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The Auckland Plan


									Auckland Council
The Auckland Plan
Private Bag 92300
Auckland 1142

May 31 2011

Re: Comments on – Auckland Unleashed -The Auckland Plan Discussion Document

Dear Mayor,

Thank you for the opportunity to comment on Auckland Unleashed -The Auckland Plan
Discussion Document

Established in 1977, the Mental Health Foundation is New Zealand‟s leading non government
mental health promotion organisation. Our mission is to make mental health everybody‟s
business and our vision is a society where all people flourish.

We promote the mental health and wellbeing of New Zealanders through a range of activities and
relationships, including working with and influencing national and local government to promote
positive mental health opportunities for individuals and communities. Our work also includes
building the evidence for promoting positive mental health and influencing and involving the public
to inform opinion and behaviour.

Our comments on The Auckland Plan Discussion Document are attached.

Yours Sincerely

Judi Clements
Chief Executive
Mental Heath Foundation
The Mental Health Foundation (MHF) is pleased to have the opportunity to comment on the
Council‟s Auckland Unleashed discussion document. There is no better time for the Auckland
Council to realise the added value generated from proactively promoting the mental wellbeing of
its residents. Increasing proportions of New Zealand‟s population are being diagnosed with
mental disorders, even where social circumstances are improving. If our sense of mental
wellbeing improves we are more likely to have higher aspirations, have the optimism that
aspirations can be achieved, and the resilience to overcome challenges along the way. There is
therefore a legitimate role for local government in promoting wellbeing. With the development and
implementation of the Auckland Plan the Council has the ability to make a positive contribution to
the mental health and wellbeing of its communities.

Q1: Do you think we have the proposed ‘Big Picture’ ideas right? Give us your
suggestions to help Auckland lift its performance.

Wellbeing Strategy

The MHF is in agreement with the Council that „people‟ should be a key strategic driver for the
Auckland Plan. In order to achieve the world‟s most liveable city, the Council needs to broaden its
focus to consider “wellbeing” itself as an overarching strategic goal. The implementation of
wellbeing as a strategic goal is directly related to the purpose of the Local Government Act, which
highlights the promotion of social, economic, environmental, and cultural wellbeing of

The experience of wellbeing leads to improvement in employment and earnings, better
relationships, more social cohesion, less crime, higher educational attainment, healthier lifestyles,
better physical health and improved recovery from illness (World Health Organisation, 2009).

There are overseas examples of Councils taking a similar approach. The Mental Wellbeing
Programme run by Lambeth Council in London (Lambeth First, 2009) is committed to improving
the mental wellbeing and resilience of its communities. Another example is the 2010 Year of
Health and Wellbeing held by Liverpool City Council (Liverpool City Council, 2010).

The measurement of wellbeing outcomes is crucial if the Council is to act on and see the benefits
from promoting wellbeing. The Auckland Council needs to design a measurement approach that
best fits its remit to improve the lives of local people, works within local context and provides a
comprehensive and multi-dimensional picture of local wellbeing. Another way of measuring
wellbeing is through utilisation of the Mental Wellbeing Impact Assessment tool (National Mental
Health Development Unit, 2011).


The MHF believes that the Council‟s focus on reducing inequalities is crucial to the wellbeing of
Auckland‟s communities. Mental wellbeing is highly dependent on the distribution of social,
economic and environmental resources, with high levels of inequality being damaging to
communities and society as a whole.

The best approach may be to start strategising around the needs of the poorest suburbs and the
pre-school age group. Local Boards are important in this process (Rowe & Davies, 2010).

As an important part of a Wellbeing Strategy, the MHF supports the Social Policy Forum‟s
establishment which has brought together local and national leadership to carry out its strategic
role of defining long term goals for Auckland social policy, priorities for action, and monitoring
progress. It is important that the Forum strategically address the long-term causes of current
social issues facing Auckland residents, and not just look for quick fixes.
People and Quality of Life

Q2: How can we make Auckland become more child-friendly, enabling children to reach
their full potential? How do we make Auckland a city that young people are proud to live

The MHF sees children and young people‟s development as a core part of Council‟s business.
The best possible family, social and physical environments in which children are nurtured are
critical to positive child and youth development.

Participation in positive community activities will provide opportunities to try out roles and
identities, helping children and young people successfully move into adult roles, as well as
making Auckland a place where children and young people love to live.

The MHF recommends the Auckland Council:

       Advocate for affordable housing; a key factor associated with children‟s mental and
        physical development.
       Use the wellbeing framework, the Ministry of Youth Development‟s Auckland Office, the
        Families Commission and the Office of the Children‟s Commissioner for advice and
       Consult with young people, families and youth councils who should be involved in
        planning and decision-making processes. This includes consultation with the Youth
        Advisory Panel and mental health consumer advocates.
       Offer a wide variety of positive leisure activities for young people and provide mixed use
        community spaces where children, young people and older people can recreate side by
        side (See Wellington‟s Waitangi Park).
       Address inequalities through ensuring that all young people and their families are
        supported to access education, employment or training.
       Encourage wide-ranging diversity within communities.

Q3: Should the role of services of Auckland schools be widened to become community
hubs- parent, whanau, family, village centres- with social services and community groups
associated with children and young peoples needs attached? What should Council do
differently if our schools were to become community hubs?

The MHF agrees with the opportunity for all schools to become community hubs. The most well-
known example of this development is Victory Village in Nelson, a family-centred school and a
community health centre within the same complex providing a wide range of different services
and activities (Families Commission, 2010). Developments such as these show the strength of
the community development approach which promotes a strength-based approach, innovation
and connection within communities. It should be noted that it is not the provision of services in a
“business hub” that makes this model successful, it is the deliberate creation of the expectation
that parents, and grandparents are welcomed and expected to be part of the school community.

The benefits are clear. For example, domestic and community violence is a cause of poor mental
health. The close collaboration between families, and the different agencies in these hubs would
be an ideal way to promote coordinated help for the affected women and children.

The MHF recommends that the Auckland Council help to develop school hubs by:

       Advocating for utilisation of a wellbeing framework and tools such as the MHF‟s
        Flourishing Environments Analysis Tool, which helps schools comprehensively analyse
        policies, practices and environments that impact the wellbeing of the whole school
       Advocating for a focus on a family-centered model, and ensure they are led by
        community members, not school staff.
       Ensuring that school community hubs consider and address the social causes of poor
        health and education in their communities.
       Advocating for Maori collective involvement (whanau, hapu, iwi, marae) in planning and

Q4: What do you think the Council’s role should be in helping to improve the potential for
Aucklanders to gain employment and increase income levels?

Firstly it should be noted that quality work affects our wellbeing by providing us with purpose,
challenge, and opportunities for social relationships (New Economics Foundation, 2004b). Paid
and unpaid employment or voluntary work is generally better for mental health than
unemployment, but its value depends on both the work itself and culture and relations in the

It is important for the Auckland Council to recognise that employment does not automatically
protect families from poverty: approximately 50% of Auckland‟s children experiencing hardship
come from working families (Ministry of Social Development, 2009).

The MHF recommends the Auckland Council:

       Work to address inequalities associated with income and employment through multi-
        agency approaches involving central government and local communities.
       Promote a wide range of opportunities including paid and unpaid work, and increase
        opportunities for volunteering.
       Promote quality work environments that are conducive to wellbeing, such as those that
        provide opportunity for personal control, have physical security, and involve respectful
        relationships and good pay.

Q5: How should the Auckland Plan address housing needs (eg supply, range, location,
affordability and quality)?

Auckland‟s housing supply is not matching the housing needs of Aucklanders (Auckland
Communities Foundation, 2010). It is evident that housing is far more complex than simply the
provision of physical shelter. Poor housing has an impact on the mental and physical wellbeing of
families and communities. Housing improvement interventions have been associated with
positively impacting mental and physical health outcomes (Thomson, Petticrew, & Morrison,

Suitability, affordability and quality are among the factors that help to determine the experience of
housing for Auckland families, and increasingly families are facing serious issues such as
affordability and housing stress.

The MHF recommends the Auckland Council:

       Work in collaboration with central government to address inequalities by increasing
        supply and ensuring affordability of housing, particularly for older people and low income
       Work with authorities to ensure all new housing developments are of high quality design
        and build. High quality housing stock is durable, warm, dry and quiet and flexible across
        life stages.
       Ensure all housing is well-located with easy accessibility to transport, as well as social
        infrastructure including parks, libraries and leisure facilities which meet the diverse needs
        of communities being housed.
Q6: What should Council’s focus be regarding the arts, culture and heritage?

Culture and the arts are of prime importance to Auckland. Creative pursuits promote positive
mental health through improving confidence, self-esteem, motivation, and reducing stress
(Department of Health, 2007). Participation in the arts, culture and heritage also create
opportunities for social contact which is crucial to wellbeing. Public art and architecture aid mental
wellbeing through defining a sense of place, and belonging.

The MHF recommends the Auckland Council:

       Increase accessibility to arts, culture and heritage sites, particularly for children, older
        people and families. Explore the planning of new arts and cultural centres in other parts
        of the city, rather than concentrating them in the city centre.
       Ensure that arts and culture events reflect the multicultural diversity of Auckland.
       Utilise the wellbeing framework in the development of arts, cultural and heritage events.

Q7: How should the Auckland Plan balance the needs of community recreation, elite
sports and international events?

Elite sport is business, and Council‟s involvement needs to be on the basis of business
development. Community recreation on the other hand is a critical aspect of community
development and individual wellbeing. It enhances mental wellbeing by increasing feelings of
competency and relaxation, distracting from difficulties, as well as enhancing social inclusiveness
and support (Department of Health, 2007). Community recreation also results in improved mental
wellbeing through associated meaningful engagement, self-expression, creativity and the
opportunity to experience control and choice over such activities (Caldwell, 2005). A review of the
most up-to-date evidence suggests that building the following five actions into our day-to-day
lives is important for well-being: connect, be active, take notice, keep learning and give (New
Economics Foundation, 2008). Community recreation provides an avenue for carrying out these

The MHF recommends the Auckland Council:

       Use a wellbeing framework to make community recreation a priority. It is a key tool in the
        development of engaged, healthy and resilient communities.
       Ensure an affordable and accessible range of recreational facilities.

Q8: How can we address community safety and security concerns?

Community safety and security concerns are important for the Auckland community. More
broadly, whether it is bullying, discrimination, or child abuse - all effect Aucklanders wellbeing,
particularly of women, children, those with disabilities, older people, the LGBT community and
refugee-background communities.

The MHF believes that safety and security concerns undermine a society which has the
opportunity to be open, tolerant, diverse and inclusive. Communities with higher levels of social
capital have lower rates of crime, better economic growth higher educational attainment and
better health (National Mental Health Development Unit, 2010).

The MHF recommends that the Auckland Council:

       Play a key strategic role in reducing domestic violence through the development of a
        strategic domestic violence plan. The Council can draw on the work of Waitakere and
        overseas examples such as the City of London Domestic Violence Strategy (Safer City
        Partnership, 2010).
       Promote community cohesion models that help people increase their social contacts,
        engage in community activities, and contribute to their local community.
       Focus on alcohol – related harms.

Q9: How can we address community safety and security concerns? (Disabilities)

It is important for the Council to recognise that disability includes people with experience of
mental illness as well as people with sensory and physical impairments.

The MHF has recently been involved in the production of a resource booklet: „Domestic Violence
and Disabled People‟ (Domestic Violence and Disability Working Group, 2010). There are many
ways that disabled people, particularly women, experience violence that centre on their disability.
Often it is difficult for them to access help, because they are not seen as an equal and their story
is disbelieved. Abusers can also withhold medication, hurt their service animal, or refuse to help
with the person‟s personal support needs. This abuse could be coming from a partner or relative,
or from a paid caregiver. Slowly, through coordination and advocacy there are some ways to get

The MHF recommends the Auckland Council:

       Use a wellbeing framework to develop and implement initiatives which aim to reduce
        stigma and discrimination associated with a diverse range of disabilities.
       Provide resources so there can be a strong respected community voice for disabled
        people and their experience can be recognised and sought as expertise.
       Consult with people who experience disabilities, including them in the planning and
        decision-making processes as the experts of their challenges.

People and Economy

Q10: Are these five priority areas the areas that Auckland should focus on to develop a
more outward-looking productive, high value economy? Do you believe that the Auckland
Plan should have an aspirational economic goal? If so, what should this be?

The MHF agrees that growing skills, education and training, particularly amongst youth is an area
that should receive priority. Youth are disproportionally affected by unemployment across the
whole of Auckland and the lack of employment or work opportunities can impact the mental
wellbeing of our young people. There is increasing emphasis of the social and mental wellbeing
benefits of strong education. „Keep learning‟ is one of the five ways to wellbeing identified by the
New Economics Foundation (New Economics Foundation, 2008). A body of research echoes the
importance of learning and highlights the links between formal and informal learning and
wellbeing at all stages of life (The Young Foundation, 2010).

Note however, that studies have shown that growing the economy on its own, does not
necessarily result in higher levels of well-being (New Economics Foundation, 2004b).

There are many groups of Aucklanders who are experiencing poverty and disadvantage, and this
is a key determinant of poor mental health. However, evidence suggests that once basic needs
are met, material wealth cannot be thought of as synonymous with wellbeing; the wealthier you
are, the less you will find that additional wealth increases your wellbeing. This highlights the need
for a new set of measures that more directly assess wellbeing.
The MHF recommends the Auckland Council:

       Work to address inequalities through partnership approaches involving central
        government, non-government sectors and local communities.
       Reduce the barriers to participation of education through increasing accessibility and
        affordability of educational facilities.
        Create an aspirational economic goal that utilises a wellbeing framework and takes into
         account the wellbeing and quality of life of all of Auckland‟s communities.
        Utilise a set of wellbeing measures that will more directly assess wellbeing and will help
         the Council to understand which kinds of economic growth enhance wellbeing and which
         reduce it. Examples of Councils utilising wellbeing measures include Nottingham City
         Council (New Economics Foundation, 2004a) and Lambeth Council (Lambeth First,

Q13: In developing a more productive high value economy, what priorities and sectors
should the Auckland Plan focus on?

A high value economy should also mean an economy that embraces community objectives and
aspirations. Community economic development is a reasonably new and innovative sector
emerging in Auckland that not only contributes to the economy, but which also places equal
importance on social outcomes and improved wellbeing of local communities (Benedict, 2010).

The MHF recommends that the Auckland Council:

       Invest and promote community economic development as an avenue for addressing
        inequalities, empowering communities and supporting local aspirations, growth and
       Utilise a wellbeing framework and a set of wellbeing measures to understand which kinds
        of economic growth improve wellbeing and which reduce it. Examples include
        Nottingham City Council (New Economics Foundation, 2004a) and Lambeth Council
        (Lambeth First, 2009).

Q14: How should the Auckland Plan support the development of skills to increase
Auckland’s labour market participation and productivity?

Auckland‟s employment landscape is different from the rest of the country, with a bias towards
jobs requiring higher skill levels. As discussed in Question 10, learning helps to improve mental

Volunteer work is an underutilised sector that can aid in the improvement of skills of people
entering the workforce. Volunteering has been shown to help people learn good work habits,
make contacts for work in the future, increase self-confidence and learn skills they could use in
jobs (Ministry of Youth Affairs, 2002).

The MHF recommends the Auckland Council:

        Address inequalities by working in partnership with central government and a range of
         sectors to reduce barriers to participation in the labour market.
        Increase accessibility and affordability to a wide range of educational and learning
         opportunities such as adult community education.
        Promote and provide new and innovative opportunities for young people and people of
         all ages to take part in a wide range of work experiences, including unpaid work and
Q17: Which key economic areas should receive priority?

The MHF supports the concept of Auckland Council backing an iwi/Maori economic powerhouse
within the region. Currently Maori make up 27 percent of those on unemployment benefits, the
same level of experience of overcrowded housing, they have low access levels within early
childhood education, and have hardship rates two to three times higher than other ethnic groups
(Auckland Communities Foundation, 2010). The MHF supports a strong role for the Statutory
Board which ensures Maori representation and voice in all Council activities. The Foundation also
supports the concept a diverse ethnic economy and an eco-city approach. An eco-city approach
will build on Auckland‟s reputation as clean and green and will create a resilient, efficient
economy where ecological protection and prosperity go hand in hand.

The MHF recommends the Auckland Council:

       Work to reduce inequalities through a multi-agency approach with central government
        and other sectors to create employment and meaningful work opportunities for vulnerable
       Utilise the Whanau Ora model concept of wellbeing which involves each whanau in the
        creation of wealth which in turn improves the level of participation, social inclusion and
        living standards.
       Invest in more capacity and capability in Maori innovation, research, science and
        technology, and training and qualifications for young Maori (Maori Economic Taskforce
       Explore the synergies between Government, Council and Maori that would promote
        economic wellbeing for Maori, and a host of opportunities for the Auckland region.
       Celebrate and strengthen the cultural diversity that is Auckland through the enhancement
        and development of ethnic precincts.
       Make the development of an eco-city a core business. Invest in economic development
        opportunities such as renewable energy that will help create an innovative, premier eco-

People and Environment

Q18: How can we help Auckland become an eco city? How can we maintain rural values
plus lifestyles?

There are many ways in which the environment is crucial to our wellbeing. At the most
fundamental level the ecosystem sustains and contains our society and economy. The Auckland
environment is becoming increasingly urban, placing more strain on the natural environment.
World Wildlife Funds‟ (World Wildlife Fund, 2010) living planet report suggests that globally we
are consuming more than 30 percent more than the planet can sustain in the long term.

There are many studies that show how the natural environment can be conducive to mental
health. People with access to nearby natural settings have been found to be healthier overall than
other individuals (Maller, Townsend, Pryor, Brown, & St Leger, 2005). The longer-term, indirect
impacts also include increased levels of satisfaction with one‟s home, one‟s job and with
life in general. One study found that residents living in buildings without nearby trees and grass
reported more procrastination in facing their major life issues and assessed their issues as more
severe, less soluble and more long-standing than did their counterparts living in greener
surroundings (New Economics Foundation, 2005). Research also suggests access to nature in
the workplace is related to lower levels of perceived job stress and higher levels of job
satisfaction (Maller et al., 2005). Developing Auckland as an eco-city will ensure the wellbeing of
current and future generations and will build on Auckland‟s clean green image.
The MHF recommends that the Auckland Council:

       Invest in research, science and technology and develop ecologically sustainable
        infrastructure such as renewable energy, open spaces, green buildings and businesses.
       Adhere to sustainable development goals through all of the Councils planning and
        decision-making processes, ensuring that sustainable development strategies are
        implemented into each level of the Councils activities.
       Draw on Maori understandings of the relationship between environment and people.
       Promote greener design and a more picturesque urban environment which in turn helps
        to improve mental health and wellbeing of our communities.
       Promote sustainable living while helping people understand their place in nature, cultural
        identity and responsibility for the environment.

Q19: What initiatives should the Auckland Plan focus on to reduce greenhouse gases?

As highlighted in Question 18, a functioning eco-system is crucial to human wellbeing.
Greenhouse gas emissions are widely believed to be changing the earth‟s climate. In the past two
decades, New Zealand‟s greenhouse gas emissions have increased by around 23% (Auckland
Communities Foundation, 2010).

The MHF recommends that the Auckland Council:

       Focus on quality green design and tree planting, particularly in urban areas of Auckland
        where residents currently have little access to green spaces.
       Enhance and promote public transportation systems so that Aucklanders do not have to
        rely on private transportation to get to where they need to go.
       Promote safe walking and cycleways as a means of transportation that aids both
        sustainability and mental wellbeing.

Q20: Through the Auckland Plan, how can we celebrate and further protect our distinctive
natural and rural environment?

As highlighted in Question 18, current research shows that access to open and green spaces
improves people‟s sense of wellbeing (Transport Local Government Regions, 2006). Exposure to
open, and green space, in particular is important in promoting relaxation and reducing stress.
One study found that the psychological benefits of parks ranked higher in importance than the
social and recreational aspects, and that the more time people spend outdoors in green space,
the less stressed they feel (Bedimo-Rung, Mowen, & Cohen, 2005). These results are
independent of gender, age or socio-economic status. A key goal of local government planning
must be to build and maintain quality green open spaces that are locally relevant, accessible by
the whole community and well-maintained.

The MHF recommends that the Auckland Council:

       Develop high quality green space policies that are relevant for all aspects of Council
        planning and decision-making.
       Promote community gardens and their environmental, health and social benefits.
        Community gardens also foster leadership, community development, community
        cohesion and increase good nutrition, food production and sharing. An example of
        achieving social and environmental goals through community gardening is the
        partnership between Ngati Whatua o Orakei and the City Mission (Auckland Communities
        Foundation, 2010).
Q21: What aspects of Auckland’s built environment, or the way it is managed, would you
most like to see changed and how? Should Council apply the same level of protection to
character neighbourhoods as it does to unique and scare heritage items?

Auckland must be an environment where people want to live, work and play. Liking the look of
where you live is important for mental health (Guite, Vlark, & Ackrill, 2006). Therefore, there is a
need to ensure that the design of the city will make it physically appealing. Heritage items are
also conducive to our mental wellbeing through contributing to our sense of place and belonging.
Auckland‟s heritage is central to the identity of communities and is fundamental to Mana Whenua.

The MHF recommends that the Auckland Council:

       Advocate protection of, and ensure easy and affordable access to all places of heritage
        so that people are able to experience a sense of place and belonging.
       Protect Auckland‟s Maori history and include local Maori communities in the decision-
        making processes regarding Maori heritage items.
       Involve residents in decision-making and planning processes when making changes to
        the aesthetics of buildings.
       Ensure Auckland‟s communities have many quality open green spaces and street trees
        and plants in which to reduce stress and promote relaxation.

People and Place

Q22: How do you think the Auckland Plan should promote and support high quality
development in Auckland?

Communities with high levels of social capital, indicated by norms of trust, reciprocity
and participation have advantages for the mental health of individuals, and these characteristics
have also been seen as indicators of the mental health or wellbeing of a community (New
Economics Foundation, 2004b).

The MHF recommends that the Auckland Council:

       Use the wellbeing framework and take a people centred approach to the development of
        streets and town centres, ensuring local needs and universal accessibility.
       Involve local communities in the decision-making processes related to the development
        of streets and town centres.
       Reduce heavy motor vehicle traffic and enhance safe walking and cycling spaces
        throughout streets so as to enhance social cohesion.
       Promote public spaces that can be used for a range of social events, helping to build
        social connections.

Q25: What controls are needed to manage and achieve intensification with high quality

Good quality building design is fundamental to achieving high-quality, attractive places that are
socially, economically and environmentally sustainable.

The MHF recommends that the Auckland Council:

       Develop high quality green space policies and utilise a wellbeing framework in the
        development of these policies.
       Ensure that local communities and families are involved in the planning and decision-
        making processes that will determine the level and shape of intensification in their local

People and Infrastructure

Q28: What do you see as the most important transport challenges the Auckland Council
and its partners should give priority attention and why? Which of the 3 options do you
favour most and why? Are there other options you think we should consider? Do you
support the Mayor’s intention to give top priority to the City Centre Rail Link?

The Councils first priority must be Auckland‟s public transportation system in its many forms
including trams and ferry services. The World Health Organisation (World Health Organisation,
2000) highly recommends making public transportation accessible and affordable to all
communities and people of all abilities which includes cities as well as urban areas. This is
especially relevant in the New Zealand context when the population is rapidly ageing, leading to
more older persons, many of whom will experience mobility and sensory impairments. When
urban areas do not have good public transportation this could mean that neighbourhoods lose out
on important services such as access to health centres, schools, and jobs. For young people and
those without cars public transportation is essential in reducing their social isolation and the ability
to maintain community links, factors that are important to mental wellbeing (Village Well, 2006).

The MHF recommends the Auckland Council:

       Make Auckland‟s public transportation affordable, accessible and friendly to people of all
        ages, taking into account the needs of older people and those with disabilities. Using a
        wellbeing framework and a people centred approach ensures that all of Auckland‟s
        communities can get to where they want and need to go.
       Give top priority to equal distribution of Rail Link urban areas with a purpose of increasing
        key public spaces and pieces of infrastructure in the community. Such priorities will help
        and support many people to enable them to engage in work and social commitments.
       Promote safe walking and cycling as a means of transport. These means of transport not
        only help to increase physical health, but also play a part in improving mental health and
        wellbeing. Increase the safety and accessibility of walking and cycling by building well-lit
        footpaths and bike paths from train and bus stops and allowing bikes on buses and

Implementation, Monitoring and Review

Q32: How can the Mayor improve on the ideas and proposals for the Auckland Plan
discussed in this document in order to ensure all Aucklanders enjoy a high and
sustainable quality of life?

In order to build a high and sustainable quality of life the Auckland Council‟s first priority must be
to focus on Aucklanders wellbeing as the key overarching goal. It must also directly address
inequalities. To address such issues the Council must take a multi agency approach that involves
central government, non government sectors, and local community voices in the process. The
MHF proposes that the Auckland Council also focus its attention on enhancing the wellbeing of
Auckland‟s communities through the implementation of an overarching wellbeing framework. The
adoption of wellbeing measures throughout all Council work is necessary to ensure that the
impacts of Council activities contribute towards the goal of wellbeing. The MHF also sees
participation, accessibility, Maori aspirations, diversity, social capital and green spaces as key to
the development of a mentally healthy, flourishing city.

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