|
Aotea / Great
Barrier Local Board
26 July 2022
|
|
Joint CCO Local Board Engagement Plan 2022-2023 for adoption and
work programme updates
File No.: CP2022/08485
Te take mō te
pūrongo
Purpose of the report
1. For
the Aotea / Great Barrier Local
Board to adopt its updated Joint CCO (Council-Controlled Organisation) Local
Board Engagement Plan for 2022-2023 and receive current updates on work
programme items.
Whakarāpopototanga matua
Executive summary
2. The
Joint CCO Local Board Engagement Plans were agreed mid-2021.
3. The
engagement plans are living documents and regularly updated to ensure they are
current and fit for purpose. The last update Aotea / Great Barrier Local Board
received on the engagement plan and work programme items was on the 22 March
2022 business meeting.
4. During April and May workshops were held between local boards and
CCO staff to review and agree the latest Joint CCO Local Board Engagement
Plans.
5. The substantive document, once adopted, will be in place for two
years. The attachments to the plan will be amended throughout the year to
ensure the plan is current.
6. Updates will be regularly provided to the local board to show both
changes to the plan itself, and to provide updates on the work programme items
included in the attachments to the plan.
Ngā tūtohunga
Recommendation/s
That the Aotea / Great Barrier Local Board:
a) adopt
the Joint CCO Local Board Engagement Plan for 2022-2023 as agreed between the local board and Auckland Council’s
substantive Council-Controlled Organisations: Auckland Transport, Eke Panuku
Development Auckland and Tātaki Auckland Unlimited
b) note
that the attachments to the Joint CCO Local Board Engagement Plan for 2022-2023
will be updated as needed, with changes reported to the local board regularly
c) authorise
the chair of the local board to sign this agreement on behalf of the local
board, alongside representatives from the three CCOs.
Horopaki
Context
7. In
2020, the CCO Review report recommended the introduction of a joint CCO local
board engagement plan for each local board.
8. In
mid-2021, the first Joint CCO Local Board Engagement Plans were agreed and
adopted.
9. Since
then, staff have worked to develop and refine both the process to agree the
documents, and the format of the documents themselves.
10. During
April and May 2022, workshops were held between each local board and
representatives from the four substantive CCOs.
11. During
May, staff have worked to ensure that the final document is representative of
the discussions held at workshops, and that any outstanding questions have been
resolved.
12. The
substantive part of the engagement plan is designed to be in place for two
years. In subsequent years, this document is likely to remain in use for three
years, following the completion of the Local Board Plan.
13. The
attachments to the plan include information that is likely to require updating
such as staff contacts and project updates and will be amended throughout the
year to ensure the plan is up to date and fit for purpose.
14. Quarterly
updates will be provided to each local board to show both changes to the plan
itself, and updates on the work programme items included in the attachments to
the plan.
Tātaritanga me ngā
tohutohu
Analysis and advice
15. Workshops
between local boards and CCO staff have provided local boards with the
opportunity to share their views on CCO delivery and engagement in their area.
Each workshop included an outline of each CCO’s work programme within the
local board area, and local boards have provided their views on the degree of
engagement they expect for each project or programme.
16. The
Joint CCO Local Board Engagement Plan 2022-2023 addresses key elements of
recommendations made by the CCO Review, including:
· documenting key contacts, including senior CCO representatives of
the organisation well placed to quickly respond to and resolve local concerns
· giving local boards the opportunity to highlight projects likely to
be most significant to them as governors, contributing to a “no
surprises” environment
· ensuring the communication of clear, up-to-date information from
CCOs to local boards on projects in their area.
17. While
it is still early days in terms of local board members and staff adjusting to
the new way of working together, initial feedback has been positive.
18. Work
programme items that will be confirmed with the formal adoption of 2022-23
budgets will be included as they become available.
Updates to the engagement plan
19. Staff
have updated the attachments to the engagement plan where there have been:
· new board members
· changes to local board members delegations or portfolios
· staff changes within Local Board Services or CCOs.
20. These changes are reflected in Attachment A – Aotea / Great Barrier Local Board Joint CCO
Engagement Plan 2022-2023.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
21. The
adoption of the Joint CCO Local Board Engagement Plan 2022-23 between the local
board and Auckland Council’s substantive Council-Controlled Organisations
does not have a direct impact on climate, however many of the projects it
refers to will.
22. Each
CCO must work within Te Taruke-a-Tawhiri: Auckland's Climate Action Framework
and information on climate impacts will be provided to local boards on a
project or programme basis.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and
views
22. Adopting
the updated Joint CCO Local Board Engagement Plan 2022-2023 is likely to have a
positive impact on other parts of the council as well as between the respective
CCOs within each local board area.
23. These
plans will be shared with the integration teams that implement local board work
programmes and will give council staff greater ongoing visibility of CCO work
programmes.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board
views
24. Local
board engagement plans enable local boards to signal to CCOs those projects
that are of greatest interest to the local board, and to ensure that engagement
between the local board and the four CCOs is focussed on those priority areas.
25. The
engagement plans also give local boards the opportunity to communicate to CCOs
which projects they expect to be of most interest to their communities.
Tauākī whakaaweawe
Māori
Māori impact statement
26. Updating
and adopting the Joint CCO Engagement Plan 2022-2023 may have a positive impact
on local engagement with mana whenua and mataawaka.
27. While
both CCOs and local boards have engagement programmes with Māori, the
engagement plan will allow a more cohesive and coordinated approach to
engagement, with more advance planning of how different parts of the community
will be involved.
Ngā ritenga
ā-pūtea
Financial implications
28. The
adoption of the Joint CCO Local Board Engagement Plan 2022-2023 between the
local board and Auckland Council’s substantive Council-Controlled
Organisations does not have financial impacts for local boards.
29. Any
financial implications or opportunities will be provided to local boards on a
project or programme basis.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
30. Changes
will be made within the attachments of the Joint CCO Engagement Plan to ensure
that information is kept up to date. The substantive document will not change
until after the development of the next Local Board Plan. This risk is
mitigated by ensuring that the document states clearly that it is subject to
change, and will be re-published on the local board agenda quarterly, to ensure
public transparency.
Ngā koringa ā-muri
Next steps
31. The
local board will receive its next update on the Joint CCO Local Board
Engagement Plan and CCO work programme items in September 2022.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Aotea / Great Barrier Local Board
Joint CCO Local Board Engagement Plan 2022-2023
|
11
|
Ngā kaihaina
Signatories
|
Authors
|
Kat Ashmead - Senior Advisor
Operations and Policy
Jacqui Fyers - Senior Local Board
Advisor
|
|
Authorisers
|
Louise Mason - General Manager Local
Board Services
Glenn Boyd - Local Area Manager
|
|
Aotea / Great Barrier Local Board
26 July 2022
|
|
Local
board feedback on the strategic direction of Auckland's Future Development
Strategy
File No.: CP2022/10587
Te take mō te
pūrongo
Purpose of the report
1. To
seek local board feedback on the strategic approach to the Future Development
Strategy (FDS).
Whakarāpopototanga matua
Executive summary
2. The
purpose of the FDS is to provide the basis for integrated, strategic and
long-term planning. It should assist with the integration of land use and
infrastructure planning and funding decisions and set out how Tāmaki
Makaurau will:
· achieve outcomes across the four well-beings
· achieve a well-functioning urban environment
· provide sufficient development capacity to meet housing and
business land demand over the short, medium, and long-term
· coordinate critical
development infrastructure and additional infrastructure required and explain
how this integrates planning decisions with infrastructure and funding
decisions.
3. The
updated FDS will replace the existing Development Strategy in the Auckland Plan
2050 and will incorporate the new requirements of the National Policy Statement
on Urban Development (NPS UD). New information on environmental and social
changes such as responses to climate change and the COVID-19 pandemic will also
be included.
4. During
the early development of the FDS, topics and issues will be researched at a
regional scale. As the FDS work develops and becomes more detailed, local board
specific material will be available and workshopped with local boards. This is
planned for Quarter1 and Quarter 2 2023.
5. Over the first half of 2022 seven ‘big issues’ facing
Auckland were discussed at series of Planning Committee workshops. These issues
were: hapū and iwi values and aspirations for
urban development; climate change, emissions reduction and urban form;
inundation and natural hazards; intensification – dispersed or focused;
infrastructure; greenfields and future urban areas; and business and
employment.
6. Local board feedback is sought on this direction, prior to seeking
endorsement from the Planning Committee in August
and/or September 2022. If endorsed, the staff will use the strategic direction
as a basis for developing the draft FDS over the second half of 2022.
7. An updated FDS is needed in time to inform the Long-term
Plan 2024-2034 (LTP). To provide strategic direction that will usefully feed
into the LTP process the FDS will need to be completed by mid-2023.
Ngā tūtohunga
Recommendation/s
That the Aotea / Great Barrier Local Board:
a) provide
feedback on the strategic direction for the Future Development Strategy.
Horopaki
Context
What is the Future Development Strategy?
8. The
purpose of the FDS is to provide the basis for integrated, strategic and
long-term planning. It sets out how, where and when Tāmaki Makaurau is
expected to grow over the next 30 years and outlines where and when investment
in planning and infrastructure will be made. The updated FDS will replace the
existing Development Strategy in the Auckland Plan 2050. It sets out how
Tāmaki Makaurau will:
· achieve outcomes across
the four well-beings
· achieve a well-functioning
urban environment
· provide sufficient
development capacity to meet housing and business land demand over the short,
medium, and long-term
· coordinate critical
development infrastructure and additional infrastructure required and explain
how this integrates planning decisions with infrastructure and funding
decisions.
9. The
FDS will show how the direction and outcomes in the Auckland Plan 2050 will be
achieved spatially and it will incorporate a clear statement of hapū and
iwi values and aspirations for urban development.
10. It
will identify the existing and future location, timing and sequencing of growth
and infrastructure provision. It will also identify constraints on development.
11. Sequencing
of development areas within the existing urban areas and future urban areas
will be assessed as part of this update.
Why is it being updated now?
12. There
have been many changes since the Development Strategy was adopted as part of
the Auckland Plan 2050, nearly four years ago, including central government
initiatives under the Urban Growth Agenda and new national policy statements
such as the NPS UD. In addition, council has led strategy and policy work
focused on environmental and social challenges, including responses to climate
change and the COVID-19 pandemic. The growth model is also being reviewed and
updated to support the spatial evidence for the FDS.
13. This
changing context, but specifically the requirements of the NPS UD, means
Tāmaki Makaurau’s long-term spatial plan requires updating. The
update will consider the detailed NPS UD changes to the Auckland Unitary Plan,
such as intensification around train and bus rapid transit stops, however the
purpose is different as it has a long-term (30 year) strategic focus.
14. At
its 30 November 2021 meeting, the Planning Committee approved the development
of an update to the FDS and endorsed the high-level work programme (committee resolution PLA/2021/137).
Tātaritanga me ngā
tohutohu
Analysis and advice
Strategic direction on the ‘big
issues’
15. Over
the first half of 2022 seven ‘big issues’ facing Auckland were
discussed at series of Planning Committee workshops. The Future Development
Strategy will need to address these issues (set out below).
16. Local board feedback is sought on this direction, prior to seeking
endorsement from the Planning Committee in August
and/or September 2022. If endorsed, the staff will use the strategic direction
as a basis for developing the draft FDS over the second half of 2022.
Hapū
and iwi values and aspirations for urban development
17. The
NPS UD directs that the FDS is informed by ‘Māori, and in particular
tangata whenua, values and aspirations for urban development’. These
values could provide a strong framework for taking a longer term, more sustainable
approach to development in Auckland.
18. Strategic
direction:
· hapū and iwi values and aspirations are a key aspect to the FDS and
should be an overarching theme throughout, rather than a separate section or
workstream
· a thorough engagement
approach is critical to understanding directly from hapū and iwi what their values and aspirations for urban development are
· mataawaka and relevant
Māori organisations should be included in the engagement.
Climate
change, emissions reduction and urban form
19. An
increased focus on climate change is a key aspect of updating the FDS. The
council has committed to reducing greenhouse gas emissions by 50 per cent by
2030 and achieving net zero emissions by 2050. Auckland needs to prepare for
the impacts of climate change and plan for a potential 3.5 degree temperature
increase. Urban form plays a major role in our ability to reduce emissions, as
well as our exposure to natural hazards (see below).
20. Strategic
direction:
· climate change related
outcomes are non-negotiable, and every decision needs to consider climate
change implications
· achieving climate change
related outcomes should be an overarching theme throughout the FDS.
Inundation
and natural hazards
21. There
are areas of Auckland that are, and with the impacts of climate change
(discussed above), increasingly will be, exposed to natural hazards such as
inundation, flooding and erosion.
22. Strategic
direction:
· take a strong approach to
development in hazardous areas and provide clear public messages about risks
and liability.
Intensification
– dispersed or focused
23. Recent
government direction relating to intensification under the NPS UD (around
centres and rapid transit stations) and the Medium Density Residential
Standards (MDRS) impact the council’s ability to influence where
intensification could or should occur.
24. Intensification
that is dispersed (what MDRS enables) is likely to result in low(er) levels of
intensification across most of the urban area. This will impact on the ability
to provide services over time, for example, public transport.
25. Focused
intensification would direct growth to specific areas or locations, for
example, around centres, areas with good public transport access or near areas
of high employment.
26. A
combination of these two approaches would allow intensification across much of
Auckland but would also allow greater intensification in specific areas. This
approach may undermine the level of intensification in places that are best
suited, as growth would also be happening in many other places.
27. Strategic
direction:
· work within the legal
parameters, use the levers we still have available to focus intensification
· quality aspects are
increasingly important with intensification, including the value of greenspace.
Infrastructure
28. Funding
and financing all the infrastructure needed in Auckland is a significant
challenge. The council cannot provide infrastructure everywhere at the same
time and reconsideration is needed of where funding will be focused / provided,
and who funds what aspects and to what extent.
29. Strategic
direction:
· strong, clear signals are
needed that the council will use infrastructure as a lever to support or not
support development
· the timing and sequencing
of development in strategic plans must be followed.
Greenfields
and future urban areas
30. The
current Development Strategy (and the Auckland Unitary Plan) provide for
15,000ha of greenfields / future urban land, sequenced for development over a
30-year period. In the first decade (2017-2027) 32% of that land was live-zoned
and more future urban land is being considered for live-zoning through private
plan changes.
31. Live-zoning
is happening much faster and in a haphazard way, creating major infrastructure
issues. Additionally, some of this future urban land will, in future, be
exposed to greater flooding risk and other natural hazards.
32. Strategic
direction:
· reconsider and possibly
pull back some Future Urban zone areas, particularly:
o areas at risk of flooding and natural
hazards
o other areas given the direction on
emissions reduction
· the FDS should give strong
signals regarding non-live zoned Future Urban zone land e.g., in terms of
sequencing of development and infrastructure provision.
Business and
employment
33. Business
operations and future needs are changing, for example, the impacts of Covid and
working from home, increases in online retail, the needs for large footprint
businesses and the role that local centres may play in future.
34. Auckland
Council’s data on business land, needs and trends needs updating and work
is underway to address this.
35. Strategic
direction:
· business land, operations
and future needs is an important aspect of the FDS and further research is
supported, particularly in relation to the demand for industrial space, robotic
warehousing, the weightless economy and the impacts of covid
· access to business and
employment is a critical issue, both in terms reducing the need to travel
through proximity to residential areas, and accessibility by public transport
and active modes
· the importance of access
to and provision of quality employment opportunities for Māori and
Māori businesses.
Work programme – timeframes, key
milestones
36. The
high-level milestones of the FDS are set out below. The FDS will be completed
by mid-2023 to provide clear strategic direction to the 2024 LTP, as directed
by the NPS UD.
37. Research,
stakeholder engagement and development of the draft FDS will be on-going in
2022. Engagement with Tāmaki Makaurau Māori and key stakeholders is
planned throughout 2022 and the first half of 2023. Public consultation is
expected in the first half of 2023.
38. It
is noted that local body elections will take place in October 2022 and the
timeframes acknowledge that there will be a break in Planning Committee and
local board meetings at this time.
39. Local
board chairs (or alternates) were invited to a series of Planning Committee
workshops in the first half of 2022.
40. Indicative timeframes and the proposed
format for local board involvement are set out in the table below.
|
Indicative
timeframe
|
Proposed
format
|
|
July 2022
|
Introductory
briefing
|
|
July / August
2022
|
Reports to
business meetings
|
|
August /
September 2022
|
Planning
Committee – endorse strategic direction
|
|
October 2022
|
Local body
elections
|
|
Quarter 1
2023
|
Planning
Committee – approval for public consultation
|
|
Quarter 2
2023
|
Workshops
|
|
Quarter 2
2023
|
Reports to
business meetings
|
|
Quarter 3
2023
|
Planning
Committee – adopt updated FDS
|
Tauākī whakaaweawe
āhuarangi
Climate impact statement
41. There
is an increasing national focus on climate change through legislation[1]
and through initiatives such as declaration of climate emergencies[2]
and the report of the Climate Change Commission (June 2021). The council
adopted Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in
2020. The plan provides a long-term approach to climate action, with a target
to halve regional emissions by 2030 and transition to net zero emissions by
2050. The built environment is one of the priority areas within the plan and
the associated action areas focus on reducing emissions and adapting to the
impacts of climate change.
42. The
government’s Emissions Reduction Plan (May 2022) and the council’s
Transport Emissions Reduction Plan (TERP) being developed are recent plans
seeking to reduce emissions. The TERP will provide a pathway for achieving a
modelled 64 per cent reduction in transport emissions by 2030 in Auckland.
Staff are working to align land use aspects of the TERP and the FDS to 2030,
while acknowledging that land use and planning decisions typically see climate
impacts over the longer-term. This means that decisions need to be made now to
realise the benefits as soon as possible.
43. Land
use and planning decisions, particularly those around urban form, development
and infrastructure, are fundamental to climate action. The impacts of different
growth scenarios on climate change mitigation and adaptation are essential to
the development of the FDS. These decisions influence and lock in our emissions
trajectory and our ability to deal with the risks and impacts of a changing
climate for decades to come.
44. For
example, in relation to transport emissions, more expansive urban forms
generally lead to longer travel distances. Longer trip lengths typically result
in higher transport emissions and less propensity for mode shift. Strategic
land use decisions consider climate change risks and impacts such as the
effects of coastal inundation and sea level rise.
45. The
approach taken in the FDS and the council’s approach to implementation
has the potential for significant long-term implications. These aspects will be
further researched and developed over the course of the project.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and
views
46. The
FDS provides Auckland-wide alignment on growth and development approaches and
influences council strategies, programmes of work and investment decisions.
Involvement, information and support from staff across the council group is a
critical aspect needed to achieve alignment.
47. A
range of relevant staff from across the organisation, including the
Council-Controlled Organisations, are involved in the project’s topic
areas or workstreams.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board
views
48. The
FDS is the long-term strategic spatial plan for Tāmaki Makaurau. The FDS
provides information on how, when and where growth is anticipated. This is a
topic which is of relevance to local boards as growth and development can have
significant impacts at a local board level and informs local board plans.
49. This
report seeks local board views on the strategic approach to the Future
Development Strategy prior to agreement being sought from the Planning
Committee.
50. As the FDS work develops and becomes more
detailed, local board specific material will be available and will be
workshopped with local boards. This is planned for Quarter 1 and Quarter 2
2023.
Tauākī whakaaweawe
Māori
Māori impact statement
51. The
purpose of the FDS is to provide the basis for integrated, strategic and
long-term planning. It will reflect the direction and outcomes in the Auckland
Plan 2050 spatially. The updated FDS will include a clear statement of
hapū and iwi values and aspirations for urban development based on
engagement with relevant hapū and iwi (as required by the NPS UD).
52. Council
has committed to achieving Māori outcomes through Kia Ora Tāmaki
Makaurau, influenced by the Māori Plan and Issues of Significance, and
Auckland Plan 2050. These documents provide guidance in understanding the
priority areas for Tāmaki Makaurau Māori and a number of these
priority areas are relevant to the development and implementation of the FDS,
for example:
· involve Māori early
in the decision-making process
· Māori housing
aspirations
· protection of existing
natural resources
· allowing for kaitiakitanga
· benefits to Māori,
for example, housing, economic opportunities, and improved access
· impacts of climate change,
for example, on marae, whānau, and sites of significance
· opportunities to showcase
Māori identity.
53. The
priority areas already identified, along with feedback from previous engagement
will be incorporated in the development of the FDS. This requires a review of
past Māori engagement and provides a starting point for engaging with
Māori, in a way that supports their capacity to genuinely participate in
the development of the FDS.
54. Staff have developed a Māori engagement plan and are in the
beginning phases of engaging with Māori across Tāmaki Makaurau.
Ngā ritenga
ā-pūtea
Financial implications
55. Costs
for developing the FDS largely fall in FY23. This includes engagement and
consultation aspects of the programme. Funding is provided in the 22/23
Annual Budget.
56. The
FDS, once adopted, plays a significant role in future asset and service
planning, especially assets and services related to growth. Decisions on
this are subsequently made through Annual Plans, Long-term Plans, Regional Land
Transport Plans etc.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
57. The
council faces significant risks (achieving desired development outcomes,
financial and reputational) in the absence of a clear, cohesive and strategic
approach responding to the FDS requirements of the NPS UD and LGACA. The
development of an FDS seeks to address those risks.
Ngā koringa ā-muri
Next steps
58. Workshops
are planned for the first half of 2023, when information specific to each local
board will be available.
Ngā tāpirihanga
Attachments
There are no
attachments for this report.
Ngā kaihaina
Signatories
|
Authors
|
Claire Gray - Principal Advisor
Growth & Spatial Strat
|
|
Authorisers
|
Jacques Victor - General Manager
Auckland Plan Strategy and Research
Louise Mason - General Manager Local
Board Services
Glenn Boyd - Local Area Manager
|
