Agenda of Ōrākei Local Board - Thursday, 21 July 2022

Chairman S Milne will welcome those present.

At the close of the agenda no apologies had been received.

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Ōrākei Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 23 June 2022, as a true and correct record.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairman of the Ōrākei Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

At the close of the agenda no requests for deputations had been received.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Ōrākei Local Board

21 July 2022

Approval of the concept design for Meadowbank Community Centre - fit-out at 29 Saint Johns Road, Meadowbank

File No.: CP2022/09904

Te take mō te pūrongo

Purpose of the report

1. To seek the Ōrākei Local Board approval of the Meadowbank Community Centre fit-out concept design at 29 Saint Johns Road so that it can be released for wider community engagement and progressed to developed design stages.

Whakarāpopototanga matua

Executive summary

2. In 2017, a Community Needs Assessment was undertaken to investigate the opportunities to improve the provision and delivery of community services within the Meadowbank area. Facilities that were assessed included the Meadowbank Community Centre, 4 Victoria Avenue, Ōrākei Community Centre and Tahapa Crescent Hall.

3. The key drivers of this investigation were to answer questions regarding the conditions of the facilities in scope and how fit-for-purpose they were, to investigate the opportunity to apply service property optimisation as the key funding mechanism and to see if we were meeting the overall needs of a growing and changing community.

4. The investigation found that Meadowbank Community Centre is a key community asset in the Ōrākei Local Board area and is required to meet the needs of a growing population in the area and existing gaps in provision.

5. In July 2018, the local board resolved (OR/2018/145) that the Meadowbank Community Centre be redeveloped by way of service property optimisation through the sale of the airspace at 29-31 Saint Johns Road (Meadowbank Community Centre), the sale of 4 Victoria Avenue and the future sale of 22 Tahapa Crescent (Tahapa Crescent Hall).

6. A budget of $2.5 million with a contingency of $500,000 is in place from the sales proceeds to allow for the design, consenting and the interior fit-out of the ground floor of a new mixed-use building at 29 Saint Johns Road, St Johns, Meadowbank.

7. Eke Panuku Development Auckland and Community Facilities staff are working in collaboration to deliver the redeveloped Meadowbank Community Centre. Community Facilities will lead the delivery of the fit-out of the centre and has engaged Pacific Environments as the design lead. Eke Panuku Development Auckland will continue to lead the delivery of the base build hard shell of the centre and is working in collaboration with the development partner.

8. The Meadowbank Community Centre – fit-out concept design requires approval by the Ōrākei Local Board to enable further community engagement on the design and to progress the concept design to developed design stages.

9. Engagement with key stakeholders was held in May 2022 through two workshops to present and receive feedback on two proposed concept designs. Overall, the feedback received was positive and one design was favored over the other.

10. The key themes identified from these two workshops were to make the centre welcoming, easy to use and ensuring a multi-purpose function throughout.

11. Staff then held a local board workshop on 9 June 2022 to provide results from the engagement with the key stakeholders on the concept design and to seek input on the proposed final concept design. The feedback received from the local board has been recorded and requires further investigation. The findings from these investigations will be captured in the developed design stage.

12. A local board workshop will be undertaken in March 2023 to present the developed design that will incorporate both the community engagement feedback and local board feedback received on 9 June 2022.

13. The current construction programme indicates that the development partner will hand over the community centre base build to Auckland Council in late-2023. It is anticipated that there will be a five-month fit-out construction period with an opening date in mid-2024.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the Meadowbank Community Centre – concept design, provided as Attachment A to this agenda report

b) request staff to share the fit-out concept design with the community to receive feedback that will be incorporated into the developed design

Horopaki

Context

14. In collaboration, Eke Panuku Development Auckland, the Community Facilities and Community Services Units of Auckland Council established the base build specification and the design brief to procure the development partner. As part of the development proposal process, it was essential to ensure the required service provision could be accommodated in the proposed design before progressing a development agreement with the preferred development partner.

15. In 2019, Community Facilities staff engaged the services of Pacific Environments to assist with the spatial review of the footprint of the community centre. This spatial review confirmed that 570m² was an adequate amount of space to create a fit-for-purpose centre that would meet the identified community needs. It has informed the development of the concept design, ensuring certain areas such as meeting rooms were in the most optimum location.

16. Following a procurement process for the internal fit-out design, Pacific Environments were appointed by Community Facilities in November 2021 as the design lead. Through consultation with the Auckland Council project team and Eke Panuku Development Auckland, two concept designs were developed based on the findings of the community needs assessment, with the intent that these would form the basis for community and local board comment and feedback.

Tātaritanga me ngā tohutohu

Analysis and advice

17. Community engagement on the concept design is being undertaken in two phases as agreed by the local board at a workshop in April 2022. Phase 1 has been completed and involved two workshops in May 2022 with key stakeholders where their input and feedback were sought to inform and refine the concept design. The aim of the consultation was to demonstrate how the community feedback in the community needs assessment shaped the two concept designs, and to receive feedback from the key stakeholders to form one final concept design.

18. Some of the feedback received had an impact on the final concept design, while other feedback will be further investigated in the next stage of engagement and design.

19. The responses from the key stakeholders on the two concept designs have been categorised as:

· items to be incorporated in the final concept design

· considerations at developed/detailed design stage

· considerations in operational planning and programming

20. All comments, suggestions and recommended responses from the phase 1 engagement are outlined in Attachment B – Meadowbank Community Centre - Consultation feedback on concept designs.

Items to be incorporated in the final concept design

21. It is considered that these changes will enhance the user experience of the Meadowbank Community Centre and can be provided in the general layout without compromising spaces or flow. The following aspects of feedback received have been incorporated in the final concept design:

a) a mobile reception area

b) teaching / fully functional kitchen

c) storage / office space for staff to use

d) different sizing of clinic / office / meeting rooms 1 and 2 to offer greater variation in space for various sized groups

e) shared space important (homework groups, informal meeting areas)

f) future proofing (spaces can be flexible to cater for different groups / use of space in future)

g) importance of storage areas to allow for pack in and pack out of each bookable space

h) a door for access to outside carpark for unloading and loading purposes, rubbish removal etc.

Considerations at developed/detailed design

22. The following feedback and suggestions will be investigated and considered in the developed and detailed design phase:

a) possible outside green spaces for gardening

b) hall room to allow for certain sporting activities, investigate flooring materials

c) child safe and friendly lobby / foyer area

d) technology included in the fitout (Bluetooth speakers, usb points, projector and screen)

e) lockable cupboard spaces in clinic / office / meeting rooms

f) potential of an operable wall in Meeting Room 2 to allow for room to be divided into smaller areas

g) larger kitchen to allow for teaching classes

h) fire egress

i) charging stations for EV’s and E-Bikes

j) location of Electronic Community Notice board

k) signage

l) landscaping design plan.

Consideration in operational planning and programming

23. There was some feedback regarding the overall operation and programming of the future centre. These will be considered with input sought from the community, Auckland Council staff and stakeholders:

a) the programming of spaces, particularly for noisy and quiet activities, will be key to the success of the centre

b) how the centre will be run / managed

c) what areas are deemed bookable spaces

d) pack in and pack out model for each bookable space

e) pricing

f) operating hours

g) flexibility on cancellations

h) community days (use of the carpark space and community centre).

24. The concept design and results from consultation with the key stakeholders were discussed at a workshop with the local board on 9 June 2022.

25. Feedback received from the local board will need to be investigated throughout the next stages of consultation and design. Key elements include:

a) provision of EV and E bike charging stations

b) future proofing of the centre

c) operational considerations

d) signage

e) storage throughout centre

f) disability accessibility.

26. The concept design has been finalised to reflect this consultation and the local board input, as set out in Attachment A – Meadowbank Community Centre – concept design.

27. Phase 2 of community engagement involves taking the approved concept design out to the wider community for comments and feedback.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

29. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

30. The new Meadowbank Community Centre will minimise maintenance, waste production and energy consumption. The concept design will incorporate the use of passive principles and natural infrastructure to provide the required function.

31. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. Eke Panuku Development Auckland and the Connected Communities, Community Facilities and Service Investment and Programming Units have been consulted with during the development of the concept design. They are supportive of the concept design.

33. The project will deliver significant improvements to the needs of the community surrounding the area.

34. Collaboration with staff will be ongoing to ensure that the development of the Meadowbank Community Centre is appropriately integrated into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

35. The concept design was presented in a local board workshop on 9 June 2022 which provided the results from the initial engagement with the key stakeholders. The feedback received from the local board has been recorded and will need to be further investigated. The findings from these investigations will be captured in the developed design stage.

36. The development of a new community facility in Meadowbank will have a significant positive impact on the local community through the provision of a central, accessible multi-purpose facility in an area experiencing population growth and which is underserved by the current facility

37. Local community needs and aspirations have been sought through an extensive consultation process and this has driven the development of the concept design. It will also inform the way the facility is managed and the programmes offered once the facility opens.

Tauākī whakaaweawe Māori

Māori impact statement

38. Consultation with mana whenua on the design of the fit-out of the Meadowbank Community Centre and opportunities for inclusion of cultural narrative is ongoing and will be carried out in a separate forum to the key stakeholder and community engagement. There will be further opportunities for mana whenua to be involved in the project through the developed design phase and the associated consultation process.

39. The improved facilities at Meadowbank Community Centre will benefit Māori and the wider community. The benefits will be realised through the provision of an accessible multi-purpose facility, community programmes, resources, and continued maintenance.

40. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework, and local board plans.

Ngā ritenga ā-pūtea

Financial implications

41. A budget of $2.5 million with a contingency of $500,000 has been approved by the local board for this project from the sale proceeds of the airspace located at 29-31 St Johns Road (Meadowbank Community Centre), 4 Victoria Avenue and the future sale of 22 Tahapa Crescent (Tahapa Crescent Hall). This budget has been allocated to allow for the design, consenting and construction phases of the Meadowbank Community Centre fit-out

42. As design work progresses and cost estimates become more accurate, the fit-out detail will be managed to ensure the project stays within the available budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. The current status of the sales and development agreement is conditional on resource consent for the mixed-use building. There is a risk that consenting may take longer than expected due to current construction climate and consenting approval delays. Regular meetings with the development partner will be undertaken to provide updates on the processing of the resource consent,

44. Engagement with the community is being undertaken while the resource consent is being processed to avoid any delays and to minimise the risk for public disappointment, however the approval of the resource consent is out of council’s control and the risk will need to be managed through clear communications as timelines and facility opening date gets nearer.

45. Escalation costs and the supply of building materials may prove to be a risk. Accurate cost estimations during each design phase will help mitigate any unforeseen escalations. The design project team will ensure the fit-out is developed/delivered within budget.

Ngā koringa ā-muri

Next steps

46. Table 1 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step:

Table 1 Project phasing and timelines:

Project phase	Planned completion timeframe
Phase two engagement on concept design Following local board approval of the fit-out concept design, the design will be released to the wider community for input and feedback. The community engagement period will commence in August 2022 and conclude in October 2022. Iwi collaboration on the design will be undertaken through this time.	August – October 2022
Developed Design Once the fit-out concept design option has undergone further community engagement and collaboration, the developed design will be completed. Iwi collaboration on the developed design will be undertaken through this time.	November – February 2023
Local Board Workshop Feedback from the phase two engagement on the concept design will be presented back to the local board at a workshop. The developed design will also be presented to the local board for feedback.	March 2023
Local Board Business Meeting Approval for the developed design to be taken to detailed design and construction phase will be sought through a business meeting report.	April 2023
Detailed Design and consenting Once the developed design has been approved, the design will commence to detailed stages and consenting will be completed.	May – June 2023
Procure physical works contractor/build partner The tender will be awarded to a suitable contractor as per the procurement guidelines.	July – August 2023
Physical works Accurate commencement and duration of the physical works is not known at this time and will be confirmed at a later stage, but it is envisaged to start late 2023.	Late 2023

47. Updates to the local board will be provided through the regular Community Facilities staff updates. A workshop is planned in March 2023, where the developed design will be presented to the local board for feedback.

48. A business meeting report will then be submitted in April 2023 seeking approval of the developed design from the local board as the final endorsement of the community centre fit-out design.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Meadowbank Community Centre - Concept Plan	15
b ⇩	Meadowbank Community Centre – Consultation Feedback on Concept Plans	17

Ngā kaihaina

Signatories

Author

Sarah Ross - Project Manager

Authorisers

Taryn Crewe - General Manager Community Facilities

Trina Thompson - Local Area Manager

Ōrākei Local Board

21 July 2022

Local board feedback on the strategic direction of Auckland's Future Development Strategy

File No.: CP2022/09712

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:

a) achieve outcomes across the four well-beings

b) achieve a well-functioning urban environment

c) provide sufficient development capacity to meet housing and business land demand over the short, medium and long-term

d) 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 Quarter 1 and Quarter 2 2023.

5. Over the first half of 2022 seven ‘big issues’ facing Auckland were discussed at a 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 Ōrākei 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:

a) achieve outcomes across the four well-beings

b) achieve a well-functioning urban environment

c) provide sufficient development capacity to meet housing and business land demand over the short, medium, and long-term

d) 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, the 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:

a) 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

b) a thorough engagement approach is critical to understanding directly from hapū and iwi what their values and aspirations for urban development are

c) 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:

a) climate change related outcomes are non-negotiable, and every decision needs to consider climate change implications

b) 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:

a) take a strong approach to development in hazardous areas and provide clear public messages about risks and liability.

Intensification – dispersed or focused

23. Recent central government direction relating to intensification under the NPS UD (around centres and rapid transit stations) and the Medium Density Residential Standards (MDRS) affect the council’s ability to influence where intensification could or should occur.

24. Intensification that is dispersed (what the 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:

a) work within the legal parameters, using the levers that are available to focus intensification

b) 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:

a) strong, clear signals are needed that the council will use infrastructure as a lever to support or not support development

b) 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:

a) reconsider and possibly pull back some Future Urban zone areas, particularly:

i) areas at risk of flooding and natural hazards

ii) other areas given the direction on emissions reduction

b) 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-19 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:

a) business land, operations and future needs are important aspects 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-19

b) access to business and employment is a critical issue, both in terms of reducing the need to travel through proximity to residential areas, and accessibility by public transport and active modes

c) 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.

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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), currently 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 the 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 its 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 from 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:

a) involving Māori early in the decision-making process

b) Māori housing aspirations

c) protection of existing natural resources

d) allowing for kaitiakitanga

e) benefits to Māori, for example, housing, economic opportunities, and improved access

f) impacts of climate change, for example, on marae, whānau, and sites of significance

g) 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 requirements of the NPS UD and Local Government (Auckland Council) Act. 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

Author

Claire Gray - Principal Advisor Growth & Spatial Strat

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	Chairman and Board Members' Report - June 2022	35

No.	Title	Page
a ⇩	Governance Forward Work Calender - July 2022	47

No.	Title	Page
a ⇩	Workshop Proceedings - 02 June 2022	51
b ⇩	Workshop Proceedings - 09 June 2022	53

No.	Title	Page
a ⇩	Resolutions Pending Action Report - July 2022	57

[1] Legislation includes Climate Change Response (Zero Carbon) Amendment Act 2019.

[2] Auckland Council declared a climate emergency in June 2019 while central government announced a climate emergency declaration in December 2020.

Chairman	Scott Milne, JP
Deputy Chairman	Troy Elliott
Members	Troy Churton
	Colin Davis, JP
	Sarah Powrie
	Margaret Voyce
	David Wong, JP

Author	Jade Grayson - Democracy Advisor
Authoriser	Trina Thompson - Local Area Manager