Agenda of Māngere-ŌtāhuhuLocal Board

Māngere-Ōtāhuhu Local Board

19 August 2015

Attachment A

Summarised Research Findings for

Stage One of the Māngere Ōtāhuhu Open Space Network Plan

Table of Contents

Purpose. 4

Executive Summary. 4

Comments. 4

1.0 Background. 4

1.1 Overview.. 5

1.2 Methodology for the research of Stage one. 7

2.0 Introduction. 9

2.1 History of Māngere Ōtāhuhu. 9

2.2 Geography of Māngere Ōtāhuhu. 9

Physical geography. 9

Human geography. 10

Demographics for Māngere Ōtāhuhu. 10

Ethnicity. 13

Schools. 14

Community based organisations. 14

3.0 Summary of Research information. 15

3.1 Planning. 15

Legislation. 15

Ethics . 17

Auckland Development Committee. 17

Māngere Ōtāhuhu Local Board Area Plan 2013 (Area Plan) 17

Māngere Ōtāhuhu Local Board Plan 2014 (Local Board Plan) 20

Proposed Auckland Unitary Plan (Unitary Plan) 22

Long term Plan Measures and Submissions. 23

Auckland Design Office. 24

Sport and Recreation in the Lives of Young Aucklander’s: 25

Supply and demand for winter sports fields in the Auckland region. 25

Māngere - Ōtāhuhu Area Environment Description. 26

Natural Environment – Landscape. 28

Biodiversity. 29

Climate Change. 30

Watercare Services Limited. 31

3.2 Parks. 32

Parks stock take. 32

Park audit observations. 32

Public Parks Survey. 33

Open space development 33

Community facilities development 35

3.3 Projects. 37

Greenways. 37

Future Streets. 37

Māngere Gateway Project (Gateway project) 38

Special Housing Areas (SHA) 39

Otāhuhu Middlemore Spatial Priority Area (SPA) 39

Puhinui Structure Plan. 40

New Zealand Transport Agency. 41

Auckland Transport – Route 32. 43

Auckland Airport Development 44

3.4 Engagement 44

Local Board Park Portfolio holder meetings. 44

SWOT exercise workshop. 45

Workshops with wider parks team.. 45

Matters raised by subject matter experts. 47

Mana Whenua. 47

4.0 Summary of the Research Findings. 48

5.0 Next steps. 49

5.0 References. 50

6.0 Appendices. 51

Purpose

1. Present a summary of the findings identified through the research phase for stage one of the open space network in the Māngere Ōtāhuhu local board area.

Executive Summary

2. The Parks and Open Space Strategic Action Plan sets out how Auckland’s parks and open space contribute to the vision of Auckland’s parks and open space being the world’s most liveable city.

3. The Māngere Ōtāhuhu open space network plan (Network Plan) is the key tool to implement the Action Plan at a local board level. The Network Plan does not address matters such as securing funding through the Long Term Plan or Annual Plan process.

4. At the local board 10 December 2014 meeting, the board approved stage one, the research and analysis phase for the Network Plan (MO/2014/272).

5. The research process involved meetings with the local board Park portfolio holders, the wider parks team, subject matters experts within council and mana whenua.

6. In summary this report presents the research findings from various sources and staff and contributed to the current state of parks and open space in Māngere Ōtāhuhu.

7. Research, the primary focus of this stage, identified a number of issues and opportunities. Key findings include:

· increased population density and growth from three special housing areas in Māngere and Ōtāhuhu will impact on the open space network

· the proposed Ōtāhuhu bus train interchange, a key project for the Ōtāhuhu Middlemore spatial priority area, will be a catalyst for the transformation of Ōtāhuhu

· there are gaps in the open space network and 29 undeveloped sites in the local board area

· improved quality of the existing open space network would enhance visitor experiences and satisfaction levels, as well as contributing to a well-connected open space network

· there are opportunities to leverage projects, including the Auckland Airport development, and for collaboration with tertiary education providers, local business and light industries.

8. These findings require further investigation in stage two and will inform the development of the Māngere Ōtāhuhu Open Space Network Plan.

Comments

1.0 Background

9. The Parks and Open Space Strategic Action Plan (Action Plan) sets out how Auckland’s parks and open space contribute to the vision of being the world’s most liveable city. The Action Plan specifies a planning action is to develop local park network plans for all local board areas based on an analysis of the current open space network and that prioritises actions for improvement^{^[2]}.

10. The Māngere Ōtāhuhu open space network plan (Network Plan) is the key tool to implement the Action Plan at a local board level. The Network Plan responds to existing planning documents for Māngere Ōtāhuhu including the Local Board Area Plan 2013, the Local Board Plan 2014 as well as anticipated future growth from Special Housing Areas, the Unitary Plan and the Long Term Plan identifying Ōtāhuhu as a Spatial Priority Area.

11. The Network Plan does not address matters such as securing funding through the Long Term Plan or Annual Plan process. Instead the Network Plan would suggest alignment opportunities for project planning and funding cycles of council and identify alternative forms of investment such as partnering with the wider businesses or industry groups such as Blue Steel, or the Education sector such as Unitec or MIT or community groups such as church or marae committees or voluntary groups.

12. Decision making for non-regulatory matters for local parks, including the development of the Network Plan lies with the Māngere Ōtāhuhu local board. At the local board 10 December 2014 meeting, the board approved stage one, the research and analysis phase for the network plan (MO/2014/272).

1.1 Overview

13. Figure 1 below shows how the Action Plan relates to other council strategies and plans. The Action Plan identifies where council will focus efforts to ensure parks and open spaces contribute to and enhance Auckland liveability. To create the network of parks and open spaces to achieve outcomes identified in the Auckland Plan, there are four areas of focus and actions to prioritise over the next 10 years. The four focus areas are :

· Treasure our parks and open space,

· Enjoy our parks and open space

· Connect our parks and open space

· Utilise our parks and open spaces^{^[3]}.

Figure 1: Relationship between the outcomes of the Auckland Plan and the areas of focus and priorities of the Parks and open space strategic action plan^{^[4]}

14. The Network Plan will mirror the layout of the Action Plan focus areas to identity ‘what we will do and how we will do it over the next 10 years. The Network Plan is a living document that can, if need be amended to reflect new information and priorities.

15. The Network Plan will identify how to implement priorities for the focus areas based on an analysis of the local board area, current provision of open space and future growth. The development of a Network Plan consists of four stages illustrated in figure 2.

Figure 2: Overview of the open space network planning process^{^[5]}

16. Stage one is the research and current state phase and involves liaising with the portfolio holders and wider parks team, utilising existing state maps, Park audit and observations, Parks public survey, workshop findings with the local board and collating the current state information in to a summary report.

17. Stage two includes a focussed assessment of the open space network and identifies possible key moves and actions, prioritises actions and involves workshops with the local board, the wider parks team and mana whenua to discuss the key moves and priority actions and then confirm agreement from the local board.

18. Stage three moves the network plan from possibilities to actions and includes a comprehensive list of projects which could be initiated and coded with a high, medium and low priority. The local board with reference to its own strategic priorities and known budget are more informed to make decisions on projects it will fund.

19. Stage four is finalising the Network Plan following engagement and then adoption of the Network Plan by the local board.

20. The project governance structure^{^[6]} for developing the Network Plan included:

· the local board parks portfolio holders – Tasi Lauese and Nick Bakulich

· the core project team – Siani Walker and Sam Noon

· the wider parks project team included Parks staff with specialist parks and local park knowledge

· a reference group of subject matter experts from across council such as property, parks asset development, City transformation, etc.

· the project review group included the Parks and Recreation team leader and manager.

1.2 Methodology for the research of Stage one

21. During December 2014 members of the project wider team undertook site visits of 71 parks in Māngere Ōtāhuhu to visually observe and record features of these parks. The map (Appendix C) illustrates the 71 parks that were audited, with the park audit observations summarised in appendix D.

22. During the period of September 2014 to January 2015 a public survey of 20 neighbourhood parks was undertaken by Captivate Ltd consultants (Appendix B) to gain an understanding of the awareness, usage and attitudes of people to neighbourhood parks in the Māngere Ōtāhuhu. The survey included a mixed methodology approach which included onsite surveys for visitors, telephone interviews mainly for non-visitors and an online survey to increase the overall survey response. On 12 May 2015 the consultant presented for discussion the results of the public survey with local board members, wider parks project team and subject matter experts.

23. Since February 2015, the core project team attended fortnightly meetings and liaised with the portfolio holders and wider parks team to discuss open space matters and develop understanding of the local context and familiarity with open space in the area. The regular meetings enabled involvement from a local level, provided guidance on research gathering, captured local matters and enabled the core project team to provide updates on research findings throughout the information gathering.

24. During February to May 2015 individual meetings were held with various subject matter experts from Property, Unitary Plan, Auckland Transport and the like and also involved lead staff on council projects. These meetings informed and gave understanding of funded works or future works for progression in Māngere Ōtāhuhu as well as identify potential alignment opportunities or priority strategies for the improvement or development of open space.

25. On 23 March 2015 the local board chair distributed a letter to the 13 mana whenua with interests in the Māngere Ōtāhuhu area. Three mana whenua groups responded from Ngai Tai ki Tamaki and Te Ahiwaru with a deferral from Te Rūnanga o Ngāti Whātua for their interests to Te Ākitai Waiohua with a proviso for future involvement determined following due consideration from Te Ākitai. Any workshops for stage two will be communicated to all 13 iwi to keep mana whenua informed of the Network Plan progress and clarify future involvement.

26. On 12 May 2015, the core project team held a workshop with local board members, the wider parks team and subject matter experts to undertake a Strengths, Weakness, Opportunities and Threats (SWOT) exercise to utilise the knowledge and expertise of the attendees in relation to open space in Māngere and Ōtāhuhu.

27. During June 2015 two further workshops were held with the wider parks team to present the preliminary assessment and findings from the gathered research, individual meetings and SWOT exercise. This enabled further discussion and debate in collaboration with the wider parks team to clarify, identify and discuss any outstanding matters or gaps.

28. On 21 July 2015, a workshop was held with the Local Board members, Local Board Services and the wider Parks team to present the stage 1 findings and discuss the findings and next steps including an outline of stage 2, the process, outcomes and timeframes.

29. At its 19 August 2015 business meeting, the local board will receive the report for the stage 1 research findings and approve staff to continue the development of the Māngere Ōtāhuhu Open Space Network Plan.

2.0 Introduction

2.1 History of Māngere Ōtāhuhu

30. Auckland Isthmus has been home to Maori since 850 AD. The local iwi Te Wai-o-Hua, who claim descent from Hape arrived at Māngere Mountain before the Tainui waka and were based around Makaurau Marae. Early Māori settlement was followed by European settlement and later by Chinese, Pasifika and more recent settlers. Due to Maori unrest, in 1846 Governor Grey requested from the English Parliament and received support for the establishment of a military force. A detachment of retired soldiers (mainly Irish pensioners) to be known as 'The Royal New Zealand Fencible Corps' were recruited and sent to New Zealand. In 1849 a Māori militia was set up with support from nine chiefs under Te Wherowhero.

31. In the 1950’s the National government led new social housing development and other significant infrastructure growth projects. In 1959 Ōtāhuhu Borough Council erected a plaque noting the portage crossing through Portage Rd connecting the Tasman and Pacific Ocean. The Borough council recommended land be set aside for a canal to link and reflect the portage crossing.

32. During the early 1960’s nearly 1,800 acres of sewerage plant stretching out to Puketūtū Island was established effectively killing off access to what was once a thriving fishery for Maori. Also during this period, within the fertile area 30 market gardens covering nearly 1000 acres was thriving. Of 125 registered market gardens, 68 were Chinese owned who were farming 73% of the acreage. As a celebration and strength of connection to this place, the first Chinese Community Centre was opened in Taylor Road Māngere Bridge in 1974.

33. The Māngere aerodrome was first used as an airfield in 1928 and Auckland international airport was officially opened in 1966. In 1974 and citing an employment downturn, the Labour government introduced ‘Dawn Raids’ looking to evict Pacifica workers. The St James Anglican Church in Māngere Bridge recently celebrated 150 years and is also listed as a category 2 heritage sites. The Otuataua stone field are protected under the Heritage Places Trust. More recently in 2011 has been the amalgamation of the local authorities into the Auckland Council.

2.2 Geography of Māngere Ōtāhuhu

34. Geography is the study of Earth's landscapes, peoples, places and environments. Simply, ‘the world in which we live’. Geography is unique in bridging the social sciences (human geography) with the natural sciences (physical geography).

Physical geography

35. Māngere Ōtāhuhu has a number of significant landscape features. It is also described as having 'downland' features which means rolling hillside, pasture country. The coastal setting is matched by a diverse volcanic landscape that includes intact and remnant volcanic cones, craters and lagoons, and many of these significant and attractive environmental features include the Otuataua Stone fields, Puketūtū Island and Ambury Farm Regional Park, in close proximity to the coast. The fertile volcanic soils and harbours have made the area an attractive place to live and visit for various settlements over 900 years, and today many of its established residential areas are characterised by a green, spacious quality that is important for the amenity of the area.

36. In the local board area the land mass amounts to around 50 square kilometres. The Manukau Harbour and the Tamaki Estuary surround three sides of the local board area. The area includes the coastal township of Māngere Bridge, the Māngere and Ōtāhuhu town centres, as well as the Favona and Māngere East town centre and suburbs. Dominated by Māngere Mountain, the area is home to the Ambury Regional Park, with significant archaeological sites including Otuataua Stone fields, the Robertson Hill-Sturges Park volcanic cones and the historic Portage route (Te Toi Waka), used by Maori to transfer waka between the Manukau Harbour and the Hauraki Gulf – the biophysical component of landscape.

37. The overarching regional landscape includes alluvial flatlands. Remnant landforms such as the volcanic cone, craters and lagoons are strong features within the local board area. Settlement and land-cover is characterised by predominately highly urban, residential commercial and industrial land uses as well as pastoral farmland, market gardening, and a minimal representation of indigenous vegetation. Landscape character areas / components identified in the Mangere-Otahuhu Local Board Area^{^[7]} are:

· Lava foreshore amenity edge

· Volcanic cones, and craters- remnants including Māngere Mountain, Puketūtū, Puketītī, Otuataua, Maungataketake, Waitomokia, Crater Hill

· Volcanic lagoons - Māngere and Pukaki Lagoons Estuarine edges Tidal flats abutting Otuataua Stone fields, Puketūtū and Ambury Park characterized by:

· Rural - pastoral - sheep and cattle paddocks and vineyard

· Rural - horticultural/ cropping/market garden land adjacent to Pukaki Lagoon Reserves - Māngere Mountain, Ambury Farm Park, Otuataua Stone fields and Harbour

· Views

· Settled urban development areas Māngere and Ōtāhuhu town centre and residential area

· Commercial / Industrial development areas - airport and north of Airport, Mahunga Drive

· Roads and corridors

Human geography

38. Māngere Ōtāhuhu is central to the regional, national and international supply chain, both by geography and proximity to the airport and its related industries. New Zealand's largest and busiest Auckland airport is situated in the local board area and services over 13 million passengers a year with passenger demand expected to more than double by 2025. There were 3,866 business locations (geographic units) in Mangere-Otahuhu Local Board and 38,485 paid employees; this is an increase of 10.5 percent from the year ended February 2006 for Mangere-Otahuhu Local Board Area.

39. However, there are significant pockets of disadvantage in some parts of Auckland, with the majority of deprivation concentrated in southern Auckland. These communities have higher concentrations of Māori and Pacific peoples. They are often characterised by a strong sense of family and cultural identity, but are more likely than other communities to have:

· low levels of participation in early learning services

· low educational achievement

· high levels of unemployment

· overcrowded, poor-quality housing

· poor health, lower life expectancy and higher rates of preventable diseases

Demographics for Māngere Ōtāhuhu^{^[8]}

40. As at the 2013 New Zealand Census of Population and Dwellings, the usually resident population count for the Māngere-Ōtāhuhu local board area was 70,959. This has seen a population increase by 2,808 (4.1%) between the 2006 and 2013 Censuses.

41. Only 19.5 per cent of the Māngere-Ōtāhuhu usually resident population identified as European, compared with 59.3 per cent across Auckland as a whole. Proportions of Pacific peoples were more than four times higher in Māngere-Ōtāhuhu (60.1%) than in Auckland as a whole (14.6%). 17.2 per cent of the Māngere-Ōtāhuhu population identified with an Asian ethnic group, up from 14.4 per cent in 2006.

42. The languages spoken in Māngere Ōtāhuhu are Te reo Māori, Samoan, Tongan and Hindi by a greater proportion of the people in Māngere-Ōtāhuhu than in Auckland as a whole.

43. The median age in Māngere-Ōtāhuhu was 28.3 years, the lowest of all local board areas. The proportion of children in Māngere-Ōtāhuhu was high compared to Auckland as a whole (28.1% aged 0 to 14 years compared with 20.9%).

44. The number of usual residents in Māngere-Ōtāhuhu aged 65 years and over was 5,754, up from 4,662 in 2006 (23.4% growth).

45. There were 23,520 employed adults (people aged 15 years and over) in Māngere-Ōtāhuhu. The proportion of adult residents who were employed in Māngere-Ōtāhuhu was 50.2 per cent, compared with 61.5 per cent in Auckland as a whole.

46. The median personal income for adults in Māngere-Ōtāhuhu was $19,700 per annum – significantly lower than that for Auckland as a whole at $29,600. The proportion of Māngere-Ōtāhuhu adults with a formal qualification was 68.9 per cent, up from 62.7 per cent in 2006.

47. There were 17,385 households and 17,430 occupied private dwellings in this local board area. One-family households were the most common type of household, making up 65.9 per cent of households. Two-family households were more common in Māngere-Ōtāhuhu at 14.1 per cent than in Auckland as a whole at 5.4 per cent.

48. The median household income was $59,900 per annum, compared to $76,500 in Auckland as a whole.

49. Home ownership was low in Māngere-Ōtāhuhu at 41.6 per cent compared to 61.5 per cent for Auckland. In line with long-term trends, the home ownership rate in Māngere-Ōtāhuhu declined from 46.3 per cent in 2006.

50. Between the 2006 and 2013 censuses, the population increased by 4 per cent, slower than the regional growth rate of 8 per cent during that time. The population of this local board area has a young age structure. In 2013, a quarter (26%) of the resident population was aged under 15 years, 65 per cent aged between 15 and 64 years, and 9 per cent aged 65 years or over. The median age was 28.3 years, considerably younger than the regional median of 35.1 years. This local board is one of the most ethnically diverse. In 2013, more than half of its residents identified within the broad ‘Pacific peoples’ ethnic grouping – the highest proportion of residents across all 21 local boards. Under half (39%) of residents were born overseas, and of that group, 40 per cent had been in New Zealand for less than ten years. The largest numbers of overseas born residents were born in Samoa followed by Tonga, Fiji and the Cook Islands.

51. The New Zealand Deprivation Index levels have changed very little between 2006 and 2013. On a socio economic scale of 1 – 10 with a score of10 being the most deprived, both Māngere and Ōtāhuhu score mostly between 8, 9 and 10. Determinants identified as having the greatest influence on health include income and poverty, employment and occupation, education, housing, and culture and ethnicity. Social cohesion or social connectedness is also important.

52. The following table illustrates the projected resident population by selected Age groups at 30 June 2011 – 2031 (2006 Base)

Māngere-Ōtāhuhu Local Board

19 August 2015

Ethnicity

53. As a percentage of their populations, NZ Maori and Pacific peoples are more likely to visit a park in the Auckland region, and Asian people are just as likely to visit a park as NZ Europeans. However, all Asian, NZ Maori and Pacific peoples are less likely to visit a regional park.

54. The main barrier stopping people that currently visit parks, but not regional parks, is a general lack of knowledge about regional parks and, in particular, their locations and what to do at them. Those that do not visit parks at all mainly consider that they are too busy or they have no time to visit regional parks, and that they didn’t know much or anything about them, where they are or what to do at them.

55. An average of 48% of all Asian, NZ Maori and Pacific peoples that don’t currently visit a regional park considered they were Unsure, Unlikely or Very Unlikely to visit a regional park in the next six months. However, once people were shown a range of images of the features and activities available at a regional park that number reduced to approximately 26%. Therefore, an additional 22% of Asian, NZ Maori and Pacific peoples were then Likely or Very Likely to visit a regional park once they knew something about them.

56. People that had not visited a regional park before were inspired by the natural features and beauty, beaches and the ability to spend time with friends and family. These people needed information about the facilities available, where parks are in the Auckland Region and what can be done or seen at each park.

57. Overall people visiting parks were Satisfied (a score of 4) to Very Satisfied (a score of 5) with regional parks. However, NZ Maori (average score of 4.15 out of 5), Asian (4.08) and Pacific peoples (4.01) were less satisfied with visiting a regional park than NZ Europeans (4.35). The main reasons why these groups were less satisfied is that they wanted more and better maintained facilities on regional parks.

58. People were asked to rank thirteen different features or activities to gain an understanding of which aspects of parks appealed most or best met the needs of the different ethnicities that visit regional parks. Overall, the things that appeal were similar for all ethnicities for many features, with seeing natural features, going to the beach, picnicking with friends, visiting the Botanic Gardens and going on a nature or bush walk receiving similar ratings across all the groups. Features such as booking a picnic site for a large group of 50 or more, attending an event, having children’s facilities, and visiting a working farm were all more appealing to Asian, NZ Maori and Pacific peoples compared to NZ Europeans.

59. Those people that don’t visit any parks noted two main reasons for not visiting regional parks. The first being that they are too busy or they have no time to visit regional parks, and the second being that they didn’t know much or anything about them, where they are or what to do at them.^{^[10]}

60. New Zealand is unusual to the extent that immigrants, for much of our history, have come from a very narrow range of countries, essentially Britain and Ireland. The first significant wave of non-European migration came from the Polynesian Pacific dating from the 1960s. As these communities have matured and developed their own institutions and presence in New Zealand, they have had a major impact on local and national sports, although this impact is particular to certain sports. But in 1986/87, when New Zealand altered the country preference requirements in immigration policy, a very different effect was seen as immigrants now came from a variety of source countries and regions. Some, such as those from South Africa, had a history of being involved in sports that were almost identical to those of New Zealanders. But much more obvious were those from Asia, parts of Europe and the Middle East, whose sporting involvement was very different. It is hard to exaggerate the magnitude and importance of post-1987 immigration, especially in the Auckland context. As we look out into the medium term (the next 10 years), the cultural diversity of Auckland will continue to increase, both because of continued immigration but also because of the natural increase in these now resident populations.^{^[11]}

Schools

61. This table reinforces the point that schools and children are a significant factor within the Māngere Ōtāhuhu area.

Local Board	Number of Schools	Number of schools with Roll Information	Total Roll	Average Roll (only those with available roll figures included)
Mangere-Otahuhu	33	33	16,193	490.7

Summary	Number
Composite (year 1-15)	4
Secondary (year 9-15)	7
Contributing (Primary 1-8)	10
Full Primary	8
Secondary (year 7-15)	1
Special School	1
Intermediate	2
	33

Community based organisations

62. Within the Māngere Ōtāhuhu local board there are a number of Churches, Marae, and Community groups i.e. voluntary sector who will have interests in their local area as well as a passion for their congregation, iwi members and community groups to improve their well-being and environment, this could include open space. Further investigations will be undertaken during stage two and three to identify potential opportunities for alignment, collaboration or support for these community based organisations.

3.0 Summary of Research information

63. The following research information has been collated and captured under the following headings of Legislation, Planning, Parks, Projects and Engagement to document the various subject matter experts and work streams that were engaged during the research phase and applicable for the in-depth analysis for stage two of the Network Plan.

3.1 Planning

Legislation

64. Reserves Act 1977^{^[12]}

Section 3 General purpose of the Reserves Act 1977

(1) It is hereby declared that, subject to the control of the Minister, this Act shall be administered in the Department of Conservation for the purpose of-

(a) providing, for the preservation and management for the benefit and enjoyment of the public, areas of New Zealand possessing-

(i) recreational use or potential, whether active or passive; or

(ii) wildlife; or

(iii) indigenous flora or fauna; or

(iv) environmental and landscape amenity or interest; or

(v) natural, scenic, historic, cultural, archaeological, biological, geological, scientific, educational, community, or other special features or value:

(b) ensuring, as far as possible, the survival of all indigenous species of flora and fauna, both rare and commonplace, in their natural communities and habitats, and the preservation of representative samples of all classes of natural ecosystems and landscape which in the aggregate originally gave New Zealand its own recognisable character:

(c) ensuring, as far as possible, the preservation of access for the public to and along the sea coast, its bays and inlets and offshore islands, lakeshores, and riverbanks, and fostering and promoting the preservation of the natural character of the coastal environment and of the margins of lakes and rivers and the protection of them from unnecessary subdivision and development.

(2) In the exercise of its administration of this Act, the Department may take any action approved or directed from time to time by the Minister so far as it is consistent with this Act or is provided for in any other Act and is not inconsistent with this Act.

65. The Reserves Act has three main functions which are:

· To provide for the preservation and management, for the benefit and enjoyment of the public, areas possessing some special feature or values such as recreational use, wildlife, landscape amenity or scenic value. For example, the reserve may have value for recreation, education, as wildlife habitat or as an interesting landscape.

· To ensure, as far as practicable, the preservation of representative natural ecosystems or landscapes and the survival of indigenous species of flora and fauna, both rare and commonplace.

· To ensure, as far as practicable, the preservation of access for the public to the coastline, islands, lakeshore and riverbanks and to encourage the protection and preservation of the natural character of these areas.

66. The Reserves Act provides for the acquisition of land for reserves, and the classification and management of reserves (including leases and licences).

Who manages the reserves?

67. Reserves may be administered by the Department of Conservation or by other Ministers, Boards, Trustees, Local Authorities, Societies and other Organisations appointed to control and manage the reserve, or in whom reserves are vested.

68. There are eight categories of reserves illustrated in the table. Of this number Recreation, Historic, Scenic and Local Purposes are of relevance for the Māngere Ōtāhuhu area.

Reserve classifications
National Reserves (Section 13)	These are reserves which have values of national or international importance.
Recreation Reserves (Section 17)	The main purpose of these reserves is the provision of areas for recreation and sporting activities. This is to provide for the physical welfare and enjoyment of the public and for protection of the natural environment and beauty.
Historic Reserves (Section 18)	These reserves are established primarily to protect and preserve in perpetuity places, objects and natural features of historic, archaeological, cultural, educational and other special interest.
Scenic Reserves (Section 19)	These reserves are established to protect and preserve in perpetuity, for their intrinsic worth and for the public benefit, enjoyment and use, such qualities of scenic interest or beauty or natural features worthy of protection in the public interest.
Nature Reserves (Section 20)	These reserves are established primarily to protect and preserve in perpetuity indigenous flora or fauna or natural features of rarity, scientific interest or importance so unique that their preservation is in the public interest. Entry is by permit only.
Scientific Reserves (Section 21)	The principal purpose of these reserves is the protection and preservation in perpetuity of areas for scientific study, research, education and the benefit of the country. Entry to all or part of a reserve may be restricted to permit holders.
Government Purpose Reserves (Section 22)	These reserves are held for the particular government purpose specified. They include wildlife management areas.
Local Purpose Reserves (Section 23)	These are held for the particular local purposes specified.
Wilderness Areas (Section 47)	Reserves or parts of reserves may be set apart as Wilderness Areas. They are maintained in a natural state. No buildings, animals, roads and so on, are permitted.

Other categories of land

69. Conservation covenants may be entered into with owners of private land or holders of Crown land under lease to manage the land in order to preserve the natural environment without the need to purchase the land. Covenants bind successors in title (section 77). Ngā Whenua Rāhui Kawenata may be entered into by Maori landowners (section 77A). "Protected private land" is a category of land similar to conservation covenant land (section 76).

Ethics

70. Ethics are moral principles that guide behaviour e.g. what your feelings, a sense of right and wrong, tell you what is the correct behaviour. Rules of conduct, standards of behaviour.

71. Schools of ethics in Western philosophy can be divided, very roughly, into three sorts. The first, drawing on the work of Aristotle, holds that the virtues (such as justice, charity, and generosity) are dispositions to act in ways that benefit both the person possessing them and that person’s society. The second, defended particularly by Kant, makes the concept of duty central to morality: humans are bound, from knowledge of their duty as rational beings, to obey the categorical imperative to respect other rational beings. Thirdly, utilitarianism asserts that the guiding principle of conduct should be the greatest happiness or benefit of the greatest number^{^[13]}.

72. In a park open space context it would be useful to acknowledge the tension between privately owned land vs publicly owned land. The ethics that drive the provision and use of privately owned land is often different to the public good realm and public open space. We also need to acknowledge the public good realm likely includes elements of the three philosophies and to varying degrees.

73. Examples of activities that might challenge or place tension on the ethics of open space might include: Provision of concessions, Granting of rights of way and easements, Leases and activities. We can also add to the mix tensions around smoking, litter and alcohol within public open space realms.

Auckland Development Committee

74. A report was presented to the Auckland Development Committee on March 2012 making a decision on the Otuataua Stone fields Historic Reserve as follows:

That the Auckland Development Committee:

a) note the previous Regional Development & Operations Committee (March 2012 Resolutions RDO/2012/37, RDO/2012/38) endorsing the Otuataua Stone fields Historic Reserve as the location for visitor centre and visitor experience.

b) note, on the basis of discussion with partners, staff consider that the decision to locate the visitor centre on Otuataua Stone fields Historic Reserve should be revisited.

c) approve the investigation of the Rennie Homestead and adjoining land as an alternative location for the Māngere Gateway Visitor Centre & Visitor Experience.

d) request staff to prepare a report outlining options for use of the Rennie Homestead and adjoining land as the base for the visitor centre and visitor experience for a future meeting of the Auckland Development Committee and within 3 months of the date of the report.

e) note that any proposal on this project will be subject to review of priority for funding under the 2015-2025 Long Term Plan as for all other proposals.

Māngere Ōtāhuhu Local Board Area Plan 2013 (Area Plan)

75. Below in figure 3 are the six key moves to transform Māngere Ōtāhuhu into an area people want to continue to live, work and play, as well as attract visitors.

Figure 3 – Māngere Ōtāhuhu Area Plan 2013 six key moves

76. A key role of the Area Plan is to identify where more detailed planning precincts or structure plans is required to assist with achieving the Area Plan outcomes. The outcomes are aimed at assisting with the detailed planning process carried out in collaboration with the community, major landowners, key stakeholders and the local board. Figure 4 below presents key actions from the Area Plan relevant to the open space network.

Figure 4: Key actions from the Area Plan

Location	Key actions relevant to the Open space network	Detailed Planning Area (indicative boundary)
Ōtāhuhu Town Centre	· Establish a safe, legible and high-quality public realm · Work with the Holy Trinity Church to plan and assist with the delivery of a high-quality, mixed-use development that retains existing heritage buildings, creates attractive pedestrian and cycling connections and public spaces between the recreation precinct and the town centre, and provides for high-quality, mixed-use development.
Māngere Bridge	· Establish a safe, legible and high-quality public realm that includes shared spaces, open spaces and a focal point for the town centre · Create strong links between the local centre and the Manukau Harbour, waterfront amenities, and the wider area
Māngere Town Centre, Favona and surrounding neighbourhoods	· Establish a safe, legible and high-quality public realm that includes shared spaces, open spaces and a focal point for the town centre
Ihumātao Peninsula Future Urban Area	· Provide a buffer between the Ōtuataua Stone fields Reserve and the business development proposed to the east of Ōruarangi Road by providing for areas of open space and protecting the coastal environment. · Identify and provide for the significant characteristics of the area, including: ü Māori cultural associations within the area, including Waahi tapu ü heritage and historic associations ü the Ōtuataua Stone fields Historic Reserve ü landscape and amenity values ü the Manukau Harbour and coastal environment ü the Auckland Airport and business zoned lands. · Prepare a structure plan that: ü identifies and recognises these significant characteristics ü determines the location and density of urban development with urban activities concentrated in nodes, lower-intensity development, and areas of open space ü provides for efficient and effective servicing with an Integrated Transport Assessment (ITA) ü restricts activities that might compromise the ü features and values of significance in the area, including limiting earthworks, land cultivation and large buildings (including greenhouses).

Māngere Ōtāhuhu Local Board Plan 2014 (Local Board Plan)

77. The Local Board Plan works towards creating the world’s most liveable city at the local level to deliver the Auckland Plan vision. Figure 5 below documents the local board plan outcomes:

Figure 5: Local Board Plan outcomes

Māngere Ōtāhuhu Local Board Plan Outcomes

A strong local community

· Our areas attracts and supports businesses and our community has a range of opportunities to gain skills and employment locally

Māngere Ōtāhuhu is the heart of Maori and Pasifika arts and culture

· Our cultural diversity and distinct Maori and Pasifika identities are reflected in, and enhance, the everyday life of our community. We celebrate, showcase and share our many cultures and attract visitors to our area

A place where environment and heritage are protected, enhanced and preserved

· Our environment is respected. Our spectacular natural heritage sites are national treasures. They are protected and enhanced for everyone to enjoy now and in the future.

A well connected area

· Māngere Ōtāhuhu is well connected by public transport, cycle ways and walkways. A range of transport options makes it easy for everyone to get around.

A range of facilities to meet diverse needs

· Our community spaces are first class and can be used in many different ways. They are popular community gathering places and encourage people to take part in local activities.

A place where communities thrive and belong

· Our communities live in safe and healthy neighbourhoods. We come together to celebrate our cultures. We are active and involved in local matters.

78. Each outcome from the Local Board Plan documents what they want to achieve, key initiatives and the role of the local board which are illustrated below in figure 6.

Figure 6: Outcome and initiatives applicable to open space

Local Board Plan Outcomes	What we want to achieve	Key initiatives
A strong local economy	Revitalise town centres	Deliver the Ōtāhuhu Linkages project
A strong local economy	Increase opportunities for tourism, partnerships and investment	Promote Māngere Ōtāhuhu as a destination (Māngere gateway project)
The Heart of Maori and Pasifika arts and culture	Ensure community and public areas reflect local arts and culture	Incorporate public art into building upgrades, new facilities and public places
The Heart of Maori and Pasifika arts and culture	Attract visitors to Māngere Ōtāhuhu for arts and cultural experiences	Develop and deliver a signature arts and cultural event
Natural and Heritage are protected and preserved	Manukau Harbour and its coastline are protected and improved	Coastal and waterway restoration projects Manukau Harbour Forum projects Mangrove management and removal
Natural and Heritage are protected and preserved	Local heritage is protected, enhanced and recognised	Preparation and promotion of Māngere Gateway guide
Well-connected area	Attractive and accessible and safe cycle ways and walk ways.	Linking Windrush Close and Waddon Place to the Māngere Town Centre Completion of the Peninsula Park walkway in Māngere
	Safe, attractive and well maintained roads	Delivery of Future Streets pilot
	Great public transport network, easy to get to, frequent and reliable	Ōtāhuhu bus and rail interchange project Māngere bus interchange project
Facilities to meet diverse needs	Existing facilities are well-maintained, of high quality and accessible	Complete kiddies water play area, changing block and improved fencing at Moana-nui-a-Kiwa pool
Facilities to meet diverse needs	Well maintained parks and reserves equipped for sports and all standards of play	Improve sports fields and lighting on Walter Massey, Centre, Williams and Moyle parks.
Communities thrive and belong	Increase opportunities for active living and community involvement and connectedness	Develop teaching gardens Deliver and expand ‘Out and About’ programmes which involve sporting activities for children and young people

Proposed Auckland Unitary Plan (Unitary Plan)

79. The Unitary plan is the main regulatory tool to implement the Auckland Plan. The Unitary plan maps and text when used together inform how the plan affects properties. In Māngere Ōtāhuhu maps of the unitary plan visually illustrate key elements for consideration as potential key moves and priority actions for stage two and are listed in the table as follows:

Unitary Plan provisions to consider in stage two:

a. In the Ihumātao area, sites identified as new growth for future urban zoning.

b. Areas for terraced housing and apartment buildings in Favona and the Ōtāhuhu town centre.

c. Various industry activities such as the large Business Park zone at the Airport, Light industry adjacent to the Business Park, Favona and Ōtāhuhu which also includes Heavy Industry adjacent to the light industry.

d. In the area of the Manukau Harbour there are four Overlay provisions with requirements identified for the coastal waters, coastal edges, waterways and adjacent open space areas. These layers are titled and summarised as:

i. Natural Heritage which includes outstanding natural features and landscapes, coastal natural character and volcanic view shafts.

ii. Historic heritage with multiple Sites and places of significance and Sites and places of value to mana whenua.

iii. Precincts for specific types of activities and areas such as the Auckland Airport precinct and the Regional Parks precinct for Ambury Park and Puketūtū Island.

iv. Natural Resource which has significant ecological areas for land and marine areas, stormwater management in Māngere and Ihumātao and natural hazard areas for coastal inundation along the harbour estuary and open coastal edges.

80. Part of the unitary plan processes include planning methods such as Plan changes, Resource consent applications, Special housing areas and Spatial area planning will have impacts on the open space network. This includes the proposed Ōtāhuhu bus train interchange which is a key anchor project for the Ōtāhuhu Middlemore spatial priority area. In summary the unitary plan provisions in the table and the planning methods will be determinants for linkages, improvements or development of the open space network.

Long term Plan Measures and Submissions

81. In total, the Council received and processed 27,283 pieces of written feedback to the 2015 - 2-25 LTP of which 565 were received from the Māngere Ōtāhuhu Local Board area. (refer Local board advocacy and feedback on Long-term Plan 2015 - 2025 proposals CP2015/05418). Submissions that impact the open space network plan include:

· Advocacy and support for a new community facility in Māngere East.

· Support to the rural character of Ihumātao to be preserved.

· Support to environmental work, removal of mangroves and Manukau Harbour.

· Guardianship of foreshore to go to Maori

· Support to parks and reserves upgrades and the provision of toilets

· Support to environmental programmes

82. A submission dated 6 August 2014 from the Auckland Region Public Health Service on the Mangere-Otahuhu Local Board Plan included:

· We strongly recommend best practice, health promoting urban planning and urban design in Local Board planning.

· Promoting physical activity through urban form e.g. 'Walkable' urban areas are associated with better health outcomes.

· That the Mangere-Otahuhu Local Board plan prioritise walkable urban places as an important means of improving social, economic and health outcomes.

· That measures be included to encourage affordable and healthy transportation options. These include encouraging options for active transportation (walking and cycling), and public transportation (access to trains and buses). Overall, we recommend a phased reduction away from vehicle dependency.

· Creating active transportation routes, e.g. safe cycle lanes, walking paths.

· Access to free recreational areas to encourage exercise.

· Suggestions for prioritisation of means of accessing healthy food for Local Boards include:

· Fruit tree plantings for local areas (especially near schools), as a means of providing free and accessible healthy food for communities

· Widely accessible community vegetable gardens

· Restricting access to unhealthy food retailing premises, such as fast food outlets

· Fresh food markets are also a method of providing access to healthy food for residents. Markets can additionally provide an empowering way for residents on low incomes to start small businesses (microenterprise).

· Hauora models offer excellent decision making for promoting overall health and wellbeing. For instance, mental health and physical health are often artificially divided. However, urban planning that offers facilities and services designed to promote overall mental health and wellbeing are beneficial to physical health outcomes.

· Sites of significance to mana whenua in the Mangere-Otahuhu Local Board are an important part of the cultural history of the area. Ensuring that mana whenua are consulted in order to protect these areas is an important part of ensuring the wellbeing and social determinants of health in the Mangere-Otahuhu region.

Auckland Design Office

83. A meeting with the subject matter experts from the Auckland Design office has been documented below in figure 7. The topics and comments in the table are similar responses to the discussions held with other staff across council and align with the Area Plan and the Local Board Plan outcomes and actions.

Figure 7: Auckland Design Office comments

Topic	Decisions/Notes	Actions
	A meeting with Auckland Design Office representatives to discuss the Māngere Ōtāhuhu Local Board Open Space Network Plan project.
Question	Pukaki crater is an important archeological feature. What is happening in the Pukaki area and what is Council doing	Planning South – David Wong
Plan Changes	How have past plan changes in Māngere and Ōtāhuhu contributed to open space well-being related outcomes i.e. social, cultural, economic, environment	Planning South – Marc Dendale
Economic Development	That the principle of “co-location” be supported e.g. easy access to services and activities.	Noted
Active Transport	That Māngere Ōtāhuhu is a reasonably flat land therefore enabling simple active transport solutions, connection to open space opportunities and other activities and services i.e. shopping, transport routes etc.	Noted
Land & Water	Explore stronger connection between land and water e.g. harbour side development, recreation, open space provision	Noted
Ecology	Explore ecology linkages e.g. birds feeding on both the Tasman/Manukau Harbour coast and Waitemata/Tamaki coast. Explore ecological growth corridors	Noted
Cultural	· Explore e.g. marae route connections, historic, portage, neighbouring local boards, heritage, maunga, etc. · Research cultural use of open space	Noted Check “Cabe” Check Mana Whenua
Connections	Visual · Old Māngere Bridge will be replaced with a new bridge. Fishing is an enjoyable experience for both those fishing and those watching fisherman. · Ensure visual connections of the new bridge to the motorway bridge. · Visual and physical connections of the volcanic field. · Heritage values · Streams & waterway connections · Large employer location route connections · Analysis of residential and pedestrian proximity to open space · Ensure the Ōtāhuhu shopping centre experience is unique	Noted

Topic

Decisions/Notes

Actions

A meeting with Auckland Design Office representatives to discuss the Māngere Ōtāhuhu Local Board Open Space Network Plan project.

Question

Pukaki crater is an important archeological feature. What is happening in the Pukaki area and what is Council doing

Planning South –

David Wong

Plan Changes

How have past plan changes in Māngere and Ōtāhuhu contributed to open space well-being related outcomes i.e. social, cultural, economic, environment

Planning South –

Marc Dendale

Economic Development

That the principle of “co-location” be supported e.g. easy access to services and activities.

Noted

Active

Transport

That Māngere Ōtāhuhu is a reasonably flat land therefore enabling simple active transport solutions, connection to open space opportunities and other activities and services i.e. shopping, transport routes etc.

Noted

Land & Water

Explore stronger connection between land and water e.g. harbour side development, recreation, open space provision

Noted

Ecology

Explore ecology linkages e.g. birds feeding on both the Tasman/Manukau Harbour coast and Waitemata/Tamaki coast.

Explore ecological growth corridors

Noted

Cultural

· Explore e.g. marae route connections, historic, portage, neighbouring local boards, heritage, maunga, etc.

· Research cultural use of open space

Noted

Check “Cabe”

Check

Mana Whenua

Connections

Visual

· Old Māngere Bridge will be replaced with a new bridge. Fishing is an enjoyable experience for both those fishing and those watching fisherman.

· Ensure visual connections of the new bridge to the motorway bridge.

· Visual and physical connections of the volcanic field.

· Heritage values

· Streams & waterway connections

· Large employer location route connections

· Analysis of residential and pedestrian proximity to open space

· Ensure the Ōtāhuhu shopping centre experience is unique

Noted

Sport and Recreation in the Lives of Young Aucklander’s:

84. In 2011 Auckland Council and Sport NZ conducted a survey of 5-18 year olds establishing a baseline for young people's participation in sport and recreation. 8,000 students from across Auckland participated in the survey and of that number 545 were from Māngere Ōtāhuhu. Key points from the report will need to be considered during development of stage two are listed as follows:

WELL-ESTABLISHED AND TEAM SPORTS STILL CENTRAL TO SPORTING LIVES

· Sports like football, netball and rugby are played by young people of all ages, albeit to varying degrees, and are among the sports played regularly "this year". These three sports are also high up the list of sports that young people want to try or do more of.

· Team sports, like basketball, hockey, touch and volleyball, as well as sports like badminton and tennis, also feature in young people's top 10 sports / activities and / or in their "want to try / do more of" lists.

· Schools play an important role in providing sporting opportunities; 5 out of 10 boys (47.5%) and 4 out of 10 girls (44.1%) belong to a school sports team.

· For older students (10 to 18-year-olds) schools play a key role; participation rates for most sports / activities outside of class time were higher in the school setting than within clubs.

· Most 10 to 18-year-olds participated in one or more sport and recreation activities organised by their school. For 10 to 14-year olds, this was around 6 out of 10 boys (85.4%) and 8 out of 10 girls (84.1%) and for 15 to 18-year olds, around 8 out of 10 boys (80.2%) and girls (81.8%)

· Clubs play an important role in providing sporting opportunities. Six out of 10 boys (60.0%) and 4 out of 10 girls (45.7%) said they belonged to a sports club outside of school.

Supply and demand for winter sports fields in the Auckland region[14]

85. This report was commissioned in response to the forecast growth identified within the Auckland Plan and the work being undertaken through the Unitary Plan. It also updates the 2011 sports field demand and supply study called the Auckland Council Sports Field Capacity Development (SFCD) Programme. The focus is community use of winter sports fields. School use of school fields is not included. The active age population is 5 years to 45 years of age.

· For every competition hour a further 1.8 training hours are required.

· Demand is driven by population: 7.3 field hours per 1000 active age (5-45) consisting of 2.6 hours for competition and 4.7 hours for training.

· Training grounds will need to be planned for leading up to 2025

	Number of Teams
	Football	Rugby		League	Total
Region	3307	1171		576	5054
Ōtāhuhu	6	14		15	35
Māngere	44	33		52	129
	Field Demand Hours
			Competition Field Hrs. per week	Training field hrs. per week	Total field hrs. per week
Region			2382	4389	6771
Ōtāhuhu			18	50	67
Māngere			80	165	245
	Capacity In Full Field Equivalent (FFE) Hours Per Week
	Football		Rugby	League	Total
Region	4614		2776	1379	8769
Ōtāhuhu	45		25	14	84
Māngere	140		68	121	329
Current Shortfall FFE Per Week (+ Allowance for weather Related Field Closures)
			Competition	Training	Total
Region			144	628	772
Māngere (League)				4	4
League Projected 2025 Shortfall in FFE Hours (some code growth)
			Competition	Training	Total
Region			43	271	314
Māngere				14	14
Rugby Project Shortfall in FFE Hours (some code growth)
			Competition	Training	Total
Region			381	381	762
Ōtāhuhu				12	12
2013/2014 Sports Field Development Capacity Programme (new sports fields)
			Competition	Training	Total
Region			39	171	210
Māngere				30	30
Active Age Population
			Active Age Population Current (forecast)	Active Age Population 2025 (forecast)
Region			920093	1096566
Ōtāhuhu			9227	10951
Māngere			39169	39605

Māngere - Ōtāhuhu Area Environment Description

86. The Māngere Ōtāhuhu area comprises a varied natural landscape. The Manukau Harbour and the Tamaki Estuary surround three sides of the area, and it includes the narrowest part of the Isthmus (Portage Road) between the Manukau and Waitemata Harbours.

87. The topography of the land in the area is predominantly low lying, although it is noted that a number of volcanic cones and craters are located within the area. These form part of the area's geological fabric, which contributes to the geological heritage of the wider Auckland area. The area is also home to the Ambury Regional Park and the Otuataua Stone fields area.

88. The Auckland International Airport, Māngere Wastewater Treatment Plant, and Pacific Steel are examples of the varied business and industrial land uses that contribute to the quality of the area's natural and physical environment.

89. It is noted that the geographical features that contribute to Māngere - Ōtāhuhu natural environment - including its coastal, air, water, land and natural heritage features are both varied and diverse, and spread throughout the local board area. To summarise these features, the following is noted:

· Coastal Environment: Three sides of the Māngere Ōtāhuhu area directly link to the Manukau Harbour and Tamaki Estuary. Key features of Māngere Ōtāhuhu coastal environment considered in this report are its estuarine areas identified coastal protection areas, coastal wetlands, mangroves, bird feeding and wading areas, drainage catchments, wastewater and stormwater outlets, and its coastal recreational features - such as its yacht racing routes, boat launching ramps and waka ama and kayaking activities.

· Land Environment: The Māngere Ōtāhuhu area contains a wide range of natural land features. Of particular relevance to the area's natural environment, are the area's classes and geology of soils, the presence of historic and operational quarries and landfills, areas of contaminated land, and areas that are susceptible to natural hazards, such as flooding, coastal erosion, land instability and geological hazards (earthquake induced liquefaction, ground shaking and volcanic eruptions). Of particular significance, the following is noted:

- A significant proportion of the Māngere Ōtāhuhu area is identified as contaminated due to varying contemporary and historical land uses. This includes land uses such as market gardening (and the associated use of pesticides, insecticides and sprays), landfills, heavy industrial activities taking place in the area, and the deposition of bio-solids from the Māngere Wastewater Treatment Plant. While a variety of studies have been carried out in relation to land contamination in the area, contaminated sites are not identified on District Plan planning maps and we have been advised by the Council's Land Team that the research and data included in the Auckland Plan is not appropriate to be used at the Area Plan scale due to the generalised nature of this information and possible inaccuracies.

- Overall, the qualities of Māngere Ōtāhuhu soils are of high production value. The majority of the soils are alluvial or volcanic soils.

- There are significant geological features in the area.

· Air Environment: The quality of Māngere Ōtāhuhu air environment is mostly influenced by existing industrial and business activities, the movement of vehicles in the area (including private vehicles, buses, trains and planes - in particular, due to the location of State Highways and the Auckland International Airport), and home heating (such as domestic fire places). It is important to note that the influence of these activities on air quality is not confined to the Māngere Ōtāhuhu area. Rather, activities taking place in neighbouring areas can also affect the quality of Māngere Ōtāhuhu air. Issues and opportunities associated with air quality are 'soft' boundary considerations.

· Water Environment: The Mangere-Otahuhu area includes a range of water environments, including aquifers, historic wetland, river and lake catchment areas, and areas of potential freshwater ecological value. It is noted that current and historic land uses - both within the Māngere Ōtāhuhu area and adjacent areas - have had adverse effects on the area's water environment. Issues and opportunities associated with water are 'soft' boundary considerations.

· Natural Heritage Environment: The Māngere Ōtāhuhu natural heritage environment includes consideration of the area's flora and fauna - including bird habitats, flight paths and roosting areas, fish passage and breeding areas, and rare native plant species. Given Māngere Ōtāhuhu diverse natural environment, the area's ecology is considered in relation to its urban and modified environment, as well as in relation to its identified and protected natural environment. Of particular significance, the following is noted:

- The presence of rare plants and bird habitats in coastal margins, such as on the foreshore of Māngere Bridge, adjacent to Kiwi Esplanade, within Ambury Regional Park and around Puketūtū Island.

- Ecological restoration and areas of ecological significance - adjacent to the Māngere Wastewater Treatment Plant, within Ōruarangi Creek, the area within and near to Ann's Creek.

- Bird roosting areas - on Wiroa Island, the Wrybill roosting area within Ōtāhuhu and the Oystercatcher roosting area within the Māngere Bridge.

- International bird flight paths - travelling in a north-east direction from the Manukau Harbour over the Māngere Ōtāhuhu area towards the Waitemata Harbour.

Natural Environment – Landscape

90. Landscape features, elements, patterns and processes are integral to the parks and open space components and network for the local board area. The landscape report done for the Area Plan identified the diverse elements of the area integrate to form a rich tapestry, which combined with people's interactions with the landscape and natural heritage features over time, form the landscape character of the area.

91. The landscape character areas/components identified in the Mangere-Otahuhu Local Board Area are:

· Lava foreshore amenity edge

· Volcanic cones, and craters- remnants including Māngere Mountain, Puketūtū, Puketītī, Otuataua, Maungataketake, Waitomokia, Crater Hill

· Volcanic lagoons - Māngere and Pukaki Lagoons Estuarine edges Tidal flats abutting Otuataua Stone fields, Puketūtū and Ambury Park characterized by:

· Rural - pastoral - sheep and cattle paddocks and vineyard

· Rural - horticultural/ cropping/market garden land adjacent to Pukaki Lagoon Reserves - Māngere Mountain, Ambury Farm Park, Otuataua Stone fields and Harbour

· Views

· Settled urban development areas Māngere and Ōtāhuhu town centre and residential area

· Commercial/industrial development areas - airport and north of Airport, Mahunga Drive

· Roads and corridors

92. Submissions to the various Plans and current initiatives relating to landscape include realising the potential of Kiwi Esplanade, Māngere Mountain, Otuataua Stone fields, Puketūtū Island, Puketāpapa, Sturges Park, Pukaki, Manukau Harbour and Tamaki Estuary and enhancing the historical and cultural values of sites including the Ōtāhuhu portage.

93. The key overarching landscape strategies relevant to the development of an Open Space Network Plan for the Mangere-Otahuhu Local Board Area, are to celebrate the area's distinctive character and prioritise opportunities, in particular:

· Protecting and celebrating views of and to the volcanic cones in the local board area and surrounding environment

· Protecting and celebrating the many remnant volcanic landforms in the area

· Protecting and celebrating Puketūtū Island and access to it

· Protecting, celebrating and interpreting the Ihumātao Stone fields

· Enhancing and interpreting the portage at Ōtāhuhu

· Enabling access to the water's edge via Kiwi Esplanade - creation of pools

Biodiversity

94. The Auckland region has a recognisable diverse natural environment made up of volcanic cones and craters, forest, streams, wetlands, estuaries and harbours, an intricate coastline including dunes and offshore islands supporting a rich diversity of plants and animals. This is the indigenous biodiversity that people rely on for many different social, cultural and economic reasons^{^[15]}. A growing population in Auckland will continue to place increasing pressures on the biodiversity of the natural environment including new and existing biodiversity risks, the unsustainable use of natural resources, habitat fragmentation, the increasing demand for infrastructure and climate change.

95. The vision for the Indigenous Biodiversity strategy 2012 is:

He taonga, ka whaihua ngā rerenga kē o te Ao Tūroa i Tāmaki Makaurau

Auckland indigenous biodiversity is flourishing and treasured.

96. Existing parks and reserves play a fundamental role in urban ecology and provide a network of green space that offers opportunities to enhance ecological values within and across local board boundaries.

97. The November 2013 report ‘Ecological Restoration priorities of local parks within the Māngere Ōtāhuhu local board area’ was undertaken by the council biodiversity team which identified numerous small riparian reserves and esplanade strips along the coastal margin on both the Manukau Harbour and Waitemata Harbours, providing an opportunity for ecological restoration and the formation of ecological linkages. Ambury Regional Park, Māngere Mountain and Otuataua Stone fields are reserves with significant green areas with high ecological values. The Manukau Harbour is a known stronghold for threatened wading birds, providing further justification for restoration initiatives.

98. The report provides information as a decision making tool for ecological restoration with recommendations identifying restoration effort is focussed on high and medium-high priority sites outlined in the table below.

Table 1: Top 10 Ranked Reserves in order of priority for ecological restoration

Rank	Reserve or Management Unit	Priority	Habitat type	Description
1	Ambury Regional Park	High	Coastal	Grazed areas, restoration planting, saltmarsh, coastal herb fields and wetlands, shorebird habitat, lava flows, archaeological sites.
2	Otuataua Stone fields	High	Coastal	Grazed areas, saltmarsh, coastal herb fields and wetlands, coastal forest, shorebird habitat, lava flows, archaeological sites.
3	Management Unit Māngere Domain (and Māngere Mountain Education Centre)	High	Linkage, volcanic cone	Grazed areas, restoration planting, volcanic features, archaeological sites.
4	Management Unit Mahunga Drive Esplanade Reserve, Mahunga Reserve No.2, Hastie Avenue Reserve, Black Bridge Reserve, Walmsley Road Reserve, Tarata Creek Reserve.	High	Coastal, Estuarine, riparian Corridor	Coastal esplanade reserves, saltmarsh, freshwater riparian margins beside channelized stream.
5	Management Unit Blake Road Reserve, Lenore Foreshore Reserve, Harania / Mary’s Foreshore Reserve, Wickman Way / Tennessee Reserve, Pacific Steel Reserve	High	Coastal, estuarine, riparian corridor	Coastal esplanade reserves, saltmarsh, freshwater riparian margins beside channelized stream.
6	Management Unit Kiwi Esplanade (Bird Refuge &Pump house), Kiwi Esplanade (Open foreshore)	Medium-High	Coastal	Open grassland and harbour edge. Significant shorebird roost.
7	Management Unit Portage Canal Foreshore Reserve, Ōtāhuhu Cemetery, Church Street	Medium-High	Estuarine, riparian corridor	Estuary margin and adjoining cemetery.
7	Joe F Stanley Reserve	Medium-High	Estuarine, riparian corridor	Estuary margin. Restoration planting.
9	Pukaki Crater	Medium-High	Ecological corridor, volcanic crater	Coastal volcanic crater. Featuring rare lava forest; and freshwater wetland areas.
10*	Stringers Point Reserve	Medium-High	Estuarine, riparian corridor	Estuary margin.
10*	Seaside Park	Medium-High	Estuarine, riparian corridor	Estuary margin. Restoration planting. Sports park. Closed landfill.

*Note: these two reserves were scored 10th equal

99. The biodiversity report recommendations align with the identified opportunities from the research findings for the network plan. The network plan will apply the priority restoration efforts and possible restoration projects from the report to apply biodiversity management in the regional and local parks to encourage community ownership, involvement and stewardship, provide linkages and corridors, revegetation and protect and manage key natural areas and areas of high biodiversity. In particular the high and medium high priority the areas interfacing the Manukau Harbour and estuary and the Tamaki River and tributaries.

Climate Change

100. International research and local observations show climate change having a direct impact on the open space network. In particular, the effects of rising temperatures include:

· excess rainwater, stream overflows and rising sea levels which results in flooding of parks, contamination of coastal areas and erosion and eventually complete submersion of coastal parks

· increase in water algae which impacts waterways and marine ecosystems

· increase in allergens, insects and pests/weeds which impact the balance of biodiversity and raise health concerns for local communities.

101. Such implications need to be considered in the planning, design and management of parks and open space.

Watercare Services Limited

102. WSL have a project in place and partially in progress to upgrade the Māngere wastewater treatment plant. It is proposed that on site of the plant a new road is planned to be opened approximately mid-2016. This will not impact on Parks as it is within the security fence of WSL plant site.

103. The WSL management area (Appendix J) is quite extensive and encompasses foreshore land adjacent to Ambury Park, all of Puketūtū Island, Ōruarangi foreshore along to the foreshore of the Otuataua Stone fields. The map also illustrates existing shared walking and cycling tracks, proposed shared walking and cycling tracks and a new public access road to Puketūtū Island. The walkways around Pond 2 are open now. However, the walkways within Pond 2 landfill will not be opened until Auckland Council sign off on the post closure report. This will not be until approximately 3 years after final planting, so around 2019 or 2020. In the southern odour buffer zone there is areas marked as proposed open space and sports fields or grazing.

104. Puketūtū will be under Regional and Specialist Parks control, who will determine access dates.

3.2 Parks

Parks stock take

105. The local board area covers approximately 50 square kilometres and includes approximately 505 hectares of open space under the control and management of the local board (included are the figures for Ambury Park and Māngere Mountain). Not included within the 505 hectares of open space are Puketūtū and the Māngere lawn cemetery. The following table illustrates the types of parks and open space, including the approximate makeup of the 505 hectares.

106. The table at figure 8 indicates there is a reasonable distribution of neighbourhood, suburb and sub-regional parks together with 17 sports parks in the local board area. However, in the local board area, the map (Appendix E) illustrates a service gap for neighbourhood parks in the Favona west and Ōtāhuhu south and north areas.

Figure 8: Type of parks in the local board area

Types of parks	What we have	Where we have	Park acreage
Neighbourhood	93 x local parks	Across LB area	93 x local parks = approx. 56 ha
Suburb	1 x Regional park 1 x Premier park 17 x Sports parks Māngere mountain	Across LB area	+ approx. 124 ha + approx. 89 ha + approx. 131 ha + approx. 32 ha = approx. 376 ha
Sub regional	1 x Regional park 1 x Premier park Māngere Mountain	Māngere	= approx. 244 ha
Civic	12 x civic spaces (Villages, Plunket rooms, etc.)	Across LB area	= approx. 15 ha
Local & Sports	17 x Sports	Māngere Ōtāhuhu	= approx. 131 ha
Connections	30 x esplanades	Manukau Harbour Tamaki estuary	= approx. 58 ha
Undeveloped	29 x open space properties	Across LB area	0.00 ha

107. The details in the table and in the Māngere Ōtāhuhu base map (Appendix F) illustrate the diverse range and number of parks in the local board area. There are also 29 properties that are yet to be developed and have the potential to be included under the maintenance responsibilities of the local board. The acreage of these sites is unknown so investigations during stage two and three are required to identify the potential the 29 properties could make as additional spaces to the open space network.

Park audit observations

108. An audit of 71 parks which included site visits across the local board area was undertaken during December 2014 to visually observe and record the state of these parks. These sites are shown in the map of the Park audits (appendix C).

109. From the Park audit observations (appendix D) a summary of the short term findings includes:

a. creating safer spaces through the opening of entrances and permeable fencing,

b. increase maintenance levels of litter control,

c. planting food or fruit for the community,

d. providing shade from wind and sun,

e. improve amenities.

110. The following medium to long term findings were:

a. to connect the parks with each other and surrounding neighbourhoods through links with other projects such as Future Streets, Greenways or Cycle ways,

b. caring for parks such as incentivising community to care for parks i.e. Sponsor a park,

c. establishing community or teaching gardens,

d. engaging around concept planning,

e. invest where there is greater community benefit for LTP funding,

f. possible acquisition to enable better configuration and linkages of open space.

111. In summary, the observations and comments noted above reiterate the public parks survey results and submissions from the community during the Long Term Plan process.

Public Parks Survey

112. During September 2014 to January 2015 public parks survey of 20 neighbourhood parks was undertaken by Captivate consultants (appendix D). The purpose of the survey was to gain an understanding of the awareness, usage and attitudes of people towards the neighbourhood parks.

113. The public survey provided varying positive results regarding the awareness, usage and attitudes of people in the area to neighbourhood parks. The survey results indicated a high percentage of individuals and the community who ‘valued’ and ‘were happy’ with their parks. However comments on the visitor experience and satisfaction results were varied and included comments such as a need for a variety of facilities and amenities at parks to cater for a diverse community. This includes providing for different ages groups particularly young children, youth and elderly, different ethnic expectations and the types of activities or amenities available such as seating, tables, BBQ, shade from sun and wind, half size basketball courts and skateboard areas. These comments were mirrored in the submissions for the Long Term Plan.

Open space development

114. There are individual park projects or plans which have been collated below in figure 9 to capture what is under action, forecasted or to be confirmed. This table captures projects of plans in various stages.

Figure 9: A collation of open space development projects or plans^{^[16]}

Item	Details	Comment
Norana Park	Possible reallocation of funds from sports field capacity development fund for Norana Park towards alternative parks including Moyle, Williams and Centre park. (127K over 2014-15 year and 1.25 million over 2015-16 year). Reason is to prioritise funds away from parks with no domiciled club base to parks that do. Subject to Regional approval by September.	Capex dependent on the LTP outcome and the allocation of any budget.
Walter Massey Sand carpets	Works commenced including provision for irrigation/primary drainage on rugby league 2 and 3 fields	Capex dependent on the LTP outcome and the allocation of any budget
Play Grounds at Walter Massey, Sutton Park, Luke Street, Beddingfield and Seaside Park	Playground concepts already in place. Sutton park playground has been completed with Luke street due to start works shortly.	Capex dependent on the LTP outcome and the allocation of any budget
Puketūtū Island	Watercare signed lease for 55 years in collaboration with iwi. Trust established and is a CCO. The Trustees appointed.	Capex dependent on the LTP outcome and the allocation of any budget
Kiwi Esplanade	Funding of $530k in its 2015/16 financial year for mangrove management. Resource consent granted for 35 years to remove mangroves in the following locations in the Māngere/ Ōtāhuhu Board area: · Norana Beach/Norana Park. · Kiwi Esplanade · Mahunga Drive · Hastie Ave. Local Board identified two other sites · Harania Creek/James Fletcher Drive · South-eastern coastal margin of Māngere Inlet. Road development of Kiwi Esplanade waterfront with design phase under action. Proposed widening of existing path (design/install) from Coronation road through to Ambury Park to accommodate pedestrian and cycle traffic and continue rock wall revetment (erosion control) along the coast from Manukau yacht and motorboat club on west end of Kiwi Esplanade) down to Ambury Park (2014/15).	Capex dependent on the LTP outcome and the allocation of any budget
Seaside Park Restoration	Concept Plan funded and commenced	Capex dependent on the LTP outcome and the allocation of any budget
Sturges Park	Softball Diamonds upgraded Concept Plan approved. Revitalisation work underway (status to be checked) Investigation for a series of path networks (new and existing) including steps from Ōtāhuhu college fields and hard surface access way/turnaround circle (adjacent to Ōtāhuhu Rugby club).	Opportunity to link concept plan for Sturges Park and development of an urban design framework for the Ōtāhuhu Town centre How to improve connections between the Park and the Town Centre. Capex dependent on the LTP outcome and the allocation of any budget. Limited works are being undertaken with the opex budget.
Radonich Park	Occupied by vegetable growers under agreement with Council until such time as funding available to develop as sports fields	Capex budget for development of parks in FY15/16. No budget for following five years.

Community facilities development

115. The Auckland Council draft Community Facilities Network Plan was released in August 2014 with the primary aim to guide council investment in the provision of community facilities for the next 10 years. The three key drivers are to optimise the use and efficiency of current facilities, address any current gaps and needs for the community facilities in the future but also meet current and future demand that comes from demographic changes and changing user expectations.

Item	Details	Comment
Māngere East Library	Māngere East Town Centre is to have CCTV supported by the library. Māngere East Library has been requested to turn off its Wi-Fi after hours by the police due to anti-social behaviour.	Subject to budget confirmation through LTP process
Māngere East Community Centre	Roger Fowler submission to the Local Board to rebuild the centre on the current site. Needs assessment progressed for community facilities in Māngere East and also the area around Māngere Centre Park. There is a Board and Community demand / aspiration for a community hub in this area.
Waka Ama at Māngere Bridge	Aspiration for Waka Ama Club Rooms / Storage - funding sought from Local Board – not supported. The group did not apply for funding under the recent round of Community Facilities Partnership scheme, as was expected.
Ōtāhuhu Recreation Precinct project	Auckland Council is building a recreation precinct in Mason Avenue. Ōtāhuhu will be officially opened in August 2015. The key features of the new facility are: Library providing a better connection to Mason Ave Permanent artwork in the library designed by artist Daniel Clifford Aquatic centre Café Children’s play area Large open space Civic space outdoor area The facility will all Ōtāhuhu residents to come together to swim, play, read and relax. The space and facilities will create a hub of activity and focal point for Ōtāhuhu that is vibrant and conveys a sense of fun, recreation and learning. The design of the precinct takes inspiration from Ōtāhuhu itself with Pacific and Māori inspired elements and will reflect the diversity of the community and create a sense of place for Ōtāhuhu.

3.3 Projects

Greenways

116. Auckland's Greenway's plans are a series of linked visionary plans being driven from the ground up by local boards with the long term aim of greatly improving walking, cycling and ecological connections across the region which are safe and pleasant. The draft Greenways plan for the Māngere Ōtāhuhu Local Board seeks to align to the 2011 Māngere Ōtāhuhu Local Board Plan:

· Ensure that our area is well-connected: Transport is the servant of the people - public transport and roading infrastructure need to connect communities and drive the economy of the region.

· Preserve our heritage and environment: The heritage of natural environments of Mangere-Otahuhu will be protected, restored and improved for the enjoyment of present and future generations.

· Increase the wellbeing of our communities.

117. Greenways seek to connect the Maungakiekie-Tamaki and Ōtara Papatoetoe Local Board areas as well as regional walking/cycling proposals for the Auckland region. The Māngere Ōtāhuhu Local Board noted the following:

· Catering for a wide range of users, including walkers, runners, recreational and commuter cyclists, skaters, wheelchair users and tourists.

· Recreating historical connections and providing attractive walking and cycling alternative routes, away from busy streets (e.g. away from State Highway 1 and State Highway 20).

· Encouraging active lifestyles, social interaction, connecting people with nature, establishing safe routes and providing cheaper/healthier forms of travel.

· A network of council and non-council owned corridors including parks, streets, railways and motorways.

118. A draft Greenways plan has been prepared for Māngere Ōtāhuhu and is being supported by the development of a region wide Greenways strategy as well as the open space network plan.

Future Streets

119. The project aim is to make cost effective changes to urban streets that improve road safety, and make walking and cycling easy. A key factor underlying Future Streets is that if you change the way streets and paths are laid out, can you improve the health and wellbeing of people who live on them.

120. The project involves changing the features of streets in Māngere to:

· increase opportunities for walking, cycling and other forms of physical activity

· improving road safety

· ensure the economic benefits of safe roads and streets.

121. Māngere Central was chosen following an intensive selection process across Auckland. The process took into account neighbourhood connectivity, road safety, potential to benefit the local community and willingness by the community to jointly participate in the project. Māngere East will be used as a control area and will receive changes to their streets at a later date.

122. Data will be collected in the project areas before and after changes are made. These measures include:

· Physical activity, particularly walking and cycling

· Road accidents, injuries and fatalities

· How people use the streets

· Traffic speeds

· Changes in traffic flows

· Residents’ perceptions of safety

123. The project will explore not only how these affect the whole Māngere population, but also how they affect different people in Māngere, such as older or younger people, or different ethnic groups.

Māngere Gateway Project (Gateway project)

124. The map at figure 10 illustrates the Māngere Gateway Project area and which the Gateway Programme includes three areas of activity:

i. Māngere Gateway operational funding for support, development and facilitation (including Māori and Pasifika initiatives);

ii. Māngere Gateway Avenue Route which, potentially, is funding for initiatives such as the internal interpretation of King Tāwhiao Cottage, development of the visitor experience at Māngere Mountain Education Centre, walking routes, signage, landscape interventions etc.

iii. The Māngere Gateway project linking tourism and employment (refer map below) has changed from the initial work led by the legacy Manukau City Council. The formation of Auckland Council and subsequent Council controlled organisations has meant a reprioritisation of projects. The Statement of Intent for Auckland Tourism and Events and Economic Development Ltd 2013 - 2016 refers to "working with local tourism operators on the development of local tourism products including contributing to the development of the Southern Initiative area as an outstanding gateway and destination". The Auckland Development Committee also supports further investigation of the Rennie Homestead and adjoining 8.9 hectares of land as an alternative location for the Visitor Centre and Visitor Experience proposed, currently, for development on the Otuataua Stone fields. The visitor centre is central to the Māngere Gateway Programme and to The Southern

Figure 10: Māngere Gateway Project area

125. Initiative International Gateway & Destination work stream. The Māngere Ōtāhuhu Local Board Members are also on record confirming their continued support for the Māngere Gateway Programme Resolution number (AUC/2014/81). The Board is now working with ATEED to further develop the project.

Special Housing Areas (SHA)

126. In 2013 the Housing Project Office was set up to address Auckland’s housing crises and help boost the building of affordable homes under the Auckland Housing Accord. The Housing project office has the following key responsibilities:

· Integrating Housing policy and delivery.

· Implementing the Housing Action Plan.

· Delivering on the Auckland Housing Accord.

· Ensuring infrastructure is in place to support Special Housing Areas (SHAs) and other growth areas within the Rural Urban Boundary.

127. There are three SHA areas within the Māngere Ōtāhuhu area:

Special Housing Area	Housing Units	Projected # of Residents
Ōruarangi	450	1,125
Walmsley Road	1,540	3,850
Ōtāhuhu	3,000	7,500
Total figures	4,990	12,475

NB. These are only estimates and the final number of Household Units will undoubtedly be different.

Ōtāhuhu Middlemore Spatial Priority Area (SPA)

128. As part of the development of the 2015-2025 Long Term Plan (LTP) councillors agreed to develop priorities through a targeted and integrated spatial approach. Directed by the Auckland Development committee, a cross council team identified 10 geographical spatial priority areas. The Ōtāhuhu Middlemore SPA (appendix G) was selected as a pilot to test the spatial priority area model. In figure 11 below the SPA is outlined in blue, whilst the area outlined in red is identified as special housing area.

Figure 11: Ōtāhuhu Middlemore Spatial Priority Area

129. The refined vision for this precinct is Optimising Ōtāhuhu opportunities through the catalytic effects of renewed transport linkages, greater access to the natural environment, improvements to the built environment and a great location.

Project Outcomes

130. The following outcomes were developed collectively by the Programme Integrated Delivery Group PIDG which is still in draft form.

i. Local: Celebrate and enhance the unique aspects of Ōtāhuhu, including the

· rich Maori and European cultural heritage,

· proximity to both harbours (historic portage link) and

· local character.

ii. Strong Local Economy: Encourage, guide and channel investment to

· better utilise existing landholdings (both public and private) and

· enhance and distribute local success, local business, employment and housing development.

iii. Environment: Restore the health of the local environment and provide increased opportunity for the public to engage with nature, through

· Improved water quality and ecology of the harbour

· Greening the streets and using water sensitive design

· Reduction in industrial discharge

iv. Movement: People have easy access to and are encouraged to utilise all transport options, especially

· public transport and

· walking and cycling

v. Connection and Urban Form: Legible and well-connected urban form, providing ease of movement (include for freight) and social cohesion between

· the Manukau Harbour and the Tamaki Estuary,

· the town centre and

· places of work, service and residence.

vi. Community: Foster existing pride and sense of belonging within the community, through

· opportunities to share the local story(s),

· facilitation of community programs, including active recreation and outdoor sports

· provision of integrated and multi-use community facilities and services.

Puhinui Structure Plan

131. The Puhinui Peninsula investigation area which is shown in the map of the Puhinui structure plan area (appendix H) consists of approximately 1100 hectares of land. The area lies beyond the Metropolitan Urban Limit (MUL) meaning land use has been limited to rural activities such as horticulture, with some special purpose zones such as a cemetery, marae and public open spaces.

132. The importance of the structure plan work lies in informing the assessment of whether the MUL should remain as notified in the Unitary Plan (called the Rural Urban Boundary) or if it changes, what new zones/overlays/other provisions would apply.

133. Officers must consider the submissions to the PAUP (many of which relate to an active Proposed Plan Change within the structure plan area –PPC35) as well as information from our technical analyses and specialist input, ongoing engagement and collaboration with Iwi and key stakeholders, and guidance that is coming through from the Independent Hearings Panel to date.

134. Of particular interest to the Open Space Network Plan is the Pukaki Lagoon is one of the volcanoes in the Auckland Volcanic Field. It has a 600 m wide explosion crater, with a surrounding tuff ring. After eruption about 65,000 years ago the crater filled with freshwater and became a lake. It was breached by the sea as sea-level rise after the end of the Last Ice Age about 8,000 years ago and became a tidal lagoon. This was dammed and drained and used as a speedway from 1929 into the 1930s (Henning's Speedway). It is now farmland.

Environment Court Case

135. This site was part of an Environment Court case in 2001/2002 relating to the zoning of the crater and surrounding land. In that case the council was unsuccessful in defending the proposed Māngere-Puhinui Heritage zone and the zoning of the crater outskirts was changed to Rural 3, which permits rural residential development (lot size down to 5,000m²) around the outskirts of the crater. This zoning would enable the development of approximately 25 houses on the outskirts of the crater. From a planning perspective this zoning does not protect the crater from encroaching development, and some of the environmental, landscape, heritage, cultural or recreational values would be lost if such development were to occur.

Use as Reserve

136. The council has just acquired 60.2 hectares, consisting of 23.6 hectares around the crater and the leasehold interest in 36.6 hectares in the lagoon (the freehold interest of the lagoon remains with the Pukaki Maori Marae Committee).

137. The acquisition of the crater and lagoon as reserve will enable the creation of a premier park containing estuary coastline and dramatic volcanic landforms as well as significant natural and cultural heritage values. It is proposed to negotiate co-management for the reserve with the Pukaki Marae Committee. For its immediate future, the council proposes to leave the park in its present state with the vendor continuing to graze the land for another 12 months, while council plans for the future development of the park.

138. Crater Hill is an extinct volcano and has a special purpose quarry zone. is one of the volcanoes of the Auckland Volcanic field. It consists of an explosion crater about 600m wide, partly filled with water.

Crater Hill

139. Late in the eruption sequence lava welled up inside the explosion crater creating a lava lake. This lake began cooling on the surface and around the edge, creating a solid basalt crust. When the molten lava withdrew back down the volcano's throat, the crust surface collapsed, creating the island in the middle of the present lake, and some of the solid basalt was left around the inside walls of the crater marking the former level of the lava lake. Two lava caves – Selfs and Underground Press Lava Caves – exist beneath the remnant crust on the south side of the crater. Quarrying has removed the small scoria cone in the crater and some of the tuff ring on the northeast side.

140. Given the complex cultural, heritage, environmental, and infrastructure considerations that apply to all or part of the Puhinui peninsula, this requires a thorough analysis of the options that are being considered and robust Unitary Plan provisions.

New Zealand Transport Agency

Old Māngere Bridge Replacement project

141. The NZ Transport Agency will be replacing the old bridge within the next five years with a high quality, walking and cycling connection between Onehunga and Māngere Bridge in Auckland. Some points of the Old Māngere Bridge Replacement Project^{^[17]}.

· The Old Māngere Bridge was constructed in 1915

· Previously State Highway until construction of motorway bridge in 1980s

· The bridge is an important community asset - walking, cycling, fishing

· Old Māngere Bridge has history of ship strikes

· NZTA ongoing maintenance costs - approx. $300k p/a

· Recent maintenance reports require Old Māngere Bridge to be replaced within 5 years

· Special funding made available for investigation for replacement bridge

· Estimated construction start date 2013/14 subject to resource consents

142. The old Māngere bridge will be replaced with a new high quality, walking and cycling connection between Onehunga and Māngere Bridge. Community feedback to date has informed the design and layout of the new bridge. This will enable people to continue to use the bridge for fishing and provide safer access for pedestrians and cyclists. Construction on the new bridge is expected to start in 2015. The design will also include:

· At least 8 metres wide - and up to 12 metres in some bays to enable fishing activities

· New structure curving towards the motorway bridge

· High enough for small boats to pass underneath

· Wider span to allow some form of opening for larger boats in the future

· Constructed next to the old bridge using the same abutments - but further away from the port

· Reflecting the area's history and values into the design - two artists are developing this through art

· Good lighting, rubbish bins and new railings to improve safety

143. The following is the proposed timeline for the Old Māngere Bridge Replacement project:

· April - October 2014: Detailed design and community consultation

· November 2014: Seek consents from council

· 2015: Construction starts

· 2016: Estimated construction completion

State Highway 20A

144. State Highway 20A^{^[18]} (SH20A) is a primary route to and from Auckland Airport and forms a strategic link between the western ring route (SH20 and SH16), the airport and the greater Auckland area. SH20A is also a crucial connection to the regional ports and industrial areas and plays a significant role in connecting Auckland and a growing New Zealand.

145. NZ Transport Agency secured additional Government funding to upgrade State Highway 20A. The State Highway will be upgraded with a new motorway interchange constructed at the Kirkbride Road intersection. Construction commenced in early 2015 and will take two years to complete. The NZ Transport Agency’s upgrade of SH20A will provide a safer, more reliable route to and from the airport and will increase freight efficiency through South Auckland.

146. The SH20A to Airport project includes the following improvements:

· Upgrading SH20A to motorway standard (currently expressway standard)

· Providing for future bus shoulder lanes

· Constructing a trench to separate motorway and local traffic at the SH20A/Kirkbride Road intersection

· Improving landscaping and lighting

· Protecting the environment through enhanced stormwater treatment and drainage

· Constructing a new, fully segregated, shared path adjacent to the motorway

· Signalising Richard Pearse/Ascot Road and Westney Road/Kirkbride Road intersections

· Integrating with future rail to and from the airport

147. Benefits from upgrading SH20A will:

· improve journey reliability for traffic to and from Auckland Airport

· safety for all road users will be improved by separating motorway traffic from local traffic at the Kirkbride Road intersection.

· reduce the high number of crashes

· provide a much safer journey for pedestrians and cyclists crossing Kirkbride Road

· support future population and business growth in the area,

· cater for increasing numbers of travellers,

· improve freight efficiency in South Auckland.

· Relocating cyclists from the existing state highway onto a new shared path alongside the upgraded corridor will improve safety for cyclists to and from the airport

· local cycling and pedestrian connections will be improved with shared paths across SH20A at Kirkbride Road

· improved landscaping of SH20A will provide an enhanced arrival to New Zealand for visitors.

· for the local community, the design of the Kirkbride Road bridge will reconnect the community currently severed by the State Highway.

· Lighting will improve safety at the intersection and over 750 metres of noise wall will provide benefits of reduced road noise to residents adjacent to the motorway.

· Environmental benefits include improved stormwater drainage and treatment to protect the wider environment

· Where possible, stormwater will be treated with planted swales and stormwater wetlands to protect local waterways.

148. There are opportunities to collaborate with NZTA going forward where State Highway projects to upgrade their infrastructure such as on ramps and off ramps intersecting in to the local community. Contact with NZTA will need investigating to discuss input for the SH20A project over the next two years which will impact open space connections for pedestrians, cyclists and the community in general.

Auckland Transport – Route 32^{^[19]}

149. Auckland Transport (AT) consulted on improvements to public transport as part of the New Network project. The network will provide more frequent services between main town centres however, some of the routes run along corridors with congestion issues which hinders the ability to provide reliable services. AT have identified there was significant variability in travel times for buses running along Massey Road – especially in the early afternoon. As a result the route between Māngere, Ōtāhuhu and Sylvia Park (future Frequent Network Route 32) was identified for improvements.

150. The East - West Study is a project to analyse transport routes between SH20 and SH1 and develop solutions for managing an anticipated increase in road freight of 60%, through that corridor in the next 30 years. In particular, the objective will be to permit better connectivity for the industrial areas of Onehunga-Southdown, East Tamaki-Highbrook, the Airport, Wiri and southern Mt Wellington.

151. The proposed plan is looking at improving two key areas:

· Freight movements east-west via Onehunga; and

· Public transport linkages to and from Sylvia Park, Ōtāhuhu, Māngere and the Airport.

152. The local board identified the most important areas is the new public transport corridor that will link Sylvia Park, Ōtāhuhu, Māngere and the Airport; called Route 32. This is funded mostly by the New Zealand Transport Agency although Auckland Transport is contributing to the project. Route 32 plans include upgrading existing roads and intersections to make them easier for buses to use and upgrading key interchanges so that people are able to connect easily with other buses or trains at key locations like Ōtāhuhu, Māngere and Sylvia Park. The project is at a very early stage and details are not confirmed, although the local board will be kept informed of progress^{^[20]}.

153. The benefits this project aims to deliver are:

· An improvement in travel times and journey time reliability for buses between Māngere, Ōtāhuhu, and Sylvia Park.

· An improvement in safety and accessibility for cycling and walking between Māngere, Ōtāhuhu and Sylvia Park

· An improvement in safety and accessibility for passenger transport users.

154. In the development of this proposal, the Network Plan will need to consider and identify abilities to influence, advocate and promote appropriate standards for open space and streetscapes for multiple user types such as walkers, runners, cyclists, pushchairs, disability and the like, which will be crucial to support alternatives forms of transport for health and wellbeing.

Auckland Airport Development

155. Auckland Airport is destined to grow quickly. The airport of the future will be a hub for travel in Australasia and the Pacific rim and to achieve this a 30 year vision for Auckland Airport is committed to creating an airport that Aucklander’s and New Zealander’s can be proud of^{^[21]}. The following table notes the airports vision and close alliances and involvement with the Auckland Council. There is a potential to collaborate and achieve a shared vision for the local board area including partnerships, economic development, supporting alternative forms of transport, improving linkages to the surrounding area and the region, providing quality open space, amenities and facilities.

Item

Details

Comment

Airport

As at March 2014 Auckland International Airport Ltd 30-year vision envisages passengers almost tripling, from 14.5 million people in 2013 to 40 million in 2044.

May extend to 30-50 years’ time for new public transport & road links and a new air traffic control tower.

Staff have met the Airport representatives as part of the development of the Integrated Business Plan. The Airport aspirations of creating a business precinct include offices.

The airport has set up an incubator space.

In 2010 MCC entered into an agreement with the airport re stormwater, reserves and roading.

The Airport wish to control the roads in the terminal area.

The roads closest to the terminal are now owned by the Airport and this is progressing to the roundabout south of the George Bolt / Verissimo roundabout and includes some roads by Puhinui Road.

3.4 Engagement

Local Board Park Portfolio holder meetings

156. During the research process for stage one fortnightly meetings were held with the Parks portfolio holders and the wider parks team. These meetings have allowed a two way communication process for the portfolio holders to keep the local board members informed on the progress of the Network Plan as well as keep the project team informed of local matters. These discussions lead the core project team to investigate various avenues including matters relating to multiple use of facilities on open space, understanding the local board and the community they serve, as well as keeping the network plan simple and understanding how to communicate and the presentation of this document. Staff will continue to work with the portfolio holders and wider parks project team during stage two to discuss, consider and confirm requirements and outcomes for stage two.

SWOT exercise workshop

157. On 12 May 2015, a workshop was held where a Strengths, Weaknesses, Opportunities and Threats (SWOT) exercise was undertaken with the local board members, the wider parks team and subject matter experts from across council. This exercise produced valuable commentary recorded for further analysis in stage two (appendix I).

158. The issues and opportunities for the Network Plan were identified through the public survey, long term plan submissions, workshop exercises and research which highlighted short term issues and opportunities such as improving the quality of open space to achieve better visitor experiences and satisfaction. This could include actions such as improved signage for parks and direction finding; or shade, seating, BBQ facilities and litter control to improve amenity. Medium to long term matters were related to building linkages with natural environment and heritage are protected and preserved through coastal and walkway restoration projects or mangrove management and removal, or a well-connected area through the transport interchange project including pedestrian and cycleway improvements, as well as the delivery of the Future Streets project.

159. The table below summarises some of the matters to consider in the development of the four focus areas.

	Treasure	Connect	Utilise	Enjoy
Strengths	· Heritage · Ecology · Green space · Blue space	· Community · Waterways · Harbour · Transport links	· Variety of parks · Organised events · Community diversity	· Harbour · Active diverse community · Low or no cost events or activities
Weakness	· Sense of place · Water quality · Community ownership	· Open space network linkages · Airport & SHWY 1 & 20	· Meeting community needs · Parks are hidden · Ecology status	· Vandalism · Neglected assets · Maintenance · Litter control
Opportunities	· Connect Open space · Coastal edges · Community identity · Ōtāhuhu portage	· Town centre links · Coast to coast · Sense of place	· Community programs · Sponsorships · Business & community involvement · Amenity improvement	· Shade protection · Unnamed parks · Way finding · Small gains improve visitor experience
Threats	· Overuse of parks · Disposal of parks to reinvest elsewhere	· Development in isolation of the community	· Lack of investment · Growth · Insufficient equipment	· Uncreative park designs · Maintenance · Asset damage

Treasure

Connect

Utilise

Enjoy

Strengths

· Heritage

· Ecology

· Green space

· Blue space

· Community

· Waterways

· Harbour

· Transport links

· Variety of parks

· Organised events

· Community diversity

· Harbour

· Active diverse community

· Low or no cost events or activities

Weakness

· Sense of place

· Water quality

· Community ownership

· Open space network linkages

· Airport & SHWY 1 & 20

· Meeting community needs

· Parks are hidden

· Ecology status

· Vandalism

· Neglected assets

· Maintenance

· Litter control

Opportunities

· Connect Open space

· Coastal edges

· Community identity

· Ōtāhuhu portage

· Town centre links

· Coast to coast

· Sense of place

· Community programs

· Sponsorships

· Business & community involvement

· Amenity improvement

· Shade protection

· Unnamed parks

· Way finding

· Small gains improve visitor experience

Threats

· Overuse of parks

· Disposal of parks to reinvest elsewhere

· Development in isolation of the community

· Lack of investment

· Growth

· Insufficient equipment

· Uncreative park designs

· Maintenance

· Asset damage

Workshops with wider parks team

160. Two workshops were held with the wider parks team on 29 May and 9 June 2015 to discuss preliminary findings of the collated research. The collaborative workshops flagged additional information for consideration and are grouped under Regional and Specialist Parks and Local and Sports Parks.

Regional and Specialist Parks

· insufficient signage and direction finding to destination parks such as Ambury Regional Park, Māngere Mountain or Otuataua Stone fields and will include Puketūtū Island. For example, the impact on the local community along Kiwi Esplanade route to get to Ambury Park.

· growth from intensification, people, events or educational activities places pressure on the existing open space with the standard inadequate facilities and services for example Ambury Park with minimal infrastructure for public use and not able to meet the demands of the masses or insufficient parking facilities to manage the masses i.e. 14,000 school children per year and 160,000 visitors per year.

· a need for marketing of open space and local knowledge collaborations for example Tourists with campervans are directed to Ambury Park by the airport and the existing camping facilities are unable to cope with more than usual arrivals of campervans at the park.

· consider the wider benefits of open space for example healthy parks, healthy people, and healthy minds can rejuvenate people, reconnect people and relax people. This can build the wellbeing of people, communities and employees. A good example is New York City and Central Park is the lungs of the city.

· tap into the regional park network and build links between the heritage and natural environment of open space, for example linking mountain biking or cycling routes between Puketūtū, Ambury Park, Kiwi Esplanade, the Manukau estuary, to Ōtāhuhu and to Mutukaroa - Hamlin’s Hill.

· engage with key stakeholders in the area such as Watercare, Regional and Specialist Parks and Local and Sports Parks to collaborate on matters for open space

· acknowledgement and awareness of operational needs and requirements with additional open space. For example managing with existing resources when the capacity of existing resources is already past capacity.

· farming experiences have a role for the community and general public;

· well designed and built linkages along the coastal edge can link communities, activities, and sense of place and pride. A good example is the Beachlands Maraetai coastal walkway.

· A considered and balanced approach between commercial use in open space and natural get away types of open space i.e. access to coffee services for young families, but older generation take grandchildren to natural environments to get away from coffee and Wi-Fi services.

Local and Sports Parks

· focus on Precinct development possibly from an identity theme

· take a strategic approach towards and seek alignment with other work streams in council to drive transformation of areas i.e. approved budgets and timeframes could align projects and programmes to make a difference in areas.

· department of Conservation land near the Ōtāhuhu portage area

· unusually shaped parks in the local board area i.e. access ways, triangular small land parcels, and the like need consideration. For example the type of use or connections to the wider open space network

· Strategic links with the heritage and natural environment including biodiversity

· loosing coastal edges from erosion in areas such as Kiwi esplanade

· Well designed and thought out parks including capacity and capability of a parks i.e. Centre Park is always overloaded with cars and uses the local business car parks

· No awareness of the Parks and Open Space Strategic Action Plan.

· There are sufficient dog off leash sites in the local board area

· Ōtāhuhu town centre upgrades to also consider links to surrounding reserves such as Sturges Park and the streetscape route of the bus train transport interchange

· Esplanades in the Manukau Harbour estuary area are sporadic and not linked. Identify issues or opportunities to partner or work with business or industry sectors to consider options to link up Waikaraka to Ōtāhuhu to Māngere Bridge circuit as well as the Portage route as a green corridor.

Matters raised by subject matter experts

161. Ōtāhuhu portage provides an opportunity to work with partners like Kiwi Rail to identify potential options to enable a coast to coast (West to East) link of the Manukau Harbour and the Hauraki Gulf along a route through the Tamaki River. This is a historical portage link which has been an aspiration since the Ōtāhuhu Borough Council in 1959.

162. Climate change will have an impact on the coastal marine area, including coastal edges and coastal access. The Unitary Plan indicates significant areas mapped as coastal inundation in the Manukau estuary which means the coastal edges can be impacted by coastal processes creating inundation and erosion. An awareness of the impacts associated with climate change for esplanade reserves on the Manukau Harbour means consideration of building or designing coastal walkways with short term outcomes but also provide for long term issues such as flooding or inundation impacts.

Mana Whenua

163. Mana whenua are on record as having strong interests in environment matters. Te Kōhau o Te Ngira and The Maori Strategy and Policy in the Auckland Plan, record the foundation principles relevant to this strategy. The document Te Kōhao O Te Ngira informed the development of the Auckland Plan provides foundation principles such as:

· Manaakitanga valuing people and ensuring they are valued.

· Kotahitanga strength and diversity being united with a sense of purpose, direction and identity.

· Kaitiakitanga sustaining the mauri of the land, water, air and people.

· Whakamana enabling, empowering and restoring the mana of whanau to realise their potential.

· Whanaungatanga fostering and maintaining relationships

· Rangatiratanga a state of wellbeing expressed in how ‘we do things’.

· Wairuatanga ensuring that the spiritual needs of all things are nurtured.

· Whakamana enable, empower and restore the mana of whanau to realise their potential. This is a key foundation principle.

164. Mana Whenua and Mātāwaka submitters to the inaugural Auckland Plan and Long Term Plan 2012 – 2022 noted the following priorities, of relevance to this strategy:

· Integrated and effective planning for the management of waterways, harbours and marine and coastal areas and an integrated approach to the management of rural and urban land adjacent to water

· Restoration and protection of waterways and harbours, including improvements to water quality and ecological value of streams

· Provision, advocacy and resourcing for the expression of kaitiakitanga and associated values in the built and natural environment

· Improving stormwater and wastewater management to reduce effects on waterways including preventing the disposal of wastewater into water bodies and the minimisation of the discharge contaminants carried by stormwater.

· Co-management and co-governance of natural resources and sufficient funding

· Support the Auckland Plan vision for biodiversity restoration across the Auckland region, including a requirement that all planting on public land to be native

· Strengthening Māori involvement and values in natural and built and natural environment activity areas

165. The Independent Maori Statutory Board prepared the Maori Plan for Tamaki Makaurau highlighting at the core of the Māori Plan is the cultural, social, economic and environmental wellbeing of Mana Whenua and Mataawaka. Within the Maori Plan the Maori values, the key directives or outcomes and the 12 actions are of specific relevance to the Network Plan. Under the wellbeing heading of Environment, the following key directions are recorded as relevant to the strategy:

Te Taiao (Environment)

Whanaungatanga	Rangatiratanga	Manaakitanga	Wairuatanga	Kaitiakitanga
Te Taiao is able to support ngā uri whakatipu: · Mahinga kai and wāhi rongoā · Wāhi tapu and wāhi taonga	Māori are actively involved in decision making and management of natural resources: · Co-governance of natural resources · Resource management planning processes and activities · Mātauranga Māori and natural resources	The mauri of te taiao in Tāmaki Makaurau is enhanced or restored for all people: · Access to clean parks and reserves · Sustainable energy use · Water quality	Taonga Māori are enhanced or restored in urban areas: · Māori urban design principles · Indigenous flora and fauna	Māori are kaitiaki of the environment: · Investment in Māori environment projects · Capacity of tangata whenua to support the environment

Whanaungatanga

Rangatiratanga

Manaakitanga

Wairuatanga

Kaitiakitanga

Te Taiao is able to support

ngā uri whakatipu:

· Mahinga kai and wāhi rongoā

· Wāhi tapu and wāhi taonga

Māori are actively involved in decision making and management

of natural resources:

· Co-governance of natural resources

· Resource management planning processes and activities

· Mātauranga Māori and natural resources

The mauri of te taiao in Tāmaki Makaurau

is enhanced or restored for all people:

· Access to clean parks and reserves

· Sustainable energy use

· Water quality

Taonga Māori are enhanced or restored

in urban areas:

· Māori urban design principles

· Indigenous flora and fauna

Māori are kaitiaki of the environment:

· Investment in Māori environment projects

· Capacity of tangata whenua to support

the environment

4.0 Summary of the Research Findings

166. Stage one for the development of the Māngere Ōtāhuhu Open Space Network Plan has been completed. Research, the primary focus of this stage, identified a number of issues and opportunities. Key findings include:

· increased population density and growth from three special housing areas in Māngere and Ōtāhuhu will impact on the open space network

· the proposed Ōtāhuhu bus train interchange, a key project for the Ōtāhuhu Middlemore spatial priority area, will be a catalyst for the transformation of Ōtāhuhu

· there are gaps in the open space network and 29 undeveloped sites in the local board area

· improved quality of the existing open space network would enhance visitor experiences and satisfaction levels, as well as contributing to a well-connected open space network

· there are opportunities to leverage projects, including the Auckland Airport development, and for collaboration with tertiary education providers, local business and light industries.

167. These findings require further investigation in stage two and will inform the development of the Māngere Ōtāhuhu Open Space Network Plan. Approval is sought of the local board to continue with the development of the network plan.

5.0 Next steps

168. Stage two is an in-depth analysis process that will shape the Network Plan including identifying likely needs and assembling evidence as well as articulating possible key outcomes and their implication.

169. Implementation of stage two has an approximate timeframe of 2-3 months and will include:

· Workshops with internal stakeholders for visioning of the Network Plan including local board members, local board services and the wider park team.

· Engagement with mana whenua to support their kaitiakitanga role and seek their knowledge and expertise in mātauranga Māori and tikanga for Manukau Harbour

· Clearly identify the themes and outcomes for stage two

· Identifying likely needs and articulating possible outcomes and their implications

· Record agreed priorities to inform stage three of the Network Plan.

5.0 References

2009

· Auckland Regional Council Ethnicity Research

· Sport and Cultural Diversity responding to the Sports and Leisure needs of migrants and ethnic minorities in Auckland

2012

· Topic report for the Māngere Ōtāhuhu Local Board Area Plan: Landscape Character, January 2012.

· Indigenous Biodiversity Strategy July 2012

2013

· Māngere Ōtāhuhu Local Board Area Plan

· Parks and open space strategic action plan September 2013

· Ecological Restoration priorities of Local Parks within the Māngere Ōtāhuhu Local Board Area November 2013

2014

· Parks and open spaces Interim Provision Guidelines August 2014

· Māngere Ōtāhuhu Local Board Plan 2014

· Supply and demand for winters sports fields in the Auckland region. Longdill and Associates

2015

· Māngere Ōtāhuhu Transformation Steering Group Meeting Minutes 16 February 2015

· Māngere Ōtāhuhu Transformation Status Report February 2015

· The Henderson Massey open space network plan 2015-2025

· Māngere Ōtāhuhu Local Board 15 April 2015, Agenda item 13: Auckland Transport Monthly update report April 2015

Online access:

· Auckland Airport development: Available at http://www.aucklandairport.co.nz/downloads/aial-masterplan.pdf

· Auckland Transport – Route 32: Available at https://at.govt.nz/projects-roadworks/east-west-connections/ - Bus priority Māngere, Ōtāhuhu and Sylvia Park

· Census 2006: Available at (please provide link)

· Demographic report card, Māngere Ōtāhuhu Local Board 2014: Available at http://stateofauckland.aucklandcouncil.govt.nz/demographic-report-card/mangere-otahuhu-local-board-2014

· New Zealand Transport Agency – Old Māngere Bridge Replacement project: Available at http://www.nzta.govt.nz/projects/old-mangere-bridge

· New Zealand Transport Agency – State Highway 20A: Available at http://www.nzta.govt.nz/projects/sh20a-to-airport/

· Oxford Dictionary: Available at http://www.oxforddictionaries.com/definition/english/ethics

· Reserves Act 1977: Available at http://www.doc.govt.nz/about-us/our-role/legislation/reserves-act/

6.0 Appendices

Appendices A Project governance structure

Appendices B Parks public survey – Captivate Ltd Consultants

Appendices C Map of Park audit sites

Appendices D Summary of Park audit observations

Appendices E Map of service gap for neighbourhood parks South

Appendices F Māngere Ōtāhuhu Base Map

Appendices G Ōtāhuhu Middlemore Spatial Priority Area report

Appendices H Map of the Puhinui structure plan area

Appendices I SWOT comments

Appendices J Watercare Services Limited Management Area map

Appendices A Project governance structure

Māngere-Ōtāhuhu Local Board

19 August 2015

Appendices G Ōtāhuhu Middlemore Spatial Priority Area report

Ōtāhuhu-Middlemore Spatial
Priority Area Pilot

Programme Integrated Delivery Group Report

May 2015

cid:image003.jpg@01D08D5E.4A9CB2D0 AC new logo_horz_cmyk

Ōtāhuhu-Middlemore Spatial Priority Area

1.0 Introduction

1.1 As part of the development of the 2015-2025 Long Term Plan (LTP) councillors agreed to develop priorities through a targeted and integrated spatial approach. Directed by the Auckland Development committee, a cross council team identified 10 geographical spatial priority areas (SPAs).

1.2 At the same time a new model (an organisational arrangement to embed behaviours and processes) was developed to ensure the wider council family’s combined resources (work programs and budgets) deliver integrated, enhanced and impactful outcomes in the SPAs. Coined the “Collaborative Outcome Model” this model was adopted for delivering the SPA work program.

1.3 The Ōtāhuhu-Middlemore SPA (refer to appendix 1) was selected as a pilot to test the SPA model.

1.4 This report outlines the pilot process and the recommendations of the Programme Integrated Delivery Group to the Steering Group and is set out under the following headings and appendices.

Contents

1.0 Introduction

2.0 Ōtāhuhu-Middlemore Spatial Priority Area Pilot Process

3.0 Vision and Outcomes

4.0 Transformation Actions and further work program

5.0 Spatial Priority Area Process Learnings

6.0 Spatial Priority Area Pilot Behaviours

7.0 Conclusions

Appendices

Appendix 1 Ōtāhuhu-Middlemore Spatial Priority Area Map

Appendix 2 Steering Group and Programme Integrated Delivery Group Membership

Appendix 3 Steering Group Work Programme and Outcomes

Appendix 4 Ōtāhuhu-Middlemore Key Documents and Projects

Appendix 5 Ōtāhuhu-Middlemore Site Visit Programme 1 May 2015

Appendix 6 Ōtāhuhu-Middlemore Site Visit Presentation

Appendix 7 LTP Budget Reallocation Review

Appendix 8 Spatial Priority Area Outcomes

Appendix 9 SPA Major Interventions Table

Appendix 10 Immediate Transformation Actions Assessment

Appendix 11 Ōtāhuhu – Middlemore Intervention Diagrams

Appendix 12 Waterfront Auckland Presentation 20150505

Appendix 13 Strategic Property Interventions

Appendix 14 Middlemore Potential

Appendix 15 Stakeholder Engagement

2.0 Ōtāhuhu-Middlemore Spatial Priority Area Pilot Process

2.1 The first step was the establishment of a governance structure for the Ōtāhuhu-Middlemore SPA in line with the SPA model. This consisted of the following two cross-organisational groups:

· a Steering Group

· a Programme Integrated Delivery Group (PIDG)

The membership of the PIDG is set out in appendix 2.

2.2 The Steering Group developed (refer to appendix 3 for details) the:

· initial vision and outcomes for the SPA

· expected outcomes and behaviours of the PIDG

· work programme for the PIDG – a review of existing information and budgets and assuming no additional budget, an identification of 5-10 transformational actions/projects as well as a consideration of the process itself.

2.3 In line with the above four PIDG meetings, one site visit and smaller project group meetings were then held between 27^th of April and the 7^th of May 2015 to:

· Refine the initial outcomes developed by the Steering Group

· Collate, disseminate and review core Council family documents and projects specific to the SPA to gain a greater understanding of the policy and development context (refer to appendix 4)

· Visit the SPA site area to build a shared knowledge of key sites and projects (refer to the programme and presentation in appendix 5 and 6)

· Review existing and proposed LTP budgets against the refined outcomes and determine where there may be an opportunity to reallocate budgets (refer appendix 7)

· Review the process and the behaviours required

· Develop key actions and recommendations for the Steering Group (refer to section 4 below)

· Prepare this report

2.4 This report details the activities and recommendations of the PIDG to the Steering Group.

3.0 Vision and Outcomes

3.1 Vision

Having visited the site and reviewed the available information the PIDG felt the vision for the SPA could be refined. The vision was developed collectively by the PIDG and formed the basis for the development of transformation actions and further work programme in section 4. The refined vision is as follows:

Optimising Ōtāhuhu opportunities through the catalytic effects of renewed transport linkages, greater access to the natural environment, improvements to the built environment and a great location.

3.2 Outcomes

3.2.1 The following outcomes were developed collectively by the PIDG and formed the basis for the development of transformation actions and further work programme in section 4:

1. Local

Celebrate and enhance the unique aspects of Ōtāhuhu, including the:

· rich Maori and European cultural heritage,

· proximity to both harbours (historic portage link) and

· local character.

2. Strong Local Economy

Encourage, guide and channel investment to:

· better utilise existing landholdings (both public and private) and

· enhance and distribute local success, local business, employment and housing development.

3. Environment

Restore the health of the local environment and provide increased opportunity for the public to engage with nature, through:

· Improved water quality and ecology of the harbour

· Greening the streets and using water sensitive design

· Reduction in industrial discharge

4. Movement

People have easy access to and are encouraged to utilise all transport options, especially:

· public transport and

· walking and cycling.

5. Connection and Urban Form

Legible and well connected urban form, providing ease of movement (include for freight) and social cohesion between:

· the Manukau Harbour and the Tamaki Estuary,

· the town centre and

· places of work, service and residence.

6. Community

Foster existing pride and sense of belonging within the community, through:

· opportunities to share the local story(s),

· facilitation of community programs, including active recreation and outdoor sports

· provision of integrated and multi-use community facilities and services.

4.0 Transformation Actions and further work programme

4.1 Immediate Transformation Actions

1. Ōtāhuhu Bus Train Interchange

2. Route 32 - Ōtāhuhu Section – Walmsley Road, Station Road, Mason Ave, Avenue Road

3. Ōtāhuhu Streetscape Upgrade

4. Reprioritisation of storm water budgets to Ōtāhuhu

5. Western Foreshore (Waikaraka to Ōtāhuhu) & Portage Cycle ways

6. Greenways - Portage route

4.1.1 The proposed Ōtāhuhu Bus Train Interchange is the key 'anchor' project for the Ōtāhuhu-Middlemore SPA. The Interchange will transform public transport connections for Ōtāhuhu and surrounding communities and act as the catalyst for the transformation of Ōtāhuhu. It is therefore important that the existing LTP budget for Interchange is prioritised for 15/16 and that this is delivered in 2016.

4.1.2 In order to ensure the benefits of this investment in the Bus Train Interchange are maximised as much of the related or adjacent work should be undertaken as possible. There are currently a number of such projects with budget but that budget is either in future years or needs to be aligned. This should be prioritised, within the LTP envelope, so as to build upon the Bus Train Interchange. Accordingly:

· the budget for the Ōtāhuhu section of Route 32 should be prioritised with delivery following as close to the Interchange completion as feasible. The Station Road portion is considered of particular importance.

· the Ōtāhuhu streetscape budgets, currently proposed for FY16/17 and FY17/18, should be prioritised with delivery aligned with the Route 32 works. The Station Road portion is considered of particular importance.

· a portion of the existing LTP storm water investment should be bought forward to compliment Ōtāhuhu Streetscapes Upgrades and achieve improved drainage outcomes

· work with partners (Kiwi Rail) to clarify and prioritise funding to deliver a western foreshore cycleway and a Portage to Western Foreshore Cycleway as part of East-West Links

· the existing open space budget for Seaside Park and greenways should be reallocated towards the investigation and provision of a new greenway along the Portage Route

4.1.3 The transformational project (major intervention), rationale, timing, budgets, process implications and issues / risks are detailed in appendix 9 and 10. But in summary these transport projects, and associated streetscape and storm water upgrades, present prospects that deliver on the defined SPA Outcomes. By providing better connections, which are of a high quality, opportunities for more intensive mixed-use development and the development of existing and new employment and activity centres can be realised and social, environmental and economic values optimised.

4.2 Recommended Future Work Programme

4.2.1 On the basis of the process to date the PIDG recommends a further work stream to explore opportunities to leverage off current public investment and further reprioritise existing LTP investment. In particular, the open space / greenways budget for this area.

4.2.2 The PIDG has developed a potential high and low intervention approach, as illustrated in the Ōtāhuhu – Middlemore Intervention Diagrams in appendix 11. This was useful in illustrating the Immediate Transformation Actions such as the proposed major public transport investments (the Ōtāhuhu Transport Interchange, Bus Route 32) and the existing Middlemore Station as a catalyst for transformational change within the Ōtāhuhu-Middlemore SPA.

4.2.3 The diagrams highlight the need for a strategic process to identify, and ensure the delivery of, the steps for transformational change to Ōtāhuhu-Middlemore and future SPA’s. The process should include financial, spatial, economic, policy, social and environmental information. This should be a robust process, with further investigation, policy development, engagement and design undertaken before progressing to the implementation stage (refer to appendix 12). It is important that this process recognises that transformational change will not be just about development. Community and socio-economic issues (such as high youth unemployment) will also need to be addressed.

4.2.4 Pursuant to this, the following steps are proposed:

1. Establish a governance structure for the delivery of SPA outcomes.

The Ōtāhuhu-Middlemore pilot makes it clear that a business as usual process will not deliver focused, timely transformational change to the SPA. A group or organisation will be required to undertake the strategic process to analyse and identify the work required to deliver on the outcomes. Most importantly this group will be responsible for ensuring the delivery of the work on budget and on programme. At the same time the relationship of this group with:

· Auckland Council and the Governing Body

· Auckland Transport and its Board

· Development Auckland and its Board

· Watercare and its Board

· NZTA

· The Local Board

Will need to be worked through so as to establish clear lines of reporting and accountability.

2. A review of statutory, regulatory and policy interventions required to support transformational change.

As well as ratifying projects and budgets to deliver transformational change it will be important to ensure that policy supports such projects and optimises the potential benefits that flow from the projects. This may entail a review, and if necessary an amendment of existing documents. In addition it may involve the use of policy or regulatory interventions to achieve the desired outcomes.

3. A Review of Property Ownership and Investment Proposals and the development of a Strategy for Council Land Holdings and Strategic Interventions

The greatest input in Ōtāhuhu-Middlemore from Council investment is likely to be achieved through the Bus Train Interchange and associated linkages. However a property strategy will need to be developed (see appendix 13) to build on this development and, if possible, to ensure any value capture can be achieved from Council land holdings in the area.

This would involve engagement with local stakeholders and landowners to investigate synergies with Council investment. For instance, HNZC should be approached to see what opportunities there are for joint development projects. In addition a strategy should be developed for those Council property assets (for example Lot 1 12 High Street and Auckland Transport car parks) that exist in the area and how they might contribute to the outcomes for the area, whether by more effective use, or disposal.

4. Review the potential of Middlemore and work required to deliver this in the short to medium term.

In particular to undertake further analysis to assess whether there is an opportunity for a cluster at Middlemore that could incorporate a current Health Innovation Hub (refer to appendix 14 for details).

5. Engagement with key landowners and Stakeholders

Key to the development of any of the steps will be the identification of and engagement with key decision makers, land owners and stakeholders. The scope of the consultation / engagement will need to be determined at the outset and will depend on the decision and alignment with key adopted strategies and plans (Auckland Plan, Māngere-Ōtāhuhu Area Plan etc.), the proposed level of engagement and stakeholders (refer to appendix 15 for more details).

SPA Process Learnings

5.1 The benefits from the SPA process are seen as:

(i) Focus: by focussing on a particular location staff are required to step outside the business as usual approach to concentrate on achieving the maximum impact on a particular area.

(ii) Outcomes Approach: by defining particular outcomes that would be most beneficial to an area resources are better focused to achieve transformational change in an area.

(iii) Whole of Council Approach: the process brings together representatives from across the whole Council ‘family’ which enables a more integrated or holistic approach to addressing the outcomes sought.

(vi) Sharing of Information: further to the above, the beneficial impact of bringing staff together to share knowledge and information on an area cannot be underestimated. On the pilot there were a number of instances of staff finding out information that will result in a more integrated outcome.

(v) Local Knowledge: the process provided a very quick mechanism for collecting and analysing existing knowledge and documents. For instance through a summary of documents and site visit, presentations by Auckland Council and Auckland Transport staff as well discussions with Local Board and BID representatives.

(vi) Speed: the process entailed a very quick review and analysis of the area and relevant information to provide an initial view of the quick wins and work to be undertaken.

(v) Budgets: given the above the pilot provided a mechanism for the reprioritisation and in some cases aggregation of budgets to ensure the optimum outcomes for budget spend. That is, potentially delivering more for less.

(vi) Efficiency: building on the above points the process entailed a focussed approach to the identified outcomes in a cost effective way.

6.0 SPA Pilot Behaviours

6.1 The pilot has been seen as a positive approach to the SPA’s based on the following behaviours:

(i) Focus: the success of the process relies on the team focusing on the outcomes for the area. That is, as opposed to being concerned with business as usual, or the particular concerns of an organisation (e.g. Auckland Council) or department.

(ii) Collaboration: in order to be able to achieve the necessary focus and the all of Council approach, it is necessary for the team to collaborate to achieve the outcomes.

(iii) Consensus: through the process of collaborating on focused outcomes a cross Council consensus can be reached on how to achieve the outcomes.

(iv) Honesty: successful collaboration to achieve consensus requires honest conversations within the team. It is unlikely that there will be consensus at the start of work on an SPA but through honest conversations a consensus can be worked through.

(v) Experience/Seniority: one of the observations from this pilot is that senior experienced staff are (at least initially) more likely to be able to make the project succeed. In this area there has already been a significant amount of work undertaken by the Council family. Whilst this work has relied on earlier collaboration this has not always been easy to achieve and has been time consuming. In contrast the current process has achieved a significant degree of collaboration and output in a very short time. It is considered that this is largely due to the experience and seniority of the members of the team. This gives them the:

1) ability to make or recommend transformational shifts (with the necessary budget)

2) experience to be able to take a cross Council view of how to best deliver outcomes, and

3) confidence to ‘buy-in’ to the cross-Council outcome focused approach and not to fall back into an entrenched business as usual approach.

(vi) Energy/Drive: the focused collaborative approach to considering an area enables a faster, driven and more proactive approach to achieving outcomes.

Conclusion

7.1 In a short period of time the pilot process has been able to:

1. Revisit and redefine the desired outcomes for Ōtāhuhu

2. Identify the priority projects for delivering the outcomes

3. Reprioritise other projects to deliver quick wins levering of the priority project

4. Recommend the reprioritisation of the budgets to allow the quick wins to proceed

5. Outline a strategic process for building on this initial work and ensuring effective delivery of the outcomes

6. Identify the need for a group or organisation to take the work forward and ensure the delivery of the outcomes

7. Consider the requisite behaviours required to make the process a success.

For these reasons the pilot process is considered to have been a success that should be built on. In addition consideration should be given to how the process, behaviours and learnings can be taken out to the wider Council.

Appendices H Map of the Puhinui structure plan area

Māngere-Ōtāhuhu Local Board

19 August 2015

Auckland Regional Amenities Funding Act (ARAFA) Funding Model Review - Local Board Input

File No.: CP2015/14895

Purpose

1. Auckland Council is undertaking a review of the funding model under the Auckland Regional Amenities Funding Act 2008 (ARAFA Funding Model Review). Feedback from the local boards is sought on the level of change proposed in the options and the impacts on local boards and local communities (if any).

Executive Summary

2. The Auckland Regional Amenities Funding Act 2008 (the Act) established a distinct model for contributing funds to specified regional amenities (regional amenities). This funding model is now under review to consider whether it remains fit for purpose and to identify how it might be improved. The Governing Body adopted Terms of Reference for the review on 26 February 2015.

3. Working closely with representatives of the regional amenities, seven funding model options were generated along a spectrum, ranging from:

· retaining the status quo

· seeking improvements within the existing ARAFA legislative framework

· modifying the existing ARAFA framework by amending legislation, to

· repealing the existing ARAFA framework and replacing it with an Auckland Council policy framework. (The options are discussed in paragraphs 15 - 32)

4. The Finance and Performance Committee endorsed the seven options for evaluation on 18 June 2015. The options will be evaluated against criteria previously endorsed by Finance and Performance on 21 May 2015. (The criteria is discussed in paragraph 14)

5. When viewed across the spectrum, the options shift the role of Auckland Council from influencing decision-making under the Act (by a Funding Board) to becoming the decision-maker itself. The closer Auckland Council becomes to being the decision-maker the more opportunities there are to align the council’s strategic outcomes with those of the regional amenities. The options also incorporate improvements relating to information flows, longer term planning, communications and relationship building.

6. The options are also associated with a progressively increasing volume of further work that would be required to implement them. The implementation of options requiring legislative change is particularly complex. The necessary trade-offs involved will be teased out and considered through the evaluation of the options.

7. The evaluation is to be completed and will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

8. Local board feedback is sought on the level of change proposed in the options as set out in this report and the impacts on local boards and local communities(if any).

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Provides feedback on the level of change proposed in the options and the impacts on local boards and local communities (if any) as an input into the evaluation of options under the Auckland Regional Funding Amenities Act Funding Model Review.

Comments

The Funding Model under the Auckland Regional Amenities Funding Act 2008

9. The Auckland Regional Amenities Funding Act 2008 (the Act) has two purposes; to provide adequate, sustainable and secure funding for specified regional amenities, and to ensure that local government in Auckland contributes funding.

10. The Act came into force prior to amalgamation of Auckland’s former councils. It was designed to ensure that all councils in the region contributed fairly to funding the regional amenities given the amenities operated across and benefited the whole of the Auckland region. It also sought to ensure that qualifying regional amenities remained financially viable.

11. The regional amenities apply each year to a Funding Board for next year’s funding. The Funding Board confers with Auckland Council and prepares and consults on a funding plan, before recommending a levy to Auckland Council for the next financial year. Auckland Council approves the recommended levy and if not, arbitration takes place. The Funding Board subsequently receives the levy and allocates funding to the regional amenities.

12. Auckland Council appoints six of the Funding Board’s 10 members with four members appointed by an Amenities Board, also created by the Act.

13. Only the regional amenities specified under the Act may apply for funding and funding is not available for any part of services or facilities provided outside of the Auckland region. Funding is to contribute towards the operational expenditure that regional amenities must incur and is not available for capital expenditure.

14. The regional amenities must make all reasonable endeavours to maximise funding from other sources. The regional amenities are prohibited from receiving operating funding form Auckland Council, other than via the Funding Board. However, staff are aware that local boards may receive funding requests from groups affiliated with the amenities.

15. The Funding Board and Auckland Council must have regard to the funding principles prescribed in the Act. The Act makes provision for additional funding principles to be adopted.

Regional Amenities

16. The purpose of the Act is to ensure the regional amenities are funded to provide services or facilities that contribute to “the well-being of the whole region” and “towards making Auckland an attractive place to live in and visit”. Organisations that wish to become regional amenities must possess these qualities to satisfy criteria for admission. The Act as enacted specified 10 regional amenities in Schedule 1:

· Auckland Observatory and Planetarium Trust Board

· Auckland Philharmonia

· Auckland Regional Rescue Helicopter Trust

· Auckland Theatre Company

· Coast Guard Northern Region Incorporated

· New Zealand National Maritime Museum

· New Zealand Opera Limited

· Surf Life Saving Northern Region Incorporated

· Auckland Festival Trust

· Watersafe Auckland Incorporated

17. The following examples illustrate the way the regional amenities serve the Auckland region:

· The Auckland Philharmonia (APO) was accorded the status of Metropolitan Orchestra as part of the Ministry of Culture and Heritage’s Orchestra Review in 2012. In that year the APO presented 31 performances in the Auckland Town Hall and performed in the Bruce Mason Centre (Takapuna) Telstra Events Centre (Manukau), Massey High Schools and Trusts Stadium (West Auckland) and the Holy Trinity Cathedral (Parnell). It also presented chamber concerts in Takapuna, Remuera and Howick and five free community performances and events in west, central, north and south Auckland.

· Coast Guard Northern Region Incorporated has 14 units located across the Auckland region at Waiuku, Papakura, Titirangi, Kaipara, Kawau, Great Barrier, Hibiscus, North Shore, Auckland, Waiheke, Howick and Maraetei, with the Operations Centre and the Auckland Air Patrol operating centrally.

· Similarly, there are 10 clubs in the Auckland Region under the umbrella of Surf Life Saving Northern Region Incorporated, located at Karioitahi Beach, Karekare, Piha (2), Bethels Beach, Murawai, Omaha, Red Beach, Orewa and Mairangi Bay.

The ARAFA Funding Model Review

18. Auckland Council’s establishment and issues arising out of the Act’s operation have raised the question of ‘whether the funding model remains fit for purpose’. Auckland Council agreed to review the ARAFA Funding Model through its deliberations on the Mayor’s proposal for the 2014 Annual Plan. The Governing Body endorsed Terms of Reference (Attachment A) for this review on 26 February 2015. It records stakeholder issues and objectives (Schedule 2) and sets the overarching objective to:

“achieve long term sustainable, affordable and predictable funding of the existing amenities while recognising the Council’s purpose and responsibilities under the Local Government Act 2002 and other legislation.” (paragraph 12):

19. The ARAFA funding model and changes to enhance its effectiveness are the focus of the review:

· The review will not consider whether to add or remove any of the regional amenities from the funding mechanism. That would be a separate piece of work.

· The review will also not consider how much funding each regional amenity currently receives but rather look at the process that determines the amount of funding provided.

20. The Terms of Reference set out the basic process for the review with the identification of criteria for the evaluation of options, identification of options and their subsequent evaluation. In undertaking this review we are working closely with representatives of the amenities and engaging with the Funding Board.

Criteria for the Evaluation of Options

21. The following criteria for evaluating options were endorsed by the Finance and Performance Committee on 21 May 2015:

i. Financial sustainability and certainty

- Addresses the ‘sufficiency’ of the contribution provided by the funding model in terms of “adequate, sustainable and secure funding for specified amenities.” It includes the predictability of that funding over the short to medium terms in support of financial planning.

ii. Affordability

- Addresses the affordability of the sum of the contributions allocated under the funding model including the impact on rates.

iii. Independence and continuity

- Considers the extent to which the option provides for objective decision making and the extent it provides for continuity of decision-making over time. These considerations go to the stability of the funding model over time.

iv. Accountability and transparency

- Considers the information and the processes to support decision-making required by an option to ensure there is a clear chain of accountability from the recipient through to the funder. Transparency supports accountability, providing clarity around decision-making processes. Public sector responsibility requires accountability and transparency generally, and particularly in respect of public funds.

v. Administrative efficiency

- Considers the efficiency of the funding model, with regard to the costs associated with the information and processes required by an option. Funding arrangements should have regard to the costs of implementation, and how effective they will be in achieving their objectives.

vi. Alignment of outcomes and goals

- Considers the extent to which the option allows for alignment between the outcomes and goals sought and achieved by the regional amenities and those of the Auckland Council on behalf of Auckland’s ratepayers.

vii. Fairness

- Considers the extent to which the funding model provides for fairness.

viii. Flexibility

- Requires consideration of the extent to which the option provides a funding model with sufficient flexibility to take account of changing circumstances.

Options to Enhance Effectiveness

22. Working closely with representatives of the amenities, seven options along a spectrum have been generated, ranging from:

· retaining the status quo

· seeking improvements within the existing ARAFA legislative framework

· modifying the existing ARAFA framework by amending the legislation, to

· repealing the existing ARAFA legislative framework and replacing it with an Auckland Council policy framework.

23. The options were endorsed for evaluation by the Finance and Performance Committee on 18 June 2015.

24. Figure 1 illustrates the options and where they are located on the spectrum. Viewed across the spectrum, the options shift the role of Auckland Council from influencing the Funding Board’s decision-making to becoming the decision-maker itself. Similarly, there are increasing opportunities along the spectrum to align Auckland Council’s strategic outcomes with those of the amenities.

25. The review to date has identified that processes relating to funding bids and reporting have evolved under the existing arrangements. There appear to be further opportunities to pursue improvements through a focus on, information, communication, developing relationships and longer term planning which are being investigated through the final evaluation.

26. Implementation of the options will require further work, some of which is significant. The implementation of options requiring legislative change is particularly complex.

27. Options 1 to 4 are based on current arrangements which provide the pathway for regional amenities to seek operational funding from Auckland Council. Improvements under these options would be available for the 2016/2017 funding year.

28. Option 5 limits opportunities for Auckland Council to scrutinise the funding sought by the regional amenities, whereas Options 6 and 7 increase Auckland Council’s role in decision-making. The level of funding provided under Option 7 would be dependent on the policy and decisions of the governing body. There may therefore be a greater level of uncertainty for the regional amenities which may hold implications for the level of services and facilities they provide.

29. Options 5 to 7 require legislative change through the parliamentary process and it is not possible to indicate when they might become available for implementation.

30. The necessary trade-offs in relation to implementation will be considered through the evaluation of the options.

Figure 1.

31. Option 1 – Status Quo

The existing funding model prescribed by the Act is the benchmark against which the other options will be compared. It is described in paragraphs 1 to 7.

Seeking Improvements from within the existing ARAFA legislative framework

32. The following three options seek to introduce changes to enhance the legislative framework and the sharing of information between the regional amenities, the Funding Board and Auckland Council.

33. Option 2 – Enhanced Status Quo – ‘Clear Pathway to Capital Funding’

This option provides a ‘clear pathway for capital funding’ to augment the status quo.

While the amenities can currently apply for capital funding from Auckland Council via the Long Term Plan process, the granting of such funding is considered to be by exception. Under this option, applications for capital could be anticipated from any of the regional amenities. Potential applications would need to be signaled well ahead of time to assist financial planning and to enable the provision of funding.

34. Option 3 - Enhanced Status Quo – ‘Sustainable Funding’

This option introduces financial planning over a longer time frame with a 3 year rolling funding cycle and supporting information, and establishes how the sustainable level of funding for each regional amenity might be determined:

Introduction of a three year ‘rolling’ funding cycle

This cycle would align with Auckland Council’s Long Term Plan/Annual Plan cycle. Applications for the first year of funding (the year of application) would seek that year’s funding and identify anticipated funding for the next two years. Annual applications made in the second and third year would be considered in the light of all the relevant information then provided.

Information supporting ‘rolling’ applications

The clarity and timeframe of information accompanying applications would be reviewed to ensure it supports the rolling funding cycle.

‘Sustainability’

A definition of the sustainable level of funding would be developed for application in the context of each of the regional amenities. This would also establish appropriate levels of reserves amenities would be able to build-up and maintain to help manage the peaks and troughs of the funding requirements.

35. Option 4 – Enhanced Status Quo – ‘Alignment/Groupings’

This option similarly proposes the three year rolling review, maximises opportunities to improve strategic alignment between the regional amenities and Auckland Council and addresses the diverse range of regional amenities.

The three year ‘rolling’ funding cycle / Information supporting applications becomes available as set out in the previous option.

Auckland Council and the Funding Board confer

Auckland Council would be more explicit in clarifying its expectations, its funding constraints and its intentions when conferring with the Funding Board on the draft Funding Plan. The purpose would be to ensure transparency about the Auckland Council context and any funding constraints the council might face.

Auckland Council supports public notification

Auckland Council supports public notification of the Draft Funding Plan. The council could support the notification of the Draft Funding Plan on the council’s web site, through the media centre and/or in publications. This would help rate payers provide feedback and make submissions.

More particular consideration relevant to the type of amenity

This could include:

· Criteria and considerations as relevant to different types of amenities – e.g. safety, arts & culture, and facilities

· Clarification and guidance around what might be meant by ‘sustainability’ and the sustainable contribution required could be developed with reference to the activities undertaken by the particular regional amenities.

Modifying the existing ARAFA framework by amending legislation

36. The two following options amend the ARAFA legislative framework, proposing specific amendments to the way funding is determined or the roles of institutions and the processes through which they work.

37. Option 5 – Baseline Plus CPI

Under this option the specified amenities would determine the ‘sustainable’ level of funding required for year 1, which would be CPI adjusted for the next two years. The level of sustainable funding would then be reset for the next (4^th) year and CPI adjusted in each of the next two years.

The basis for determining the sustainable level of funding would need to be developed and the implications for the Funding Board explored.

38. Option 6 - Strong Funder

This option remaps the relationship between the regional amenities and the Auckland Council with Auckland Council providing funds directly. Under this option the ARAFA legislative framework would be amended so that:

· the regional amenities apply to Auckland Council directly for funding

· three year rolling funding cycle / supporting information applies

· Auckland Council sets the funding envelope

· Auckland Council prepares and adopts the Funding Plan

· the role of the Funding Board becomes one of providing expert advice to Auckland Council

· the regional amenities report annually to the Auckland Council.

Auckland Council sets the funding envelope

The funding envelope from which contributions to the regional amenities would be drawn would be set for the 10 year period though the Council’s Long Term Plan process. This longer term approach to funding would likely require a review of the information required in support of setting the envelope.

Auckland Council prepares and adopts the Funding Plan

The Funding Plan mechanism could be similar to the status quo or be modified in terms of the process and matters to be taken into consideration.

The role of the Funding Board

The Funding Board’s role would change to one of providing expert advice to assist Auckland Council. Appointments may still be made by Auckland Council and by the regional amenities.

Repeal of the existing ARAFA framework and replacement with an Auckland Council policy framework

39. Under this model the existing ARAFA legislative framework would be repealed and replaced with a policy framework established and maintained by Auckland Council.

40. Option 7 - Auckland Council Dedicated Fund

The repealed ARAFA legislative framework would be replaced by a specific policy of Auckland Council where:

· Auckland Council sets the funding envelope

· there is no Funding Board and the regional amenities apply to Auckland Council for funding

· Auckland Council considers applications and determines the funding allocated following public consultation

· there is separate policy and consideration for different types of amenity – for example, safety, arts & culture and facilities for example.

· a three year rolling funding cycle with supporting information would apply

· the amenities annually report to the Auckland Council.

This option replicates many of the policy intentions of the Strong Funder option within Auckland Council formulated policy, though without the legislation or the Funding Board. As Council policy, the funding model/policy framework would be amenable to any amendment subsequent Councils may require.

Evaluation

41. The evaluation involves considering the performance of each option against the criteria, relative to the performance of the status quo. Working closely with the amenities representatives, this process is currently underway and the results will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

42. Local board feedback on the level of changes proposed in the options and the impacts on local boards and local communities (if any) is sought and will be an input into the evaluation along-side feedback received from the Funding Board and Regional Facilities Auckland.

43. From the work completed to date it is clear that Option 4- ‘Alignment/Groupings’ is compromised. The idea of grouping amenities by the nature of their operations is unworkable due to the extent of the difference between each of the regional amenities. The other features of this option continue to offer merit however and will be included in the evaluation.

44. Implementation is a particular consideration in addition to the identified criteria. With the exception of the status quo, each option will require further work to become operational. The amount of work required and the level of complexity is likely to:

· be less from options seeking improvement within existing frameworks (options 2, 3 and 4)

· increase where improvements are sought through amendments to the Act (options 5 and 6)

· further increase with the repeal of the Act and its replacement by an alternative regime (option 7).

45. Seeking amendments to or the repeal of the Act would require sponsorship by a Member of Parliament to drive it through the Parliamentary processes. These include three readings in Parliament and the Select Committee Hearings process. The Act is a private Act. A private bill seeking changes would be subject to parliamentary processes required and it is not possible to indicate the time it might take for it to be enacted.

Next Steps

46. Local Board feedback will be collated and incorporated into the final report to the Finance and Performance Committee on 17 September 2015.

Consideration

Local Board views and implications

47. The ARAFA funding model review considers the funding model established under the ARAFA legislation and will not directly impact on local board funding or decision-making. However, communities across all of Auckland are able to benefit from the services and facilities provided by the amenities funded through the Act.

48. Local board views on the level of change proposed in the options and their impacts on local boards (if any) are being sought via this report. This report follows a memo circulated to Local Board Chairs in February 2015 and a briefing to Local Board Chairs and members on 22 June 2015. This report follows the structure of that briefing while elaborating on the information provided.

Māori impact statement

49. The ARAFA funding model review focuses on how Auckland Council’s funding contribution to the specified amenities is determined. Using Whiria Te Muka Tangata: The Māori Responsiveness Framework as a lens there do not appear to be any statutory or treaty obligations, direct Māori or value Te Ao Māori outcomes affected by this review. Enquiries were made of mana whenua in March 2015 to ascertain whether the ARAFA funding model review held any interest. No interests were identified.

Attachments

No.	Title	Page
a View	Auckland Regional Amenities Funding Act Review	251

Signatories

Authors

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Wayne Brown - Lead Strategic Advisor Strategic Scanning

Authorisers

John Bishop - Treasurer and Manager CCO Governance & External Partnerships

Carol McKenzie-Rex - Relationship Manager

Jacques Victor - GM Auckland Plan Strategy and Research

Chairperson	Lemauga Lydia Sosene
Deputy Chairperson	Carrol Elliott, JP
Members	Nick Bakulich
	Tafafuna'i Tasi Lauese, JP
	Christine O'Brien
	Leau Peter Skelton
	Walter Togiamua

Projected Resident Population by Selected Age Groups at 30 June 2011-2031 (2006-Base)
		Low Variant						Medium Variant						High Variant
Local Board	Year	0-14	15-39	40-64	65+	Total	0-14		15-39	40-64	65+	Total	0-14		15-39	40-64	65+	Total
Mangere-Otahuhu Local Board Area	2006	21,180	28,220	18,090	4,980	72,500	21,180		28,220	18,090	4,980	72,500	21,180		28,220	18,090	4,980	72,500
	2011	20,840	28,890	19,980	5,980	75,700	21,480		29,270	20,240	6,090	77,100	22,120		29,640	20,490	6,210	78,500
	2016	20,740	29,890	21,470	7,420	79,500	22,100		30,670	22,020	7,650	82,400	23,290		31,420	22,550	7,900	85,200
	2021	20,590	31,210	22,620	8,890	83,300	22,720		32,400	23,480	9,250	87,800	24,440		33,570	24,320	9,670	92,000
	2026	20,610	31,930	23,640	10,810	87,000	23,210		33,930	24,830	11,310	93,300	25,100		35,900	26,010	11,940	99,000
	2031	20,770	31,930	24,840	12,880	90,400	23,880		34,800	26,370	13,530	98,600	26,090		37,530	27,900	14,410	105,900

2031-2006 =	25	-410	3,710	6,750	7,900	17,900	2,700		6,580	8,280	8,550	26,100	4,910		9,310	9,810	9,430	33,400

Project	Description of Engagement Activities with Mangere-Otahuhu Local Board	Notes
Waddon-Windrush	1. November 2013 – Auckland Transport reported that there was a possibility that the new Regional Land Transport Programme would not include Waddon-Windrush. 2. Late 2013 –early 2014 – Auckland Transport staff work with a variety of agencies to look at other options and identify the opportunity to use the ‘Future Streets’ project to analyse the problem differently. 3. 10 February 2014 - The Mangere-Otahuhu Local Board’s Transport representatives met with the leader of the Future Streets Project and discuss this project’s ideas for improving safety from crime in this area 4. 20 February 2014 – Possible options starting to be identified were reported verbally and discussed with Mangere-Otahuhu Local Board members during the Local Board’s bus tour of the area. 5. 27 February 2014 – Auckland Transport officers and elected members met to discuss the project and confirmed the Local Board’s priorities and looked at possible options that can be developed by Auckland Transport. 6. Late February 2014 - The ‘Future Streets’ team and Auckland Transport officers started developing options for how to re-model this area to reduce the amount of criminal activity; and encourage walking and cycling. 7. 11 March 2014 – Transport Representatives met with the ‘Future Streets’ project team and workshopped a range of options. 8. 31 March 2014 – All Mangere-Otahuhu Local Board members were emailed a copy of an options paper produced by the ‘Future Streets’ project team that described four possible options for the area. 9. April Mangere-Otahuhu Local Board Meeting – The options paper was attached to the monthly transport report. 10. 7 May 2014 – The options contained in the options paper were workshopped with the Mangere-Otahuhu Local Board members. 11. 21 May 2014 – The Mangere-Otahuhu Local Board resolved to request an investigation by Auckland Transport about the feasibility of using the Local Board’s Transport Capital Funds to deliver the project. 12. 16 July 2014 – Rough Order of Cost of $ 173,366 reported back to MOLB. 13. 13 August 2014 – Mangere-Otahuhu Local Board workshop to discuss ‘Future Streets’ included this project in the discussion. 14. 22 October 2014 – Public consultation information circulated to the Transport Portfolio represetatives and signed off on 31 October 2014. 15. 7 November 2014 – Public consultation mail out posted to local residents 16. 7-21 November 2014 – Public consultation period (for Waddon-Windrush works and ‘Future Streets’ package). 17. 1 December 2014 – Auckland Transport officers briefed the Board’s Transport Representatives about the feedback from consultation and talked them through the concept plans. 18. 12 January 2015 – Met with the Board’s Transport representative who authorised detailed design to commence based on the concept plans. 19. 10 April 2015 – Local Board Chair and Deputy Chair breifed that the project’s expected delivery date will need to be extended 20. 15 April 2015 – Whole Local Board verbally briefed the delay at the Monthly Meeting 21. 17 April 2015 – Draft written report outling the reasons for the delay and the new expected timeframe sent to Chair and Deputy Chair 22. 20 May 2015 – Formal report made to the Local Board outlining the reasons for the delay in delivery and the new expected delivery dates.	It is planned that construction will start in October 2015.
East-West Study	1. 22 August 2012 - An initial workshop was attended by representatives of the Mangere- Otahuhu Local Board. 2. After this workshop the Mangere-Otahuhu Local Board made a written submission to the project team. 3. 20 February 2013 - A workshop was conducted with representatives from all affected Local Boards, including the Mangere-Otahuhu Local Board. 4. After this workshop another written submission was provided by the Mangere-Otahuhu Local Board. 5. 20 June 2013 - A briefing was held between the Project Team and Mangere-Otahuhu Local Board representatives. 6. 24 June 2013 - A workshop was conducted with all affected Local Boards including Mangere-Otahuhu. 7. 17 July 2013 - The Project Team met with the whole Mangere-Otahuhu Local Board and discussed proposed options, outlined the reasoning behind the options and discussed this information with the Board Members 8. 28 August 2013 - The Project Team came to the Mangere-Otahuhu Local Board regular workshop and discussed the Board’s concerns about the options that were presented. (N.B. details of the discussion were reported to the September 2013 Mangere-Otahuhu Local Board meeting) 9. 2 September 2013 - Local Boards that are in the affected area met together and discussed their opinions of the options presented to date provided ideas for other options that could be considered by the Project Team. 10. 7 November 2013 – Auckland Transport officers met with the ‘Respect Our Community’ advocacy group. 11. 11 November 2013 – The local MP Sua William Sio was briefed of the project and invited the Mangere-Otahuhu Local Board Chair to the meeting. 12. 4 December 2013 – The I East-West project team met with the full Mangere-Otahuhu Local Board and discussed progress and the planned future development of the project. 13. 13 March 2014 – All Local Boards affected by the project were invited to another workshop. Both Mangere-Otahuhu Local Board Transport representatives attended. 14. Late July 2014 – Public consultation period planned. 15. 26 Juy 2014 – Public open day conducted in Mangere Bridge. 16. 2 August 2014 – Public open day conducted in the Mangere Town Centre. 17. October 2014 - Period of public consultation was undertaken that included a series of public open days and workshops as follows: · 11 October community open day at Onehunga Primary School Hall · 16 October community open day at Otahuhu College Sports Pavillion · 19 October community open day at Te Papapa Squash Club · 20 October community workshop at Te Papapa Squash Club · 21 October community workshop at Pearce Street Hall · 22 October community workshop at Te Papapa Squash Club · 23 October community workshop at Otahuhu College Sports Pavillion 18. 30 October another extra community workshop held at the request of the community. 19. November 2014 – February 2015 – Community feedback analysed by Auckland Transport and New Zealand Transport Agency. 20. 23 March 2015 – The Transport Portfolio Leaders were briefed on the project by the project manager. 21. 9 June 2015 – The Transport Portfolio Leaders were briefed on the project by the project manager. 22. 1 July 2015 - The whole Mangere-Otahuhu Local Board was briefed on the project by the project manager
Future Streets	23. 3 April 2013 - The ‘Future Streets’ Project Team met with the Mangere-Otahuhu Local Board for an initial briefing on the project. 24. 21 April 2013 - The ‘Future Streets’ Project Team met with the Transport Portfolio Leads and the Chair and discussed the details of the project. The Project Team asked for assistance engaging with the local community and the Transport Portfolio Leads have provided a list of key local people and organisations that they believe the team should involve in planning this project. 25. 3 July 2013 - The Project Team briefed whole Mangere-Otahuhu Local Board on progress on. 26. 22 January 2014 - The project team briefed the Local Board on progress. 27. 23 January 2014 – Community participatory workshop 28. 10 February 2014 – Catch up with the Mangere-Otahuhu Local Board Transport representatives 29. 27 February 2014 – Met with the Mangere-Otahuhu Local Board Transport representatives to discuss Waddon-Windrush 30. 11 March 2014 – Catch up with the Mangere-Otahuhu Local Board Transport representatives. 31. 16 July 2014 – Community participatory workshop. 32. 16 July 2014 – Projects reported to the Managere-Otahuhu Local Board that can be considered for funding through the Local Board’s Transport Capital Fund. 33. 13 August 2104 – Mangere-Otahuhu Local Board workshop to discuss using Local Board Transport Capital to support this project. 34. 22 October 2014 – Public consultation information circulated to the Transport Portfolio represetatives and signed off on 31 October 2014. 35. 7 November 2014 – Public consultation mail-out posted to local residents. 36. 7-21 November 2014 – Public consultation period. 37. 1 December 2014 – Auckland Transport officers briefed the Board’s Transport Representatives about the feedback from consultation and talked them through the concept plans. 38. 12 January 2015 – Met with the Board’s Transport representative who authorised details design to commence based on the concept plans. 39. 10 April 2015 – Local Board Chair and Deputy Chair breifed that the project’s expected delivery date will need to be extended 40. 15 April 2015 – Whole Local Board verbally briefed the delay at the Monthly Meeting 41. 17 April 2015 – Draft written report outling the reasons for the delay and the new expected timeframe sent to Chair and Deputy Chair 42. 20 May 2015 – Formal report made to the Local Board outlining the reasons for the delay in delivery and the new expected delivery dates.	It is planned that construction will start in October 2015.
Otahuhu Rail/Bus Interchange	1. 6 March 2013 – The Project Team met with the Mangere-Otahuhu Local Board for an initial briefing. 2. 7 October 2013 – The Project Team met with the Mangere-Otahuhu Local Board’s Transport Representatives for a briefing and work shop. 3. 6 December 2013 – The Project Team held a public open day that was attended by representatives of the Mangere-Otahuhu Local Board. 4. 13 May 2014 – Mangere Otahuhu Local Board Chair briefed on progress, and plans for Pasifika consultation. 5. 14 May 2014 – Mangere-Otahuhu Local Board briefed on progress and plans. 6. 16 July 2014 – Meeting with Otahuhu Business Association called by Mayor Len Brown and involved discussing local concerns about the new inter-change. 7. 15/16 August 2014 – Public open days held in Otahuhu. 8. 22 December 2014 – Auckland Transport officers briefed Jenny Salesa MP for Manukau East. 9. 1 July 2015 – As soon as the project’s budget was confirmed by Auckland Council the whole Mangere-Otahuhu Local Board was briefed on the project by the project manager.	Delivery is expected to be completed by mid 2016.
SMART Study	1. August 2014 – Catch-up meeting scheduled between the Transport Portfolio Leaders and Auckland Transport. 2. 16 March 2015 – One of the Transport Portfolio Leaders was briefed on the changes to this project because of Light Rail being an option. Light Rail has the potential to deliver good passenger service more cheaply than heavy rail. 3. 19 March 2015 – Both Transport Portfolio Leaders were briefed about the potential impact of Light Rail on this study.	Currently this project is moving more quickly. The increase in interest in Light Rail in the CBD has seen this option being investigated for this project.

Projects Submitted	Description	Current Status
Improving Bus Stops	The Mangere-Otahuhu Local Board has identified 18 bus stops that will improve by building shelters at them. The Board authorised $308,000 from the Local Board Transport Capital Fund.	At this time only the upgrade of the stop at 3 Church Street remains to be completed. The plan for this bus shelter has a number of issues that needed to be checked and the shelter is now being consulted with effected residents. This process is currently underway.
Bader Drive, Idlewild Road Intersection	This project involves re-developing the Bader Drive, Idlewild Road intersection to make it safer.	This intersection has now been modified to make it safer and allow better traffic flow.
Improving Speed Limit Signage on Favona Road, Mahunga Drive, Coronation Road and Walmsley Road		This project has been completed and the signs have been installed.
Otahuhu Main Street Poles and Luminaires	This project involves upgrading the lighting in the Otahuhu Town Centre.	This project has been completed and the new light poles and lights installed.
Improving Signage from SH1 and SH20 to the Mangere and Otahuhu Town Centres	This project involves funding the installation of information signs that direct drivers from the motorway to the Otahuhu Town Centre. At the August Mangere-Otahuhu Local Board meeting release of $75,000 from the Local Board’s Transport Capital Fund was authorised.	This project has been completed.
Mangere Town Centre Bus Stop	This proposed project involves the Mangere-Otahuhu Local Board paying for development of a concept plan for this site as prelude to potentially financing a redevelopment of this facility.	The bus stop was cleaned up and re-painted. Using Local Board Transport Capital Funds to support this project has been investigated and was not able to be supported. The decision in September 2014 to allocate the majority of the available funds to ‘Future Streets’ and upgrading the Otahuhu Car Park means that there is no money available for allocation to this project.
Commitments made in the previous electoral term: Bus Shelter Upgrades $ 308,000 Otahuhu Lighting Upgrade $ 160,000 Signs in Mahunga Drive $ 2,000 Bader/Idlewild Intersection Remodelling $ 72,000 Directional Signage SH 1 – Otahuhu and SH 20 – Mangere Town Centre $ 75,000 Total committed (or spent) in the last electoral term $ 617,000

Projects Submitted	Description	Current Status
Massey Road Pedestrian Over-bridge	This project involves building a pedestrian over bridge on Massey Road in the Mangere East Town Centre.	Investigated and reported back on at the January 2013 Mangere-Otahuhu Local Board meeting.
Bus stop at the rear of the Mangere Town Centre	This project involves establishing a parking area for the courtesy bus that stops at the Mangere-Town Centre.	Investigated and reported back on at the January 2013 Mangere-Otahuhu Local Board meeting. Auckland Transport delivered the bus stop in April 2014
Traffic calming in Harania Avenue, Dewhurst Road and Massey Road		Investigated and reported back on at the April 2013 Mangere-Otahuhu Local Board meeting.
Bader Drive / Orly Road Roundabout	This project involves re-developing the Bader Drive, Orly Road intersection to make it efficient.	Investigated and reported back on at the January 2013 Mangere-Otahuhu Local Board meeting.
Signalisation of the Favona Road and Harania Road Intersection	The Mangere-Otahuhu Local Board has already requested that speed calming measures be investigated on Harania Road. This request was turned down because of the effect on public transport of speed bumps or other traffic calming measures. The Board is still concerned about speed and safety in this road and would like signalisation of the Favona/Harania Intersection investigated.	This project has been investigated and the results were reported back at the April 2014 Mangere-Otahuhu Local Board Meeting. The Auckland Transport was asked to re-investigate the request for a signals at this intersection. Auckland Transport’s senior engineer met with the Chair and another elected member onsite and the project and its implications were discussed in detail. The engineer discussed Auckland Transport’s concnerns about signals making the turn out of Harania eaiser and therefore ‘rat –running’ through the street more attractive. A result of the conversation was that in order to to improve driver visibility at the intersection Auckland Transport proposes to install additional parking restrictions (shown in the map below). Traffic calming in Harania Road was also re-assessed but the road’s importance as a bus route means that putting in humps or other traffic calming devices would effect public transport so is not an appropriate solution.

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers

Local Board Attribute	Local Boards that supported use during last review of LBFP	Relationship to need for funding	Staff Comments
Population	21	Strong	Strongly relates to demand for services
Deprivation	17	Weak	Little objective evidence for relationship to demand for services
Geography	16	Weak	High distortion effect on allocation that does not relate to need for services

Allocation formula model	Three year capex funding allocation for
Allocation formula model	Great Barrier	Waiheke	Papakura
Board Population size	900	8,400	45,000
A: 100% population	$20,000	$180,000	$970,000
B: 95% population + 5% deprivation	$130,000	$260,000	$1,000,000
C: 90% population + 5% deprivation + 5% land area	$230,000	$290,000	$970,000
D: GBI: 2.3% Waiheke 2.7% (Current LDI allocation)	$690,000	$820,000	$940,000
E: GBI: 1% Waiheke 2% of total fund	$300,000	$600,000	$960,000

Funding Type	Project Type	Capex Fund		LDI Opex fund
Capex	Minor Asset based projects (less than $1M)	ü	GB funds consequential opex	?	LBs fund consequential opex (feedback sought)
	Top-up of regional projects and renewals	ü	GB funds consequential opex	?	LBs fund consequential opex (feedback sought)
	Major Asset based projects (greater than $1M)	ü	GB approval required. GB funds consequential opex.	û	Must use Capex fund for large projects
Opex	Capital grants to community groups	ü	Debt funded opex. Must be included in annual plan	ü	Standard opex expenditure
Opex	Feasibility Studies	ü	Debt funded opex. Must be included in annual plan	ü	Standard opex expenditure

Authors	Rina Tagore - Senior Local Board Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager