Agenda of Upper Harbour 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 Auckland Council Code of Conduct for Elected Members (the code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i. a financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member

ii. a non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Upper Harbour Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 13 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

6.1 Karen Marais

Te take mō te pūrongo

Purpose of the report

1. To acknowledge Karen’s exceptional contribution to the Upper Harbour Local Board since joining Local Board Services as an Advisor in 2011.

Whakarāpopototanga matua

Executive summary

2. The Upper Harbour Local Board want to acknowledge the significant contribution that Karen Marais has made to ensure the smooth running of the local board during her seven years of service, both as Advisor and Senior Advisor.

3. Karen’s expertise and professionalism, particularly during times of high pressure, has ensured the local board has had the best possible advice to ensure quality decision-making. She has an extensive knowledge of the Upper Harbour Local Board area which has been of huge benefit to the board.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) acknowledge the exceptional service provided by Karen Marais to the local board over the past seven years and wish her all the very best in her new role.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

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 Upper Harbour 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.

8.1 Forest & Bird

Te take mō te pūrongo

Purpose of the report

1. To present and discuss the draft Hosking Reserve Ecological Management Plan recently written by Wildlands.

Whakarāpopototanga matua

Executive summary

2. Anna Baine, Community Park Ranger from Auckland Council, and Connor Wallace, Youth Committee Representative from Forest and Bird, will be in attendance to discuss the key recommendations outlined in the draft Hosking Reserve Ecological Management Plan (refer Attachment A) recently produced by Wildlands.

3. These key recommendations include the following:

· plant pest control

· animal pest control

· planting within the reserve to be undertaken over the next few years by volunteers from both the Forest and Bird Youth Committee and the wider community.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) thank Anna Baine, Community Park Ranger from Auckland Council, and Connor Wallace, Youth Committee Representative from Forest and Bird, for their presentation and attendance.

Attachments

a Hosking Reserve Ecological Management Plan.......................................... 237

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.”

No.	Title	Page
a ⇩	Upper Harbour Local Board open unconfirmed minutes - 13 December 2018	11
b ⇩	Upper Harbour Local Board minutes attachments - 13 December 2018	19

Upper Harbour Local Board

21 February 2019

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

File No.: CP2019/00837

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 (resolution number 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 board 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. The final decision on adoption of the plan will be sought in May 2019.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour 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 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 weighting 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. 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, Pasifika 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	61

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Paul Marriott-Lloyd - Senior Policy Manager

Lesley Jenkins – Acting General Manager, Local Board Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

21 February 2019

Development of open space land: Local park assets at Hobsonville Point

File No.: CP2018/01879

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the planning and design of local park assets that are already underway or completed at Hobsonville Point, in accordance with the Infrastructure Funding Agreement (IFA) dated 28 October 2010, between the former Waitākere City Council (now Auckland Council) and Hobsonville Land Company (now Homes, Land and Community).

Whakarāpopototanga matua

Executive summary

2. Hobsonville Point park assets that have been recently completed and open to the public are the Catalina Water Play Park, the east and west Sunderland bridges, the Rifle Range Park, the Wharf Outlook Reserve, the Chichester Cottage Reserve, the Harrier Point Park and the Boundary Road Park. The only outstanding item is the shag artwork to be installed at Harrier Point Park.

3. HLC has developed these parks in lieu of development contributions, specifically the growth programme fund. The total estimated park development budget that HLC has spent, or is spending, on the above reserves within those parks to vest within the Hobsonville Land is $5,368,000.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) note the completion of the wharf outlook development under the terms of the Infrastructure Funding Agreement, acknowledging that the underlying land is already vested in council.

b) note the completion of the Chichester Cottage development under the terms of the Infrastructure Funding Agreement upon practical completion, acknowledging that the underlying land is already vested in council.

c) approve the planning and design of the Harrier Point Park and Boundary Road developments under the terms of the Infrastructure Funding Agreement (including the art sculpture), acknowledging that the underlying land is subject to a subdivision consent and is not yet vested in council.

d) note the completion of the east and west Sunderland bridges under the terms of the Infrastructure Funding Agreement, acknowledging that the underlying land is already vested in council.

e) note the completion of the Catalina Water Play Park development under the terms of the Infrastructure Funding Agreement, acknowledging that the underlying land is already vested in council and is open to the public.

f) approve the planning and design of the Rifle Range Park development under the terms of the Infrastructure Funding Agreement, acknowledging that it is open to the public and that the underlying land is subject to a subdivision consent and is not yet vested in council.

Horopaki

Context

4. HLC is a subsidiary of Housing New Zealand and was formed specifically to oversee and facilitate the development of land at the former Hobsonville Point airbase. HLC have prepared a comprehensive development plan for Hobsonville Point, which includes a mixed-use residential development of up to 5000 homes over 167ha. This includes development of the Hobsonville Land (subject to the IFA), the 2ha Landing Development (Catalina Bay) (outside the IFA), and the 20ha Marine Industry Precinct (outside the IFA).

5. On 28 October 2010, an IFA between Waitākere City Council and the Hobsonville Land Company Limited was signed where the parties agreed the reserves to be vested by HLC within the Hobsonville Land would fully satisfy the reserve requirements of the development, as shown on the Reserves Plan attached to that document.

6. The development of reserves to be vested under the IFA will fully satisfy any requirement for development contribution for parks infrastructure with regard to the Hobsonville Land (land area subject to the IFA). This means that any growth programme funding that may have been collected for the Hobsonville Land has been fully offset for works to be completed by HLC.

7. The standard of reserve development to be completed by HLC in accordance with the agreement is to equal, and may exceed, council’s usual standard of reserve development. Currently, the cost of park development that HLC are proposing to spend on reserves in Hobsonville Point over the course of the development is in the order of at least $13 million plus GST, and the assets that this report relates to total $5,368,000 plus GST.

Tātaritanga me ngā tohutohu

Analysis and advice

Discussion

8. The following assets have been presented to the local board at workshops, and the planning and design have been agreed in principle and supported by the local board:

· Rifle Range Park

· Harrier Point and Boundary Road Park

· Catalina Water Play Park

· Chichester Cottage Reserve

· Wharf Outlook Reserve

· Harrier Point shag artwork.

9. All assets listed above have been completed except for the Harrier Point shag artwork, which is still under construction.

10. Concept plans for Marlborough Oval, Sunderland Gully and the Headquarters Park have already been presented at a local board business meeting and approved, and are not the subject of this report.

Wharf Outlook Reserve

11. The wharf outlook structure (refer Attachments A and B) is a cantilevered public viewing deck and path connection with grassed areas.

12. HLC completed the wharf outlook structure in October 2018 and practical completion has occurred. HLC will hand ownership of the structures to council as part of the coastal walkway. The land upon which the Wharf Outlook Reserve is constructed has already been vested in council.

13. The design has been consulted widely and has been presented to the board of HLC, Hobsonville Point Residents Society, Auckland Council Parks Department and to the Upper Harbour Local Board via workshops.

14. The total budget spent on the project is approximately $790,000, plus fees. The design life of the proposed cantilevered deck is 50 years. The cost of the cantilevered deck is to be offset against development contributions as per the IFA. HLC will maintain the structure for the first five years, in accordance with the IFA.

Catalina Water Play Park

15. The Catalina Water Play Park (refer Attachment C) has water play equipment, a barbeque, a pergola, landscaping and grassed areas.

16. The subdivision for vesting of the land underlying the park has been completed and the land has already been vested in council ownership. Parks practical completion for the water park has been finalised and the asset is now open to the public.

17. The design has been consulted widely and has been presented to the board of HLC, Hobsonville Point Residents Society, Auckland Council Parks Department and to the Upper Harbour Local Board via workshops.

18. The total budget spent on the project is approximately $488,000, plus fees. The cost of the park development is to be offset against development contributions as per the IFA. HLC will maintain the Catalina Water Play Park for the first five years, in accordance with the IFA. The water play features have already been handed over to council for health and safety reasons.

East and west Sunderland bridges

19. The east and west Sunderland bridges (refer Attachment D) are two pedestrian bridges and are part of the coastal walkway. The subdivision for vesting of the land has already been completed and is within council ownership. Parks practical completion for the bridges has been finalised and they are open for use.

20. The design has been consulted widely and has been presented to the board of HLC, Hobsonville Point Residents Society, Auckland Council Parks Department and to the Upper Harbour Local Board via workshops.

21. The total budget spent on the project is approximately $1.1 million, plus fees. The cost of the park development is to be offset against development contributions as per the IFA. HLC will maintain the bridges for the first five years, in accordance with the IFA.

Chichester Cottage Park

22. The Chichester Cottage Park (refer Attachment E) contains the Chichester Cottage, ownership of which has been transferred to the Hobsonville Point Residents Society. As part of the resource consent, concept plans included in-ground trampolines, a petanque court, balance beams, seating and a compacted lime patio area. The subdivision for vesting of the land underlying the park has been completed and the land has already been vested in council ownership. The Hobsonville Point Residents’ Society requested to have the in-ground trampolines removed but all other items remain.

23. The Chichester Cottage Park development has been completed and practical completion has been finalised.

24. The total budget spent on the project was approximately $488,000, plus fees. The park development is to be offset against development contributions as per the IFA. HLC will maintain the Chichester Reserve for the first five years, in accordance with the IFA.

Harrier Point Park and Boundary Road Park

25. The Harrier Point Park (refer Attachments F to H) is completed and has a single bucket swing, barbeque, single flying fox, seating, and exercise equipment. It is proposed to install a Corten steel ‘Shag’ artwork that incorporates a slide. The ‘Shag’ artwork is currently under construction off-site.

26. The Boundary Road Park developments include habitat markers and landscaping. The subdivision for vesting of the land underlying the park is currently being processed and the land is still within the ownership of HLC. Once the land is vested in council, HLC would then hand ownership of the structures to council.

27. The designs have been consulted widely and have been presented to the board of HLC, Hobsonville Point Residents Society, Auckland Council Parks Department and to the Upper Harbour Local Board via workshops.

28. The total budget spent on these projects is approximately $1.1 million, plus fees. The park developments are to be offset against development contributions as per the IFA. HLC will maintain the parks for the first five years, in accordance with the IFA.

Rifle Range Park

29. The Rifle Range Park (refer Attachment I) has been designed as a community facility that has play pods, lawns, a toilet block, table tennis tables, a lounge, performance stage, storage and a drinking fountain.

30. HLC completed the Rifle Range Park development in March 2017 and a formal opening was held. The subdivision for vesting of the land underlying the park has been approved but the land has not yet vested in council. Once the land is vested in council, HLC will hand ownership of the structures to council.

31. The total budget spent on the project is $1.13 million, plus fees. The park development is to be offset against development contributions as per the IFA. HLC will maintain the Rifle Range Park for the first five years, in accordance with the IFA. The toilet block will be handed over to council immediately.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views

32. The local board has decision-making responsibility for the development of local parks within the Upper Harbour Local Board area. The local board’s views and approval are sought on the proposed development of local parks within Hobsonville Point in order to agree on the council’s minimum standard for each reserve on a case-by-case basis.

Tauākī whakaaweawe Māori

Māori impact statement

Approach to iwi consultation for the coastal walkway and associated parks

33. No direct impacts on Māori have been identified arising from these developments.

34. HLC (2017) Limited is a wholly owned subsidiary of Housing New Zealand Corporation (HNZC). As such they are a Crown-owned entity and their relationship with mana whenua is guided by the relationship of the Crown with local iwi.

35. In July 2011, Hobsonville Land Company entered into a Memorandum of Understanding (MOU) with HNZC, HLC, Ngāti Whātua o Kaipara and Te Kawerau a Maki. At this time, neither iwi had settled its Treaty of Waitangi claim with the Crown, but it was acknowledged that both iwi had specific historical and cultural associations with the land at Hobsonville Point.

36. One purpose of the MOU was to ensure that HLC could engage and reflect mana whenua’s spiritual, cultural and historical significance/relationship with the Hobsonville area in the Hobsonville Point development while the Treaty of Waitangi settlement process was underway. This undertaking went beyond the statutory consultation requirements in the Resource Management Act 1991.

37. Since the signing of the MOU, both iwi have been represented on HLC’s Placemaking Advisory Committee, which has held formal governance level relationship meetings at regular intervals.

38. The Placemaking Advisory Committee has been kept up to date with the plans for the various Hobsonville Point reserves and the coastal walkway.

39. The governance level meetings discuss a number of matters, one key item being how HLC would best work with iwi on the design of the coastal walkway. It was decided that HLC would involve both iwi in the early concept design for the coastal walkway to ensure that iwi aspirations helped shape the overall project.

40. HLC held several design workshops with design representatives from both iwi, as well as participation by council staff. The outcome was that mana whenua helped shape the design approach taken to the project by HLC’s designers, Nelson Byrd Woltz and Isthmus. Both iwi were involved but agreed that Bernard Makoare from Ngāti Whātua o Kaipara would lead this work. Mr Makoare worked closely with the Isthmus team and from this work, the following guiding documents were developed:

· a document on Hobsonville outlining key concepts and approaches relevant to the project

· Mata and Whakarare Hobsonville – to develop specific design elements

· Nga Tae colours and textures for the Hobsonville project.

41. Both Te Kawerau a Maki and Ngāti Whātua o Kaipara are pleased with the outcomes reflected in the final design.

Ngā ritenga ā-pūtea

Financial implications

42. The Upper Harbour Local Board has decision-making responsibility for the development and management of park assets once the asset becomes vested to council. Estimated maintenance costs for all items are provided in the following paragraphs.

Wharf Outlook Reserve

43. Annual operational costs of maintaining Wharf Outlook Reserve have been estimated by Community Facilities to be within the range of $4983 and $14,228, with a median consequential opex cost of $6271 per annum subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Practical completion is expected to be in the 2018/2019 financial year. Council will be expected to commence maintenance of the asset in the financial year 2023/2024.

Catalina Water Play Park

44. Annual operational costs of maintaining the Catalina Water Play Park have been estimated by Community Facilities to be within the range of $5998 and $20,925, with a median consequential opex cost of $8399 per annum subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Council will be expected to commence maintenance of the park in the financial year 2022/2023.

East and west Sunderland bridges

45. Annual operational costs of maintaining the east and west Sunderland bridges have been estimated by Community Facilities to be within the range of $507 and $8447, with a median consequential opex cost of $1226 subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Council will be expected to commence maintenance of the assets in the financial year 2022/2023.

Chichester Cottage Reserve

46. Annual operational costs of maintaining the Chichester Cottage Reserve have been estimated by Community Facilities to be within the range of $5816 and $13,139, with a median consequential opex cost of $6636 subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Practical completion is expected to be in the 2018/2019 financial year. Council will be expected to commence maintenance of the park in the financial year 2023/2024.

Harrier Point Park and Boundary Road Park

47. Annual operational costs of maintaining the Harrier Point Park have been estimated by Community Facilities to be within the range of $11,081 and $24,552, with a median consequential opex cost of $12,936 subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Practical completion is expected to be in the 2018/2019 financial year. Council will be expected to commence maintenance of the park in the financial year 2023/2024.

Rifle Range Park

48. Annual operational costs of maintaining the Rifle Range Park have been estimated by Community Facilities to be within the range of $7047 and $24,090, with a median consequential opex cost of $10,136 subject to detailed design. This maintenance cost is expected to commence five years following practical completion, in accordance with the IFA. Council will be expected to commence maintenance of the park in the financial year 2022/2023.

Ngā raru tūpono

Risks

49. There is a risk to public expectations if the assets are not transferred to or accepted by council. The majority of the assets are already built or are currently under construction.

50. The IFA enables both HLC and Auckland Council to enter into good-faith negotiations to agree standards and final detailed design for the assets to be provided as parks infrastructure. The wording of the IFA enables HLC to develop higher quality reserves, with a standard higher than what may normally be provided by council-delivered projects. This has been mitigated by the requirement of HLC to maintain these assets for five years, to accommodate planning for the allocation of consequential operating expenses budgets by council.

Ngā koringa ā-muri

Next steps

51. Consequential operating expenses resulting from acceptance of the above assets will need to be allocated from the asset-based services budget during the long-term plan and annual plan processes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Wharf outlook concept site plan	109
b ⇩	Wharf outlook structure plan	111
c ⇩	Catalina Water Play Park design	113
d ⇩	East and west Sunderland bridges specifications	119
e ⇩	Chichester Cottage Reserve landscape works	125
f ⇩	Harrier Point playground	133
g ⇩	Harrier Point planting plan	135
h ⇩	Harrier Point shag sculpture	137
i ⇩	Rifle Range Park landscape works	145

Ngā kaihaina

Signatories

Author

Maylene Barrett - Senior Parks Planner

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Upper Harbour Local Board

21 February 2019

Upper Harbour Grant Programme 2018/2019: Change of decision date

File No.: CP2019/00369

Te take mō te pūrongo

Purpose of the report

1. To request a change to the decision dates for round two of the local and multi-board grants in the 2018/2019 Upper Harbour Grant Programme.

Whakarāpopototanga matua

Executive summary

2. The 2018/2019 Upper Harbour Grant Programme has set the decision date of 18 April 2019 for three 2018/2019 grant rounds in round two, comprising:

· quick response grant

· local grant

· multi-board grant.

3. It is proposed to move the decision date of the local grant and multi-board grant rounds to allow staff and the local board adequate time to fully consider all applications and any budget implications. The following dates for the local and multi-board decision dates are proposed:

Rounds	Opens	Closes	Decisions made	Projects to occur after
Local grant round two 2018/2019	31 January 2019	22 March 2019	16 May 2019	1 June 2019
Multi-board grant round two 2018/2019	21 January 2019	22 March 2019	16 May 2019	1 June 2019

4. There would be no change for the quick response round decision date which would remain at 18 April 2019.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) amend the ‘decision date’ and ‘projects to occur date’ on the 2018/2019 round two local grant and multi-board grant, as outlined in the following table:

Rounds	Opens	Closes	Decisions made	Projects to occur after
Local grant round two	31-Jan-19	22-Mar-19	16-May-19	01-June-19
Multi-board grant round two	21-Jan-19	22-Mar-19	16-May-19	01-June-19

Horopaki

Context

5. The Community Grants Coordinator contacted Local Board Services staff by email on 22 January 2019 highlighting a conflict for two dates for round two of the Upper Harbour Local Grant, Multi-board Grant, and Quick Response Grant. It was suggested that the following changes be made:

Round	Decisions made	Projects to occur after
Local Grant Round 2	Original date 18 April 2019	Original date 1 May 2019
Local Grant Round 2	Change to 16 May 2019	Change to 1 June 2019
Multi-board Grant Round 2	Original date18 April 2019	Original date 1 May 2019
Multi-board Grant Round 2	Change to 16 May 2019	Change to 1 June 2019

6. Local board members were contacted by email to gauge support for a potential change to the above dates. Three responses were received in support of the change and no objections were received from the remainder of the board.

7. The public were then informed of the revised decision date to these grants via the Upper Harbour Local Board’s Facebook page on Wednesday 30 January 2019. An email communication was also sent to all past applicant recipients on the same date to inform them of the change. The information on council’s website has also been updated.

.Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Erin Shin - Community Grants Coordinator

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Eric Perry - Relationship Manager

Upper Harbour Local Board

21 February 2019

Auckland Council's Quarterly Performance Report: Upper Harbour Local Board for quarter two - 1 October to 31 December 2019

File No.: CP2019/00764

Te take mō te pūrongo

Purpose of the report

1. To provide the Upper Harbour Local Board with an integrated quarterly performance report for quarter two, 1 October to 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 Upper Harbour 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 Upper Harbour Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Children and young people, youth engagement and capacity building (sharepoint 694)

o Staff supported the Albany Youth Caucus – Hearing Everyday Youth (HEY) to deliver two events at Rangitoto and Albany Senior High schools. An online survey was also undertaken reaching 300 students. This will be used to help inform the proposed 2019/2020 work programme.

· Albany Stadium Pool: Operations (sharepoint 560)

o The centre experienced a 52 per cent increase in active visits compared to the same period in 2017. Membership has also increased by 16 per cent. A customer retention plan is in place to encourage members to stay active.

· Provision of library services (sharepoint 1180).

o An 8 per cent increase in visits and issues has been recorded compared to the same period last year.

· Pop-up Business School (sharepoint 531)

o Planning for this event has continued with delivery to take place at the AUT Millennium Centre between 18 – 29 March 2019.

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 (refer Attachment B). There are some points for the local board to note.

7. Overall, the net operational financial performance of the board is tracking below the revised year-to-date budget (82 per cent). Revenue is ahead of budget for the year-to-date and relates to the Albany Stadium Pool and Albany Community Hub.

8. From the local boards’ locally driven initiatives (LDI) funding, the majority of projects are underway and on track to be completed during the year. Capital projects underway include Sunderland Lounge renewals, sports park development at Scott Point, sports field renewals at Rosedale Park, and various other small parks asset renewals.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

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

b) delete the proposed greenways plan Mallard Place to Calypso Way works (Sharepoint 2717) from the 2018/2019 work programme and reconsider this project as part of the current Greenways Plan refresh (Sharepoint 429) project.

Horopaki

Context

9. The Upper Harbour 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

· Local Economic Development.

10. Work programmes are produced annually to meet the Upper Harbour Local Board outcomes identified in the three-year Upper Harbour Local Board Plan. The local board plan outcomes are:

· Empowered, engaged and connected Upper Harbour communities

· Efficient and effective transport links

· Healthy and active communities

· A thriving local economy

· Our environment is valued, protected and enhanced.

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 RAG (red, amber, green and grey) statuses which measure the performance of the activity (amber and red show issues and risks); and activity status which shows the stage of 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), activities that have significant issues (red), and activities that have been cancelled/deferred/merged (grey).

Graph 2: Upper Harbour Work Programme by RAG status

14. The following graph 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

Key highlights for quarter two are:

15. Arts, Community and Events

· Movies in Parks (sharepoint 184)

o Planning for movies in parks is on track, with pre-entertainment booked and event permits issued. Public screening licences for ‘Ant-man and the Wasp’ and ‘Jumanji: Welcome to the Jungle’ have been approved. Event specific marketing commences three weeks prior to each event.

· Hobsonville Headquarters interim council management (sharepoint 1529)

o Activation of the space has continued successfully over the quarter with a number of events being held. Stronger relationships with local stakeholders continue to be developed. Prior to Christmas, the building’s waste-water pipe was damaged, and the building has had to be closed until repairs are complete. Facility users have been supported to find alternative venues.

· Meadowood Community House (sharepoint 196)

o Highlights from this quarter include hosting their first repair café with 42 members of the community bringing in items for repair. The Armenian Alphabet Stone was also unveiled.

· Placemaking fund, Greenhithe Community Trust (sharepoint 689)

o An operations manager has been employed by the organisation to support its team of part-time community facilitators and volunteers as the trust’s activities increase. The trust is also exploring the delivery of a youth employment project.

· Placemaking fund, Hobsonville Community Trust (sharepoint 691)

o The trust is identifying additional activities to support the needs of its growing population, including support for youth.

· Children and young people, youth engagement and capacity building (sharepoint 694)

16. Parks, Sports and Recreation

· Greenways Plan Service Assessment (sharepoint 429)

o All existing greenways maps have been updated to include all the recently completed, planned and proposed greenway projects. Stakeholder engagement is expected to start early in 2019.

· Albany Stadium Pool: Operations (sharepoint 560)

17. Libraries and information

· Provision of library services (sharepoint 1180).

o An 8 per cent increase in visits and issues has been recorded compared to the same period last year.

· Support customer and community connection (sharepoint 1183)

o The Albany War Memorial Library was opened during October heritage week and attracted people of all ages.

18. Community Facilities

· Full Facilities maintenance contracts (sharepoint 809)

o The second quarter of the year ran smoothly from a maintenance perspective, although the wet weather in December increased grass growth significantly. Additional work has been undertaken at Limeburners Bay Reserve; this work was funded by the developer as the reserve was in poor condition when handed over to council. The planned shutdown of the Albany Stadium Pool to carry out essential maintenance ran smoothly, and the complex is now open.

· Kell Park: Develop car park (sharepoint 3160)

o A design and build tender has been completed and a contract awarded.

19. Community Leases

· Picasso Reserve, Waitakere City Racquets Sports Trust (sharepoint 2606)

o Further discussions continue with the Waitākere City Racquets Sports Trust with respect to the site footprint and public access to the courts.

· 321 Library Lane, King George V Coronation Hall (sharepoint 2607)

o Further discussions continue with the current lessees with respect to the car park. The lease continues to hold over on the same terms and conditions.

20. Infrastructure and Environmental Services

· Small Building Sites Ambassador Programme (sharepoint 362)

o The preparatory work for the project’s implementation has continued. Site visits are due to commence in February 2019

21. Local Economic Development

· Pop-up Business School (sharepoint 531)

o Planning for this event has continued with delivery to take place at the AUT Millennium Centre between 18 – 29 March 2019.

Activities with significant issues

22. There are no red RAG status activities for quarter two.

Activities on hold

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

· Placemaking: Albany CoCo Inc annual work schedule (sharepoint 688). The Albany Coco Incorporated has wound up. It has pre-paid venue hire and tutor fees for some activities to continue. A programme of activation is underway to ensure that the hub remains relevant to and is used by the community. Further material will be brought to the board in quarter three to develop a more durable programme.

· Transition Albany Community Hub from council to community-led management (sharepoint 1530). This project has been deferred as the board has decided to delay the transition of the Albany Community Hub to community management.

· Alexander underpass – improvement contribution (sharepoint 1673). This project is on hold until further investigation by the investigation and design team has been undertaken. This work is currently being scoped.

· Hobsonville Headquarters: Redevelopment, exterior landscaping and car park construction (sharepoint 1677). Car park ground remediation scope has been added to the contract. Planting has been delayed due to the dry planting conditions. Some minor items still require attention. The car park will only be operational once the surrounding connecting roads are completed.

· Hooton Reserve: Improvements (sharepoint 2116). This project is on hold until works being undertaken on site by third parties are complete.

· Upper Harbour: Implement actions from the Greenways Plan (sharepoint 2717). The 2018/2019 work programme contains $40,000 to implement part of the current Greenways Plan. The currently identified project of Mallard Place to Calypso Way is recommended for deletion from this year’s work programme. This link is not an identified priority project in the current Greenways Plan. As part of the 2018/2019 work programme, the local board is also refreshing the Greenways Plan. The resulting refreshed Greenways Plan will reflect changed priorities and new opportunities that have arisen since the original Greenways Plan was prepared. The local board workshopped the proposed process to refresh the Greenways Plan in December 2018. At this workshop, advice was provided that it may be better to delete the Mallard Place to Calypso Way project from this year’s work programme and then reconsider the project as part of the greenways refresh. This would return $40,000 to the board’s LDI capital budget which could either be re-allocated to higher priority projects or held until the Greenways Plan was refreshed.

· Hosking Reserve: Demolish lower chicken shed (sharepoint 3001). A section within the remediation area was too wet to complete works. This will mean delays until next summer to wait for the site to dry out.

· Gills Reserve: Install concrete walkway (sharepoint 3002). This project is dependent on an Auckland Transport (AT) project and cannot be completed in isolation from that larger project. The issue is being followed up with AT.

· Sustainable Schools Project: Our local streams (sharepoint 362). Procurement has taken longer than expected, which has delayed this project. The project will be delivered in quarters three and four by The Whitebait Connection.

· Industry Pollution Prevention Programme (sharepoint 386). This project has experienced delays due to contractor availability. The contractor has rescheduled to begin delivery in quarter three.

· Rosedale Park, North Harbour Softball Association Incorporated (sharepoint 2837). The association is revisiting its plans and the new licence proposal is on hold.

Changes to the local board work programme

Deferred activities

24. As advised to the local board in August 2018, the PC14 Waiarohia Ponds, Hobsonville Corridor, has been deferred to the 2020/2021 financial year in order to better align with the offset programme funding.

Cancelled activities

25. There are no cancelled activities.

Activities merged with other activities for delivery

26. There are no activities merged with other activities for efficient delivery.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. When developing the work programmes, council group impacts and views are presented to local boards. The proposed decision to delete the Mallard Place to Calypso Way greenways project from this year’s work programme has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice

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

Local impacts and local board views

28. This report informs the Upper Harbour Local Board of the performance for the quarter ending 31 December 2018.

Tauākī whakaaweawe Māori

Māori impact statement

29. Legacy Auckland Regional Services Trust (ARST) contestable funding: Upper Harbour allocation (sharepoint 1718). The local board allocated the balance of its ARST funding to the Manuhiri Kaitiaki Charitable Trust (MKCT). MKCT will be developing one or more pieces of public art for installation in the Albany area. This agreement will further the relationship agreement signed between the local board and Ngati Manuhiri in 2017.

Ngā ritenga ā-pūtea

Financial implications

30. This report is primarily for information only and therefore there are minimal financial implications associated with this report. The exception to this is the recommendation to delete the Mallard Place to Calypso Way greenways project from the 2018/2019 work programme. This will increase the unallocated LDI capital budget by $40,000.

Financial Performance

31. Operating expenditure relating to asset based services (ABS) is tracking below budget by $459,000 for the year-to-date, while the LDI operational projects are currently $157,000 below budget. This is due to a variety of projects yet to draw down on financial allocations.

32. Capital spend of $1.5 million represents investments in the renewal at Sunderland Lounge, the sports park development at Scott Point, sports field renewals at Rosedale Park, and various other small parks asset renewals. The local board has also seen progress on a number of projects from their discretionary LDI capital fund.

33. The complete Upper Harbour Local Board financial performance report can be found in Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. 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.

35. 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

36. The local board will receive the next performance update following the end of quarter three in March 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board work programme update for quarter two	181
b ⇩	Upper Harbour Local Board financial performance report for quarter two	211

Ngā kaihaina

Signatories

Author	Andy Roche - Local Board Advisor
Authoriser	Eric Perry - Relationship Manager

Upper Harbour Local Board

21 February 2019

Road name approval: new road in the subdivision at 5 and 5A Scott Road, Hobsonville

File No.: CP2018/25298

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board to name a new private road created by way of subdivision at 5 and 5A Scott Road, Hobsonville.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region.

3. The applicant, The Neil Group Limited, has submitted the following names for the private road created by way of subdivision at 5 and 5A Scott Road, Hobsonville:

· Willowherb Lane (preferred)

· Kiln Lane

· Potters Lane.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve a name for the new private road constructed within the subdivision being undertaken by The Neil Group Limited at 5 and 5A Scott Road, Hobsonville.

Horopaki

Context

4. Resource consent has been obtained for a 25-lot residential subdivision at 5 and 5A Scott Road, Hobsonville (references BUN60312898 and SUB60312911).

5. In accordance with the national standard, the private road requires a name as it serves more than five lots.

6. A locality plan and scheme plan of the subdivision are included in Attachments A and B.

Tātaritanga me ngā tohutohu

Analysis and advice

7. Auckland Council’s road naming criteria typically require that road names reflect:

· a historical or ancestral linkage to an area

· a particular landscape, environment or biodiversity theme or feature, or

· an existing (or introduced) thematic identity in the area

· the use of Māori names is actively encouraged.

8. In the 1860s, several pottery companies were set up in Limeburners Bay using the clay from the area until the deposits ran out in the 1930s. One of these was Joshua Carder who set up Carder Bros Pottery, hence the name of the adjacent road ‘Joshua Carder Road’, which this lane runs off.

9. The applicant has proposed the road names listed in the table below in order of preference:

Proposed new name	Meaning	Criteria
Willowherb Lane (preferred)	A local plant ‘epilobium hirtigerum’ commonly known as ‘hairy willow herb’ which is an endangered species in the area	Meets criteria – local significance and unique
Potters Lane	Relates to the pottery industry that was previously in the area	Meets criteria – local significance and unique
Kiln Lane	Relates to the pottery industry that was previously in the area.	Meets criteria – local significance and unique

10. Land Information New Zealand (LINZ) has confirmed the proposed and alternative names are acceptable and no duplicates exist within the region.

11. All iwi in the Auckland area were written to and invited to comment and the following responses were received:

· Ngati Whatua Ōrākei deferred comment to local iwi

· Ngāti Whātua o Kaipara supported the proposed names

· no other replies were received.

12. The proposed new names are deemed to meet the council’s road naming guidelines.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. The proposed decision has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the advice contained within this report.

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

Local impacts and local board views

14. The decision sought via this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Tauākī whakaaweawe Māori

Māori impact statement

15. The applicant has corresponded with local iwi and no objections were received.

Ngā ritenga ā-pūtea

Financial implications

16. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road name.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key part of the process.

Ngā koringa ā-muri

Next steps

18. Approved road names are notified to LINZ, which records them on their New Zealand-wide land information database. This includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Location map for subdivision at 5 and 5A Scott Road, Hobsonville	219
b ⇩	Scheme plan for 5 and 5A Scott Road, Hobsonville	221