Low Carbon Auckland. Auckland s Energy Resilience and Low Carbon Action Plan Toitū te whenua, toitū te tangata July 2014

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1 BC3145 Low Carbon s Energy Resilience and Low Carbon Action Plan Toitū te whenua, toitū te tangata July 2014 Find out more: phone or visit

2 Mayor s foreword The Plan lays the foundation for s transformation into a highly energy resilient, low carbon city through a focus on green growth. It sets a bold target of reducing greenhouse gas emissions by 40 per cent by That was my position in our discussion document on how we could achieve this target and nothing has changed. We have now worked with over 150 committed businesses and organisations in a number of workstreams through an intensive time, focusing on the transformation areas you will see in this action plan. These workstreams have developed a plan for for all of us, whether your focus is business, personal or community effort. Now we begin the task of making that plan a reality. The council will lead by example but there are many leaders in this field in, and through working together we will make substantial progress. We know that achieving this target will do more than just reducing some abstract amount of carbon dioxide in our atmosphere. It will give our children cleaner air and better quality houses. It will also encourage and support the huge range of industries and technologies that are emerging to meet this high resilience, low carbon challenge. This means more employment for, and more giant strides towards being the world s most liveable city. Now is the time. Mayor Len Brown P a g e 2

3 Steering Group The Plan committed Council to develop, together with key industries and partners, a strategy for transitioning to a liveable, low carbon future. The Steering Group was established in early 2012 for that purpose. We represent industry, non-government organisations and academia, supported by officials from Council and its council-controlled organisations. The Mayor chairs a separate Advisory Group to oversee our work. From its inception, Low Carbon has been conceived as a plan for, not an Council plan. It is not limited to the actions the council intends to make the world s most liveable city. To develop it, we established a number of workstreams, drawing on the wisdom and experience of over 150 people, firms and organisations. Many of the people and businesses of were already taking the initiative to reduce their impact on our physical environment. We therefore had much existing work on which to draw. While the long-term (30-year) vision of an energy resilient and low carbon is clearly set out in this action plan, the plan can only provide a rough sketch of the actions needed to achieve that vision. The world is dynamic and new technologies, approaches and opportunities will arise. We will continue to identify, research and monitor such changes to ensure we are highly informed and responsive to new and emerging issues. One thing we are sure of is that there is no silver bullet that will secure the vision. Rather, action across a wide range of fronts from how families heat their homes, through to the application of multi-billion dollar clean technologies, to everything in-between will be needed. We recognise that many people are already taking responsibility and making a difference in developing an energy resilient and low carbon. But it would be a mistake to simply publish the plan and hope. The multi-faceted, multi-player and multi-action nature of the transformations outlined in this action plan will require ongoing stewardship if they are to happen. It must continue to grow and develop through time. We commend the action plan to you. P a g e 3

4 Executive summary has a vision to become the world s most liveable city. Energy resilience securing sustained access to clean, efficient and affordable energy and reducing our greenhouse gas (GHG) emissions are critical to this vision. A fast-growing population, climate uncertainty, scarce resources, volatile fossil fuel prices and dependence on imported energy are just some of the challenges and opportunities that call for decisive action and innovation. Transport and electricity account for around two-thirds of s emissions. Unless we intervene, our emissions could increase by 46 per cent by 2025 and energy use by 65 per cent in The Plan s aspirational target is to achieve a 40 per cent reduction in GHGs by 2040 (based on 1990 levels). To reduce GHG emissions emissions by around 5.3 million tonnes, must transform from a fossil fuel-dependent, high energy-using, high waste society to a mobile, quality, compact city. Low Carbon envisions a city with a prosperous eco-economy powered by efficient, affordable, clean energy and using sustainable resources. This action plan sets out a 30-year pathway and a 10-year plan that will guide the first stage of the city s transformation towards this low carbon, energy resilient future. It identifies five key areas: 1. the way we travel 2. the way we use and generate energy 3. our built environment and green infrastructure 4. Zero Waste 5. forestry, agriculture and natural carbon assets. Achieving the interim targets in this plan demands a significant shift from business as usual. Key actions include reducing the demand for travel and fuel consumption through encouraging active modes of travel and public transport use, switching to alternative fuels, accelerated uptake of local renewable energy generation, smart grid networks and sustainable homes and buildings. New initiatives planned include trialling a warrant of fitness for rental properties, a city-wide organic waste collection scheme and an enabling regulatory framework in the Unitary Plan cost effective solutions. The actions will also provide benefits for our environment, including reducing emissions to air, land and water, and the economy and our overall wellbeing. Innovative funding models will also be required to generate finance for these activities. This is a plan for and we all have an important part to play. Whether at work, studying or at home, the decisions we make on a daily basis will determine what our collective carbon future looks like. It is not a static document. The plan must be flexible and responsive to the challenges and changes that emerge, and be regularly reviewed. We encourage communities, businesses, industry, and government to consider this plan as dynamic, facilitating ongoing engagement and collaboration. P a g e 4

5 Contents 1 Introduction Delivering on our commitments How does compare? Strategic context Playing our part New Zealand s Emissions Trading Scheme The way forward s pathway to Our daily decisions will make the difference Where we want to be in A 10-year action plan A summary of actions Taking action Transforming the way we travel Transforming the way we use and generate energy Transforming our built environment and greening infrastructure Transforming to Zero Waste Transforming forestry, agriculture and natural carbon assets Delivering on this plan Governance Engagement and involvement Monitoring and reporting our progress Appendices Targets Acknowledgements Glossary P a g e 5

6 Together we can - Mā tō rourou, mā taku rourou ka ora te iwi: use energy more efficiently provide cleaner, more reliable and affordable energy improve energy planning modernise our energy transmission and distribution systems foster the greening of our built environment boost native biodiversity and grow more kai make walking and cycling safer and more convenient improve and expand public transport infrastructure and services reduce air pollution reduce waste by not generating it increase the resources we recover from the waste stream use smaller amounts of resources to produce the same products, services and lifestyles connect with the stories and cultural landscape of Tāmaki Makaurau create resilient communities through better public information and engagement. P a g e 6

7 Reducing our environmental impact has just become a part of what we do Maree Stavert Principal, Henderson Valley Primary School...timing is everything and people are ready. Ngarimu Blair Spokesperson, Ngāti Whātua Ōrākei If you don t get on the bus now, you might have to a fight for a seat later on. Karl Satchell Sustainability Engineer, War Memorial Museum It's no longer a matter of 'whether' we're going to make a transition to a low carbon future, it's 'how'. That's why cities like ours are taking leadership on all around the world." Sam Dyson Field Director, Generation Zero.it s just common P a g e sense to look after the earth..[as a Green 7 Guardian] I feel like I m actually doing something. Barjonah Buxton - Pupil, Henderson Valley Primary School It s all about making the most of networks within the community and the fantastic energy of local people. Suzanne Kendrick Grey Lynn 2030

8 1. Introduction - Kupu whakataki s vision is to be the world s most liveable city. Reducing greenhouse gas (GHG) emissions, and improving the efficient use and access to secure, clean and affordable energy are critical elements to achieving that vision. They go hand in hand. Through this action plan, will combine growth, development and a higher quality of life with reducing gross GHG emissions by around 5.3 million tonnes 1. s transformation by 2040 will bring far-reaching benefits and opportunities for our economy, our environment and our overall well-being. These include: cleaner, greener and more walkable neighbourhoods partnering with Māori to practise kaitiakitanga (guardianship) and to leverage Māori assets and knowledge for the benefit of all more efficient land use patterns greener buildings and more warm, dry and energy-efficient homes heated with affordable energy an energy-efficient transport system with greater choice, diversity of fuels and alternative energy technologies efficient development and use of renewable energy including transport fuels greater access to secure and affordable energy supplies reduced vulnerability to volatile fuel prices and potential supply disruptions through becoming less dependent on imported fossil fuels reduced vulnerability to resources becoming scarce through minimising waste, stewardship of products and producing food locally improved air quality, avoiding ill-health and lost productivity, and reducing the cost of public spending on health-related issues profitable businesses through increased productivity and competitiveness an enhanced profile and reputation for as a key export and tourism hub. Achieving our liveability goals will depend on our ability to address future pressures and uncertainties. A growing population, climate uncertainty, scarce resources (including peak oil ), volatile fossil fuel prices, and dependence on imported energy are just some of the challenges and opportunities that call for decisive action and innovation. We must understand how to manage and respond to uncertainty. This will require considerable resilience. Over the next 25 years, global energy consumption is expected to increase by approximately 33 per cent. s projected energy use will increase by around 65 per cent over a similar timeframe. currently spends $5 billion per year on energy. Forecasts indicate that by 2031 we could be spending 10 per cent of our gross regional product on energy nearly double current levels 2. 1 ARUP (2013) Assessing the carbon abatement reduction potential in s Energy Resilience and Low Carbon Action Plan: Technical Report. Client Report for, New Zealand. 2 Plan (2012), New Zealand. P a g e 8

9 Three factors underpin these trends. The first is a growing population that will increase total energy use. The second factor is rising energy prices. Lastly, our energy use per person may not reduce because our more affluent lifestyles and growing economy are cancelling out improvements to the energy efficiency of our buildings, vehicles and industrial processes. Future increases in household energy use and/or increases in energy prices present the risk of more ers being unable to adequately heat their homes in winter, or finding it difficult to afford a quality lifestyle. In order to become one of the world s most liveable cities, must transform from a fossil fuel-dependent, high energy-using, high-waste society to a highly mobile, quality, compact city a city typified by sustainable resource use and a prosperous eco-economy, and powered by efficient, affordable clean energy. A visionary plan in a dynamic world We live in a complex, dynamic world where our increased knowledge and understanding is resulting in innovation, creative solutions and the development of advanced technologies. It is essential that the decisions and investments we make in the short-term support rather than inhibit a better future. The actions we take need to guard against locking-in high carbon growth or infrastructure, creating obsolete assets or limiting access to future options. A visionary approach called foresighting has been used to develop this plan. Foresighting generates big picture, future thinking and an understanding of the scale of change required. It has enabled a what is possible approach rather than what is likely. The process started with defining what the successful outcome sought is, then stepping back decade by decade to the present day and asking the question: what do we need to do to deliver on that outcome? This action plan sets out a 30-year pathway with a 10-year itemised plan of action that will guide the first stage of s transformation towards a low carbon, energy resilient future. Independent technical analysis has ensured this action plan is evidence-based, informed by the most up-to-date information and global best practice; and focuses on the most appropriate responses given the associated risks, costs and benefits. s unique cultural heritage and the principles of Kaitiakitanga (or guardianship ) have been woven into developing the plan and how it will be implemented. This has been facilitated through a Māori working group which has identified issues, opportunity areas and priority actions for Māori. This action plan is not a static document. It must be flexible and responsive to the challenges and changes that emerge, and subject to regular review. We encourage communities, businesses, industry, and government to consider this plan as dynamic, facilitating ongoing engagement and collaboration. Working together This is a plan for. Low Carbon has been developed in close cooperation and collaboration with over 150 representatives from business, community, non- P a g e 9

10 governmental organisations (NGOs) and knowledge institutions under the leadership of a cross-sector Steering Group. Its success demands that this wide range of stakeholders sustain their commitment. Long-term, cross-sector partnerships will deliver coordinated action and investments generated by innovative funding and business models. The multi-faceted nature and scale of this Action Plan, combined with the complex issues it addresses requires new ideas, systems thinking and a collaborative approach by multiple stakeholders operating in a dynamic environment. This in turn demands an innovative approach to ongoing stewardship to fulfil three key requirements: overseeing the implementation of this Action Plan; mobilising social change, and enabling innovation. Please see section 9 for further information. Council has a key leadership role to play and will, for example: put in place the regulatory framework that removes barriers to the uptake of otherwise cost-effective initiatives, for instance retrofitting rental properties be a catalyst for change, leading by example in its own operations and services to stimulate market uptake, for instance in biofuels and electric vehicles advocate for policy options which may be costly to introduce but include substantial cobenefits and over the long term may be more cost effective mobilise funding and investment to stimulate market uptake of emerging technologies (for instance solar photovoltaics), innovation, creative solutions-based thinking, and green growth opportunities monitor and report regularly on progress made against targets engage, involve and provide accurate and accessible information that inspires, enables and empowers individuals, communities and businesses to make low carbon choices. Where the council plays a role in delivery, a full business case will first be carried out to ensure the proposed activity is consistent with the Plan and the council s other strategic objectives. Figure 1.1 Key steps in developing the Low Carbon Action Plan. P a g e 10

11 2. Delivering on our commitments - Te whakapūmau i a tātou herenga The Plan lays out a commitment and foundation for to transform to a liveable, highly energy resilient, low carbon city through a focus on green growth. It sets a bold target of reducing greenhouse gas emissions by 40 per cent by 2040 (based on 1990 levels). Figure 2.1 Plan strategic direction and targets. The scope and scale of potential actions required to deliver on the Plan s aspirational targets are highlighted in Figure 3.1 on page 19. The relative contribution of this action plan in delivering on the target of a 40 per cent reduction is shown in Figure 3.3 on page 20. How does compare? The priorities of energy efficiency, security and resilience; and mitigating climate change are closely related. s largest sources of GHG emissions are transport and electricity, which combined account for approximately two-thirds of our total emissions. Transport is also one of the largest sources of air pollution in. For the rest of New Zealand, emissions from agriculture and energy dominate, and transport accounts for only 20 per cent. s emissions profile is relatively unique internationally, particularly when compared to other similar-sized cities in Australia and North America. This is partly due to the large renewable electricity base, and the high levels of private vehicle usage in. Analysis shows that s GHG emissions increased by approximately 14 per cent (excluding forestry) between 1990 and Projections indicate that unless we intervene, P a g e 11

12 s GHG emissions could increase by up to 46 per cent by 2025, a faster rate of growth than for New Zealand as a whole. This is expected to be driven by s rapidly growing population and associated development, and an economy, urban form and lifestyle which are based on high energy consumption, especially transport and electricity. Figure 2.2 s emissions profile P a g e 12

13 Cities are estimated to account for 80 per cent of global GHG emissions. In response, international cities such as Vancouver and London are leading the transition to a low carbon future. Figure 2.3 A global comparison of s emissions reduction targets There is some debate about how useful it is to rank cities, and if the methods used to calculate a city s GHG emissions are comparable. In other words, are we comparing apples with apples? However, it is important to know how stacks up as we learn to build more liveable, low carbon cities. Our emissions reduction targets place among a number of global leading cities (Figures 2.3 and 2.4), so we have confidence that we are in good company. P a g e 13

14 Figure 2.4 A global comparison of s emissions per person (Tonnes of CO 2 e per person) Strategic context This action plan is intended to deliver on the energy and GHG emissions reduction targets set out in the Plan. It also works with, and contributes to, the outcomes sought in a wide range of other strategies and plans. In particular, the Proposed Unitary Plan, Economic Development Strategy, City Centre Masterplan, Waterfront Plan, Thriving Communities Action Plan, and the Children and Young People Strategic Action Plan. Playing our part s efforts to reduce GHG emissions take place within a framework of increasingly stringent international policy, in addition to national targets, economic drivers and market pricing signals. New Zealand has committed to a long-term goal of reducing New Zealand s net emissions to 50 per cent of 1990 levels by 2050, as well as a short-term target of 5 per cent below 1990 levels by The Plan commits to working towards a 50 per cent reduction by 2050, which aligns with the national long-term target, and sets a short-term target of a 10 to 20 per cent reduction. The plan demonstrates the key role has to play in contributing to New Zealand s efforts to curb global GHG emissions. The New Zealand Energy Strategy and Energy Efficiency and Conversation Strategy also set aspirational targets for increasing renewable electricity generation (90 per cent by 2025) and the direct use of renewable resources. P a g e 14

15 A range of external factors could inhibit the goals of this action plan, for example: current low landfill costs which offer little incentive for minimising waste relatively high cost and limited availability of electric vehicles and limitations to current battery technologies. Or conversely, support its goals, for example: significant increases in the price of fuels and car parking make use of public transport comparable in cost to car travel reprioritising transport funding to support public transport wider exposure to a higher cost of carbon under the New Zealand Emissions Trading Scheme that facilitates a transformational improvement in energy efficiency and the adoption of low carbon technologies. New Zealand s Emissions Trading Scheme A direct and immediate economic cost is incurred on GHG emissions through emissions trading schemes that put a price on carbon, both in New Zealand and overseas. New Zealand s Emissions Trading Scheme (NZETS) is the Government s primary mechanism to achieve low-cost national emissions reductions. This plan proposes a range of complementary measures to work alongside the NZETS to deliver on national and targets. Recent changes to the NZETS, aimed in part at protecting the international competiveness of New Zealand industry, have reduced its effectiveness. This is compounded by flagging carbon markets, and carbon prices which are at an all time low. They are far below the price levels needed to bring about widespread behavioural change, to encourage industries and consumers to adopt measures such as energy efficiency and low carbon technologies. P a g e 15

16 3. The way forward - Te ara whakamua Low Carbon sets out a 30-year pathway to 2040 and 105 specific actions to be completed within the first 10 years. It is structured around five areas of transformation. These are presented thematically and not according to priority. Transforming the way we travel. Transforming the way we use and generate energy. Transforming our built environment and green infrastructure. Transforming to Zero Waste. Transforming forestry, agriculture and natural assets. s pathway to 2040 Essentially, three phases of transformation are required. 1. The first decade involves building the runway, by reducing red tape. A more enabling regulatory framework will allow new and emerging renewable energy generation options to be adopted more easily. Introducing building rating tools and standards will stimulate market demand and greater choice of affordable sustainable buildings. 2. The second decade is where we build on lessons learned and start to gain altitude. Our focus will be on putting into action and widespread adoption. 3. The third decade is where we take flight. This will be characterised by rapid acceleration of action, scale-up of deployment and significant adoption. A series of decade by decade interim targets has been established to guide how this action plan is implemented (Appendix 1) and to help us understand if we are making progress. Achieving these targets will require significant change from business as usual. These transformations are illustrated in Figure 3.2 on page 20. P a g e 16

17 Green growth - HikoTupuranga Matomato: Opportunities for Economic growth that locks in a high carbon future is both undesirable and unsustainable. The path towards a high growth, low carbon eco-economy, supported by green growth is highly attractive. It creates prosperity, enhances our environment and delivers many social benefits too such as new jobs, less poverty and more efficient use of resources. A low carbon economy provides opportunities to develop and bring to the market clean technologies and smart thinking. This has the potential to transform existing sectors and create dynamic new ones. Green growth demands new thinking and a collaborative approach from business, industry, Council and central government. A transformation of this nature will allow to capitalise on and bolster New Zealand s clean and green reputation. has the opportunity to be a world leader through attracting and maximising the growth of innovative and creative businesses. A series of green growth opportunities are woven throughout this action plan including eleven specific actions and which address three elements: Engaging and owning it Building and communicating a shared sense of understanding and purpose to deliver a low carbon, high growth economy. Doing it Building green business capability and accelerating industry, business and research collaboration. Sustaining it Creating skills and jobs needed to grow and innovate (e.g. in knowledge-based, low carbon technologies). What is green growth? Green growth is economic growth that also reduces pollution and greenhouse gas emissions, minimises waste and inefficient use of natural resources, and maintains biodiversity. Green growth places environmental and societal concerns, especially climate change, at the heart of economic planning. The Future is Here: New Jobs, New Prosperity and a New Clean Economy, Greenpeace New Zealand, 2013 Did you know A low carbon economy is the fastest growing market globally. It is estimated that a clean economy could result in a NZ$150 billion high value low carbon export economy by PricewaterhouseCoopers (2009) P a g e 17

18 Our daily decisions will make the difference Whether at work, studying or at home, the decisions we make on a daily basis will determine what our collective carbon future looks like. Our individual carbon footprint is made up of decisions around what we eat, how we travel, whether we maintain and/or retrofit our buildings, how we use energy and what we throw away. So if we estimate the footprint of an average er we find that our daily decisions could amount to emissions of around 13kg CO 2 e per day per person. These 13kg break down in the following way: Figure 3.1 Our carbon contributions Finding ways to engage people and enable them to take ownership of their carbon output is a key factor in delivering s low carbon future. This will be achieved by working directly with our communities, at home, at school and at work, in order to highlight the difference our decisions can make. To find out more about how our daily decisions affect our carbon footprint, see some great examples of leadership in energy efficiency and get some practical advice, go to the Council website. P a g e 18

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21 Projected outcomes of the action plan P a g e 21

22 A 10-year action plan a summary of actions Develop an enabling regulatory framework via the Unitary Plan to support and promote renewable energy generation, energy efficiency measures, and a secure and resilient transmission and distribution. Actively manage the demand for travel. Ensure price signals such as parking and road pricing support travel demand management and quality, compact city development. Introduce the new frequent bus network and electric trains supported by integrated ticketing and fares. Begin to convert the public transport fleet to alternative fuels, electric vehicles or ultra low emission vehicles and stimulate widespread market uptake for fuel switching. Improve transport efficiency to reduce how much fuel we consume. Diversify energy generation options, focusing on an increased uptake of local renewable sources such as solar and wind. Mass market and integrate smart grid networks, building and appliance technologies citywide, driving energy efficiency gains. Facilitate the design and construction of more resource efficient buildings. Plan and develop more people friendly communities and precincts. Stimulate market uptake for sustainable buildings through increasingly stringent new building standards. Stimulate building retrofit in commercial, industrial and manufacturing buildings by marketing and encouraging competition and voluntary commitment. Expand the Retrofit Your Home programme. Trial a warrant of fitness scheme for rental properties. Introduce an -wide household recycling system, integrating organics collection. Establish innovative funding models for generating finance for these activities, and improve our access to capital via public-private partnerships, incentives and enabling regulation. 22 P a g e

23 Taking action Kia tū te mānuka This section expands on the pathway to 2040 by providing more detail and setting out a plan of action for each of the five transformations to be delivered within the first 10 years. This will set on its course to realising its energy resilient, low carbon and ultimately more liveable future. Each pathway shown is indicative and is based on our current knowledge and understanding. So, it is subject to change over time as knowledge and new and emerging technologies develop. Each action is identified as either enabling (E) or delivering (D) emissions reduction. Each action has owners identified as a delivery lead and contributor. This list of owners is not exhaustive and does not exclude additional organisations from participating. 23 P a g e

24 NOW 39 % Low but increasing Small but increasing proportion of hybrid-electric vehicles. Transport contribution to s GHG emissions. Highly dependent on our vehicles and fossil fuels. use of public transport. Transforming the way we travel Reducing the demand for travel Focus growth in centres with good access to public transport. Reduce the number and length of trips. Transport pricing tools, e.g. road pricing, workplace travel planning. Increasing the use of public transport, walking and cycling Introduce new frequent bus network and electric trains. Integrate ticketing and fares. Improve cycling infrastructure. More busways and bus lanes and priority at traffic signals. Construct City Rail Link. Improving transport efficiency to reduce the consumption of fuel Moving away from use of fossil fuels Encourage more efficient vehicles. Enable more efficient freight movement; establish freight consolidation centres. Switch from fossil fuels to clean alternatives. Encourage biofuels and electric vehicles. Rely less on imported fuel. Convert the public transport fleet and public sector vehicle fleet to alternative fuels Develop an electric vehicle charging network. 30 % reduction in vehicle kilometres travelled per person s urban form means fewer and shorter trips are required per person. 100 public transport trips per person per year Public transport is fast and efficient and the transport mode of choice, along with walking and cycling. cycling network will be completed by 2030 Cars will be more efficient % vehicles fleet are electric

25 4.Transforming the way we travel - Te āhua takihi whenua now More and more ers are travelling by public transport, walking and cycling. While traffic growth in has flattened over the past six years, public transport use has increased by more than a third since 2007 and walking and cycling are steadily rising. The foundation for a connected and integrated public transport network is being developed and the proposed Unitary Plan has started to give effect to the Plan s direction of integrating land-use and transport planning outcomes. A small but increasing proportion of s vehicle fleet is hybrid-electric and biofuel blends are available for sale in some locations. Despite this progress, ers remain highly dependent on vehicles as their primary method of transport and today transport accounts for nearly half of s GHG emissions by far the largest source of GHG emissions. Our dependence on fossil fuels also means that ers are highly vulnerable to volatile international oil prices. For example, during there was a 43 per cent ($2.5 billion) increase in spending on imported fuel. Our fossil fuel-dependent transport system generates significant adverse health and environmental impacts equating to $465 million in health costs per year 3 and physical inactivity costs 4 of $405 million per year. The transport system also currently creates inequitable outcomes in terms of health and injury rates. Research shows that road crash injury rates and poor health impacts increase with levels of deprivation, and by ethnicity are highest amongst Māori, and also Pacific children. 5 Where we want to be at 2040 s vibrant, compact, well-designed and accessible urban form is supported by a resilient and integrated transport network, reducing the need for travel; and providing zero carbon transport choices, e.g. walking and cycling. Our transport fleet is efficient, affordable and powered by resilient and sustainable energy sources, including the widespread use of electric vehicles. Public transport is fast, reliable and efficient, and the mode of choice, along with walking and cycling. The transport system readily connects residents to areas of greatest demand and enables Green growth action 1 Undertake research to determine s green growth capabilities (current and potential) and to provide a performance baseline and targets. 3 Emission Impossible et al (2012). Health & Air Pollution in New Zealand Study. Accessed from: 4 Market Economics et al (2013). The Costs of Physical Inactivity Towards a regional full-cost accounting perspective. Accessed from 5 University of (2013). Social and geographical differences in road traffic injury in the region. Accessed from 25 P a g e

26 efficient distribution of freight. Aligning transport funding with the priorities of this action plan has substantially reduced s reliance on private vehicles for travel while retaining an efficient freight system. The transport sector has made a fair share contribution to reducing GHG emissions, which are 49 per cent lower than 2009 levels and accompanied by significant improvements to s energy efficiency, resilience and security. 26 P a g e

27 How will this be achieved? The pathway to ,7 By 2020 By 2030 By 2040 Reducing travel demand Transport and development pricing tools support Travel Demand Management (TDM). Minimum parking requirements removed in areas of intensification. A 10 per cent reduction in vehicle kilometres travelled (VKT) per person.* Further rollout of TDM pricing tools^. Increased per cent of urban growth through urban intensification. A 20 per cent reduction in VKT.* Transport funding largely derived from tools with a strong TDM focus. Most growth through urban intensification. A 30 per cent reduction in VKT.* Increasing the use of public transport, walking and cycling A five per cent cycling mode share. Electrification of rail and Integrated ticketing in place. -Significant expansion of bus lane network. 60 per cent of Cycle Network is completed. On average, an er uses public transport for 73 trips/year. Public transport, walking and cycling becoming 'modes of choice. City Rail Link completed by Rail link to the airport complete by Cycle Network is completed. On average, an er uses PT for 90 trips/year. A 10 per cent cycling mode share. Public transport, walking and cycling are s preferred modes of choice for travel. Targeted expansion of Cycle Network. On average, an er uses PT for 100 trips/year. Improving transport efficiency A 7 per cent and 17 per cent improvement for fuel efficiency of heavy and light vehicles.* Smart travel information and improved engine technologies enabled in freight movement and vehicle efficiencies. Adoption of latest EU emissions standards for new vehicles. A 9 per cent and 33 per cent improvement for fuel efficiency of heavy and light vehicles.* A 5 per cent increase in freight efficiency achieved by load management optimisation. Freight network congestion reduced to levels. Comprehensive freight consolidation centres established. An 8 per cent and 49 per cent improvement for fuel efficiency of heavy and light vehicles.* Completed network upgrades make rail cost-competitive for freight. Vehicle fleet meets world-class emissions and efficiency standards. Alternative fuels 2 per cent of s fleet is electric. # Infrastructure for biofuels and electric vehicles (EVs) rolls out. Three per cent of fuels sold is advanced biofuel. + Nine per cent reduction in fossil fuel sales.** Widespread opportunities to test drive EVs. Early adoption of alternative fuels for public transport. 20 per cent of vehicle fleet is electric. # Seven per cent of fuels sold is advanced biofuel. + EVs enter mass market. Widespread infrastructure for EVs rolls out. Public transport and fleet conversions to EVs and alternative fuels are widespread. 25 per cent reduction in fossil fuel sales.** per cent of vehicle fleet is electric. # 14 per cent of fuel volume sold is advanced biofuel. + Economic growth now decoupled from hydrocarbons Zero emissions from the public transport fleet. 49 per cent reduction in fossil fuel sales.** 6 Air travel is excluded from this strategic action plan. It is assumed that air travel fuel use will be largely governed by international drivers. 7 *based on 2006 levels. **based on 2009 levels. # Including hybrids. + By volume. ^Pending investigations. 27 P a g e

28 What we need to do in the next 10 years Element 1: Reducing the demand for travel Establishing a quality, compact urban form is critical to reducing the number and length of trips and encouraging cleaner, healthier alternatives to driving such as public transport, walking and cycling 8 (see element 2 on page 27). The Unitary Plan will provide a regulatory framework to enable greater levels of intensification in centres with good access to public transport. Removing minimum parking requirements from areas where intensification is sought will take away an existing subsidy for private vehicle travel. Travel demand management tools such as parking, travel pricing, workplace travel planning and ensuring development pays its way can all contribute to reducing the need to travel through creating better price signals. These tools will be progressively introduced over the next 30 years. They will take into account the need to minimise any adverse social equity outcomes and take advantage of technological developments. Transport s Integrated Transport Programme, emphasises that transport networks must be optimised to ensure best value for money from investment. Delivery lead (in bold) and contributors Completion date Status Action 1: Investigate and ensure alignment between transport investment and the outcomes sought by this action plan. (E) Action 2: Update the Integrated Transport Programme to ensure it is consistent with this action plan, including a stronger travel demand management focus. (E) Action 3: Undertake detailed investigation into transport pricing tools with a travel demand management focus and reach an agreed way forward. (E) Action 4: The Unitary Plan enables intensification in areas with good access to public transport as well as encouraging walkable centres and communities. The Unitary Plan supports action on infrastructure improvements. Ensure land use zoning patterns support efficient transport networks, connectivity and reduced reliance on car travel. (E) Action 5: Remove minimum car parking requirements and reduce requirements for off-street parking. (D) Transport, NZTA Transport, NZTA Council Council Council 2015 Started 2015 Started 2015 Started 2016 Started 2016 Started 8 Newman, P. and Kenworthy, J. (2006). Urban Design to Reduce Automobile Dependence. In Opolis: An International Journal of Suburban and Metropolitan Studies 2(1): Article P a g e

29 Element 2: Increasing the use of public transport, walking and cycling Emissions from different types ( modes ) of transport vary significantly. Walking and cycling produce zero GHG emissions while emissions per person from public transport (e.g. buses, trains and ferries) are generally lower than for private vehicles. 9 To further encourage people out of their cars we will have to significantly improve how attractive these modes of travel are compared to private vehicles. This requires realigning transport funding priorities. A number of improvements to s public transport system are proposed in the Plan, e.g. constructing the City Rail Link and rail to Airport. These are supported by an improved public transport network and less costly infrastructure improvements such as an expanded network of bus lanes. By 2040, the intention is that public transport, walking and cycling will be the modes of choice for travel around which will reduce GHG emissions, as well as emissions from other air pollutants. Delivery lead (in bold) and contributors Completion date Status Action 6: Ensure street design standards support walkability. (E) Action 7: Implement new frequent bus network and electric trains that are supported by integrated ticketing and fares. (D) Action 8: Ensure significant improvements to cycling infrastructure, particularly focusing on improving actual and perceived safety, including separated routes and traffic calmed streets. (D) Action 9: Achieve extensive improvements to bus priority measures, e.g. bus lanes, priority at traffic signals. (D) Transport Transport Transport NZTA Transport 2015 Started 2016 Planning started 2020 Planning started 2020 Planning started Action 10: Complete key Plan first decade public transport projects, e.g. City Rail Link, busway improvements. (D) Transport By 2022 Planning started Element 3: Improving transport efficiency to reduce the consumption of fuel Smarter management of the transport network to improve its efficiency will be essential as s population grows. An increasing proportion of s transport emissions are from freight trips that cannot be shifted onto public transport. Improving the efficiency of the freight network through increasing the share of inter-regional freight being carried by rail and the following measures will be critical to achieving the goals of this action plan: 9 IPCC Fourth Assessment Report, Working Group III. Table P a g e

30 Smart travel information. Route optimisation. More efficient vehicles. Comprehensive freight consolidation centres. Encouraging the adoption of international best practice standards for imported vehicles is another key way to improve transport efficiency and reduce fuel consumption. Delivery lead (in bold) and contributors Completion date Status Action 11: Deliver enhanced freight and bus driver training programmes and include performance monitoring. (D) EECA By 2015 New initiative Action 12: Provide smart travel information via the web, roadside signage and GPS devices, to enable more efficient freight movement. (E) Transport By 2020 Started Action 13: Co-ordinate an investigation into the shared use of freight hubs in key locations in and around. (E) Transport By 2020 New initiative Action 14: Advocate for continued improvements to emissions standards for new and imported vehicles. (E) Council Ongoing Started Element 4: Moving away from the use of fossil fuels Even with a transformational shift to public transport, walking and cycling (see element 2 on page 27), many trips will still be made by private vehicle in the future. Switching from fossil fuels to clean alternatives will be a critical step in achieving the goals of this Action Plan (see sections 7 and 8). Whatever mix of fuels is introduced, it must be supported by a robust and resilient fuel supply chain (see section 5). This action plan will foster a progressively enhanced role for biofuels (where economically and environmentally appropriate) and electric vehicles (including hybrids), intended to achieve an almost complete transformation of new vehicles towards those powered by electricity or biofuels. As around 75 per cent of New Zealand s electricity generation is based on renewables, electric vehicles offer significant potential to reduce GHG emissions. As a result of this transformation, will rely less on the volatile prices and availability of imported fuel. Delivery lead (in bold) and contributors Completion date Status Action 15: Undertake targeted trials of alternative fuels for vehicle fleet. (D) Council By 2015 Started 30 P a g e

31 Delivery lead (in bold) and contributors Completion date Status Action 16: Start converting the public transport fleet to alternative fuels. (D) Transport, public transport operators By 2016 Started Action 17: Undertake a public awareness campaign and facilitate discussion about the benefits of alternative fuels, taking into account any possible effects on air quality. (D) Council By 2018 New initiative Action 18: Work with partners to develop an electric vehicle charging network. (E) Council By 2020 New initiative Action 19: Undertake widespread conversion of public sector vehicle fleets to alternative fuels. (D) Government By 2022 New initiative The Plan in Action Beach Haven Community Transport How many people living in know where the buses go from their nearest bus stop? And how many of those buses go close by their school, college or place of work? That s what Beach Haven residents have been finding out through an innovative project commissioned by Transport. Personalised Journey Planning is an approach to reducing congestion that has proven successful overseas. It typically involves giving people detailed information about ferry, bus, train, walking and cycling options for trips that they currently drive. More than that, the approach also takes account of the way that people think about, or rather don t think about their travel options often getting in the car day-in and day-out with little awareness of how improvements in public transport services, infrastructure or information could make their commute easier. As Melanie Alexander from Transport says, The Beach Haven project was implemented to help people understand their travel choices and present alternatives to solo-car journeys for their commute. To achieve this, a behaviour change team went door to door in the early evening and asked Beach Haven residents how they currently commuted, including where they went and, importantly, what time they needed to get there. The team then scratched their heads to come up with the best option that meant no- Green growth action 2 Develop and maintain an evidence based and robust monitoring framework about s place in the world as a competitive trading economy with increasing green credentials. 31 P a g e

32 one would get detention at school or be in trouble for arriving late at work. Participants were then sent personal information on how, when, and where to make their trip. For public transport this included information on the walking distance to the bus stop, departure and arrival times and how to access real-time information for their service. For walking and cycling trips, participants were given distances, travel times and the calories that could be burned along the way. Other options included information on driving smarter and carpooling. After receiving this information, the team swung into action again and called residents up to find out if they were happy with the information and whether they would make a commitment to try the suggested way of travelling. Those that did were offered further support with trial public transport passes or walking or cycling equipment. The results for the project speak for themselves. Of the 1431 weekly driving trips made by people that took part in the programme, 601 were changed to bus, carpooling and the ferry with around 10 people taking the healthy option and walking or cycling for local trips that they used to drive. So, overall, that s 601 less cars on the road during the morning each week and over 6900 fewer kilometres travelled. Transport calculates this as leading to a reduction of 109 tonnes of CO 2 per year providing close to double the benefits of previous projects of this type. Adding to the success of this project is the fact that householders liked taking part, with over 95 per cent being very satisfied with the personalised approach. This leads to knock on benefits, where those that changed their behaviour might share their experiences with friends and neighbours all helping to promote sustainable travel options as the first and perhaps even habitual choice amongst increasing numbers of urban commuters. Since Beach Haven, Transport has implemented Personalised Journey Planning projects in other areas. As Melanie says, We deliver similar programmes across to help raise awareness of travel choices in communities and promote the use of public transport, carpooling, walking and cycling. 32 P a g e

33 NOW 65 % 73 % The majority of National average Only per cent of New Zealand electricity supply is generated from renewable sources. the energy used in is sourced from outside the region. $5,000,000,000 s current spend on energy per year. s energy demand could increase by up to 65 per cent by Average household spending on energy is around 17 per cent of its income. 2.1 % annually 1.7 % National average s electricity demand is forecast to grow on average by 2.1 per cent annually over the next 15 years higher than the national average of 1.7 per cent. Transforming the way we use and generate energy - 40 % New buildings can achieve a 30 per cent to 40 per cent reduction in energy use by applying current technologies. Managing the energy demand Develop smart green zero energy buildings and development through innovative low impact design. Improve the energy-efficiency of existing buildings through retrofitting. Invest in smart grid infrastructure and technologies. Promote energy efficiency. Install energy efficient street lighting Solar photovoltaics (PV) and wind energy will account for 83 % Local large scale wind generation will power the equivalent of 238,909 homes. All properties have access to smart grid networks and technologies. of energy generated in. Developing s low carbon energy options. Remove regulatory barriers to encourage: developing renewable generation (including wind and solar photovoltaics) on a large scale uptake of small-scale distributed generation. Protect the key transmission corridors. Develop combined heat and power (CHP) schemes and waste to energy (WTE) conversions using residual organic waste. Stimulate widespread adoption of low-carbon technologies. Apply precinct and district scale approaches to optimise renewable energy generation and smart grid networks. 90 % of electricity is generated from renewable sources. Solar photovoltaics (PV) on buildings will power the equivalent of 176,565 homes. We reduce the energy used in street lighting.

34 5.Transforming the way we use and generate energy 10 - Hiko now s energy demand is projected to increase significantly over the next 30 years as the population increases by an extra one million people. Future increases in household energy consumption and volatile energy prices present the very real risk of more ers experiencing fuel poverty, of being unable to keep adequately warm in winter, and finding it difficult to afford a quality lifestyle. Currently, the majority of the energy used in is sourced from outside the region (electricity, liquid fuels, natural gas, LPG and coal). s electricity is predominantly supplied via the national grid. New Zealand has an abundance of renewable resources for electricity generation. On average renewables contribute per cent of electricity generation nationally. This is enviable by world standards for major cities. is fortunate to have many energy resource opportunities available to increase how much renewable electricity is used locally and nationally. Where we want to be in 2040 A substantial portion of s energy is supplied from a diverse range and scale of renewable sources including electricity from the national grid. The widespread presence of wind turbines and solar generators visibly demonstrates the city s energy resilience and ers are proud of these city icons. ers are proud of their reputation as a resilient, energy rich city. makes an increasingly significant contribution to supplying its energy needs from renewable resources. Energy assets and investments are future-proofed against local, national and global disruptions, assisting in inter-regional resilience. Incentives, regulatory measures and informed and empowered consumers have attracted investment into smarter distributed networks (which can include small-scale embedded electricity generation) and optimised energy efficiency and conservation. Green growth action 3 Understand and leverage emerging green growth and clean technologies to grow s productive and tradeable sectors and clusters who earn overseas exchange. 10 This section of the strategy addresses energy supply and demand with respect to electricity, natural gas and processed heat. Transport fuels are addressed in section 4 and bioenergy (e.g. biomass, landfill gas) is addressed in sections 7 and P a g e

35 How will this be achieved? The pathway to 2040 By 2020 By 2030 By 2040 Managing the energy demand 20 per cent of residential and commercial buildings are fitted with demand response technology (DRT). 50 per cent of consumers have access to smart grids. Sustained incentives and information provision drive improvement in energy efficiency. Process heat efficiency gains. Prices at 2012 levels (in real terms). 80 per cent of residential and commercial buildings are fitted with DRT. Efficiencies reduce growth in energy demand. District-scale smart grids come on stream. All consumers have access to smart grids. Smart green buildings optimise energy efficiency. Optimised process heat efficiencies. Prices at 2012 levels (in real terms). 100 per cent of residential and commercial buildings are fitted with DRT. Citywide smart grid technologies reducing peak electricity demand. Regulation supports buildings and developments are zero net energy. Prices at 2012 levels (in real terms). Developing s low carbon energy options 17 per cent of energy supply is renewably generated in. 100MW large-scale wind generation (equates to 30 wind turbines or the energy needs of 47,782 households). Solar becomes competitive 22MWp distributed Solar Photovoltaics (SPV) installed (equivalent of 4,000 households). Protection of key transmission corridors. Planning for an alternative grid and decentralisation. Pilot combined heat and power schemes/waste to energy conversions utilising residual waste. 50 per cent of energy supply is renewably generated in. Capacity increases of largescale wind generation (300MW) and SPV (300MWp). Incentivised integration of new Distributed Generation with centralised systems. Thermal plant efficiency improvements achieved. Waste-to-energy networks on stream utilising residual organic waste. Shift to alternative fuels and network development. At least 83 per cent of energy supply is renewably generated in. 500MW large-scale wind (equates to 150 wind turbines or 238,909 households). 970MWp distributed SPV installed (equivalent of 176,565 households). 35 P a g e

36 What we need to do in the next 10 years Element 1: Managing the energy demand Managing the growth in peak energy demand is critical to improving s resilience. Using energy efficiently in our homes, in the workplace and in the way we travel will help reduce the rate of increase in demand for energy as a result of s rapid growth. Energy security is harder to maintain when peaks in demand exceed supply capacity. In the past, this mismatch has required long-term investment in costly infrastructure just to meet demand peak which occurs in small time periods of a 24-hour cycle. Insulating buildings and using more efficient appliances will play a critical role in managing this mismatch in demand and supply. The biggest potential gains in reducing our total demand are in more efficient motor drives, water heating, lighting and refrigeration. These areas offer a range of benefits including reduced energy costs and the ability to defer investing in costly infrastructure. They will also support the adoption of further renewable energy generation. Traditionally this load shifting has been obtained from the industrial sector 11 and from switching off domestic electric hot water systems. More opportunities for load shifting will arise as new smart technologies are integrated into our buildings and energy networks. These technologies include intelligent intuitive appliances, smart meters with automated optimisation enabled through smart grids, local distributed generation, battery storage and the use of electric vehicles (as described in section 4) for storage. Smart meters and inhome energy management systems, when combined with appropriate retail tariffs, will educate and potentially provide an incentive for customers to use more of their power needs at off-peak times. As this process gains momentum, it will contribute to deferring investment in expanding the network in specific locations. Delivery lead (in bold) and contributors Completion date Status Action 1: Establish a plan to install modern energy efficient technology for street lighting to improve energy efficiency outcomes. (D) Transport 2015 Started Action 2: Deploy time-of-use metering and other demand management measures and integrated smart technologies. These technologies will help manage peak demand and enable electric vehicles to be optimised. (E) Industry/ market led via energy retailers and distribution businesses Started Action 3: Promote development that captures and utilises waste heat energy from process industries to improve energy efficiency. (D) EECA Ongoing Existing national initiative to be given higher local priority 11 Transpower is currently also trialing a 100 MW industrial demand response pilot project which will place a price on demand side response. 36 P a g e

37 Element 2: Developing s low carbon energy options has many potential resources to increase locally generated, renewable electricity. Solar photovoltaics, distributed hydro plants, bio-gas cogeneration facilities and large-scale wind farms are all examples of local electricity generation options to be pursued through this action plan. Wind and solar resources generate electricity intermittently rather than constantly. They can support some of s and national energy demands but require careful planning. As a result, the push to increase renewable electricity generation must occur in parallel with the phased decommissioning of non-renewable energy generation. Thermal electricity currently makes up around 27 per cent of New Zealand s national supply. The 73 per cent balance is met by renewable sources and this gives electricity a lower carbon profile than the direct Green growth action 4 Maximise opportunities through national and international alliances to support and promote local initiatives for, New Zealand and the Pacific Island nations, and to build capability to reduce GHG emissions and improve energy resilience. use of gas. By 2025, renewable sources are estimated to be contributing 90 per cent of the electricity supply, as new renewable generation displaces existing thermal plants. Given that the less thermal electricity we generate the more we reduce GHG emissions, the plan is to investigate and promote the most appropriate GHG-efficient energy options for water heating, cooking, and heating/ cooling homes, with the overall aim of informing consumer choice and factoring in energy resilience, affordability, human health and air quality. Delivery lead and contributors Completion date Status Action 4: Develop an enabling regulatory framework via the Unitary Plan to support energy generation, efficiency, transmission and distribution, and in particular renewable energy. (E) Council Started Action 5: Investigate and promote the most appropriate, GHGefficient energy options for heating water, heating and cooling living spaces and for cooking in.(e) EECA 2014 Investigation to be completed in 2014 Action 6: Promote and support the move to generating 90 per cent of electricity from renewable sources by 2025, providing this does not affect security of supply. (E) EECA/ Council Ongoing Will start in P a g e

38 Delivery lead and contributors Completion date Status Action 7: Identify appropriate measures to ensure networks are adapted and flexible to enable efficient and effective uptake of local renewable energy technologies.(e) Electricity transmission and distribution businesses Ongoing Started Action 8: Investigate the feasibility of district energy schemes that utilise (i) waste heat and chilled water systems, and (ii) forest residues. (Links to section 5, action 16 and section 7, action 8). (E) Industry/ market led, via large property owners and developers, EECA Ongoing New Action 9: Undertake pilot projects to demonstrate the viability of embedded generation in, e.g. solar photovoltaics, to catalyse wider rollout. (E) Action 10: Consider long-term market-based power purchase agreements to support large-scale renewable energy projects. (D) Industry/ Market led Council 2015 Started 2016 Started Action 11: Monitor and evaluate the feasibility of fuel cell generation technologies and other emerging technologies.(e) Industry/ market led Ongoing Ongoing Action 12: Investigate the potential for large passenger and freight ships berthed at Ports of to switch from on-board diesel generation to local clean electricity generation, which could have added air quality benefits. (E) Ports of, Waterfront 2020 New Action 13: Increase the capacity, diversity and security of s electricity transmission system in order to meet its needs through the completing the North and Northland Grid Upgrade project. (D) Transpower 2020 Started Action 14: Extend and reinforce the distribution network to meet growth through greenfield and infill development. (D) Action 15: Facilitate discussion with large Māori landowners and iwi to identify suitable sites for developing renewable energy generation on land that they are kaitiaki. (E) Energy distribution businesses Council Iwi, Māori Land Incorporations, Māori Trustee, Māori Land Court, Poutama Trust, Central Government 2020 Ongoing 2020 New 38 P a g e

39 The plan in action Henderson Valley Primary School Maree Stavert s eyes light up as she talks about the achievements of her pupils and staff at Henderson Valley Primary School. In fact, their environmental programme is so advanced that Enviroschools may have to create a whole new award Beyond GreenGold! The school has always made environmental choices, and introducing a new wood-chip boiler in 2010 is a clear example of how staff integrate their long-term vision for the school into their daily decisions. Maree remembers how uncomfortable she felt as the old coal fired boiler smoked up the valley and released around 10,000kg of carbon dioxide each year. When it started clanking more than usual the staff swung into action. They assessed their options, gained support from the council and Living Energy, and funding from both EECA (the Energy Efficiency Conservation Authority) and the Ministry of Education. The staff did the calculations and presented their proposal to the school board who saw the long-term benefits of low running costs and agreed that the shortfall of $20,000 was well worth the investment. These days even the school s pencil shavings are added to carbon-neutral wood chips, which are sourced from a local factory. Together, these provide heat throughout the winter. The school s solar panels add to its self reliance, further increasing its energy efficiency and lowering its carbon emissions. It doesn t stop there. The schools Power Rangers make sure lights are turned off when not in use and a team of Green Guardians works alongside Watercare and Project Twin Streams to test water quality and restore wetlands. They also grow vegetables in a self-watering garden, run zero-waste galas, recycle paper, compost scraps, look after goats (that mow the grass around the wastewater treatment area), take part in the new TravelWise programme, and pester their parents to be as sustainable at home as they are at school. And as for waste the school has 421 students and 35 staff, and their weekly contribution to the waste stream? One black plastic bag. You can tell Maree would like to do something about that. 39 P a g e

40 From eco-sourced toilet paper, to fair trade coffee in the staff room, sustainable options have become part of the school s everyday decision making. Once you start it s hard to stop. The cost and environmental impact of every option is carefully thought through, says Maree, and in almost every case, it just makes sense. So much sense in fact that visitors from afar afield as Sweden visit Henderson Valley Primary School to learn how they can make better decisions for their schools. Maree warmly acknowledges the help given by likeminded people including the staff, the parents and those working in other organisations. People who understand what the school is trying to achieve share in its success and pass their enthusiasm on to another generation. Green growth action 5 Understand and grow the potential of the Māori economy in green growth and establish a Māori green growth forum. 40 P a g e

41 NOW Our housing is dispersed and low-density, which is relatively inefficient, resource hungry and dependent on fossil fuels. Buildings and facilities consume the vast majority of electricity and natural gas in. Our homes are frequently damp, cold and poorly insulated, and so expensive to heat. 13 % Lowest income households pay the greatest proportion of their income almost 13 per cent on household energy. Of s schools, office and industrial buildings, 56 projects have gained a 4 Green Star Design or Built rating or above. Green and open spaces traditionally valued for conservation and recreation, also help improve community resilience to climate change. Up to 400,000new dwellings will need to be built by 2040 to house our growing population. Transforming our built environment and green infrastructure Demonstrating leadership and creating quality exemplars of sustainable development to inspire Sustainable design standards and stimulating demand for efficient, healthy and comfortable buildings Develop and promote exemplar Green Buildings and establish a collaborative learning programme. Benchmark the performance of council buildings against a 5 star NABERSNZ energy rating and a 5 Green Star rating, and retrofit assets which perform poorly. Promote the benefits of sustainable design and best practice. Deploy and promote the Design Manual. Integrate the principles of sustainable design into planning. Develop a Green Infrastructure Plan Set minimum standards for new buildings, precincts and large-scale developments. Start a retrofit programme targeting areas of poor performance. Accelerate energy efficiency audit and retrofit programmes for residential, commercial and industrial buildings. Introduce disclosure of a buildings performance at the point of sale, rent or lease. Establish a Warrant of Fitness programme for rental properties. Advocate for strengthening the Building Code to foster best practice. of the council s property portfolio retrofitted. 80 % 95 % 95 % 95 % 90 % of all buildings achieve sustainable design standards equivalent to a 6 Green Star rating. of new and existing housing meet sustainable design standards equivalent to a 8 Homestar rating. of all new large scale development achieves a high standard of sustainability benchmarked by an holistic assessment tool. of all buildings have their performance monitored and benchmarked to deliver a high standard of efficiency. Best practice sustainable design is the norm for all development.

42 6.Transforming our built environment and green infrastructure - Ngā wāhi whare me ngā papa rēhia now The relatively dispersed, low-density nature of s urban form is somewhat inefficient, resource hungry and fossil fuel dependent. This is both costly to communities and unsustainable. s built environment currently consumes a high proportion of the city s total electricity and natural gas. This is in part because we have not built to take advantage of s warm temperate climate and we are using technologies inefficiently to make up for it. Our energy sources are also significant emitters of greenhouse gases and vulnerable to the effects of climate change. The majority of our homes are damp, cold and draughty making it difficult and expensive to heat (particularly when there s no insulation), and leading directly to increased respiratory ailments in the old and the young. Industrial buildings are the biggest contributors to our GHG emissions profile, while commercial buildings contribute less as building practices have already started to change in this area. Did you know? 33% of New Zealand homes are below WHO standards. New Zealand has the second highest rate of child asthma in the world. Source: Howden-Chapman, P.E. (2007). Effect of insulating existing houses on health inequality: cluster randomised study in the community. BMJ). Our built environment is intermingled with green and open spaces which are traditionally valued for conservation and as places for people to relax, play and interact. These areas also help to improve community resilience to the effects of climate change and resource scarcity for instance, local food production. They reduce the negative environmental effects of our built environment. Where we want to be in 2040 In becoming the world s most liveable city, is a globally competitive, quality, compact city accommodating high population and economic growth while living within nature s limits and embracing sustainability in its neighbourhoods, buildings, green infrastructure and open spaces. is a vibrant city of well-connected, sustainable neighbourhoods fed by frequent public transport, cycleways and walking routes. ers find employment, schools, health centres and entertainment all within walkable distances from their homes. The need to travel long distances is the exception rather than the norm. 42 P a g e

43 ers are proud of and fully engaged with the sustainable design, construction and management of their built environment. Its relationship with the natural environment fosters environmental regeneration. Each community has evolved its own response to protect the physical, environmental and cultural character and heritage that defines its sense of place, whilst improving resilience to the effects of climate change. New buildings are zero net energy for water, waste and emissions; and existing buildings are retrofitted towards the same goal. s buildings increasingly generate more resources than they use and set international standards for health, efficiency and comfort. This has been achieved through an innovative mix of regulation, financing and proactive educational programmes. Energy, sustainability and resilience performance labels on all buildings are mandatory and provide transparency to occupiers, owners, and the wider real estate market. Development projects meet high sustainability goals, with performance codes for new and existing buildings stringent and enforced. ers are well informed on the benefits of sustainable design, including increased efficiency, comfort and health in buildings and demand the highest standard from the market. This fosters increased whole-of-life value. provides sustainable and affordable housing that is adaptable to changing lifestyles, and efficient and productive workplaces. Building a new home is easy with modular design and smart technology. Residential and commercial premises, precincts and neighbourhoods are connected to smart grid networks and information flows between utilities, appliances and users. Opportunity drives innovation in the building sector which has a reputation for quality, integrity and sustainable design and for driving economic growth. Many new jobs have been generated, and the building sector has become more knowledge intense, capable of innovation and ready to embrace new technologies, ideas and techniques. Industry professionals have a high awareness of sustainable materials, use of Life Cycle Analysis (LCA) is widespread, and the ongoing operation of buildings maximises energy and water efficiency. Green growth action 6 Support organisations and industry to work collaboratively in education and training for sustainability. This includes building career pathways and growing new skills to meet the opportunities of a low carbon economy. As a city within a forest, urban is interwoven within a network of green and open spaces, urban garden allotments, waterways and coastal areas. Green infrastructure provides a wide range of benefits including enhanced biodiversity and air quality, community and infrastructure services (for instance, improved stormwater management), connectivity (for example, walking and cycling), moderation of temperature, carbon sequestration (carbon sinks that remove greenhouse gas from the atmosphere), urban food production and overall improved liveability. Green infrastructure is flexible to changing lifestyles, as well as our food, resource and infrastructure needs. The top two most important features for home buyers: 1. Orientation to the sun. 2. Insulation. Source: ergy-efficient-features-justify-premiumprice 43 P a g e

44 How will this be achieved? The pathway to 2040 Demonstrating leadership and creating quality exemplars of sustainable development to inspire By 2020 By 2030 By per cent of the council s property portfolio is retrofitted. 50 per cent of the council s property proposals are assessed on a whole-of-life value basis. Exemplar projects showcase leading sustainable design principles such as the Living Building Challenge. All professionals in the building industry are trained to deliver energy and water efficiency. 40 per cent of the council s property portfolio is retrofitted. 75 per cent of the council s property proposals are assessed on a whole-of-life value basis. Exemplar developments are informing and inspiring others to adopt best practice sustainable design. Innovative funding is in place to support exemplar developments. 80 per cent of the council s property portfolio is retrofitted. 95 per cent of the council s property proposals are assessed on a whole-of-life value basis. The council and leading developers are at the forefront of sustainable design practices. The council has innovative funding in place to support exemplar development. Sustainable design standards and stimulating demand for efficient, healthy and comfortable buildings 40 per cent of new/major retrofit commercial and industrial buildings achieve sustainable design standards equivalent to NZ Green Building Council (NZGBC) Greenstar rating of 4 stars. 50 per cent of new housing and 30 per cent of existing housing achieve sustainable design standards equivalent to a Homestar rating of 6 stars. 50 per cent of all new large-scale development achieve a high standard of sustainability benchmarked by an holistic assessment tool. Minimum performance and design standards for new buildings are established. Targets for retrofitting introduced. Barriers to sustainable design outcomes are removed. Streamlined consent processes and innovative funding established. 65 per cent of new/major retrofit commercial and industrial buildings achieve sustainable design standards equivalent to NZGBC Greenstar rating of 5 stars. 65 per cent of new and existing housing achieve sustainable design standards equivalent to a Homestar rating of 7 stars. 50 per cent of other buildings achieve sustainable design standards equivalent to NZGBC Greenstar rating of 5 stars. 65 per cent of all new largescale development and 30 per cent of existing neighbourhoods achieve a high standard of sustainability benchmarked by an holistic assessment tool. Consumers are well informed on the benefits of sustainable design and drive the market to deliver sustainable development. 95 per cent of all buildings achieve sustainable design standards equivalent to NZGBC Greenstar rating of 6 stars. 95 per cent of new and existing housing achieve sustainable design standards equivalent to a Homestar rating of 8 stars. 95 per cent of all new large-scale development and 50 per cent of existing neighbourhoods achieve a high standard of sustainability benchmarked by an holistic assessment tool. 90 per cent of all buildings have their performance monitored and benchmarked to deliver a high standard of efficiency. ers demand the market to deliver highly sustainable products. Best practice sustainable design is the norm for all development. 44 P a g e

45 What we need to do in the next 10 years Element 1: Demonstrating leadership and creating quality exemplars of sustainable development to inspire In managing and upgrading their property portfolios, commercial and industrial property owners and large organisations including will lead the way by delivering leading practice in sustainable design and performance. This process has already begun with an increasing number of new and retrofitted green buildings across. The Council is taking responsibility and accountability for its own assets. This includes benchmarking the performance of its own buildings and retrofitting its offices. Waterfront s redevelopment of Wynyard Quarter precinct exemplifies sustainable development in New Zealand. Vision for Waterfront: The leading location of sustainable urban transformation and renewal in and across New Zealand. Council will invite communities and organisations to be involved in collaboratively developing low carbon neighbourhoods, and communities. This approach will enable key projects to showcase different types and scale of innovative developments across. Exemplar projects will build knowledge, normalise best practice and raise the bar for sustainable living. To maximize positive benefits we will target key communities which have low-performing buildings but also areas where sustainable development can assist in improving community cohesion, provide stimulus for local economies and enhance the natural environment. Cost and benefits of a Greenstar rated office building Capital Cost: Between 0% to 4% savings Benefits: Upto per cent energy savings Upto 40 per cent water savings Upto 23 per cent increase in productivity and health Upto 6 per cent increase lease value Upto 20 per cent increase in market value To support these projects, there will be a focus on creating innovative new funding mechanisms, greater cross-sector collaboration and new governance models. The benefits and values of green infrastructure are identified and a green infrastructure strategy is developed to maximise natural and engineered ecosystems. Industry associations and local tertiary institutions will be engaged to develop educational and upskilling programmes in all aspects of sustainable methods of building design, building science, construction and engineering. Source: Davis Langdon (2011), The Road to Green Property (Version 3). 45 P a g e

46 Delivery lead (in bold) and contributors Completion date Status Action 1: Use the Design Manual to provide information, case studies and guidance to the public and the development industry on best practice sustainable design (E) Action 2: Council buildings and operations: Integrate whole-of-life value assessment into all significant council purchases, renewals and new builds Retrofit 135 Albert Street to Green Star and NABERSNZ rating 5 Monitor performance against Green Star and NABERSNZ rating 5 Retrofit or replace poorly performing buildings. (D) Action 3: Work in partnership with industry and the community to establish a collaborative model for best practice sustainable design to be incorporated into mainstream development practices: Promote exemplar council and community developments, e.g. Wynyard Quarter Develop exemplar Papakāinga to inform and support future Māori housing projects Develop exemplar commercial and social housing programmes with innovative public-private partnerships. (D) Action 4: Ensure principles of sustainable design, including energy and water efficiency are embedded and prioritised in: all of the council s planning, strategic and placemaking programmes, and major projects assessments for all capital expenditure projects by the Projects Design Review Panel at the briefing and concept stages assessments of all schemes referred to the Urban Design Review Panel. (E) Action 5: Develop a green infrastructure plan including a baseline assessment of green infrastructure quality. (E) Council Council Waterfront, iwi, community groups, developers, The Tamaki Collective, Housing NZ, Central Government, Social Housing Providers Council University of, Council 2020 Started 2020 Started 2020 Started 2015 Started 2020 Scoping started 46 P a g e

47 Element 2: Delivering sustainable design standards and stimulating demand for efficient and healthy development Council is committed to supporting and promoting the development of sustainable buildings, communities and infrastructure. We recognise the significant economic, social and environmental benefits of an efficient, cohesive urban form which exhibits quality sustainable design principles. To deliver a step-change in the built environment, new buildings and large-scale development will be required to meet standards that improve sustainable design and baseline performance. The focus will be on low-cost approaches rather than expensive technologies. Sustainable design principles, such as passive design will be used to minimise the use of resources through energy efficiency, renewable energy, water efficiency, waste management and green infrastructure. Such an approach must be underpinned by a quality compact form which delivers community-focused designs based on sustainable transport options, social cohesion and economic performance. No matter how sustainable the individual buildings are, meaningful outcomes will only be achieved if the urban fabric can facilitate sustainable lifestyles, stimulate green growth and enhance environmental values. A focus on removing regulatory barriers and identifying viable opportunities to incentivise development could see, for example, reduced council rates for buildings which meet efficiency targets or are located in areas which currently have poor quality building stock. Council consenting processes will support innovative, sustainable design approaches. It is essential that s existing low quality neighbourhoods and buildings are upgraded. Home owners seeking to renovate will be informed and encouraged to incorporate sustainable building design elements. Disclosure of a residential and commercial buildings performance or design rating when a property is sold or leased Green growth action 7 Maximise opportunities to green Council s supply chain through procurement processes. will help homeowners and tenants to understand how their properties perform and identify areas they could improve on. Disclosure will inform the market and create demand, as demonstrated by overseas research deliver economic gains to those which seek to adopt best practice approaches. Expansion of the Warrant of Fitness programme for rental properties will ensure some of s poorest quality homes are brought to an appropriate standard for living. 47 P a g e

48 Delivery lead (in bold) and contributors Completion date Status Action 6: Incentivise and require: housing commercial and industrial development to meet best practice sustainable design through assessment using a tool such as Homestar 6 and Green Star. holistic assessment of new and existing neighbourhoods to provide clear benchmarking and maximise opportunities to improve their sustainability. Action 7: Use the Design Manual to maximise the use of sustainable design principles and to inform the development industry. Action 8: Coordinate landlord WOF scheme for rental properties and advocate for national take-up. (D) Council Council Central Government, community housing providers, industry associations 2020 Started 2014 Started 2015 Started Action 9: Introduce disclosure of the energy and water performance and design standards at point of sale, rent or lease for residential, industrial and commercial development. (E) Central government, industry associations, real estate industry 2015 (Voluntary) 2020 (Mandatory) New Action 10: Develop a package of financial incentives, including development contributions and rates, to accelerate the uptake of sustainable design practices. (E) Action 11: Remove barriers in the resource consent and building consent process for development which uses innovative design solutions to achieve best practice sustainable design. (E) Action 12: Expand Council s Eco Design Advisory services and integrate into the wider Council educational programmes and funding initiatives. (E) Action 13: Work with the business community to: Increase public knowledge and awareness of the benefits of sustainable design by using the Design Manual Improve and increase participation in existing consumer programmes such as Eco Design Advisors, Retrofit Your Home, EnergyWise Homes. (E) Council Central Government Council EECA, residential sector, existing programmes owners, consumer organisations 2020 New 2014 Started 2020 New 2015 New 48 P a g e

49 Delivery lead (in bold) and contributors Completion date Status Action 14: Advocate to central government to: increase the stringency and scope of the Building Code to improve baseline performance of new and renovated buildings support sustainable community led development which achieves high standard of sustainable design fund and develop education programmes, financial assistance packages and economic incentives. (E) Action 15: Explore public-private funding opportunities to accelerate energy efficiency audits and retrofitting programmes. (E) Action 16: Expand the delivery of Retrofit Your Home funding to include wider sustainability outcomes for the residential sector. (D) Action 17: Review ratings tools to progressively increase performance level outcomes of all buildings and neighbourhoods. (D) Action 18: Collaborate with industry to: use lifecycle analysis for building products and materials introduce ongoing benchmarking for energy and water efficiency build cross-sector capacity to deliver sustainable development develop a collaborative process for up-skilling the design, property development and construction sector to deliver sustainable neighbourhoods. (E) Council industry associations, businesses, facilities management, EECA Council industry associations industry associations 2015 Ongoing 2015 New 2015 Started 2015 Started 2020 Planning started The plan in action War Memorial Museum War Memorial Museum is truly ahead of its time. In the last 12 months its staff have received a Green Ribbon Award, and a judges commendation for energy management at the NZI National Sustainable Business Network Awards while also being nominated as finalists in two other categories. They were also finalists in the Sustainable 60 and Museum Aotearoa awards. All this recognition for an organisation where daily decisions are made by an enthusiastic team that Green growth action 8 Develop an investment attraction framework to unlock s green growth and cleantech economic development potential 49 P a g e

50 continually works to improve efficiency and reduce the museum s environmental impact. We are very much an outward-facing organisation working with and for the community, says Karl Satchell, the museum s Sustainability Engineer. That not only gives us a lot of opportunities to work with people but also a lot of people who want to work with us, to help us get better and contribute to our successes. Recycling, composting and energy saving is now routine for the museum s staff, and also for its visitors who can t help but get caught up in activities which are as much about education, and doing better for the environment, as they are about saving money. Conversion of lights to LEDs, an overhaul of the air conditioning and heating systems, including innovative software to improve efficiency, have already reduced the museum s energy use by around 35 per cent. This has led to financial savings of $400,000 per year and a 40 per cent reduction in carbon emissions. Ten recycling stations help staff sort all grades of plastic, glass, cans, cups, food and batteries, reducing waste to landfill by 25 per cent a total of 674,500 litres in just 13 months. You could say the museum is a place where people just get this stuff. Understandable, really. If you spend your days researching the lives and histories of flora and fauna you can t help but take note of how our decisions affect the environment we all depend on. And that perspective makes it right up to the top, literally. When Roy Clare, our director, went up to the roof and asked, Where are the solar panels?, we knew he wasn t joking, says Karl. Backed by the Chief Financial Officer, the Head of Building and Building Infrastructure, and a great team of staff, contractors and offers of assistance from the public, we set about working on a plan to go to the next level, improving the museum s resilience by increasing our energy independence. 50 P a g e

51 Fitting 200 panels on a heritage building does pose some difficult design and engineering challenges but 18 months later the project is about to kick-off. Projected power generation is over 60,000kWh per year, avoiding around eight tonnes of CO 2. This energy is enough to power a whole gallery or the 300 LEDs that light up the museum in the night sky. Even the 10 to 15 year payback is considered worth it. The museum is not going anywhere and so can make longer term decisions. Finance aside though, if you factor in the opportunities for learning, for providing an example and sharing knowledge with other museums and organisations, then the value of those decisions dramatically increases. Karl acknowledges that not everyone sees the advantages of this kind of investment but it is something that fits so well with their operation. If you don t get on the bus now, you might have to a fight for a seat later on. That said, he is aware that there are a lot of forwardthinking organisations that do see the potential benefits of investing in sustainability but don t know how to take the next step. Imagine, for example, you were going to buy a new Plasma TV. You might well be confused by all the information out there on size verses function verses energy use. So you talk to your friends and see what they decided on and feel much more confident in making your decision. Karl suggests this personal approach also works for the complex world of energy efficiency. Find people you can trust, who have already made similar decisions for their organisations, and ask them for advice. People enjoy passing on this kind of information and take a lot of satisfaction from sharing what they have learned. What s next? The solar panel project is a natural extension of the museum s approach and comes ahead of a fully integrated master plan which will consider development over the next 20 years. Unsurprisingly, sustainability is a core feature of this plan and ers can be reminded of that each evening as they see one of New Zealand s finest heritage buildings lit up from its own power. 51 P a g e

52 NOW An average rubbish bin (by weight) contains: % 15 recyclables % million tonnes Food and garden waste currently make up around 50 per cent of an average household rubbish. Around 65 per cent of kerbside refuse collected from households could be recovered, re-used or recycled. of waste went to landfill in This represents approximately 0.8 tonnes of waste for every person in. From 2015 there will be incentives, education, rules and pricing for households to help reduce waste volumes generated. % 35 refuse 40% food waste % 10 green waste Transforming to Zero Waste Increasing waste minimisation Growing product design and responsibility Work with industry to reduce the private sector s waste to landfill. Develop the Resource Recovery Network, which is a network of resource recovery facilities to sort, disassemble and recover materials. Advocate for product stewardship schemes - meaning the user pays principle applies and resource recovery/ disposal costs are incorporated in the product s price. Intensify ways to design, produce and process products, packaging and services to eliminate waste. Roll out comprehensive waste minimisation and community development programmes which support changes to waste and recycling systems. Introduce protocols and accords to avoid packaging waste and promote ways to reward designs which enable resource recovery. Find better ways to recover and re-use resources. Incentivise new business start-ups that employ megaefficiency design and cradle-to-cradle approaches. Introduce a city-wide organics collection in urban areas. Aim to avoid new landfills. Reward good waste minimisation practices. We avoid We avoid wasting materials in the first place. % of end of use products are sorted and reused, recycled or recovered. We derive maximum value from all organic waste. 97 % of all GHG emissions associated with waste. The cost of doing so is built into each product. Support Zero Waste programmes at 40 marae.

53 7.Transforming to Zero Waste - Para Kore now currently sends 1.2 million tonnes of material to landfill every year. Construction and demolition waste, organic material and products at the end of their lives form a large part of what is discarded. Many products have packaging, or are in non-recyclable containers. A lot of disposable items end up in landfills. The prices of the vast majority of products do not reflect the true costs of waste disposal or recovery. Where we want to be in 2040 has turned on its head the idea of managing waste. We use our resources wisely and recover as much as we can. What was once deemed as food and green waste now enriches the region s soils or is harnessed for energy. All goods and packaging use minimal raw material and energy, with all components at the end of their first life able to be reused, recycled or recovered. Business and consumers understand and pay for the whole lifecycle of all products. ers have been involved in this transition, support the need for change and are recognised as world leaders in innovative resource management. 53 P a g e

54 How will this be achieved? The pathway to 2040 By 2020 By 2030 By 2040 Increasing waste minimisation Growing product design and responsibility 30 per cent reduction in total waste to landfill (per person per year). Incentives, education, rules and pricing reduce waste volumes generated. A resource recovery network is established. Household organics collection scheme established. Council s procurement creates markets for recovered materials. Removal of regulatory barriers to using recycled material. 20 zero waste marae established. Industry using waste to heat energy increases. Aim to avoid new landfill Mandatory NZ product stewardship schemes drive value chain innovation. Co-innovation between producers and consumers reduce material consumption by developing resource efficient design, practice and processes. 60 per cent reduction in total waste to landfill (per person, per year.) Improved reuse, recycle and recover infrastructure established (including disassembly plants). All products are labelled to show whether materials can be recovered. Most organic matter is now captured. 30 zero waste marae established. Expansion of waste-to-heat energy networks. True life costs are generally accepted by business and consumers. Mandatory product stewardship schemes and take-back networks are in place for many products. Most forestry, agricultural residues are converted to energy. Residual gas is captured from landfills. Capacity of sewage to biogas is expanded. has achieved zero waste. All organic material is either composted or recovered into heat or energy. 40 zero waste marae established. Take back schemes in place for all NZ made and imported materials. All products can be disassembled at end of first life, and recovered and/or reused. Mega efficiency and closed-loop manufacturing and processing are required for all new businesses. Communities understand and actively support the zero waste concept. Environmentally friendly ways of dealing with legacy residual waste are in place. 54 P a g e

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56 What we need to do in the next 10 years Element 1: Increasing waste minimisation Much of what we currently waste is a valuable resource or feedstock for a second life and by calling it waste we minimise its value. We need to start using words and undertake actions that reflect this value. Increasing waste minimisation is the short to medium term goal and involves reducing waste, and reusing, recycling, and recovering resources from unwanted items (see also section 8). Most of these will mean a direct or indirect reduction in energy use (see section 5 for more information). Delivery lead (in bold) and contributors Completion date Status Action 1: Hold a series of focussed collaborative working sessions on the design, construction and deconstruction of buildings in order to reduce, reuse and recover waste in these processes, (E) Industry, Industry associations, Tertiary institutes July Dec 2015 Underway Action 2: Encourage champions from businesses and social enterprises to lead the way in stimulating a step change to mega resource efficiency. (E) Industry associations, Industry, Council April 2013 Started Action 3: Require all events funded and sponsored by the council to be Zero Waste. (D) Action 4: Co-ordinate an awareness programme to improve understanding of the user pays principle before introducing it citywide in 2016/17. (E) Action 5: Issue no new landfill consents in unless there are no alternatives. (D) Council communities, iwi/māori, business Council 2014 Started Started Started Action 6: Investigate options for a consistent, fair and equitable approach to levy requirements for landfill practices regarding contaminated waste and clean fill. (E) Industry, Central Government Ongoing Started Action 7: Implement a citywide organic collection service (particularly targeting foodwaste) and accompany it with promoting home composting and vermiculture. (E) Council 2015/16 Planning started 56 P a g e

57 Delivery lead (in bold) and contributors Completion date Status Action 8: Support effective ways of reducing carbon emissions by reducing waste in the planning, production, consumption and disposal of food. Industry Association, Business, Council Started Action 9: Investigate options to reward good waste minimisation practices by piloting a fast-tracked resource consent process. (D) Action 10: Modify council procurement processes to: support waste minimisation and waste-to-energy opportunities reduce associated emissions ensure a level playing field for business, community, iwi/māori and social enterprise organisations. (D) Action 11: Create a connected network of accessible resource recovery facilities (both commercial and community-based) to sort, disassemble and recover material with the opportunity of recovering material close to source (D). Action 12: In partnership with iwi and Māori organisations: Identify and map Māori-owned land that could provide suitable locations for resource recovery facilities. (E) Ensure that all marae, papakāinga, kura kaupapa and kohanga have zero-waste practices. (D) Action 13: Advocate to central government for an increase to the waste levy as a key driver for waste minimisation and that industry has the same waste minimisation obligations as local authorities.. (E) Action 14: Intensify efforts to generate energy from organic waste, resource residues from forestry, agricultural and horticultural and biosolids. (D) Action 15: Collaborate on small to medium construction projects to promote understanding and benefits of minimising construction and demolition waste. (D) other TAs industry, large corporate entities Business, the communityvoluntary sector and iwi/maori organisations, social enterprises and Council Iwi/Māori organisations Business and Community Recycling Network Neighbouring Regional Councils Bio Energy sector organisations, Government, industry, Watercare, EECA Industry associations, Council 2020 Started 2014 Started Started 2015 Started 2013 Started Started Planning started 57 P a g e

58 Element 2: Growing product design and responsibility The medium to long term goal is to transform product design, ensuring manufacturers take responsibility for the whole life of a product through product stewardship. By applying the principle of making more with less and utilising renewable and reusable resources the concept of waste will become obsolete. The current cost of dealing with the majority of discarded or recycled products is largely invisible. Disposal and recycling costs of domestic items are usually picked up by ratepayers. Product stewardship includes pricing products so that the true costs of the whole life of the product are included. Residual organic material such as forestry, agriculture and horticultural material and biogas recovery from human sewage will also provide resources for clean energy generation (see sections 5 and 7). Care will be needed to make sure that the production of energy from waste material is getting the best value out of that material, that the production process does not indirectly encourage waste, nor does it undermine the behaviour change needed to approach resource management differently. Opportunities to maximise reuse or recycling are prioritised before any waste to energy occurs, although this needs to be reviewed over time. To achieve Zero Waste by 2040 requires strong, focused, determined and collaborative leadership from business, industry, all levels of government, iwi/māori and the community. It will need all ers to play their part. That is the challenge for Inc and New Zealand. Delivery lead (in bold) and contributors Completion date Status Action 16: Advocate for product stewardship regulation to ensure the whole-of-life waste management costs are included in the purchase price for products. (E) Action 17: Intensify innovative efforts to design, produce and process products, packaging and services in a way that eliminates waste, is positive for the environment and has export potential (links to section 5, action 9). (D) Action 18: Lead the introduction of protocols and accords to avoid packaging waste and promote ways to reward designs which enable resource reuse, recycle or recovery. (D) leading edge business, the community; neighbouring Regional Councils Leading edge business, tertiary institutes Leading edge business, organisations 2014 Will start in Started Planning started 58 P a g e

59 Delivery lead (in bold) and contributors Completion date Status Action 19: Advocate to government to establish rules that measure and account for the true cost of resources, materials and waste management. (E) Action 20: Incentivise new business start-ups in niche markets that employ mega efficiency design and cradle-to-cradle approaches. (D). leading edge business, the community; Neighbouring Regional Councils Business associations, tertiary institutes, industry 2014 Planning started Started The plan in action Ngāti Whātua Ōrākei Ngāti Whātua Ōrākei can trace their ancestors back to Maungakiekie, or One Tree Hill. During the 1700s this was the largest man-made earth fortress in the Southern Hemisphere, and home to a population of around 5,000. This community, its design and way of life, has provided inspiration for a kāinga tribal village plan adding 30 new environmentally friendly homes at Bastion Point. Spokesperson Ngarimu Blair describes the excitement on the marae. This has been a long time coming and is the culmination of a lot of hard work from a lot of dedicated people. People who want to benefit from a more direct, simple and connected way of living. The settlement at One Tree Hill shows us that this is possible and the stories and traditions passed on by our grandparents give us an understanding of how the community organised itself, of how people lived together and shared their resources. Far from returning to a traditional way of life, Ngarimu explains that these stories provide a way forward in tough economic and environmental times. Our village plan tries to include the things our youngsters love about living in modern society and combine them with a practical sense of kaitiakitanga or guardianship that we need to maintain. The idea is to embed these practices using good design and the best technologies that are available today. Green growth action 9 Establish a Māori green growth education scholarship fund and green business awards. This starts from solid foundations with buildings that will make the most of natural heating and ventilation and a street layout that will encourage activity, making walking or cycling the first choice for trips to the local shops and schools. Should the residents want to travel further, they ll find themselves next to the bus network and new cycle lanes. Communal vans provide another option for families to travel together. 59 P a g e

60 And what about resources? Building on the Zero Waste approach already practiced at the marae, the new development offers opportunity to extend Kāinga Ora. This programme teaches families to reduce their waste at home and grow food in communal gardens. Alongside these, the community already plants around 15,000 native trees a year and new residents will be encouraged to take part in improving the environment and promoting biodiversity for future generations. Energy is also covered. Calculations show that all the residents needs could be affordably supplied by photovoltaic panels. The kāinga difference is that these would be communal, with houses sharing electricity from a centrally managed source. Ngarimu hopes the use of interactive technology will not only let residents know how much energy they use, but also help create a daily reminder of shared responsibility. Other technological features could also tell them when the bus is due to arrive, check their water use and provide new opportunities for the community to connect. Maybe one family will have a competition with their cousins to see who can save the most power. So, what can a new resident at Bastion Point expect to see when they arrive? Ngarimu describes a place that is beautiful and connected, that is walkable and encourages people to interact with each other while allowing them to retreat into their own family space. Families will also notice that their energy and water bills are a lot, lot lower than they expect and that there s plenty of food around. Ngarimu says his involvement started around seven years ago and he is just playing his part, adding to the significant efforts of others, who helped to turn this project into a reality. When I started many of these technological features were just too expensive but things have changed and we have a lot more options. The planning phase is coming together timing is everything and people are ready. The plan in action Cavalier Bremworth lays the way forward Manufacturing that is totally water and energy efficient and has no waste at all is still in its genesis worldwide. In New Zealand, carpet manufacturer Cavalier Bremworth has recently invented an innovative carpet backing made out of recycled old woollen carpet, replacing the usual jute backing. Jute is imported into New Zealand and supply and cost tend to vary, so the firm sees the product which is made entirely in this country out of recycled material as a great success. It estimates that around 1,200 tonnes of waste carpet will be diverted away from landfill each year the equivalent of covering an entire rugby field up to 6.5 metres deep, if the carpet was laid flat. The company intends to use the recycled backing on all its carpets, which will sell at the same price. They estimate that synthetic carpet backing, when 60 P a g e

61 disposed of, takes 50 years to break down whereas the woollen backing will take only one. Globally, Interface was one of the first firms to start on the journey towards more sustainable production. It manufactures carpet tiles which can be replaced when they get disfigured or worn. The worn tiles can then be broken down and the parts reused, recycled or reformed. Interface is quite open that it is still working on how to absolutely: eliminate all forms of waste in every area of the business eliminate toxic substances from products, vehicles and facilities operate facilities with 100 per cent renewable energy redesign processes and products to close the technical loop using recycled and biobased materials transport people and products efficiently to eliminate waste and emissions. The company realises that customers and society have to get on board with the need for change, and that it will have to play a part in generating new business models that demonstrate the value of sustainability-based commerce. 61 P a g e

62 AUCKLAND NOW Forestry and planting programmes play an important role in mitigating climate change - actively removing carbon dioxide (approximely 956ktCO 2 e in 2009) from the atmosphere. 60,000ha native forest 6 % 27 % 27 per cent of s Almost 6 per cent of s GHG emissions come from agriculture. 22,500ha saltwater wetlands soils are classified as either elite or prime land - although a lot of this soil resource is being lost due to urbanisation. 60,000ha shrubland 85,000 trees are planted (8.5ha) each year on s regional park network. 70 % of region consists of coastal waters of which we have limited understanding of its role in carbon sequestration. 800ha freshwater wetlands Transforming forestry, agriculture and natural carbon assets Growing the extent of urban and regional forests Turning forest and organic residue into energy Enhancing local food production Exploring marine sequestration potential Expand our existing network of tree-based ecological corridors. Protect saline ecosystems and coastal areas. Establish local eco-sourced nurseries. Improve how we manage undeveloped land to sequester carbon. AUCKLAND 2040 s soils classified as either elite or prime land are protected. Establish pilot plants to generate energy using forest and other organic residues. Replace coal-fired boilers in schools with woodchip boilers. 50 % increase in carbon sequestration (compared with 2014 levels) by planting ecological corridors. Understand s local food capacity and how we could become more self sufficient. Promote sustainable agriculture practices. Promote composting and the preservation of healthy soil. Expand urban agriculture. Make healthy and affordable foods more accessible % Reduction in energy and water use intensity across. Recognise the value of coastal and marine ecosystems in mitigating climate change. Protect and enhance our coastal and marine areas. 20 % Energy sourced for is generated from local biomass (excluding municipal bio-solids). 20

63 8.Transforming forestry, agriculture and natural carbon assets - Ngahere, mahi ahuwhenua me ngā taonga waro now Almost six per cent of s GHG emissions come from agriculture, while the extensive forestry, natural areas and tree planting programmes are actively removing carbon dioxide from the atmosphere through photosynthesis, a process called carbon sequestration. The carbon being sequestered is a co-benefit of current activities such as timber production, and plantings traditionally undertaken for improving biodiversity and recreation. Currently, agricultural emissions are largely unchecked with industry given minimal regulatory imperative, incentives or knowledge to reduce their emissions. Opportunities exist to capitalise on emerging technologies to reduce GHG emissions in the agricultural and energy sectors through converting plant material to energy. There are also opportunities to increase the carbon sequestered in land, coastal and marine environments. Where we want to be in 2040 ers are proud of their reputation as a city within a forest. The city s lush tree canopy cleans our air and actively sequesters carbon dioxide. Diverse native vegetation supports healthy biodiversity with recreation, economic and cultural co-benefits. The trees that make up our urban green spaces and rural forests contribute significantly to the general health and well-being of ers by providing a respite for people from the hard edges of the city and habitat for plants and animals. utilises forest harvest residue and excess organic matter (from agriculture and urban tree prunings) to generate clean energy and to stimulate economic prosperity in local communities. Productive agricultural soils are protected. The city has become increasingly selfsufficient through local food production and the efficient use of its natural resources. Our coastal and marine environment is actively protected and is being sustainably managed. Green growth action 10 Accelerate investment by the Māori economy in green growth and clean technologies particularly commercialising Matauranga Māori or customary Māori knowledge. 63 P a g e