Council Regional Strategy and Development Committee Dec 13

8/13/2019 Council Regional Strategy and Development Committee Dec 13

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Note: The reports contained within this agenda are for consideration and should not be construed as Council policyunless and until adopted. Should Members require further information relating to any reports, please contactthe relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Regional Strategy and Policy Committee willbe held on:

Date:Time:Meeting Room:Venue:

Thursday, 5 December 20139.30amReception LoungeAuckland Town Hall301-305 Queen StreetAuckland

Regional Strategy and Policy Committee

OPEN AGENDA

MEMBERSHIP

Chairperson Cr George Wood, CNZMDeputy Chairperson Cr Anae Arthur AnaeMembers Cr Cameron Brewer Kris MacDonald

Mayor Len Brown, JP Cr Calum PenroseCr Dr Cathy Casey Cr Dick QuaxCr Bill Cashmore Cr Sharon Stewart, QSMCr Ross Clow Cr Sir John Walker, KNZM, CBECr Linda Cooper, JP Cr Wayne WalkerCr Chris Darby Cr John WatsonCr Alf Filipaina Cr Penny WebsterCr Hon Chris Fletcher, QSO Glenn WilcoxDeputy Mayor Penny HulseCr Denise KrumCr Mike Lee

Independent Maori

Statutory Board (alternate)

David Taipari

(Quorum 11 members)Barbara WatsonDemocracy Advisor

29 November 2013

Contact Telephone: (09) 307 7629Email: [email protected]: www.aucklandcouncil.govt.nz


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a)

TERMS OF REFERENCE

Responsibilities

This committee will deal with all strategy and policy decision-making that is not the responsibility ofanother committee or the Governing Body i.e. strategies and policies associated with environmental,

social, economic and cultural activities. Key responsibilities will include:

Final approval of strategies and policies not the responsibility of other committees or theGoverning Body

Setting/ approving the policy work programme for Reporting Committees

Overviewing strategic projects, for example, the Southern Initiative (except those that are theresponsibility of the Auckland Development Committee)

Implementation of the Waste Management and Minimisation Plan

Operational matters including:

o Acquisition and disposal of property relating to the committees responsibilitieso Stopping of roads

o Public Works Act matters

Powers

(i) All powers necessary to perform the committees responsibilities.

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (seeGoverning Body responsibilities)

(b) where the committees responsibility is limited to making a recommendation only

(ii) Approval of a submission to an external body

(iii) Powers belonging to another committee, where it is necessary to make a decision prior to thenext meeting of that other committee.

(iv) Power to establish subcommittees.


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ITEM TABLE OF CONTENTS PAGE

1 Apologies 5

2 Declaration of Interest 5

3 Confirmation of Minutes 5

4 Petitions 5

5 Public Input 5

6 Local Board Input 5

7 Extraordinary Business 5

8 Notices of Motion 6

9 The Southern Initiative Progress Report 7

10 Waste Management and Minimisation Plan Status Update Report 13

11 Delegation of decision making on the Waste Minimisation and Innovation

Fund 19

12 Strategy and Policy Forward Programme: Quarterly Monitoring Report 23

13 Economic Development Status Update Report 35

14 Parks and Open Space Work Programme 41

15 Update on Regional Social Policy work programme. 43

16 Local Alcohol Policy development process update. 45

17 Council responses to current and future proposals for reform of the class

4 (pokie) gambling sector 47

18 Local Government Act (2002) Amendment Bill (No 3) 115

19 Update on commercial partnership and sponsorship opportunities

This report was not available at the time the agenda went to print and will becirculated under separate cover.

20 Consideration of Extraordinary Items

PUBLIC EXCLUDED

21 Procedural Motion to Exclude the Public 119

C1 Proposed acquisition of land in Birkdale 119

C2 Acquisition of open space at Hobsonville for the purpose of sport fields 119


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1 Apologies

Apologies have been received from Cr Penny Webster.

2 Declaration of Interest

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

3 Confirmation of Minutes

There are no minutes to confirm.

4 Petitions

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

5 Public Input

Standing Order 3.21 provides for Public Input. Applications to speak must be made to theCommittee Secretary, in writing, no later than two (2)working days prior to the meetingand must include the subject matter. The meeting Chairperson has the discretion todecline any application that does not meet the requirements of Standing Orders. Amaximum of thirty (30) minutes is allocated to the period for public input with five (5)minutes speaking time for each speaker.

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

6 Local Board Input

Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of thatChairperson) is entitled to speak for up to five (5) minutes during this time. TheChairperson of the Local Board (or nominee of that Chairperson) shall wherever practical,give two (2) days notice of their wish to speak. The meeting Chairperson has thediscretion to decline any application that does not meet the requirements of StandingOrders.

This right is in addition to the right under Standing Order 3.9.14 to speak to matters on theagenda.

At the close of the agenda no requests for local board input had been received.

7 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (asamended) 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


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

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (asamended) 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 localauthority; and

(ii) the presiding member explains at the beginning of the meeting, at a timewhen 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 furtherdiscussion.

8 Notices of Motion

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


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The Southern Initiative Progress Report Page 8

9. The Southern Initiative and Manukau Institute of Technology have signed a Memorandum ofUnderstanding to implement and promote a cadetship programme over the next five years. Itis targeted at local employers and encourages them to provide young people with trainingand employment opportunities.

10. The Southern Initiative has formed an Infrastructure Consortium to bid for the recentlyannounced Maori and Pasifika trades training scheme, which aims to recruit and support

Maori and Pasifika through to apprenticeships and sustainable jobs in the infrastructureindustry. The results of this Request for Proposals will be known shortly.

Joint Government Co-operation

11. The government has been supportive of this initiative. There is considerable opportunity towork together to achieve the Better Public Services targets and meet the Auckland Plantargets, particularly those identified for The Southern Initiative.

12. To date, the government departments who have committed staff or other resources and areactive participants are:

Ministry of Social Development

Ministry of Business, Innovation and Employment

Tertiary Education Commission

Te Puni Kokiri

Ministry of Pacific Island Affairs

NZ Police.

13. Other departments, such as Ministry of Education and Ministry of Health are also keen todevelop key relationships and work alongside The Southern Initiative. Developing andextending these relationships will be a key aspect of the work in 2014.

Consideration

Local Board Views

14. The four local boards which comprise the Southern Initiative are Mangere-Otahuhu,Manurewa, Otara-Papatoetoe and Papakura. Regular meetings are held with the LocalBoard Chairs and the Local Boards about the general progress on the Southern Initiativeand consultation on specific initiatives in their local board areas.

15. The four local board chairs will be in attendance at the committee meeting.

Mori Impact Statement

16. The Southern Initiative advocated to include two housing developments in the first tranche ofthe Special Housing Areas. The Tamaki Iwi Collective-led consortium for the Waimahia (Weymouth) Housing Development has now commenced earthworks. The first batch ofthese houses will be built by July 2014. This is a $100 million project over three years whichwill construct 282 affordable houses, most of which will be privately owned.

17. The Kokiri Te Rahuitanga Trust papakainga housing development at Alexander Crescent inOtara is waiting on funding approval from central government.

18. The Southern Initiative will be working with the Waimahia Housing development consortiumpartners in 2014 to facilitate social and health services, community development initiativesand apprenticeship training opportunities leading to employment for that community.

General19. Progress reports will be provided to the Committee three times per year with the aim that by

the end of the year the multi-sector Action Plan will be completed.


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Attachments

No. Title Page

A The Southern Initiative Strategic Framework 11

Signatories

Authors John McEnteer - General Manager Southern Initiative

Rebekah Stuart-Wilson - Principal Policy Analyst - Planning, Policies & Bylaws.

Authorisers Penny Pirrit - Regional & Local Planning Manager

Roger Blakeley - Chief Planning Officer

Dean Kimpton - Chief Operating Officer


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AttachmentA

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Waste Management and Minimisation Plan Status Update Report Page 13

Waste Management and Minimisation Plan Status Update Report

File No.:CP2013/26278

Purpose

1. The purpose of this report is to provide the committee with a brief overview of the currentstatus of councils work in implementing the Auckland Waste Management and MinimisationPlan (WMMP). An overview of councils agreed WMMP work programme for 2014 and 2015on this project is also provided.

Executive Summary2. The Auckland WMMP was approved by the governing body in June 2012, after extensive

consultation with the public, key stakeholders and local boards.

3. The vision of the plan is: to become the most liveable city in the world, Auckland will aim forthe long-term, aspirational goal of Zero Waste by 2040, turning its waste into resources.

4. To help achieve this goal, the plan sets out a series of actions to be implemented by council.This report summarises the progress that has been made on key projects involved inimplementing the WMMP, including:

the establishment of the Waste Minimisation and Innovation Fundadoption of the Solid Waste Bylaw and development of related waste controlsdevelopment and implementation of a comprehensive procurement plan to support themajor changes to kerbside waste collection services that were approved in the WMMPinitial work to develop a Resource Recovery Network (RRN) throughout the region.communication strategies and engagement activities to both prepare communities forchange and achieve our waste minimisation outcomes as defined in the WMMP

5. The report also outlines which of these projects are likely to have major impacts on councils

work programme throughout 2014 and 2015.

Recommendation/sThat the Regional Strategy and Policy Committee:

a) receive the Waste Management and Minimisation Plan Status Update Report.

Discussion6. The Auckland Councils Waste Management and Minimisation Plan (WMMP) was approved

by the governing body in June 2012, after extensive consultation with the public, keystakeholders and local boards.

7. The vision of the plan is: to become the most liveable city in the world, Auckland will aim forthe long-term, aspirational goal of Zero Waste by 2040, turning its waste into resources.

8. As a paradigm, zero waste is the complete opposite of sending waste to landfill sites. Itentails looking at the whole cycle of a resource, from how it is designed, why we buy it, howwe use it and then what happens when weve finished with it. Zero waste sees waste as aresource that can be used to create jobs and new products, and breathe new life into thingsthat would otherwise be thrown away.

9. To help achieve our goal of zero waste, the plan also sets some bold targets. These are:to reduce the amount of domestic kerbside waste sent to landfill by 30% by 2018, from160 kg to 110 kg per capita per year.

to reduce councils own in-house waste by 30% per capita by 2018to reduce total council and private sector influenced waste to landfill by 30% by 2027


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10. To achieve this final target, council will have to work closely with the commercial sector ascouncil only directly influences approximately 17% of the waste stream.

11. The WMMP identifies a series of key actions that will be needed to achieve these targetsand based on these, council officers have begun work on a series of major projects. Some ofthese projects, like establishing the Waste Minimisation and Innovation Fund (WMIF), havealready been completed successfully. For other projects, such as the procurement of new

waste collection services, there is still a significant amount of work to be done. A summary ofprogress on each project is provided below, along with some insight into how they willimpact on councils future work programme for 2014 and 2015.

The Waste Minimisation and Innovation Fund

12. The WMIF is a grants scheme established under the WMMP to support initiatives that willhelp achieve the vision, targets and strategic objectives of the WMMP by minimising wasteto landfill. It is open to community groups, businesses, iwi, and educational institutions.

13. The process for administering the fund was approved by the Regional Development andOperations Committee in February 2013. Since then officers have completed one successfulfunding round in April 2013, and have begun work on a second.

14. The April 2013 funding round received 95 applications requesting total funding of $2.7million and awarded $495,783 out of a $500,000 funding pool. The second round of the fundclosed on 31 October 2013, and has received a further 65 applications. In both fundingrounds, officers have received relevant applications from a wide range of community groups,businesses and other organisations. Key topics include resource recovery enterprises,school organic systems, and technological innovations.

15. Going forward, officers will continue to run two funding rounds a year. These consist of asmaller funding round in April, which is only open to small grant applications (less than$5,000) and distributes $25,000 in total and a larger funding round in October which is opento larger grant applications and distributes $475,000.

Adoption of the Solid Waste Bylaw and related controls

16. The Solid Waste Bylaw is a regulatory tool developed by council to help achieve the goals ofthe WMMP. It was adopted by Auckland Council in October 2012. As well as regulatingvarious aspects of waste management, such as the need for waste minimisation at events,the bylaw provides for council to create a series of detailed controls to regulate thecollection, transportation and disposal of waste within the Auckland region.

17. In early 2013 council began work on developing the first controls under the bylaw. Thesecontrols, relating to the times and ways in which waste can be collected, and the levels ofcontamination allowed in refuse and recycling containers, were approved by the RegionalDevelopment and Operations Committee in September 2013. Further controls, on topicssuch as waste collection from multi-unit developments or the management of cleanfills and

landfills, will be developed over the next two years. These controls will be developed inconsultation with the waste industry, local boards, the public and other key stakeholders tobecome operational in 2015.

Major waste service changes

18. The WMMP proposes that all Aucklanders should receive a regionally consistent level ofwaste collection services, which will contribute to achieving the goals of the WMMP. Theseinclude:

Organics:Organic waste makes up 40% of the average Auckland rubbish bin. To helpdivert this waste from landfill, all Aucklanders living in urban areas will receive akerbside organics collection.

Enhanced recycling:To increase recycling rates, all Aucklanders will receive a

fortnightly collection of recycling in a larger bin. Typical bin size will be 240 litres (suchas those currently available in the legacy Auckland and Manukau City Council areas),with a choice from 140 to 360 litres.


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Improved inorganics:An improved inorganics service will be provided to allAucklanders annually. Residents will make a booking in advance and have inorganicmaterial collected from their property, rather than from the kerb. This change willsignificantly increase the amount of material from the inorganics that can be reused orrecycled.User pays rubbish:A key objective of introducing a user pays rubbish system is to

make people more accountable for the waste they produce. In line with this goal, afortnightly user pays rubbish collection will be offered to all Aucklanders. Typical binsize will be 120 litres, with a choice from 60 to 240 litres. Rural and Hauraki Gulf Islandresidents will have a choice of bins or bags.

19. Under this system, households that respond to waste minimisation programmes andincrease their use of recycling and organic waste services should have lower costs for theircouncil-provided waste services.

Procurement process

20. A procurement plan for these major service changes was approved by the Tenders andProcurement sub-committee of council on 3 September 2013. Since then, two Requests forExpressions of Interest (REOIs) and a Request for Proposals (RFP) have been released bycouncil to the market, covering:

The provision of refuse, recycling and organic collection servicesThe provision of organic waste processing servicesThe provision of solid waste disposal, transfer station, haulage and processingservices.

21. Over the next 3 months, the following documents will be released to market:An REOI for the provision of inorganic collection servicesAn RFP for the provision of resource recovery centre operations services for WaiukuAn REOI for the supply, distribution and retrofitting of binsAn RFP for the development of a Radio Frequency Identification (RFID) system which

will be used to place electronic tags in bins and record when they are emptied.22. Managing the procurement process and preparing for implementation of these contracts

post July 2015 will be a major ongoing piece of work for the solid waste and procurementteams within council throughout 2014 and 2015.

23. The implementation of some of these major waste service changes, especially theintroduction of a user pays refuse system, will also require many departments of council towork in a closely integrated fashion, including Communications and Public Affairs, CustomerService, Finance, and Information Services. A cross-departmental working group has beencreated to facilitate this integrated approach and is meeting regularly.

Development of a Resource Recovery Network

24. One key project identified in the WMMP was the need to establish a Resource RecoveryNetwork (RRN) for the Auckland region. This would consist of a network of facilities thatwould provide a convenient place for local residents and businesses to drop off their usedfurniture, clothes, whiteware, hazardous waste and other materials. In addition, recoveredmaterials from the inorganics collection service could also be dropped off at these facilities.These materials could then be recycled or reused, rather than being sent to landfill.

25. Planning for the RRN is still underway but it is envisaged it would include:a small number of large Resource Recovery Parks focused predominantly oncommercial waste that would act as more substantial hubs of the networka larger number of smaller Community Recycling Centres (CRCs) focused on servinglocal households and businesses

local Drop-off Depots for isolated areas or where there is limited space.26. These facilities would be spread across the region and could be run by businesses,

community organisations, and iwi. They would create valuable opportunities for localemployment and enable large quantities of materials to be diverted from landfill.


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27. In the short-term, five council-owned sites have been identified as being priorities forredevelopment into resource recovery facilities from 2014. The sites approved in theProcurement Plan are the:1. Waiuku Transfer Station2. Waitakere Refuse and Recycling Centre3. Central isthmus site (location to be identified)

4. Devonport Transfer Station5. Helensville Resource Recovery Centre

28. It is envisaged that some of these community recycling facilities could be run as not-for-profitor social enterprises by community groups. Several local boards have also become involvedin funding or supporting feasibility studies for CRCs, and this may shape where othercentres are established in future.

29. Council will take a holistic approach to the procurement process for the RRN, includingconsideration of the social and environmental benefits of different providers.

Communication strategy and community engagement to prepare for change

30. Council is in the process of finalising a region-wide communications strategy that will support

the implementation of the major waste service changes proposed in the WMMP. Thiscommunications plan will be crucial to ensuring that Aucklanders understand what they needto do when new services, such as the kerbside organics collection, are introduced. It willalso be vital in ensuring that Aucklanders feel inspired to help achieve the aspirational goalof Zero Waste by 2040.

31. In line with the priority areas identified in the WMMP, a tailored community engagement anddevelopment approach is also being used to support communities who are likely toexperience the greatest challenges in adapting to a user pays rubbish collection system. Thefocus is particularly on areas where there are vulnerable communities, such as SouthAuckland, the Maungakiekie-Tamaki area, and the Hauraki Gulf Islands.

32. In these areas there has been engagement with over 800 residents, community leaders,

organisations and businesses to determine the barriers and constraints to wasteminimisation and what will motivate people to change. This process is revealing theenthusiasm of residents and organisations to develop community-led solutions to wasteissues. Some key themes that will inspire people to engage include:

Growing food, gardening and compostingNeighbourhood solutions and championsCommunity pride and safetyCreativity, fun and competitionsOpportunities for employment, training and social enterprise.

33. As a result of the engagement process a number of initiatives and community led projectsare underway, for example Otara Health Charitable Trust is training street leaders from their

125 Neighbourhood Support Groups to become waste champions.

Waste minimisation programmes

34. A wide range of waste minimisation programmes, which support the goals of the WMMP, arebeing delivered by Auckland Council. Highlights of this work are described below.

Engagement with Maori and mana whenua:Council is working with Ngati Whatua oOrakei Trust Board on implementing a Zero Waste programme in 12 marae.WasteWise Schools programme:Council is supporting schools around the region toreduce their waste25 schools have graduated from the two year long WasteWiseprogramme and another 57 are actively enrolled.Schools outreach:In the last financial year, council provided 191 schools and

kindergartens with educational resources and practical support to reduce waste.Educational visits to Waste Minimisation Learning Hubs:Over 10,000 Aucklandersparticipated in a free interactive waste education class and site tour at one of our threelearning centres in the last financial year.


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Zero Waste Events:Council is working with the Auckland Zero Waste Association, acommunity partner, to support 15-20 events around the region to minimise their wastein the summer events season from September 2013 to April 2014.

Cloth nappy programme:Council held workshops with more than 677 attendees toencourage them to use cloth rather than disposable nappies in the last financial year.Create Your Own Eden composting courses:Over the last financial year, 79 free

composting workshops were held around the region with 1,585 participants.Composting for Communities:In the last financial year, 450 participants from diverseethnic communities attended 16 courses to learn about composting, bokashi and othermethods of waste reduction from community tutors.Litter prevention strategy: Council has signed a Memorandum of Understanding withkey stakeholders, such as Keep New Zealand Beautiful, the New Zealand TransportAgency and Kiwirail to develop a litter prevention strategy.

Conclusion

35. In summary, council has made good progress throughout 2013 towards implementing theWMMP. Some major projects included in the WMMP, such as the development of theWMIF, have already been completed and have become part of the councils business as

usual work programme.

36. Going forward into 2014 and 2015, implementation of the WMMP will continue to be ademanding task. In particular, the implementation of the major changes in waste servicesthat are scheduled to begin after July 2015 will be a major part of councils work programmeover the next three years. These changes will impact on almost all Auckland residents andso it is vital to ensure they are delivered as efficiently and effectively as possible. Thedevelopment and delivery of the RRN will also be a major project that will require anintegrated cross-departmental approach.

Consideration

Local Board Views37. Local boards receive regular reports on councils progress towards implementing the WMMP

through the Infrastructure and Environmental Services quarterly update reports to the localboards. Local boards have also expressed support for many of the projects involved inimplementing the WMMP. For example, a number of boards have become involved infunding scoping or business studies for Community Recycling Centres.

Maori Impact Statement

38. It is recognised that the tangata whenua world view reflects the WMMPs emphasis on anintegrated life cycle approach to the management of natural resources and the concepts ofzero waste, waste recovery and waste minimisation. Some mana whenua and other Maori

organisations have already indicated a strong interest in being involved in achieving theWMMPs objectives, through engagement on projects such as the RRN. Moving forward, it isenvisioned that many WMMP projects will provide opportunity for active Maori involvementas council moves towards the more holistic management of natural resources.

General

39. N/A

Implementation Issues40. There are no legal or legislative implications arising from the activities detailed in this report.

All programmes and activities are within budget for Auckland Council Annual Plan and Long

Term Plan documents.


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AttachmentsThere are no attachments for this report.

Signatories

Authors Lucy Hawcroft - Relationship Advisor

Parul Sood - Manager Waste PlanningIan Stupple, Manager Solid Waste

Authorisers John Dragicevich - Manager Infrastructure and Environmental Services



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Delegation of decision making on the Waste Minimisation and Innovation Fund Page 19

Delegation of decision making on the Waste Minimisation andInnovation Fund

File No.:CP2013/26573

Purpose1. To seek delegation for the Environment, Climate Change and Natural Heritage Committee to

make decisions on applications to the Auckland Council Waste Minimisation and InnovationFund (WMIF) for medium ($5,000 to $25,000) and large (over $25,000) grant applications.

Executive Summary2. The Waste Minimisation and Innovation Fund is a grant scheme which was established in

February 2013 as one of the key initiatives of the Auckland Council Waste Management andMinimisation Plan (WMMP).

3. The aim of the fund is to support initiatives that will help achieve the vision, targets and

strategic objectives of the WMMP through reducing waste to landfill. The fund has a specificfocus on seed funding new initiatives, including developing business and community basedresource recovery centres and programmes.

4. The fund has $500,000 to distribute annually. This funding comes from the waste levy whichis central government funding allocated to local government authorities to spend onachieving waste minimisation outcomes.

5. This report asks the Regional Strategy and Policy Committee to delegate decision makingon medium ($5,000 to $25,000) and large (over $25,000) applications to the fund to theEnvironment, Climate Change and Natural Heritage committee.

Recommendation

That the Regional Strategy and Policy Committee:

a) allocate the budget and delegate the decision-making responsibility for applicationsfor medium ($5,000 to $25,000) and large (over $25,000) grants from the WasteMinimisation and Innnovation Fund to the Environment, Climate Change and NaturalHeritage Committee.

DiscussionBackground

6. The Waste Minimisation and Innovation Fund is funded through the national waste levy.These are funds allocated by central government to local body authorities to enable them topromote or achieve waste minimisation as set out in the Waste Management andMinimisation Plan (WMMP), in accordance with section 47 of the Waste Minimisation Act2008.

7. The Waste Minimisation Act also requires each local body authority to develop a local wastemanagement and minimisation plan.

8. In accordance with these requirements, the Auckland Council WMMP was adopted on 20June 2012.

9. The vision of the WMMP: to become the most liveable city in the world Auckland will aim forthe long-term, aspirational goal of Zero Waste by 2040 by turning its waste into resources isdirectly linked with the Auckland Plan target to achieve zero waste to landfill by 2040. The

WMMP has three targets and eight strategic objectives which work towards the zero wastevision. Some of the objectives of the WMMP are to target priority waste streams, reduceharm to the environment and improve efficiency of resource use.


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10. To help achieve these goals, the Governing Body also resolved to establish a grantsscheme as part of the waste policy and operational actions of the WMMP. They specifiedthat the fund should function as follows:

Part C Action Plan: C9. Grants scheme. That the Governing Body supports:i. An annual grants scheme, noting the potential of a funding partnership with the

government waste levy fund (Ministry for the Environment) in some instances.

ii. The grants scheme being open to business, the community and voluntary sector andMaori organisations.

iii. The initial set up of a small political subgroup of Council to allocate funds under thegrants scheme.

iv. The criteria for the Fund to be focused on the seeding of new initiatives includingdeveloping business and community based resource recovery centres andprogrammes.

11. In accordance with this, council officers developed the Waste Minimisation and InnovationFund. A proposal for how this fund should be administered was approved by the RegionalDevelopment and Operations Committee of council in February 2013.

Overview of Waste Minimisation and Innovation Fund

12. The fund aims to either complement and enhance existing programmes, address gaps oropportunities for waste minimisation, or result in a significant expansion in the scope orcoverage of existing activities.

13. It prioritises applications under four key funding outcome areas:1. Resource recovery initiatives and facilities2. Commercial waste3. Organic waste4. Community action and behaviour change.

14. These outcome areas are waste minimisation priorities for the Auckland region and linkclosely with, and complement, other actions in the WMMP.

15. The outcome areas for the fund may change each year in line with implementation workcarried out under the WMMP. The decision was made that these outcome areas will bereviewed each year to ensure they are consistently aligned with the WMMP implementationwork.

16. Only projects that promote or achieve waste minimisation are eligible for funding through theWMIF. Waste minimisation covers the reduction of waste, and the reuse, recycling andrecovery of waste and diverted material. The fund does not cover projects that focus onwaste disposal or on the treatment of waste for disposal or clean ups. It also does not coverprojects that do not involve waste generated from within the Auckland region.

17. Successful applications will be assessed against the following weighted criteria:

Waste minimisation - 40 percentValue for investment - 20 percentAlignment with the strategic objectives and guiding principles of the WMMP - 15 percentCommunity participation and community benefit - 20 percentQuality of proposal - 5 percent.

18. The fund will cover up to 50 percent of the cost of each project. Applicants need todemonstrate adequate sources of additional funding from their own or other resources, oroffer value in kind.

19. The scheme has an annual funding pool of $500,000. If funds are not fully allocated in oneyear they will roll over into the following year.

20. The sub-categories for funding allocation are:Small and simple projects (open twice per year) : Grants from $250 to $5,000Medium projects (open once per year) : Grants over $5,000 and up to $25,000Large projects (open once per year) : Grants over $25,000


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Decision making processes for the fund

21. A total of $50,000 is allocated to the small projects sub-category in any year to be allocatedin two funding rounds (held in April and October).

22. Local board members are asked to give input and local feedback on small grant applicationsbefore a final decision is made by the Tier Four Manager Solid Waste (who is the delegated

decision maker for these applications).23. There is one funding round per year for medium and large grants which can distribute a total

value of $450,000 (held in October). The maximum amount for the large projects is $50,000per project, but larger grants might be considered on merit at the discretion of the council.

24. These applications are considered by subject matter experts who then make arecommendation to the relevant committee of council as to which grants should be funded.The final decision on medium and large grants is made by a committee or sub-committee ofthe governing body which has been delegated this responsibility.

25. This report recommends that allocation of this budget and delegation over decision makingfor these medium and large grants should be allocated to the Environment, Climate Changeand Natural Heritage committee. As the committee of council that has primary responsibility

for dealing with matters relating to the natural environment, this committee seems the mostappropriate decision making body to be responsible for the fund.

26. This committee is also responsible for decision making on the Environmental InitiativesFund. This is a similar fund, in that it supports Aucklanders to be actively engaged in theenhancement and conservation of local environments and heritage.

Consideration

Local Board Views

27. Local board members will be asked to give input and feedback on small grant applications to

the fund from their local area. This feedback will help inform decision making over the smallgrant decision making, delegation for which is allocated to the Tier Four Manager SolidWaste.


28. As noted in the WMMP the tangata whenua world view reflects the WMMPs emphasis onan integrated life cycle approach to the management of natural resources and the conceptsof Zero Waste, waste recovery and waste minimisation. The WMIF provides funding to helpachieve the targets of the WMMP which longer term will create a closer relationship betweenhumans and the natural environment, while fostering new economic opportunities.

29. Some Maori organisations have already indicated a strong interest in being involved in

helping achieve the WMMPs objectives. The WMIF provides one potential opportunity foractive Maori involvement in starting to move towards the more holistic management ofnatural resources and the longer term benefits of designing differently to minimise waste.

General

30. The recommendations contained within this report fall within the Committees delegatedauthority.

31. This report does not trigger the Significance Policy.

Implementation Issues32. No specific implementation issues have been identified.

33. Finance and resourcing requirements for the delivery of the WMIF for the next three yearsare within current budgets provided in the 2012-2022 Long-Term Plan.


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34. Regular reports on the outcomes of the fund will be provided to the proposed WMIF sub-committee of the Regional Strategy and Policy Committee.

35. There are no specific legal implications relating to this decision


Signatories

Authors Lucy Hawcroft - Relationship Advisor

Ian Stupple, Manager Solid Waste

Parul Sood - Manager Waste Planning

Authorisers John Dragicevich - Manager Infrastructure and Environmental Services



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05 December 2013

Strategy and Policy Forward Programme: Quarterly Monitoring Report Page 23

Strategy and Policy Forward Programme: Quarterly Monitoring Report

File No.:CP2013/26522

Purpose

1. This report provides a quarterly progress update on the Strategy and Policy ForwardProgramme.

Executive Summary2. The Auckland Plan Committee adopted the Strategy and Policy Forward Programme in

December 2012 to ensure that the council focuses on those areas of greatest strategicpriority. The Committee requested quarterly status updates on the programme and thisreport provides an update for September-December 2013.

3. Three documents have been adopted this quarter: Children and Young Peoples StrategicAction, Public Art Policy, and Sport and Recreation Strategic Action Plan.


a) note the Strategy and Policy Forward Programme, and progress being made

b) agree to review and reconfirm the Strategy and Policy Forward Programme for thenext three years at the committee meeting in March 2014, and to receive regularquarterly monitoring reports in June, September and December thereafter in line withthe previous Auckland Plan Committee resolution (CP2013/26522).

DiscussionBackground

4. The Strategy and Policy Forward Programme contains 26 statutory and non-statutorydocuments. The programme has been designed to ensure that the council focuses on thoseareas of greatest strategic priority. In doing so, the programme helps to give electedmembers certainty on the key work required to implement the Auckland Plan.

5. It is recommended that the Committee uses the March 2014 meeting to review theprogramme overall, decide if any changes need to be made to reflect current priorities, andreconfirm the programme for the next three years.

Progress Reporting

6. Attachment A presents a high-level overview of the context within which the forward

programme is developing and summarises the timelines of some of councils key strategicdocuments and work programmes. Attachment B provides a quarterly summary of progresson the items in the forward programme.

7. The following documents were adopted this quarter:

Children and Young Peoples Strategic Action Plan (September 2013)Public Art Policy (September 2013)Sport and Recreation Strategic Action Plan (September 2013).

8. Eighteen items on the forward programme have been adopted and are being implemented.Most of the remaining documents that are still to be adopted are on track and areprogressing well.


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Consideration

Local Board Views

9. A copy of the adopted forward programme was sent to all local boards and a briefingprovided to local board chairs in 2012. A copy of this update report will be sent to all localboards for their information. A series of briefings for local boards on the forward programme

is planned for the first quarter of 2014.


10. The development and implementation of documents within the forward programme includesconsideration of how the work will contribute to the delivery of Mori outcomes and theAuckland Plan transformational shifts including Significantly lift Mori social and economicwell-being. Strategy and policy leads are expected to ensure that the goals of the MoriResponsiveness Framework are integrated into strategy and policy development. Corporateperformance standards are in place in order to ensure that documents are drafted inconsultation with Mori and include Mori outcomes. Officers areexpected to consider theMori Plan for Tmaki Makaurau as part of policy development. A copy of this report will be

sent to the Independent Mori Statutory Board for its information.

Implementation Issues11. Development and implementation of items on the forward programme requires ongoing

resource. Adopted strategies and policies remain on the programme to reflect their role inimplementing the Auckland Plan and the significant activities associated with theirimplementation.

Attachments

No. Title Page

A Strategy and Policy Forward Programme: Quarterly Progress Update(September - December 2013)

25

Signatories

Authors Craig Glover - Principal Strategy Analyst

Authorisers Grant Barnes - Manager - Auckland Strategy and Research

Roger Blakeley - Chief Planning Officer



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Item1

2


05 December 2013


CONTEXT OVERVIEWOVERARCHING STRATEGICDOCUMENTS

CURRENT STATUS

Auckland Plan The Auckland Plan was adopted in 2012 and sets the strategic direction forcouncils implementation plans including items in the Strategy and PolicyForward programme.

Local Board Plans Local Board Plans describe the local communities aspirations, and theirpreferences and priorities for the next three years and beyond. The plans informand influence the development of the Long Term Plan and will be reviewed overthe next financial year in order to inform the 2015-2025 Long Term Plan.

Proposed AucklandUnitary Plan

The draft Auckland Unitary Plan was released for public engagement in March2013.

The Proposed Auckland Unitary Plan was notified on 30 September 2013 and isopen for submissions until 28 February 2014.

Following further submissions, hearings and appeals it is expected that theUnitary Plan will become operative in 2016.

Long Term Plan Councils first Long Term Plan was adopted in 2012. This covers the period2012 to 2022.

Planning is underway in preparation for the delivery of the 2015-2025 Long TermPlan.

OTHER KEY WORKPROGRAMMES

CURRENT STATUS

Bylaw ReviewProgramme

A bylaw review programme is in place to bring together the 158 existing bylawsmade by the legacy councils and create consistent rules across Auckland.

So far over 70 legacy bylaws have been revoked with new bylaws adoptedcovering: Dog Management; Local Dog Access Areas; General Administration;Offensive Trades; Solid Waste; Solid Waste Controls; Transport (Roads,

Auckland Transport); Food Safety; Election Signs (Auckland Transport); Healthand Hygiene; Public Safety and Trade Waste.

The following bylaws are expected to be adopted or have statutory consultationcompleted between 2013 and 2014: Navigation Safety, Personal FlotationDevices (Life Jackets), Outdoor Fires, Stormwater Management, Signs, AlcoholLicensing Fees, Alcohol Controls (Liquor Bans), Animal Management, AirQuality, Boarding Houses and Hostels, Cemeteries and Crematoria, CommercialSex Industry.

The following bylaws are expected to be adopted between 2014 and 2016:Street Trading, Construction and Development, Onsite Wastewater, HazardousSubstances, Orakei Basin, Recreation and Cultural Facilities, Transport (Parks

etc), Water Supply / Wastewater, Wharfs and Marinas.Local Area Plans Local Area Plans for Mangere-Otahuhu and Hibiscus & Bays have been

completed.

Work is commencing on Devonport-Takapuna and Otara-Papatoetoe AreaPlans.

A report is being prepared for the Auckland Development Committee which willset out a revised methodology and sequence for area plans.

Financial Strategies andPolicies

As part of the Long Term Plan, council adopts a number of financial strategiesand policies including: Airport Shareholding Policy; CCO Accountability Policy;Financial Strategy; Public Private Partnership Policy; Local Board FundingPolicy; Significance Policy; Rates Transition Management Policy; Rating Policy;

and Revenue and Financing Policy


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05 December 2013


STRATEGY AND POLICY FORWARD PROGRAMME PROGRESSUPDATE: DASHBOARD VIEW

FORWARD PROGRAMME ITEM ITEMSTATUS

1.Children and Young Peoples Strategic Action Plan

2.Alcohol Harm Reduction Programme

Alcohol Harm Reduction Strategy

Alcohol Control Bylaw

Local Alcohol Policy

3.Smokefree Policy

4.Community Development Strategic Action Plan

5.Community Funding Policy

6.Gambling Venues Policy

7.Libraries Future Direction

8.Family and Sexual Violence Strategic Action Plan

9.MoriResponsiveness Framework

10.Arts and Culture Strategic Action Plan

11.Events Policy

12.Public Art Policy and Guidelines Work Programme

13.Historic Heritage Action Plan

14.Sport and Recreation Strategic Action Plan

15.Economic Development Strategy

16.Environment Strategic Action Plan17.Natural Hazard Risk Management Action Plan

18.Marine Spatial Plans

19.Waste Management and Minimisation Plan

20.Indigenous Biodiversity Strategy

21.Energy and Climate Change Mitigation Strategic Action Plan

22.Housing Action Plan

23.Community Facilities Network Plan

24.Water Strategic Action Plan

25.Public Open Space Strategic Programme

Open Space Strategic Action Plan

Open Space Levels of Provision Targets

Open Space Acquisition and Divestment Policy KEY

Parks and Reserves Management Plan methodology Adopted

On-track

Weed Management Policy Minor (6 months)slippage likely


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RegionalStrategyandPolicyCommittee

05December2013

StrategyandPolicyForwardProgra

mme:QuarterlyMonitoringReport

Page27

STRATEGYANDPOLICYFO

RWARDPROGRAMME:QUARTERLYPROGRESSUPDATE(SEPTEMBER

-DECEMBER2013)

FORWARDPROGRAMMEITEM

ITEM

STATUS

PROGRESSSINCEL

ASTQUARTER/COMMENTARY

REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

1.ChildrenandYoungPeoplesS

trategic

ActionPlan

AdoptedSeptember2013

DocumentadoptedinSeptember2013.

Stageoneimplementationhasaregionwidefocusandisunderwa

y.TheYouth

AdvisoryPanelhasestablishedgroupsofyoungpeopletosupporteachofthe

sevengoalsofthe

actionplan.

Stagetwoimplementationwillbefocusedonworkingwithlocalbo

ards,youth

councilsandcomm

unityorganisationstodeveloplocalactionspla

ns.

CommunityDevelopment,

SafetyandSocial

Infrastructure

2.AlcoholHarmReductionProgramme

AlcoholHarmReductionStrategy

AdoptedJuly2012

AlcoholControlBylaw

OriginalexpectedadoptionJanuary

-March

2014

Revisedexpectedadoptiondate:

August2014

LocalAlcoholPolicy

ExpectedadoptiondateOctober-D

ecember

2014

AlcoholHarmReduc

tionStrategy

StrategyadoptedinJuly2012.

ImplementationreviewtobereportedtoCommitteeduringthe201

3/14financial

year.


SafetyandSocial

Infrastructure

AlcoholControlByla

w

Areviewiscurrentlyunderwayofmorethan1800existingalcohol

controlareas.

Thisworkisbeing

carriedoutinpartnershipwiththePoliceandotheragencies.


SafetyandSocial

Infrastructure

LocalAlcoholPolicy

Projecttimelineap

provedbytheGoverningBodyon31January2

013.

Stakeholderandcommunityengagementondiscussiondocumentcompleted.

Workcommencing

tointegratefeedbackintofinaldraft.

Legislativechange

sareexpectedfrom18Decemberandadrafto

fthepolicywith

thesechangesincorporatedwillbebroughttoCommitteeinFebru

ary.


SafetyandSocial

Infrastructure

3.SmokefreePolicy

AdoptedJuly2013

DocumentadoptedinJuly2013.

Implementationplancompleted.Implementationistobea3stage

rollout.

Implementationof

phase1hascommencedandthisincludesmos

tparksand

councilfacilities.P

hase2and3rolloutincludesmalls,towncentres,shared

spaces,outdoordiningandbeaches.


SafetyandSocial

Infrastructure

4.CommunityDevelopmentStrategic

ActionPlan(ThrivingCommunities)

DocumentadoptedinJune2013

Currentfocusison

consultingwithcommunitiesandlocalboardsanddeveloping

theimplementationplanforyearone.


SafetyandSocial

Infrastructure


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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

AdoptedJune2013

5.CommunityFundingPolicy

Expectedadoptiondate:

July-September2014

Financialinvestiga

tionintoCouncilsinvestmentincommunityservicesexpectedto

becompletedbyD

ecember2013forpresentationinearly2014.

Followingthisinve

stigationthecommunityfundingpolicywillbere

-draftedfor

consultationwiththegoverningbody,localboardsandotherstake

holders.


SafetyandSocial

Infrastructure

6.GamblingVenuesPolicy

AdoptedJuly2013

DocumentadoptedJuly2013.

Implementationof

policyunderway.

Developmentofanon-regulatorygamblingharmreductionframew

orkto

supplementandsupportthewiderpolicyobjectivesalsounderway

.


SafetyandSocial

Infrastructure

7.LibrariesFutureDirections

AdoptedDecember2012

DocumentadoptedinDecember2012andlaunchedinMarch201

3.

Developmentofth

eTeKauroaimplementationplaniscurrentlyun

derwaywithan

expecteddeliverydateofMarch2014.


SafetyandSocial

Infrastructure

8.FamilyandSexualViolenceStr

ategic

ActionPlan


December2014

Researchisunderwaytosupportthedevelopmentofthismulti-sectoractionplan.

Theproposedapproachtothedevelopmentoftheactionplanwill

bepresentedto

familyandsexualviolencesectorrepresentativesandtheAucklan

dSocialSector

LeadershipGroup

inDecemberfortheirendorsement.


SafetyandSocial

Infrastructure

9.MoriResponsivenessFramew

ork

AdoptedDecember2012

MoriResponsivenessFrameworkcompletedandadoptedbythe

governingbody

inDecember2012

.

Anumberofprogrammesareindevelopmentincluding:theMori

Land

Programme,TeReo,andRelationshipAgreementsprogramme

Workiscontinuing

tointegratetheMoriResponsivenessFramew

orkthroughout

Council.

10.ArtsandCultureStrategicActionPlan


June2014

Targetedstakeholderengagement,includingwithManaWhenuaisexpectedtobe

completedinDece

mberwithadraftofthedocumentgoingtoCom

mitteein

February2014.

Arts,CultureandEvents

Committee


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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

11.EventsPolicy

AdoptedMay2013

DocumentadoptedMay2013.

TheEventsPolicy

isbeingusedintheassessmentofregionaleve

ntsfunding

applications.


Committee

12.PublicArtPolicyandGuidelin

esWork

Programme


September2013

Policycompleteda

ndadoptedbytheRegionalDevelopmentandOperations

CommitteeinSeptember2013

Implementationplanningisunderway.


Committee

13.HistoricHeritageActionPlan


March2014

Theactionplanha

sbeendraftedandpresentedtotheHeritageAdvisoryPanelfor

comment.

Actionsarecurrentlybeingreviewedandconsolidated.

UrbanandRural

DevelopmentCommittee

14.SportandRecreationStrategicAction

Plan


DocumentadoptedSeptember2013.

Finalratificationby

AucklandSportandRecreationReferenceGro

upandtheir

memberorganisationsistakingplacethroughDecemberandase

ctorwidelaunch

isplannedforearly2014.

Animplementation

frameworkiscurrentlybeingdevelopedwhichincludesthe

establishmentofa

governancestructurewithrepresentativesfrom

leadagencies.

Parks,RecreationandSpo

15.EconomicDevelopmentStrategy

AdoptedJuly2012

StrategyadoptedJuly2012.

Implementationisontrack.Quarterlyprogressreportshavebeen

providedandan

annualimplementationreportreportedtotheRegionalDevelopme

ntand

OperationsCommitteeinSeptember2013.Highlightsinclude:the

establishmentof

thestrategyImplementationCoordinationGroupcomprisingseniorofficialsfrom

government,ATEE

DandAucklandCouncil;thegovernmentannouncementofa

jointbusinessplan

fortheCityRailLink;supportingruralandultrafastbroadband

deployment;estab

lishmentoftheAucklandTertiaryEducationNetwork;

developmentofyo

uthskillsandtransitionsinitiatives;launchofadomestictourism

campaignandagrowthinAucklandsmajoreventportfolioandrecognitionatthe

InternationalSportsEventManagementAwards.

EconomyRuralandUrb


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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

16.EnvironmentStrategicAction

Plan


July-September2014

Businesscaseofthedocumenthasbeenconfirmedanddetailedplanningis

underway.TheplanwillfocusontheAucklandPlanTransformationalShiftof

environmentalactionandgreengrowth.

Internalengageme

ntacrossCouncilandCCOsonenvironmentalactionswillbegin

in2014,followedb

yexternalengagement.

Environment,Climate

ChangeandNatural

Heritage

17.NaturalHazardRiskManagem

ent

ActionPlan


November2015

Detailedprojectplanninghasbeencompletedandtheprojectexecutionplanwas

signedoffinJulyb

ythesteeringgroupandprojectsponsor.

TheprojectwasofficiallylaunchedandprojectworkcommencedinAugust.

Thefirststagefocusesonthecurrentstateofnaturalhazardriskm

anagementin

AucklandCouncilinparticularfocusingon:legislationandinformation;risk

managementtools

andriskassessment.

CivilDefenceand

EmergencyManagement

Environment,Climate

ChangeandNatural

Heritage

18.MarineSpatialPlans

Expectedadoptiondates:

HaurakiGulfMSPandKaiparaMSP

March

2015,ManukauandWestCoastMS

Psin2017

TheHaurakiGulfM

arineSpatialPlanproject(SeaChange)was

officially

launchedbytheM

inisterofConservationandsteeringgroupco-chairsin

September2013.

Aprojectboardan

dprojectmanagementteamhasbeenestablish

edandjoint

forumsheldinOctober2013toidentifystakeholdergroups.

Widerpublicawarenessraisingandearlystakeholderengagemen

tisduetotake

placein2014.

Workiscontinuing

ontheIntegratedKaiparaHarbourManagementGrouptoscope

outthemarinespa

tialplanningcomponentofthisworkstreaminpreparationforthe

KaiparaHarbourM

arineSpatialPlan.

Environment,Climate

ChangeandNatural

Heritage

19.WasteManagementandMinim

isation

Plan

AdoptedJune2012

TheplanwasadoptedinJune2012.

Sinceadoptionthe

focushasbeenonimplementationandanumb

erofactions

havebeenprogres

sedincludingthedevelopmentofaprocuremen

tplanforthe

changestowastecollectionservices.Afullimplementationupdatewasreportedto

theRegionalDeve

lopmentandOperationsCommitteeinSeptemb

er2013.

Pleasenotethatprogressonthisdocumentisthesubjectofaseparateagenda

itemforthe5Dece

mberRegionalStrategyandPolicyCommittee.

Environment,Climate

ChangeandNatural

Heritage

20.IndigenousBiodiversityStrategy

AdoptedApril2012

ThisstrategywasadoptedinApril2012.

ImplementationprogressisontrackandwaslastreportedtotheP

arks,Recreation

andHeritageForuminNovember2012.Thestrategyisbeingdeliveredthrougha

seriesofworkingg

roups.

Environment,Climate

ChangeandNatural

Heritage


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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

Astocktakeofexis

tingworkprogrammeshasrecentlybeencompleted,a

biodiversityresearchprospectushasbeendraftedandthedevelopmentofa

communicationstrategyhasbeeninitiated.

21.EnergyandClimateChangeM

itigation

StrategicActionPlan(AucklandE

nergy

ResilienceandLowCarbonActionP

lan)


June2014

Thedraftactionpla

nwasdiscussedwithCouncillorsandlocalboa

rd

representativesinJune.

Recentfocushasb

eenontheimplementationofearlyCouncilactions,completion

oftechnicalanalysisandtargetedengagementofkeytechnicalsta

keholders.

TheproposeddraftActionPlan,governancearrangementsandtec

hnicalanalysis

willbediscussedw

ithCouncillorsandlocalboardrepresentativeson12December,

priortoseekingits

adoptionbyCommitteeinFebruaryforthepurp

oseofwider

publicengagementinMarch2014.

Environment,Climate

ChangeandNatural

Heritage

22.HousingActionPlan

Stage1adoptedinDecember2012

Currentfocushasbeenondeliveringthe32actionsinstage1oftheHousing

ActionPlanthatwasadoptedinlate2012.Crosscouncilprojectte

amsforeach

workstreamhaveb

eensetupandthemajorityoftheactionsareu

nderway.

TheHousingProje

ctOfficehasbeenestablishedasaconsequenceoftheHASHA

legislationandHousingAccordandactionplandeliverynowsitsw

ithintheHPO.

Thisimpactsupon

theadoptionofthescopeofStage2oftheactionplanand

somepartsofStag

e1.

ItisexpectedthatanupdatereportonthescopeofStage2willbe

reportedto

Committeeinthefirstquarterof2014.

UrbanandRural

DevelopmentCommittee

23.CommunityFacilitiesNetwork

Plan

Originalexpectedcompletionofstage1:

October2013

Revisedexpectedcompletionofstage1:

March2014

Originalexpectedadoptionofstage

2:

July2014

Revisedexpectedcompletionofstage2:

December2014

Phaseone(analys

isofcurrentstate)ofthisworkisprogressingandduefor

completionbyDec

ember2013forpresentationtolocalboardsandgoverningbody

infirstquarterof2014.

Phasetwo(longte

rmfutureprovisionplanning)iscontingentupon

completionof

stageone.DraftnetworkplanisplannedtobecompletedbyAugu

st2014(toallow

anybudgetimplica

tionstoalignwithLTPprocess),withfinalplanduebyendof

2014.


SafetyandSocial

Infrastructure


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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

24.WaterStrategicActionPlan


July-September2015

Thisdocumentanditsbusinesscaseiscurrentlybeingscoped.

Environment,Climate

ChangeandNatural

Heritage

PhysicalInfrastructure

Committee

25.PublicOpenSpaceStrategic

Programme

OpenSpaceStrategicActionPlan


OpenSpaceLevelsofProvisionT

argets


July2014

OpenSpaceAcquisitionandDive

stment

Policy

AdoptedJune2013

ParksandReservesManagementPlan

methodology

Expectedadoptiondate:June2014

OpenSpaceStrategicActionPlan

Documentadopted

inSeptember2013

Mostshorttermac

tionsareinprogress.Animplementationmonitoringreportwill

bepresentedtotheParks,SportandRecreationCommitteeinearly2014


OpenSpaceLevelso

fProvisionTargets

Aregionwidenetworkanalysishasbeencompletedandinitialdraf

ttargetsand

methodologywere

reportedtotheParksandHeritageForum.The

refineddraft

targetsandmethodologyareduetobereportedtotheParks,SportandRecreation

Committeeandloc

alboardsinearly2014.


OpenSpaceAcquisitionandDivestmentPolicy

Documentadopted

inJune2013

Policyisinforming

ongoingdecisionswithregardtoopenspaceac

quisitions.


ParksandReserves

ManagementPlanmethodology

Collationofexistingreservemanagementplanscompleteandmappingofexisting

managementplansisongoing.

Initialengagement

withlocalboardscomplete.

Proposalforfuture

reservemanagementplanningtobepresented

tolocalboards

andParks,Sporta

ndRecreationCommitteeinearly2014



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STRATEGYANDPOLICYFO


-DECEMBER2013)


ITEM

STATUS

PROGRESSSINCEL


REPORTING

COMMITTEE(S)TO

REGIONALSTRATEGY

ANDPOLICYCOMMITTE

WeedManagementPolicy

AdoptedAugust2013

WeedManagementP

olicy

Documentadopted

inAugust2013.

Actionsarisingfromadoptedpolicyhavebeenassignedtorelevan

tdepartments

withinCouncil.

ImplementationmonitoringreporttobepresentedtoParks,SportandRecreation

Committeeinearly

2014.


Environment,Climate

ChangeandNatural

Heritage

26.ProcurementStrategyandPro

curement

Policy

AdoptedMay2013

TheProcurementStrategyandPolicywereadoptedbyCommittee

inMay.

Implementationis

ongoingwithrecentactivitiesincludinginter

nalandexternal

communications,

engagement

with

CCOs,

developmento

f

local

impact

assessmentsandarewriteoftheprocurementmanual.

TendersandProcurement


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05 December 2013

Economic Development Status Update Report Page 35

Economic Development Status Update Report

File No.:CP2013/27582

Purpose

1. Providing an overview of the key economic issues for Auckland, and briefly outlines some ofthe key initiatives being progressed under Aucklands Economic Development Strategy(EDS).

Executive Summary2. After introductory comment on the Auckland economy, this short summary/status update

report identifies key opportunities and challenges before outlining how they are beingaddressed through the framework of the EDS and the ambitious targets it seeks to achieve.

3. The EDS targets will not be achieved by the council alone and we are working closely withour partners; ATEED and COMET, central government and business and industry. Theinitiatives underway are outlined in the context of the EDS themes; Business Friendly and

Well Connected, Innovation, internationalization, skills and a vibrant, creative internationalcity.


a) note the contents of this report.

Discussion4. The EDS was launched in September 2012 and is a comprehensive strategy with five

priorities and four underpinning themes. It formally acknowledges the need for economic

step change in Auckland through its ambitious targets around internationalization. It seeks toachieve this through an average annual increase in regional exports of greater than 6%, anaverage annual real GDP increase of greater than 5% and average annual productivitygrowth of greater than 2%.

Opportunities

5. Auckland is New Zealands main commercial centre and most internationally connected city,providing many of the services for the rest of New Zealand. For New Zealand to do well, it isimportant that Auckland does well.

6. The Auckland economy is showing signs of a more sustained and broad based recoveryfollowing the turmoil of the global financial crisis. For the year to July 2013, Auckland has

experienced real GDP growth of 2.9%. Unemployment has been declining with someemployment growth. Net migration, house sales, dwelling consents, tourism guest nightsand business confidence are trending upwards. Retail sales remain strong supported byconsumers with the rise in house prices buoying consumer confidence.

7. The construction sector has led the way with the increasing number of consents, a pre-cursor for the still-to-come build phase. Demand is picking up across finance, property, realestate and construction services, which in turn will be a catalyst to domestic manufacturingand retail.

8. Auckland has a number of sectors which are significant contributors to the New Zealandeconomy. Manufacturing is Aucklands largest industry, and a significant proportion of NewZealands high-tech manufacturing is located here. Tourism is also major earner receiving

about 37% of New Zealands international visitor expenditure and 21% of domesticexpenditure. Migration has, and continues to, make a significant contribution to Aucklandsgrowth. There is an increasing interest in the potential to leverage greater economicoutcomes for the region and New Zealand.


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Challenges

9. Even so, challenges remain. The Auckland economy is domestically focused and exportsare proportionately less than the New Zealand average. While Auckland earns a productivitypremium over the rest of New Zealand, reflecting the mix of industries and sectors andemployment density, GDP per capita is low relative to comparator cities. Despite many higheducational achievements there are many school leavers with only low level or no

qualifications, contributing to the number of young people not in employment education ortraining (NEET), the skills gap and mismatches with vacancies.

10. In addition to contributing to New Zealands financial vulnerability (OECD 2013 EconomicOutlook), the increase in Auckland house prices raises the issue of affordability. It alsoholds implications for the supply of already scarce, larger tracts of land suitable for businessuse.

Auckland Council Economic Development Initiatives

11. Through the Auckland Plan and the EDS five priorities have been identified:

1. Grow a business-friendlyand well-functioning city

2. Develop an innovationhub of the Asia Pacific Rim

3. Become internationallyconnected and export driven

4. Enhance investment in people to grow skillsand a local workforce

5. Develop a vibrant, creative international city.

12. These five priorities areas are supported by four cross-cutting themes:

i creating a sustain able eco-economy

ii facilitating an iwi/mori economic powerhouse

iii developing and enhancing an innovative rural and maritime economy

iv supporting a diverse ethnic economy

13. The EDS cannot be implemented by Auckland Council alone. Our key implementationpartners are the councils CCOs: ATEED and COMET, central government, and importantly,business and industry. ATEED is developing a Growth and Competiveness Framework thatsets out how ATEED will implement the economic development priorities of the EDS. Boththe EDS and Growth and Competitiveness Framework are well aligned with theGovernments Business Growth agenda

14. Local economic developmentsupports the regional economy and the Auckland Council ispreparing Economic Development Overviews for Local Boards. These outline the baselineeconomic data for each Local Board area and an understanding of the strengths, challengesand opportunities within their local economies. Following this work, Local EconomicDevelopment Action Plans will be developed together with key business and economic

stakeholders.15. The Auckland Council is focused primarily on two priority areas: Business Friendly and

Well Functioning Cityand Skills. Ensuring the Auckland Council embeds/adopts aBusiness Friendly approach is a key activity, and a Business Friendly Dashboard to monitorcouncils business-friendliness is currently being developed to assist in measuring ourperformance in this area. The Dashboard will be reported to the Economy Rural and UrbanCommittee in July 2014.

16. The Proposed Auckland Unitary Plan (PAUP) is a key tool and sets Auckland Councilsplanning policy framework. The Economic Development department (ED) is working closelywith the PAUP and Spatial Strategy Teams to ensure this framework is business friendlyprovides for sufficient business land to meet future growth. An important aspect of next

years work programme is to review and update the estimates of future business landdemand that were used to underpin the Auckland Plan. ATEED is also working withAuckland Council to ensure the Unitary Plan is business friendly as it relates to major eventsand filming activities.


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17. The Auckland Council has also contributed strongly to the Core Cities networksdevelopment of Business Friendly Guidelines to be applied by across the network. TheGuidelines are to be launched and will be brought before the Auckland Council in early2014. (The Core Cities network is Auckland Council, Tauranga, Hamilton, Wellington,Christchurch and Dunedin City Councils, led and facilitated by LGNZ and MBIE under theauspices of the Metropolitan Mayors.)

18. Ensuring that Auckland functions well is of primary importance to business. AucklandCouncil is continuing to actively progress the City Rail Link, the East-West Link between SH1 and SH 20 and the linkages and services provided to major industrial concentrations.

19. Skillsare a priority for Aucklands businesses. Auckland Council is working with businesses,their representative organisations across the region to build capability, and to deliverinitiatives to better match skills supply and demand.

20. The Auckland Skills Steering Group has initiated a multi-agency project to better connectyouth transition initiatives in the Auckland region. This aims to deliver improved skills andemployment outcomes for Mori and Pacifica youth, with an initial focus on Mangere-Otahuhu.

21. The Auckland Council is participating in the development of an Auckland Construction andInfrastructure Workforce Roadmap with UNITEC, MIT and an alliance of providers to betterintegrate local and central government, education and business/industry objectives. A keymilestone is the development of an Auckland Construction and Infrastructure: Occupationand Skills Model, which is currently being tested with key stakeholders and has been builtusing the Auckland Economic Futures Model owned by Auckland Council.

22. The Mayors Youth Employment Action Plan is on track to be delivered to the Mayors officeby the end of 2013. It will also incorporate ATEEDs Skills Action Plan, recently approved bythe ATEEDs Board.

23. Achieving Aucklands target for productivity will require moreinnovation. The AucklandCouncil is working with the Auckland tertiary sector on its stock take of business innovation

enhancing programmes, services and facilities to develop a broad picture of engagementtertiary institutions with business on innovation. A stock take of innovation programmes,products and services focused on building the international capability of Aucklandbusinesses is also currently underway.

24. Auckland Councils digital policy provides a significant platform forinnovation. Council isworking with mobile telecommunications network operators to plan for the future rollout ofcellphone infrastructure, in partnership withAucklands 46 Business Improvement Districts,to communicate the benefits and processes of connecting to Ultrafast Broadband andassociated technologies. Auckland Council is also mobilising political and communityleadership around Chorus Gigatown competition to provide gigabit internet to one NewZealand town.

25. ATEEDs implementation of the Wynyard Quarter Innovation Precinct has been broughtforward by 2 years in response to the level of interest and a hub operator will be appointedshortly. ATEED and Callaghan Innovation have refreshed the funding and strategy for theFood Bowl so it is on a sound footing and better able to support its operations andcontribution to the food and beverage sector. ATEEDs Regional Partners programmecontinues to deliver strong results with Callaghan Innovation R&D investment of $1,840,138and $42,178 worth of NZTE capability development vouchers issued.

26. The Mayors review of Auckland Councils civic model of international relations with a moreeconomic and investment oriented approach with increased links with Aucklands majortrading partners in the Asia Pacific region is a key internationalisationinitiative.

27. Similarly, ATEEDs Auckland Investment Office will package major infrastructure andinvestment opportunities and act as one-stop-shop for off and on-shore investors. This willsignificantly support investor attraction, particularly in combination with the Aroha Auckland,ATEEDs multinational aftercare investor programme.


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28. ATEED is complementing and enhancing the role of its Conventions Bureau with thedevelopment an Auckland Business Events Plan to ensure Auckland reaches its potential asa destination for business events. Attracting international conventions will play a significantrole, especially in supporting the New Zealand International Convention Centre.

29. Internationally, creative, vibrant citiesare popular places to live and enjoy strongcontributions from tourism to their local economy. Auckland Council will support this vitality

through the development of the Arts and Culture Strategic Action Plan. ATEEDs portfolio ofevents will be enhanced by the refresh of its Major Events Strategy and leveragingupcoming economic anchor events (Dick Smith NRL Auckland Nines, ITM500 V8 supercars)in the new year. ATEEDs preparations continue for the ICC Cricket World Cup 2015, FIFAU20 Mens World Cup 2015 and the World Masters Games 2017.

30. ATEED is participating in the establishment of Regional Film Offices New Zealand (RFONZ)a unified body for the six regional offices that will enable research, marketing, screenattraction activities and advocacy. ATEED is also taking a lead role working with centralgovernment and the film industry in the wake of the industrys downturn.

31. Marketing is a key activity. ATEEDs domestic campaigns continue to support Aucklandsprofile and attractiveness, including the current campaign with Heart of the City, AKL: the

Show Never Stops, and recently with the six upper North Island RTOs, Tourism NewZealand, Qantas and Flight Centre Australia, Everyday a different story.

32. Auckland Council and ATEEDs commitment to accelerating Aucklands economicdevelopment will be supported by bringing cities expert Greg Clark to Auckland in January2014. This will result in a stock take of how delivery partners and industry are making thechanges required to achieve the targets set out in the EDS, and agree priorities for thefuture. The outcome of this stocktake is expected to be a refreshed joint agenda for the next2 years between the Auckland Council, ATEED, central government and business.

Consideration

Local Board Views

33. Auckland Councils Economic Development department (ED) is working directly with LocalBoards and there are no specific local implications associated with this report. ED reports toLocal Boards six monthly on the activities delivering the agreed local economic developmentwork programme.


34. There are no specific implications for Mori associated with this status report. ED andATEED are leading aspects of the EDS to facilitate an iwi/Mori economic powerhouse inAuckland. In partnership with Te Waka Angamua, ED are leading the development of theMori Economic Development Strategic Framework to assist Mori achieve their economic

aspirations. Developed in three stages, Stage One (Establishment) will detail the scope,workshop with key stakeholders and establish the projects governance. Stage Two(Framework Development), involves preparation of an Auckland Mori Economic Snapshot2013 to 2040, the draft Mori Economic Development Framework and establishing anongoing engagement framework to assist implementation. Stage 3 (Implementation) willinvolve running education and awareness programmes and potential work with CCOs thatrequire assistance to align with Mori ED priorities and evaluation.

Implementation Issues35. There are no financing or resourcing implications associated with this report.


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Signatories

Authors Wayne Brown - Economic development

Authorisers David Hawkey - Acting Manager Economic Development



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Parks and Open Space Work Programme Page 41

Parks and Open Space Work Programme

File No.:CP2013/27059

Purpose

1. To provide a brief overview of councils current and future work programme in relation toparks and open space.

Executive Summary2. Officers will make

Documents

Council Regional Strategy and Development Committee Dec 13