12

11. Between March and April, resolutions have been received from 20 of the 21 Local Boards, all supporting the changes to the plan. Many provided more detailed feedback, which has been taken forward in the update to the plan and a summary is provided in Attachment B.

12. Follow up with the Mana Whenua Kaitiaki Forum has also confirmed the continued use of the Te Tāruke-ā-Tāwhiri title and narrative as the intent of the plan has not changed.

A digital plan

13. As a digital plan, in line with the Auckland Plan, the document should not be read as a standard written document. Relevant sections of the plan are hyperlinked, rather than grouped by chapter. More detailed technical information sits at the end of the document, rather than within its relevant sections.

14. Following the adoption of the text, staff will work towards the plan’s digital launch later in 2020. This involves ensuring the plan is ‘digitally ready’ through further testing and application of council’s digital standards. Delegated authority to the Chair and Deputy Chair of this Committee and a member of the Independent Māori Statutory Board is requested for any non-substantive changes.

Role of Auckland Council

15. Auckland Council has taken a leadership role in facilitating the development of this plan and will need to continue to lead by example. However, not all actions identified are the responsibility of Auckland Council. Meeting our climate goals will require ambitious action from across sectors and individuals.

16. The plan sets out roles and responsibilities across the region along with three core roles of council. These are:

· Direct control: Where council can lead by example, e.g., through delivery of services, infrastructure and facilities

· Lever: Actions where council has a role in planning, monitoring, regulation and/or research

· Advocacy: In many areas council will have a key role in advocating or influencing for change.

17. Further information on roles and responsibilities across the region is provided throughout the plan as appropriate.

18. Council’s response to climate change is already underway through many existing projects and programmes, but additional action will be needed to meet our climate goals laid out in the plan.

19. As resolved at Environment and Community Committee (June 2019), costed actions for Auckland Council’s contribution to delivery of the plan are being developed for consideration as input to the 10-year budget (Long-term Plan).

Tātaritanga me ngā tohutohu

Analysis and advice

Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

20. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan is Attachment A.

21. The plan sets an overarching Tāmaki Makaurau response, setting out our principles and values for addressing climate change as a region. These ensure that the plan:

· focusses on Te Ora ō Tāmaki Makaurau: The wellbeing of Tāmaki Makaurau

· delivers multiple benefits from every action

· identifies roles and responsibilities across the region

· has actions that are equal and fair

· gives voice to young people

· recognises our international, national and regional commitments.

22. Two core climate drivers are established:

Reducing our emissions: This section sets out our current emissions profile and introduces new modelling of a decarbonisation pathway and carbon budget for the region. The plan sets a goal to halve our emissions by 2030 and reach net zero by 2050, as agreed at Environment and Climate Change Committee in March 2020.

Adapting to climate change: This section of the plan identifies what climate change is likely to mean for the region and our approach to addressing the impacts. As confirmed at Environment and Climate Change Committee in March 2020, this incorporates a precautionary approach (i.e., we will plan for our current emissions pathway) and introduces the dynamic policy pathways approach (i.e., planning across climate change scenarios and making decisions at an appropriate time).

23. These goals are underpinned by new research and evidence developed for this plan. This includes emissions modelling undertaken by technical consultants and verified by expert stakeholders; climate projections downscaled to the Auckland region (NIWA); and a climate change risk assessment technical report series.

24. Based on evidence laid out in the above sections of the plan and extensive engagement across the region, eight priorities are identified to deliver against our goals.

Priority	What this means
Natural Environment	Oranga taiao, oranga tāngata: a healthy and connected natural environment supporting healthy and connected Aucklanders. The mauri (life essence) of Tāmaki Makaurau is restored
Built Environment	A low carbon, resilient built environment that promotes healthy, low impact lifestyles
Transport	A low carbon, safe transport system that delivers social, economic and health benefits for all
Economy	A resilient, low carbon economy, guided by our kaitiaki values, that supports Aucklanders to thrive
Community and coast	Communities and individuals are prepared for our changing climate and coastline and carbon footprints of Aucklanders are reduced
Food	A low carbon, resilient food system that provides all Aucklanders with access to fresh and healthy food
Te Puāwaitanga ō te Tātai	Intergenerational whakapapa relationships of taiao (nature), whenua (land) and tangata (people) are flourishing. The potential and value of Māori is fully realised and Māori communities are resilient, self-sustaining and prosperous
Energy and industry	A clean energy system that supports and provides for a resilient, low carbon Auckland

25. An implementation section is also included within the plan providing further information:

· Climate action post-COVID-19

· Implementation action table

· Roles and partnerships

· Funding and financing

· Indicators

Stakeholder and subject matter expert feedback

26. Extensive stakeholder engagement across the region has supported action development for the plan, with over 600 Aucklanders involved in its development and nearly 3,000 responses to consultation on the framework (the precursor to the plan) as previously reported to the Environment and Climate Change Committee in March 2020.

27. This iteration of the plan has been reviewed by key stakeholders, including the Climate Working Group (with representation from across council, CCOs, DHBs and MfE); C40 Cities, and the Mayoral-appointed Independent Advisory Group of internationally recognised academic experts.

Implications of COVID-19 on plan implementation

28. It is important to note that implementation of the plan will be impacted post-COVID19 and by the region’s current economic situation – the impact is not only on council but on all stakeholders that need to contribute to climate action and implementing the plan.

29. For council a significantly constrained fiscal environment is expected for at least the first 2-3 years of the next LTP (Long-term Plan) period. However, given the strategic importance of reducing emissions and preparing for the impacts of climate change, climate action needs to remain a high priority.

30. To meet our climate goals, all actions within the plan will need to be implemented but we will need to prioritise.

31. It is worth noting that some actions will require ‘new’ funding, but others (such as council’s advocacy for example) do not require additional funding. The LTP process is also the opportunity to evaluate all other investments for their climate impacts and/or the co-benefits they deliver. In some cases it may be prudent not to proceed with such investments.

32. An additional section has been included in the implementation section of the plan to reflect the current financial climate and prioritisation approach as a first step.

33. As resolved at Environment and Community Committee, work is underway to prioritise and cost actions for Auckland Council as its contribution to delivery of the plan, for consideration as input to the Long-term Plan.

34. Work is also underway to determine how a climate ‘lens’ can be applied through the LTP to evaluate all other actions / investments for their climate impacts.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. The plan directly addresses the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. Regular meetings and workshops took place across the council group for development of the plan and a working group was established from the outset to provide expertise from across the council group, central government and district health boards.

37. Input has been sought and received from across the council group at every stage of the development of the plan.

38. In addition, the team have been working closely across the council group in the development of costed actions for considerations in the Long-term Plan. This process is running concurrently with the finalisation of the plan.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

39. Local Boards have been engaged throughout the development of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan as reported at previous committee meetings.

40. Formal resolutions have been received on the updated structure of the plan, with many providing more detailed feedback that has subsequently been included in the update to the plan. See Attachment B to this report.

41. Local boards are key to delivery of the plan and this is reflected in roles and responsibilities and with further engagement underway to support integration of climate change into local board plans and reports.

Tauākī whakaaweawe Māori

Māori impact statement

42. Mana Whenua, through the Mana Whenua Kaitiaki Forum, gifted the cultural narrative of Te Tāruke-ā-Tāwhiri. This contribution is deeply acknowledged, and this cultural expression is central to the plan.

43. Climate change impacts and associated policy and action will have significant impacts for Māori communities, some of which are further discussed throughout the plan.

44. A Tāmaki and climate change subject matter expert rōpū (group) was established in March 2019 which has been supporting and advising mana whenua and council on climate change issues for Māori and providing direct advice and narrative for the plan and for on-going mahi in identification of actions.

45. This is reflected across the plan, but in particular though the foundational Te Ora ō Tāmaki Makaurau wellbeing framework and Te Puāwaitanga ō te Tātai.

46. A rangatahi Māori and Pasifika rōpū has also been working in partnership with council on this kaupapa in development of the rangatahi focused actions included in A Tāmaki Makaurau Response.

47. During the consultation process on the framework, a new parallel engagement approach was established to support and activate Māori communities on climate change issues. This resulted in a new benchmark of 25 per cent Māori consultation responses through formal submissions. A summary of engagement with Māori in development of the plan was provided as a memorandum to the Environment and Climate Change Committee in July 2020.

Ngā ritenga ā-pūtea

Financial implications

48. The costs associated with the development of the digital plan can be met within existing departmental budgets for 2020/21.

49. There are costs associated with engaging with Aucklanders, Māori and vulnerable populations. The engagement plan will be designed and managed within existing departmental budgets.

50. As resolved at Environment and Community Committee, work is underway to establish further detailed and costed actions for Auckland Council as its contribution to regional climate action, for consideration as input to the Long-term Plan.

51. Actions within the plan will result in budgetary implications for organisations across the region and identifying and unlocking appropriate funding and financing streams in the future will be critical. A climate finance work package is underway to identify partnerships and broader funding mechanisms such as bonds, grants, equity instruments and public/private partnerships.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. No high or extreme risks have been identified in relation to the adoption of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

53. The risk in relation to non-delivery of climate action is high as identified in council’s organisational risk register.

Ngā koringa ā-muri

Next steps

54. If adopted, plan text will be digitised for digital plan completion and launch (proposed for October 2020).

55. Costed actions for Auckland Council’s contribution to this regional plan continue to be developed for consideration as input to the Long-term Plan.

56. In the meanwhile, climate work will continue over the next 12 months, for example:

· climate activity already underway / part of BAU will continue as funding allows

· implementing additional actions and activity funded through the 20/21 budget

· gearing up for broader implementing the plan with partners, including matters such as the most appropriate governance structures, advocacy, collaboration etc. - the focus being to get ownership and commitment to implementation from other stakeholders.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan	17
b ⇩	Local Board Feedback Summary	191

Ngā kaihaina

Signatories

Author

Sarah Anderson - Principal Specialist Sustainability and Climate Resilence

Authorisers

Jacques Victor – General Manager Auckland Plan Strategy and Research

Barry Potter - Director Infrastructure and Environmental Services

Environment and Climate Change Committee

21 July 2020

Environment and Climate Change Committee

21 July 2020

Implementing Auckland’s Urban Ngahere (forest) Strategy – progress update July 2020

File No.: CP2020/01164

Te take mō te pūrongo

Purpose of the report

1. To provide a progress update on the implementation of the Urban Ngahere (Forest) Strategy.

2. To support the preparation of a business case to accelerate implementation of the strategy.

Whakarāpopototanga matua

Executive summary

3. In February 2018, Auckland’s Urban Ngahere (Forest) Strategy was approved (ENV/2018/12). The strategy document was published in March 2019.

4. The strategy aims to increase our understanding of Auckland’s urban ngahere and use that knowledge to protect, grow and maintain trees and other vegetation in Auckland’s existing and future urban areas.

5. Eighteen high level implementation actions were identified to achieve outcomes grouped under three themes ‘Knowing’, ‘Growing’ and ‘Protecting’.

6. The primary outcome of the strategy is to increase the regional tree canopy cover average from 18.3 per cent to 30 per cent.

7. Collaboration, funding, and partnerships are recognised as fundamental to successful implementation long term.

8. Staff were asked to provide the committee with a full update report on implementation of the strategy (Attachment A) and report back on the regional canopy cover data changes following assessment of the Light Detection and Ranging (LiDAR) survey.

9. To enable acceleration of the strategy’s implementation, this report seeks support for the preparation of a business case and a recommendation to the Finance and Performance Committee that it be considered through the Long-term Plan process.

10. Additional funding, if adopted through the Long-term Plan, would enable the strategy to be embedded in the organisation’s long-term response to climate change, further develop community empowerment and enhance the public green asset over the longer term.

Ngā tūtohunga

Recommendations

That the Environment and Climate Change Committee:

a) receive the progress report on implementing Auckland’s Urban Ngahere (forest) Strategy (Attachment A to the agenda report).

b) support the preparation of a business case to consider options to accelerate implementation of the regional urban ngahere programme and recommend to the Finance and Performance Committee that it be considered for funding through the Long-term Plan.

Horopaki

Context

11. A well-managed, flourishing, and healthy urban ngahere has a wide range of evidence-based benefits and is increasingly essential in assisting our climate mitigation, adaptation and response work.

12. The ngahere plays a significant role in contributing to positive urban amenity and creating a healthy living environment with many social, cultural, economic, and environmental benefits.

13. The ngahere also helps to counteract the associated pressures of growth in urban Auckland.

14. Recognising these benefits, a strategy for Auckland’s urban ngahere was developed.

15. In February 2018, the Environment and Community Committee approved Auckland’s Urban Ngahere (Forest) Strategy.

16. The strategy was published on 27 March 2019 following approval by the Chair, Deputy Chair and an Independent Māori Statutory Board member of the Environment and Community Committee.

17. The strategy has three high level themes: ‘Knowing’, ‘Growing’ and ‘Protecting’. Each has high-level principles that use management and engagement with stakeholders to enable delivery.

18. The strategy includes actions to support the primary outcome to increase the regional tree canopy cover average from 18.3 per cent to 30 per cent.

19. Staff were asked to provide an update on the implementation of the strategy and a report on the regional canopy cover data changes following assessment of the LiDAR survey.

Tātaritanga me ngā tohutohu

Analysis and advice

Area-specific implementation through locally driven initiatives funding

20. The strategy identified the need for an area specific approach to implementation. This meant engaging with local boards, Treaty partners and key stakeholders to identify individual needs and drivers for growing and protecting urban ngahere.

21. In June 2018, locally-driven initiative (LDI) funding was secured from 13 local boards to support area-specific implementation of the strategy, amounting to a total of $185,000.

22. The aim of these initiatives was to ensure that decision-makers are well informed on the extent, scale, health and diversity of urban trees and other vegetation in each local board area to support an evidence-based, strategic approach for future decisions at a local level.

23. Twelve of these initiatives focused on increasing the knowledge base for local board areas in line with the ‘Knowing’ objective of the strategy. The results (local tree cover reports) provide guidance for future planting initiatives.

24. The Waitematā Local Board already had a good knowledge base for their local board area from previous work^{^[1]}. Their initiative was supported with $15,000 funding and enabled the identification of opportunities to grow trees and vegetation within the local board area over the longer term. The work concluded with ‘The Waitematā Urban Ngahere Action Plan’ in September 2019.

25. The plan aligns with the ‘Growing’ objective of the strategy and sets out a 10-year programme for the local board to consider annually, helping to guide where to plant trees that the community want, in areas where there is a need.

26. ‘Knowing’ reports for 10 local boards were finalised in September 2019. Two reports are in development for Henderson-Massey (the report is still in draft) and Whau (early draft but there is currently not enough funding to fully develop and finalise the report).

27. Eleven of the twelve local boards who developed a ‘knowing’ report provided further LDI funding in 2019/2020, totalling $120,000 to support the development of long term ‘Growing’ action plans.

28. ‘Growing’ action plans identify opportunities for planting new trees and vegetation on public land and applying strategy principles such as ‘the right tree in the right place’. These local board specific plans are expected to be completed in September 2020.

29. In 2019/2020 two additional local boards, Manurewa and Waiheke, indicated funding of $15,000 each to support implementation of the strategy within their local board areas.

30. Collectively this programme (prior to Covid-19) had a capital budget of $330,000 for tree planting across the 12 local boards. The intention is to continue this programme with guidance from the growing plans, pending Emergency Budget decision making.

31. Analysis of local tree coverage will inform and guide growing plans to direct and prioritise new tree planting efforts and respond to the needs of the local communities.

Changes in urban forest canopy cover between 2013 and 2016/2018

32. The focus of this workstream is to identify changes in urban ngahere canopy coverage between 2013 and 2016/2018 using data from region-wide LiDAR (Light Detection and Ranging) surveys.

33. Analysis of the 2016/2018 LiDAR data and comparison with the 2013 results has been completed with the results published in: ‘Auckland’s urban forest canopy cover: state and change (2013-2016/2018)’

34. The report outlines changes in the urban ngahere canopy cover across Auckland’s 16 mostly urban local boards and is the first in a series of publications that will look at aspects of state and changes in more detail.

35. Key findings of the report are as follows:

· 2016/2018 average urban ngahere canopy cover across Auckland was 18.4 per cent, similar to the 2013 average cover of 18.3 per cent, but well below the 30 per cent goal identified in the strategy. The 0.1 per cent net increase represents approximately 60 hectares which is the size of about 60 sports fields.

· for local boards the canopy cover ranged from 8 per cent to 31 per cent

· eleven of the 16 urban local boards met the minimum threshold of 15 per cent average canopy cover

· five southern local boards are below this threshold: Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tamaki, Ōtara-Papatoetoe and Papakura

· net changes (difference between losses and gains) between 2013 and 2016/2018 ranged from minus 8 per cent to positive 14 per cent

· the biggest net loss in terms of hectares was minus 125 hectares with the biggest net gain being positive 74 hectares.

· initial analysis indicate that losses are widespread, but locations experiencing more losses than gains are typically privately-owned land and/or rural areas

· the locations experiencing more gains are typically publicly owned park land and the road corridor, however these gains are not equally distributed

· findings appear to indicate that height distribution of the canopy surface (2016/2018) is skewed toward the lower height classes with 75 per cent of the canopy surface being less than 10m and less than 5 per cent 20m or above

· a direct comparison with 2013 is not presented in this report. As shown in the Urban Forest Strategy in 2013, 64 per cent of the urban ngahere canopy was less than 10m and 6 per cent 20 metres or larger. This indicates a loss of larger mature trees and well-established vegetation

· further work to clarify the structural size distribution and change is to be undertaken.

Key initiatives and progress made towards strategy outcomes

36. A detailed overview of key initiatives and progress is in Attachment A. The overview includes initiatives to:

· improve our understanding (Knowing) of Auckland’s urban ngahere

· increase urban ngahere canopy cover (Growing)

· preserve urban ngahere (Protecting)

37. The overview also includes a progress update on the 18 high-level actions identified in the strategy:

· incorporate three-yearly LiDAR surveys in council work programmes

· create database for existing tree-assets within two years

· integrate scientific knowledge of the urban ngahere with mātauranga Māori

· quantify values and benefits

· determine survival rates of new council plantings

· identify key pressures and risks in partnership with mana whenua and local boards

· increase canopy cover in road corridors, parks and open spaces

· identify and prioritise locations for future planting on public land

· use science and ongoing engagement to inform decisions in relation to types of planting

· increase the capacity of nursery programmes

· leverage partnerships established through existing initiatives

· complete a comprehensive review of tree protection under the Unitary Plan

· explore potential for new regulatory tools to protect trees on private properties

· increase landowner grants and incentive programmes

· address current and future pressures to Auckland’s urban ngahere and protection

· raise public awareness of the values and benefits of the urban ngahere

· raise arboriculture maintenance programme from two to five years or until new plantings are well established

· establish a labelling programme for protected trees within 12 months.

38. In addition to council initiatives, planting efforts are undertaken by communities and private businesses.

39. The strategy supports the maintenance of urban forest on private land through the ‘Knowing’ phase – informing the community of the importance of a green network particularly as it provides shade, increases carbon sequestration, and contributes to reducing greenhouse gas emissions.

40. Vector Limited has developed an urban forest programme with council and local iwi to plant seedling trees on public parks in south Auckland.

41. Vector’s programme will help offset the company’s ongoing utility maintenance that removes trees that may threaten the overhead electricity supply network. Vector funds the planting of approximately 10,000 seedlings annually.

42. Council’s urban ngahere management efforts have recently received international recognition by becoming a member of the Tree Cities of the World Programme (treecitiesoftheworld.org).

43. Tree Cities is administered by the United Nations Food and Agriculture Organisation and The ArborDay Foundation. It is an international effort to recognise cities and towns committed to ensuring that their urban forests and trees are properly maintained, sustainably managed, and duly celebrated.

Additional funding through the Long-term Plan (LTP) process is proposed

44. A Long-term Plan proposal will be prepared to consider future funding options to increase existing planting efforts and start new projects and workstreams to support implementation.

45. To enable the goals of the strategy to be achieved a package of funding options is necessary. Current financial constraints need to be considered along with the potential opportunities that may exist for employment if specific aspects of the strategy are implemented.

46. Further work is required to provide a detail of the overall costs to implement all 18 key objectives.

47. If council is to amplify its efforts to increase overall canopy cover, the current programme of work will need to continue alongside additional investment and possible policy and regulatory change. This will support a sustained and incremental increase in the urban ngahere.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. Implementation of the strategy is an example of an integrated action that council can take to both help mitigate emissions, adapt to the impacts of climate change and meet our climate goals.

49. The strategy is identified as a key action in the proposed Auckland’s Climate Plan.

50. Increasing Auckland’s stock of trees and vegetation increases carbon sequestration and contributes towards reducing Auckland’s net greenhouse gas emissions.

51. A research programme is planned to improve understanding of sequestration rates expected from different indigenous species and inform future planting decisions to maximise benefits.

52. Increasing trees and vegetation also provides various natural functions that assist with adaptation to climate change impacts for humans and other species:

· shade and a cooling effect to counter rising temperatures

· slow and reduce stormwater runoff to assist in managing increased rainfall events

· provide additional habitat for indigenous species to occupy, enhancing their resilience to climate change impacts.

53. Another key climate consideration is the threat climate change poses to the urban ngahere, including:

· changing rainfall patterns (e.g. drought)

· increasing temperature

· more severe weather events

· increasing threat of pests and diseases.

54. Research is planned to improve understanding of drought and reduced soil moisture on our vegetation species and what pests and diseases may benefit from climate changes. This will inform future planting decisions that will assist Auckland’s urban ngahere resilience to climate change impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. A Community of Practice group was established in 2019 with council experts involved in environmental programmes. It aimed to increase the efficiency of plant supply and the process of prioritisation of land areas in council ownership to support planting activities across the council family both in urban and rural areas.

56. An information memo will be provided to the committee sharing the groups functional role in coordinating a regional approach to council’s planting activities to monitor progress and the effectiveness of our planting programmes.

57. Auckland Transport has recognised the importance of incorporating environmental systems into planning for new roads and streets and have included street tree selection and planning guidance for different road and street typologies in their Roads and Streets Framework.

58. A draft Code of Practice (COP) developed by council’s Engineering and Technical Services team includes a section on the design and installation of green assets, including green infrastructure, trees, and new open spaces. The COP promotes the key principle in the strategy to ‘plant the right tree in the right place’.

59. Work is underway to identify opportunities to deliver strategy outcomes through work programmes of other Council Controlled Organisation’s such as Panuku and Watercare.

60. Panuku has developed a programme to look at the Puhinui stream catchment as a whole and to adopt the ngahere strategy objective to increase tree cover and provide great opportunities to connect communities to nature.

61. Work currently underway with The Southern Initiative recognises the value of and need to increase the ngahere canopy coverages through council and private development work.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

62. Results of the canopy cover analyses showed significant variation in the canopy cover for different local boards, ranging from 8 per cent to 31 per cent.

63. There is particularly low canopy cover in southern local board areas. This means that southern communities do not have access to the benefits of a healthy urban ngahere.

64. Growing a healthy and resilient urban ngahere is a priority for many of the urban local boards as demonstrated by existing local board effort and investment to support area-specific implementation of the strategy.

65. Key feedback from local boards received as part of development of the strategy included:

· the importance of ensuring that the financial responsibility for the delivery of the proposed outcomes is not fully transferred to local boards; that there is a need for regional financial support and commitment to a long-term programme

· the importance of addressing the unequal distribution of Auckland’s urban ngahere, for example the differences between different local board areas

· increasing financial assistance to help support local efforts

· recognition that not everyone wants more trees and that the urban forest can interfere with infrastructure functioning.

66. Local boards who provide LDI funding to implement the strategy have continued to identify the need for additional funding to help enable full implementation of the strategy.

Tauākī whakaaweawe Māori

Māori impact statement

67. The urban ngahere is an important part of Tāmaki Makaurau / Auckland’s cultural heritage.

68. Remnants of native forest represent traditional kai o te ngahere (supermarkets), wānanga o te ngahere (learning centres), kapata rongoā (the medicine cabinet), kura o te ngahere (schools) and wairua o te ngahere (spiritual domain).

69. Trees also represent landing places of waka (canoe) and birth whenua.

70. Key feedback from mana whenua during the development of the strategy included recognition of the value of the urban ngahere for holistic individual and community wellbeing, and a preference for the use of native species.

71. Further work is necessary to form partnerships and develop collaborative work programmes with mana whenua to help deliver the strategy.

Ngā ritenga ā-pūtea

Financial implications

72. Future financial implications will be developed and considered as part of the Long-term Plan process. Through existing programmes council invests significantly across the parks and open space network, including street trees, to maintain the health of our ngahere. For example, park and street tree maintenance and environmental programmes such as pest control and volunteer tree planting.

73. Planting across parks and open spaces which enhance existing assets are funded through regional planting programmes, the Million Trees programme, Local Board LDI funding, community and private partnerships.

74. To further amplify council’s planting programmes and support climate change initiatives additional resources and mechanisms are necessary.

75. A business case, to consider options to accelerate strategy outcomes, will be prepared within existing staff resources. The proposal will include financial, policy and regulatory mechanisms for sustained and incremental protection and growth of Auckland’s urban ngahere.

76. Future financial implications will be included in the business case and considered as part of the Long-term Plan process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

77. If the strategy is not implemented Auckland risks losing urban trees and vegetation cover.

78. This would affect Auckland’s identity and negatively impact on Auckland’s reputation as a leader in enhancing environmental stewardship and preserving cultural values (e.g. taonga trees), historic heritage places and significant areas.

79. Loss of trees and vegetation would also mean loss of ecosystem services provided by the urban ngahere such as:

· reducing air pollution

· reducing the rate and volume of storm water runoff

· securing soil and preventing landslides

· reducing energy costs for heating and cooling.

Ngā koringa ā-muri

Next steps

80. Staff are developing a more comprehensive implementation programme to further support and fast-track implementation of the strategy.

81. This programme will identify specific projects and work streams at both regional and local scale and will be linked to the 18 high level actions in the strategy.

82. Staff will prepare a proposal for the Long-term Plan to enable enhanced delivery of the ngahere implementation programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Progress update on implementation of Auckland’s urban ngahere strategy	211

Ngā kaihaina

Signatories

Author

Howell Davies - Senior Advisor - Urban Forest

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Barry Potter - Director Infrastructure and Environmental Services

Environment and Climate Change Committee

21 July 2020

Scoping report: Adaptive management of too much water

File No.: CP2020/08696

Te take mō te pūrongo

Purpose of the report

1. To approve a programme of work to develop a 100-year adaptive management policy to respond to too much water, including flooding, coastal inundation and associated coastal erosion.

Whakarāpopototanga matua

Executive summary

2. Te Tāruke-ā-Tawhiri: Auckland’s Climate Plan, being considered at this meeting, indicates that natural hazards caused by too much water are expected to increase in frequency and scale across Auckland. The impact of these hazards may also increase.

3. The Environment and Community Committee on 10 July 2019 [ENV/2019/111 refers] requested that staff report back on a scope for developing a region wide, long-term policy position responding to adverse natural weather events.

4. Staff propose the development of a 100-year adaptive management policy in response. This approach draws upon a range of good practice.

5. Taking a long-term approach allows new knowledge, technological advancements and political change to inform ongoing policy refinement. It recognises the intergenerational impact of too much water and that the effectiveness of some interventions may diminish.

6. Approval is sought to develop the policy through four key workstreams:

· interventions: principles, roles and responsibilities, regulatory and non -regulatory interventions, financial tools and implementation approaches

· risk and liability: short, medium, long-term assessments

· knowledge: research, data, monitoring and evaluation

· social change: community engagement, education and awareness.

7. The proposed adaptive management policy seeks to prevent or mitigate high risks to people. Natural hazards can have a disproportionate impact on people on low incomes, people with disabilities and new migrants. It also seeks to appropriately apportion risk and liability.

8. The next steps are to develop interim policy principles by December 2020. This work will mitigate the risk if significant natural weather events occur during the policy development process. Local board input will be sought on the draft and final policy as set out in the agreed principles and processes.

9. A discussion document will then be prepared to facilitate engagement with local boards, Māori and the public in March 2021. The other key deliverables are a draft policy by September 2021 and a final policy document expected by December 2021 ready for consideration by local boards and then the committee.

Ngā tūtohunga

Recommendation/s

That the Environment and Climate Change Committee:

a) note that Te Tāruke-ā-Tawhiri: Auckland’s Climate Plan indicates that Auckland may face more hazards caused by too much water; these hazards may increase in terms of frequency and scale; and the impacts of these hazards on Aucklanders may also increase

b) note that the costs and benefits of responding to hazards caused by too much water will be borne by, and accrue to, at least three generations of Aucklanders

c) note that, over time, the effectiveness of some interventions that have traditionally been used to prevent or mitigate the impact of hazards caused by too much water may diminish

d) approve a programme of work to develop a 100-year adaptive management policy to respond to hazards caused by too much water that includes the following workstreams and deliverables:

Workstreams

i) interventions: principles, roles and responsibilities, regulatory and non -regulatory interventions, financial management and implementation approaches

ii) risk and liability: short, medium, long-term assessments

iii) knowledge: research, data, monitoring and evaluation

iv) social change: community engagement, education and awareness

Deliverables

v) interim principles (December 2020) to guide the council’s response to hazards caused by too much water while the long-term policy is developed

vi) a discussion document (March 2021), including interim principles, intervention logic to support each council function or policy intervention and a comparative analysis of possible responses, based on a comprehensive stocktake and identification of good practice

vii) a draft policy (September 2021) and a final policy document (December 2021) for consideration by local boards and then the committee.

Horopaki

Context

Auckland is at risk of natural hazards

10. Auckland is exposed to a variety of natural events and hazards including flooding, severe storms, coastal inundation, volcanoes and earthquakes.

11. Many of these issues are identifiable and Auckland Council has prepared detailed risk assessments and response planning. Despite this work, significant unexpected events may occur. Their frequency, scale and impact could impact the wellbeing of Aucklanders.

Too much water is relatively common in Auckland

12. Auckland is surrounded and, at times, covered by water. Many natural processes such as rain or ocean currents bring large volumes of water to the region.

13. Te Tāruke-ā-Tawhiri: Auckland’s Climate Plan indicates that Auckland may face more hazards caused by too much water; these hazards may increase in terms of frequency and scale; and the impacts of these hazards on Aucklanders may also increase.

14. Climate change projections indicate that the Auckland region is likely to experience stronger ex-tropical cyclones, extreme rainfall events and ongoing sea level rise.

15. Nearly every year we will experience a damaging flood landslide, cliff fall or other significant event somewhere in the region.

16. Rainfall impacts are expected to be different across the region. The number of heavy rain days per year is projected to increase for most of the region but decrease in the northeast of the region.^{^[2]}

17. These events can become unsafe when they impact on people’s lives.

18. The risks have been increased by reclaiming coastal land, modifying landscapes, increasing impervious surfaces and building in vulnerable locations.

19. Risk can be increased by ongoing development and population growth.

Council has regional and territorial responsibilities to manage

20. Auckland Council has a range of natural hazard management roles and responsibilities. They relate to both its regional and territorial functions.

Table 1: Legislation relating to natural hazard management

National legislation
Local Government Act 2002	Council must ensure that the current and future needs of the community for good-quality local infrastructure, local public services and performance of regulatory functions are provided for in a cost-effective manner. This includes managing natural hazards risks when providing infrastructure that enables growth, such as stormwater infrastructure.
Resource Management Act 1991	Council must manage our natural and built environment. In this role, Council has a range of tools at its disposal that can reduce risk (for example, through land use planning) and increase resilience to a natural hazard event (for example, by ensuring that the environment is protected and managed to provide natural buffers.)
Building Act 2004 and Building Code	Council acts as a regulatory authority and must ensure that buildings and structures are safe and sanitary.
Civil Defence Emergency Management Act 2002	Council must plan and provide for civil defence emergency management within its district, including natural hazards. This task is undertaken by Auckland Emergency Management.
The council acts in dual capacities as a regional council and territorial authority
Regional council duties	 Maintain records of river flows, lake levels, rainfalls and past floods.  Model water flows so they can warn of future flooding.  Manage rivers and catchments and control land-use activities through the Resource Management Act 1991.  Issue flood warnings and provide emergency management.
Territorial authority duties	 Collect information on flooding.  Responsible for controlling buildings and the effects of land use to reduce flood risk.  Key tools in the Building Act 2004 and Resource Management Act 1991.

There is a need for long-term regional policy

21. Extreme rainfall events in February and April 2018 caused significant flooding in Piha. Subsequent council analysis concluded that the Piha Stream is subject to flash flooding and that unsafe flooding may occur frequently.

22. The Environment and Community Committee on 10 July 2019 [ENV/2019/111 refers] approved responses to minimise the impact of these storm events based on Ministry for the Environment guidance of ‘local solutions to local problems’.

23. The committee also requested that staff report back in the new council term on a scope for developing a region wide, long-term policy position responding to adverse natural weather events.

Tātaritanga me ngā tohutohu

Analysis and advice

24. The Auckland Plan 2050 sets direction that we proactively adapt to a changing water future. Long-term solutions are needed to improve our ability to manage and respond to water-related hazards.^{^[3]}

25. Both the Auckland Plan 2050 and Te Tāruke-Ā-Tāwhiri: Auckland’s Climate Plan, advocate for greater resilience to such events.

26. Staff have identified both a problem and opportunity to develop regional policy in this area.

Problem definition

Auckland is at risk of dangers involving too much water

27. Auckland is vulnerable to a range of water hazards that can risk our safety and our daily lives. Threats include intense storm events, flood erosion, coastal inundation and erosion, sea level rise, local and regional floods and tsunamis.

28. There are multiple causes of too much water, but they generally fall into four categories.

29. A breakdown of the types of causes in each category are listed in Table 2 below. These causes were derived using a logic exercise provided in Attachment A.

30. Water hazards are dangerous when they impact on people and the things we value. These areas of impact are social, cultural, economic and environmental.

Table 2: The causes of too much water

Changing average weather patterns

Day-to-day weather

Physical movement

Human activity

 Rising sea levels

 Changing ocean currents

 Changing storm intensity

 Cyclones

 Storm surge

 Precipitation

 Earthquakes

 Volcanoes

 King tides

 Soil conditions and erosion

 Housing and development

 Soil degradation

 Modification and reclamation of land

Opportunity identification

There is an opportunity to develop a cohesive long-term policy to respond to too much water

31. Council would benefit from having a single coherent regional policy that seeks to prevent or mitigate the risk to Aucklanders from too much water over the short, medium and long-term, and that appropriately apportions risk and liability.

32. We currently have a wide range of asset management plans, action plans, frameworks and toolboxes for addressing natural hazards.

33. Other policy documents focus on key population groups, including Māori, young people and diverse communities, which will be affected by water hazards.

34. The strategic context of this work includes:

 The Auckland Plan 2050

 Te Tāruke-Ā-Tāwhiri: Auckland’s Climate Plan

 The Auckland Unitary Plan

 Māori Plan 2017

 Thriving Communities Action Plan 2014

 I Am Auckland

 Our Water Future Discussion Document 2019

 Coastal Management Framework 2017

 Coastal Compartment Management Plans

 Natural Hazards Risk Management Action Plan

 Resilient Auckland – Auckland Civil Defence and Emergency Management Group Plan 2016

 Natural Hazard Risk Comms Toolbox.

Staff propose an adaptive management policy to address too much water

35. Staff propose to develop a 100-year adaptive management policy, including short, medium and long-term milestones, to address hazards from too much water. This would also contribute to Te Tāruke-Ā-Tāwhiri: Auckland’s Climate Plan, considered at this meeting.

36. This is a very long horizon for any strategic planning process, meaning regular reviews and iterations will be essential to success.

37. The policy would build upon the existing strategic context and provide a cohesive response.

38. It would seek to use all the levers at council’s disposal to prevent or mitigate risks to Aucklanders. It would also help the public understand their roles and responsibilities as well as the costs and benefits of taking action to address too much water.

Figure 1: Adaptive management model

What is adaptive planning?

39. Adaptive planning is an iterative process of information gathering, analysis, and intervention.

40. In this context, it means testing a range of responses to ‘too much water’ against possible future scenarios.

41. Pathways are mapped that will best manage, reduce or avoid risk.

42. A plan is developed, with short-term actions and long-term options, and includes pre-defined points (triggers) where decisions can be revisited.

43. Building the decision cycle is structured around five key questions:

· what is happening?

· what matters most?

· what can we do about it?

· how can we implement the policy?

· is it working?

Why use an adaptive planning approach?

44. An adaptive planning approach recognises that it is usually not possible, practical or sensible for decisions to wait until uncertainties are reduced.

45. This is important in the context of ‘too much water’ because there will be considerable variability in water hazards across the region. There is a high degree of uncertainty about ongoing sea-level rise. The scale of climate change impacts is also unclear.

46. When planning for the future under uncertain conditions, it is important to use a method which considers potential for the transfer of risk in the future, legal liabilities, and the financial consequences of decisions to others, including future generations.

47. An adaptive approach also anticipates and responds to change. Some change can be predicted, including new knowledge, technological advancements and political change.

48. The policy or agreed actions can be adjusted, for example if new climate change information becomes available.

49. This helps avoid locking in investments that could make future adjustments difficult and costly. As such, it assists both longer-term sustainability and community resilience.

Figure 2: Planning for an uncertain future

The proposed approach draws upon a range of good practice

50. In proposing a long-term adaptive management policy as the preferred approach, staff considered international and national guidance documents as well as good practice examples.

Sendai Framework for Disaster Risk Reduction 2015-2030	Three key ideas central to this framework are:  a greater effort to understand risk (in all its dimensions), so we can prioritise investment, make better risk-informed decisions, and build resilience into everyday processes  a shift of focus from managing disaster to managing risks, including to reduce the underlying drivers of risk (exposure and vulnerability).  a broader whole-of-society approach to risk where everyone has a role in reducing and managing risk.
New Zealand Coastal Policy Statement 2010	This national policy provides guidance on strategic planning which includes considering:  the nature of coastal hazard risk and how it might change over at least a 100-year timeframe  where, how and when to provide for future residential and urban development at a regional and district level  responses, including managed retreat, for existing developments that may be impacted by climate change.
Preparing for coastal change (2017)	Ministry for the Environment’s guidance document which introduces:  new material on hazard, risk and vulnerability assessment, and collaborative approaches to engaging with communities.  a dynamic adaptive pathways planning approach. This approach identifies ways forward (pathways) despite uncertainty, while remaining responsive to change should this be needed (dynamic).
Clifton to Tangoio Coastal Hazards Strategy 2120	Principles of this strategy include:  taking a long-term approach to coastal hazards impact management in order to develop resilient communities out to 2120  ensuring that coastal hazard responses are assessed on the basis of adaptability and the site-specific nature of the particular coastal hazard; and not preclude or unnecessarily constrain choices to adopt different options into the medium- and longer-term horizons  making decisions on a level of community resilience to coastal hazards that is consistent with the likelihood of the risk, the magnitude of the consequences, and the community’s desire for risk acceptance  minimising public costs arising from decisions made by private landowners, which incur unnecessary risks despite available information.

What other options could we consider?

51. There are two possible options that council could consider instead of the proposed adaptive management approach.

52. One option is to continue to operate under the current wide range of plans outlined in paragraph 34 above.

53. This option has been discounted. This is because engagement with communities on flooding, coastal inundation and erosion has shown that there is confusion about the roles and responsibilities of public and private interests.

54. Council could also employ ‘predict and act policies’.

55. This option has also been discounted. Without a planned response, there is a risk adaptation could be ad-hoc and limit future options. The risk to communities from too much water is also expected to increase over time.

What is the scope of the proposed programme of work?

56. Approval is sought to develop the policy through four key workstreams:

· interventions: principles, roles and responsibilities, regulatory and non -regulatory interventions, financial management and implementation approaches

· risk and liability: short, medium, long-term assessments

· knowledge: research, data, monitoring and evaluation

· social change: community engagement, education and awareness

57. It will entail the following deliverables:

· interim principles to guide the council’s response to hazards caused by too much water while the long-term policy is developed

· a discussion document, including interim principles, intervention logic to support each council function or policy intervention and a comparative analysis of possible responses, based on a comprehensive stocktake and identification of good practice

· a draft policy and final policy document for consideration by local boards and then the committee.

Tauākī whakaaweawe āhuarangi

Climate impact statement

58. Climate change will bring more extreme weather events to Auckland, amplifying the natural dangers from too much water. Both the Auckland Plan 2050 and Te Tāruke-Ā-Tāwhiri: Auckland’s Climate Plan advocate for greater resilience to such events.

59. There are no climate impacts arising from this scoping report. Rather this report addresses aspects of climate change to assist in making Aucklanders better prepared and more able to respond to adverse weather events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. Legal risk, especially in relation to land use decisions, affect the council group.

61. There has been initial engagement with staff at Auckland Transport, Panuku and Watercare to build awareness of the development of regional policy to address too much water and to seek views on the scope of the work. Engagement will continue when the workstreams are underway.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

The new regional policy initiation process includes assessing local board relevance

62. In October 2019, Auckland Council introduced an initiation process for regional policy as part of its shared governance approach. This process gives the committee ability to approve the scope for the review and its relevance to local boards.

Relevance to local boards	Level of local board input on:
Relevance to local boards	Options	Draft Policy	Final Policy and Public Feedback
Impacts local governance^[1]	ü	ü	ü
High interest^[2]	û	ü	ü
Low interest^[3]	û	û	ü

63. Staff have assessed the adaptive policy development against the ‘Local Board involvement in Regional Policy, Plan and Bylaws: Agreed Principles and Processes 2019’. Development of a regional adaptive management policy does not impact on local governance and has been assessed as a high level of interest to local boards. This means that local boards will be involved through consideration of the:

· draft policy for feedback to the committee

· proposed final policy and public feedback for formal feedback to the committee.

Natural hazards can have a disproportionate impact on some households

64. Socio-economic factors in particular influence a person’s or community’s capacity to anticipate risk and adapt to natural hazards.

65. There is also a relationship between socio-economic status and the ability to cope with, and recover from, natural hazards. People with low incomes and those living in rental accommodation are more vulnerable and take longer to recover.

66. There are increased risks for children, elderly people and people with disabilities in floods. This can be mitigated by advance planning, bespoke services and additional support.

67. New migrants may have less understanding, or experience of, dealing with the types of natural hazards that Auckland will face. They may also lack the social networks that underpin resilience and recovery. New migrants should be a target of education programmes and will require additional support following a natural hazard.

Tauākī whakaaweawe Māori

Māori impact statement

68. Natural hazards caused by too much water is an issue of significance for mana whenua and mataawaka. Ensuring the safety of people, communities, marae and sites of cultural significance are key concerns.

69. There are no specific impacts arising from the development of this scoping document.

Natural hazards are an issue of significance for Māori

70. Environmental resilience, protection and management is identified in the Kaitiakitanga – Ensuring Sustainable Futures key direction of the Māori Plan for Tāmaki Makaurau.

71. An adaptive management policy to prevent, mitigate and respond to water-based natural hazards will investigate how to incorporate an intergenerational responsibility to protect, maintain and enhance wellbeing.

72. The proposed 100-year timeframe responds to the focus on intergenerational reciprocity and reducing risks to future generations.

Mana whenua have expressed interest in the issue and seek involvement in policy development

Mana whenua were informed of council’s intent to develop a long-term natural hazards policy and were invited to provide input.

73. Some mana whenua groups indicated their interest in being involved in the policy development process.

74. Ngāti Te Ata Waiohoua and Te Kawerau ā Maki requested involvement in the policy development process and provided feedback, which highlighted the need to:

· consider risks to Māori land and housing, marae, cultural sites, resource gathering and harvesting

· draw upon mana whenua experiences with flooding, coastal inundation, erosion and drought and acknowledge the impact of climate change on these hazards

· incorporate te ao Māori (the Māori world view) and mātauranga Māori (Māori knowledge) in policy responses and acknowledge the spiritual relationship of Māori with the whenua (land).

Staff propose to involve Māori in policy development

75. Staff will develop a communications and engagement plan that seeks a range of opportunities for ongoing involvement by mana whenua and mataawaka in policy development. Including opportunities to share their experiences preventing, mitigating and responding to water-based natural hazards.

76. This can include kanohi ki te kanohi (face to face), hui (workshops, meetings), data collection and information sharing as well as other ways mana whenua and mataawaka may choose to be involved.

77. A stocktake of iwi management plans across Tāmaki Makaurau will be completed.

78. A number of these management plans address the threat of adverse weather and natural hazards, including coastal inundation and erosion, flooding, drought, land instability and fire.

Ngā ritenga ā-pūtea

Financial implications

79. The costs associated with the development of the adaptive management policy can be met within existing departmental budgets for 2020/21.

80. At this stage two full-time equivalent staff will be allocated to the project.

81. Staff from across the council will also contribute knowledge and information. This ensures the project team has a good mix of capability and knowledge in environmental science, social sciences, research, engineering and operational delivery.

82. Research will be sourced, where possible, from the Research and Evaluation Unit and the Natural Hazards Research Programme.

83. There are costs associated with engaging with Aucklanders, Māori and vulnerable populations. The engagement plan will be designed and managed within existing departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

84. The proposed adaptive management policy seeks to prevent or mitigate high risks on people from natural hazards. These events can have a disproportionate impact on people on low incomes, people with disabilities and new migrants. This can be reduced by taking an equity-based approach.

85. Identification and mitigation of all other risk categories is the focus of the risk and liability workstream.

Ngā koringa ā-muri

Next steps

86. A council policy on responding to natural hazards will take time to develop, and it is possible that significant natural weather events could occur during this process.

87. It is recommended that key policy principles are developed in the interim to minimise risk.

88. A discussion document will also be prepared to facilitate engagement with local boards, Māori and the public.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Logic exercise to understand causes of too much water	235

Ngā kaihaina

Signatories

Authors

Maclean Grindell - Policy Analyst

Paul Marriott-Lloyd - Senior Policy Manager

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Jacques Victor – General Manager Auckland Plan Strategy and Research

Barry Potter - Director Infrastructure and Environmental Services

Environment and Climate Change Committee

21 July 2020

Summary of Environment and Climate Change Committee information memoranda and briefings - 21 July 2020

File No.: CP2020/08241

Te take mō te pūrongo

Purpose of the report

1. To receive a summary and provide a public record of memoranda or briefing papers that may have been held or been distributed to Environment and Climate Change Committee members.

Whakarāpopototanga matua

Executive summary

2. This is a regular information-only report which aims to provide greater visibility of information circulated to the Environment and Climate Change Committee members via memoranda/briefings or other means, where no decisions are required.

3. The following memos were circulated to members of the Environment and Climate Change Committee:

Date	Memo
1/4/2020	Confidential: Changes to disposal of mixed paper and cardboard collected through kerbside recycling bins. (no attachment)
23/04/2020	Update on Regional Sector Environmental Enhancement Projects 2020-2023. (attachment A)
30/4/2020	Auckland Council’s submission on Taumata Arowai – Water Services Regulator Bill. (attachment B)
1/5/2020	Confidential: Update on disposal of mixed paper, cardboard and plastic collected through kerbside recycling bins. (no attachment)
7/5/2020	Update on Regional Pest Management Plan Environment Court appeals. (attachment C)
8/5/2020	Auckland Council’s input into the Ministry for the Environment’s Basel Amendment Industry Engagement. (attachment D)
15/5/2020	Confidential: Approval of Auckland Council’s submission to central government’s consultation on Managing the trade in plastic waste: New Zealand’s approach to implementing amendments to the Basel Convention. (no attachment)
29/6/2020	Strategic Approach to Sediment programme – June 2020 update. (attachment E)
1/7/2020	Confidential: Update on waste contracts. (no attachment)
2/07/2020	Confidential: Waste-to-energy in Tāmaki Makaurau / Auckland on waste contracts. (no attachment)

4. The following workshops/briefings have taken place:

Date

Workshop/Briefing

3/6/2020

Confidential joint Environment and Climate Change and Planning Committee workshop – Transport Climate Change. (no attachment)

24/6/2020

Environment and Climate Change Committee workshop - Te Tāruke-ā-

Tāwhiri: Auckland’s Climate Plan Review of draft plan. (attachment F)

5. These documents can be found on the Auckland Council website, at the following link:

http://infocouncil.aucklandcouncil.govt.nz/

at the top left of the page, select meeting/ Kōmiti Mō Te Hurihanga Āhuarangi me Te Taiao “Environment and Climate Change” from the drop-down tab and click “View”.

o under ‘Attachments’, select either the HTML or PDF version of the document entitled ‘Extra Attachments’.

6. Note that, unlike an agenda report, staff will not be present to answer questions about the items referred to in this summary. Governing Body members should direct any questions to the authors.

Ngā tūtohunga

Recommendation/s

That the Environment and Climate Change Committee:

a) receive the Summary of Environment and Climate Change Committee information memoranda and briefings – 21 July 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Update on Regional Sector Memorandum Environmental Enhancement Projects 2020-2023 (Under Separate Cover)
b ⇨	Memorandum Auckland Council’s submission on Taumata Arowai – Water Services Regulator Bill (Under Separate Cover)
c ⇨	Update on Regional Pest Management Plan Environment Court appeals (Under Separate Cover)
d ⇨	Auckland Council’s input into the Memorandum Ministry for the Environment’s Basel Amendment Industry Engagement (Under Separate Cover)
e ⇨	Strategic Approach to Sediment programme – June 2020 update (Under Separate Cover)
f ⇨	Environment and Climate Change Committee workshop - Te Tāruke-ā- Tāwhiri: Auckland’s Climate Plan Review of draft plan. (Under Separate Cover)

Ngā kaihaina

Signatories

Author	Suad Allie - Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor
Authoriser	Barry Potter - Director Infrastructure and Environmental Services

[2] NIWA, “Auckland Region climate change projections and impacts”, January 2018

[3] Auckland Council, “The Auckland Plan 2050”, Focus Area 5, June 2018

[1] Governance means review impacts assets or services that a local board has a decision-making role.

[2] High interest means review is of major interest to one or more local communities

[3] Low interest means review does not impact local governance and is not high interest.

Chairperson	Cr Richard Hills
Deputy Chairperson	Cr Pippa Coom
Members	Cr Josephine Bartley	Cr Tracy Mulholland
	Cr Dr Cathy Casey	Cr Daniel Newman, JP
	Deputy Mayor Cr Bill Cashmore	Cr Greg Sayers
	Cr Fa’anana Efeso Collins	Cr Desley Simpson, JP
	Cr Linda Cooper, JP	Cr Sharon Stewart, QSM
	Cr Angela Dalton	Cr Wayne Walker
	Cr Chris Darby	Cr John Watson
	Cr Alf Filipaina	IMSB Member Glenn Wilcox
	Cr Christine Fletcher, QSO	IMSB Member Karen Wilson
	Mayor Hon Phil Goff, CNZM, JP	Cr Paul Young
	Cr Shane Henderson