I hereby give notice that an ordinary meeting of the Parks, Recreation and Sport Committee will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Tuesday, 4
March 2014
9.30am
Reception
Lounge
Auckland Town Hall
301-305 Queen Street
Auckland
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Parks, Recreation and Sport Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Hon Chris Fletcher,
QSO
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Deputy Chairperson
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Calum Penrose
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Members
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Cr Dr Cathy Casey
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Cr Sharon Stewart,
QSM
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Cr Bill Cashmore
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Cr Sir John Walker,
KNZM, CBE
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Cr Ross Clow
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Cr Wayne Walker
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Cr Chris Darby
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Cr John Watson
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Cr Alf Filipaina
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Member Glenn Wilcox
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Cr Mike Lee
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Member Karen Wilson
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Cr Dick Quax
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Ex-officio
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Mayor Len Brown, JP
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Deputy Mayor Penny
Hulse
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Independent Maori
Statutory Board (alternate)
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Member David Taipari
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(Quorum 8 members)
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Tam White
Democracy Advisor
27 February 2014
Contact Telephone: (09) 307 7253
Email: tam.white@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Parks, Recreation
and Sport Committee
04 March 2014
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ITEM TABLE OF
CONTENTS PAGE
1 Apologies 5
2 Declaration of Interest 5
3 Confirmation of Minutes 5
4 Petitions 5
5 Public Input 5
5.1 Japanese Garden - Friends of the Fukuoka Friendship Garden 5
5.2 Sports Field Capacity Development Programme - Will McKenzie 6
6 Local Board Input 6
6.1 Maungakiekie-Tamaki Local Board : Proposals to acquire open
space in Onehunga 6
7 Extraordinary Business 7
8 Notices of Motion 7
9 Parks, Sports & Recreation - Manager's Report 9
10 Fukuoka Friendship Garden 13
11 Auckland Sport Funding Request 19
12 Auckland Council Appointment to One Voice - Sport and
Recreation Auckland 33
13 Auckland Botanic Gardens Master Plan 43
14 Sculpture in the Gardens 49
15 Proposed parks and reserves management planning methodology 53
16 Committee Introduction and Overview – Biodiversity and
Biosecurity 73
17 Consideration of Extraordinary Items
PUBLIC EXCLUDED
18 Procedural Motion to Exclude the Public 77
C1 Proposals to acquire open space in Onehunga 77
Apologies from Mayor
Brown and Deputy Mayor Hulse have been received.
2 Declaration of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
3 Confirmation of Minutes
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That the Parks, Recreation and Sport Committee:
a)
confirm the ordinary minutes of its meeting,
held on Wednesday, 25 December 2013, including the
confidential section, as a true and correct record.
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4 Petitions
At the close of
the agenda no requests to present petitions had been received.
5 Public Input
Standing Order
3.21 provides for Public Input. Applications to speak must be made to the
Committee Secretary, in writing, no later than two (2) working days
prior to the meeting and must include the subject matter. The meeting
Chairperson has the discretion to decline any application that does not meet
the requirements of Standing Orders. A maximum of thirty (30) minutes
is allocated to the period for public input with five (5) minutes
speaking time for each speaker.
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5.1 Japanese Garden -
Friends of the Fukuoka Friendship Garden
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Purpose
1. To address
the Parks, Recreation and Sport Committee regarding the Japanese Garden.
Executive Summary
2. Representatives
of the Friends of the Fukuoka
Friendship Garden; Lee
Elliott and Stephanie Hay will speak regarding the Japanese Garden restored
garden; the preferred option of the community group.
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Recommendation/s
That the Parks, Recreation and Sport Committee:
a) thank thank
Lee Elliott and Stephanie Hay, representatives of the Friends of the Fukuoka Friendship Garden for
their presentation.
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5.2 Sports Field
Capacity Development Programme - Will McKenzie
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Purpose
1. To address
the Parks, Recreation and Sport Committee regarding the Sports Field Capacity
Development Programme.
Executive Summary
2. Will McKenzie
wishes to speak to bring to the Committee’s attention a number of matters
relating to the Programme’s methodology and the conclusions reached relating
to the demand and supply of sports fields in Auckland and options for more
effective sports field provision at lower cost.
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Recommendation/s
That the Parks, Recreation and Sport Committee:
a) thank Will
McKenzie for his presentation.
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6 Local Board Input
Standing Order
3.22 provides for Local Board Input. The Chairperson (or nominee of that
Chairperson) is entitled to speak for up to five (5) minutes during this
time. The Chairperson of the Local Board (or nominee of that Chairperson)
shall wherever practical, give two (2) days notice of their wish to
speak. The meeting Chairperson has the discretion to decline any application
that does not meet the requirements of Standing Orders.
This right is
in addition to the right under Standing Order 3.9.14 to speak to matters on the
agenda.
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6.1 Maungakiekie-Tamaki
Local Board : Proposals to acquire open space in Onehunga
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Purpose
1. To address the Parks, Recreation and Sport Committee on regarding the Proposals to acquire open space in Onehunga
which is in the confidential section of the agenda.
Executive Summary
2. The
chairperson of the Maungakiekie-Tamaki Local Board, Simon Randall wishes to
speak when the item is considered.
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Recommendation/s
That the Parks, Recreation and Sport Committee:
a) agree that the
Maungakiekie-Tamaki Local Board chairperson, Simon Randall be permitted to
stay in the confidential section of the agenda for this item.
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7 Extraordinary Business
Section 46A(7)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“An item that is
not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time
when it is open to the public,-
(i) The
reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be
delayed until a subsequent meeting.”
Section 46A(7A)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“Where an item
is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general
business of the local authority; and
(ii) the presiding member explains at the beginning of the
meeting, at a time when it is open to the public, that the item will be
discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in
respect of that item except to refer that item to a subsequent meeting of the
local authority for further discussion.”
8 Notices of Motion
At the close of
the agenda no requests for notices of motion had been received.
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Parks,
Recreation and Sport Committee
04 March 2014
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Parks,
Sports & Recreation - Manager's Report
File No.:
CP2014/01832
Purpose
1. To update the Committee on activities undertaken by the Department
of Parks, Sports and Recreation to support implementation of plans and policies
of Auckland Council.
Executive Summary
2. This report has been written to briefly update the Committee across
a range of issues and progress with respect to approved work programmes.
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Recommendation/s
That the Parks, Recreation and Sport
Committee:
a) receive the update report from the Manager, Parks, Sports &
Recreation Department.
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Discussion
Operations Stability
Achievements and Highlights
3. A giant
of the horticultural world
bloomed at Auckland Domain Winter garden’s tropical glasshouse. Over 1 and 2
December 2013, over 17,000 visitors were received. Auckland Council’s titan
arum flower grew to almost 2.5metres high. City Park Services, contract
managers of Auckland Domain; worked tirelessly alongside parks and
communications staff to ensure there was extensive coverage of the event and an
enjoyable experience for everyone interested. Media interest included all
major TV channels, Auckland newspapers and the story even made Chinese TV.
4. The
Sport and Recreation Partnerships team within the Department won the “Engaging
Communities that are less Involved” award in council’s Consultation and
Engagement Awards for the project “Sport and Recreation in the Lives of Young
Aucklander’s”.
5. Sport
and Recreation in the lives of Young Aucklander’s report published. Local Board
overview reports prepared and will be reported to Local Boards to April 2014.
6. The
Volcanic Cones Interim Operational Plan has been completed and was presented at
the 17 December Tamaki Collective meeting for review and feedback.
7. A
signage audit on maunga is underway. The audit will capture all signage on
site and enable long term planning of information and the commencement of the
development of the volcanic cones signage manual, including Te Reo.
8. Completion
of Request for Proposals process for 13 Council owned pools. The new
contractors are scheduled to commence operations from July1 2014 with $2.08m of
savings being delivered over the 5 year term of the contract.
9. Seasonal
staff and summer student rangers have been trained and inducted. The students
worked with park rangers supporting the visitor services programme during the
busy summer holiday season.
10. Busy periods
were experienced in pools across the city during the hottest weekends, with
demand influenced by weather during the school holidays. The impact of free
swimming over the summer months was managed effectively with changes to
staffing requirements, resulting from some changes in swimming behaviour (e.g.
short visits at the end of the day rather than a whole day at the pool).
11. West Wave Pools
celebrated its 25 year Anniversary over the weekend of 1-2 February.
12. Pool and Leisure
staff developed and led a ‘Bring Your Mates’ member referral promotion over 6
weeks from mid-December to end January, brought in over 500 new members across
the network.
13. Northern
regional parks team introduced new revenue streams and visitor service
enhancements with Schischka campground opened at Wenderholm.
14. Sculpture in the
Gardens Visitation exceeded 320,000 with two weeks of the exhibition remaining
at the Auckland Botanical Garden. Positive feedback from visitors indicates
that this has been the most popular exhibition held to date. A highlight has
been the increase in the number of volunteers who have become involved in the
exhibition. It is expected that many will remain involved as volunteers in
other areas of Botanic Garden activity once the exhibition ends.
15. Events including
the Movies in Parks program which operates across the city as well as a range
of one off events including the Lantern Festival in Albert Park attracted
thousands of Aucklanders into Parks.
16. State of Play reports provided to 17 Local
Boards. State of Play reports provide a sport and recreation overview of
assets, activities and programmes in each Local Board catchment. These reports
have also formed key current state information for the development of local
board plans underway at the moment.
17. Following
consultation recommendations drafted to improve the Maori Responsiveness of the
Department. These will be shared with key stakeholders over next three months
and will guide improvements in the Departments response to Maori outcomes, the
Treaty of Waitangi and legislative requirements affecting parks and open space
management and development.
18. Asset Management
Plant Maintenance (AMPM) system’s master data currently being reviewed and
corrected for accurate financial reporting to Local Boards.
19. Currently Local
Boards are leading consultation efforts across local communities with respect
to the local application of dog bylaws. Consideration of dog bylaws within
Regional Parks will follow and reflect decisions by Local Boards.
20. The Department
and Auckland Transport have further clarified responsibilities with respect to
maintenance and upkeep with respect to the streetscape, pathways etc. This
work will continue with the aim of creating a consistent service across the
city no matter which agency of Council is responsible. This work also involves
liaison with the New Zealand Transport Authority who have responsibilities for
motorways and with respect to the state highway network.
Issues / Challenges
21. Responding to
and preparing for peak utilisation period for parks, beaches and facilities.
This included working with staff and contractors, training and development as
well as reinforcing health & safety practices.
22. Enhanced
processes developed with our contractors to manage litter at key locations and
after events worked well.
23. Our staff responded to various issues
associated with illegal camping within parkland and beaches. In response to
lessons learnt liaison with the Police has been improved while information
provided to call centre staff enhanced.
24. Preparing for
and recovering from major events in parks. Local Boards in association with
staff are balancing strong demand for events with requirements of normal sport
and recreation use.
25. Working with Police
and Council’s safe city team to enhance night time safety through design,
lighting and public information within targeted parks including Meyers Park in
the city centre.
26. New rules associated with the Proposed Unitary
Plan were initially associated with up to two months delays in progressing
consents for capex projects when compared to the previous regulatory
environment. Work is underway to improve processes to minimise this impact.
27. Long Bay restaurant capex project construction contract has been
suspended following the discovery of Co-Iwi on site, whilst further
archaeological investigations are completed. The Historic Places Trust (HPT)
consent has now been granted so investigation work can begin.
Health &
Safety
28. A Park Ranger suffered injuries during an assault.
The assault followed the Ranger seeking to remove campers from a legal
campground within a Regional Park in response to poor behaviour. Those involved
have been charged.
29. A light aircraft (gyrocopter) crashed at
Claris Airfield Gt Barrier Island on Sunday 15 December. The pilot received
minor injuries. An investigation by Civil Aviation is currently underway.
30. Lifeguards
across the pool network responded to a range of emergencies.
31. Various wild
fires were managed within parkland, the largest in scrub within the Waitakere
Regional Park.
Projects
32. Auckland
Council acquired Colin Maiden Park on 31 January. The park will ensure
retention / expansion of the open space network in the city for future
generations. Given the park and the complexity of the University
infrastructure; Auckland Council and Auckland University will continue to work
closely together to ensure seamless access to the sportsfields and facilities.
The Orakei Local Board will consider options for development of a master plan,
which will provide opportunities for the public to engage in the future of this
outstanding park.
33. The
Department is associated with the delivery of a number of projects associated
with the 2014-18 World War One Commemorations, these include:
34. Upgrade
of the Waikumete Cenotaph. Completed.
o Check and where appropriate repair and clean
public Cenotaphs across the City. This work is currently underway and is
scheduled to be completed by August 2014.
o Establish a heritage trail of World War One
related sites across the city. This work is underway and is scheduled to be
completed by early 2015.
o Restoration
of two barracks within parkland adjacent to Fort Takapuna for community use.
This project is scheduled to be completed during 2015.
35. The
Mangere Boat Ramp was completed. This facility offers all tide
access to the Manukau Harbour.
36. The
Onehunga Foreshore Project, the Departments largest capital project, is running
ahead of schedule. The Project funded in association with the New Zealand
Transport Agency aims to recreate the beaches and foreshore of the Manukau
Harbour.
Leadership
37. The
financial viability of key elements of the community sport and recreation
sector across Auckland is threatened by the current and forecast decline in
revenues gained from the gaming industry. While the sector has bounced back
from similar issues in the past (tobacco, alcohol) we are working to bring
representatives from across the sector to identify options to mitigate the impact
of the change.
38. The
current Reserves Act dates to 1977. We are working to identify issues with the
legislation given changes in community expectations, sport and recreation.
39. Under
the auspicious of our Memorandum of Understanding we are working with the
Department of Conservation to identify areas where Council and the Department
could more effectively deliver outcomes to Auckland communities.
Consideration
Local Board Views
40. There has been no specific
engagement with Local Boards in relation to this update report. Local Board
views are sought with regard to specific operational delivery within the work
programme, and these views are reported as and when those specific projects are
reported.
Maori
Impact Statement
41. Parks Sports and
Recreation is of significant importance to tangata whenua, their culture and
traditions. Sites of significance to tangata whenua are an important part of
their heritage, established through whakapapa.
42. The activities
identified in the report will have varying degrees of impact upon Māori
and staff have or will engage directly with Māori where appropriate.
Where these matters are reported separately to council, then issues affecting
Māori are specifically covered. As a summary of the unit’s activities,
this report does not address these matters specifically.
43. Where appropriate, Parks Sports and Recreation will engage with
Māori on particular projects and programmes and/or advise other
departments where activities may impact upon Māori values.
44. There are no specific Māori impacts in relation to this update
report. Māori impacts with regard to specific operational delivery
programme are reported as and when those specific projects are reported.
General
45. The activities in this report do not trigger the Significance
Policy. All programmes and activities are within budget / in line with
Council’s plans and policies. There are no legal or legislative implications
arising from the activities outlined in this report.
Implementation Issues
46. No issues.
Attachments
There are no
attachments for this report.
Signatories
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Authors
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Ian Maxwell - Manager Parks, Sports & Recreation
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Authorisers
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Dean Kimpton - Chief Operating Officer
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Parks,
Recreation and Sport Committee
04 March 2014
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Fukuoka Friendship Garden
File No.:
CP2014/02243
Purpose
1. To
seek approval from the Committee for a process to re-establish the Fukuoka
Friendship Garden.
Executive Summary
2. In February 2014
the Fukuoka Friendship Garden located at Auckland Zoo was dismantled as part of
a redevelopment of the site to develop a Tasmanian Devil precinct.
3. This report
recommends a process to re-establish the Fukuoka Friendship Garden. The process
involves working with representatives of Fukuoka City and Auckland based
community groups to examine options for the re-establishment of the garden.
4. The process will
result in a recommended location and concept design being presented to Council
during the third quarter of 2014. Further detailed work will then be necessary
to present costings for consideration by Council for inclusion in the 2015 Long
Term Plan.
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Recommendation/s
That the Parks, Recreation and Sport
Committee:
a) approve the
formation of a Fukuoka Friendship Garden Project Steering Group to consider
and recommend options for the re-establishment of the Fukuoka Friendship
Garden.
b) approve two
Councillors and a representative of the Friends of the Fukuoka Friendship
Garden to the Fukuoka Friendship Garden Project Steering Group.
c) agree that the
Fukuoka Friendship Garden Steering Group report back to the Parks, Sports and
Recreation Committee by August 2014 recommending a location, concept design
and indicative costing for the re-establishment of the Fukuoka Friendship
Garden.
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Discussion
5. On 30 January
2014, the Governing Body received public input regarding the dismantling of the
Fukuoka Friendship Garden at Auckland Zoo. The Governing Body subsequently
resolved that an apology would be made to the Mayor and people of Fukuoka City,
and the people of Auckland including the Japanese community regarding the
removal of the Japanese Garden. The Governing Body referred the matter to the
Parks, Recreation and Sports Committee and the CCO Monitoring Committee for
consideration.
6. This report
provides committee members with information on the steps that have been taken
since the 30 January 2014 Governing Body meeting. This report updates committee
members on:
i. The
apology to the Mayor Fukuoka.
ii. The
proposed process for examining and approving options to re-establish the
Fukuoka Friendship Garden
iii. The
decision making process in relation to the removal of the Fukuoka Friendship
Garden.
An apology
to the Mayor of Fukuoka
7. The Mayor sent a
letter of apology to the Mayor of Fukuoka City in February 2014. The letter
outlined the Governing Body’s discussion and confirms that the Mayor of Fukuoka
will be kept informed of progress as the garden’s future is worked through.
8. The Mayor made a
verbal apology on behalf of Council during the meeting of the Governing Body on
30 January 2014.
Proposed Process for
Re-Establishing the Fukuoka Friendship Garden
9. The Fukuoka
Friendship Garden was established in 1989 as a gift to Auckland City Council
from the City of Fukuoka in recognition of their sister city relationship. The
Fukuoka Friendship Garden was constructed in the grounds of Auckland Zoo and
was accessible to visitors who paid entry to the Zoo.
10. The dismantlement
of the garden started in December 2013 and was completed in early February
2014. Following consultation with officials from Fukuoka the Zoo is storing
plants from the garden in a specialized care facility. Those plants will remain
at the Zoo until mid-2014 when they will be transferred to the care of staff at
the Auckland Botanic Garden. Stone and other hard elements of the garden have
been cataloged and boxed and will be stored at the council’s Mt Wellington
Parks Depot.
11. On 7 February
2014, representatives from Fukuoka visited the site and where briefed on the
storage programme. The representatives were satisfied with the steps taken to
preserve the elements of the garden.
12. Following the
Governing Body meeting in January 2014, the Council’s Manager Parks, Sports and
Recreation consulted on a process to identify options to re-establish the
garden.
13. It is proposed
that options are considered and presented back to councilors. A working group
of specialist staff will be established to undertake the option analysis and
will be led by Jack Hobbs Manager of the Botanic Gardens. Representatives of
the Friends of the Fukuoka Friendship Garden will be invited to assist, together
with the Greenery Department of Fukuoka City and other external parties as
required.
14. A Steering Group
is proposed to oversee the direction of the option analysis. It is recommended
that two councilors sit on the Steering Group and that a representative of
Friends of the Fukuoka Friendship Garden is invited to participate.
15. The Steering Group
will report to the Parks, Sports and Recreation Committee before August 2014
recommending a location and concept design together with indicative costing for
the re-establishment of the Fukuoka Friendship Garden. Funding and timing for
implementation of the proposal will be considered by council during the 2015
Long Term Plan process.
16. A major
consideration in the option analysis is finding a suitable location that is
both accessible and secure and offers long term viability. Options will
include, but not be limited to, the availability of a site within Auckland Zoo,
Chamberlain Park and the Botanical Gardens. All viable options will need to
carry community and stakeholder support.
17. It is noted that
the Friends of the Fukuoka Friendship Garden are seeking that the first option
to consider is a return to the original site within the Zoo.
The decision
making process in relation to the removal of the Fukuoka Friendship Garden
18. A separate report
has been provided to the CCO Monitoring and Governance Committee (SP2014/02312
refers) on the decision making process.
19. The Fukuoka
Friendship was removed from Auckland Zoo to create space for a new Tasmanian
Devil Precinct. The zoo is funded for annual exhibition renewals in accordance
with Asset Management Plans, and the zoo’s renewal plan was reprioritised to
fund the precinct’s development. The development was below the $2 million
threshold that council set as requiring regular reporting. Regional Facilities
Auckland (RFA) and council staff were appropriately consulted on the
reprioritization of funds to develop the precinct.
20. Quite separately,
the zoo sought guidance from council staff on the sensitivities of removing and
relocating the Fukuoka Friendship Garden. Council staff met and discussed the
zoo’s plans with the Mayor of Fukuoka and his officials in November 2013.
Council staff received an assurance that the Mayor of Fukuoka understood the need
to relocate the garden. The Mayor of Fukuoka wrote to Mayor Brown in December
2013 confirming his support.
21. Based on the
feedback received from the Mayor of Fukuoka, zoo and council staff assumed that
there were no risks to the sister city relationship with Fukuoka. The zoo
subsequently commenced the removal of the garden on 12 December 2013 in
accordance with a plan provided by the Fukuoka Greenery Department.
Consideration
Local
Board Views
22. Views of Local
Board’s have not been sought. Views of Local Boards associated with options
will be sought during the process with respect to both design and location as
potential sites will include local parks.
Māori Impact Statement
23. Views of Māori and iwi have not been sought.
Views will be sought during the process as potential locations will include
whenua of interest to various iwi.
General
24. The cost of
reestablishing the Fukuoka Friendship Garden is unfunded and uncosted and is
therefore not included in the current Long Term Plan.
Implementation Issues
25. The council’s
Parks, Sports and Recreation
team will support the operations of the Fukuoka
Friendship Garden Steering Group.
Attachments
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No.
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Title
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Page
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aView
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Letter from Mayor of Fukuoka City
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17
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Signatories
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Authors
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Ian Maxwell - Manager Parks, Sports & Recreation
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Authorisers
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Dean Kimpton - Chief Operating Officer
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Parks,
Recreation and Sport Committee
04 March 2014
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Parks, Recreation
and Sport Committee
04 March 2014
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Auckland Sport Funding Request
File No.:
CP2014/02604
Purpose
1. This report
provides an update on Auckland Sport and the local regional sports trusts and
recommends funding support to Auckland Sport in 2013/2014 to deliver priority
initiatives identified in the Sport and Recreation Strategic Action Plan.
Executive
Summary
2. Auckland Sport
has requested funding from the council to support their leadership role in
partnering with the Auckland sport and recreation sector in the achievement of
region wide outcomes as identified in the Sport and Recreation Strategic Action
Plan.
3. The funding
will contribute towards the delivery of the regional and community objectives
that have been identified in the Sport and Recreation Strategic Action Plan to
achieve the vision of Aucklanders: more active, more often.
4. Auckland Sport
is a new organisation responsible for managing regional programmes and national
and regional stakeholders, while the local regional sports trusts remain
strongly focused on the local sector and community needs.
5. Auckland
Council’s long term plan provides for $553,000 per annum across the four local
regional sports trusts under legacy funding agreements. Auckland Sport is
requesting a further $100,000 in 2013/2014 and a further $200,000 across
Auckland Sport and the four local regional sports trusts in 2014/2015.
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Recommendation/s
That the Parks, Recreation and Sport Committee:
a) approve
$100,000 of existing 2013/2014 operational budget from the Parks, Sport and
Recreation department, be allocated to Auckland Sport to deliver on priority
initiatives identified in the Sport and Recreation Strategic Action Plan.
b) approve the
$553,000 of existing 2014/2015 operational funding grants to the four local
regional sports trusts be funded through Auckland Sport and aligned to the
Sport and Recreation Strategic Action Plan priority initiatives and equitable
delivery across Auckland.
c) request
council staff to work with Auckland Sport and the local regional sports
trusts to develop a regional and local delivery framework aligned to the
Sport and Recreation Strategic Action Plan and report back to the Parks,
Recreation and Sport Committee in June with future funding recommendations.
d) request
council staff and the local regional sports trusts to consult with local
boards in developing the local delivery framework.
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Discussion
Sport and Recreation
Strategic Action Plan
6. The Sport and
Recreation Strategic Action Plan was endorsed by the Regional Development and
Operations Committee in September 2013. The plan is an Auckland wide document
that has been developed in collaboration with the wider recreation and sport
sector. The Sport and Recreation Strategic Action Plan delivers on the
strategic directives of the Auckland Plan, particularly those identified in
chapter five and supports priorities identified in the 21 local board plans.
7. The Sport and
Recreation Strategic Action Plan is a guiding document for Auckland Council and
key stakeholders in the recreation and sport sector. Auckland Sport and the
local regional sports trusts are a key leader and deliverer of a number of
initiatives identified in the plan.
8. Some of the initiatives
in the Sport and Recreation Strategic Action Plan are already funded through
Auckland Council or other stakeholders. Some will be funded by prioritising the
allocation of resources within existing budgets. Funding for new initiatives
that cannot be delivered by reprioritising will be sought through Council’s
annual plan and long term planning processes and other funders.
Proposal from Auckland Sport and the
four local regional sports trusts
9. Auckland Sport
is a new organisation operating since July 2013. It was formed after more the
10 years of sector and stakeholder consultation that concluded that if a new
organisation was created in Auckland, with a regional and strategic mandate, an
improved range of recreational, sporting, health, social and economic results
would be achieved.
10. Auckland Sport’s
vision is for Auckland to be New Zealand’s most active city. Its goals are:
· To provide leadership and strategic
direction that empowers our partners to help more Aucklanders to be more
active, more often
· To achieve more efficient and effective
regional delivery of sport by implementing shared services across the local
regional sports trusts and the sector
· To advocate for and develop a regional
strategy to increase funding into the Auckland sport and recreation sector
· To focus resources on strategic priorities
and allocate funds to increase participation
· To simplify the interface for regional and
national stakeholders, enabling consistency whilst supporting best practice of
local delivery
11. The four local
regional sports trusts: Counties Manukau Sport, Sport Auckland, Sport Waitakere
and Harbour Sport, have been in existence for more than 20 years. They were
created in response to sector and community recognition that independent
organisations (reflecting regional boundaries of the time) were best placed to
provide advocacy regarding sport and recreation provision, to deliver services
to local communities and to leverage additional local funding and resources in
their respective areas to support local initiatives.
12. These principles
still hold true, however the formation of Auckland Council and a rapidly
changing sport and recreation sector now requires an Auckland wide approach to
sport and recreation.
13. The Auckland
Regional Physical Activity and Sport Strategy (ARPASS), was supported for more
than five years (2005-2010) by SPARC (now Sport NZ), the four local regional
sports trusts, the seven local councils and Auckland Regional Council. The
legacy council’s funding contribution to ARPASS was $175,000 per annum for five
years.
14. The ARPASS exit
report prioritised the need in the greater Auckland region for a single
regional sports trusts point of contact for regional and national sport and
recreation organisations and funders, and consistency of delivery for regional
programmes and services.
15. Since ARPASS
ceased in 2010, and the creation of Auckland Sport in 2013, local regional
sports trusts have taken on the role of the regional development and management
of programmes and Auckland wide advocacy. This has not been optimal as their
primary focus was local, and they lacked the mandate to achieve consistency of
regional delivery.
16. With Auckland
Sport now responsible for managing regional programmes and national and
regional stakeholders, local regional sports trusts are more strongly focused
on the local sector and community needs. The complementary roles of Auckland
Sport and the local regional sports trusts is outlined in the funding proposal
attached.
Current
Funding for 2013/2014 and 2014/2015
17. Since the
establishment of Auckland Council, the four local regional sports trusts have
been funded under legacy funding agreements with some small operational
improvements to the agreements and service delivery. Decisions were made to
roll them over until the community grants policy and Sport and Recreation
Strategic Action Plan were completed.
The funding allocations within the long
term plan for 2013/2014 and 2014/2015 are: Sport Waitakere $185,000, Sport
Auckland $115,000, Harbour Sport $160,000, Counties Manukau Sport $93,000.
There is currently no funding allocated for
Auckland Sport in the long term plan.
Funding
Proposal
18. The funding
proposal from Auckland Sport is for incremental funding in 2013/2014 and
2014/2015 to ensure Auckland Sport and the local regional sports trusts can
fulfill the regional and community objectives that have been identified in the
Sport and Recreation Strategic Action Plan. It also signals a funding model for
the long term, which will be the basis of a submission to the council’s long
term plan.
19. Auckland Sport
has requested $100,000 in 2013/2014 to ensure some quick progress can be made
to deliver on two of the Sport and Recreation Strategic Action Plan priorities.
· 13.1 Develop and implement a Volunteer
Action Plan for the sector including schools, and aligning to the parks and
open spaces volunteer programme
· 15.1 Assess the capabilities of recreation
and sport organisations and identify ways to improve their overall performance
· Auckland Sport have identified a plan of
how they would deliver on these initiatives, this detail would inform any
funding agreement that is established. A summary is included in the attached
funding proposal.
20. Funding for
sport and recreation activities within the Parks Sport and Recreation
department operational budgets mostly comprise of legacy grant funding
arrangements and programme funding. With the adoption of the Sport and
Recreation Strategic Action Plan there is an opportunity to align and
prioritise the operational funding and confirm service delivery partners to
meet the objectives of the Sport and Recreation Strategic Action Plan.
21. There are two areas where existing budget is available in 2013/2014 and could be
allocated to Auckland Sport to deliver agreed outcomes: the youth in sports
programme and the regional sports plan budgets. Council staff recommend this
allocation of funding as it provides an opportunity to support and partner with
Auckland Sport to achieve the outcomes set in the Sport and Recreation
Strategic Action Plan.
22. Auckland Sport and the local
regional sports trusts have requested that in 2014/2015 the existing
$553,000 funding grant allocation in the Annual Plan,
be funded through Auckland Sport. The funding would be aligned to the Sport and
Recreation Strategic Action Plan priority initiatives and equitable delivery
across Auckland.
23. An additional $200,000
is also requested across the four local regional sports trusts, to deliver on
the community Sport and Recreation Strategic Action Plan initiatives and
Auckland Sport for regional responsibilities.
24. Council staff
propose to work with Auckland Sport and the local regional sports trusts to
develop a regional and local delivery framework aligned to the Sport and
Recreation Strategic Action Plan and equitable delivery across Auckland.
25. Council staff
will investigate additional funds held from legacy councils that are available
to support sport and recreation outcomes, as a possible source of additional
funding.
Consideration
Local
Board Views
26. Auckland Sport
and the local regional sports trusts held briefing sessions with local board
clusters in 2013. A workshop with local board chairs was held on 31 January,
with council staff, Auckland Sport and the local regional sports trusts.
27. Council staff
and the local regional sports trusts will consult with local boards in
developing the local delivery framework.
Maori
Impact Statement
28. Auckland Sport
and the local regional sports trusts support the development of Maori sports
and Maori participation in sport and recreation through the He Oranga Poutama
ki Tamaki programme.
29. Auckland Council
and Auckland Sport will continue to work with iwi and Maori organisations to
deliver on the initiatives identified within the Sport and Recreation Strategic
Action Plan.
Attachments
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No.
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Title
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Page
|
|
aView
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Funding Proposal to Council March
2014
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23
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Signatories
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Authors
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Sharon Rimmer - Manager Recreation Partnerships
Programmes and Funding
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Authorisers
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Ian Maxwell - Manager Parks, Sports & Recreation
Dean Kimpton - Chief Operating Officer
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Parks,
Recreation and Sport Committee
04 March 2014
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|
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Parks, Recreation
and Sport Committee
04 March 2014
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Auckland Council Appointment to One Voice - Sport and
Recreation Auckland
File No.:
CP2014/02352
Purpose
1. This report seeks
the appointment of two Councillors plus one alternate to One Voice - Sport and
Recreation Auckland (formerly known as the Auckland Sport and Recreation
Reference Group)
Executive
Summary
2. One Voice –
Sport and Recreation Auckland (One Voice) is an Auckland wide independent,
voluntary, multisectoral group that works with Auckland Council and other
entities to provide strategic advice and bring together a voice of the sector.
They play a similar role to council appointed Advisory Boards with a focus on physical
activity, recreation and sport.
3. The role, aim
and purpose of One Voice is outlined in their Terms of Reference (see
Attachment A)
4. The membership
of One Voice is broad to represent with wider aims of sport and recreation as
it relates to physical activity, sport, recreation and health. One Voice
reviews their membership on a three yearly cycle. Current membership is
provided in Attachment B.
5. The chair is
independent and also has a term of three years. Colin Dale was recently
re-appointed as chair for this three year cycle.
6. One Voice has
been active over the last three years providing a recreation, sport and
physical activity view on key council strategies and plans such as the Auckland
Plan, Parks and Open Space Strategic Action Plan, Children and Young Peoples’
Strategic Action Plan, the Draft Unitary Plan, Long Term Plan and Annual Plans.
In the previous term they reported through to the Parks, Recreation and
Heritage Forum and the Regional Development and Operations Committee.
7. With council,
One Voice co-sponsored the development of the Sport and Recreation Strategic
Action Plan and is now well placed to maintain the momentum of the recreation
and sport sector behind implementation.
8. In the last
term of council, Councillors Wayne Walker and Sandra Coney were appointed to
One Voice with Councillor Michael Goudie appointed as alternate.
9. One Voice now
seeks confirmation of council’s appointments for this term.
|
Recommendation/s
That the Parks, Recreation and Sport Committee:
a) appoint two
Councillors plus one alternate to One Voice – Sport and Recreation Auckland
|
Discussion
10. In
the last term of council, the formation, purpose, aims and terms of reference
for One Voice were considered and endorsed by the Regional Development and
Operations Committee. The Committee resolved that:
Resolution number
RDO/2011/5
MOVED by Councillor
Hartley, seconded Councillor Morrison:
a) That the report be received.
b) That the Regional Development and Operations Committee
support the formation of and Terms of Reference for, the Auckland Sport and
Recreation Reference Group as recommended by the Parks, Recreation and Heritage
Forum resolution PH/2010/5.
c) That the Regional Development and Operations Committee
support the proposed membership structure of the Auckland Sport and Recreation
Reference Group.
d) That the Regional Development and
Operations Committee nominate Councillor Coney and Councillor W Walker with
Councillor Goudie as alternate, to act as liaison between Council and the Auckland
Sport and Recreation Reference Group.
11. One Voice has
maintained a strong connection with council and has provided leadership in the
development of the Sport and Recreation Strategic Action Plan, (SARSAP)
endorsed by council in September 2013.
12. One Voice will
support the implementation of SARSAP ensuring that a wider multisectoral
approach is taken.
Consideration
Local
Board Views
13. As a region wide
group, One Voice predominantly interacts with the governing body however One
Voice contacted all local boards over the last term of council with the offer
to attend a local board meeting and update them on their role and purpose. A
number of local boards took up that offer. One Voice is always available to
meet or present to local boards.
14. One Voice will
continue to provide updates on their activities to governing body, local boards
and the Independent Maori Statutory Board as per last term of council.
15. Local
board views have not been sought with regard to the appointments for this term.
Maori
Impact Statement
16. Te Waka Angamua
worked with One Voice to advise on approaches to Maori representation. After
liaison between Te Waka Angamua and the Independent Maori Statutory Board, a
recommendation was made that One Voice work with the Roopu Manaaki of He Oranga
Poutama as a conduit to confirm Maori representatives to One Voice.
17. He Oranga
Poutama is an Auckland wide sector based advisory group for sport and
recreation whose purpose is to increase participation and leadership as Maori
in sport and traditional physical activity at community level.
18. Megan Tunks and
Leonie Matoe have been confirmed as Maori representatives for the current term.
They provide guidance and insight around alignment with the Auckland Plan Maori
Outcomes and the Maori Plan as well as connection to other key initiatives
targeting Maori in the community.
19. One Voice will
also support the development of the Maori Youth Sport and Recreation Action
Plan led by Te Waka Angamua.
General
20. One Voice meets
on a two monthly cycle on the second Wednesday of the month from 12.30 to
3.30pm. Meeting dates for the 2014 year are: February 19th, April 9th,
June 11th, July 9th, September 10th and
November 12th.
Implementation
Issues
21. There are no
implementation issues. One Voice remains an unfunded voluntary group which
enables them to retain independence. Secretariat support is provided by the
Recreation Planning and Programme Unit of the Parks Sport and Recreation
department.
Attachments
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No.
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Title
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Page
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|
aView
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One Voice - Sport and Recreation
Auckland Role, Aim and Purpose and Terms of Reference
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37
|
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bView
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One Voice - Sport and Recreation
Auckland Membership
|
41
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Signatories
|
Authors
|
Lisa Tocker - Manager, Recreation Facilities &
Service Delivery Central
|
|
Authorisers
|
Ian Maxwell - Manager Parks, Sports & Recreation
|
|
Parks,
Recreation and Sport Committee
04 March 2014
|
|
|
Parks, Recreation
and Sport Committee
04 March 2014
|
|
|
Parks, Recreation
and Sport Committee
04 March 2014
|
|
Auckland Botanic Gardens Master Plan
File No.:
CP2014/02277
Purpose
1. The purpose is
to provide the Parks, Recreation and Sport Committee with an overview of the Auckland Botanic Gardens Master Plan 2010
and its main recommendations.
Executive Summary
2. The Auckland
Botanic Gardens Master Plan 2010 provides a framework to guide future
development over the next 50 years. The planning process formally commenced in
December 2008 and the plan was adopted by Auckland Regional Council in 2010.
3. During the
planning process emphasis was placed on developments that would most benefit
the community. This included attractions and plant collections that support
programmes and events that engage people with plants, gardens and the natural
environment, and initiatives that will significantly increase visitation to ABG
and Manurewa.
The
master plan recommends:
4. New
garden developments and identifies the areas they will occupy,
5. Future
building and infrastructure proposals and locations,
6. Open
space such as lawns to be retained as dedicated open space,
7. Key
vistas to be maintained within the gardens,
8. A
pathway network to resolve way finding and orientation issues,
9. Improving
visitor interaction with the plant collections.
10. The
master plan was developed through a series of workshops with input from a broad
range of stakeholders, technical experts, Iwi and community groups.
|
Recommendation/s
That the Parks, Recreation and Sport
Committee:
a) give
consideration during Long Term Plan deliberations to providing capital
funding towards developments included in the Auckland Botanic Gardens Master
Plan.
|
Discussion
11. The purpose of
the master plan is to provide a framework for the long-term development of
Auckland Botanic Gardens (ABG) in a manner that encapsulates its vision:
‘A spectacular South Pacific Botanic Garden that is widely
recognised for its outstanding plant collections, Auckland regional identity
and the interest inspired in the community’.
12. ABG strategic
plans include the ABG Management Plan 2001, Master Plan 2010, Business Plans
and Marketing Plan 2012-2018. These collectively provide guidance for achievement
of the ABG vision and its objectives, and they are collectively aligned with
the Mayor’s vision, the Auckland Plan and other Council strategies. These
include Auckland’s Visitor Strategy (ATEED), Indigenous Biodiversity Strategy, Parks and Open Spaces Strategic Action Plan, Public Art
Policy and the Southern Initiative.
13. The ABG
Marketing Plan 2013-2018 provides guidance for growing visitor numbers and
improving the quality of visitor experience through provision of high quality
programmes and in particular by increasing visitor awareness and uptake of the
ideas, information and services available at the Gardens
14. The gradual
implementation of the Master Plan in combination with the marketing strategy
will make an important contribution to achieving the Mayor’s vision for
Auckland of creating the world’s most liveable city.
15. The Master Plan
includes provision of ample recreational space, a key target expressed in the
Auckland Plan that specifies the need for quality open spaces that meet
community needs. ABG is becoming an increasingly popular destination for varied
recreational activities.
16. ABG is mindful also of the contribution it can make to the Southern Initiative, particularly towards objectives
relating to educational achievement and employment. Plants and gardens
can contribute significantly to a healthy and vibrant community through active
participation and growing and consuming healthy food. ABG efforts will focus on
promoting the importance of plants to people and our environment through
attractive and informative plant displays accompanied by engaging programmes
and activities.
17. Since the
opening of the visitor centre Huakaiwaka in April 2005, annual visitor numbers
at ABG have significantly increased from around 465,000 to in excess of 950,000
in 2012/2013. It is anticipated annual visitation will exceed 1 million for the
first time in the 2013/14 year.
18. As visitation
grows the master plan will play an increasingly important role in ensuring
future developments maximise visitor enjoyment and understanding of ABG.
19. Isthmus Group
Ltd was appointed as consultant landscape architects to facilitate the
development of the master plan. Following consultation with stakeholder groups
the following set of design principles were developed:
• Create a
legible framework for the gardens to organise plant collections and optimise
visitor enjoyment.
• Optimise
visitor experience by developing a South Pacific theme expressed in the overall
landscape framework.
• Showcase
plant collections from New Zealand and around the world selected for their
relevance to Auckland, within the broader landscape structure of the gardens
and the unique setting of native trees, bush, and waterways.
• Showcase
sustainable solutions, and enhance environmental protection throughout the
gardens by applying low impact design (LID) principles and identifying
education and interpretation opportunities.
20. The ABG setting,
and in particular the local character of the waterways, native forest, and
rolling topography provide its unique character. These structuring elements
were used to build a framework for the final master plan.
21. The master
highlights the following structural elements.
· Pacific
lawns
These open spaces provide visual connections throughout the site and
provide for recreation and events that support the gardens as a regional
destination. The lawns also frame and protect important views and vistas,
ensuring glimpses of what lies beyond each space and enticing visitors through
the gardens.
· Pacific
strip
The “pacific strip” is the primary path network for improving way
finding and interaction with the gardens. Nodes are intermittently
incorporated into the pacific strip. They comprise a widening of the paths
around a central area of planting. From each node two or three secondary paths
lead visitors into adjacent gardens. Currently the oversized asphalt “loop
road” provides an obvious walking route but it discourages visitors from
interacting and engaging with the gardens. The Pacific Strip has also been
designed to reduce pedestrian conflict with vehicles including large
operational machinery and will result in improved safety for visitors.
· Garden
clusters
Gardens are clustered around nodes for a seamless journey through
the gardens. Themes created for each node assist with interpretation and
sequencing, and also provide a rationale for locating new garden developments.
22. New garden development
proposals were prioritised according to factors such as suitability of the
plants for Auckland conditions, relevance to the community, and value for
education, conservation and research.
23. It
is recommended that highest priority is given to the following garden
developments:
· Ethnobotanic garden –traditional Maori plants and practices
· Pacific garden – plants significant to the Polynesia community,
· Heritage orchard – heirloom varieties of fruit trees,
· Sustainable lifestyle garden – promoting sustainable gardening and
practical applications of LID that are applicable to domestic situations,
· Extension of the Gondwana Arboretum.
24. The Ethnobotanic garden (Traditional Maori Garden) is envisaged as a
partnership with mana whenua and it will pay an important role in highlighting
the strong horticultural traditions of Maori.
25. The ABG Master
Plan considers the integration of management with the adjoining Totara Park.
These include future expansion of plant collections, particularly the Gondwana
arboretum, and the benefits of the 'borrowed' landscape. Other areas of
potential partnership include complementary recreational activities, vehicle
parking, forest management and signage. Current integration initiatives include
an interpreted forest trail and the Te Araroa Walkway. The Totara Park Reserve
Management Plan is currently being reviewed and consideration will be given to
integrating the management of both sites to ensure future development and
recreational opportunities are realised.
26. Other
recommendations in the master plan include:
· Improving
ingress/egress for vehicles including recommending investigation of potential
solutions such as a roundabout and speed calming devices along Hill Road
· Improving pedestrian
and cycling access
· Increasing carparking
capacity. The current shortage of carparks was identified as the main
constraint to increasing visitation to the gardens. The long queues and
congestion now frequent on weekends and during events has a negative impact on
visitor experience and in some cases may discourage return visits. (Note: The
provision of overflow carparking during peak demand periods is only one of the
recommended solutions to this issue. An analysis of all current and proposed
public transport services, as well as local walkway and cycling connections was
therefore undertaken).
· A distinctive conservatory-styled
structure is recommended as the key structural development to enhance the ABG
experience and complement its educational offer. Currently dubbed the
Epiphytum, it is intended to be a unique structure that potentially could
become one of Auckland’s most distinctive features.
27. Conservatories
are traditionally a defining feature of most botanic gardens around the world.
The Epiphytum will feature epiphytes (perching plants) growing on the walls and
structure of the building. These fascinating plants are not widely understood
as they typically grow high in the treetops. They form a distinctive component
of the NZ flora, and include numerous orchids.
28. This project was
first envisaged in the late nineties when the idea was conceived by architect
Andrew Patterson. Andrew completed a new concept design for this structure in
2013. The Master Plan 2010 specifies it should be located near the entrance to
the Rose Garden where it will be an eye-catching visual draw card for visitors
as they emerge from the visitor centre.
29. The preliminary design is described by Andrew as ‘a sculptural
man-made tree laid out in a geometric Fibonacci sequence’. It comprises a
double helix stair structure constructed from hardwood planks arranged
geometrically to provide dappled light ideal for epiphytes. It is envisaged
that it will be about 19 metres tall, enabling panoramic views of the gardens.
Visitors can take one set of stairs to the top, and another set on their way
down. One way is shaded and the other sunnier. Therefore each staircase will
differ greatly from the other in terms of views and in the plants that can be
grown in the varied microclimates provided. A central lift will provide
alternative access.
Consideration
Local Board Views
30. As an important visitor destination and cultural hub in South
Auckland ABG is working to establish an effective working relationship with the
Manurewa Local board. This includes partnerships in events such as Eye on
Nature and Sculpture in the Gardens, and all strategic planning of ABG. The
Master Plan will be presented to the Manurewa Local Board after it has been
presented to the governing body.
Maori Impact Statement
31. Extensive consultation was undertaken with Maori over several years
leading up to and during the preparation of the Master Plan. This included
consideration of the importance of plant conservation to Maori and includes
establishment of the harakeke collection (traditional Maori weaving flax).
Consultation was undertaken also on the Threatened Native Plant Garden, the
Epiphytum, the proposed traditional Maori Garden, general interpretation,
naming of the Visitor Centre Huakaiwaka and the themes in the Potter Children's
Garden. Tainui kaumatua Fred Graham was a member of the Master Plan project
team.
General
32. Detailed designs
for the developments recommended in the Master Plan have not yet been completed
and therefore costing are estimates only. None of the developments are
currently included in the current Long Term Plan.
Implementation Issues
33. The Mater Plan
2010 is conceptual and does not contain cost estimates. Developed design
processes will be undertaken progressively for each project prior to submitting
investment proposals to Council.
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Jack Hobbs – Manager Botanic Gardens
|
|
Authorisers
|
Ian Maxwell - Manager Parks, Sports
& Recreation
Dean Kimpton - Chief Operating
Officer
|
|
Parks,
Recreation and Sport Committee
04 March 2014
|
|
Sculpture in the Gardens
File No.:
CP2014/02354
Purpose
1. To inform the Parks, Recreation and Sport Committee of the
outcomes achieved by Sculpture in the Gardens 2013/2014.
Executive
Summary
2. Sculpture
in the Gardens exhibition was conducted at Auckland Botanic
Gardens from 9 November 2013 until 16 February 2014.
3. Visitation for Sculpture in the Gardens 2013/2014 exceeded 370,000 over three months.
4. Sales of artworks were the highest yet achieved in the four
exhibitions held to date ($292,000).
5. Key outcomes
include:
· Positive
visitor feedback, with 86 percent of visitors indicating they are Satisfied or
Very Satisfied with the exhibition.
· Half
of the visitors to the exhibition indicated they visited in order to visit
Sculpture in the Gardens.
· Visitor
surveys indicate, the event is attracting more people to the Auckland Botanic
Gardens (ABG), they are coming from further afield, and many new visitors
intend to make a return visit within a relatively short period of time.
|
Recommendations
That the Parks, Recreation and Sport Committee:
a) note the
success of Sculpture in the Gardens and the contribution it makes to the
people of Auckland.
b) thank the
organisations that supported the exhibition.
|
Discussion
6. Sculpture in
the Gardens is the largest of the community targeted events provided by ABG to raise visitation and to engage the
community with art, plants and gardens. Although artworks are
the exhibitions main attraction, the opportunity is taken to provide visitors
with information and ideas on plants and gardens. The amount of positive
feedback on the gardens increases noticeably during each exhibition, indicating
that visitors are more appreciative of the beauty of the gardens when they are
embellished with artworks.
7. Sculpture in
the Gardens has been a significant contributor to the increase in annual
visitation to ABG which is expected to reach one million this year for the
first time since the botanic gardens opened in 1982.
8. Guidance for
events such as Sculpture in the Gardens is contained in the ABG Marketing Plan
2013/2018 that aims to grow visitor numbers and enhance the quality of visitor
experience through provision of high quality programme visitor experiences.
Although providing access to high quality New Zealand art is a primary aim of
the exhibition, it also contributes to increasing visitor awareness of ABG and
uptake of the ideas, information and services that are available.
9. A distinctive
feature of Sculpture in the Gardens is that the majority of the artworks are
created specifically for the site they are to occupy at ABG. About a year
before the opening of the exhibition advertisements invite artists to apply to
participate. Generally 20 artists are selected, and around six months before
the exhibition opens the selected artists assemble at ABG to confirm final
locations for their works, and to discuss logistical matters. The artists then
create their works and installation takes place in October and early November.
10. Another
important aspect of the exhibition is that it attracts such a broad cross
section of the community. Attractive features include free entry and trail
guides, music and performing arts on weekends, a comprehensive community
engagement programme that has considerable focus on families and children. Many
artists have commented that visitation to Sculpture in the Gardens is much more
diverse than for any of the other exhibitions they participate in.
11. Feedback from
the participating artists to this unique process is overwhelmingly positive.
Many participating artists have indicated that in their view Sculpture in the
Gardens is now the country’s premier sculpture exhibition.
12. This was the
fourth biennial Sculpture in the Gardens exhibition. The first exhibition was
held in 2007 over three months in summer and was viewed by more than 300,000
visitors. Visitation for this latest exhibition exceeded 360,000 over three
months, making it one of the most visited sculpture exhibitions in the country.
13. During the
exhibition the main carpark filled to capacity on most weekends and many week days,
requiring the overflow carpark to be opened. On some occasions all available
parking was filled which necessitated the closing of the botanic gardens to
vehicles.
14. The exhibition
is planned and implemented by the Friends of Auckland Botanic Gardens (the
Friends) and ABG staff. It is resourced primarily through external funding that
is raised through the Friends. Major financial contributors are:
$55,000 ASB Community Trust
$50,000 Friends
$45,000 Community Development, Arts and
Culture
$30,000 Manurewa Local Board
$10,000 McConnell family (Supreme Award)
$20,000 Patrons
15. The Community
Development, Arts and Culture contribution to the exhibition was
targeted primarily for community engagement programmes such as guided walks
with artists, the Kids Trail Guide and so forth.
16. The Manurewa
Local Board funding was also targeted primarily for community engagement
programmes and installation of sculptures.
17. The ASB Community
Trust funding was mainly distributed to participating artists who each received
a $2,000 grant towards the cost of constructing their works.
18. The Friends contribution
of $50,000 was used to cover operational costs such as sculpture installation
and footings.
19. An independent
curatorial panel was appointed to select the artists, locate their artworks,
and choose the winner of the Supreme Award. The curatorial panel comprised:
· Alexa
Johnston (author and art historian)
· Richard
Mathieson (artist)
· Rachel
de Lambert (landscape architect)
20. The Friends purchase at least one sculpture from each exhibition to establish a
permanent collection of outstanding New Zealand sculpture within the botanic
gardens. Commission of 25 percent is retained on sales to provide funding for
sculpture purchases at subsequent sculpture exhibitions.
21. The Friends purchased ‘Tuna’ by Bing Dawe ($22,500) for
permanent display at ABG. This artwork is made from bronze, steel and carved
wood. Tuna is the Maori name for our only endemic freshwater longfin eel. It is
an endangered species and appropriately this artwork is located in the
Threatened Native Plant Garden.
22. Sales at
this year’s exhibition reached $292,000 with additional
possible sales pending. The 25 percent commission revenue is retained by the
Friends for future purchases of artworks for permanent display at ABG.
23. At the opening function it was announced that the curatorial panel
had selected ‘Alterations’ by Louise Purvis as the Supreme Award winner.
24. At the closing function on Sunday 16 February it was announced that
the $5,000 Friends Peoples Choice Award had been won by Jamie Pickernell for
‘Oh crabby, I do believe we are rather lost’.
25. The community engagement programme included:
· Free
trail guide
· A
free children’s self-guided trail
· Artist
talks involving participating artists leading visitors around the exhibition on
90 minute guided walks.
· Brief
art activities for school children over the school summer holidays.
· A
photographic and writing competition.
· Additional
attractions during the exhibition include regular live music and community
activities.
26. 14,000 free trail guides were distributed to visitors during this
exhibition. This is double the number distributed at the previous exhibition.
Almost double the quantity of children’s trail guides (4,500) were given out
compared to the previous exhibition.
27. Market research has been undertaken during each of the four
exhibitions to measure the success of the event, inform future planning and to
provide information required by sponsors as part of their funding agreement.
The objective of the research is to understand the following:
· How
people become aware of the exhibition.
· The
profile of visitors.
· Changes
in the frequency of visitation.
· Satisfaction
with the visit/exhibition.
· Suggestions
for improving Sculptures in the Gardens.
28. Half of all respondents surveyed during the latest exhibition indicated they
visited in order to visit Sculpture in the Gardens.
29. These visitors were mainly informed of the Sculpture in the Gardens
exhibition by talking to friends (38 percent) or when reading the New Zealand
Herald (29 percent).
30. Eighty six percent of respondents left feeling Satisfied or Very
Satisfied with Sculpture in the Gardens. Of notable enjoyment was the layout of
the event and the way the placement of the sculptures complemented the walk
through the gardens.
31. Fifty five percent of visitors made comments
or suggestions for improvements to Sculpture in the Gardens. These mainly
related to increasing signage about the exhibition throughout the site,
increasing the number of sculptures on display, and providing information about
artworks and the respective artists at each sculpture.
32. Fifty seven
percent of visitors had not been to the botanic gardens in the last 12 months
or had never visited before. Of those, forty three percent said they would
visit again within the next six months (up from thirty one percent in 2011/12).
Twenty two percent of visitors had never previously visited the botanic
gardens. This indicates the event is attracting more people to the botanic
gardens and that many new visitors intend to make a return trip within a
relatively short period of time.
33. The 2013/14 Sculpture in the Gardens saw a significant increase in visitation
from both overseas and other New Zealand locations when compared to past years.
Overseas visitors increased from four percent to six percent while visitors
from other parts of New Zealand increased from four percent to thirteen
percent.
34. The same number of visitors were attracted from north of the harbour
bridge as from South Auckland, with only slightly fewer visitors from Central
Auckland. This indicates that Sculpture in the Gardens continues to contribute
to the botanic gardens becoming a significant regional destination.
35. Increased volunteerism is another positive spinoff from Sculpture in
the Gardens. During the exhibition around 20 volunteers regularly
donated their time to greet visitors on arrival at the visitor centre, and
provide them with the advice and materials they require to make the most of
their experience.
Consideration
Local
Board Views
36. The Manurewa
Local Board supports the exhibition and provided significant financial support.
The Board is a partner in other community events such as
Eye on Nature.
Maori
Impact Statement
37. Maori views have
been included in the various strategic planning processes that provide guidance
for events and other activities held at Auckland Botanic Gardens.
General
38. The ABG Marketing Plan 2013/2018 provides guidance for all ABG events
including Sculpture in the Gardens. Acquisition of artwork is undertaken in
accordance with the Public Art Policy.
Implementation
Issues
39. ABG will
continue to work with the Friends of ABG, Councils events team, the
Manurewa Local Board and other stakeholders to plan the next Sculpture in the
Gardens scheduled to open in November 2015.
Attachments
There are no
attachments for this report.
Signatories
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Authors
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Richard Hollier - Acting Manager Regional and
Specialist Parks
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Authorisers
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Ian Maxwell - Manager Parks, Sports & Recreation
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Parks, Recreation
and Sport Committee
04 March 2014
|
|
Proposed parks and reserves management planning
methodology
File No.:
CP2014/01181
Purpose
1. To update the
Parks, Recreation and Sport Committee on the outcome of local board workshops
to identify issues and potential options for the delivery of parks and reserves
management plans for Auckland’s local and sports park network.
2. To seek
endorsement from the Parks, Recreation and Sport Committee to begin the
development of non-statutory management policies and a statutory management
plan template for local and sports parks as soon as practicable.
Executive Summary
3. Staff have
assessed a range of issues and identified options for the preparation of
management plans for Auckland Council’s local and sports park network.
4. There are
significant resource and timeframe implications arising from the management
planning process. In recognition of these resource implications, a number of
potential approaches have been identified that will allow council to work
towards the long-term aspiration of having management plans for all council
parkland.
5. Informal
workshops have been held with 19 local boards to further test and refine the
identified aspiration and options. The majority of those local boards favour
the development of reserve management policy, either as a standalone management
tool or:
· in conjunction with
the review of existing, or preparation of new, reserve management plans as and
when needed
· in conjunction with
the preparation of reserve management plans for high-profile, controversial or
complex sites
· as a precursor to the
development of omnibus reserve management plans.
|
Recommendation/s
That the Parks, Recreation and Sport Committee:
a) endorse a
programme of work to develop a suite of reserve management policies for
Auckland Council’s local and sports parks network for consideration by local
boards.
b) endorse development of a template for the preparation of statutory
management plans for local and sports parks for consideration by local
boards.
|
Discussion
Background
6. Auckland
Council is responsible for the management of more than 3,000 pieces of parkland
covering approximately 83,164 hectares.
7. Staff have
identified five key considerations that must be taken into account when
determining the best way to undertake management planning for the council’s
local and sports parks network:
· the number of parks
and reserves
· legislative
requirements
· operational
requirements
· Auckland Council’s
decision-making allocation for parks
· resource
implications.
For more detail see Attachment A.
8. The importance
of Auckland Councils decision making allocation is stressed. Decision making
allocation is set out in the Long Term Plan. Under the current allocation,
local boards are responsible for “reserve management plans for local parks”.
This means that all decisions relating to management planning for local parks
rest entirely with the relevant local board. Local boards will determine when
or if management plans will be prepared or reviewed, provide funding to undertake
any management planning work and approve the content of any plans.
9. The role of the
governing body with regard to management planning is lead management plans for
regional parks, and to determine “regional open space strategy and policy”.
10. At its meeting
of 13 November 2012, the Parks Recreation and Heritage Forum (PRHF) considered
the following three options for working towards the long-term aspiration of
having management plans for all parkland (CP2014/01181):
· Option A - Programme
of reserve management planning
This option envisages commencing a programme of management planning, in
accordance with the statutory process, that works towards delivery of the long
term management plan aspiration.
· Option B - Policy
first followed by programme of reserve management planning
This option envisages the development of a suite of management policy and
operational guidelines to guide management decision making as an interim
measure, followed with a programme of management planning, in accordance with
the statutory process, that works towards delivery of the long term management
plan aspiration.
· Option C - Policy
first followed by management planning as and when appropriate
This option envisages the development of a suite of management policy and
operational guidelines to guide management decision making, followed with
management planning to be undertaken as and when resources allow and policy
provides an inadequate management framework.
11. Attachment B
provides a summary of the relative advantages and disadvantages of the three
options for management planning.
12. The PRHF noted
(PH/2012/136) that staff recommended option B as the preferred approach for the
preparation of parks and reserve management plans, and that staff would
undertake workshops with local boards to further test and refine the
recommended option.
13. Individual
workshops were held in 2013 with 19 local boards to discuss potential options
for reserve management planning.
Outcome of
the local board workshops
14. The workshops
enabled staff to present to local boards a range of issues relating to reserve
management planning in their local board area, including:
· Auckland Council’s
legislative obligations under the Reserves Act 1977
· the current reserve
management plan coverage of their respective local and sports parks
· the age and status of
existing reserve management plans
· reserve management
plan format – e.g. individual versus omnibus plans
· the potential cost of
preparing statutory reserve management plans and associated timeframes
· alternative
management planning tools – e.g. non-statutory reserve management policies used
successfully by New Zealand territorial authorities including Dunedin City
Council and New Plymouth District Council.
15. The workshops
also enabled local board members to identify the type of management issues they
were typically facing and explore the range of management planning approaches
that might best address their particular situation. Attachment C provides a
collated summary of local board feedback.
16. The majority of
the management pressures and issues identified could be initially addressed
through the development of non-statutory management policies. Statutory
management plans could then be prepared based on the policies.
Proposed
development of local and sports parks policy and a management plan template
17. In response to
the feedback from local boards, staff propose to work with local boards and to
develop a suite of non-statutory management policies to provide guidance for
those local and sports parks that are not currently covered by a management
plan.
18. Current
decision-making allocations for parks services mean that local boards have the
discretion to set policy for local and sports parks under their control.
However, from a park user and customer perspective there are advantages in
having a degree of region-wide commonality in the way local and sports parks
are managed, and staff will work with local boards with the aim of obtaining
buy-in to common policies so as to avoid, or at least minimise, variation in
local and sports park management policy across the region.
19. These management
policies will form the basis for the subsequent preparation of statutory
management plans for local and sports parks, funded by local boards.
20. Staff propose to
prepare templates for statutory management plans concurrently with the
development of the management policies and will consult with local boards on
the templates as part of the policy development programme.
21. Templates will
provide a common starting point for the future preparation of management plans
by local boards and:
· ensure content
addresses all Reserves Act 1977 requirements
· ensure plans are
cognisant of all relevant legislation, council strategy and policy
· provide a
comprehensive checklist of all potential management policies as a cue for staff
and consultants during plan preparation
· ensure plans have a
common format as far as practicable across the region for ease of use by staff,
park users and customers.
22. The preparation
of management plan templates concurrently with policy development will enable
integration of the policies into the templates and help avoid, or at least
minimise, variation in local and sports park management plan format and content
across the region.
23. Attachment E is
an example of a reserve management policy from Dunedin City Council. It is
proposed that Auckland Council’s parkland management policies would follow a
similar format (i.e. clear, concise, easily understood and applied).
24. Attachment D
lists policies staff have identified as priorities based
on local board feedback and operational requirements.
An initial round of consultation will be undertaken during the first stage of
the proposed work programme to refine and finalise the list of policies to be
developed first.
25. The development of the policy can be accommodated within
current staff resourcing and it is anticipated that a limited suite of priority
policies could be developed by the end of the 2014-2015 financial year.
Next Steps
26. Subject to
Parks, Recreation and Sport Committee endorsement, staff would commence a programme
of management policy development. It is envisaged that this work would be
undertaken in a number of stages, commencing with those management issues which
are an operational priority (refer Appendix D for indication of priority
issues).
27. Preparation of
draft policy development would include targeted engagement across council, with
iwi, and any relevant stakeholder organisations or groups. Formal consultation
with local boards would be undertaken on draft policies, and following review
and refinement of those policies, local boards would be invited to adopt the
policies as a basis for future management of their local and sports parks.
28. It is intended that the development of management policies
would be undertaken within existing staff resources. However, it is important
to note that demands on available staff resources are currently very high, and
staff are unable at this time to confidently set out a timeframe for the
delivery of management policy. Attachment F outlines the proposed local
and sports management policy development work programme and provides an
indicative timeframe.
Consideration
Local Board Views
29. Staff have
informed all 21 local boards of their intention to rationalise management
planning for Auckland Council-owned or administered local and sports parks and
all expressed interest in the programme of work.
30. Informal
workshops have been held with 19 local boards on the options available for
parkland management planning and staff will be working with the boards to
assist them in refining and implementing their preferred methodology.
Maori Impact Statement
31. There has been
no specific consultation with Māori in relation to the scoping and
assessment of the potential methodologies for management planning for
Auckland’s open space network.
32. Staff have
analysed feedback in relation to open space issues from previous engagement,
with Māori, including the proposed Auckland Unitary Plan, Auckland Council
Parks and Open Spaces Strategic Action Plan 2013, Auckland iwi management plans,
Independent Māori Statutory Board’s Schedule of Issues of Significance to
Māori in Tāmaki Makaurau and The Māori Plan for Tāmaki
Makaurau. This feedback will inform the initial development of draft policies.
33. Staff will work
with Te Waka Angamua - Māori Strategy and Relations to facilitate
engagement with mana whenua during further development of parkland policies and
management plans.
Implementation Issues
34. Implementation
of the methodology, once an option is agreed upon, will require careful prioritisation
to maximise the effectiveness of available resources by targeting areas of
greatest need. It is envisaged that staff will work with local boards to
develop a prioritised programme of works for policy and/or plan preparation.
35. The most significant
issue with the implementation of any methodology requiring the preparation of
statutory management plans will be the resource requirements, in terms of time
and staff and consultant costs. Although local boards will be required to
engage and fund consultants to prepare statutory management plans there will
still be considerable input required from staff to manage and support the
consultants.
36. Timeframes
necessary to meet statutory consultation requirements and align with the
political reporting calendar may also present challenges with regard to timely
preparation of management policies and/or plans.
Attachments
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No.
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Title
|
Page
|
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aView
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Five key considerations when
undertaking management planning for Auckland Council’s local and sports parks
network.
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59
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bView
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Advantages/disadvantages of
identified management planning options.
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61
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cView
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A collated summary of local board
feedback from the park and reserve management planning workshops.
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63
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dView
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Potential priority park and reserve
management policies.
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67
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eView
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An example of park and reserve
management policy.
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69
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fView
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Proposed work programme and
indicative timeframes.
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71
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Signatories
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Authors
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Ezra Barwell - Principal Policy Analyst (Region Wide)
Community and Cultural Policy
Rob Cairns - Manager Regionwide
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Authorisers
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Penny Pirrit - Regional & Local Planning Manager
Ian Maxwell - Manager Parks, Sports & Recreation
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Parks,
Recreation and Sport Committee
04 March 2014
|
|
Attachment A.
The five key considerations
that must be taken into account when determining the best way to undertake
management planning for Auckland Council’s local and sports parks network.
1. The number
of parks and reserves
With over 3,000 parks and reserves, the preparation of individual management
plans for each piece of parkland is not considered feasible and the grouping of
parks into omnibus management plans is the preferred option for the majority of
parkland.
2. Legislative
requirements
The Reserves Act 1977 requires that the administering body of a reserve
prepares a reserve management plan within five years of the creation of the
reserve or its appointment as the administering body of a reserve (with the
exception of local purpose reserves unless directed by the Department of
Conservation/Minister of Conservation). It is noted that this requirement of
the Act is frequently not achieved across the country and is not actively
enforced.
3. Operational
requirements
The ongoing management and development of the parks and reserve network
benefits from having a clear framework for decision making. Such a framework
provides both guidance for decision makers and clarity for the community with
regard to what is and is not anticipated in different parks and reserves.
4. Auckland
Council’s decision-making allocation for parks services
Decision making responsibility for parks administered by Auckland Council is
split between local boards (for local parks) and the governing body (for
regional parks: defined as “parks delivering Auckland wide benefit”). This
allocation explicitly includes responsibility for management planning. Each
local board is therefore responsible for management plan preparation, including
funding, for local and sports parks in its area.
5. Resource implications
The process for the preparation of management plans is set out in the Reserves
Act 1977. This process has significant implications with regard to both time
and resources (staff and/or funding for external consultants) required to
develop a management plan from the notification of intent to prepare a plan
through to the adoption of a final plan.
|
Parks, Recreation
and Sport Committee
04 March 2014
|
|
|
Attachment B. A summary of the relative advantages and
disadvantages of the three options for management planning.
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|
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Advantages
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Disadvantages
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Approach
A
Programme of management planning
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· Once completed, each management plan would have statutory weight
and fulfil council’s obligations under the Reserves Act 1977.
· The management planning process provides a prescribed consultation
process for engaging the public, mana whenua and key stakeholders in the
development of a management framework.
· New management
plans would replace existing management plans as and when completed.
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· Currently available resources restrict the number and speed of
management plan delivery, leading to a very long-term programme.
· The long-term timeframe would mean many parks and reserves would
be without an operational management framework for many years.
· Identifying appropriate priorities resource allocation between
local boards is challenging.
· Once adopted, accommodating
variations to management plans can require statutory consultation processes,
which can be both costly and time-consuming.
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|
Approach
B
Policy first followed by programme of management planning
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· Management policy and operational guidelines can be developed and
adopted by local boards relatively quickly within currently available
resources.
· Policy would provide interim management guidance in the absence of
statutory plans or while waiting for statutory plans to be prepared.
· Policy is relatively easy to amend (via political resolution) to
accommodate changing circumstances.
· Policy can be tested and refined and then form the basis for the
content of statutory management plans.
· Would fulfil
council’s Reserves Act 1977 obligations in the long-term.
|
· Policy and operational guidelines are non-statutory and have no
statutory weight.
· Existing management plans would not be superseded by policy, and
would retain their statutory weight until such time as an amended or
replacement plan is completed.
· Leases on reserved land not countenanced in an operative statutory
management plan require Department of Conservation or Minister of
Conservation approval.
· Currently available resources would necessitate a slow delivery of
management plans and a long-term programme until completion.
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Approach
C
Policy first followed by as and when management planning
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· As for Approach B, except that council’s Reserves Act 1977
obligations would either take much longer or would not be met in the
long-term.
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· As for Approach B.
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|
Parks, Recreation
and Sport Committee
04 March 2014
|
|
|
Attachment C. A collated summary of local board
feedback in response to questions regarding park and reserve management
pressures or issues and management planning options.
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Question 1
What are the specific management
pressures or issues that you are experiencing in relation to local and sports
parks in your local board area, if any?
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· Reserve management plans (RMPs)
o no expiry date so operative plans may be ‘out-of-date’ and not
reflect current community needs and aspirations
o inflexibility with regard to new uses, activities or developments
– e.g. replacement/installation of playground equipment, community gardens –
if not contemplated or allowed for in the operative plan
o minor alterations to footprints of buildings unduly constrained by
plans
o can unduly constrain granting of leases and add time and cost to
process
o many existing RMPs are too specific
o without RMPs it is not clear what council owns/manages
o high turnover of groups not contemplated and allowed for in
existing RMPs which creates management/administrative problems
· Buildings and development
o buildings on parkland are a major issue
o buildings remove open space
o groups often want new buildings on reserves rather than using
existing buildings, often simply for free storage of their materials – e.g.
shipping containers
o there is increasing pressure from providers for new early
childhood education (ECE) facilities to be located on council parkland (the
Ministry of Education funds the cost of ECE buildings but not land, therefore
public open space is targeted by providers as ideal locations for their
operations)
o given the intended population growth of Auckland, existing open
space will be increasingly important and should not be used for community
buildings
o lack of RMPs or appropriate management policies may allow
inappropriate development
· Leases
o numbers of groups that want peppercorn leases on parks/reserves
and/or existing buildings, rather than paying to hire space or facilities as
and when needed and then monopolising them for their own exclusive use
o different leases on the same park/reserve running out at different
times can complicate management
· Sports parks
o soccer is growing rapidly but limited capacity exists
o need for year-round use versus 'resting' of grass sportsfields to
allow turf to recover
o inadequate drainage on grass sportsfields limiting capacity – turf
not able to recover when ground is continually wet
o allocation – sporting codes not sharing space or facilities and/or
not wanting to share fields with other codes
o cost to hire sportsfields
o floodlighting
o stormwater – use of sportsfields to manage stormwater problematic
as it reduces playing hours and exacerbates lack of capacity issues
o lack of recreational opportunities for older people, more needed
· Provision
o considering proposed intensification of population there are not
enough parks, particularly for sports, but also need more community spaces
for informal recreation
o user conflict over limited space
· Funding
o Local boards (LBs) not being funded to deliver RMPs
o inadequate resourcing for local and sports parks and to pay
contractors to deliver appropriate levels of service
· Relationship with Auckland Transport (AT)
o AT requiring expensive traffic management plans for ANZAC Day
every year
o management of 'no-mans-land' between road and community facilities
– e.g. space could be used for open-air markets
o need for agreements with AT over jurisdictional issues – e.g.
unformed legal road
· Council not being a good landlord/neighbour:
o e.g. netball and tennis courts on council parkland – maintained by
lessees but council planting adjacent to courts is damaging the surfaces
o weed/pest plants escaping from council parkland into neighbouring
properties
· Trees
o lack of guidelines for new plantings – both native and exotic
o protection
o management of senescing trees – e.g. pines and macrocarpas – on
parkland
· Effectively managing parks/reserves containing different types of
open space – e.g. conservation and sport and active recreation: Diversity of
terrain and/or function can make it difficult to effectively manage parkland
to ensure positive outcomes across an entire park/reserve
· Encroachment onto council parkland – from both private properties
and schools
· Coastal protection – e.g. erosion protection measures: Need some
formal guidelines
· Lack of consistent management of similar open space – need to
align management of contiguous or geographically proximate reserves and open
space of similar types within local board areas or even regionally across
Auckland
· Stormwater management: Parkland is already used for stormwater
management and there is pressure for more to be used
· Urban streams: Currently no planning mechanism to holistically
manage urban streams
· Antiscocial behaviour
· Opening and closing times/hours of operation: Needs rationalising
· Delegations – e.g. for seasonal camping: Need some formal
guidelines
· Public access: Locked courts/buildings/artificial turf
sportsfields and other facilities on open space that exclude the public is in
an issue
· Reserves Act 1977 classifications: Inappropriate reserve
classifications can constrain use and development of parkland and leasing of
community buildings and facilities
· Weeds/pest plants: Need for management guidance on this topic
· Development of new parks: There needs to be a focus on multi-use
facilities/infrastructure – e.g. multi-sport parks, multi-use recreational
trails – to fully utilise the potential of existing parkland.
|
|
Question 2
Are these management pressures or issues
linked to a particular type of park/reserve or a particular geographic
location within your local board area?
|
|
· ‘Out-of-date’ or overly detailed/restrictive RMPs: Affects all
types of park/reserve
· Buildings on parkland: This is an issue across all park/reserve
types but recreation parks/reserves particularly problematic
· Leases: This is an issue across all open space but local
purpose/community and recreation parks/reserves particularly problematic
· Relationship with AT: This is relevant to all parkland which
contains unformed legal road or is functionally contiguous with AT controlled
land – e.g. civic spaces, such as war memorials, comprising park/reserve and
unformed legal road
· Trees: Tree management is an issue across all open space types
· Encroachment: Can occur on any type of park/reserve but esplanades
are the most commonly affected
· Allocation/sharing of facilities: Predominantly an issue relevant
to sportsfields and sports facilities/complexes but community facilities can
also be problematic
· Stormwater management: This issue is particularly relevant to
sports parks as their use for the temporary detention of stormwater can
compromise their use/functioning long after the water has receded and can
reduce the longevity of sand carpet fields through siltation
· Parks containing different types of open space: Parkland can
contain mixes of all open space types but issues predominantly relate to
potential incompatibility between types that require quite different
management approaches – e.g. sensitive conservation areas adjoining
highly-used and highly-managed sportsfields
· Lack of RMP coverage: This is relevant right across the range of
open space types but particularly smaller parks/reserves (e.g.
‘neighbourhood’ parks), conservation and esplanade reserves
· Capacity/provision: Predominantly an issue relevant to sport and
active recreation parks/reserves but community spaces for informal recreation
also an issue in some areas
· ECEs on parkland: Providers predominantly target recreation
reserves/sports parks as they appear to have a lot of surplus space.
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|
Question 3
What is the optimum approach to address
your board’s parkland management pressures or issues given the scope of
management and development tools available?
|
|
There was a range of views expressed,
from preparing a comprehensive suite of omnibus RMPs to developing management
policy only. Development of management policy, with existing RMPs reviewed
and new RMPs (individual and/or omnibus) prepared only as and when needed,
was the preferred approach.
· Policies
o principles, policies, guidelines preferred approach
o supportive of the development of Auckland-wide policies as
management tools for parks and reserves
o policies preferred approach – high-level regional policies OK for
universal issues
o must have local variation to accommodate/reflect community needs
and aspirations
o policies OK as long as LB-based
o policies for minor parks, RMPs for principal parks
o policy approach favoured with full involvement of LB at all stages
o unsure about usefulness of policies for high-profile/large/complex
parks but probably OK for smaller parks
· RMPs
o Preference for omnibus option
o New omnibus 'umbrella' prepared as and when need arises – for new
parks/reserves and for any amendments to existing plans
o Investigate management issues and determine whether there should
be a RMP or not as starting point
o Community would support non-prescriptive RMPs
o OK to use a template
o Reviews of existing RMPs or preparation of new RMPs for specific
parks as/when necessary
o Status quo is preferred with no new RMPs needed
o Omnibus approach makes sense in terms of cost
o Preparation of RMPs is a potentially expensive project that will
need careful planning in terms of priorities and rollout
o The community buildings on open space issue could be reinforced
through inclusion in reserve management plans, but RMPs would not be the
primary method to resolve this issue
o Master plans or precinct plans may be appropriate tools for
planning and developing some parks/reserves rather then preparing RMPs
o Esplanade/beach parks have a strong relationship and should be considered
a unit for planning and management purposes
o Smaller neighbourhood parks should be covered by a single planning
document while large sports parks could be dealt with by individual planning
documents
o Supportive of template omnibus reserve management plans based on
the Unitary Plan open space zones being developed (resourced by Governing
Body) and provided to local boards.
o Older RMPs should be checked for currency and for implications for
potential future use or development
o Potentially RMPs for specific circumstances as and when needed
o Omnibus RMPs – definitely not individual plans
o Most unique/high profile reserves already have RMPs but some need
updating
o New reserves could be added to existing omnibus plans
o Specific details about reserve management should be addressed
through local board plans rather than RMPs
o RMPs that are less specific are better.
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Parks, Recreation
and Sport Committee
04 March 2014
|
|
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Attachment D. A list of parkland management policies identified
as priorities by staff, based on local board feedback and operational requirements.
The list will be refined during the first stage of
the proposed work programme.
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Administration policies
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· Affected party approvals
· Landowner consents
· Naming of parks, park features and facilities
· Protocols for parking restrictions on parks and reserves
· Fencing
· Pest animal and plant control
· Use of hazardous substances
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Māori (mana whenua and matawaka)
policies
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· Engagement and involvement of Māori in parkland management
· Acknowledge and give effect to the principles of the Treaty of
Waitangi and any other statutory obligations to Māori with regard to
parkland management
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Use policies
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· Fitness trainers’ use of parks
· Plaques and memorials in parks
· Regular use of parks by schools
· Commercial activity on parks
· Buildings on parks
· Community gardens
· Coastal structures
· Network utilities
· Threatened species management
· Signage on parks
· Art on parks
· Beekeeping on parks
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Parks, Recreation
and Sport Committee
04 March 2014
|
|
Attachment E. An example reserve
management policy from Dunedin City Council using the format proposed for
Auckland Council policies.
2.12 Fencing
Comments
The Fencing Act 1978 sets out the
general principle that the occupiers of adjoining land share equally the cost
of erecting an adequate boundary fence. It also provides the procedures by
which a decision is reached - either by negotiation between the parties
concerned or by the District Court - as to the appropriate type of fence,
sharing of costs and other factors.
Reserves adjoin a variety of land uses
from rural setting to urban industrial settings. This management policy cannot
give blanket provisions for fencing, however it can give clear guidance on the
Council’s responsibilities for fencing.
In addition, fences or barriers may be
required to prevent vehicular access to grounds, for security (especially in
areas such as cemeteries), to enclose service areas, caretakers’ residences, or
the exclusive premises of sporting users.
Objective
1. To erect fences or
barriers on reserves where necessary to protect reserve values.
2. To erect fences or
barriers to ensure that the reserve can be used safely, or for security
purposes.
3. To erect fences or
barriers on reserves where necessary to avoid, mitigate or remedy the adverse
effects of reserve use on neighbours, or effects of neighbours on reserve
values.
Policies
1. Council will meet its boundary fencing
obligations under the Fencing Act 1978 by meeting half share costs of boundary
fences. Subject to site factors, the standard boundary fence should be:
1.1 adjoining farmland: a 7-8 wire
fence, as described in part 6 of the Second Schedule to the Fencing Act 1978;
and
1.2 adjoining urban premises: a paling
fence, as per part 3 of the Second Schedule to the Fencing Act 1978, or (with 3
rails) to 1.8 metres high.
2. The Council shall in each case
determine the type of fence appropriate to the character, use and environs of
the reserve and follow the procedures prescribed by the Fencing Act
accordingly.
3. Where, in the opinion of the Council,
standard fence is adequate, the adjoining owner shall be advised that Council
is not prepared to contribute to any costs in excess of the cost of such fence.
4. Where, in the Council’s opinion, a
fence of construction sturdier or higher than standard is necessitated by
normal recreational use of the reserve, the excess cost shall be borne by the
Council.
5. Where the enclosure of its facilities
is sought by a reserve occupier, the Council’s approval is required and the
cost of erecting and maintaining appropriate fences to the satisfaction of the
Council shall be borne by the reserve occupier.
6. The colour and design of fences is to
be approved by the Council before the fencing is erected.
7. The erection of gates in fences
bounding private properties may be permitted with the written approval of the
Council. In considering applications for gates to reserves, Council will
consider the likely effect of the gate on reserve values, particularly
recreational and ecological values.
8. The painting and creation of murals on
boundary fences will be considered on submission of a copy of the design,
including colours, for approval by the Council and submissions from the
adjoining property owners.
Policy Implementation
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Policy
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Delegation/responsibility
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Legislation/Council Policy
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1 and 2
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Officer
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Fencing Act 1978
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3 - 8
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Officer
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Parks, Recreation
and Sport Committee
04 March 2014
|
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Attachment F.
Proposed work programme and indicative timeframes for the development of
non-statutory management policies for local and sports parks. The statutory
management plan template will be prepared concurrently.
|
|
Batch 1
(priority policies)
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Batch 2
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Batch 3
|
|
|
4 months
|
Undertake targeted
consultation and develop initial draft policies
|
|
|
Preparation
of statutory reserve management plan template
|
|
n2 months
|
Consult with local
boards
|
|
|
|
4 months
|
Refine draft
policies and undertake wider consultation
|
Undertake targeted
consultation and develop initial draft policies
|
|
|
2 months
|
Local board
adoption
|
Consult with local
boards
|
|
|
4 months
|
|
Refine draft
policies and undertake wider consultation
|
Undertake targeted
consultation and develop initial draft policies
|
|
2 months
|
|
Local board
adoption
|
Consult with local
boards
|
|
4 months
|
|
|
Refine draft
policies and undertake wider consultation
|
|
2 months
|
|
|
Local board
adoption
|
|
Parks, Recreation
and Sport Committee
04 March 2014
|
|
Committee Introduction and Overview – Biodiversity and
Biosecurity
File No.:
CP2014/02085
Purpose
1. To introduce
the Parks, Recreation and Sport Committee to the biodiversity and biosecurity
workstreams to be reported in this triennial period and to highlight any
upcoming decision items for the committee’s consideration.
Executive
Summary
2. The Infrastructure and Environmental Services (I & ES) Department’s
biodiversity and biosecurity workstreams deliver programmes, projects and
technical advisory services that contribute to the protection, conservation and
enhancement of the region’s natural, built and cultural resources.
3. The responsibility for providing political oversight and direction
for the functions of the Environmental Services Unit generally sit within the
delegations of the Environment, Climate Change and Natural Heritage Committee
however given that work programmes often occur on regional and local parks
regular information reports will be provided to this committee.
|
Recommendation
That the Parks, Recreation and Sport Committee:
a) receive the Infrastructure and Environmental Services Department
biodiversity, biosecurity report February 2014.
|
Discussion
4. Auckland
Council is committed to environmental action and green growth in the Auckland
Plan. Protection and enhancement of our natural heritage within regional
facilities is fundamental to achieving this.
5. The environmental services unit sits within the Infrastructure and
Environmental Services Department. This operational unit, along with
stormwater, solid waste and the chief engineer’s unit, delivers programmes,
projects and technical advisory services that contribute to the protection,
conservation and enhancement of the region’s natural, built and cultural
resources. The purpose of I & ES is to deliver effective infrastructure and
environmental outcomes to support making Auckland the world’s most liveable
city, achieved through five main priorities:
1. A
healthy environment supporting our cultural, economic and community wellbeing.
2. A zero
waste future for Auckland.
3. Pristine
waterways and harbours through water sensitive design.
4. Thriving
ecosystems and
5. Empowered,
sustainable communities.
6. The Auckland Plan describes a
transformational shift to ‘strongly commit to environmental action and green
growth’. It is the responsibility of the environmental services unit to
support that shift through its operational actions, including the development,
promotion and implementation of projects that deliver improved environmental
outcomes.
7. The vision of Council’s
Indigenous Biodiversity Strategy is to ensure that Auckland’s biodiversity is
flourishing and treasured. In supporting this vision, as well as that of the
Auckland Plan, the biodiversity team, with input from biosecurity, provide
technical advice to ecological restoration projects being delivered by either
Council or private landowners.
8. Biosecurity officers work
alongside biodiversity to contribute to environmental and primary production
outcomes, and are responsible for the implementation of the Regional Pest
Management Plan through a number of operational programmes. Biosecurity is also
responsible for the regional coordination of national biosecurity management
programmes, such as the local response to kauri dieback, kiwifruit vine disease
(PSA) and red vented bulbul (bird).
9. Both teams also provide
technical input into the evaluation of resource consent applications and other
statutory processes, such as the development of the proposed Auckland Unitary
Plan and relevant national policy.
10. Biodiversity and biosecurity have
a number of work programmes that support the enhancement of regional and local
facilities. These include the direct delivery of programmes within regional
and local parks as well as supporting other parts of council and communities to
undertake projects that support biodiversity, cultural, economic and social
outcomes. Regional Park Rangers work with these units to deliver programmes outlined
below that occur in Regional Parks.
11. The biodiversity and biosecurity
work programmes within regional and specialist parks are predominantly focussed
on delivering objectives of the Indigenous Biodiversity Strategy, in
particular: Objective One “Conserving the greatest number and most diverse
range of Auckland’s ecosystems” and Objective Two “Achieve long-term
recovery of the greatest number of threatened species whose range includes the
Auckland Region”. Significant regional programmes include: Ark in the
Park, Kokako management in the Hunua Ranges and Tawharanui and Shakespear Open
Sanctuaries.
12. Delivery and support to
programmes within local parks is largely confined to the biodiversity team as
biosecurity work is contracted out. Current local park programmes include
ecological survey, the provision of advice on ecological management priorities
and the protection of priority species.
13. In addition to the biodiversity
and biosecurity programmes, the environmental services unit supports a number
of projects that engage the community in environment and sustainability
initiatives on local parks including Project Twin Streams and Wai Care; and
delivers Learning Through Experience on regional parks.
14. Aspirations of communities are
supported and enabled through the delivery of local board projects and
community engagement initiatives. The protection of a population of New
Zealand dotterel adjacent to the northern motorway is one example where a
collaborative approach has been taken to protect a threatened species.
15. A focus for 2014 is to complete a
threat assessment for all ecosystem types within the region and to develop
management prescriptions for priority sites.
16. Key work areas
for 2014 will include:
· implementation
of Council’s Indigenous Biodiversity Strategy;
· review
of the Regional Pest Management Plan – Council’s key strategic and regulatory
document for managing unwanted organisms and pests, including Kauri dieback;
· resolving
an appeal of the Waikato Regional Pest Management Plan (primarily as it relates
to the Hunua Ranges);
· completion
of regional ecosystem threat assessment and classification;
· review
of the delivery of pest management programmes within regional parks; and
· implementation
of programmes on maunga.
Consideration
Local
Board Views
17. No consultation with local boards was required for the preparation
of this report. Individual items that make up the report are reported directly
to the relevant local boards as appropriate.
Maori
Impact Statement
18. This is a report
for information. Individual items that make up the report may impact on mana
whenua, who would then be consulted as the work programmes are developed and
implemented.
Implementation
Issues
19. There are no
known or additional implementation issues arising from the activities detailed
in this report.
Attachments
There are no
attachments for this report.
Signatories
|
Authors
|
Rachel Kelleher -
Biodiversity Manager Environmental Services Unit
Brett Butland -
Biosecurity Manager Environmental Services Unit
|
|
Authorisers
|
John Dragicevich - Manager Infrastructure and
Environmental Services
Ian Maxwell - Manager Parks, Sports & Recreation
|
|
Parks,
Recreation and Sport Committee
04 March 2014
|
|
Exclusion of the Public: Local Government Official
Information and Meetings Act 1987
That the Parks, Recreation and Sport Committee:
a) exclude the
public from the following part(s) of the proceedings of this meeting.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the specific
grounds under section 48(1) of the Local Government Official Information and
Meetings Act 1987 for the passing of this resolution follows.
This
resolution is made in reliance on section 48(1)(a) of the Local Government Official
Information and Meetings Act 1987 and the particular interest or interests
protected by section 6 or section 7 of that Act which would be prejudiced by
the holding of the whole or relevant part of the proceedings of the meeting in
public, as follows:
C1 Proposals to acquire open space in Onehunga
|
Reason for passing this resolution in relation to each matter
|
Particular interest(s) protected (where applicable)
|
Ground(s) under section 48(1) for the passing of this resolution
|
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The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
s7(2)(i) - The withholding of the information is necessary to enable
the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains information on property values
which could impact on negotiations with landowners..
|
s48(1)(a)
The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
