Sustaining the Auckland Region Together

Presentation to NZSSES on Governance and Sustainability – National, Regional

and Local

15 September 2006

Purpose of today’s START briefing

• Background

• Who’s involved

• What we hope to achieve

• Why we’re doing this

• General approach

• What the framework does• Relationship with other

strategies

• Important process points• A 100-year view• Key messages• Prototype framework• Goals• Principles• Process

Background : How did START start?

• Long-term Framework project was identified in the NZ Sustainable Development Programme of Action (January 2003)

• All the workstrands were endorsed by the Council’s and had a strong connection to the CEO’s Forum

Background : How did START start?

The Long-Term Framework development :

• presented to the Auckland region CEOs Forum for endorsement in 2005 but originated in the wider Sustainable Cities work

• concentrated effort commenced late 2005

• recently renamed as START – Sustaining The Auckland Region Together

Who is involved in START?

START is a collaborative approach involving:

• All eight Councils in the Auckland region– CEOs Forum & Mayoral Forum mandated

– START Councillors’ Reference Group, under the Regional Growth Forum

– Regular reporting to all Councils

Who is involved in START? (con’t)

• Central Government – Deputy Secretaries associated with CEO Forum, GUEDO Office (MfE, MED, MSD, DIA) in particular

• Key experts and stakeholders identified across business and a range of academic & industry experts

What we hope to achieve

• A Framework of high-level sustainability principles and objectives

• A package of prioritised responses, including:a. Identification of long-term directions for the region

b. How existing strategies contribute/relate

c. Methods to adapt business-as-usual (e.g. LTCCPs)

d. Catalyst projects

• A forum for continued regional engagement to advance responses, gain knowledge, and debate choices

Why are we doing this?

• Building on momentum of other programmes• Local Government Act responsibilities

In taking a sustainable development approach, a local authority should take into account–

(i) the social, economic, and cultural well-being of people and communities;

(ii) the need to maintain and enhance the quality of the environment; and

(iii) the reasonably foreseeable needs of future generations. LGA 2002, s 14(1)(h)

And why now?

• Major sustainability challenges on the horizon• Establishing capability to deal with significant

risks to the future of the Auckland region

energy supplyenergy supplyclimateclimate changechange population growthpopulation growthresource useresource use

We don’t know all the answers, but we need to start asking the questions.

What a long-term framework will do

• Set a shared direction for the region’s long term sustainable future

• Define the priorities for the Regional Growth Strategy review & other regional strategies

• Address the significant scale of investments in infrastructure across the region

• Better align national, regional & local agencies and their decisions

Relationship of START with other strategies

Regional/ Auckland Strategies

Implementation

Tools

Spatial (RGS)

AREDS RLTSOther

Strategies

LG(A)AARPS/DP

Other Plans,

Regional & District

Other - e.g. A role in property

Metro Project

Auckland Transport

PlanOther Other

Sustainable Transport

Plan

Sustainable Auckland FrameworkConsisting of a vision, principles and end state goals

National Strategies

Important process points

• Building on a range of initiatives/opportunities already underway

• Partnership between local, regional and central government to achieve better alignment across decisions

• Engaging experts and stakeholders in key processes and events

• Processes for iwi, business and wider public engagement are being developed

“We can’t solve problems by using the same kind of thinking

we used when we created them.” Albert Einstein

A 100-year view

• START is framed within a 100-year view

• This does not mean we’re making plans for 2106

• Rather, it’s about framing our choices now, and in the immediate future, in terms of the 100-year consequences

• Emphasis turns to what we value – for ourselves, and for future generations

A 100-year view: looking back to look aheadHigh level of influence

Low level of influence

21061906today

Choices and consequences

Patterns and trends

Backcasting

Forecasting

Key messages

• Choices we make today have lasting consequences

• If we want a resilient future, business as usual is not an option: ~ 30 years to turn things around

• “Over the past 50 years, humans have changed ecosystems more rapidly and extensively than in any comparable period of time in human history”

• “The ability of the planet’s ecosystems to sustain future generations can no longer be taken for granted”

Millennium Ecosystem Assessment, 2005

A Prototype Framework

START’s Sustainability Goals

• Resilience – building systems to support our day-to-day living which can deal with uncertainty and cope with the shifts and shocks that we will face in the future

• Prosperity – being rich in the things we need to be happy and content

• Liveability – people find it easy and enjoyable to live here

• Ecology (living with nature) – taking more care of the living systems which support us, and passing them on to future generations in better shape

START’s Sustainability Principles

Resilience adaptabilityrobustness

diversity

Prosperityeconomic viability

opportunityinnovation

Liveabilityequity

amenityinclusion

Ecologystewardshipprecaution

renewal

Process - accountability/good governance, knowledge/ learning, leadership, connectivity and interdependence

Steps in the START process

Scoping Forces of Change working papers

Visioning

Exploring

Implementing

Presentation

Expert Groups and theme papers

Integration Charrette23-25 August 2006

Report back to RGF, Councils, agenciesNovember 2006