Whakatinana i te Mahere o Tāmaki Makaurau 2050 Implementing the Auckland Plan 2050

The Auckland Plan 2050 sets out a long-term vision for Auckland to thrive and succeed over the next 30 years.

Making this happen will need the investment and action of:

• central and local government
• mana whenua Hapū and iwi with ancestral relationships to certain areas in Tāmaki Makaurau where they exercise customary authority.
• the private sector
• institutions and non-government organisations
• Auckland's communities.

We must work together and innovate, try new approaches, experiment and do things differently to bring about transformational change.

Working together to implement the Auckland Plan 2050

Auckland Council has developed the Auckland Plan 2050 with, and on behalf of, all Aucklanders.

Auckland now has a shared responsibility for implementing it.

Who needs to be involved

To an extent, all Aucklanders will play a role in shaping and delivering a better future for Auckland.

Several key groups and organisations play critical roles in achieving the outcomes and directions of the plan, through their knowledge, investment and actions:

• mana whenua have an enduring role as  kaitiaki Trustee, custodian, guardian.  of  Tāmaki Makaurau The Māori name for Auckland. Translates to Tāmaki desired by many.
• advocacy groups influence and shape strategic choices and decision-making
• Auckland's businesses not only deliver the goods and services Auckland requires, but they create opportunities for social, economic and environmental change
• Auckland's many non-government and not-for-profit organisations play a key role in delivering social, economic and environmental outcomes
• local and community organisations deliver on-the-ground initiatives tailored to meet their community's needs
• infrastructure The structures, systems and facilities that support daily life such as water supply, roads and communications, including social infrastructure.  providers must deliver expected services while contributing to strategic priorities such as supporting growth, reducing emissions and enhancing the environment. This is particularly important as infrastructure has a long-term impact on how we live
• central government sets policy and legislation, provides funding and resources, and delivers essential services that impact on Auckland
• Auckland Council contributes to Auckland's future through its planning, funding, regulatory, advocacy and facilitation functions.

How we can all work together effectively

Broadly speaking, successful implementation depends on:

• good relationships among partners and stakeholders
• strong alignment in planning and investment
• effective coordination and agreement
• taking up opportunities to innovate and do things differently.

More specifically, we need to ensure that:

• shared investment programmes are developed and underpinned by robust information, analysis and monitoring of Auckland's growth and change
• initiatives, strategies, or programmes of work deliver on multiple outcomes wherever possible, to get the best value for money from collective investments
• previous successes, investment and efforts are not wasted and that we work together to leverage and build on what we can to avoid duplicating effort and wasting resources.

How Auckland Council contributes to the Auckland Plan 2050

Auckland Council is committed to working effectively to help deliver the long-term directions outlined in the Auckland Plan 2050.

There are many ways it does this, some of which are set out below.

Alignment of council planning and activities

The Auckland Plan 2050 provides a basis for aligning Auckland Council's:

• implementation and regulatory plans
• policy development
• funding programmes
• internal operations and investments, including that of its council-controlled organisations (CCOs).

The council also helps deliver the Auckland Plan by developing and implementing regional, sub-regional and local  spatial planning A form of planning for cities, regions or countries that seeks to provide long-term direction for development and the achievement of social, economic, cultural and environmental well-being.  approaches and rules.

These are supported by strategies and policies that focus and deliver on the high level social, cultural, economic and environmental objectives of the plan.

Auckland Council's  long-term plan  (LTP) is its mechanism for funding initiatives and work programmes in support of the Auckland Plan 2050.

Elected representatives make decisions for the coming 10-year period on what will be funded and when funding will be available, and how much ratepayers, residents and users will contribute to delivering on different outcomes in the Auckland Plan 2050.

Having a clear plan of Auckland Council's spend on infrastructure, community facilities, transport, environmental, cultural, economic and social programmes also enables the council to work with central government on how, when and what they will contribute to Auckland's development.

The Infrastructure Strategy requires Auckland Council to identify issues facing our infrastructure over the coming 30-plus years. We are also required to project funding requirements over this period to support our communities and respond to long-term challenges.

The funding projection helps the council and our communities to understand the long-term investment that infrastructure requires and respond to long-term challenges.

Auckland Council uses a number of tools to fund and finance its contribution towards delivering the plan's outcomes. The key tools are:

• property rates
• debt
• contributions from developers
• charges for water and wastewater
• charges for other specific services.

The council's financial strategy details how these tools enable investment while maintaining a focus on ratepayer affordability, efficiency in delivery and prudent borrowing.

Auckland Council, central government and others continue to investigate new approaches to funding and financing. These include:

• use of market and incentive-based tools
• efficient and flexible pricing of infrastructure and service delivery
• demand management The adoption of a variety of tools, such as pricing and the provision of information, to encourage more efficient use of transport and other forms of infrastructure.
• private sector participation.

Auckland Council will continue to use funding and financing tools available within existing legislation, and may seek legislative change to expand the range of funding tools available.

Legislation that enables a regional fuel tax came into effect in June 2018. Initially available only in the Auckland region, the fuel tax provides a funding tool for regional councils to raise revenue to fund transport projects that would otherwise be delayed or not funded. Within Auckland the regional fuel tax runs from 2018 to 2028.

Read more about the council's financial strategy.

The Auckland Plan 2050 was adopted in June 2018.

The plan is a 'living plan' that will evolve to address emerging or changing issues, as well as reflect updated data and evidence.

As local, national and international conditions and circumstances change and affect Auckland, the Auckland Plan will need to adapt.

New and revised data, links to new government or Auckland-based policy, and examples of delivery programmes and innovative projects will be added periodically so that it remains up to date and relevant.

This approach of creating a 'living plan' will not change the strategic direction, but will allow it to remain current and relevant.

Major issues or disruptions may require changes to parts of the plan, possibly all of it. Any changes to the plan's direction would need formal consultation.