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Devonport-Takapuna
Local Board
06 September
2016
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Process to
Progress Retention of Takapuna Beach Reserve Holiday Park
File No.: CP2016/19449
Purpose
1.
The purpose of this report is to provide advice
to the Devonport-Takapuna Local Board on the process associated with the
retention of an upgraded holiday park within the Northern Activity Zone of
Takapuna Beach Reserve and seek approval to commence a reference design
process.
Executive
summary
2.
The Takapuna Beach Holiday Park is uniquely
placed at the northern end of Takapuna Beach Reserve. It
provides a genuine ‘kiwi’ seaside holiday experience for local,
national and international visitors.
3.
Despite its long term presence on the Takapuna
landscape the future of the camp ground has been uncertain in recent
years. However, following a number of consultative processes the
Devonport-Takapuna local board confirmed its support
for an upgraded campground activity within the Northern
Activity Zone of Takapuna Beach Reserve in December 2015.
4.
Whilst the local board has expressed their
support to retain an upgraded holiday park it has limited budget available to
support the capital works needed to upgrade facility structures.
5.
As there is no budget identified in the
Long-term Plan for this activity, Panuku Development Auckland (Panuku) must
look to the market to deliver on the vision for an upgraded holiday park
activity through a creative, well-managed process.
6.
Legal, financial, physical, social and cultural
elements have been considered by Council officers and Panuku staff in order to
give effect to the vision for the holiday park. Recommendations include a
robust three step process, including;
i. Reference
Design;
ii. Statutory
–process under the Reserves Act; and
iii. Expression
of Interest.
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Recommendation/s
That the Devonport-Takapuna
Local Board:
a) reconfirms
its intention to set aside 6,292m2 of the Northern Activity
Zone of the Takapuna Beach Reserve (90% of the current leased area of
the Takapuna Beach Holiday Park) for a campground (“the holiday
park”) subject to outcomes of e)
b) notes
the outcome of the stakeholder workshop held on 1 August 2016 which
articulates a future vision for the holiday park
activity which is to provide a truly authentic seaside holiday
attraction – embodying the hospitality and honesty for which the kiwi
experience is internationally known.
c) agrees
to enter into a collaborative process with Panuku Development Auckland to
agree the ‘essential community outcomes’ intended for the
upgraded holiday park activity. These ‘community outcomes’
include but are not necessarily limited to:
i. amenity
values as per interpretations of the Resource Management Act 1991 Part 1
(meaning those natural or physical qualities and characteristics of an area
which contribute to the public’s appreciation of its pleasantness,
aesthetic coherence and cultural recreational attributes);
ii. enhanced
public access through the leased area;
iii. premium
standard;
iv. optimization
of site layout (including ingress/egress issues);
v. reducing
effects of seasonality;
vi. visible
Mana Whenua cultural footprint; and
vii. non-permanent
fixtures.
d) agrees
to Panuku Development Auckland undertaking a reference design process that
will demonstrate a built outcome that meets the agreed essential and desired
financial, community, cultural, sustainability and delivery outcomes intended
for the upgraded holiday park activity.
e) notes
the options under the Reserves Act to enable a lease for an upgraded holiday
park activity that is not provided in the Takapuna Beach Reserve Management
Plan.
f) notes
that subject to the outcome of the publicly notified Reserves Act process
outlined in resolution e), Panuku Development Auckland will:
i. manage
an expression of interest process to secure an operator for the upgraded
holiday park, noting that the expression of interest attributes will be
agreed with the Devonport-Takapuna Local Board; and
ii. select
the preferred party and conclude lease negotiations for the upgraded holiday
park on the basis that the preferred respondent’s offer / proposal
meets the community outcomes and conforms to the expression of interest
attributes as agreed with the Devonport-Takapuna Local Board.
g) notes
that the initial term of any required lease would need to be thirteen (13)
years with two (2) further rights of renewal of ten (10) years each in order
to achieve the commercial reality of the vision.
h) notes
that the term will be subject to the outcomes of any publicly notified
Reserves Act process outlined in resolution e), market testing through the
expression of interest process and final negotiations with any preferred
operator.
i) approves
security of tenure for the current operator through to 31 August 2017.
j) requests
staff to further explore a social enterprise model for the future operation
of an upgraded holiday park and report back to the Devonport-Takapuna Local
Board as soon as possible.
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Comments
Background
7.
In May 2013, the Devonport-Takapuna Local Board
adopted the Takapuna Beach Reserve Management Plan (TBRMP). The TBRMP
identifies activity zones within the wider Takapuna Beach Reserve most notably:
· unstructured recreation and unimpeded access to public open space;
· marine related activities, including boat storage, hardstand,
launching facilities and any ancillary facilities; and
· self-contained motorhome accommodation.
8.
In October 2014, the local board resolved to
develop a concept plan for the northern activity zone for public consultation
(resolution DT/2014/266). The local board also resolved to establish a working
party “to ensure the appropriate accommodation of activities contemplated
by the management plan” (resolution DT/2014/258).
9.
On 21 April 2015, the board endorsed the options
developed by the working party and resolved to undertake consultation with the
community on the four potential land use options (resolution DT/2015/57). The
options consulted on were:
· revert land to use as public open space;
· retain Takapuna Beach Holiday Park with upgrades;
· community Marine Activity Hub as proposed by Harbour Access Trust;
and
· community Marine Activity Hub, plus upgraded Takapuna Beach Holiday
Park activity.
10. Consultation was undertaken from Monday 11 May to Sunday 7 June
2015. The consultation results were reported back to the 4 August 2015 local
board meeting. The council received 7,807 pieces of feedback, with the majority
of respondents selecting the option of retaining Takapuna Beach Holiday Park
with upgrades as their first preference (80%).
11. The board resolved at this meeting to request, based on the results
of the feedback a detailed report outlining the process, indicative costs and
timelines to retain the holiday park from relevant council staff
(resolution DT/2015/156h).
12. On 15 December 2015 staff reported on the process required for the
council to approve a campground on the reserve, not the process to grant a
lease to the current occupier.
13. The board noted the staff advice provided on 15 December 2015 and
resolved (resolution DT 2015/250) that it confirms its support for an upgraded
campground activity within the Northern Activity Zone of Takapuna Beach
Reserve. It also requested Panuku Development Auckland (Panuku) to proceed to
an open expression of interest process to grant a lease on 90% of the current
holiday park footprint. The board also provided some direction in this
resolution on possible lease parameters and certain priorities to guide the
expression of interest process.
14. Panuku subsequently advised the board that, to achieve the best
possible outcome from an expressions of interest process, more depth and
specificity was required about the outcomes that both the local board and the
community desires for the holiday park activity.
15. To assist the board in articulating this vision, a facilitated
half-day workshop with the local board and representatives from key identified
community groups was arranged in August 2016.
Vision and outcomes
16. The visioning workshop and subsequent
meetings has revealed a high degree of commonality across a number of key
themes that help define the vision for an upgraded holiday park:
Kiwi Hospitality: The stunning location presents an opportunity for an operator to
provide a truly authentic seaside holiday attraction – embodying the
hospitality and honesty for which the kiwi experience is internationally known.
Te Ao Maori:
There is strong desire for the upgraded park to reflect the history of the
place. It should honour Maori values, the significance of the site, its
geological qualities, adjacent coastline, and the importance of guardianship of
the land. Both the built form and the nature of the operation must reflect
these factors.
Physical Connection: An upgraded park needs to thoughtfully connect and meaningfully
contribute to the overall reserve and Takapuna beach location. The layout of
the new park must be carefully thought through and site optimization will be a
key consideration for any future facility. A desire to retain a similar level
of intensity as the existing facility was also expressed as highly desirable
for an upgraded holiday park.
Exemplar: The
facility could provide a rich interactive learning experience to both customers
and the public and demonstrate creative sustainability solutions into its
design.
Uniquely
Takapuna: The upgraded holiday park should
celebrate the special place it holds in the hearts and minds of its locals, its
visitors, and generations of people who have grown up with it as part of their
experience of Takapuna. It should harness the features of the place and the
knowledge of those who care for
it.
Community Involvement: The visioning process revealed the desire for the park to embrace
its local community and for it to continue to operate
as an integral part of the local landscape.
17. There was considerable
discussion during the visioning workshop and subsequent meetings with
stakeholders that the holiday park be reinstated back to the current footprint.
Advocates continue to lobby in support of reinstating the full leased area.
More commentary on the issue of the size of the leased area is in paragraphs 38
to 40 of this report.
18. The visioning
process also highlighted a concern that the ‘look and feel’ of the
kiwiana holiday park may be lost if it was operated on a purely commercial
model in order to maximise the financial return. This concern has given
rise to some stakeholders advocating that the holiday park could be operated as
a social enterprise in order to ensure its social and community value is
retained, and the holiday park continues to operate as an integral part of the
community and realise the desired community outcomes. Matters for the
board to consider in relation to a social enterprise operating model are
considered in paragraphs 58 to 66 below.
19. The vision is now
well articulated. In order to give effect to the vision a number of essential
outcomes have also been agreed in principal. The outcomes include non-financial
aspects including social, environmental and other community outcomes that the
community has signaled it is seeking from an upgraded holiday park. These
aspects will need to be given significant weighting throughout the recommended
process design, statutory and commercial process.
20. The outcomes have
been stated in board resolution (resolution DT 2015/250), through the visioning
workshop and in subsequent community and board meetings. In no particular order
the desired outcomes include:
· amenity values as per interpretations of the Resource Management Act
1991 Part 1 (meaning those natural or physical qualities and characteristics of
an area which contribute to the public’s appreciation of its
pleasantness, aesthetic coherence and cultural recreational attributes);
· enhanced public access through leased area;
· premium standard;
· optimization of site layout;
· reducing effects of seasonality;
· visible Mana Whenua cultural footprint; and
· non-permanent fixtures.
21. Panuku will work with the local board and agree what appropriate
weighting should be attributed to these outcomes in order to inform a robust
reference design, statutory and commercial process.
Recommended
process
22. Legal, financial, physical, social and cultural elements have been
considered by Council officers and Panuku staff in order to give effect to the
vision for the holiday park. The recommendation is for the board to agree and
apply a robust three step process, including;
a) Reference
Design;
b) Statutory
process under the Reserves Act; and
c) Expression
of Interest (EOI).
Reference
design process
23. Reference design is a concept that Waterfront Auckland used for the
Wynyard Quarter design phase. The design process bridges the gap between the
vision for the site, site constraints, commercial viability and is underpinned
by quality urban design principles. The process will demonstrate building form,
massing and materiality and provide definition for the public realm component
of the park.
24. A number of subject matter experts and professionals will input into
the process. This will ultimately ensure a design that demonstrates the agreed
outcomes including: financial, community, cultural, sustainability and
delivery.
25. The benefit in going through the process is that it provides clarity
and sets the bar in terms of the quality of response that is expected of the
site. A comprehensive reference design will give the community a tangible
reference point to respond to during the Reserves Act consultative process. It
will also be used as a yardstick to assess the proposals through the subsequent
market process.
26. Following on from the reference design we recommend entering into
the statutory phase of the process.
Statutory process
under the Reserves Act
27. Should the local board decide to proceed following the reference
design process, section 54 of the Reserves Act outlines two options for
enabling the upgraded campground activity which is not contemplated in the
Takapuna Beach Reserve Management Plan (TBRMP):
i. Lease
approach, either:
a. undertake
a publicly notified process, including consultation with mana whenua to enable
a lease that is not provided in the TBRMP.
b. enter
into a lease following the granting of a resource consent which was publicly
notified in accordance with the Resource Management Act.
ii. TBRMP
variation: Undertake a publicly notified consultation to vary the TBRMP to
provide for the campground. A lease may then be granted without further
consultation.
28. Following the reference design process, we will provide advice to the
local board on the statutory process options and confirm the way forward. Our
initial view is that either option i(a): a publicly notified process; or option
ii: a publicly notified variation to the TBRMP should be undertaken prior to
any EOI process being initiated. Both processes would require separate
consultation with mana whenua.. The benefits of this approach are:
i. the
results of the reference design process will provide greater certainty and
detail about the campground proposal, which will allow the public to better
participate in any notification process under the Reserves Act.
ii. the
incoming local board will be able to formally make a decision on whether to set
aside this part of the reserve for a holiday park activity (noting that this
decision is required under section 53(1)(h) of the Reserves Act due to the
TBRMP not contemplating such an activity) and proceed with the EOI process.
iii. undertaking
one of the Reserves Act notification processes before the EOI process will
provide greater certainty to the market that a lease will be granted for the
holiday park given the activity not being provided for in the TBRMP.
Commercial Considerations
Proposed lease
structure
29. In accordance with the December 2015 resolution from the Devonport-Takapuna
Local Board the requirement was documented that any redevelopment of the
campground is to be undertaken by a future operator. The Board has confirmed
that it does not have funds available, nor was funding set aside as part of the
Long-Term Plan process, due to the Board advising that cession of the
campground use was anticipated at the time of funding allocation.
30. The Board is currently aware that the required improvements to the
land will need to be funded through private finance (i.e. a campground
operator) via a ground lease agreement, whereby an operator will pay rent for
the use of the land only (as opposed to a rent for the land and buildings; the
operator would own the buildings).
31. It is worth noting that any operator will approach this opportunity
in the same way as any other business owner. That is, he/she will balance the
business risk with an expected financial return. This also means that consideration of non-income producing community wishes
would be secondary to the key financial drivers such as annual income,
operating costs, seasonality and minimizing the cost of the improvements. The
cost of improvements must be given sufficient time to ‘pay off’ and
this is achieved by offering a long term lease. It is questionable as to whether
the maximum term permitted under the Reserves Act of 33 years is sufficient
enough, this will need to be market tested through the EOI process.
Capital expenditure
32. The assumed model means improvements (i.e. buildings) are paid for
by an operator. Under a commercial ground lease the tenant would be fully
responsible for ongoing maintenance and repairs to the improvements.
33. In December 2015, Development Auckland provided to the Board a
Schedule of Condition undertaken by Cove Kinloch. The Schedule of Condition is
provided again with this report. It noted temporary repairs may extend the
useful life of the buildings in the short term (1-2 years), but that the
buildings have reached the end of their economic life and should be considered
for demolition.
34. The report detailed the cost of demolition, together with
construction of a new shower/toilet, kitchen/laundry and 2 cabins, as well as
refurbishment of the manager’s accommodation. The anticipated cost for
full redevelopment is substantial.
35. It is important to note that the anticipated capital expenditure
cost for essentially replacing like for like does not make
allowance for some of the desired community outcomes including but not limited
to:
· elements to incorporate Te Aranga design
· elements to accommodate sustainable design
· replacement of tenant owned cabins which would be removed by current
operator
36. Once greater specificity as to what the essential community outcomes
are for the upgraded holiday park a more definitive cost estimate can be
established. While a commercial operator would be reluctant to fund
community (as distinct from traditional business) requirements, it is possible
that incorporating these items would not add to overall cost (for example if a
building material was substituted for another of equivalent value). Until we
have an agreed reference design in place, this is not possible to
quantify.
37. The assumed model means Council will have less control over final
building design; however an operator-funded redevelopment does not preclude
Council from having some influence over final design. For example, if a
particular theme emerges as desirable following the consultation phase,
sympathy to this theme in final design could form part of the selection bias
afforded as part of the operator selection process.
Leased area
38. Community group representatives have in recent meetings reinforced
the strong desire that the campground should remain at its current size (6,991m2),
rather than 90% of its current size as resolved by the local board in December
2015 (which would equate to 6,292m2). We note that these
community groups continue to appropriately advocate for the local board to reinstate the 10%.
39. A general point to make is that the larger the campground, the more
able it is to ‘pay back’ the cost of improvements. To some extent,
clever site redesign may allow for a more efficient layout to enable a higher
number of sites – i.e. siting ablutions buildings on sloping or a less
attractive part of the site while resizing and using more attractive areas of
the campground for tent and/or motor home sites. A 64-site campground is better
able to carry a significant capital expenditure redevelopment cost than a site
with a smaller number of sites (chargeable units) on it.
40. On the other hand, the TBRMP signalled a change in management
focus for Takapuna Beach Reserve in response to the changing demands on the
reserve as Takapuna increases in popularity, both as a location for
recreational pursuits and a place to live and work. It is recognised that Takapuna is an area of enabled
growth in the Unitary Plan and that increasing residential population will
place on-going pressure on the existing open space network. The
additional land would usefully enlarge the existing informal open space/recreation
area and cater for population growth within the Devonport-Takapuna local board
area.
Effect of lease term on commercial viability
41. Should a lease term with fewer years than that permitted as a
maximum under the Reserves Act be offered this would likely compromise the
ability for an operator to secure finance for the redevelopment.
42. The buildings are unlikely to have any residual value once they are
removed from the campground at lease expiry as they will be purpose built for
this site, and with no guarantee of ongoing use they would be treated as having
little or no value. Therefore, a lender is most likely to require a borrower to
pay back the amount borrowed over the lease term.
43. The substantial capital costs plus interest would be required to be
paid back each year of the lease term. In addition to the fixed costs of
operating the campground, this would leave very little margin for operators
profit and allowance to pay the ground rent (if any). It is also possible that
no lender will provide this level of finance over a shorter term lease due to
added risk, however this ought to be validated within the finance sector.
44. Therefore an initial term of 13 years would need to be offered,
followed by two rights of renewal for 10 years each, totaling 33 years. The
benefit of the renewals, as opposed to offering a straight 33 year term, is
they create an incentive for the operator to comply with their lease terms to
ensure they retain the right to renew.
45. It must be noted that a right to renew is a tenant’s right to
renew on the basis they comply with all the terms of their lease. It does not
provide an option for a Landowner to refuse a renewal for any other reason
except if a Leaseholder has not complied with the terms of their lease.
46. A longer term lease enables an operator to spread the cost of the
loan over a longer term. A longer term leaves a greater surplus for operator
profit and ground rent costs. The graphs below illustrate this in general
terms.
47. Based on the level of anticipated investment of it is unlikely that
it would be viable for an operator to enter into a lease term less than the
maximum of 33 years. This is also better aligned to the life expectancy of the
buildings on the Reserve, which, if required to be ‘high end’ will
cost more to build and will still need to pay for themselves over the term of
the lease.
48. To ensure the best possible operator is selected for the holiday
park, it is beneficial that a high level of interest is generated to create
competitive tension. A lease term which does not provide adequate security of
tenure will likely be a deterrent for potential operators, and may even
preclude them from obtaining finance altogether.
49. It is important to note however that whilst we recommend the full 33
years for a proposed lease term the final term could be slightly shorter but we
will need to market test this through the EOI process.
General commercial considerations
50. A commercial operator (as distinct from a social enterprise
operator) will be expecting to maximize revenue from the business and will
likely expect to be able to set its own site rental rates. This is particularly
the case if the campground is to be developed to a premium standard as
described in the community outcomes. The board needs to decide to what extent
affordability is an essential community outcome. Noting that restrictions
placed on an operator in terms of nightly charges may have a downward effect on
ground rent payable. We recommend that as part of the EOI process, applicants
be asked to provide a schedule of prices for accommodation they intend to
offer.
51. The campground has 64 ‘sites’ currently allocated as
follows:
Cabins - Fully
self-contained 5
Tourist Flats -
self-contained
2
Beachfront Powered Sites
12
Inner Site - powered
Caravans (Lessee owned) 1
3
Inner Caravan/motor
Home/Tent powered sites
20
Northwest Powered Sites
6
Tent sites - no power
6
This mix of
accommodation may not be what a commercial operator would seek to maximize
their revenue and we would look to market test this as part of the operator
selection process. Considering mix and percentage of typology is another
important community outcome for the board to finalise its position on.
52. Advice received from The Holiday Parks Association of New Zealand is
that a typical ground rental would be between 10-20% of gross annual
turnover. An operator would seek to optimize the accommodation mix to hedge
against seasonal income and to provide variety of accommodation types for
different customers (i.e. older people tend to prefer motor home or cabin-style
accommodation; international visitors use motor homes etc). One of the
challenges for campground operators is to hedge against seasonal variation by
attracting business in the winter months.
53. A campground requires structures such as toilets, showers, kitchen,
laundry and office which are not directly income generating in themselves. The
cost of providing these facilities is compulsory. Therefore the greater the
number of income-producing sites available to offset the cost of these
facilities, the better for the sustainability of the business.
Current
operator
54. The current lease has expired and is rolling over on a
month-to-month basis. This means either party can provide one month’s
notice of their intention to cancel the lease and vacate the land.
55. Auckland will host the World Masters Games in April 2017. The
campground operator has mentioned he expects this will be a busy time for the
campground and has asked for security of tenure to enable them to take bookings
for this period.
56. To enable the campground to reach full occupancy for the duration of
the World Masters Games, it is recommended that the board approve a fixed term
extension to the current operator to the end-August 2017. At this time the
lease would revert to a month to month lease.
57. Further commentary on the request to extend the current lease
through to August 2017 is that we reasonably anticipate the EOI process
concluding around August with a new operator being appointed circa
September/October 2017. The exact timing that the new operator can take
possession and commence construction can be agreed nearer the time to address
impacts on seasons but noting this arrangement must also have regard for
condition of assets too.
Social
community enterprise model
58. The recent visioning process highlighted a concern that the
‘look and feel’ of the kiwiana holiday park may be lost if it was
operated on a purely commercial model in order to maximise the financial
return. Certain stakeholders have suggested that and upgraded holiday park
could be operated as a social enterprise in order to ensure its social and
community value is retained.
59. A social or community enterprise model uses business and commercial
strategies to contribute or improve community value and well-being. It operates
as a business, and is expected to make a financial return. Social enterprises
are often represented as sitting between a commercial and charitable model
– as shown in the figure below:
60. The material difference between a social enterprise and a commercial
model is that, whereas the commercial model seeks to maximise profit returned
to shareholders, a social enterprise uses profit generated for its social and
community purposes.
61. There is no special legal structure for social enterprises in New
Zealand, unlike in the United Kingdom, which has ‘community interest companies’.
A typical structure in New Zealand is for the enterprise to operate as a
limited liability company, owned by a charitable trust that appoints the
company’s board of directors and sets the social and community purpose
(not unlike the CCO model). This structure enables the enterprise to
operate commercially, while maintaining its community and, if appropriate,
charitable purposes through its ownership structure. Any profits are
reinvested in the community, through the owning charitable trust.
62. A funding and risk implication for council is the potential
reduction in financial return from a social enterprise. This would impact
on the expectation of rent received from the holiday park. The local
board may accept a lower, or nominal, rent from a social enterprise in order to
retain the community value of the holiday park. A
business plan will need to be completed to explore
different funding and investment models so that
commercial funding sources can be satisfied.
63. While there appears to be some support within the community for the
concept of a social enterprise to operate the holiday park, it is not clear
whether there is an existing organisation that would be suitable to take on
this role, or whether a new entity would need to be established.
64. The social enterprise approach requires more time to consider all
options, including risks, entity structure, governance, management, financial
implications, community outcomes, iwi consultation and what ancillary community
or economic activities can be used to support the social enterprise.
65. Unless there is a suitable existing organisation with the capacity
to take on this role, there would need to be investment in building the
capacity of the social enterprise. This may impact on the suitability of a
contestable EOI process to select the preferred operator, with potential
disappointment and community concern if the social enterprise was not selected.
66. We propose that staff undertake further work to assess the
feasibility and implications of, and options for a social enterprise model to
manage an upgraded holiday park, and report back to the local board no later
than February 2017.
Consideration
Local
board views and implications
67.
The local board is familiar with the issues within this
report, having been engaged by Panuku staff and council officers in discussions
and community workshops in recent months.
Māori
impact statement
68.
Whatungarongaro te tangata, toitū te whenua. The
importance of land to Māori is understood. Panuku has accordingly
adopted a collaborative partnership relationship with the 19 Tāmaki
Makaurau mana whenua groups, and developed robust engagement processes to
support our work with them across our core business areas. We work closely with
local mana whenua to ensure interests are recognised and incorporated into
planning activities.
69. The 13 Mana Whenua entities with interest in the Devonport-Takapuna
Local Board area, includes:
· Ngāti Whātua o Kaipara;
· Te Rūnanga o Ngāti Whātua;
· Ngāti Whātua o Ōrākei;
· Ngāi Tai Ki Tāmaki;
· Te Kawerau a Maki;
· Ngāti Tamaoho;
· Te Akitai Waiohua;
· Ngāti Te Ata Waiohua;
· Ngāti Paoa;
· Ngāti Maru;
· Ngāti Whanaunga;
· Ngāti Tamaterā; and
· Te Patukirikiri.
70.
Formal consultation with Mana Whenua will occur during the publicly
notified Reserve Act process, to enable a lease that is
not provided in the TBRMP.
71.
Separate to the proposed statutory process 19 Mana Whenua were invited
to participate in the 1 August visioning workshop. Te Runanga o Ngāti
Whatua was present on the day and contributed positively to the workshops
outcomes. The visioning workshop identified the strong desire by the
stakeholders and our Mana Whenua partners present on the day to ensure a strong
cultural footprint is reflected in the upgraded facility. Through
the Mana Whenua engagement/partnering process, Panuku can facilitate the
expression of a Mana Whenua cultural narrative to be developed through the
Reference Design process using the Te Aranga Design Values and Principles
matrices.
Implementation
72. 72. Panuku
will work with the local board and agree what appropriate weighting should be
attributed to the community outcomes. Work on this will commence as soon as
practically possible and will help inform a robust reference design and
process.
73. The Local Board acknowledges that Panuku will select the preferred
party and conclude contractual negotiations in respect of the lease for the
holiday park on the basis that the preferred respondent’s offer/proposal
meets the agreed outcomes agreed with the local board and suitable commercial
terms and risk management.
Attachments
There are no attachments for
this report.
Signatories
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Authors
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Toni Giacon - Stakeholder and Community Engagement
Team Leader Panuku Development Auckland
Matt Ward - Service and Asset Planning Team Leader,
Auckland Council
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Authorisers
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Ian Wheeler - Director Portfolio Management, Panuku
Development Auckland
Mace Ward - General Manager Parks, Sports and
Recreation, Auckland Council
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