• misaligned legacy projects, (capital and operating) strategies and policies, and how these will be managed or brought to a close if necessary

• misaligned operative plan zonings outside priority areas – in greenfield, brownfield, rural or other areas and how, if at all, these are to be provided with infrastructure

• the terms for allowing and inheriting private infrastructure outside priority locations

• the commitment to first providing critical infrastructure and operating funding to priority locations and programmes

• the alignment of renewal budgets, as well as growth capital funding, with priority location timings.

51_ A culture of achieving the Auckland Plan among Auckland Council and its partners, based on sound and agreed principles, needs to become a key part of doing daily business.

Addendum Table 5: Capital Expenditure – Other Organisations and Agencies

10_ In the first two decades there is particular emphasis on alignment between partners, on the development of effective tools and on annual monitoring.

Figure 2 Generational Change: Growth in Supply of Dwellings

Addendum Table 1 Summary of the Proposed Transition Toward Implementing a Quality Compact City

11_ The Annual Implementation Update will be carried out in the context of and in accordance with Section D: Auckland’s High Level Development Strategy.

12_ The Development Strategy has four key elements:

• Key shapers and enablers – an awareness and focus on:
• the socio-economic environment
• integration of land use and infrastructure
• the green and blue environments
• the port and international airport.

• The two big initiatives:
• The City Centre
• The Southern Initiative.

• Making a quality compact Auckland work with underlying key principles of:
• quality first
• generational change and a transition to a quality compact Auckland
• most growth in jobs and homes inside the existing urban areas
• a rural urban boundary and staged release of greenfields land with timely delivery of infrastructure
• decade-by-decade housing supply that keeps pace with population growth.

• Working and delivering in a collaborative and co-ordinated approach with central government, iwi, the private sector, non-governmental organisations and communities, to achieve Auckland’s vision.

13_ The Development Strategy has been informed by an analysis of infrastructure issues and needs, including the capacity of existing infrastructure and an understanding of how future infrastructure investments will need to be timed to fit in with significant changes in land use and community needs. The four key elements of the Development Strategy translate into a series of major infrastructure projects, priority areas and associated projects, and the numerous actions identified by Auckland Council and its partners in Addendum Tables 3 to 6.

14_ The Long Term Plan provides a ten-year outlook of Auckland Council’s activities. In the first three years there will be a particular focus on the following nine areas as priorities for public investment to support growth and development in accordance with the Auckland Plan:

• The City Centre
• The Southern Initiative
• Hobsonville / Westgate, Massey North
• Tāmaki
• New Lynn
• Onehunga
• Takapuna
• Warkworth
• Pukekohe

15_ The priority areas give a focus for direction of effort in the early years of implementation, but do not preclude planning and investment in other areas; it will continue, provided it is in keeping with the Development Strategy.

16_ In addition to the nine priority areas identified for growth and development between 2012 and 2015, development is expected to proceed in accordance with the areas and development levels indicated in the Development Strategy Maps D1 and D2. Infrastructure projects to support these locations and levels of development are identified in Addendum Tables 3, 4, 5 and 6.

17_ The Auckland Plan signals the intention to ensure there is always at least 20 years of ‘planned land capacity’ available; and a 7-year average of ‘unconstrained development capacity’ (zoned and serviced with bulk infrastructure) at any point in time, with a minimum of 5 years’ and maximum of 10 years’ capacity (refer to Directive 10.2 in Chapter 10: Urban Auckland, and the Development Strategy).

18_ As part of the process audit, Council will review the land supply position and prepare a variation statement and an action plan to resolve any significant variations to targets.

19_ It may not be financially prudent to hold up to 10 years’ supply of fully serviced land in advance of that land being occupied and generating income from development or financial contributions, rates and user charges. To meet the minimum and maximum supply requirements, the Annual Implementation Update will consider the term ‘planned land capacity’ at a more refined level.

20_ For audit purposes, ‘planned land capacity’ is to be accounted for in three categories – ‘unconstrained’, ‘zoned serviceable‘ and ‘in the planning pipeline‘ with:

a . A minimum of 5 years of land supply classified as ‘unconstrained’, with operative District Plan or Unitary Plan zoning, and serviced or able to be serviced within 5 years with relevant network utilities and transport infrastructure, should development occur immediately

b . A further 5 years of supply classified as ‘zoned serviceable’, with District Plan or Unitary Plan zoning that is operative or will be operative within 5 years and capable of being serviced between 5 and 10 years from now, with the necessary investment by Council and the CCOs included in the Long Term Plan, and by the relevant network utility operators in their 5- to 10-year plans (this is necessary to ensure the average 7 years’ unconstrained development capacity is being delivered)

c . A further 10 years of supply classified as ‘in the planning pipeline’ (zoned or being investigated by Council and network utility operators for zoning).

21_ Land ‘in the planning pipeline‘ means land that is somewhere in the planning process, including existing zoned land and land that Council proposes or supports for rezoning . The Annual Implementation Update audit will be used to demonstrate that there is sufficient land ‘in the planning pipeline’ to deliver capacity for approximately 190,000 dwellings between 2022 and 2031. This figure is derived from the Auckland Plan’s anticipated dwelling growth in the second decade of the Auckland Plan, as set out in Figure D.7 in the Development Strategy (and Addendum Table 2), and is meant to enable up to 70% of growth inside the 2010 MUL baseline and up to 40% outside it.

22_ Land supply targets will apply both to brownfield development opportunities in the existing urban area for intensification, and to peripheral urban expansion. They will also apply to both residential and business land supply.

23_ In practice, a substantially greater amount of zoning capacity may often need to be provided for in brownfield areas than the total number of dwellings expected to be built. Future work will refine what reasonable amounts of capacity will be, in order to provide sufficient supply in these areas to implement the Auckland Plan. The process audit will be used to demonstrate the work under way.

24_ In order to meet land supply targets, Auckland Council will work with infrastructure providers to streamline and align infrastructure investment within identified development areas, and carry out investigations in longer-term supply areas. The Council will collaborate with infrastructure providers and key stakeholders in all necessary planning processes, including Long Term Plan and Unitary Plan processes, to ensure the delivery of these targets.

Measurement of targets

25_ For housing development, the anticipated dwelling growth in each decade (shown in Figure 10 of the Development Strategy) will be used to determine the land area required for ‘planned land capacity’ under each category (to give the number of ‘years of supply’).

26_ Section D: Auckland’s High Level Development Strategy includes assessment of total area of business land available for development within current and future capacity, including vacant lots (930ha), brownfields for redevelopment (510ha), planning pipeline (430ha) and a target for new greenfields land (1400ha minimum), a total of 3270ha. This provides for 109ha/per year for 30 years. These targets will be subject to a similar audit process as for residential greenfield land, to give the number of ‘years of supply‘.

27_ Addendum Table 2 shows the indicative process for auditing land supply targets. This process may be refined over time to meet requirements. The principle is to convert dwelling and business floor area requirements to gross land area required, based on planned densities, and to compare this to land supply at the time of each Annual Implementation Update. Land supply is converted to ‘years of supply’ based on the expected rate of delivery.

Addendum Table 2 Indicative Process for Auditing Land Supply Targets

* The combined total of dwellings in the ‘unconstrained’ and ‘zoned serviceable’ categories is 100,000 which equates to the anticipated dwelling growth in the 2012-21 decade. The total supply of land ‘in the planning pipeline’ is to be capable of accommodating up to 190,000 dwellings in the second decade. This is to provide for up to 70% of the anticipated 170,000 required new dwellings inside the 2010 MUL and up to 40% outside the 2010 MUL (see Figure D .7 of the High Level Development Strategy) .

Refining Greenfield Areas for Investigation and the Location of the RUB

28_ The Annual Implementation Update will provide the opportunity to report on investigations into the appropriateness of providing for the development of Greenfield Areas for Investigation shown on Maps D.1 and D.2 in the Development Strategy. Through this process, the settled location of the Rural Urban Boundary (RUB) can be reported.

29_ The eventual location of the RUB in and around Greenfield Areas for Investigation will need to provide sufficient land to supply the number of dwellings shown in Chapter D: Auckland’s High Level Development Strategy, and a minimum of 1,400 hectares of business land.

30_ It is anticipated that further investigation will prove some of the areas covered by Greenfield Areas for Investigation to be unsuitable for development. The Greenfield Areas for Investigation should prove large enough for parts of them to be discounted as inappropriate for development, without requiring new areas to be investigated.

33_ Section 79(3)(c) of the Act states that the Auckland Plan will ‘enable coherent and co-ordinated decision making by Auckland Council (as the spatial planning agency) and other parties to determine the future location, and timing of critical infrastructure, services and investment within Auckland in accordance with the strategy’.

34_ Alignment has to be actively pursued internally and with the partners, and will only be possible if a process is in place to regularly assess the degree of alignment, declare variations, and put actions in place to resolve them. The process audit requires all the responsible organisations and divisions within them to review their processes and prepare an annual variation statement, declaring variations and setting out action plans to achieve resolution.

35_ A critical aspect of alignment will be the extent to which the Auckland Council and each of its partner organisations achieve the strategic directions and directives of the Auckland Plan. Key aspects of alignment are:

• alignment of the Long Term Plan, including intentions of the CCOs

• regulatory plan alignment with Operative District Plan and Unitary Plan

• wider Council strategy and policy alignment

• alignment with central government direction and funding

• alignment with infrastructure and service provider intentions

• alignment with developer and delivery agency intentions

• alignment with community and Non-Governmental Organisations.

36_ The process audit, unlike the content audit, is not intended to focus on particular projects or actions, but on the way in which the Auckland Council and its key partners are working to achieve the wider outcomes of the Auckland Plan. The process audit will draw on existing reporting mechanisms and systems (for example, the Regional Land Transport Programme (RLTP) process), to improve alignment. New systems may be required where adequate systems do not exist.

Figure 3 Annual Implementation Update Process

6 .2 Content Audit

37_ Addendum Tables 3 to 6 in this Implementation Addendum form the starting point for effective implementation. They contain actions arising from each chapter of the Auckland Plan. These range in scale and level of detail from critical infrastructure projects to specific actions. The tables are:

• Addendum Table 3 – Major Infrastructure projects that support the development of Auckland

• Addendum Table 4 – Priority locations – capital expenditure

• Addendum Table 5 – Capital expenditure – other organisations and agencies

• Addendum Table 6 – Actions table.

38_ The content audit requires Auckland Council to review progress on and alignment with major infrastructure projects, priorities, timelines and actions in the tables, and prepare an annual variation statement, declaring variations and setting out action plans to achieve resolution.

41_ The contents of Addendum Tables 3 and 4 are qualified, in that:

• they provide indicative costs only, and will be subject to further refinement

• they only include capital costs

• they have not identified the extent to which the funding required is available within existing budget programmes

• they do not yet identify the amount of central government funding in projects where funding will be shared and where funding will be subject to successful business cases being made that show how projects will contribute to central government’s broader policy objectives.

42_ The costs are included in the tables to give an indication of the range and scale of projects to be funded to achieve Auckland Plan outcomes. The detailed costing and prioritisation of projects within the first 10 years in particular, will be the subject of constant review by the Auckland Council and its partners. The Auckland Plan sets the strategic direction for 30 years, while the principal funding instruments of the Council, such as the Long Term Plan, will determine what is affordable and what can be achieved in the first 10 years. Long-term plan alignment and alignment with other partners’ intentions will be the focus of the Annual Implementation Update.

43_ Addendum Table 5 – Capital expenditure – other organisations and agencies – is not an exhaustive list of capital expenditure proposed by all the other Auckland partners. At the time of the adoption of the Auckland Plan it includes figures for the three Auckland District Health Boards’ capital intentions for the three financial years commencing 2011, and information on Ministry of Education funding.

44_ Addendum Table 6 – Actions table – shows a full list of the actions arising from all chapters of the Auckland Plan.

• a range of mechanisms to achieve urban re/development in line with the Auckland Plan

• new funding and investment tools to deliver the Auckland Plan

• policies that seek to use existing tools more efficiently, particularly in the early years

• better ways to share information with delivery partners.

48_ An important part of the Annual Implementation Update process will be a requirement to consider the use of new tools or the better use of existing tools where outcomes are not being achieved.