Agenda of Henderson-Massey Local Board

At the close of the agenda no apologies had been received.

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

The following are declared interests of elected members of the Henderson-Massey Local Board:

BOARD MEMBER	ORGANISATION	POSITION	Updated
Shane Henderson (Chairman)	Waitakere Licensing Trust Waitakere Badminton Colwill School	Elected Member Board Member Trustee	21 August 2018 4 Dec 2018
Peter Chan, JP (Deputy Chairman)	Cantonese Opera Society of NZ Asian Leaders Forum NZ-Hong Kong Business Association NZ-China Business Association Auckland Chinese Environment Protection Association (ACEPA) Whau Coastal Walkway Trust	Member Member Member Member Advisor Trustee	21 Feb 2017 5 June 2018
Brenda Brady, JP	Safer West Community Trust	Trustee	17 April 2018
Matt Grey	West Auckland Youth Development Trust Billy Graham Youth Foundation	Director and Board Member Affiliate	17 July 2018 16 October 2018
Paula Bold-Wilson	Community Waitakere Unitec Institute of Technology	Board member Employee	17 April 2018
Vanessa Neeson, JP	Village Green Quilters Ranui Advisory Group	Member Chairperson	17 April 2018
Warren Flaunty, QSM	NorSGA Properties The Trusts Community Foundation Ltd Life North West Pharmacy Waitemata District Health Board Waitakere Licensing Trust Massey Birdwood Settlers Ass. Taupaki Residents & Ratepayers Association Henderson Rotary	Director Director Director Elected Member Elected Member Member Member Member	17 April 2018 5 June 2018 18 Sep 2018
Will Flavell	Te Atatū Tennis Club Asia New Zealand Leadership Network Rutherford College Waitākere Literacy Board	Board Member Member Employee Board Member	15 Nov 2016

BOARD MEMBER

ORGANISATION

POSITION

Updated

Shane Henderson (Chairman)

Waitakere Licensing Trust

Waitakere Badminton

Colwill School

Elected Member

Board Member

Trustee

21 August 2018

4 Dec 2018

Peter Chan, JP

(Deputy Chairman)

Cantonese Opera Society of NZ
Asian Leaders Forum
NZ-Hong Kong Business Association
NZ-China Business Association
Auckland Chinese Environment Protection Association (ACEPA)

Whau Coastal Walkway Trust

Member
Member
Member
Member
Advisor

Trustee

21 Feb 2017

5 June 2018

Brenda Brady, JP

Safer West Community Trust

Trustee

17 April 2018

Matt Grey

West Auckland Youth Development Trust

Billy Graham Youth Foundation

Director and Board Member

Affiliate

17 July 2018

16 October 2018

Paula Bold-Wilson

Community Waitakere

Unitec Institute of Technology

Board member

Employee

17 April 2018

Vanessa Neeson, JP

Village Green Quilters

Ranui Advisory Group

Member

Chairperson

17 April 2018

Warren Flaunty, QSM

NorSGA Properties
The Trusts Community Foundation Ltd

Life North West Pharmacy

Waitemata District Health Board
Waitakere Licensing Trust
Massey Birdwood Settlers Ass.
Taupaki Residents & Ratepayers Association

Henderson Rotary

Director
Director
Director

Elected Member
Elected Member
Member
Member

Member

17 April 2018

5 June 2018

18 Sep 2018

Will Flavell

Te Atatū Tennis Club

Asia New Zealand Leadership Network

Rutherford College

Waitākere Literacy Board

Board Member

Member

Employee

Board Member

15 Nov 2016

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 11 December 2018, as a true and correct record.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Ward Counillors’ Update

An opportunity is provided for the Waitakere Ward Councillors to update the board on regional issues they have been involved with since the last meeting.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Henderson-Massey Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

At the close of the agenda no requests for deputations had been received.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Henderson-Massey Local Board

19 February 2019

Unlock Henderson - Opanuku Link Update

File No.: CP2019/00337

Te take mō te pūrongo

Purpose of the report

1. To approve the alternate concept design of the Ōpanuku bridge and playground located in Ōpanuku Reserve, connecting to Corban Estate Arts Centre.

Whakarāpopototanga matua

Executive summary

2. The Henderson-Massey Local Board and Panuku Development Auckland are co-funding the Ōpanuku Link with the objective of re-connecting Corban Estate to the train station and town centre.

3. The Local Board have previously approved the concept designs for the four components of the Ōpanuku Link project; the bridge, the playground, the road enhancement and the greenway on the council site.

4. During the concept design and feasibility stage of the project a number of issues and challenges have been identified with the winning artist’s “bat’s wing” suspension bridge design. Issues include higher costs, increased structural complexity, lack of availability of local expertise, additional flood risk, potential maintenance, vandalism and universal access challenges.

5. Given the range of issues, this report recommends progressing an alternative design provided by the competitions runner up artist, which proposes “Te Mana o Tāne”, a concept for a “felled tree” bridge based on the story of Rata and the children of the forest of Tāne. The stump of the tree is located at Corban Estate, with the trunk as the bridge over the Ōpanuku stream and the tree branches in Ōpanuku Reserve inspiring natural play opportunities as one overall integrated concept.

6. Strongly supported engagement to date with the mataawaka ropu and Henderson High school rangitahi group is proposed to be re-run to enable local children to influence and guide the natural play opportunities in the branches of the tree.

7. Funding and budgets have remained the same for the recommended alternate design.

8. Te Kawerau a Maki and the Panuku Mana Whenua forum all endorse and support the recommendation to change the design approach to the recommended alternate “felled tree” design.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the alternate concept design of the Ōpanuku Link bridge and playground inspired inspired by the Māori story of Rata and expressed as a felled tree bridge.

b) approve the development of the Ōpanuku Link project on the Ōpanuku Reserve and at Corban Estate, which includes a playground, new cyclist bridge to Corban Estate and an upgrade of Henderson Valley Road with a pedestrian crossing between Smythe Road and Stevies Lane.

c) endorse Panuku Development Auckland to continue to lead and progress the concept design to developed drawings, resource consent and project delivery.

Horopaki

Context

9. Panuku Development Auckland is working with the Henderson-Massey Local Board and mana whenua to develop Henderson into an urban eco-centre. This will seek to achieve quality environmental and community health outcomes that enhance the:

· quality of life;

· mauri of the twin streams; and

· social and spatial connectivity.

10. One of the initial projects approved by the Board is the Ōpanuku Link that gives effect to a Key Move 4 “Re-connect with Corban Estate” identified in the Henderson Implementation Plan 2014.

11. The Ōpanuku Link is comprised of three key components:

· a pedestrian and cyclist bridge over the Ōpanuku Stream from Henderson Valley Road to the Corban Estate Arts Centre;

· the enhancement of the Ōpanuku Reserve incorporating natural play opportunities; and

· a greenway connecting the reserve from Henderson Valley Road to the Kakogawa Japanese Garden/Henderson Rail Station.

12. Through the process of progressing the developed design of the Ōpanuku Bridge a number of difficulties in designing and constructing the winning suspension “bat’s wing” bridge design has been identified. An alternative box girder construction has been proposed which offers greater efficiencies but will require a different artistic approach.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The selection of the bridge design was undertaken through a limited artist competition. The preferred entry was a suspension bridge thematically designed on the movement of the long tailed bats wings that frequent the Ōpanuku Stream corridor. Through the design development of this bridge it was found that the suspension bridge created a number of difficulties in its construction and ongoing maintenance at this location within the flood plain. Key problems were:

· The suspension bridge, even when located outside the 10 year floodplain, was vulnerable to flood debris

· There were difficulties in designing the bridge to provide universal access

· Specialist suspension bridge cables are manufactured overseas as a special order for each bridge with long lead times

· The bridge cables are potentially vulnerable to vandalism

· Construction costs are higher than a non-suspension type bridge as it requires special materials and expertise

· The bridge construction requires specialist workers that may not be readily available within New Zealand

· Suspension structure maintenance costs are higher than a conventional bridge and more safety consideration is required during bridge maintenance.

14. An alternative design is proposed using a more conventional box girder construction that was proposed by artist Johnson Witehira, who was the runner up in the original competition. This design was inspired by the Māori story of Rata. In the legend of Rata, Rata enters Te Wao nui o Tāne (the great forest of Tāne) and cuts down a tree to fashion a waka for his journeys. Having felled the tree he then heads home to return the next day. To his surprise though, the next day the tree was restored. Rata continues to cut down the tree a number of times only to find it back up again and again. Puzzled by this, he hides in the ngahere (forest) one evening to watch. He sees that nga tamariki o Tāne (the children of Tāne) birds, bats and insects are putting the tree back together each night. Asking why the children of Tāne are repairing the tree, he hears the response, ‘Who gave you authority to fell the forest god to the ground? You had no right to do so. 'When Rata heard, he was overcome with shame. Rata had failed to acknowledge Tāne and the life within his domain. Once he had done this, though, he was successful in cutting down the tree to create his waka.

15. The bridge design therefore proposes to take the form of a fallen tree with the trunk spanning the stream and abstracted branches providing informal play opportunities within the Ōpanuku Reserve. Given the role that children representative of nga tamariki o Tāne (the children of Tāne) metaphorically reconstruct the tree it is considered appropriate that the playground and the bridge are incorporated together as an integrated concept.

16. The stump of the tree in the landing forecourt within Corban Estate Arts Centre where the stump of the felled tree will incorporate a blackened tree stump element. This stump gives expression to the traditional Māori way of felling large trees where fires were lit at their base. The branches will therefore be within the Ōpanuku Reserve and inspire the natural play opportunities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The Council Parks Services team have been involved in the Ōpanuku Link from its inception. The Community Facilities design team have also been commissioned as the designer of the playground and have advised on the scale and demographic approach to the playground. The important aspect is that the playground is not too large as strategically the larger playground opportunity sits within the larger Henderson Park area and Ōpanuku Reserve is more of a small play opportunity without barbeque facilities or toilets.

18. Additionally, the operational management and maintenance representative had some preliminary concerns with the previous playground designs inclusion of water play and potentially the scale of the playground. The recommended alternate design is not forecast to include water features.

19. The alternate bridge design is a more standardized bridge type and therefore is less risky and easier to maintain. The general approach to the alternate bridge design is support by the Chief Engineer’s representative and asset management team.

20. Community Facilities Asset management team and the Chief Engineers Office has also been involved in the Ōpanuku Link with an interest in the bridge design. These teams have contributed to advice around the challenges of a suspension bridge design and its consequential maintenance costs and greater risks related to suspension designs.

21. This advice has helped contributed to the recommendation.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

22. The Henderson Massey Local Board resolved in November 2017 to allocate $1.5 million of Local Board Transport Capital Funds to Panuku Development Auckland in order to co-ordinate the integrated delivery of the “Ōpanuku Link”, and allocate $1 million of the Henderson-Massey Local Board’s Local Discretionary Initiatives capital funds to Panuku Development Auckland to lead, integrate and co-ordinate the delivery of the enhancement of Ōpanuku Reserve at 1A and 1B Henderson Valley Road (Resolution HM/2017/187)

23. The Local Board resolved in November 2018 to approve the overall Ōpanuku Link project that included the previous concept design of the bridge. (Resolution HM/2018/157)

24. A workshop with the Board was held on the 5 February 2019 to gain feedback and endorsement on the alternative felled tree and integrated natural play design and was well received with enthusiasm for the alternative bridge design and the early concepts for an integrated playground.

25. The Local Board noted the commendable community engagement process undertaken to date with consultation that focused on workshopping with local children (rangitahi group) supported and facilitated by Sport Waitakere who host a Mataawaka ropu.

26. The Local Board asked that engagement with Mataawaka and the rangitahi group be repeated to ensure local children have a stake in the concept and eventual development.

Tauākī whakaaweawe Māori

Māori impact statement

27. Te Kawerau a Maki iwi have been involved throughout the design process for the Ōpanuku Link. This included the support of a Te Kawerau a Maki endorsed artist to design and plan the previous playground. The previous bridge design was also supported. The alternative bridge design with integrated and more natural play has been well received and the considerations and issues of the previous bridge design were noted.

28. Te Kawerau a Maki acknowledge that a well-supported engagement and artist selection process was undertaken, however the alternative more integrated compelling felled tree design and play opportunities inspired by the children of the forest is enthusiastically supported and represents a stronger narrative and concept to progress.

29. The Panuku Mana Whenua Forum have also been involved throughout the design process for the Ōpanuku Link over the last eighteen months. This has included:

· The preparation of the design brief

· Input to the design as it has progressed

· The selection of the artists for the playground and the bridge

· The endorsement of the previous design

· Agreement in principle with the revised bridge and playground design.

30. Mataawaka have also been involved in the design process with number of idea sessions for the previous playground. It is proposed that this continue through the new bridge and playground design integration.

31. The playground design was also workshopped with local children from Henderson Intermediate and their involvement and influence will continue acknowledging the previous engagement.

Ngā ritenga ā-pūtea

Financial implications

32. This project is co-funded between the Henderson Massey Local Board and Panuku Development Auckland. The Local Board have committed $1.0million for the upgrade of the Ōpanuku Reserve and a further $1.5million for the Ōpanuku Bridge, subject to approval for a mid-block pedestrian crossing over Henderson Valley Road (from Auckland Transport). Panuku Development Auckland will fund the balance.

33. There are no budget changes with the revised design.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. There are number of risks associated with this project as it is building within a flood plain, over a stream with level differences at each end.

35. Planning risks include building and resource consents not granted or delayed

36. There are a number of construction risks including site contamination, geotechnical stability (for the bridge) and the identification of archaeological sensitive sites.

Ngā koringa ā-muri

Next steps

37. Following approval to progress with the alternative revised bridge and playground design it is proposed that a rerun of the Mataawaka engagement with the rangitahi group commence. Following this, developed design and construction documentation will commence.

38. It is anticipated that this design change has resulted in a delay to the previous schedule, however stage one of the implementation works is targeted to commence in February 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Richard Davison - Senior Project Planning Leader, Panuku Development Auckland
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

19 February 2019

Adoption of the Harbourview-Orangihina Park Masterplan

File No.: CP2019/00795

Te take mō te pūrongo

Purpose of the report

1. To adopt the Harbourview-Orangihina Park Masterplan dated February 2019

Whakarāpopototanga matua

Executive summary

2. This report is to adopt the final Harbourview-Orangihina Park Masterplan dated February 2019 (Attachment A).

3. The attached Harbourview-Orangihina Park Masterplan builds upon earlier Waitakere City Council directions and follows18 months of technical review and development which has been supported by an integrated 12-month community engagement methodology.

4. As part of the community engagement approach, in December 2018, the Henderson-Massey Local Board heard from 14 submitters on the Harbourview-Orangihina Park Masterplan. A summary of those submissions is included in Attachment B.

5. The local board subsequently deliberated on the submissions received; including written submissions that were summarised in the hearings report (being CP2018/23031 dated 4 December 2018).

6. A summary of the local board’s deliberations is included in Attachment C. This includes amendments sought by the local board to the Harbourview-Orangihina Park Masterplan. Those amendments are reflected in final version of the masterplan.

7. Staff have also prepared indicative costings for the implementation of the masterplan for information purposes only. These costs are included in Attachment D. Excluded from indicative costs are items requiring further investigation and items reliant on third party park improvements. As the masterplan is implemented, ongoing work will be required to inform costs.

8. The council has approximately $1.4million set aside from a previous targeted rate to improve the park. This is insufficient to implement the full plan, therefore development will need to be phased and funding prioritised against other local board and regional projects through the annual work programme process.

9. It is recommended that the local board adopt the Harbourview-Orangihina Masterplan, dated February 2019 to guide long term development and investment in the park

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) adopt the Harbourview-Orangihina Park Masterplan dated February 2019 - (Attachment A of the Agenda Report).

b) note that the masterplan will be implemented progressively with funding identified through annual work programme processes.

Horopaki

Context

10. On 17 July 2018, the Henderson-Massey Local Board approved the draft Harbourview-Orangihina Park Masterplan (HOPM) for public notification and community engagement.

11. Community engagement took place in August and September 2018. A total of 258 submissions were received.

12. Submitters had the opportunity to speak to their submission at a hearing with the full local board on 4 December 2018.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Key themes from the written submissions are summarised in the hearings report. (CP2018/23031 dated 4 December 2018). In addition, 14 people spoke at the hearing on 4 December. Attachment A includes a summary of the presentations made at the hearing including a submission from Grey Power accepted by the local board as a late submission (Resolution number HM/2018/189).

14. Key themes from submitters at the hearing included:

· the importance of protecting wildlife and particularly the birdlife in the park;

· particular measures to protect the bird roosting area in the south; and

· the importance of the original 2003 ‘people’s park’ vision for Harbourview-Orangihina.

15. Following the hearing, the local board deliberated on submissions and information provided by submitters at the hearing. The local board subsequently agreed on amendments to be made to the HOPM. Attachment C contains a summary of the local board’s deliberations including amendments to be made to the draft HOPM. These amendments have resulted in the final version of the HOPM dated February 2019, as included in Attachment A.

16. The most significant amendments include:

· removal of portions of the lower terrace boardwalks including a birdhide;

· recognition of the need for a restoration plan across the park, but focusing on the terrestrial significant ecological areas and stream areas;

· combining the proposed bird roosting islands into one island, and relocating the indicative location towards the water’s edge;

· relocating the proposed accessway for future marae to enter the park close to Titoki Street and removing the proposed pedestrian pathway alongside that access road together with the proposed trees within the southern paddocks;

· amending the plan to note that connections and circulation to and within the marae and any planting around the interface will be determined during the detailed design phase of marae planning;

· prior to implementation of the plan, making clearer the need to assess location and environmental appropriateness of measures such as restoring the wetland, investigating the bird roosting island and stabilising and enhancing the brickworks; and

· removal of a proposed fitness trail.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The masterplan will inform future improvements on the park and delivery of local board work programmes from Parks Sports and Recreation, Infrastructure and Environmental Services and Community Facilities in particular. These departments have been consulted and have provided advice and input in drafting the plan.

18. Specialist biodiversity, heritage and landscape specialists also provided advice to the Community Reference Group.

19. Auckland Transport informed pathway and vehicle access connections to the road network proposed in the draft plan.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

20. A year-long community engagement process, including the hearing, provided opportunities for community views to inform local board decision making on the final plan.

21. The local board’s deliberations, considering community views, are summarised in Attachment C.

22. Previous community engagement and formal consultation on the masterplan is summarised in earlier reports associated with the development of the masterplan (refer CP2018/23031 dated 4 December 2018; and CP2018/12125 dated 17 July 2018).

Tauākī whakaaweawe Māori

Māori impact statement

23. Te Kawerau ā Maki and Ngāti Whātua Orākei assisted in the drafting of the plan as noted on the hearing report dated 4 December 2018 (CP2019/00795).

24. No input was received from any mana whenua through the public consultation phase. Staff subsequently extended an invitation to mana whenua (including Te Kawerau ā Maki and Ngāti Whātua Orākei) to provide further feedback (refer report CP2018/23031).

25. Te Kawerau ā Maki and Ngāti Whātua Orākei responded to that invitation. Te Kawerau ā Maki confirmed that they did not wish to make any further submission, and that they support the direction of the plan. Ngāti Whātua Orākei also confirmed they agreed with Te Kawerau ā Maki’s feedback and did not wish to make any further submissions.

26. The final HOPM includes design principles that will inform implementation of the plan. These provide direction on engaging with mana whenua and working to strengthen Māori outcomes and connections to the park.

Ngā ritenga ā-pūtea

Financial implications

27. The masterplan is aspirational in nature and it is acknowledged that improvements to the park will need to be prioritised and phased subject to available budgets.

28. The council has approximately $1.4 million from a targeted rate to establish, develop and maintain Harbourview-Orangihina Park

29. Indicative costings are provided on the proposals contained within the draft masterplan, as shown in Attachment D. These costs are based on similar recent projects with advice provided by Community Facilities department. Excluded from costs are items requiring further investigation and items reliant on third party park improvements (such as the proposed marae or relocation of pony club buildings).

30. The indicative costings demonstrate that additional funding will need to be made available in the future to fully implement the masterplan. Prioritisation of improvements and staged implementation will be necessary to realise the masterplan. The public consultation undertaken for the masterplan will help inform initial prioritisation.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. Several risks were noted on the 4 December report to the local board (CP2018/23031). These have been updated below to incorporate themes from the hearing and impacts of final amendments to the plan:

Risk	Mitigation
Public feedback not reflective of the whole community While staff consider the number and quality of submissions was good, it was noted that feedback did not reflect the demographic make-up of this local board. There is a risk that consultation feedback received does not reflect values and concerns of the whole community.	Establishment of the Community Reference Group to participate in the first consultation phase. Approximately half of that group was drawn from the community; and the other half from key stakeholder groups with an active interest in the park. It is recommended that further consultation on detailed design of improvements considers alternative means to effectively target the community sectors that may have been underrepresented in earlier consultation. The opportunity for mana whenua to contribute throughout the process and to provide comment following deliberations, as noted in the Tauākī whakaaweawe Māori / Māori impact statement section above, mitigates the risk from the low number of submissions from Māori.
Perception that the proposed marae was within scope of the draft HOPM Many submissions commented on the provision of a marae through the masterplan process; which may reflect that some people erroneously thought the marae provision was within the scope of the draft HOPM.	Communications on the adoption of the final plan can re-iterate that the provision of the marae is outside the scope; but note that feedback received on the marae will be available for future use by the council in considering that proposal. Advice was given to those at the hearing that the marae was out of the scope of the plan including reasons why.
Public expectations regarding implementation and park development The creation of any plan for future development may raise expectations of future improvements, which are subject to further investigation or budget.	Version F of the HOPM includes wording to convey which proposals are subject to further investigation and feasibility. While some budget has been set aside for implementation and development, this is not expected to cover the total cost to implement the masterplan. Communications and engagement about the adoption of the masterplan can reinforce the phased development approach and ongoing opportunities for community engagement to inform priorities.
Public feedback There is a risk that the survey questions focused people’s responses on aspects of the masterplan to the detriment of other proposals. Some more minor items such as potential relocation of the Watercare access road for example or possible viewing tower in association with shorebird information at the southern end of the reserve attracted little comment.	The general comments section of the survey did not reveal any other key gaps or issues in the content of the plan so this is a minor risk.

Risk

Mitigation

Public feedback not reflective of the whole community

While staff consider the number and quality of submissions was good, it was noted that feedback did not reflect the demographic make-up of this local board. There is a risk that consultation feedback received does not reflect values and concerns of the whole community.

Establishment of the Community Reference Group to participate in the first consultation phase. Approximately half of that group was drawn from the community; and the other half from key stakeholder groups with an active interest in the park.

It is recommended that further consultation on detailed design of improvements considers alternative means to effectively target the community sectors that may have been underrepresented in earlier consultation. The opportunity for mana whenua to contribute throughout the process and to provide comment following deliberations, as noted in the Tauākī whakaaweawe Māori / Māori impact statement section above, mitigates the risk from the low number of submissions from Māori.

Perception that the proposed marae was within scope of the draft HOPM

Many submissions commented on the provision of a marae through the masterplan process; which may reflect that some people erroneously thought the marae provision was within the scope of the draft HOPM.

Communications on the adoption of the final plan can re-iterate that the provision of the marae is outside the scope; but note that feedback received on the marae will be available for future use by the council in considering that proposal.

Advice was given to those at the hearing that the marae was out of the scope of the plan including reasons why.

Public expectations regarding implementation and park development

The creation of any plan for future development may raise expectations of future improvements, which are subject to further investigation or budget.

Version F of the HOPM includes wording to convey which proposals are subject to further investigation and feasibility. While some budget has been set aside for implementation and development, this is not expected to cover the total cost to implement the masterplan. Communications and engagement about the adoption of the masterplan can reinforce the phased development approach and ongoing opportunities for community engagement to inform priorities.

Public feedback

There is a risk that the survey questions focused people’s responses on aspects of the masterplan to the detriment of other proposals. Some more minor items such as potential relocation of the Watercare access road for example or possible viewing tower in association with shorebird information at the southern end of the reserve attracted little comment.

The general comments section of the survey did not reveal any other key gaps or issues in the content of the plan so this is a minor risk.

Ngā koringa ā-muri

Next steps

32. Public consultation on the draft masterplan indicated that weed and pest control and replanting of the lower wetland terrace was the community’s highest priority. This aligns well with the recent local board approval of an ecological restoration plan for Harbourview-Orangihina Park (HM/2018/156 dated 16 October 2018). This plan will inform work to enhance the park with plantings, managing pests and plants in accordance with the HOPM.

33. Approval of the final version of the HOPM enables the local board to prioritise and phase work programmes to improve the park.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Harbourview Orangihina Park Masterplan February 2019 - Final for adoption (Under Separate Cover)
b	Summary of submissions at the hearing (Under Separate Cover)
c	Report on the deliberations of the local board (Under Separate Cover)
d	Indicative costings (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Tania Utley - Service and Asset Planning Specialist

Authorisers

Lisa Tocker - Head of Service Strategy and Integration

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

19 February 2019

Auckland Councils Quarterly Performance Report: Henderson-Massey Local Board for quarter two 2018/2019

File No.: CP2019/00790

Te take mō te pūrongo

Purpose of the report

1. To provide the Henderson-Massey Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2018.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2018/2019 work programme. This is a retrospective report intended to provide a transparent overview and reflect the progress of how the Henderson-Massey Local Board work programme is tracking at the end of quarter two 2018/2019.

3. The work programme is produced annually and aligns with the Henderson-Massey Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Waitakere Ki Tua, the Māori responsiveness action plan, was completed for the three western boards. The action plan was workshopped and endorsed in principle by the three local boards with next steps for formal approval under way.

· The new multi-purpose facility in Westgate, Te Manawa, has been handed over into Auckland Council management and work is underway for its programming model with the appointment of the Community Hub Manager.

· The local board approved the concept for a new playground and open space development at Kopupaka Reserve in Westgate.

· The local board agreed for staff to proceed with detailed design and costings for residential speed management measures in the Henderson north area.

· Public consultation was held from 14 November until 3 December 2018 for the draft Te Atatu South Centre Plan.

· Draft concept options for the Te Atatū Waka Ama boat launch in Te Atatu South were discussed with Waitakere Waka Ama Club representatives.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Most activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). There are no activities with a red status this quarter.

6. The financial performance report compared to budget 2018/2019 is attached. There are some points for the local board to note.

7. Henderson Massey Local Board capital investment for the period was $13.7m and net operational cost of service was $11.2m. Operating expenditure is 3.0% above budget the main driver being higher maintenance costs on the full facility contract.

8. Operating revenue was below budget by 14% mainly due to reduced attendance numbers at the West Wave aquatic centre and closure in September due to maintenance. Capital expenditure was 5.8% above budget. The main drivers being the build of Te Manawa in Westgate, forecast to be opened in first quarter of 2019 and sports development at Moire Park, due to complete in May.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the performance report for the financial quarter ending 31 December 2018.

Horopaki

Context

9. The Henderson-Massey Local Board has an approved 2018/2019 work programme for the following operating departments:

· Arts, Community and Events;

· Parks, Sport and Recreation;

· Libraries and Information;

· Community Services: Service, Strategy and Integration;

· Community Facilities: Build Maintain Renew;

· Community Leases;

· Infrastructure and Environmental Services;

· Plans and Places.

10. Work programmes are produced annually, to meet the local boards outcomes identified in the three-year Henderson-Massey Local Board Plan 2017. The local board plan outcomes are:

· A network of vibrant and loved urban neighbourhoods.

· A thriving local economy that supports quality of life.

· Communities know each other and work together on common interests.

· Community facilities are vibrant and welcoming places at the heart of our communities.

· It is easy to get around without a car.

· Natural spaces are valued and restored.

11. The graph below shows how the work programme activities meet local board plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

12. The work programme activities have two statuses; RAG status which measures the performance of the activity (amber and red show issues and risks); and activity status which shows the stage the activity. These two statuses create a snapshot of the progress of the work programmes.

13. The graph below identifies work programme activity by RAG status. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work Programme by RAG status

14. The graph below identifies work programme activity by activity status and department. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme activity by activity status and department

Key activity updates from quarter two

15. Waitakere Ki Tua, the Māori responsiveness action plan was completed for the three western boards. The action plan was workshopped and endorsed in principle by the three local boards. This is an document intended to enable local boards to better understand and identify opportunities to deliver on improved outcomes for Māori. The guide is intended to influence and drive future business planning, in the areas of engagement and relationships, decision-making, systems and processes, design, capability and capacity building and provision of services.

16. Work is well underway for the programming model for the new Westgate Multi-purpose facility with the appointment of the Community Hub Manager. The building is now under Auckland Council management and is now in a period of internal fit-out. The local board welcomed the name ‘Te Manawa’ for this new hub as well as names for the 11 community rooms as gifted by mana whenua Ngā Maunga Whakahii o Kaipara. There will be an opening civic event for the centre on 26 March with the official opening date of 6 April 2019.

17. The local board approved the concept for a new playground and open space development at Kopupaka Reserve in Westgate. It will see $6 million invested to develop the area, including a playground, kick-a-ball space, flying fox, ecological education area and development of the surrounding stream and embankments. The concept was developed in conjunction with the community, following public consultation in November, workshops with primary and intermediate aged children as well as engagement with mana whenua. The next steps for the project will see a detailed design developed and resource consent application lodged, with construction expected to begin in October 2019.

18. Through expenditure of the local boards Auckland Transport capital (capex) fund, speed management measures in the Henderson north area (including traffic lights for the corner of Rathgar Road and Universal Drive) are now in the planning and costings phase. The local board consider this an important safety issue due to the large number of schools in close proximity to each other in a small area.

19. Public consultation was held from 14 November until 3 December 2018 for the draft Te Atatu South Centre Plan. The plan will not only focus on physical environment but also the social and cultural environment of this area. Community feedback showed support for the proposed themes and actions in the draft plan including making a ‘heart’ for Te Atatū South in the centre and improving connectivity to the centre, the water and around the area.

20. Staff met with representatives of the Waitakere Waka Ama Club to go through the draft concept options for the Te Atatū Waka Ama boat launch in Te Atatu South. Some of the details and constraints for the site, and how these have shaped two possible solutions were discussed. The club informed staff of their preferred option and this will be workshopped with the local board in early 2019.

Activities with significant issues

21. There are no activities with red RAG status for the local board for this quarter.

Activities on hold

22. The following work programme activities have been identified by operating departments as on hold:

· Renewal of the car park at The Concourse Strand is on hold as Watercare are currently using the carpark for work site storage and site inspection is not currently possible.

· The upgrade of the play space in Moire Park is placed on hold until confirmation of project scope is received prior to moving into the design and consultation stages.

· All capital works for incorporating Dive Auckland at West Wave Recreation Centre are on hold pending condition assessment of the complex being undertaken by Community Facilities. In the interim, West Wave centre management have identified a potential scheduling solution and are working through this with user groups.

Changes to the local board work programme

Deferred activities

23. These activities are deferred from the 2018/2019 work programme:

· Making the most of what we've got project is deferred until Q3 due to progressing other priorities for Henderson-Massey. This project is involves working with the communications and engagement team to develop an approach that raises awareness of the many activities and experiences available within the local board area.

Activities merged with other activities for delivery

24. These activities have been merged with other activities for efficient delivery:

· The 2017/2018 renewal of amenity lighting in the local board area has been merged with the 2018/2019 amenity lighting renewal project.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

26. This report informs the Henderson-Massey Local Board of the performance for the quarter ending 31 December 2018.

Tauākī whakaaweawe Māori

Māori impact statement

27. The local board supported the development of the Waitākere ki tua (meaning Waitākere going forward) action plan. This plan draws on two key reports that were developed following robust kaupapa Māori engagement processes with local Māori; The West Auckland Mataawaka Report from 2014 and the Toitū Waitākere report in 2017.

28. Through the Te Kete Rukuruku project, Mana whenua are progressing their process to identify Māori names for the approved local parks. Staff continue to collaborate with the iwi groups to identify areas of support, access to resources and to maintain the working relationship with iwi, which includes the Te Kete Rukuruku monthly hui with all Mana Whenua.

29. Te Whanau o Waipareira Trust continued to deliver Nga Kawa o Tangaroa Tikanga, the youth development programme that focuses on diving and collecting kai moana, whilst strengthening whanau ties through activities.

30. The process is underway for establishing a community lease with the Te Ukaipo community organisation for the establishment of a new pā harakeke (flax garden) at Te Rangi Hiroa Reserve in Rānui.

Ngā ritenga ā-pūtea

Financial implications

31. This report is for information only and therefore there are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

33. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

34. The local board will receive the next performance update following the end of quarter three (March 2019).

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Henderson-Massey Local Board work programme update quarter two 2018/2019 (Under Separate Cover)
b	Henderson-Massey Local Board financial performance quarter two 2018/2019 (Under Separate Cover)

Ngā kaihaina

Signatories

Author	Tracey Wisnewski - Local Board Advisor
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

19 February 2019

Feedback on draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039

File No.: CP2019/00828

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Whakarāpopototanga matua

Executive summary

2. To respond to population growth and demographic change, Auckland Council has developed a plan for how it will invest in sport for the next 20 years.

3. The Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 seeks to:

· increase participation in sport by targeting communities of greatest need and addressing disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities to maximise participation.

4. The draft plan was endorsed by the Environment and Community Committee in December 2018 for public consultation [CP2018/07771].

5. This report invites local boards to formally indicate their support for the draft plan and any additional feedback on the draft plan they would like the committee to consider prior to the plan’s adoption.

6. Staff have engaged with local boards informally at various stages throughout the development of the plan. Local boards members’ views and concerns have helped shape the key components of the plan.

7. A summary of consultation feedback will be prepared for the Environment and Community Committee for consideration. Final decision on the adoption of the plan will be sought in May 2019.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) endorse the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 and provide any additional feedback for consideration of the Environment and Community Committee.

Horopaki

Context

The plan sets out a new investment approach, which better responds to growth and the changing needs of Aucklanders

8. Auckland is experiencing rapid population growth and social change. Our diverse communities have different preferences and requirements for sport and recreation activities.

9. The draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 is the council’s response to these changes. It sets out a new approach to regional investment in sports facilities, programmes and services for Aucklanders over the next 20 years.

10. The plan will:

· target communities of greatest need and address disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities.

11. The draft plan has three main sections:

· Section one: ‘Why we invest’ explains the reasons for having an investment plan and the strategic context.

· Section two: ‘What we invest in’ explains the outcomes sought from the council’s sports investment, the scope and focus of that investment and the principles that will guide future investment decisions.

· Section three: ‘How we will work’ explains the investment framework that will be adopted to achieve the outcomes.

12. The development of the draft plan involved several Governing Body decisions, local board engagement, public consultation and research. The attached draft plan provides the chronological timeline for developing the plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

13. Sport is one of the key areas the council invests in to deliver on the ‘Belonging and Participation’ outcome in Auckland Plan 2050.

Belonging and Participation

· Focus Area 7 – Recognise the value of arts, culture, sports and recreation to quality of life

· Direction 1 – Foster an inclusive Auckland where everyone belongs

· Direction 2 – Improve health and wellbeing for all Aucklanders by reducing disparities in opportunities.

14. The draft plan focuses on delivering a single outcome: increasing Aucklanders’ participation in community sport. This aligns with the vision of the Auckland Sport and Recreation Strategic Action Plan 2014-2024: ‘Aucklanders: more active, more often.’

15. The multiple benefits delivered to local communities through increased sport participation will also contribute directly to the health, social and economic outcomes for Aucklanders as set out in the local board plans.

Achieving the desired outcomes requires putting people at the heart our investment

16. The plan sets out a targeted, people-centric approach to increase sport participation in Auckland. Future sport investment will focus on meeting the needs of three distinct groups of people:

1.	People who already play sport:
	There will be more fit-for-purpose facilities and programmes to keep them actively involved in sport.
2.	People who play a new sport (like futsal)
		Currently there are limited opportunities to play, but in the future, there will be more fit-for-purpose facilities and programmes that cater to new and emerging sports.
3.	People who currently do not participate in sport
	Auckland Council will create more opportunities and make it easier for them to take up sport.

17. A key step towards increasing sport participation rates in these targeted groups is through addressing disparities.

18. Decision-makers will use a set of principles to prioritise multiple investment projects. ‘Equity’ has the highest weighing to ensure all Aucklanders enjoy the same outcomes. The full list of principles includes:

 Equity (40 per cent of assessment) – Sport investment should ensure equity of outcomes across the population regardless of age, gender, ethnicity, socio-economic status or where people live.

 Outcome-focused (30 per cent) – There needs to be a clear line of sight between each investment and the outcomes it delivers.

 Financial sustainability (30 per cent) – Investment decisions need to be financially sustainable for council and sports organisations.

 Accountability (10 per cent) – Auckland Council has responsibility to act in the best interests of Auckland.

There will be changes to the way we currently invest in sport

19. The draft plan sets out four key shifts in our approach as illustrated in Figure 1 below.

Figure 1: Key shifts

20. Figure 2 below explains the reasons for these key shifts, the problems they will tackle and the benefits for Aucklanders.

Figure 2: Intervention logic map

21. The plan will ensure robust, evidence-based decision-making and ongoing monitoring of benefits delivered to our communities.

22. Performance data will be collected to measure the return on investment. This will be shared with investors and ratepayers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Once adopted, the plan will have a direct impact on council’s internal investment processes, particularly regarding how future projects will be assessed and monitored.

24. Parks, Sport and Recreation staff have been engaged throughout the development of the draft plan. Their feedback, particularly regarding how the proposed changes can be adopted in practice, has helped shape the investment framework and the scenarios in the draft plan.

25. Parks, Sport and Recreation staff have also facilitated the council’s engagement with the sport sector through Aktive, the council’s strategic partner for sport. The general feedback is supportive of the new investment approach to improve participation and deliver better outcomes for Aucklanders.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

The local boards have an important role to play in shaping the draft plan

26. The local boards have an important role to play in the council’s sport investment. They:

· set outcomes and priorities for local sport investment through local board plans

· identify local sports facility and programmes needs and advocate for investment through the Long-term Plan and Annual Budget processes

· have allocated decision-making responsibility for local sport facilities and initiatives including:

- the specific location, design, build and fit-out of new local sports facilities within budget parameters agreed with the Governing Body

- the use of local sport facilities and initiatives including leasing and changes of use

- local recreation and sports programmes

· manage local and sub-regional facility partnership relationships, funding or lease agreements and performance reporting

· work together to support facilities that benefit several local board areas.

27. Staff have engaged with local boards informally at various stages throughout the development of the draft plan. Local boards members’ views and concerns have helped shape the key components of the plan.

Previous engagement with local boards showed general support for an investment plan

28. Staff met with local boards between February and April 2018 and sought informal feedback on the key components of the plan.

29. Feedback from local boards was generally supportive of a new investment plan for sports facilities to ensure consistency, efficiency, transparency and outcome delivery.

30. Challenges relating to population growth, land supply and budgetary constraints were highlighted. Local boards also noted challenges specific to their areas and populace.

31. Feedback showed a strong preference to have a flexible approach to accommodate diverse local needs.

Formal local board feedback is sought between February and March 2019

32. Staff are seeking to understand local boards’ views on the draft plan and request a formal decision at local boards’ business meetings during February and March 2019.

33. Staff would particularly value local board feedback on the following parts of the draft plan (refer Attachment A), which are likely to have the most bearing on local board decision-making:

· the key shifts in the council’s future investment approach in sport (page 4)

· the benefits of sports to Auckland communities, particularly Te Ao Māori (page 9)

· the difference between equity and equality in the context of sport investment (pages 22-23)

· the proposed investment framework (pages 24-36).

Tauākī whakaaweawe Māori

Māori impact statement

34. Sport participation contributes directly to the following ‘Māori Identity and Wellbeing’ outcome in Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

· Focus area 1 – ‘Meet the needs and support the aspirations of tamariki and their whanau’

35. According to Sport New Zealand data weekly sport participation of Māori in Auckland (76.8 per cent) is similar to European (76.3 per cent), but higher than Asian (70.7 per cent) and Pasifika (69.1 per cent).

36. Research also show pockets of sedentary Māori who do not have adequate opportunities to participate in sport. They will be a target group for investment.

37. Feedback from the Mana Whenua Forum and Aktive Māori Advisory Group during public consultation on the discussion document informed the development of the plan.

38. A key area of focus was the delivery of outcomes through increased Māori participation. Means of achieving this goal include partnerships with iwi and Māori organisations, to manage demand efficiently and to use sports programmes and facilities as a social hub to strengthen cultural and community connections.

39. Partnerships will draw on Māori-centric models and collective models of learning so that key Māori concepts become embedded in sport service design and delivery.

40. Staff will seek further feedback from the Mana Whenua Forum and Aktive Māori Advisory Group as part of the consultation on the draft plan.

Ngā ritenga ā-pūtea

Financial implications

41. Once adopted, the plan will guide all council investment in sport.

42. An immediate focus will be to establish a clear and contestable process for the allocation of the $120 million Sport and Recreation Facilities Investment Fund established in the Long-term Plan 2018-2028.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. Staff have identified reputational and operational risks associated with the adoption of the draft plan. These risks will be mitigated through regular communication and engagement with key stakeholders.

Type	Risk	Mitigation
Reputational	Some people might worry the plan will change arrangements already in place, or ongoing council investment.	Clear communication with key stakeholders and funding recipients that the plan will guide decisions on future investment only, unless a current project is already scheduled for review.
Operational	The transition to the new investment approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.	Detailed implementation planning will be required to ensure the transition is as smooth as possible. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

44. Staff will undertake public consultation from February to March 2019.

45. The consultation will be conducted in various forms:

· local boards will be asked to formally indicate their support for the draft plan during business meetings and provide any additional feedback

· the public will be invited to submit their feedback via ShapeAuckland

· targeted interviews will be conducted with community groups including Māori, Pasific and Asian people

· the sport sector will be invited to provide their formal views through Aktive.

46. A summary of consultation feedback and a final plan will be prepared for consideration and adoption by the Environment and Community Committee around May 2019.

47. Implementation of the plan will occur in stages over the next three to five years, depending on council budgetary and planning processes. An indicative timeline of the potential changes is presented in section three of the draft plan.

48. Figure 3 below shows the next steps in a flow chart.

Figure 3: Next steps

This plan will inform the development of other investment plans

49. The draft plan sets out an overarching investment framework to help decision-makers prioritise investment between different sports.

50. Separate, but related plans are being developed to guide council’s investment in golf and play facilities. These plans will be consistent with the overarching framework set out in Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	41

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Paul Marriott-Lloyd, Senior Policy Manager, Parks and Recreation Policy

Lesley Jenkins, RM – Rodney, & Hibiscus & Bays, Acting GM – Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Chairperson	Shane Henderson
Deputy Chairperson	Peter Chan, JP
Members	Paula Bold-Wilson
	Brenda Brady, JP
	Warren Flaunty, QSM
	Will Flavell
	Matt Grey
	Vanessa Neeson, JP

Author	Member, Will Flavell – Henderson-Massey Local Board
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Author	Busola Martins - Local Board Democracy Advisor (West)
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Authors	Busola Martins - Local Board Democracy Advisor (West)
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau