Auckland expects we will work together to care for, nurture and support each other to fulfil our potential.

KO TE ARO WHAKAARO O TĀMAKI MAKAURAU KA MAHI TAHI TĀTOU KI TE TIAKI, KI TE WHĀNGAI ME TE TAUTOKO, TĒTAHI I TĒTAHI KIA EKE AI O TĀTOU MANAKO KATOA.

Strategic Direction 1

175_ People are at the heart of this Plan. The well-being of all Aucklanders is critical to creating a better future for Auckland and New Zealand. Prioritising and constantly improving residents’ health, education and safety will support our goal of Auckland becoming the world’s most liveable city.

176_ Our children and young people are the top priority. As their guardians, it is our responsibility to ensure that every child can reach his/her full potential. All Auckland children are entitled to the basic needs of love, shelter, food and safety, as well as education and skill development, to instil confidence and pride. We need strong, healthy communities to achieve this. This Plan emphasises that families, whānau and the wider community share these responsibilities.

177_ Community-led development features strongly in this Plan, because international and local experience shows that actions to address economic, environmental and social challenges are most successful when ‘owned’ and led by communities. Such development empowers individuals and communities by building their leadership, capacity, skills and resources.

178_ Auckland is the most ethnically diverse region in New Zealand, with more than 180 different ethnicities, and almost 40% of Aucklanders were not born in New Zealand. In the 2006 Census*, the largest proportion of Auckland’s population (56%) identified themselves as New Zealand European. This is significantly lower than for New Zealand as a whole (67%). Figure 1.1 illustrates the social and economic profile of Auckland.

* While statistics in the chapter generally reference Census 2006, it is noted that this data is outdated, with major factors such as the economic recession occurring, which is likely to have affected employment levels, income, household spending and probably migration levels.

179_ Our Māori culture and heritage are unique. Auckland is home to the country’s largest Māori population. In 2006, 11% of people who lived in Auckland (137,133) identified themselves as Māori. Auckland’s Māori population is predominantly young, with 46% under the age of 20.

180_ Auckland is home to the largest Polynesian population in the world, with two thirds of New Zealand’s Pacific people (177,933 in 2006). Dynamic Pacific languages, cultural practices and customs make Auckland distinctive. Pacific peoples contribute to Auckland’s economy, and connect us to the Pacific and related trade opportunities.

181_ In the last 15 years the greatest increase of any ethnic group has been in those of Asian origin, principally from China, India and Korea. In 1991, 5.5% of Auckland’s population identified themselves as Asian. By 2001 this had risen to 13% and by 2006 it had reached 19%. It is projected that the number of people of Asian origin will rise from 268,600 in 2006 to 469,800 in 2021- an increase of 75% per cent – and will account for almost 30% of all Aucklanders in 2021⁶.

182_ New migrants bring with them their own cultural traditions, customs, arts and music, enriching our culture and lifestyle. They also bring connections from their home countries that enhance Auckland’s global relationships.

183_ Auckland’s population is currently relatively young, with a median age of 34 compared to 36 nationally. Some parts of Auckland, particularly in the south, have high concentrations of children and young people. However, the number of older people in Auckland will also rise dramatically. In 2006 the number of Aucklanders aged 85 years and older was 15,760. By 2040, this number could rise by over 400% to almost 65,000. Many will be fit and active long past the current ‘retirement’ age of 65 years. We need to recognise the evolving nature of being ‘older’, and value the contribution of our older residents.

184_ One in five Aucklanders has a disability, and this figure will increase with an ageing population. There is unrealised potential for Aucklanders with disabilities to contribute socially and economically. Barriers that prevent this, such as attitudes and physical access, must be addressed.

185_ The Gay, Lesbian, Bisexual, Transgender and Intersex (GLBTI) communities are an important part of Auckland’s diversity. Although Auckland is generally accepting of different sexual orientations, the GLBTI communities, especially young people, can experience individual and collective prejudice and discrimination. We must ensure that the GLBTI communities have equal opportunities to participate and contribute to daily life in Auckland.

186_ To realise the capability of our diverse population and communities, we must be a fair and inclusive city, and an accessible and well-connected city, in keeping with the Universal Declaration of Human Rights. Valuing and celebrating our complex diversity will enable Auckland to be viewed as a city of prosperity and opportunity, and an inclusive, safe, tolerant city, which promotes equality. In this way, Auckland will continue to attract and retain people to live and invest here.

187_ Many Aucklanders are doing well. We are proud of this, and will continue to nurture achievement. New Zealand has an education system that, on some levels, ranks well internationally, and we are home to many excellent education and research institutions. Auckland benefits from growing iwi enterprise and the talents and international connections of our Pacific, Asian and migrant communities.

188_ However, there are significant pockets of disadvantage in some parts of Auckland, with the majority of deprivation concentrated in southern Auckland. These communities have higher concentrations of Māori and Pacific peoples. They are often characterised by a strong sense of family and cultural identity, but are more likely than other communities to have:

• low levels of participation in early learning services
• low educational achievement
• high levels of unemployment
• overcrowded, poor-quality housing
• poor health, lower life expectancy and higher rates of preventable diseases.

FIGURE 1.1 SOCIAL AND ECONOMIC PROFILE

Fig 1.1.1 - Deprivation Index (Auckland Wide)

Fig 1.1.2 - Deprivation Index (Urban Core)

Fig 1.1.3 - Employment by Census Area Unit

Fig 1.1.4 - Unemployment by Census Area Unit

Fig 1.1.5 - Maori Population

1.1.5 Māori Population

• The highest densities of Māori population are in southern Auckland (Manurewa, Papakura). There are also some concentrations living in the Tāmaki/Glen Innes and Massey areas.

Fig 1.1.6 - European Population

1.1.6 New Zealand European Population

• European population is distributed throughout Auckland, with high densities in the Isthmus, Eastern Suburbs and on the North Shore.

Fig 1.1.7 - Pacific Island Population

1.1.7 Pacific Island Population

• There are very high densities of Pacific peoples in southern Auckland (Māngere, Papatoetoe, Manurewa), but low Pacific densities throughout the Isthmus and the Western and Northern parts of Auckland.

Fig 1.1.8 - Asian Population

1.1.8 Asian Population

• There are high densities of Asian peoples in the southern end of the Isthmus, the Eastern Suburbs, Papatoetoe and on the North Shore.

Fig 1.1.9 - Middle Easter, Latin American And African Population

1.1.9 Middle Eastern, Latin American, and African Population.*

• Middle Eastern, Latin American, and African residents follow a similar pattern of density to the Asian population: high densities in the southern end of the Isthmus, the Eastern Suburbs, Papatoetoe and on the North Shore.

* The MELAA category was introduced for reporting the 2006 census data in response to the increase in this population.

189_ In 2005, the Organisation for Economic Co-operation and Development (OECD) stated that inequality within a country indicated an inefficient society “which wastes human resources, opportunities and life chances”.⁷ A 2011 report from the OECD noted that inequality in New Zealand had grown faster than in any other developed nation since the 1980s.⁸ See Map 1.1 for income distribution. Addressing inequalities, particularly in income, will reduce societal harm. It will encourage future economic growth, and political and social stability.

Map 1.1 - Income Distribution by Local Board Area

190_ A 2011 discussion paper by the Human Rights Commission⁹ demonstrates that Māori and Pacific peoples are disproportionately represented in poor social statistics in the areas of health, education and home ownership. In part this is due to structural discrimination: this refers to intentional or unintentional practices and behaviours within institutions and society, which have the effect of denying rights or opportunities to members of some population groups. It can be embedded in everyday situations; for example, by comments such as ‘This is how we do things around here.’

191_ Other communities and groups, such as ethnic communities and those with disabilities, also face barriers. Removing structural or institutional barriers so that all Aucklanders are viewed and treated equally is fundamental to improving the well-being of all, and realising the full potential of our diverse populations.

192_ To make Auckland fair and inclusive we must address:

• inequality, exclusion and disadvantage experienced by individuals, families, whānau and communities
• inter-generational disadvantage; by ensuring that children and young people are given the opportunity to reach their potential so that they do not experience disadvantage as adults
• structural discrimination; by involving more Māori, Pacific and ethnic community peoples, and persons with disabilities, in positions of decision-making and influence, including as electoral candidates.

193_ Children want to be heard. They want to be cared for. Children and young people’s interests matter because:

• the energy of children and young people, and their vision for the future are vital for the city and for the country. Auckland’s children and young people are our future
• negative child welfare indicators are morally unacceptable, and must be turned around.

194_ One third of New Zealand children under 15 years currently live in Auckland. Although this proportion is likely to decrease from 33% (2006) to 18% in 2040, the actual number of children will increase by almost 100,000. Those under 25 years of age make up almost 40% of Auckland’s population, and up to 52% in some areas (see Map 1.2). Some of our most disadvantaged communities are those where we anticipate marked increases in the number of children and young people in the coming years.

195_ National and international reports highlight New Zealand’s poor rating on many indicators of child welfare. New Zealand has very low rates of investment in children and young people. A recent report¹⁰ contrasted the current public investment in children’s critical early years of life, $3 billion per year, with an estimated $6 billion per year cost of additional expenditure on health, welfare, criminal justice, lost productivity and lost tax revenue. Increasing the level of public investment in children and young people will produce educated and well-adjusted adults, and reduce costs to Auckland and New Zealand.

196_ Children and young people who grow up disadvantaged are more likely to have poor educational achievement, poor health outcomes, and be unemployed on leaving school. This is wasted potential, and has social and economic costs to society, with a diminished quality of life overall. Spending on children should not be considered a cost, but an investment in the future of the country.

197_ A large proportion of children under the age of 15 live in areas of high deprivation. These are areas where many Māori and Pacific peoples live. This is why priority in implementing the directives of this Chapter will be given to communities in the Southern Initiative area.

198_ Central government already funds education, health and social services for children and families. The Auckland Council provides a wide range of services, such as pools and libraries, that benefit children and families. Many non-governmental organisations (NGOs) and community groups promote the well-being of children and young people through advocacy, services, events and activities. However, much more needs to be done, and done differently, if we are to achieve a good quality of life for all our children.

199_ Focusing on creating a city that is a great place for children, young people, their family and whānau to live, will contribute substantially to making Auckland the world’s most liveable city. Auckland Council will develop a Children and Young People’s Strategic Action Plan, in collaboration with all key stakeholders, including iwi, central government, NGOs, communities, and children and young people themselves. Auckland Council strongly supports the goal of the Green Paper on Vulnerable Children that “every child thrives, belongs and achieves”¹¹. The Council will seek alignment between its work and that of central government to achieve this goal.

Directive 1.1

Put children and young people first and consider their well-being in everything that we do.

200_ Families and carers have a crucial influence on children’s lives. In recent decades, economic, social and demographic changes have affected the family structure and its support networks. In Auckland, these general trends are overlaid with diverse cultural family forms and values.

201_ The neighbourhoods and communities in which children and young people live, and the local services and community resources available, impact on their well-being. Many families with a disabled child face additional stress, costs, and restrictions on opportunities to work or for leisure time, and lack information about or access to support services. Sole parents, too, can face obstacles on re-entering the work-force.

202_ Children do best when they form early, strong family attachments to parents, caregivers, grandparents and extended families and whānau in a safe and caring environment¹². To improve the well-being of children we must also prioritise the well-being of parents, families and whānau in all their diverse forms.

Directive 1.2

Support parents, families, whānau, aiga and communities in their role as caregivers and guardians of children and young people.

Map 1.2 - Auckland's People

INA HIKINA E KOE TE WAIRUA O TAKU ITI, KA TAEA E KOE TE HĀPAI NGĀ TŪMANAKO O TAKU RAHI. KŌINĀ TE ŌHĀKĪ O TĀMAKI MAKAURAU

WHEN YOU LIFT THE SPIRIT IN THE LEAST OF ME, YOU RAISE THE HOPE IN THE WHOLE OF ME. LET THAT BE THE LEGACY TO ALL OF AUCKLAND

203_ A strong economy that delivers opportunities and prosperity for everyone results in a better quality of life for us all. Continuing disparities and high unemployment inflict huge personal cost on those who are disadvantaged and on society as a whole. Targeted investment in child and parental education, health and safety will reduce these inequities and lift living standards for all Aucklanders. Addressing these issues now is more cost-effective in the long term (see Chapter 6: Auckland’s Economy).

204_ Education, training and knowledge are critical in determining social and economic well-being. Participation in foundation learning at home and in early childhood education, kohanga reo and Pacific language nests is key to preparing children for school and contributes to good outcomes later in life.

205_ Secondary school qualifications encourage further learning and training, and prepare young people for employment. Those who leave school without qualifications are at greater risk of unemployment and other poor outcomes.

206_ Family circumstances, including employment, income, housing, health, educational levels, and the local environment, affect a family’s well-being. Insufficient income results in poor housing and overcrowding, poor health, and financial and personal stress. A low income limits people’s choice of social and recreational activities, their ability to participate in community life and wider society, and generally diminishes their quality of life.

207_ Literacy, numeracy, educational achievement and skills determine people’s ability to find work, and their income levels. In Auckland, over 40% of adults have low literacy and just over 50% have low numeracy skills¹³. Improving adult education and skill levels will improve income levels and reduce socio-economic disadvantage. Assisting parents into education and employment is a route out of poverty for families. In addition, the parents’ educational level is linked to children’s participation in early childhood learning and achievement at school¹⁴.

Directive 1.3

Improve the learning and educational opportunities for all Aucklanders, particularly our children and young people.

Directive 1.4

Raise levels of literacy and numeracy and provide opportunities for life‑long and workplace learning.

208_ Many Aucklanders enjoy good health and lead healthy lifestyles, but significant inequalities in health remain. These are strongly associated with place, socio-economic status, and ethnicity. The links between health inequalities and preventable diseases, such as diabetes, obesity, and rheumatic fever, are well documented.

Directive 1.5

Ensure all young people leaving school have a clear pathway to further education, training or employment.

209_ The relationships between natural and built environments, and health and health behaviours, are complex. Some of the key determinants of health are:

• level of income and employment status
• overcrowding and substandard, damp, unaffordable housing (see Chapter 11: Auckland’s Housing)
• unhealthy environments, e.g. pollution, inadequate food safety
• access to health care and social services
• access to clean water and sanitation services
• access to friends and family.

Directive 1.6

Support young people post-Secondary School, to achieve success in tertiary education and in sustaining employment.

210_ Many of the factors that support good health are outside the control of the health sector. It has been estimated in the United Kingdom that less than 10% of the determinants of health are within the control of the health system¹⁵. Nevertheless, the health sector, Auckland Council and others have a shared responsibility to promote public health, and need to work together to reduce health inequalities.

211_ The ease and affordability of buying foods high in fat, salt, and sugar with little nutritional value; the use of tobacco; and the proliferation of liquor outlets and gambling venues influence poor health.

212_ Despite progress in reducing tobacco harm, smoking remains New Zealand’s biggest cause of preventable death. Reducing the number of smokers in Auckland will deliver major health, social and economic benefits. There are moves internationally (such as the proposed legislation for New South Wales, Australia), to ban smoking in a phased manner over time in public places such as playgrounds, public sports grounds, swimming pools, public transport stops, and entrances to public buildings. The Auckland Council will work with central government, NGOs, and community groups to investigate a similar approach for Auckland.

213_ The Gambling Act (2003) requires territorial authorities to develop a gambling venue policy for their districts, to prevent and minimise gambling-related harm. An issue for Auckland is the concentration of gambling venues and ‘pokie machines’ in areas of high deprivation throughout Auckland.

214_ Similarly, liquor outlets are concentrated in areas of high deprivation and high population density throughout Auckland. A report from the Alcohol Advisory Council of New Zealand¹⁶ notes that within the Manukau area, off-licence outlet density was strongly associated with issues such as violent offending, sexual offences, and drug and alcohol offences.

215_ There is also a concentration of fast-food outlets in areas of high deprivation in Auckland. Many of these outlets are in poor communities, located near schools and parks. The cumulative effect of the high density of liquor outlets, gambling venues, and fast-food outlets in poorer communities is having a negative impact on residents in these communities, by contributing to obesity and other poor health outcomes for children and young people.

216_ The development of the Unitary Plan and its bylaws provide an opportunity to address issues such as the location and number of liquor and fast-food outlets. Auckland Council must develop a gambling venue policy before 2015, to address issues of gambling harm. Legislative proposals for local liquor policies, which are still before Parliament, could strengthen Council’s role in tackling alcohol-related harm through its bylaws, regulations and policies.

217_ Injuries are the leading cause of death for people aged one to 34 years, and the second highest cause of hospitalisation, yet many are preventable.¹⁷ ‘Injury prevention’ encompasses safety in the home (such as falls and accidents), water and maritime safety, road safety, safety in public places, as well as suicide and self-harm. Older people, children and young people are at greater risk from preventable injuries.

218_ There is growing awareness of the impact of bullying, which occurs across communities, in schools, and in the workplace. Bullying includes verbal taunting and physical attacks as well as social network, website, and texting harassment. Children, young people and those with disabilities and special needs are particularly vulnerable, as they are the least likely to have well-developed coping mechanisms and skills. Children and young people who experience bullying report an overwhelming sense of powerlessness to change the situation, and high levels of vulnerability and feeling unsafe. In extreme cases, this can lead to self-harm and suicide.

219_ Suicide and self-harm are indicators for mental health, social well-being and community cohesion. Although these behaviours occur across all communities, there are higher rates for men, young people, and Māori than for the population generally.^18,19 All stakeholders need to collaborate to reduce suicide and self-harm, by offering adequate preventative and support services for individuals, families, whānau and communities.

220_ Our physical environment also matters. Parts of Auckland, particularly newer suburbs, have poor layouts, which inhibit physical activity, limit the use of public transport and access to education and employment opportunities, and discourage social connectedness. Well-designed centres and neighbourhoods that make it easier to walk, cycle and use public transport, support healthy lifestyles (see Chapter 10: Urban Auckland).

221_ Air quality also impacts on health. The air in Auckland is clean in comparison to some international cities. However, there are levels of particulate matter and nitrogen oxides that regularly exceed standards and guidelines set to protect human health, including the Government’s National Environmental Standards for Air Quality (See Chapter 7: Auckland’s Environment).

Directive 1.7

Reduce health inequalities and improve the health of all Aucklanders.

222_ Safety in public and private places is fundamental to a strong and inclusive Auckland. A safe city is one where people want to live, work and study. It attracts enterprise and investment, is socially cohesive, and has strong communities where people care for, nurture, support and trust each other.

223_ However, sexual, family and whānau violence in our communities accounts for half of all serious violent crime in New Zealand.²⁰ Overwhelmingly, family and sexual violence is against women and children. One in three Auckland women will experience physical or sexual violence by a partner in her lifetime, and a quarter of New Zealand children are thought to witness family violence^.21,22 Some women are at greater risk: those on low incomes and young, disabled, or Māori women and carers of people with severe behavioural problems. The annual cost of family and whānau violence is $5.3 billion, and sexual violence, the most costly of all crimes per incident, costs $1.2 billion each year.^{23, 24}

224_ Family and sexual violence diminishes our quality of life, is a major cause of wasted potential, and a violation of human rights. An integrated approach to preventing and stopping violence against women and children is essential. NGOs and government agencies provide a number of innovative national and local programmes to address the issues. The Auckland Council will strengthen its collaboration with these agencies and communities, to make Auckland a safer place.

Directive 1.8

Support integrated measures to prevent family violence and create safe families and whānau.

225_ The number of reported offences has declined, and 92% of Aucklanders say they feel safe in their homes. Nevertheless, burglary and theft-related offences make up 63% of reported crime in some parts of Auckland, and Aucklanders are more likely to be victims of burglary or vehicle offences than the general New Zealand population²⁵. The New Zealand Police, Auckland Council, Local Boards and local communities already work collaboratively on crime prevention. Auckland Council also has a Community Crime Prevention Scheme, which provides funding for initiatives that improve safety in public places. Current effective programmes must be strengthened and innovative approaches developed to further support safety.

226_ Events outside our control can place communities at risk. Aucklanders must be prepared to deal with both the anticipated and unknown effects of climate change (see Chapter 8: Auckland’s Response to Climate Change). To ensure communities are safe we need a co-ordinated and integrated approach to the way significant emergencies, risks and hazards are managed. Increasing community preparedness and resilience to emergencies and risks empowers communities and improves their general well-being.

Directive 1.9

Improve community safety and feelings of being safe.

227_ Community-led development (whether place-based communities or communities of identity or interest), encourages people to work together to bring about change in their communities. It empowers communities by removing barriers, building capacity and capability, developing resources, increasing resilience, and growing collective leadership. It requires actions that deliver a quadruple bottom line of economic, social, cultural and environmental benefits. Community-led development underpins the implementation of
the Auckland Plan.

228_ Many of Auckland’s communities are already a rich source of talent, innovation and potential. Auckland has thriving community groups and social networks, a strong NGO sector, and a growing number of distinct neighbourhoods and villages with strong particular identities. However, some communities will require support to build on their strengths and grow local leadership, capacity and skills. The Auckland Council, central government, NGOs and the private sector through the planning and provision of physical and social infrastructure, services, resources and support, can respond to the dynamic and changing needs of Auckland’s families and communities. All partners need to align their programmes for supporting communities.

229_ Some populations within Auckland’s communities are not actively engaged in local, regional or national decisionmaking. As a result, these groups can feel marginalised, and consider that their issues and concerns are ignored. Ensuring that all population groups are engaged and feel included is a fundamental principle of community-led development, and a mark of strong and inclusive communities. Local boards have an important role in engaging their local communities on such issues.

Directive 1.10

Support community-led development and work with communities to develop leadership, skills and capacity.

230_ Aucklanders are generally accepting of and inclusive towards the city’s diverse communities. Most Aucklanders are able to participate in the city’s economy and its many civic, arts, cultural, recreation and sporting activities. (See Chapters 3: Auckland’s Arts and Culture and 6: Auckland’s Economy). However, some Aucklanders face particular challenges in participating fully and feeling included. Women, young people, older people, ethnic groups, migrants, persons with disabilities, people from the GLBTI communities and sole parents can experience prejudice and discrimination in employment or services, or be excluded because they cannot afford or access activities and venues. Determined, positive collective action is needed to ensure everyone feels included, and can contribute to Auckland.

231_ New migrants, in particular, can feel excluded. Approximately 60% of migrants to New Zealand settle in Auckland. They bring a wealth of talent, experience and international connections. They are attracted to Auckland’s quality of life, but for some the dream is not realised. Migrants, particularly from non-English speaking countries, often fail to find jobs that match their skills or experience. Contributing factors include a lack of proficiency in English, non-recognition of overseas qualifications or experience, or discrimination.

232_ Understanding and respect for our shared social values aid successful settlement. Recognition of Māori as tangata whenua and Treaty partners, women’s equality, children’s rights, rights of persons with disabilities, acceptance of those of ethnic, cultural, sexual and religious diversity, are some of the key values that are important to Aucklanders.

233_ Around 300,000 Aucklanders have a disability, and this number will grow as the population ages. Persons with disabilities want to be active citizens and to contribute to society, but face barriers to things that most people take for granted, such as access to information, transport, buildings, and the physical environment. However, persons with disabilities say that the biggest barriers are the attitudes others have towards them.

234_ The GLBTI communities in Auckland also face barriers based on the perceptions and attitudes of others. They are part of our community, but often feel excluded and marginalised. Young GLBTI people, in particular, are at greater risk of bullying, mental health issues, and self-harm/suicide compared with their heterosexual peers.^{26, 27} Greater awareness of the needs of this community, through effective engagement, would improve their health and well-being.

235_ Many parents, particularly sole parents, meet obstacles when they wish to re enter the workforce. Flexible training and work arrangements, as well as quality, affordable child care options, are critical in enabling parents to re-enter the workforce.

Directive 1.11

Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups.

236_ Like the rest of Auckland’s population, older Aucklanders are an increasingly diverse group. Their demand for access to suitable and affordable housing, and to appropriate health, transport and social services will significantly increase over the life of this Plan.

237_ Many people of ‘retirement’ age now wish to continue in paid work. Their skills and expertise are valuable assets for Auckland, and they should be encouraged and supported through more flexible employment policies and practices.

238_ Grandparents and older people contribute as carers of children, and as guides and cultural mentors for young people. Many care for a sick or disabled partner or family member. Although this has many benefits for both older and younger generations, it can cause financial stress, and restrict opportunities for leisure and social activities for the carers. It is important that older people are supported in their roles as grandparents, carers and workers.

Directive 1.12

Recognise and value the contribution of older people to the community.

The Southern Initiative

STRENGTHENING CHILDREN AND FAMILIES IN STABLE HOMES AND EMPLOYMENT

239_ The Southern Initiative is one of two big place-based initiatives of the Auckland Plan. It covers the four local board areas of Māngere-Ōtāhuhu, Ōtara Papatoetoe, Manurewa, and Papakura: combined, these cover an area of Auckland with significant economic opportunity yet high social need. Almost 300,000 residents live in the area, with over 80,000 under 15 years of age. More than three quarters of the population is either of Māori, Pacific or Asian ethnicity. The area is job-rich but has a high level of local unemployment. The purpose of the Southern Initiative is to plan and deliver a long-term programme of co-ordinated investment and actions to bring about transformational social, economic, and physical change. The Southern Initiative is an opportunity to improve the quality of life and wellbeing of local residents dramatically, reduce growing disparities, and increase business investment and employment opportunities, for the benefit of all of Auckland and New Zealand.

240_ Delivery of transformational change will only be achieved by everyone working together. Central government is a major investor in housing, health, education, justice and social development in this area. The Auckland Council and its local boards invest in the area through physical and social infrastructure and programmes (including roads, parks, libraries, leisure centres, arts centres and events), and influence the physical and social environment through their regulatory and advocacy roles. Other stakeholders including non-government organisations (NGOs), businesses, the philanthropic sector, the private sector and local communities, invest in the area through facilities, programmes, housing and a wide range of voluntary activities. There is considerable community energy, enterprise, creativity and knowledge, and many excellent programmes in the area to build on. But the scale of under-achievement in education, high rates of unemployment, and health inequalities necessitate new ways of thinking and working together to achieve urgent change.

241_ Many of the strategic partners for the Southern Initiative operate within the area. The Auckland Airport is a key economic driver for Auckland and for New Zealand. A 2007 Market Economics report estimated that the airport adds $10.7 billion to Auckland’s economy and sustains around 153,000 full time jobs directly and indirectly in Auckland. The airport company is committed to corporate social responsibility and to improving employment opportunities for local people by connecting with other businesses and the educational sector, to be a catalyst for change. There are major businesses and corporations, small and medium enterprises and other economic hubs in the area. Opportunities for them to support or develop projects include the Mangere Gateway project, Manukau Centre, Greenmount/ East Tamaki and Wiri industrial areas, and Takanini and Papakura business centres.

242_ The growing health sector is a major local employer. The Counties Manukau District Health Board has 5,417 fulltime equivalent (FTE) employees. Its estimated job multiplier is 15% and its annual turnover is $1.2 billion^*. The Board’s vision is to develop the local workforce to serve the health needs of its community and reflect the diversity of the area. It has recently established strategic partnerships with tertiary education providers and leading international institutions to create Ko Awatea (based at Middlemore Hospital). This is a health innovation hub to foster new thinking, applied research, products and services to address the area’s urgent health issues, and to attract, grow and retain highly skilled health professionals in the area.

* Submissions to the draft Auckland Plan, Counties Manukau District Health Board

243_ Manukau Institute of Technology and Auckland University of Technology grow the skills and qualifications of local communities, link training to the requirements of local business, and lead innovations such as tertiary high schools. The new tertiary institution planned at Manukau Centre will increase opportunities for education and training.

THE OPPORTUNITIES (SEE MAP 1.3)

244_ The Southern Initiative area has a combination of attributes distinctive in Auckland and New Zealand.

245_ The area is steeped in Māori culture and tradition, with Auckland’s oldest, continually occupied papakāinga at Ihumatao. It is the Pacific hub of New Zealand and the world, with a growing number of other ethnicities. These communities have many strengths, including strong family, community and cultural identities, renowned sporting prowess, growing pride in the area, and well-established and emerging community leadership, networks and organisations. The area has many excellent public, arts, leisure and sporting facilities, and programmes which support creativity, healthy lifestyles and well-being, such as Counties Manukau Sports, Bruce Pulman Centre, Let’s Beat Diabetes programme, Ōtara Music and Arts Centre and The Māngere Arts Centre.

246_ Auckland Airport is Auckland’s and New Zealand’s gateway to the world. The Southern Initiative area could become one of Auckland’s major tourist destinations, complementing the city centre: the area offers a wide range of cultural, natural and built heritage experiences. These include the natural environment of the extensive Manukau harbour and coastline; the volcanic environment, such as Māngere Mountain, Ōtuataua and Matukutūreia Stonefields; the modern, iconic TelstraClear Pacific Events Centre; the Pacific experience of the Ōtara Markets and Māngere Town Centre markets; and the performing and visual arts at venues such as the Māngere Arts Centre and Nathan Homestead. There is the opportunity to bring these experiences together to create a visitor destination.

247_ This area will have over one third of Auckland’s growth in employment opportunities: in the tourism, hospitality and logistic sectors, and innovative, highly skilled industries such as food technology and health.

Mana Whenua

248_ Mana whenua are committed to papakāinga development that will enable their rangatahi (youth) to remain in the area with kuia and kaumātua (elders). They are also committed to sharing their capacity and learning. The Initiative will provide opportunities for governance partnerships with mana whenua: for example, establishing papakāinga models on traditional Māori land and general land, along with whānau centred service delivery models throughout the area.

THE CHALLENGES

• Rapid population growth – the 2011 population of 292,000 is projected to increase to approximately 425,000 by 2040 (medium-growth scenario), an additional 133,000 people
• Deprivation – 89% of Māngere-Ōtahuhu, 80% of Ōtara Papatoetoe, 67% of Manurewa and 53% of Papakura residents live in areas of high deprivation
• Low educational achievement – only 60% of school leavers have at least Level 2 NCEA certificate, compared to 74% for Auckland as a whole
• Youth unemployment is 36% (31% for the region – 2011)
• Housing – one third of households are Housing New Zealand tenants, and 20% of families live in over-crowded homes, which is the highest rate in the country
• Social health and well-being – the area had 353 licensed liquor venues (as of June 2011). There is strong community perception that this number is too high, particularly in areas of high deprivation (see Chapter 1: Auckland’s People)
• Health inequalities – the gap in life expectancy for Māori in the area compared to non-Māori is 10 years; for Pacific residents compared to non-Pacific residents, the gap is 7 years.

The overall strategic direction for the Southern Initiative is: Strengthening children and families in stable homes and employment.

TRANSFORMATION

249_ The key to improving the quality of life and well-being in the Southern Initiative area is to raise educational achievement and skills, which will lead to well paid employment and the ability to afford secure, quality housing. The foundation for educational achievement is established in the first 5 years of a child’s life. Income, educational achievement, employment status and housing are key determinants of health status. Lifting education achievement and ensuring all young people have clear training and employment pathways, makes them work-ready and able to take up employment opportunities. Economic development that creates secure employment must be supported through investment in essential infrastructure such as transport and ultra-fast broadband. Accessible, affordable transport is essential to get people to early learning services, schools, training facilities, health services and jobs. As these priority areas are all interconnected, the Southern Initiative takes an integrated approach. The overall strategic direction for the Southern Initiative is: Strengthening children and families in stable homes and employment.

250_ The Southern Initiative has a 30-year time horizon. In the first 5 years, the focus will be on the following priority areas:

• ensuring strong family attachment and early intervention for children before school
• providing clear pathways and support for young people to achieve in education and employment
• creating an outstanding international gateway and destination area
• promoting economic development and jobs for local people
• increasing public transport services and encouraging increased use of public transport
• housing development in Māngere and Manurewa.

The urgent priorities for the first 5 years for the whole of the Southern Initiative are outlined in the following pages.

PRIORITY 1: Early, strong FAMILY ATTACHMENT AND learning opportunities that set CHILDREN up for success at SCHOOL and in life

251_ The early stages of a child’s life are the most important for future education achievement. Parental or family support and involvement are critical to a child’s development, as is the transition to the first years of school. The Initiative will encourage strong, positive attachment within the family/whānau, and the opportunity to participate in quality, culturally appropriate, early childhood learning. This provides essential skills for transitioning to and settling at school, helping parents and families support their child’s learning. Early intervention can be a catalyst for further education, training or employment for parents, through building their confidence and improving their literacy and numeracy skills. Central government’s Green Paper on Vulnerable Children discussion document²⁸, acknowledges that ’vulnerability’ arises from an accumulation of risk factors, particularly poverty and disability; and that culturally appropriate early intervention and Early Childhood Education (ECE) programmes are important, as the evidence shows that they benefit children and their families.

Directive 1

Develop and deliver a multi-sector programme of actions and effective early intervention models, with priority to vulnerable children.

PRIORITY 2: A CLEAR PATHWAY AND SUPPORT FOR FURTHER EDUCATION, TRAINING OR EMPLOYMENT FOR ALL YOUNG PEOPLE LEAVING SCHOOL

252_ According to the 2006 Census, 30% of Auckland’s children and young people live in the Southern Initiative area. It has the highest youth unemployment levels for the region, yet is rich in employment opportunities. 90% of the new employment opportunities in the area require NCEA qualifications but in 2010, 40% of students in the area left school with less than NCEA Level 2 qualifications, compared to 26% for Auckland as a whole. Educational achievement must be raised dramatically and training and employment pathways well established for all young people, to prepare them for employment opportunities in the area. Examples of initiatives include: all young people developing a career plan before leaving school; more programmes in schools that directly link study and qualifications with local employer needs, and involve family/whānau; prioritising young people from the Southern Initiative area in cadetship and similar schemes; and investigating how procurement policies could encourage contractors to employ local youth.

Directive 2

Provide a transition and pathway programme for all children, from year 7 to leaving school.

 

Directive 3

Work with business leaders and employers to enhance job opportunities and connect work-ready youth to local employment.

PRIORITY 3: AN OUTSTANDING INTERNATIONAL GATEWAY AND DESTINATION AREA

253_ The attractiveness of a place contributes to long-term investment decisions and sustainable economic growth. Attractive, friendly places become preferred destinations. There are many beautiful natural and cultural features in the Southern Initiative area. The key is to:

• ensure that these are connected through street and road networks that make the journey to reach each destination pleasant and uplifting; and
• enhance the quality of developments in all areas to produce coherence in the built form, making the best of ordinary places and the most of the extraordinary.

254_ The development of Area Plans for the local boards within the Southern Initiative area provides another opportunity for developing an outstanding international gateway and destination. Area Plans depict how the Auckland Plan’s directions and aspirations can be implemented at a local level, integrating economic, environmental, social and cultural outcomes. The Māngere-Ōtāhuhu Local Board has been identified as being one of two boards to begin the area plan process, in part due to major infrastructure projects (e.g. the South-Western Airport Multi-Modal Corridor Study). As well, the presence of different environments (residential, business, major infrastructure, cultural and natural heritage and open space) will be useful in informing the development of the Unitary Plan. Area plans for all four local boards in the Southern Initiative will be completed by 2015.

Directive 4

Deliver an outstanding international gateway and destination in the Southern Initiative area to complement Auckland’s international city centre and its northern and southern rural, coastal and marine environments.

PRIORITY 4: ECONOMIC DEVELOPMENT AND JOBS FOR LOCAL PEOPLE

255_ The Southern Initiative area has a critical role in Auckland’s economic performance, and New Zealand’s overall economic well-being. Continual improvements in educational achievement and training, together with job creation that keeps pace with population growth, will ensure that local residents have access to sustainable employment opportunities. To achieve this, regulatory and planning conditions will be developed to encourage businesses and the private sector to invest in the area. The Development Strategy identifies locations for future business growth and the infrastructure required to support business development (see Chapter 6: Auckland’s Economy). Auckland Council’s role in developing the Unitary Plan will result in a simpler, more transparent and accessible planning system that will speed up projects in the area and foster job creation.

256_ The Māngere Gateway project, Auckland Airport, Manukau Food Innovation Centre, the Health Innovation Hub, and the Greenmount/East Tāmaki and Wiri industrial areas are some of the existing opportunities that can be leveraged to increase employment. New opportunities will be identified as part of the staged programme of action.

Directive 5

Develop and deliver a programme for leveraging existing and identifying future economic development opportunities, with a focus on increasing skills and jobs for local people.

PRIORITY 5: INCREASED SERVICES AND INCREASED USE OF PUBLIC TRANSPORT

257_ Many parts of the Southern Initiative are well served by public transport, but residents may not be aware of this. In other areas, vital connections – for example, to the airport – are lacking. The Council, along with Auckland Transport, will review (within one year) and improve public transport services in the area.

258_ A number of other ‘multi-modal’ transport initiatives planned through to 2030 will improve bus, rail and road connections across all of southern Auckland (see Chapter 13: Auckland’s Transport).

Directive 6

Complete a review of the public transport service network plan in the area; commence a detailed bus service redesign consultation by the end of 2012; within 1 year procure a new bus service between Onehunga and the Auckland Airport; and deliver a public marketing campaign about transport services for the area.

PRIORITY 6: HOUSING DEVELOPMENT IN MĀNGERE AND MANUREWA

259_ Home ownership or secure, long-term renting of affordable, healthy housing not only improves health and educational outcomes, but gives families a sense of pride, belonging and commitment to their local communities. Many families in the Southern Initiative area have low incomes and/or significant debt, and are unable to buy their own home or afford quality, secure rental housing. There are large concentrations of state housing, especially in Māngere and Manurewa. There is chronic overcrowding, high turnover of tenants and poor quality housing.

260_ Increasing household crowding is the most urgent housing issue in the Southern Initiative area. In 2006, Manukau had the highest incidence of crowding in New Zealand – 10.7%, with 51% of Pacific and 35% of Māori households overcrowded; and 35% of children under 15 years and 33% of 15–24 year olds living in overcrowded households.

261_ There is a housing affordability crisis generally in Auckland, which requires bold, large-scale multi-sector action (see Chapter 11: Auckland’s Housing). The Southern Initiative will be a focus for identifying opportunities to increase the supply, choice, quality and affordability of housing. There are opportunities for new housing developments, redevelopment partnerships, and community-based programmes to increase housing supply, quality and choice, increase home ownership and tenure mix, and make a more attractive environment. Auckland Council will work closely with Housing New Zealand and the Department of Building and Housing to improve the quality of state housing stock. A recent District Plan change in Māngere Town Centre, and possible developments by community housing providers and churches, provide early opportunities in Māngere. Papatoetoe Town Centre could also benefit from the development of well-designed, affordable housing.

262_ A staged and managed release of greenfields land for housing and business growth for Auckland, including the Southern Initiative, is described in the Development Strategy (Section D of the Plan and on the Development Strategy Maps D.I and D.2).

Directive 7

Within 5 years, have a programme of housing redevelopment in Māngere and Manurewa under way, supported by a range of financial literacy programmes that prepare families for home ownership and offer innovative, culturally appropriate ways to finance home ownership.

 

MULTI-SECTOR ACTION PLAN

263_ Achieving the goals and delivering the directives of this Initiative requires multiple stakeholder commitment, collaboration and investment. The Initiative will only succeed if it is owned and (ultimately) driven by local communities. To achieve this, the Initiative must be planned and delivered in a way that builds the area’s leadership, capacity, skills and resources.

264_ As central government and Council are major investors in the area, the maximum possible alignment of policies and programmes will increase their effectiveness. Local Boards have developed specific Local Board Plans for their areas through intensive consultation with local communities. These set out a framework to guide decision-making and actions over the next three years. Priorities in the four Local Boards’ plans are included in the Initiative.

265_ There are many existing and planned education, employment, cultural and community development initiatives in the Southern Initiative area. For example, significant gains have been made in community safety and crime reduction through collaborative action between central government (New Zealand Police, Ministries of Social Development and Justice), the Council, NGOs and community organisations. Additional Police resources, youth workers, programmes such as the Youth Gangs Initiative and the John Walker Find Your Field of Dreams, have made a tangible difference to many young people’s lives. The increased collaboration achieved through the Southern Initiative will build on and accelerate these gains.

266_ However, what is required for transformational change is a community-driven, multi-sector, concentrated, long-term (30-year) focus on the area that both significantly increases the effectiveness of existing investment, and delivers new ways of thinking to unlock the potential of the area and tackle chronic problems.

267_ The Auckland Council is providing high-level political support for transformational change. The Southern Initiative is championed by the Mayor, working with the governing body, local boards, central government, mana whenua, business, community leaders and other strategic partners. These partners will drive the development of a multi-sector action plan which will:

• be driven by the principles of community-led development, including activities and resources to engage with communities and strengthen existing and emerging community leadership
• scope out and clarify the roles and contributions of each agency
• identify opportunities for improved outcomes from existing investment through policy and operational alignment and partnerships
• identify opportunities for innovation and different ways of working.

The Auckland Council will facilitate the establishment of an appropriate governance structure for The Southern Initiative.

268_ The action plan will be monitored, and subject to ongoing review. The immediate priorities will be to:

• undertake a stock-take of existing and planned policies, programmes and physical assets for early childhood programmes, school achievement, youth transition, training, employment, and housing development
• deliver Directives 1-7 above.

Directive 8

By December 2012, produce an agreed multi-sector action plan for the area.

Southern Initiative Targets

269_ The general targets in the Auckland Plan (particularly the Auckland’s People and Auckland’s Housing chapters) also apply to the Southern Initiative. The targets below specifically address the Southern Initiative priority issues/directives*:

Southern Initiative Targets

* As local boards, boundaries are not incorporated into census-based statistics (nor many government agencies’ statistics), Auckland Council will work with central government agencies to ensure that future census and information sources align with the current Council governance structure.

Map 1.3 The Southern Initiative