Auckland's Vision

Auckland's Development Strategy

59_ This section describes what we need to do to prepare for the challenges that lie ahead, and to take advantage of Auckland’s opportunities.

60_ Auckland’s vision is to be the world’s most liveable city. The framework above sets out how this vision will be achieved.

• the seven aspirational outcomes describe what Auckland will be like in 2040 and define the vision
• the six transformational shifts describe the level of change required to achieve those outcomes
• the six principles will guide everything we do and ensure that we make decisions that are balanced, transparent, sustainable and consistent
• the 13 strategic directions are the specific areas of focus that will drive the development strategy (see Section D), and the outcomes that define the vision.

61_ The following aspirational outcome statements describe living in metropolitan and rural Auckland in 2040, based on the direction set out in this Plan. Achieving these outcomes will require commitment, investment and collaboration from all Aucklanders.

A fair, safe and healthy Auckland

62_ Auckland is a strong and equitable society. Social and economic disadvantage has been significantly reduced, particularly for children and young people. Strong whānau and family units sustain our resilient communities. Participation in civic activities, recreation, and sport is widespread and supported by an excellent range of public services, parks and sporting amenities. Our housing is of high quality and the incidence of health problems arising from damp, cold, overcrowded and inadequately insulated living conditions has reduced significantly. Auckland is well prepared for the risk posed by natural hazards and the effects of climate change.

A green Auckland

63_ Our waterways and coastlines are clean and full of life. Our air is healthy and we have sustainable rates of water consumption, greenhouse gas emissions, and waste production. Many Aucklanders prefer to use public transport, and our energy supply is resilient and sustainably sourced. Biodiversity is abundant on private land, in our network of parks, and in protected areas of native bush and wetlands. We have developed new industries in leading-edge, green technology.

An Auckland of prosperity and opportunity

64_ Auckland is renowned for technological innovation and the ability to commercialise research ideas. It is home to many flourishing small- and medium-sized enterprises, and a welleducated, highly skilled workforce. While the City Centre’s role as Auckland’s economic and cultural heart is stronger than ever, high-quality employment opportunities are found across Auckland. Connections between our businesses and the rest of the world are strong: they are enhanced by the relationships and skills of new migrants. There are opportunities for all Aucklanders to participate in our vibrant, strong-performing economy.

A well-connected and accessible Auckland

65_ Auckland’s infrastructure is well planned and up-to-date, and meets the needs of its communities and the economy effectively. Businesses move freight around the region efficiently, using an integrated roading and rail transport system. Our sea and air ports play a crucial role in New Zealand’s export economy, and our telecommunications network is one of the most advanced in the world.

A beautiful Auckland that is loved by its people

66_ Auckland is one of the most beautiful cities in the world. It has vibrant urban areas that are full of character, stunning coastal areas that abound in recreational opportunities, and highly productive rural areas that make a significant contribution to our exports, and offer great lifestyle options. Auckland communities take pride in their surroundings and work together to create places they value. They take pleasure in sharing the city with visitors.

A culturally rich and creative Auckland

67_ Arts and culture flourish in Auckland. Our institutions are known worldwide for their excellence, and are major tourist attractions. Local arts and cultural events on offer in Auckland, enjoy high levels of participation and attendance, and help strengthen our communities. Aucklanders’ creativity and innovation is evident in our arts and the export earnings of our creative industries. Quality sporting parks and facilities support high levels of year-round participation, from elementary to elite level.

A Māori identity that is Auckland’s point of difference in the world

68_ Māori culture and identity is celebrated by all Aucklanders and is our point of difference in the world. Te Tiriti o Waitangi/ Treaty of Waitangi is appropriately recognised and given effect with Māori in Tāmaki Makaurau exercising their rangatiratanga/self-determination. The mana of Tāmaki Makaurau iwi and hapū is enabled and recognised in their customary kaitiaki role. Māori values are integrated into planning, decision-making, and operations. Māori are empowered, and enjoy a high, safe standard of living, across the social, economic and cultural spectra.

69_ Our vision will not be achieved by incremental change. Transformational change is needed, and this requires a commitment to a better future from all Aucklanders. The six transformational shifts we need to make are:

1. Dramatically accelerate the prospects of Auckland’s children and young people

70_ Auckland performs relatively poorly when compared to other OECD cities on indicators relating to youth unemployment, teenage pregnancy, child abuse, suicide, youth offending, cannabis use and hazardous drinking. A focus on our children and young people is fundamental to making Auckland the world’s most liveable city. Education and learning, healthy and affordable housing, and improved opportunities to participate in sport, art, recreational and cultural activities are all key to transforming the prospects and general well-being of our children and young people.

2. Strongly commit to environmental action and green growth

71_ Our stunning natural environment and our ability to access it relatively easily, is one of the reasons Auckland ranks so highly on international quality of life surveys. But the health of that environment, and its biodiversity, is deteriorating. Air pollution, soil degradation, the poor state of many of our waterways, and declining fish stocks are some of the pressing environmental problems we face. A fundamentally different approach to the way Auckland will grow and develop is required. We will protect and restore our environment, and respect its values. This Plan sets an aspirational target to make a 40% reduction in greenhouse gas emissions (relative to 1990 levels) by 2040. Joining the global shift towards green growth is essential to achieving our environmental and economic goals.

3. Move to outstanding public transport within one network

72_ The congestion on Auckland’s transport network will increase as the population grows. Unchecked, this will have a negative impact on our economic performance and our quality of life. Addressing this congestion requires a transformational shift towards far greater use of public transport and a stronger focus on planning, developing, and operating the entire transport network as an integrated system.

4. Radically improve the quality of urban living

73_ Although there have been improvements in recent years, much of our built environment does not match the stunning beauty of our natural environment. Despite many beautiful parks and some high-quality urban areas, too many of our public buildings, public spaces, streetscapes, commercial and residential areas are not as attractive or as well designed as they should be. Consequently, they detract from the everyday experiences of Aucklanders. Reversing this and ensuring that our built environment, including our historic heritage buildings, becomes as renowned as our natural environment, will require sustained, radical improvement in the way we plan, design and build urban Auckland.

5. Substantially raise living standards for all Aucklanders and focus on those most in need

74_ Ongoing improvement to living standards in Auckland is inhibited by New Zealand’s relatively poor economic performance compared to other OECD nations. Improving our economic performance will greatly enhance our ability to address the growing socio-economic inequalities in Auckland. A substantial improvement in educational attainment and an increased focus on exports, rather than domestic consumption, are critical: these will lead to a transformational uplift in incomes for all Aucklanders.

6. Significantly lift Māori social and economic well-being

75_ The treaty settlement process is a key means of improving the economic and social well-being of all Māori. Outcomes for Māori in areas such as health, education and income levels often do not compare well to those for the population as a whole. Auckland will enable all its citizens to reach their potential, and there will be focused effort in areas of high need. Public and private sector partnerships will enhance the capacity of Māori to drive economic growth, and improve the living standards and social well-being of Māori and all Aucklanders.

76_ Aucklanders support the following set of principles to guide decision-making regarding the future of Auckland. Applying these principles will ensure the decision-making processes and actions contribute to a successful Auckland.

Work together

77_ Work collaboratively on the priorities identified in the Auckland Plan. Recognise the interdependence of projects, programmes and initiatives.

Value te Ao Māori

78_ Acknowledge the special place of mana whenua and enable their participation in decision-making. Build lasting, reciprocal relationships with Auckland’s Māori.

Be sustainable

79_ Ensure that our short-term decisions enhance our long-term prospects, and build our resilience to changing local and global conditions that may impact on the economic, environmental, social and cultural well-being of Auckland.

Act fairly

80_ Consider the needs of all groups in the community, to ensure that all Aucklanders can participate equally.

Make the best use of every dollar spent

81_ Act prudently and commit to projects and initiatives that achieve the best value result without compromising quality or affordability; or stifling creativity and innovation. Focus on achieving long-term benefits and intergenerational equity.

Be affordable

82_ Make Auckland both a quality and affordable place, including affordable housing, transport and other costs of living, and doing business, so that people have the choice to live, work and invest here.

Check progress and adapt to improve

83_ Monitor and evaluate every initiative to ensure we move in the right direction. Adapt to continually improve the way we are working to achieve Auckland’s vision.

84_ Taken together, these principles represent an eco-city approach (see Figure C.1) and demonstrate Auckland’s strong commitment to resource conservation, waste minimisation and the preservation of biodiversity and the natural environment. The eco-city approach is central to Auckland’s aspirations to enhance its liveability and generate new and sustainable economic opportunities. It is also consistent with traditional mātauranga Māori and tikanga understanding around sustainable living, and while it has a strong focus on the natural environment, it is closely linked with the idea of a greener urban and rural economy. In this sense ’environment’ is broadly defined to include climate change, energy, and other natural resource use, as well as the rehabilitation and protection of the natural environment.

85_ The 13 strategic directions of this Plan will help Auckland achieve its vision for 2040, the outcomes we want to achieve, and make the transformational shifts needed. Together they describe how Auckland will grow and change in terms of its social, cultural, economic, environmental and physical dimensions.

The strategic directions are defined in more detail in the chapters that follow. Each chapter includes:

• priority focus areas
• specific directives for each priority area
• a group of actions (set out in the Implementation Addendum)
• measurable targets that will enable us to monitor progress.

FIGURE C.1 ECO CITY