Agenda of Environment and Community Committee

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.

3 Confirmation of Minutes

That the Environment and Community Committee:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 11 June 2019, including the confidential section, as a true and correct record.

4 Petitions

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

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to the Governance Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

5.1 Public Input: John Walker Find Your Field of Dreams Foundation - Rick Pickard

Te take mō te pūrongo

Purpose of the report

1. Rick Pickard, General Manager John Walker Find Your Field of Dreams Foundation will provide an update on the foundation.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) thank Rick Pickard, General Manager John Walker Find Your Field of Dreams Foundation for his presentation and attendance.

5.2 Public Input: Provision of land for new civic open space - Takapuna - Jeff Stack

Te take mō te pūrongo

Purpose of the report

1. Jeff Stack will be in attendance to address the committee on the future vision the Council has for the Takapuna.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the presentation from Jeff Stack and thank him for attendance.

5.3 Public Input: Provision of land for new civic open space - Takapuna: Heart of Takapuna Inc - Ruth Jackson

Te take mō te pūrongo

Purpose of the report

1. Ruth Jackson from Heart of Takapuna Inc will address the committee regarding report on provision of land for new civic open space- Takapuna.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive presentation from Ruth, Heart of Takapuna Inc and thank her for attendance

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

6.1 Local Board Input: Māngere-Ōtāhuhu Local Board - Increasing Aucklanders Participation in Sport:Investment Plan 2019-2039

Te take mō te pūrongo

Purpose of the report

1. To provide feedback to the committee regarding Increasing Aucklanders Participation in Sport: Investment Plan2019-2039

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) thank the Māngere-Ōtāhuhu Local Board Local Board for their presentation and attendance regarding Increasing Aucklanders Participation in Sport: Investment Plan 2019-2039

6.2 Local Board Input: Manurewa Local Board - Redevelopment of War Memorial Park, Manurewa indicative business case.

Te take mō te pūrongo

Purpose of the report

1. Angela Dalton, Chair Manurewa Local Board and Joseph Allan, Local Board Member wish to address the committee on the redevelopment of War Memorial Park, Manurewa indicative business case [Refer to Item 12 – Redevelopment of War Memorial Park, Manurewa indicative business case of the agenda.]

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the presentation regarding the redevelopment of War Memorial Park, Manurewa indicative business case and thank Angela Dalton, Chair Manurewa Local Board and Allan Joseph, Manurewa Local Board member for their attendance.

6.3 Local Board input: Albert-Eden Local Board - Redevelopment of Chamberlain Park

Te take mō te pūrongo

Purpose of the report

1. Peter Haynes, Chair Albert-Eden Local Board will address the committee regarding the report on the redevelopment of Chamberlain Park. [Refer to Item 11– Indicative business case: Redevelopment of Chamberlain Park of the agenda.]

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) thank Peter Haynes, Chair Albert-Eden Local Board for his presentation and attendance.

6.4 Local Board input: Upper Harbour Local board - One Local Initiative

Te take mō te pūrongo

Purpose of the report

1. Margaret Miles, Chair Upper Harbour Local Board and Lisa Whyte Deputy Chair Upper Harbour Local Board will address the committee regarding the Upper Harbour Local Boards One Local Initiative.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the presentation from Margaret Miles, Chair Upper Harbour Local Board and Lisa Whyte Deputy Chair Upper Harbour Local Board regarding the board’s One Local Initiative and thank them for their attendance.

6.5 Local Board Input: Franklin Local Board - Proposed Hunua Trail

Te take mō te pūrongo

Purpose of the report

1. Angela Fuljames, Chair Franklin Local will address the board regarding the proposed Hunua trail.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the presentation from Angela Fuljames, Chair Franklin Local Board regarding the proposed Hunua trail and thank her for attendance.

6.6 Local Board Input: Devonport - Takapuna Local Board - Provision of land for new civic open space - Takapuna

Te take mō te pūrongo

Purpose of the report

1. George Wood, chair Devonport-Takapuna Local Board wishes to address the committee on the provision of land for new civic open space [Refer Item 14 – Provision of land for new civic open space - Takapuna of the agenda].

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the presentation regarding the provision of land for new civic open space and thank George Wood, chair Devonport-Takapuna Local Board for his attendance.

7 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Environment and Community Committee

10 July 2019

Adoption of Sport Investment Plan

File No.: CP2019/08134

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the 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. Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 will:

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

· deliver a broad range of sport 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, sport programmes, services and facilities to maximise participation.

4. Public consultation feedback on the draft plan was strongly positive. Nineteen local boards formally endorsed the plan, one local board endorsed the key components of the plan and one local board carried the agenda without feedback.

5. The main concerns were about the implementation process, rather than the content of the plan. Some respondents sought clarification of key definitions.

6. Staff recommend adopting the final plan (Attachment A), which has incorporated the following small changes:

· further clarification of key definitions

· removal of explanatory notes and fictional scenarios that were added in the draft plan to assist public consultation - the final plan will focus solely on setting the broad direction and the framework for future council sport investment

· minor editing and design changes to ensure clarity and logical flow of the document.

7. A dedicated internal project team will be set up to clarify implementation issues and assist adoption across the council. Because council invests in a wide range of sport projects through grants, community leases, loans and partnerships, a flexible approach is needed to reflect the scale, complexity and risk of different investments. The project team will provide this flexibility.

8. The next step is to embed high-level plan objectives and principles in all new projects from August 2019. Full implementation of the plan will be staged over the next three to five years, depending on the scale and nature of the changes.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) adopt the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 as set out in Attachment A to this report.\

b) delegate authority through the Chief Executive to the General Manager, Social and Community Policy to make minor changes and amendments to the text and design of the document titled Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 that are required before public release.

c) agree that staff develop and release a public feedback document based on Attachment B of the agenda report which provides the consultation feedback summary and analysis.

Horopaki

Context

The plan sets out a new sport investment approach that better responds to the growing and changing needs of Aucklanders

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

10. 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.

11. The plan will:

· target communities of greatest need and address disparities

· deliver a broad range of sport 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, sport programmes, services and facilities.

The development of the plan followed a robust process

12. The final plan (Attachment A) is a result of consolidated efforts across the council, research, consultation feedback and Governing Body decisions.

13. The development of the draft plan started in 2016. The council undertook public consultation on a discussion document to ask Aucklanders what they would like to see in the sport investment plan. The draft plan was developed based on the feedback and several Governing Body reports [CP2016/12613, CP2017/00192, CP2017/03041, CP 2017/12378].

14. In December 2018 the Environment and Community Committee endorsed the draft plan for public consultation [ENV/2018/172]. Over 1200 online responses were received between February and April 2019. In addition, qualitative feedback was collected via emails and from a series of focus workshops with community groups, sport players, sport organisations, advisory panels and investors across Auckland. Formal feedback from local boards was sought separately through business meetings. The consultation feedback summary and analysis are outlined in Attachment B.

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to strategic outcomes

15. The 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.’

16. Sport is one of the key areas Auckland Council invests in to deliver 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.’

The plan puts people at the heart of investment

17. The draft plan sets out a people-centric approach to increase sport participation. Future sport investment will focus on meeting the needs of three target groups:

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.

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

19. 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 location.

· Outcome-focused (30 per cent of assessment): There needs to be a clear ‘line of sight’ between each investment and the outcomes it delivers.

· Financial sustainability (20 per cent of assessment): Investment decisions need to be financially sustainable for council and sports organisations.

· Accountability (10 per cent of assessment): Auckland Council has responsibility to act in the best interests of Aucklanders.

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

20. The plan includes four key shifts in the way council will invest in sport in the future as illustrated in Figure 1 below.

Figure 1: Key shifts

21. To give effect to the key shifts, the plan sets out a new investment framework which includes a set of critical questions for the council to consider before investing.

22. The investment framework will ensure robust, evidence-based decision-making and ongoing monitoring of benefits for our communities.

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

24. Over time, we expect significant improvement in the quality of evidence and analysis used to inform investment decisions and improve sector capability. This will enable a continuous feedback loop (Figure 2) of refinement and improvement in the investment to deliver better outcomes for Aucklanders.

Figure 2: Continuous feedback loop to refine and improve sport investment

Public feedback on the draft plan shows strong support

25. Public consultation feedback was highly supportive of the draft plan overall. There was no clear division of views between different groups.

26. The focus on meeting community needs and equity was particularly well received. Responses to questions about specific aspects of the draft plan were also strongly affirmative of the followings:

· the key objective to increase sport participation in Auckland

· the four investment principles: equity, outcome-focused, accountability and financial sustainability

· the three targeted groups: high participation sports, emerging sports and low participation communities

· the four key shifts of future council sport investment

· the investment framework.

Table 1: Verbatim quotes from the consultation

“We support the intention of the plan… (and) the policy objectives it seeks to achieve.”

“Get on with it! Good move!”

“Good overall objectives, particularly to target communities of greatest needs (which are often the most under-served)”

Most negative feedback relates to implementation

27. The negative feedback was mainly concerned about how the plan will be applied in practice, rather than the content of the draft plan. The questions highlighted were:

· How could the plan be applied in the local context and take account of diverse community needs? How will the community be engaged during this process?

· How will the council ensure there is balanced support across the three target groups?

· What are the implications on existing support (such as loans, grants and community lease agreements) and sport facilities?

· What are the impacts for future application processes that introduce additional complexity for sport organisations, especially small clubs run by volunteers?

· Even with the additional $120 million Sport and Recreation Facilities Investment Fund, there is still insufficient funding – how will this be addressed?

Table 2: Verbatim quotes from the consultation

“We do not believe it is sufficiently clear how the high-level principles might be applied.”

“What defines communities of greatest need and how would you target these individuals to join sport?”

“Will the investment be split equally between these three target groups”

28. The following terms were commonly confused by respondents and were requested to be clarified in the final plan:

· the definitions of sport, community sport, recreation activities and sport facilities

· the meaning of participation – does it relate to quantity (counting players) or quality of participation (intensity, type, frequency of participation and its benefits)?

Staff recommend adopting the plan with minor changes

29. Staff recommend adopting the final plan (Attachment A), which has incorporated the following changes:

Table 3: Summary of changes to the final plan

Change	Description
Further clarification on key definitions	Definitions of: ‘sport’, ‘community sport’, ‘recreation activities’, ‘sport facilities’
Removal of explanatory notes and fictional scenarios	Fictional scenarios and explanatory notes were added in the draft plan to help people during the consultation process to understand how the plan could be applied in practice. As the council transitions to implementation of the plan, the scenarios and explanatory notes will be removed so the plan can focus solely on setting the broad direction and framework for future sport investment.
Minor editing and design changes	Minor editing and design changes have been made to ensure clarity and logical flow of the final plan.

30. Further details of each change are provided in Section 5 of Attachment B.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

32. Parks, Sport and Recreation staff have been engaged throughout the development of the plan. Their feedback has helped shape the key components of the plan such as the investment framework.

33. During the recent public consultation, Parks, Sport and Recreation staff have facilitated engagement with the sport sector through Aktive and have attended many community workshops. As a result, staff have a good understanding of the consultation feedback and the potential implementation issues faced by sport organisations and community groups.

34. A dedicated project team will be set up to implement the plan, consisting of staff from Community and Social Policy, Community Services and Community Facilities. The team will provide operational details, develop guidelines and respond to queries about the plan.

35. The council invests in a wide range of sport projects through grants, community leases, loans and partnerships. A flexible approach is needed to reflect the scale, complexity and risk of different investments. The project team will provide this flexibility.

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

Local impacts and local board views

36. Local boards had opportunities to provide feedback at different stages of the plan development. They firstly commented on the discussion document in 2016, then in early 2018 on the key components of the draft plan, and finally in 2019 on the draft plan.

37. Feedback received during the latest engagement was generally supportive of the draft plan. Nineteen local boards formally endorsed the plan, one local board endorsed the key components of the plan and one local board carried the agenda without feedback.

38. Concerns raised were mainly about implementation. Challenges relating to population growth, land supply and budgetary constraints were highlighted. Local boards were particularly interested in how the plan will be implemented to address challenges specific to their areas and populace. Many also provided practical solutions to combat the challenges.

39. Section 4.1 of Attachment B provides local board feedback summary and analysis. Attachment C provides full local board resolutions.

Tauākī whakaaweawe Māori

Māori impact statement

40. 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’

41. According to Sport New Zealand data, weekly sport and recreation participation of Māori in Auckland (73.7 per cent) is lower than European (83.0 per cent) and Pasifika (74.0 per cent), but higher than Asian (67.1 per cent).

42. Research shows pockets of sedentary Māori who do not have adequate opportunities to participate in sport. It also shows Māori have different preferences for sport and recreational activities compared to other ethnic groups.

Consultation feedback requests further details on how Te Ao Māori principles will be applied in practice

43. During the public consultation, letters were sent to 19 iwi in Auckland to invite their feedback on the draft plan. One iwi responded and staff engaged with them separately to gather their feedback.

44. Further feedback was gathered from a written submission from a Māori health organisation and separate meetings with Aktive Māori Advisory Group and nine Māori sport organisations and wellbeing groups.

45. The feedback welcomed the inclusion of Te Ao Māori principles but commented that the draft plan is very light in implementation details. Practical ways to incorporate the principles suggested including:

· quality engagement with Māori from the beginning to determine solutions that work for Māori

· inclusion of Māori representatives in key decision-making

· collaboration and partnerships with Māori in supporting traditional Māori sport and te reo Māori activities in Māori settings

· inclusion of meaningful targets and key performance indicators for Māori.

46. Clarifying operational details of Te Ao Māori principles will be a key focus for the implementation project team. The team will seek further engagement with Māori representatives to incorporate their suggestions above.

Ngā ritenga ā-pūtea

Financial implications

47. Once adopted, the plan will guide all council investment in sport. The implementation cost, including staff cost for the project team will be met within current baselines.

48. An immediate focus of implementation 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.

49. During the public consultation, local boards and the sport sector expressed concern that even with the additional $120 million, there is insufficient money across Auckland to fund all projects.

50. Staff consider the investment framework set up in the plan will prioritise future investment in areas where the council can add the most value and deliver the greatest benefits for Auckland. There is also likely to be efficiency gains through rigorous assessment and monitoring to free up more funding for investment.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 4: Risk and mitigation

Type

Risk

Mitigation

Reputational

Sport codes, existing grant recipients and community leaseholders might worry the plan will change arrangements already in place, or ongoing council investment.

Clear communication with key stakeholders, funding recipients and community leaseholders advising that the plan will only guide decisions on future investment, unless a current project is already scheduled for review.

Implementation

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.

A dedicated internal project team will provide implementation details and ensure the transition is as smooth as possible. Changes will be phased in over the next three to five years.

52. As part of the implementation process, a full risk assessment will be undertaken for individual changes and will be discussed with relevant council departments, key stakeholders and local boards.

Ngā koringa ā-muri

Next steps

53. Staff will release the final plan (Attachment A) in August 2019 including a public feedback document (based on Attachment B which provides the consultation feedback summary and analysis). Figure 3 below shows the next steps for implementing the plan.

Figure 3: Next steps

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Increasing Aucklanders' Participation in Sport (Under Separate Cover)
b ⇨	Public consultation summary and analysis (Under Separate Cover)
c ⇨	Local board resolutions (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Ruth Woodward - Manager Parks & Recreation Policy

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Destination indoor court facility Upper Harbour - indicative business case

File No.: CP2019/11587

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the findings of an indicative business case and the development of a detailed business case for an indoor court facility in Upper Harbour.

Whakarāpopototanga matua

Executive summary

2. Development of a destination multisport indoor court facility was selected by the Upper Harbour Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of $25.6 million was earmarked for a four-court facility, following indicative and detailed business case processes.

3. Staff have developed an indicative business case to inform decision-making. Preparation of the business case entailed an investigation of community need, an assessment of strategic alignment and an economic analysis.

4. The needs assessment found low projected population growth in the North-West in the short to medium-term. The Massey Leisure Centre also serves around 56 per cent of the current population in the area.

5. There is a weak case for change to invest in the development of a four-court indoor facility as proposed by the Upper Harbour Local Board for their One Local Initiative. The needs assessment does not demonstrate a current community need. It does have strategic alignment to council objectives and would deliver community benefits above the capital and operational costs.

6. Three options were assessed:

· Option one: Local two full-sized indoor court facility in Massey/Upper Harbour part of the North-West by 2036 (status quo)

· Option two: Destination multisport four or more full-sized indoor court facility to primarily serve the Whenuapai, Hobsonville and Westgate area of the North-West (One Local Initiative)

· Option three: Local two full-sized indoor court facility situated near Whenuapai and Hobsonville in Upper Harbour from 2026 (preferred option).

7. The economic case identified that options two and three deliver community benefits above the capital and operational costs.

8. Staff recommend option three as it performed best against assessment criteria, including alignment to growth and future community need, strategic fit and value for money.

9. The Upper Harbour Local Board does not endorse the indicative business case findings. The One Local Board Initiative (option two - destination multisport four court facility) is included in the recommendations outlined in this report for consideration.

10. There is a low financial risk for both option two and three that land and construction costs will increase over time. This risk can be mitigated by detailed costings from a quantity surveyor and assessment through sensitivity analysis. All council projects are subject to financial policy decisions on cost escalation and treatment of inflation.

11. If option three (local two court facility) is approved, work on the detailed business case will commence when the population reaches 98,000, which is likely to be in 2026.

12. If the One Local Board Initiative (option two - destination multisport four court facility) is approved, work will commence on the development of a detailed business case in 2019/2020.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) agree the findings of the indicative business case for the development of a destination, multisport indoor court facility in the North-West that:

i) there is low population projected in the North-West part of Auckland in the short to medium-term

ii) the Massey Leisure Centre serves around 56 per cent of the current population in the North-West

iii) population projections indicate that there could be demand for a local two full-sized indoor court facility in the North-West from 2026

iv) the North-West is not expected to have sufficient demand for a destination four-court indoor court facility until at least 2036

v) the optimal location for a new facility to respond to the projected population growth and to fill the future gap in the network requires further investigation

vi) the provision of indoor courts aligns with Auckland Plan outcomes

vii) once the population in the North-West increases, the quantifiable benefits of providing either a two or a four-court facility exceed the capital and operational costs required to develop the facility.

b) agree that the development of a four-court indoor facility has a weak case for change and robust strategic alignment with council objectives and would deliver community benefits above the capital and operational costs.

c) EITHER:

approve the development of a detailed business case for a local two-court indoor court facility (option three) located near Whenuapai and Hobsonville, when the population reaches 98,000, which is likely to be in 2026, based on:

i) an indicative funding investment of $18.8 million from the $25.6 million earmarked as part of the Long-term Plan 2018-2028

OR:

approve the development of a detailed business case, commencing in 2019/2020 for the One Local Board Initiative which is a destination multisport four-court indoor court facility (option two) to primarily serve the Whenuapai, Hobsonville and Westgate area of the North-West to meet future population needs, based on:

ii) an indicative funding investment of $25.6 million earmarked as part of the Long-term Plan 2018-2028.

d) agree that any action to progress an indoor court facility be included in the updated Community Facility Action Plan.

Horopaki

Context

13. Development of a destination multisport indoor court facility was selected by the Upper Harbour Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

14. The local board proposed a minimum of four full-sized indoor courts to serve the Whenuapai, Hobsonville and Westgate area of the North-West. The proposed multisport facility could cater for a wider variety of sporting codes such as badminton, basketball, futsal, netball, volleyball and potentially squash, tennis and cricket.

15. No decisions have been made on the site for the proposed indoor court facility. The Upper Harbour Local Board had suggested council-owned land at 161 Brigham Creek Road as a potential site.

16. The Finance and Performance Committee approved provisional funding for One Local Initiative projects (resolution number FIN/2018/85).

17. A total of $0.10 million was allocated to the Upper Harbour Local Board for a business case. The business case is developed in two parts: indicative and detailed business cases.

18. Funding of $25.6 million was earmarked for destination indoor court facility, following indicative and detailed business cases processes.

Indicative business cases are a tool to support decision-making

19. Auckland Council uses a three-stage process to investigate large-scale capital projects and new investment in community services or facilities. This approach is based on the business case model developed by the Treasury.

20. The first phase begins with a needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stock-take (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

21. An indicative business case considers the merits of a proposed investment. It helps ensure that there is a robust case for change before resources are committed to a project.

22. The indicative business case considers strategic alignment with council objectives, including the Auckland Plan. It also includes an economic case which considers the costs and benefits of various options that may achieve council’s investment goals.

23. A detailed business case can be built upon:

· a needs assessment which demonstrates a robust case for change

· a strategic assessment which shows alignment with council objectives

· an economic case that identifies a preferred option(s) that delivers community benefits and value for money.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Staff have prepared an indicative business case for the destination multisport four court facility that follows the council’s three-stage process. The key findings are outlined below Attachment A provides a more detailed overview.

25. Table 1 below shows the study area for the needs assessment.

Table 1: Study area

Local board	Census Area Unit
Upper Harbour	Greenhithe, Unsworth Heights, North Harbour East, Herald, Hobsonville, Whenuapai, Lucken Point
Rodney	Huapai, Riverhead Urban, Kumeu East, Taupaki
Henderson-Massey	West Harbour, Westgate, Massey West, Royal Heights, Waimumu North, Waimumu South, Kingdale, Fairdene, Urlich, Starling Park

26. The North-West has a growing and changing population. Growth is expected to accelerate in the next decade, which will create demand for new sport and recreation facilities.

· The North-West has around 4.2 per cent of Auckland’s population. It is estimated to grow from 66,000 people in 2016 to 98,359 people by 2026. The population is expected to reach 120,644 by 2036.

· The population makeup is projected to have more young and Asian people. Both groups tend to play more indoor sport. There are also likely to be more Pacific and Māori people, more people reaching retirement age, and more variation in income and deprivation status.

· The current participation rates for sports played on indoor courts (for example, badminton, basketball, futsal, netball and volleyball,) range between 4-7 per cent for young people. Adult rates are 1-4 per cent.

27. The current council facility can continue to serve the North-West population in the short to medium-term.

· The Community Facility Network Plan proposes a 10-kilometre catchment for destination indoor court facilities. These facilities feature a minimum of four full-sized indoor courts.

· The existing Massey Leisure Centre serves around 56 per cent of the current population in the North-West.

· Based on population projections, the North-West is not expected to have the population to support a local two-court facility until 2026, or a four-court facility from 2036.

28. The optimal location for a new facility to respond to the projected population growth and to fill the future gap in the network requires further investigation. The site at 161 Brigham Creek Road, Whenuapai is a possible location.

29. The provision of indoor courts aligns with Auckland Plan outcomes, as outlined in Table 2 below:

Table 2: Alignment with Auckland Plan 2050

Outcome	Direction or focus area	Alignment
Outcome 1: Belonging and participating	Direction 2: improve health and wellbeing of all Aucklanders by reducing harm and disparities in opportunities	Aligns through providing sport and recreation facilities
	Focus area 2: provide accessible services and social and cultural infrastructure that are responsive in meeting peoples evolving needs	Aligns through providing a multi-purpose facility that can change in response to our changing population
	Focus area 6: focus investment to address disparities and serve communities of greatest need	Aligns through locating the facility where there is high growth, population density or high deprivation
	Focus area 7: recognise the value of arts, culture, sports and recreation to quality of life	Aligns through quantifying the benefits to the community of the facility

There is a weak case for change for the proposed facility at present

30. There is a weak case for change for the development of a four-court indoor facility as proposed by the Upper Harbour Local Board for their One Local Initiative. The needs assessment does not demonstrate a current community need.

31. The strategic assessment shows alignment with council plans, strategies and resolutions.

32. The economic case identified that options two and three outlined below deliver community benefits above the capital and operational costs.

Future provision of indoors courts align with investment objectives and would deliver community benefits

33. Future provision of a two-court or four-court indoor facility align with critical success factors and council’s investment objectives:

· Enable our communities: fulfil Auckland Plan outcomes through increased participation in indoor sports by enhancing the current network of facilities.

· Fit-for-purpose: provide greater efficiencies through investing in multi-use facilities rather that single codes. This will support our diverse communities and provide greater efficiencies.

· Reduce inequities: between communities through providing facilities where the greatest need exists. This will address disparities in sport and recreation outcomes and ensure a robust network of facilities across Auckland.

· Do more with less: provide greater value for dollar spend by leverage partnerships.

· Evidence-based: prioritise indoor court facilities that will have the greatest impact based on evidence backed investment, shifting from ad-hoc mentality.

34. Once the North-West population increases, an indoor facility will deliver positive economic returns to the community.

· The net benefit of a four-court facility is around $50 million in present day terms. The ratio of benefits to costs is around 2.7 showing that for every dollar of cost, the community gets $2.7 in benefit.

· The net benefit of a two-court facility is around $32.9 million in present day terms. The ratio of benefits to costs is around 2.8 showing that for every dollar of cost, the community gets $2.8 in benefit.

35. The primary benefits are improved physical and mental health outcomes to users. Other benefits included improved productivity, reduced unemployment and decreased crime.

36. The main costs come from the high capital costs of the facility ($14.9 million for four courts and $11.5 million for two courts).

37. Sensitivity analysis which increased capital costs by 22.5 per cent and reduced benefits by 15 per cent still showed a net benefit of at least $9.7 million.

There are three options for decision-makers to consider

38. The options considered in response to the findings include:

· Option one: Local two full-sized indoor court facility in Massey/Upper Harbour part of the North-West by 2036 (status quo)

· Option two: Destination four or more full-sized indoor court facility to primarily serve the Whenuapai, Hobsonville and Westgate area of the North-West (One Local Initiative)

· Option three: Local two full-sized indoor court facility in situated near Whenuapai and Hobsonville in Upper Harbour from 2026 (preferred option)

Option one: Local two full-sized indoor court facility in Massey/Upper Harbour part of the North-West by 2036 (status quo)

39. Option one reflects a previous decision on the North-West Community Facility Provision Investigation to have two indoor courts in the Massey/Upper Harbour part of the North-West by 2036 (resolution number ENV/2018/131).

40. The benefit of this option is that it would respond to the provision gap identified by the North-West Community Facility Provision Investigation. It would also maintain consistency in council decisions.

41. A more recent assessment, with a different catchment area, found an earlier need for a local facility.

42. There is low financial risk associated with option one due to possible increase in land and building costs in the future.

Option two: Destination multisport four or more full-sized indoor court facility to primarily serve the Whenuapai, Hobsonville and Westgate area of the North-West

43. Option two reflects the Upper Harbour Local Board’s One Local Initiative to have a destination multisport four indoor courts or more now to primarily serve the Whenuapai, Hobsonville and Westgate area of the North-West.

44. The findings from the North-West Community Facility Provision Investigation played an important role in informing the analysis for option two.

45. As the North-West investigation focused on local provision gaps, staff undertook additional regional provision analysis to draw a larger (but overlapped) study area for a destination facility for the indicative business case.

46. The indicative business case shows the North-West will not have enough population for four indoor courts until 2036.

47. The larger capital cost and ongoing operating cost associated with option two poses higher financial risk.

Option three: Local two full-sized indoor court facility in situated near Whenuapai and Hobsonville in Upper Harbour from 2026

48. Council could choose to provide a local (two courts) facility by 2026 as an alternative to the proposal of the Upper Harbour Local Board.

49. Option three would provide a quicker response to the population currently not served by the existing Massey Leisure Centre.

50. Option three would also have lower capital cost and operating costs compared to option two. It may also have a slightly lower capital cost compared to option one due to earlier construction of facility.

Staff have developed criteria to assess the three options

51. Staff developed assessment criteria to enable the comparison of the options.

· Current need: Does a demonstrable community currently exist?

· Future growth: Is the scale of the option proportionate to future population growth?

· Strategic alignment: Is this something we should be doing?

· Value for money: Do the benefits associated with an option exceed its costs?

52. These criteria are unweighted and allow for objective assessment:

53. A summary of the options against the assessment criteria is provided in Table 3 below.

Table 3: Assessment of options against criteria

	Current needs	Future growth	Strategic alignment	Value for money
Option one (status quo) *Local two courts from 2036*	✓✓	✓	✓	✓✓
Option two (One Local Initiative) *Destination four courts*	✓	✓✓	✓	✓✓✓
Option three (preferred option) *Local two courts from 2026*	✓✓✓	✓✓✓	✓✓	✓✓✓

Rating scale key

Ticks	Level to which option meets criteria
No tick	Does not meet
✓	Low
✓✓	Fair
✓✓✓	High

Staff recommend option three: A local two court facility from 2026

54. When the criteria are applied, option three (local two court facility from 2026) scores the highest. Option two (destination multisport four courts facility) has a lower score due to low population in the short to medium term.

55. Staff recommend the development of a detailed business case for a local two-court indoor facility (option three) located near Whenuapai and Hobsonville, when the population reaches 98,000. This is likely to be in 2026. Such a facility would deliver positive health and social benefits to the local community.

56. Alternatively, the council could choose to proceed to the detailed business case commencing in 2019/2020 for the One Local Initiative represented in option two (destination multisport four court facility) in anticipation of population growth in the North-West and to deliver services to the populace that is not served by the existing Massey Leisure Centre. This needs to be balanced with the risk of developing an under-utilised facility.

The implications of Rodney Local Board’s One Local Initiative

57. The Rodney Local Board proposed an indoor sport facility of two full-sized courts in Kumeu-Huapai as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

58. If the Kumeu-Huapai facility is approved, its catchment will slightly overlap with the catchment for the destination multisport four-court facility under option two.

59. The catchment for the two-court facility proposed under option three is smaller so will not be affected by the Kumeu-Huapai facility.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. Council staff will take actions based on the decision of the Environment and Community Committee.

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

Local impacts and local board views

61. The North-West has fewer indoor court facilities (both council and non-council) compared to other parts of Auckland due to lower population historically.

62. A new indoor facility will provide new sport opportunity to respond to the growing and changing population in the future.

63. The Upper Harbour Local Board selected the development of a destination, multisport indoor court facility as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

64. The proposed destination facility aims to serve population across Upper Harbour, Rodney and Henderson-Massey Local Board areas. Rodney Local Board has sought to develop a local facility as part of their One Local Initiative.

65. Two workshop sessions were held with Upper Harbour Local Board in November 2018 and March 2019. Both sessions focused on the study area, the methodology, research, data and documents used for the indicative business case.

66. On 20 June 2019, findings were presented to the Upper Harbour Local Board business meeting. The local board did not endorse the findings due to:

· concerns about the study area and the population growth data

· concerns about whether recent social research and community engagement surveys have been considered

· concerns about alignment with relevant documents such as code plans, Auckland Sport Facilities Priorities Plan and National Facilities Strategy for Indoor Sports.

67. The One Local Board Initiative (option two - destination multisport four court facility) is included in the recommendations outlined in this report for consideration.

68. The full local board resolution [UH/2019/66] is included in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

69. The North-West has a higher percentage of Māori (15 per cent) compared to the Auckland average (10 per cent).

70. Within the North-West, the percentages of Māori population vary. The Henderson-Massey area has the highest percentage (22 per cent), followed by Rodney (11 per cent) and Upper Harbour (8 per cent).

71. Māori people in general are more active and younger with a lower socio-economic index compared to other ethnic groups. This means that sufficient, affordable sport opportunities are important to this group.

Ngā ritenga ā-pūtea

Financial implications

72. Each local board identified one priority project through the Long-term Plan 2018-2028 process. The Finance and Performance Committee then approved provisional funding for these local board projects (resolution number FIN/2018/85).

73. The Upper Harbour Local Board proposed a destination indoor court facility. A total of $0.10 million was allocated to develop the business case. A total of $0.079 million remains for the development of the detailed business case.

74. Funding of $25.6 million was earmarked for the destination indoor court facility, following the indicative and detailed business case process.

75. There is sufficient One Local Initiative funding available to deliver the indoor court facility.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

76. There are two main risks associated with the two options outlined in the report recommendations. These are shown below in Table 4.

Table 4: Risk identification and mitigation

Type of risk

Risk Level

Mitigation

Financial risk

IF the cost of land (if a new site is acquired) and construction costs increase in the future

THEN the costs to council will increase

Low

This risk can be mitigated by obtaining detailed costings from a quantity surveyor and assessment through sensitivity analysis

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation

Delivery risk

IF population increases at a slower or faster rate than expected

THEN a new facility may be needed earlier or later than anticipated

Low

This risk can be mitigated by updating the indicative business case with the 2023 census data and by developing the detailed business case when the population reaches 98,000 for option three.

Early demand for additional indoor court capacity would be mitigated by the one local initiative.

Ngā koringa ā-muri

Next steps

77. If option three (local two court facility - preferred option) is approved, work on the detailed business case will commence when the population reaches 98,000, which is likely to be in 2026.

78. If the One Local Board Initiative (option two - destination multisport four court facility) is approved, work will commence on the development of a detailed business case in 2019/2020.

79. This will include site identification and the development of the financial, commercial and management cases.^{^[1]}

80. Operational funding may need to be allocated for the development of the detailed business case.

81. The timeframe for delivery will depend on a range of factors including:

· how long it takes to develop and obtain approval for the detailed business case

· how long it takes to obtain approval and to acquire any additional land

· the time required to negotiate any partnership or commercial development opportunities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Indicative business case findings	35
b ⇩	Upper Harbour Local Board resolution	47

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Andrew Wood - Parks & Recreation Policy - Kakariki Team Leader

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Multi-sport facility and upgrade of Karaka Sports Park - Indicative Business Case

File No.: CP2019/11625

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the indicative business case findings and the development of a detailed business case for a multi-sport facility and upgrades at Karaka Sports Park.

Whakarāpopototanga matua

Executive summary

2. Development of a multi-sport facility and wider park upgrades at Karaka Sports Park was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of up to $30 million was earmarked for the multi-sport facility and wider sports park upgrades, following indicative and detailed business case processes.

3. Staff have developed an indicative business case to inform decision-making. Preparation of the business case entailed an investigation of need, an assessment of strategic alignment and an economic analysis.

4. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades. There was no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan. Upgrades to tennis and netball courts were also not needed in the medium-term.

5. The strategic assessment shows moderate alignment with council’s plans and strategic objectives. This was largely due to weak alignment for the multi-sport facility.

6. Three options were assessed as part of the indicative business case.

· Option one: No changes to services or facilities (status quo)

· Option two: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

· Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

7. The economic case identified that option three delivers community benefits above the capital and operational costs. A cost-benefit analysis indicates the benefits are 1.1 times the costs.

8. Option two performed poorly against criteria and economic analysis. It has a negative net present value of $14.4 million.

9. Staff recommend the development of a detailed business case based on option three. The Franklin Local Board also endorsed option three. This option has a strong case for change, alignment with council’s plans and strategic objectives, and is based on a sound economic case.

10. There is a medium partnership risk that the Karaka Sports Park Trust may not be able to secure the expected level of funding to assist with the development of the facility. If it can mobilise investment, the trust could provide the funding required for the multi-sport facility.

11. The next step if approved, is to commence the development of a detailed business case in 2019/2020. This will include development of the financial, commercial and management cases.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) agree the findings of an indicative business case for the development of a multi-sport facility and upgrades to Karaka Sports Park which found that:

i) growth projected in the Franklin Local Board area will increase demand for sport and recreation services and facilities - the population is forecast to grow by 58 per cent (172,288) over the next 30 years

ii) the population in the catchment of Karaka Sports Park is more active when compared to all Aucklanders

iii) there are several neighbouring council sports facilities, including two multi-sport facilities

iv) there is a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades

v) there is a current shortfall of lit weekday field time for winter sports of 40 hours per week, which is forecast to grow to a shortfall of 105 hours per week by 2028

vi) the provision of sand-carpeting and lighting of fields at Karaka Sports Park would help address the current and projected shortage of lit field hours

vii) there is no need for the proposed gym space, bar, kitchen and multi-function space

viii) upgrades to tennis and netball courts are not needed in the medium-term

ix) the quantifiable benefits of the One Local Initiative do not exceed costs and have a net cost of $14.4 million

x) the quantifiable benefits of the partial implementation option exceed the costs required for development and have net benefits of $2.1 million.

b) agree that the development of a multi-sport facility at Karaka Sports Park and wider park upgrades (One Local Initiative) has a mixed case for change and strategic alignment with council objectives and would not deliver community benefits comparable to the capital and operational investment required.

c) approve the development of a detailed business case for the partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades commencing in 2019/20 based on:

i) development of Part A (1400m²) of the multi-sport facility alongside park upgrades

ii) indicative funding of $20.2 million of up to $30 million earmarked as part of the Long-term Plan 2018-2028.

Horopaki

Context

Development of a multi-sport facility is a priority for the Franklin Local Board

12. Development of a multi-sport facility at Karaka Sports Park and wider park upgrades was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

13. The local board worked with the Karaka Sports Park Trust to prepare the Karaka Sports Park master plan in 2014. This plan formed the basis of the Franklin One Local Initiative.

14. The proposed multi-use facility and park upgrades cater for a wide variety of sports codes such as rugby, cricket, netball, tennis, baseball and bowls.

15. The proposal covers a catchment area that includes parts of four local boards – Franklin, Manurewa, Papakura and Otara–Papatoetoe.

16. The Finance and Performance Committee approved provisional funding for One Local Initiative projects [FIN/2018/85 refers].

17. A total of $0.1 million was allocated to the Franklin Local Board for a business case. The business case is developed in two parts - indicative and detailed business cases.

18. Funding of up to $30 million was earmarked for the Franklin One Local Initiative, following the indicative and detailed business case processes.

Indicative business cases are a tool to support decision-making

20. The first phase begins with a needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stocktake (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

21. An indictive business case considers the merits of a proposed investment. It helps ensure that there is a robust case for change before resources are committed to a project.

23. A detailed business case can be built upon:

· a needs assessment which demonstrates a robust case for change

· a strategic assessment which shows alignment with council objectives

· an economic case that identifies a preferred option(s) that delivers community benefits and value for money.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Staff have prepared an indicative business case for the Franklin One Local Board Initiative that follows council’s three-stage process. The key findings are outlined below. Attachment A provides a more detailed overview.

25. Growth projected in the Franklin Local Board area will increase demand for sport and recreation services and facilities. Population in the study area is forecast to grow by 58 per cent (172,288) over the next 30 years, compared to Auckland’s at 48 per cent.

26. The population in the catchment of Karaka Sports Park is expected to grow significantly over the next 30 years from around 6000 in 2016 to 63,000 in 2046. Most population growth is expected in Opaheke-Drury and Pukekohe-Paerata.

· The age profile of the catchment population is slightly younger than the Auckland average, with more people under 15 years of age (25 per cent compared to 21 per cent for Auckland).

· The ethnicity profile is of the catchment is higher in Māori (20 per cent) and Pacific peoples (27 per cent) when compared to the Auckland average (11 per cent and 15 per cent respectively) with fewer New Zealand Europeans (44 per cent versus 59 per cent in Auckland).

27. The population in the catchment of Karaka Sports Park, which covers parts of the Franklin, Manurewa, Papakura and Otara–Papatoetoe local boards, is more active when compared to all Aucklanders.

Figure 1: Frequency of physical activity in 2016

28. There are several neighbouring council sport facilities, including two multi-sport facilities:

· Franklin Pool and Leisure Centre

· Bledisloe Park

· Papakura Leisure Centre

· Bruce Pullman Park

· Te Matariki Clendon Community Centre Reserve

· Manurewa Recreation Centre

· Papatoetoe Stadium Reserve.

29. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, car parking and sport field upgrades.

30. The Franklin Local Board has a current shortfall of lit weekday field time for winter sports of 40 hours per week, which is forecast to grow to a shortfall of 105 hours per week by 2028.

31. There is varied need for other components of the Karaka Sports Park master plan.

Table 1: Assessment of the master plan components against need, council and sport code plans

Component	Gap in provision or need	Alignment with council plans	Alignment with code plans	Priority
Park upgrades
Sport field sand carpeting and upgrades	✔	✔	✔	High
Multiuse tennis/netball courts and lights	Some need	Some alignment	Some alignment	Medium
Bowling green	✖	✖	Some alignment	Low
Multi-sport hub
Toilets/Changing rooms showers/equipment storage (Stage A)	✔	✔	N/A	High
Indoor training arena (Stage B)	✔	✖	✔	Low/ Medium
Multifunction space/ lounge (Stage A)	✖	✖	Some alignment	Low
Central lounge space/ Bar and kitchen (Stage A)	✖	✖	N/A	Low
Gym space (Stage B)	✖	✖	✖	Low
Physio/first aid room/office (Stage A)	N/A	N/A	N/A	Dependent on use

· There is no need for the full multi-sport facility. Gym and indoor court facilities are already available in the catchment and have spare capacity.

· Upgrades to tennis and netball courts are not needed in the medium-term. Additional tennis courts and netball courts may be required by 2031 according to the sport codes’ strategic plans.

· Bruce Pullman Park provides for netball competition. Karaka Sports Park is used for training or social games.

· Membership of the bowling club is declining. There were only 25 members in 2018.

32. The strategic assessment shows moderate alignment with council’s plans and strategic objectives. This was largely due to weak alignment for the multi-sport facility, in particular the multifunction/lounge space and bar.

· Increased health and social benefits brought by increased sport participation aligns with the Auckland Plan 2050 and local board plans.

· Alignment with the Auckland Sport and Recreation Strategic Action Plan vision: ‘Aucklanders, more active, more often.’

· Weak alignment with the Community Facilities Network Plan.

· The multi-sport facility features components that are classified as incidental infrastructure or high-performance infrastructure which would not deliver the community sport outcomes sought under the draft Sport Investment Plan.

There is a mixed strategic case for change

33. The needs assessment found a current and future need for ancillary infrastructure, such as toilets and changing rooms, and sport field upgrades.

34. There was no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan.

35. Upgrades to tennis and netball courts were not needed in the medium-term.

36. The strategic assessment shows moderate alignment with council’s plans and strategic objectives.

There are three options for decision-makers to consider

37. The options considered in response to the findings include:

· Option one: No changes to services or facilities (status quo)

· Option two: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

· Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

Option one: No changes to services or facilities (status quo)

38. This option would see no new investment into the development at Karaka Sports Park.

39. This option does not address the identified immediate needs for the park. It will constrain use and will not enable the facilities to meet future demand.

40. This option is discounted because there are some areas where the facilities are in immediate need of development:

· six of the eight sports fields have had drainage issues

· changing rooms and equipment storage are insufficient and are currently being supplemented by two portacom shipping container units

· car parking is insufficient and overloaded for some events.

Option 2: Full implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (One Local Initiative)

41. This option entails development of a multi-sport facility entailing Parts A (1400m²) and B (1560m²) of the Karaka Sports Park master plan alongside sport field park upgrades and carparking. The full option details are:

Initial sports park and field upgrades

Multisport facility building

Other additional developments

Sand carpeting for six playing fields

All weather playing/practice surface

Cricket nets and score-keeping pavilion

New netball and tennis courts

Cycle and pedestrian routes

Lighting for courts and five additional fields

42. Car parking

Part A of building: 1400m²

 4 changing rooms

 Multifunction space

 Kitchen and bar

 Kiosk

 Storage areas

 Outdoor play area

Part B of building: Additional 1560m²

 Multi-sport indoor training area

 Fitness gym

 Additional storage

 Additional changing rooms

Additional work on playing surfaces

Additional groundwork

Additional multi-use courts

Demolition of some of the existing buildings

43. The benefits of this option are that it would address issues with the state of the playing fields, as well as insufficient changing rooms and parking. Upgrades to sand carpet fields and lighting would respond to lit field hours shortages. Sport cancellations could be reduced to the target of 10 per cent. It would provide infrastructure for increased and improved utilisation of the park and facilities into the future.

44. However, there is no need for the full multi-sport facility, including the gym, multifunction/lounge space, bar and kitchen components of the Karaka Sports Park master plan. There is no need for Part B of the building.

45. Economic analysis of the costs and benefits of this option suggest that the quantifiable economic and social benefits of this option would be significantly below costs. The proposal has an estimated total cost of $40.4 million and estimated benefits of $26 million for a net cost of $14.4 million.

Option three: Partial implementation of the Karaka Sports Park master plan alongside sport field and park upgrades (preferred option).

46. This option would entail development of ancillary infrastructure, including the toilet and changing room components of part A (1400m²) of the Karaka Sports Park master plan alongside sport field and park upgrades:

Initial sports park and field upgrades

Multisport facility building

Sand carpeting for six playing fields

All weather playing/practice surface

Cricket nets and score keeping pavilion

New netball and tennis courts

Cycle and pedestrian routes

Lighting for courts and 5 additional fields

47. Car parking

Part A of building: 1400 square meters

 4 changing rooms

 Multifunction space

 Kitchen and bar

 Kiosk

 Storage areas

 Outdoor play area

48. This option best responds to the identified needs as well as current issues with the park.

49. Economic analysis of the costs and benefits of this option suggest that the quantifiable economic and social benefits of this option would be slightly above costs. The proposal has an estimated total cost of $20.2 million and estimated benefits of $22.3 million for a net benefit of $2.1 million.

Staff have developed criteria to assess the three options

50. Staff developed the following assessment criteria to enable the comparison of the options:

· Current need: Does a demonstrable need currently exist?

· Future growth: Is the scale of the option proportionate to future population growth?

· Strategic alignment: Is this something we should be doing?

· Value for money: Do the benefits associated with an option exceed its costs?

51. These criteria are unweighted and allow for objective assessment.

52. A summary of the options against the assessment criteria is provided in Table 2 below.

Staff recommend the development of a detailed business case based on option three

53. When the criteria are applied, option three (partial implementation of the master plan) scores the highest. It is well aligned to relevant council strategies for sport field provision. It is a proportionate response to need and expected growth pressures. There is a strategic case for change and a sound economic case. Economic analysis suggests that it would deliver sufficient additional benefit to justify these costs. The ratio of benefits to costs are at least 1.1.

Table 2: Assessment of options against criteria

	Current needs	Future growth	Strategic alignment	Value for money
Option one (status quo) No new facility and service improvements *change*				✓✓
Option two (One Local Initiative) *Full implementation of the master plan*	✓	✓	✓
Option three *Partial implementation of the master plan*	✓✓	✓✓	✓✓	✓✓

Rating scale key

Ticks	Level to which option meets criteria
No tick	Does not meet
✓	Low
✓✓	Fair
✓✓✓	High

54. Option two aligns with community expectations. However, it is the least aligned to local need or the council’s strategies and practices. It is the costliest option and is not expected to generate sufficient social or economic benefits to justify investment.

55. Option one does not score favourably. It does not address the immediate existing need in Franklin and the surrounding area.

There are some limitations with the data, but these are not material

56. Some research and survey data lacked enough detail to aggregate at the level of the study area. Where data could not be separated, it is presented at local board level or at Auckland level.

57. Population growth is based on projections. There is a risk of growth being significantly higher or lower than forecasted. This would result in increased demand or underutilisation of the facility.

58. The cost-benefit analysis required the use of some assumptions. A key assumption was that demand was a mixture of new demand, current demand increased through closer service provision and current demand switching from other facilities. Only the first two provide quantifiable benefits to council.

59. Other assumptions were made on inflation, the deadweight loss of council investment and consumer surplus. If these assumptions are incorrect it could weaken the economic case for investment. This financial risk has been mitigated by sensitivity analysis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. If approved, council staff will develop the detailed better business case.

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

Local impacts and local board views

61. Developments to upgrade Karaka Sports Park and build a sub-regional multi-sport facility will enhance sport and recreation opportunities in Franklin and neighbouring areas.

62. People in Franklin and neighbouring areas are more active when compared to all Aucklanders suggesting any facility will have good usage.

63. The Karaka Sports Park Trust is actively involved in the development and operation of Karaka Sports Park. There is a willingness to work with council in partnership to facilitate development.

64. Development of a multi-sport facility at Karaka Sports Park and wider park upgrades was selected by the Franklin Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

65. Two workshop sessions were held with the Franklin Local Board in November 2018 and March 2019. These sessions focused on the study area, the methodology, research and data and the documents used for the indicative business case.

66. In June 2019, findings were presented to the Franklin Local Board business meeting. The board:

· endorsed option three (the staff recommended option)

· noted some context comments on Bruce Pullman Park, lawn bowls patronage, rugby league usage and the development of facilities in the multi-sport hub that it requested to be provided to committee for consideration

· requested re-evaluation of some facilities considered as medium-term priorities as part of the detailed business case

· requested that the committee consider reserving earmarked Long-term Plan 2018 - 2028 budget pending the requested re-evaluation

· noted that the detailed business case presented an opportunity to partner and work with the Karaka Sports Park Trust.

67. The full local board resolution is included in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

68. The Karaka Sports Park catchment area has a higher percentage of Māori (20 per cent) compared to the Auckland average (11 per cent).

69. 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’

70. According to Sport New Zealand data, weekly sport and recreation participation of Māori in Auckland (73.7 per cent) is lower than European (83.0 per cent) and Pacific people (74.0 per cent), but higher than Asian (67.1 per cent).

71. Research shows pockets of sedentary Māori who do not have adequate opportunities to participate in sport. It also shows Māori have different preferences for sport and recreational activities compared to other ethnic groups.

Ngā ritenga ā-pūtea

Financial implications

73. The Franklin Local Board proposed a multi-sport facility and upgrades at Karaka Sports Park (the Karaka Sports Park master plan). A total of $0.01 million was allocated to develop the business case. A total of $0.025 million remains for the development of the detailed business case.

74. Funding of up to $30 million was earmarked for the Franklin One Local Initiative, following the indicative and detailed business case processes.

75. The detailed business case will determine if option three is: (1) viable (the financial case); affordable (the commercial case); and (3) achievable (the management case).

76. A partnership with the Karaka Sports Park Trust, which can be investigated as part of a detailed business case presents an opportunity to reduce costs or increase revenue. If it can mobilise investment, the trust could provide the funding required for the multi-sport facility.

77. There is sufficient One Local Initiative funding available to deliver the multi-sport facility and upgrades at Karaka Sports Park.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

78. There are three main risk areas with options two and three are outlined in Table 3 below.

Table 3: Risk identification and mitigation

Type of risk	Risk Level	Mitigation
Partnership risk IF the Karaka Sports Park Trust is unable to secure expected funding to invest in the proposed multi-sport facility THEN the costs to council will increase	Medium	This can be mitigated by capping council investment at $20.2 million
Financial risk IF costs of the project exceed initial estimates THEN the costs will further exceed the benefits and weaken the economic case for investment	Low	This risk can be mitigated by obtaining detailed costing from a quantity surveyor and are assessed through sensitivity analysis All council projects are subject to financial policy decisions on cost escalation and treatment of inflation
Delivery risk IF projected growth rates slow and expected growth does not eventuate THEN the facility may be underutilised	Low	Staff can update the business case when new growth modelling or new census information becomes available

Type of risk

Risk Level

Mitigation

Partnership risk

IF the Karaka Sports Park Trust is unable to secure expected funding to invest in the proposed multi-sport facility

THEN the costs to council will increase

Medium

This can be mitigated by capping council investment at $20.2 million

Financial risk

IF costs of the project exceed initial estimates

THEN the costs will further exceed the benefits and weaken the economic case for investment

Low

This risk can be mitigated by obtaining detailed costing from a quantity surveyor and are assessed through sensitivity analysis

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation

Delivery risk

IF projected growth rates slow and expected growth does not eventuate

THEN the facility may be underutilised

Low

Staff can update the business case when new growth modelling or new census information becomes available

Ngā koringa ā-muri

Next steps

79. If approved, work will commence on the development of a detailed business case in 2019/2020. This will include development of the financial, commercial and management cases.^{^[2]} Figure 2 below provides an outline of the project timing.

80. The timeframe for delivering the new facilities will depend on a range of factors including:

· how long it takes to develop and obtain approval for the detailed business case

· the time required to negotiate any partnership or commercial development opportunities.

Figure 2: Project timing

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Karaka Sports Park Indicative Business Case Summary	65
b ⇩	Franklin Local Board Resolution	77

Ngā kaihaina

Signatories

Authors

Adam Eggleton - Principal Policy Analyst

Emma Golightly - Team Leader - Parks and Recreation Policy

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Indicative business case: Redevelopment of Chamberlain Park

File No.: CP2019/11865

Te take mō te pūrongo

Purpose of the report

1. To seek approval to the findings of the indicative business case and the development of a detailed business case for the redevelopment of Chamberlain Park.

Whakarāpopototanga matua

Executive summary

2. The redevelopment of Chamberlain Park was selected by the Albert-Eden Local Board as its One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of $22 million was earmarked for the project, following indicative and detailed business case processes.

4. The needs assessment demonstrates a current and future community need. A gap in neighbourhood park provision has been identified. Projected growth will increase pressure on existing open space and create demand for new sport and recreation facilities.

5. The strategic assessment shows strong alignment with council’s plans and strategic objectives.

6. The economic case identified two options that deliver community benefits comparable to the capital and operational costs required to develop the new sport and recreation facilities.

7. A range of options were considered, and two potential solutions identified:

· Option one: Partial redevelopment based on implementation of phase three of the approved Chamberlain Park master plan (status quo).

· Option two: Redevelopment of Chamberlain Park based on full delivery of the approved Chamberlain Park master plan (One Local Initiative).

8. On balance, staff recommend the development of a detailed business case based on option two. The Albert-Eden Local Board endorses this recommendation.

9. It best responds to community needs and strongly aligns with the council’s investment objectives. The proposed new open space and facilities have widespread appeal and will deliver ‘belonging and participation outcomes’ under the Auckland Plan. There is a potential economic case for change. A cost-benefit analysis indicates the benefits are 0.96 times the costs.

10. Project capital costs are estimated to be $29.7 million, which is more than the $22 million earmarked under the Long-term Plan 2018-2028. Increased costs are due to geotechnical issues at Chamberlain Park. Commercial or partnership opportunities and options to reduce these costs, and the financial risk to council, can be investigated as part of a detailed business case.

11. The key difference between option two and option one is quantifiable community benefits are distributed to a wider range of Aucklanders versus a return on investment of $0.40 million over 34 years.

12. The recommended next step is to develop a detailed business case commencing in 2019/2020.

13. There is a high risk of further legal challenges to the redevelopment of Chamberlain Park leading to increased financial and staff costs. This can be minimised by transparent and robust decision-making processes.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) agree the findings of an indicative business case for the redevelopment of Chamberlain Park which found:

i) projected growth of 143,000 people (32.7 per cent) by 2036 in the Albert-Eden Local Board area leading to increased demand for new sport and recreation facilities

ii) changing demographics with a decrease in New Zealand Europeans from 48 per cent to 38 per cent and an increase in Asian people from 34 per cent to 41 per cent by 2038

iii) a gap in neighbourhood park provision in accordance with the Open Space Provision Policy

iv) a shortfall of 27 field hours growing to 87 field hours by 2028

v) a reduction in rounds played at Chamberlain Park Golf Course from 82,371 in 2001/02 to 50,239 in 2017/18

vi) access to open space and new sport and recreation facilities will increase community benefits, in particular physical and mental health benefits

vii) redevelopment of Chamberlain Park aligns with Auckland Plan outcomes

viii) the quantifiable benefits of redeveloping Chamberlain Park are $1.2 million less than the capital and operational costs required to provide additional open space, as well as new sport and recreation facilities - a cost-benefit analysis indicates the benefits are 0.96 times the costs

ix) project capital costs are $29.7 million, which is more than the $22 million earmarked under the Long-term Plan 2018-2028.

b) agree that the redevelopment of Chamberlain Park has a robust case for change and strategic alignment with council objectives and would deliver community benefits comparable to the capital and operational investment required.

c) approve the development of a detailed business case for the development of Chamberlain Park, commencing in 2019/2020 based on:

i) development of a 3.6-hectare neighbourhood park with play area; shared walking and cycling paths and connections; the restoration of Watītikō/Meola Creek; two artificial fields; and a reconfigured nine-hole golf course with driving range and practice facilities (option two)

ii) indicative funding of $22 million earmarked as part of the Long-term Plan 2018-2028.

d) agree that the redevelopment of Chamberlain Park be included in the updated Community Facilities Network Action Plan.

Horopaki

Context

Redevelopment of Chamberlain Park is a priority for the Albert-Eden Local Board

14. Redevelopment of Chamberlain Park was selected by the Albert-Eden Local Board as its One Local Initiative for funding as part of the Long-term Plan 2018-2028. Its proposal is based on the phased implementation of the approved master plan for Chamberlain Park.^{^[3]}

15. It proposed reconfiguring the 18-hole golf course into a nine-hole golf course with a neighbourhood park, walking and cycling connections, two-artificial fields and a more diverse golf offering. New golf facilities will include a driving range, a practice area with some facilities targeting beginners.

16. The local board’s objective is to appeal to a wider range of golfers and those interested in taking up the sport. It also seeks to provide access to open space, including a playground, to neighbouring residents. New sport and recreation opportunities will appeal to a range of Aucklanders.

17. The Finance and Performance Committee approved provisional funding for the One Local Initiative projects [FIN/2018/85 refers].

18. A total of $0.100 million was allocated to the Albert-Eden Local Board for a business case. The business case is developed in two parts - indicative and detailed.

19. Funding of $22 million was earmarked for the development. Of this, $8.2 million was allocated to phase three including restoration of Watītikō/Meola Creek. The remainder was earmarked for later phases, following the indicative and detailed business case process.

Indicative business cases are a tool to support decision-making

20. Auckland Council uses a three-stage process to investigate large-scale capital projects and new investment in community services or facilities. This approach is based on the Business Case model developed by the Treasury.

21. The first stage begins with a needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stocktake (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

22. An indictive business case considers the merits of a proposed investment. It helps ensure that there is a robust case for change before resources are committed to a project.

23. The indicative business case considers strategic alignment with council objectives, including the Auckland Plan. It also includes an economic case which considers the costs and benefits of various options that may achieve council’s investment goals.

24. A detailed business case can be built upon:

· a needs assessment which demonstrates a robust case for change

· a strategic assessment which shows alignment with council objectives

· an economic case that identifies a preferred option(s) that delivers community benefits and value for money.

Tātaritanga me ngā tohutohu

Analysis and advice

25. Staff have prepared an indicative business case for the redevelopment of Chamberlain Park that follows council’s three stage process. The key findings are outlined below (see Attachment A for a more detailed overview).

26. Growth projected in the study area, will create demand for new and more diverse sport and recreation facilities, including golf.

· The local population is projected to grow 32.7 per cent from 433,914 to 575,594 people between 2018 and 2038.

· The ethnic make-up of the local board area is changing with a decrease in New Zealand Europeans from 48 per cent to 38 per cent and an increase in Asian people from 34 per cent to 41 per cent by 2038. Other ethnicities remain relatively stable.

· Golf participation in the local board area is 2.5 per cent. New Zealand Europeans participation is 2.9 per cent. Asian, Māori, Pacific Peoples and other ethnic groups have lower rates of 2.5, 0.2, 2.0 and 1.0 per cent respectively.

· Sports preferences are changing with estimated golf participation by Albert-Eden residents falling by three per cent between 2017 and 2018.^{^[4]}

· Chamberlain Park golf course had seen a reduction in rounds played from 82,371 in 2001/02 to 50,239 in 2017/18 despite population growth in the area.

· Many golfers are seeking diversity and flexibility and are seeking shorter and more flexible golfing options.

· Inclusion of the reconfigured nine-hole golf course, driving range and practice area will allow for golfers to have a more diverse range of golf activities. The driving range also improves the financial viability of the development.

· Walking and cycling rates of residents are 57 and 10 per cent respectively.

27. The Albert-Eden Open Space Network Plan identified a gap in neighbourhood park provision based on an assessment against the Open Space Provision Policy.

28. There is a current shortfall in sports field hours of 27 hours, growing to 87 hours by 2028.

· The Albert-Eden Local Board area has a shortage of 75 lit field hours growing to 104 hours by 2028.

· Two artificial fields would provide an additional 90 field hours, meeting the forecasted demand shortfall.

29. Chamberlain Park is an optimal location to respond to the projected population growth and respond to changing community need.

· The Albert-Eden Local Board area has a shortage of available land making any open space acquisition for sport fields expensive. Current open space could be utilised to meet growing demand.

· Offering a mixture of sport and recreation opportunities will allow a wider and more diverse section of the population to utilise public open space.

30. Redevelopment of Chamberlain Park would increase community access through the inclusion of a neighbourhood park.

· The neighbourhood park would provide an informal recreation space for a wide variety of users by including a playground and nature play as well as a barbeque area.

· Park usage projections shows growth from an initial 15,909 usage hours in year one to 23,824 usage hours in year 34.

· Provision of walking and cycling connections aligns with the key focus areas and moves of the Albert-Eden Open Space Network Plan.

31. The development of Chamberlain Park aligns with Auckland Plan outcomes, see Table 1 below.

32. Table 1: Alignment with Auckland Plan 2050

Outcome

Direction or focus area

Alignment

Outcome 1: Belonging and participation

Direction 2: improve health and wellbeing of all Aucklanders by reducing harm and disparities in opportunities

Aligns through providing sport and recreation facilities for under-serviced and rural communities

Focus area 2: provide accessible services and social and cultural infrastructure that are responsive in meeting peoples evolving needs

Aligns through providing a multi-purpose facility that can change in response to our changing population

Focus area 6: focus investment to address disparities and serve communities of greatest need

Aligns through providing the facility where there is an identified community need

Focus area 7: recognise the value of arts, culture, sports and recreation to quality of life..

Aligns through quantifying the benefits to the community of the facility.

There is a robust strategic case for change for the proposed facility

33. The needs assessment demonstrates a current and future community need.

34. The strategic assessment shows strong alignment with council plans, strategies and resolutions.

35. The economic case identified two options that deliver community benefits. Both options align with council’s investment objectives and critical success factors.

36. There is a potential economic case for change. A cost-benefit analysis indicates the benefits are 0.96 times the costs. This shows that the community benefits are comparable to the capital and operational costs required to develop the new sport and recreation facilities.

37. Typically, investors seek a ratio of more than one. Commercial or partnership opportunities and options to reduce council’s costs can be investigated as part of a detailed business case.

A range of options were considered, and two potential solutions identified

38. Staff assessed two options as a part of the investigation:

· Option one: Partial redevelopment based on implementation of phase three of the approved Chamberlain Park master plan (status quo).

· Option two: Redevelopment of Chamberlain Park based on full delivery of the approved Chamberlain Park master plan (One Local Initiative).

Option one: Partial development of Chamberlain Park (status quo)

39. The status quo entails the development of a 3.6-hectare neighbourhood park on the western end of the site, 850 metres of shared paths and connections and restoration of Watītikō/Meola Creek. This aligns with stage three of the master plan.

40. The neighbourhood park would provide a diverse range of play opportunities through a playground and nature play. There would be a barbeque area and space for informal recreation.

41. Under this option the golf course would remain at 18 holes. Three holes would be shortened or reconfigured to fit the reduced land area following the creation of the neighbourhood park. These changes may reduce golfers’ enjoyment of this part of the course. The other 15 holes would remain the same.

42. This option does not align with council’s investment objectives. It would provide a return on investment of $0.40 million over 34 years

Option two: Redevelopment of Chamberlain Park (the One Local Initiative)

43. Option two includes the components outlined in option one, as well as two artificial fields and a diverse golf offering. This includes a reconfigured nine-hole golf course, driving range and practice area to appeal to a wider range of golfers. There are an extra 2100 metres of shared paths and connections. This option aligns with the full master plan, excluding an aquatic facility.

44. The golf course would be redesigned to provide a better golfing experience. It would meet the handicap rating requirement with a par of 34 to 36 - typical for a nine-hole course.

45. This option has strong strategic alignment. It provides a broad range of sport and recreation opportunities and delivers community benefits.

46. There are higher costs with this proposal and subsequently a weaker economic case.

Option two aligns strongly with investment objectives and would deliver greater community benefits

47. Option two aligns with critical success factors and council’s investment objectives:

· Enable our communities: fulfil Auckland Plan outcomes through increased participation in sports and recreation by enhancing the current network of facilities.

· Fit-for-purpose: provide greater efficiencies through investing in multi-use facilities rather than single codes. This will support our diverse communities and provide greater efficiencies.

· Public benefits and outcomes: golf courses are currently only accessible to those who pay to play golf. Better access to golf courses for other activities such as walking and running will deliver greater benefits to more Aucklanders from council’s investment.

· Aucklanders more active, more often: create a hierarchy of golf courses that offer a pathway to participation, regardless of experience, membership and club traditions, increasing participation particularly among women, young people and a wider range of ethnicities.

48. The quantified benefits of option two (Redevelopment of Chamberlain Park) are comparable to the capital and operational costs required to develop the facility.

49. The net benefits of option two are -$1.2 million in present day terms. The ratio of benefits to costs are at least 0.96.

50. The primary benefits of option two are the improved physical and mental health outcomes to users. Other benefits include increased productivity, reduced unemployment and decreased crime.

51. These benefits are distributed to a wider range of the community instead of primarily being for golf users. By optimising the public space and increasing the sport and recreation activities offered, a more diverse section of the population can enjoy Chamberlain Park.

52. The capital cost of option two is estimated to be $29.7 million. The costliest element is the two-artificial sport fields at $16.2 million. This is due to the lava field under Chamberlain Park which means that considerable earthworks are needed to create a flat platform. Typically, two-artificial sport fields would cost around $4.2 million.

53. The cost of the sports field should be weighed against the cost of acquiring new land for open space in the Albert-Eden Local Board area.

Staff recommend the development of a detailed business case based on option two

54. Staff recommend the development of a detailed business case based on option two (Redevelopment of Chamberlain Park). There is a robust strategic case for change and which will deliver community benefits as quantified in the economic case.

55. The detailed business case will determine if option two is: (1) viable (the financial case); affordable (the commercial case); and (3) achievable (the management case).

56. Commercial or partnership opportunities and options to reduce costs or increase revenue can be investigated as part of a detailed business case.

There are some limitations with the data, but these are not material

57. Population growth is based on projections. There is a risk of growth being significantly lower than forecast. This would result in underutilisation of the facility.

58. The cost-benefit analysis required the use of some assumptions. A key assumption was that demand was a mixture of: new demand, current demand increased through closer service provision or current demand switching from other facilities. Only the first two provide quantifiable benefits to council.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. If approved, council staff will prepare the detailed business case.

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

Local impacts and local board views

61. Development of Chamberlain Park will enhance sport and recreational opportunities in the Albert-Eden Local Board area and neighbouring areas.

62. People in the Albert-Eden Local Board area are highly active when compared to the Auckland region suggesting any facility will have high usage.

63. The Albert-Eden Local Board selected the development of Chamberlain Park as its One Local Initiative for funding as part of the Long-term Plan 2018-2028.

64. The views of the local board on the findings of the indicative business case were sought and are included in this report. The local board supports the report’s recommendation to develop a business case for the full development of Chamberlain Park (One Local Initiative).

65. The Albert-Eden Local Board at its meeting on 26 June 2019, resolved to Resolution ES/2019/107:

a) receive the findings of an indicative business case for the redevelopment ofhamberlain Park which found:

i) projected growth of 143,000 people (32.7 per cent) by 2036 in the Albert-Eden Local Board area leading to increased demand for new sport and recreation facilities

ii) changing demographics with a decrease in New Zealand Europeans from 48 per cent to 38 per cent and an increase in Asian people from 34 per cent to 41 per cent by 2038

iii) a gap in neighbourhood park provision in accordance with the Open Space Provision Policy

iv) a shortfall of 27 field hours growing to 87 field hours by 2028

v) a reduction in rounds played at Chamberlain Park Golf Course from 82,371 in 2001/2002 to 50,239 in 2017/2018

vi) access to open space and new sport and recreation facilities will increase community benefits, in particular physical and mental health benefits

vii) redevelopment of Chamberlain Park aligns with Auckland Plan outcomes

viii) the quantifiable benefits of redeveloping Chamberlain Park are $1.2 million less than the capital and operational costs required to provide additional open space, as well as new sport and recreation facilities – an indicative cost-benefit analysis indicates the benefits are 0.96 times the costs

b) note that the board has not been provided the full indicative business case and has relied on the summary provided in the staff report to provide feedback

c) endorse that the redevelopment of Chamberlain Park has a robust case for change and strategic alignment with council objectives and would deliver community benefits comparable to the capital and operational investment required

d) endorse the development of a detailed business case for the development of Chamberlain Park, commencing in 2019/2020 based on:

ii) indicative funding of $22 million earmarked as part of the Long-term Plan 2018-2028

e) request staff to work closely with the board during the development of the detailed business case for the development of Chamberlain Park to refine the scope to ensure that the development can be implemented for the lowest possible cost

f) delegate to Chairperson Haynes to provide views on the Albert-Eden Local Board One Local Initiative to the Environment and Community Committee currently scheduled for 10 July 2019.

Tauākī whakaaweawe Māori

Māori impact statement

66. The Māori population in the study area is low at only seven per cent of the population. The population will remain stable as the local board population grows.

67. Māori participation in sport and recreation for the local board area is 79 per cent. This is the same as the rate for the local board area over-all.

68. Māori participation in golf in Tāmaki Makaurau is 2.5 per cent, higher than Māori in Albert-Eden golf participation of 0.2 per cent.

69. Māori in the local board will benefit from the more diverse sport and recreation offering as they play golf at a rate less than the general population.

Ngā ritenga ā-pūtea

Financial implications

70. Each local board identified one priority project through the Long-term Plan 2018-2028 process. The Finance and Performance Committee then approved provisional funding for these local board projects [FIN/2018/85 refers].

71. The Albert-Eden Local Board proposed the development of Chamberlain Park. A total of $0.100 million was allocated to develop an indicative business case. There remains $0.078 million for the development of the detailed business case.

72. Funding of $22 million was earmarked for the development. Of this, $8.2 million was allocated to deliver the status quo option. The remainder was earmarked for later delivery stages, following the indicative and detailed business case process.

73. Project capital costs are estimated to be $29.7 million. This creates a budget risk for council, however, there is sufficient One Local Initiative funding available to redevelop Chamberlain Park.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. There are two main risk areas with option two as outlined in Table 2 below.

Table 2: Risk identification and mitigation

Type of risk

Risk Level

Mitigation

Legal risk

IF there are further legal challenges

THEN financial and staff costs will increase

High

This can be minimised by transparent and robust decision-making processes

Financial risk

IF costs of the project exceed initial estimates

THEN the costs could exceed the benefits

Low

This risk is assessed through sensitivity analysis and can be mitigated by obtaining detailed costing from a quantity surveyor

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation

Ngā koringa ā-muri

Next steps

75. If approved, work will commence on the development of a detailed business case in 2019/2020. Figure 1 below sets out the project timing. This will include development of the financial, commercial and management cases.^{^[5]}

76. The timeframe for delivering the new facilities will depend on a range of factors including:

· how long it takes to develop and obtain approval for the detailed business case

· the time required to negotiate any partnership or commercial development opportunities.

Figure 1: Project timing

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Indicative Business Case Summary Redevelopment of Chamberlain Park	91

Ngā kaihaina

Signatories

Author

Ruth Woodward - Manager Parks & Recreation Policy

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Redevelopment of War Memorial Park, Manurewa - Indicative Business Case

File No.: CP2019/11644

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the findings of the indicative business case and the detailed design/ business case for the redevelopment of War Memorial Park, Manurewa.

Whakarāpopototanga matua

Executive summary

2. Sports field upgrades and the construction of a multi-purpose community facility at War Memorial Park were selected by the Manurewa Local Board as its One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of $17 million was earmarked for the project, following indicative and detailed business case processes.

3. Staff have developed an indicative business case to inform decision-making. Preparation of the business case entailed an investigation of community needs, an assessment of strategic alignment and an economic analysis.

4. The needs assessment demonstrates a current and future need for additional sports field capacity, but not a new local community centre.

5. Three options were assessed:

· Option one: Service improvements to two existing quarter-size sports fields (status quo)

· Option two: A small local community centre, a new quarter-size floodlit artificial practice turf and service improvements to all other sports fields (4.5 full-size equivalent sports fields) (One Local Initiative)

· Option three: Reduced scope with service improvements to four full-size equivalent sports fields (preferred option).

6. The economic case identified that option three delivers community benefits above the capital and operational costs. A cost benefit analysis indicates the benefits are at least 1.73 times the costs. Option two performed poorly against criteria and economic analysis.

7. Options one and option three performed best against assessment criteria, including strategic fit, alignment to community need, alignment to future growth and value for money.

8. The key trade-offs between option one (status quo) and option three (preferred option) are:

· Option one may not fully address local demand at War Memorial Park or Manurewa but avoids the risk of overprovision. It may require Manurewa AFC to expand to a third site to access sufficient training capacity.

· Option three risks some over provision of winter field capacity within Manurewa but will fully address local demand at War Memorial Park. This will eliminate current risks associated with field overuse while also avoiding the need for Manurewa AFC to expand to a third site.

9. Staff recommend option three. This option demonstrates a strong case for change, provides greater future certainty, and is based on a sound economic case.

10. Staff note that the privately-owned Manurewa AFC clubrooms have been deemed as unsafe and require demolition as a matter of public safety.

11. In formal feedback on the findings of the indicative business case at its 20 June 2019 meeting, the Manurewa Local Board resolved that staff develop a detailed business case for the Manurewa Local Board One Local Initiative, commencing in 2019, to renew the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa, based on funding of $17 million earmarked for allocation as part of the 10-year Budget 2018-2028.

12. This resolution is included in the recommendations outlined in this report for consideration.

13. If option three (upgrade four full-size fields) is approved, work will commence on the development of a design case in 2019/20.

14. If the renewal of the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa is approved, development of a detailed business case will commence in 2019/20.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) agree the findings of an indicative business case for the redevelopment of War Memorial Park, Manurewa which found that:

i) there is limited growth projected in the Manurewa Local Board area, which will constrain demand for new community, sport and recreation facilities

ii) there are currently 12 community centres and community halls within the study area

iii) there is no current gap for a new community facility in the Manurewa Local Board area

iv) current population projections do not indicate a need for additional community facilities before 2046

v) over the long-term, the strongest case for additional community facility capacity is likely to be in Wiri - this is due to the growth associated with Transform Manukau

vi) there is a current gap of 120 hours of lit winter sports field capacity in the Manurewa Local Board area, of which 49 hours relates to football capacity

vii) the provision of sand-carpeting and lighting of fields at War Memorial Park would address the projected demand for additional sports field capacity

viii) the provision of additional sports field capacity aligns with Auckland Plan outcomes

ix) the quantifiable benefits of providing additional sports field capacity exceed the capital and operational costs required to develop the additional capacity.

b) agree that the development of a new local community centre has a weak case for change, moderate alignment with council strategic objectives, and would not deliver community benefits above the capital and operational costs.

EITHER:

c) approve the development of a design case commencing in 2019/2020 based on option three comprising sand-carpeting and lighting improvements of four full-size equivalent sports fields and the allocation of $2.9 million of $17 million earmarked as part of the Long-term Plan 2018-2028.

OR:

approve the development of a detailed business case commencing in 2019 for the Manurewa Local Board, One Local Initiative [resolution MR/2019/104: f(i) refers] to, to renew the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa, based on funding of $17 million earmarked for allocation as part of the 10-year Budget 2018-2028.

Horopaki

Context

The redevelopment War Memorial Park is a priority for the Manurewa Local Board

15. The redevelopment of War Memorial Park, Manurewa was selected by the Manurewa Local Board as its One Local Initiative for funding as part of the Long-term Plan 2018-2028.

16. The park currently features eight sports fields (4.75 full-size equivalent sports fields), four cricket wickets and a children’s play space. It is currently home to a football club (Manurewa AFC), a cricket club and a bowls club.

17. The existing Manurewa AFC clubrooms have fallen into disrepair and pose a risk to public safety.

18. The local board proposed:

· construction of a new multi-purpose community facility, offering bookable space capable of hosting small meetings, events and social gatherings for local community groups and sports clubs

· service improvements to the park’s existing sports fields, including conversion of the existing main training field into a floodlit artificial turf, as well as sand-carpeting and lighting all other fields.

19. The proposed community facility would be classified as a small local community centre under the Community Facilities Network Plan and would seek to replicate the successful aspects of a similar local community centre, the Manu Tukutuku – Randwick Park Sports and Neighbourhood Centre, Manurewa.

20. Although it was anticipated that the park’s existing sports clubs would be among the future users of the facility, they would not enjoy any special priority or claim to exclusive use of any part of the building. Rather, they would book it on the same terms as other users.

21. The flexible and open-access nature of the facility was seen as a core aspect of the proposal, as council does not fund dedicated sports clubrooms, sports administration buildings, or generic community venues-for-hire.

Funding was allocated in the Long-term Plan to prepare an indicative business case

22. In May 2018, the Finance and Performance Committee approved provisional funding for these local board projects [resolution FIN/2018/85].

23. A total of $0.10 million was allocated to the Manurewa Local Board to develop an indicative business case. The business case is developed in two parts – indicative and detailed business cases.

24. Funding of $17 million was earmarked for delivery of the Manurewa One Local Initiative, following indicative and detailed business case processes.

Indicative business cases are a tool to support decision-making

25. Auckland Council uses a three-stage process to investigate large-scale capital projects and new investment in community services or facilities. This approach is based on the Better Business Case model developed by the Treasury.

26. The first phase begins with a strategic needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stock-take (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

27. An indictive business case considers the merits of a proposed investment. It considers strategic alignment with council objectives, including the Auckland Plan. It also includes an economic case which considers the costs and benefits of various options that may achieve council’s investment goals.

28. A detailed business case can be built upon:

· a needs assessment which demonstrates a case for change

· a strategic assessment which shows alignment with council objectives

· an economic case which identifies a preferred option that delivers community benefits.

Tātaritanga me ngā tohutohu

Analysis and advice

29. Staff have prepared an indicative business case for a local community centre and sports field capacity upgrades at War Memorial Park that follows council’s three stage process. A detailed overview is provided in Attachment A to this report. The key findings are outlined below.

30. War Memorial Park is well-used and well-loved by its surrounding community.

· Council research in 2016 found 100 per cent satisfaction amongst existing users of War Memorial Park.

· 44 per cent of users live within 10-minutes’ walk of the park, with 88 per cent of these living within five-minutes’ walk.

· 56 per cent of users visit the park at least once a week.

31. There is limited growth projected in the study area which will constrain demand for new community, sport and recreation facilities.

· The population living within five kilometres of War Memorial Park is projected to grow by 19 per cent from 83,344 to 99,290 people between 2016 and 2046.

· Future growth within the Manurewa Local Board area is expected to be concentrated within the Transform Manukau development area, to the north of War Memorial Park. This area includes the Manurewa suburb of Wiri.

32. There is no service gap in the provision of relevant community facilities.

· There are currently 12 community centres and community halls within the study area.

· These facilities provide good coverage across Manurewa and neighbouring areas, with minimal service gaps.

33. Provision of an additional local community facility is not required.

· Existing facilities have latent capacity to serve future growth, indicating there is no need for additional capacity at present. This finding confirms the results of an earlier council study.^{^[6]}

· The best utilised of these facilities in Manurewa is Wiri Community Hall. This is used 60 per cent of the time. Most other facilities are used less than 40 per cent of the time.

· Current population projections do not indicate a need for additional capacity before 2046. Over the long-term, the strongest case for additional community facility capacity is likely to be in Wiri. This is due to the growth associated with Transform Manukau.

34. There is a current gap for lit winter sports field capacity in the Manurewa Local Board area.

· There is a current gap of 120 hours of lit winter sport field capacity of which 49 hours relates to football.

· Use of existing football fields varies across Manurewa. Some are overused, while others have spare capacity.

· Manurewa AFC, which operates from War Memorial Park and neighbouring Jellicoe Park, is currently utilising 157 per cent of those parks existing capacity. Overuse risks damage to playing fields and acts as a constraint on the operation of the club.

35. Provision of additional sports field capacity would respond to current demand.

· Sand-carpeting and lighting can improve the capacity of the average playing field by around 10 hours per week.

· As part of the council’s Winter Sports Field Capacity Programme:

o Funding has been allocated for the upgrade of two fields at Mountfort Park, Manurewa.

o The upgrade of a further two fields at War Memorial Park is being investigated.

36. The provision of additional sports field capacity aligns with Auckland Plan outcomes.

Table 1: Alignment with Auckland Plan 2050

Outcome	Directions and focus areas	Alignment
Outcome 1 Belonging and Participation	Direction 1: Foster an inclusive Auckland where everyone belongs.	Aligned. Provides facilities for residents to engage in sport and recreation.
	Direction 2: Improve health and wellbeing for all Aucklanders by reducing disparities in opportunities.	Aligned. Ensures equitable access to sport and recreation facilities for parts of Manurewa and neighbouring local boards that are already facing capacity constraints.
	Focus Area 1: Create safe opportunities for people to meet, connect, participate in and enjoy community and civic life.	Aligned. Provides enough safe, shared spaces and places that are flexible in how individuals, whānau and communities can use them and that are easily accessible.
	Focus Area 2: Provide accessible services and social and cultural infrastructure that are responsive to meeting people’s evolving needs.	Aligned. Responds to immediate need around lit winter sports field capacity.
	Focus Area 6: Focus investment to address disparities and serve communities of greatest need.	Aligned. Manurewa has some of the highest levels of absolute deprivation in the Auckland region.
	Focus Area 7: Recognise the value of arts, culture, sports and recreation to quality of life.	Aligned. Responds to immediate needs around football training fields.
Outcome 2 Māori identity and wellbeing	Direction 1: Advance Māori wellbeing.	Aligned. The area has a high proportion of Māori, and football is the second most popular sport amongst local Māori.
Outcome 3 Homes and places	Direction 4: Provide sufficient public spaces that are inclusive, accessible and contribute to urban living.	Aligned. Improves the amenity of an existing park.

37. The Manurewa AFC clubrooms pose a public safety risk to current park users.

· The existing Manurewa AFC clubrooms have fallen into disrepair and pose a risk to public safety. The clubrooms are owned by the Manurewa AFC and are situated on the upper level of the park’s grandstand, a council building.

· The club pays a ground rent to council. The lease is being rolled over on a month-to-month basis. On the expiry of the lease, the clubrooms will revert to council ownership.

· The clubrooms are likely to require demolition in the interest of public safety.

There is a strategic case for sports field capacity improvements at War Memorial Park, but not a community facility

38. The needs assessment demonstrates a current need for additional sports field capacity, but not a community facility.

39. A summary of the strategic assessment is shown in Figure 1 (see page 7). It shows moderate alignment with council plans and strategies.

40. The economic case is summarised in Figure 2 (see page 8). It identified two options that deliver community benefits above the capital and operational costs. Both options align with council’s investment objectives and critical success factors.

Figure 1: Summary of strategic alignment

Figure 2: Summary of economic analysis

There are three options for decision-makers to consider

41. Staff assessed three options as part of the investigation:

· Option one: Service improvements to two existing quarter-size sports fields (status quo).

· Option three: Reduced scope with service improvements to four full-size equivalent sports fields (preferred option).

42. The demolition of the Manurewa AFC clubrooms is considered likely under all future scenarios.

Option one: Service improvements to two existing sports fields (status quo)

43. Under this option, the council would progress with sand-carpeting and lighting improvements to two existing quarter-size fields including the main training area. This option would be funded from existing budgets and would not draw on One Local Initiative funding.

44. This would deliver service level improvements to approximately 10 per cent of the park’s playing surfaces and would deliver a 20 per cent increase in playing-hour capacity.

45. This option represents the level of likely investment in War Memorial Park under the council’s Winter Sports Field Capacity Programme.

46. It is unclear whether this option will fully meet current needs:

· Manurewa AFC is currently operating across two sites (War Memorial Park and Jellicoe Park) and is using 157 per cent of its allocated field capacity. Upgrading only two fields at War Memorial Park will not deliver enough local capacity to address overuse. This means that Manurewa AFC will need to be allocated additional field capacity at a third site within Manurewa.

· upgrading four fields (two at War Memorial Park and two at Mountfort Park) would normally yield 40 hours additional playing capacity, nine hours short of current demand.

47. Some cricket capacity at War Memorial Park may be compromised by this option. Sand-carpeting only some winter sports fields at War Memorial Park could result in different playing surfaces within the park. This may compromise the performance of one cricket wicket, or 25 percent of the park’s existing cricket capacity.

Option two: New facility and service improvements to all existing sports fields (One Local Initiative)

48. Under this option, the council would construct a small local community centre, convert one existing quarter-size playing field into a lit artificial practice turf and provide sand-carpeting and lighting upgrades to all other sports fields (4.5 full-size equivalent fields). This reflects the outcome sought by the local board in its One Local Initiative.

49. The indicative cost of delivering this option is $13 million of One Local Initiative funding.

50. The benefits of this option are that:

· it would fully address local field capacity constraints faced by Manurewa AFC at the War Memorial Park

· the community centre would take immediate pressure off adjacent Wiri Community Hall, a highly utilised venue-for-hire. It would also help meet future population growth in Wiri over the next 30 years

· consistent treatment of all sports fields under this option would support retention of 100 per cent of the park’s existing cricket capacity.

51. However, this option would result in an over-provision of both community space and sports field capacity. It would also be the most expensive of the three options assessed.

Option three: Service improvements to four existing sports fields (reduced scope option)

52. Under this option, council would invest in sand-carpeting and field lighting upgrades for four full-size equivalent sports fields. This would result in service level improvements to approximately 80 per cent of the park’s playing surfaces and an up to 90 per cent increase in playing hour capacity.

53. The indicative cost of delivering this option is $2.9 million of One Local Initiative funding.

54. This option risks nominal over provision of sports field capacity within the Manurewa Local Board area. However, it would resolve current issues of sports field overuse at War Memorial Park and remove the need for Manurewa AFC to expand to a third site.

55. The lack of a new community facility under this option means it is unlikely to satisfy public expectations for the development of the park. This presents a reputational risk to council.

Staff have developed criteria to assess the three options

56. Staff developed the following assessment criteria to enable the comparison of the options:

· Current need: Does a demonstrable community need currently exist?

· Future growth: Is the scale of the option proportionate to future population growth?

· Strategic alignment: Is this something we should be doing?

· Value for money: Do the benefits associated with an option exceed its costs?

57. These criteria are unweighted and allow for objective assessment.

Options one and three are best aligned with the assessment criteria

58. A summary of the options against the assessment criteria is provided in Table 2 below.

Table 2: Assessment of options against criteria

	Current needs	Future growth	Strategic alignment	Value for money
Option one (status quo) *Service improvements to two quarter-size sports fields*	✓✓	✓✓	✓✓✓	✓✓✓
Option two (One Local Initiative) *New facility and service improvements to all sports fields*	✓	✓✓	✓	✓
Option three (reduced scope option) *Service improvements to four full-size equivalent sports fields*	✓✓✓	✓✓✓	✓✓	✓✓✓

Rating scale key

Ticks	Level to which option meets criteria
No tick	Does not meet
✓	Low
✓✓	Fair
✓✓✓	High

59. When the criteria are applied, option three (upgrade four full-size fields) scores the highest. While it could result in some overprovision of football field capacity, it is well aligned to relevant council strategies for sports field provision. It is a proportionate response to address issues of overuse at War Memorial Park. Economic analysis suggests that it would deliver sufficient additional benefit to justify these costs.

60. Option one (upgrade two quarter-size fields) is next best option. This option is well aligned with relevant council policies and is low-cost to implement. While it avoids the risk of overprovision, it is unclear whether it would fully satisfy current and future need within Manurewa. It would not directly address current capacity constraints at War Memorial Park.

61. Option two (new facility and upgrade all fields) is best aligned with local community expectations. However, it is the least aligned to local need or the council’s strategies and practices. It is the costliest option and is not expected to generate sufficient social or economic benefits to justify investment.

Option three, which delivers positive economic returns to the community, is recommended

62. Options two (new facility and upgrade all fields) and option three (upgrade four full-size fields) were subject to economic analysis to identify benefits above the status quo.

63. The primary benefits are improved physical and mental health outcomes to users. These are $7.5 million for option two, and $4.5 million for option three. Other benefits include improved productivity, reduced unemployment and decreased crime.

64. The net benefit of option three is over $2.1 million in present-day terms. The ratio of benefits to costs is at least 1.73.

65. The high capital cost of delivering a new community facility hampers the performance of option two. It would deliver net benefits of negative $3.5 million in present-day terms. This option has a benefit-to-cost ratio of 0.73.

66. Staff recommend the development of a design case based on option three. There is a robust strategic case for change and a sound economic case.

67. Alternatively, the council could choose to proceed to the detailed business case based on the Manurewa Local Board One Local Initiative [resolution MR/2019/104: f(i) refers] made at its 20 June 2019 meeting to renew the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa.

There are some limitations with the data, but these are not material

68. Some research and survey data lacked enough detail to aggregate at the level of the study area. Where data could not be separated, it is presented at local board level or at Auckland level.

69. Population growth is based on projections. There is a risk of growth being higher than forecast. That would result in additional pressure on existing facilities. The final timing and scale of growth in Wiri is uncertain, as it depends on future decisions by Panuku Development and the Crown for the joint development of the Transform Manukau area.

70. The cost-benefit analysis required the use of some assumptions. A key assumption was that demand was a mixture of new demand, current demand increased through closer service provision and current demand switching from other facilities. Only the first two provide quantifiable benefits to council.

71. Other assumptions were made on inflation, the deadweight loss of council investment and consumer surplus.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

72. Council staff will take action based on the decision of the Environment and Community Committee.

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

Local impacts and local board views

73. Redevelopment of War Memorial Park will enhance sport and recreational opportunities in northern Manurewa and neighbouring areas.

74. Residents of Manurewa and neighbouring areas are less active when compared to all Aucklanders. Sports field capacity constraints may be a contributing factor to this.

75. Football is the single most popular sport within the study area, and War Memorial Park has the best utilised sports fields.

76. Feedback from Manurewa residents shows a willingness to spend more time in parks if more facilities, events and programmes were provided, and if the safety of parks was improved.

77. The Manurewa Local Board selected the redevelopment of War Memorial Park as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

78. Workshop sessions were held with Manurewa Local Board in August 2018, March 2019 and June 2019. These sessions focused on the study area, the methodology, research, data, documents and processes used for the indicative business case.

79. On 20 June 2019, findings were presented to the Manurewa Local Board business meeting.

80. The local board endorsed the findings of staff on the need for service improvements to the fields at War Memorial Park.

81. The local board did not endorse the findings of staff on the lack of need for a new community due to:

· concerns about the study area and the population growth data

· concerns that the views of the community were not adequately considered

· concerns that the range of alternative options considered was too limited

· concerns that accommodation for the existing sports users of War Memorial Park was not adequately considered.

82. The board resolved [resolution MR/2019/104: f(i) refers] that staff develop a detailed business case for the Manurewa Local Board One Local Initiative, commencing in 2019, to renew the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa, based on funding of $17 million earmarked for allocation as part of the 10-year Budget 2018-2028.

83. This resolution is included in the recommendations outlined in this report for consideration.

84. The full local board resolution is included as Attachment B to this report.

Tauākī whakaaweawe Māori

Māori impact statement

85. Twenty-one per cent of the population of the study area identify as Māori. This is significantly higher than the 10.7 per cent of the population who identify as Māori across Auckland.

86. Manurewa’s Māori population is slightly more active than the wider local board population (25.7 per cent inactive), and near the average for the wider Auckland region (24.7 per cent).

87. Football is the second most popular sporting activity amongst Manurewa’s Māori communities, with 6.8 per cent participation.

Ngā ritenga ā-pūtea

Financial implications

88. Each local board identified one priority project through the Long-term Plan 2018-2028 process. The Finance and Performance Committee then approved provisional funding for these local board projects [resolution FIN/2018/85].

89. The Manurewa Local Board proposed a redevelopment of War Memorial Park, including a new community facility. A total of $0.100 million was allocated to develop an indicative business case. Only $0.025 million has been spent to-date.

90. Funding of $17 million was earmarked for the redevelopment of War Memorial Park, subject to approval of the indicative and detailed business cases.

91. There is enough One Local Initiative funding available to deliver the redevelopment.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

92. There are three main risks associated with the two options outlined in the report recommendations. These are shown below in Table 3.

Table 3: Risk identification and mitigation

Type of risk

Risk Level

Mitigation

Reputational risk

IF the council chooses not to invest in a community multisport facility

THEN council’s reputation could be impacted in the community.

Low

This risk can be mitigated through communication of the findings of the indicative business case and highlighting the playing field service improvements under the preferred option.

Financial risk

IF costs of the project exceed initial estimates

THEN the costs could exceed the benefits

Low

This risk can be mitigated by obtaining detailed costings from a quantity surveyor and are subject to a sensitivity analysis.

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation.

Delivery risk

IF population growth rates exceed projections

THEN demand for additional facilities may come sooner than expected

Low

This risk is mitigated by nominal overprovision under the preferred option.

Early demand for additional community facility capacity would be mitigated by the one local initiative. In Wiri this can be addressed as part of planning for the Transform Manukau

Ngā koringa ā-muri

Next steps

93. If option three (upgrade four full-size fields) is approved, work will commence on the development of a design case in 2019/20.

94. If the Manurewa Local Board One Local Initiative [resolution MR/2019/104: f(i) refers] to renew the Manurewa AFC building to be used as a multi-purpose facility that supports existing sports users and community uses, a new floodlit artificial turf and service improvements to all other sports fields located on War Memorial Park, Manurewa is approved, development of a detailed business case will commence in 2019/20.

95. Operational funding may need to be allocated for the development of the detailed design or business cases.

96. The timeframe for delivery will depend on how long it takes to develop and obtain approval for the design case or detailed business case.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa One Local Initiative - Indicative Business Case Summary	117
b ⇩	Manurewa Local Board - Resolutions on Indicative Business Case - 20 July 2019	127

Ngā kaihaina

Signatories

Author

William Brydon - Principal Policy Analyst

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Indicative business case - Local indoor court facility Kumeu-Huapai

File No.: CP2019/11855

Te take mō te pūrongo

Purpose of the report

1. To seek agreement to the findings of the indicative business case and for the development of a detailed business case for a local indoor courts facility in Kumeu-Huapai.

Whakarāpopototanga matua

Executive summary

2. Development of a local indoor court facility was selected by the Rodney Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028. Funding of $22.4 million was earmarked for the project, following indicative and detailed business case processes.

3. Staff have developed an indicative business case to inform decision-making on future community investment. Preparation of the business case entailed an investigation of community need, an assessment of strategic alignment and an economic analysis.

4. The needs assessment demonstrates a current and future community need.

5. The strategic assessment shows strong alignment with council plans, strategies and resolutions.

6. The economic case identified two options that deliver community benefits above the capital and operational costs

7. Three options were assessed:

· Option one: indoor court provision of one-to-two courts in Rodney by 2026 (status-quo)

· Option two: two full-sized indoor courts with indoor cricket nets and squash courts in Kumeu-Huapai (One Local Board Initiative)

· Option three: two full-sized indoor courts in Kumeu-Huapai.

8. Growth is projected in and around Kumeu-Huapai. This will create demand for new sport and recreation facilities. There is a current and growing gap in indoor court provision in the area. Provision of a local facility with two full-sized indoor courts by 2021 would respond to projected demand and aligns with the Community Facilities Network Plan.

9. Options two and three feature critical success factors and meet Auckland Council’s investment objectives. Both options also deliver confirmed health and social benefits to the community. A cost-benefit analysis indicates the benefits are at least 1.6 times the costs.

10. Staff recommend the development of a detailed business case based on options two and three rather than a single preferred option. There is a robust strategic case for change and a sound economic case. The Rodney Local Board endorsed the development of a detailed business case for indoor courts based on options two and three.

11. The next step recommended is to develop a detailed business case commencing in 2019/2020.

12. There is a medium partnership risk that the Kumeu Squash Club may choose not to invest in the proposed local indoor court facility. This is mitigated by assessing both options two and three in the detailed business case.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) agree the findings of an indicative business case for the development of a local indoor court facility in Kumeu-Huapai, which found that:

i) there is significant growth projected in the Kumeu-Huapai area of Rodney Local Board, which will create demand for new sport and recreation facilities

ii) there is a current gap of one indoor court growing to two by at least 2021 in the Kumeu-Huapai area

iii) provision of a local facility with two full-sized indoor courts from 2021 would respond to the projected demand and aligns with the Community Facilities Network Plan

iv) Kumeu-Huapai is an optimal location to respond to the projected population growth and to fill the future gap in the network

v) the provision of indoor courts aligns with Auckland Plan outcomes

vi) the quantifiable benefits of providing a local facility with two full-sized indoor courts exceed the capital and operational costs required to develop the facility.

b) agree that there is a robust strategic and economic case for investment in the development of a two-court indoor facility in Kumeu-Huapai.

c) agree the development of a detailed business case for indoor courts, commencing in 2019/2020 based on:

i) an indicative funding investment of $22.4 million earmarked as part of the Long-term Plan 2018-2028

ii) two preferred options, option two: two full-sized indoor courts with indoor cricket nets and squash courts in Kumeu-Huapai and option three: two full-sized indoor courts in Kumeu-Huapai.

d) agree that the development of a detailed business case for indoor courts in Kumeu-Huapai be included as a priority action in the Community Facilities Action Plan.

Horopaki

Context

Development of a local indoor court facility is a priority for the Rodney Local Board

13. Development of a local indoor court facility was selected by the Rodney Local Board as their One Local Initiative for funding as part of the Long-term Plan 2018-2028.

14. The local board proposed two full-sized indoor courts with provision for indoor cricket nets and squash courts. The proposed multi-use facility could cater for a wider variety of sporting codes such as netball, badminton and futsal.

15. The proposed site at Huapai Domain was identified in a feasibility study commissioned by Rodney Local Board. It is council-owned open space. No additional land is required to deliver the project.

16. The Finance and Performance Committee approved provisional funding for One Local Initiative projects [FIN/2018/85 refers].

17. A total of $80,000 was allocated to the Rodney Local Board for a business case. The business case is developed in two parts - indicative and detailed business cases.

18. Funding of $22.4 million was earmarked for the local indoor court facility to service Kumeu-Huapai, following the indicative and detailed business case processes.

Indicative business cases are a tool to support decision-making

20. The first phase begins with a needs assessment. This entails:

· research into the profile of the community, including projected growth data

· a summary of recent social research and any relevant community engagement surveys

· a community facility stocktake (both council and non-council facilities)

· a gap analysis which assesses current provision against council policy.

21. An indictive business case considers the merits of a proposed investment. It considers strategic alignment with council objectives. It includes an economic case which considers the costs and benefits of various options that may achieve council’s investment goals.

22. A detailed business case can be built upon:

· a needs assessment which demonstrates a robust case for change

· a strategic assessment which shows alignment with council objectives

· an economic case that identifies a preferred option(s) that delivers community benefits and value for money.

Tātaritanga me ngā tohutohu

Analysis and advice

23. The key findings of the indicative business case for a local indoor court facility are outlined below (see Attachment A for a more detailed overview).

24. There is significant growth projected in the Kumeu-Huapai area, which will create demand for new sport and recreation facilities.

· The local population is projected to grow 35 per cent from 16,880 to 22,908 people between 2016 and 2031.

· Sport preferences are changing with an increase of 4300 indoor court users forecast by 2033. This is in addition to increased demand driven by population growth.

25. There is a current gap of one indoor court growing to two from 2021.

· Population data suggest that there is a current gap in indoor court provision in the study area, growing to two-courts by 2021.

· There are no multi-sport indoor court facilities available to the public in the study area

· Provision is being met by an active population in undersized community facilities. This confirms the need for fit-for-purpose indoor courts.

26. Provision of a local facility from 2021 would respond to the projected demand and aligns with the Community Facilities Network Plan.

· The plan notes that a leisure facility can provide services to a population of approximately 18,000. The study area population is projected to be 17,902 by 2021

· The plan proposes that two indoor courts serve a five-kilometre urban catchment. Currently there are no public indoor courts in study area.

· The plan also proposes that an indoor court facility within a 30-minute drive, or roughly one indoor court per 9000 people in rural areas. There is currently no rural provision.

27. Kumeu-Huapai is an optimal location to respond to the projected population growth and to fill the future gap in the network.

· The proposed facility will service both the rural and urban populations of the area as defined by the Community Facilities Network Plan. There are no fit-for-purpose multi-sport indoor court facilities available to the public in the study area

· Kumeu-Huapai is zoned as future urban zone in the Unitary Plan.

· The proposed facility would be able to serve rural communities such as Muriwai and Helensville

· Kumeu-Huapai and rural residents are travelling to Massey-Leisure centre for indoor-court provision. This facility is nearing capacity and was intended to serve a different catchment.

28. The provision of indoor courts aligns with Auckland Plan outcomes, see Table 1 below

Table 1: Alignment with Auckland Plan 2050

Outcome	Direction or focus area	Alignment
Outcome 1: Belonging and participating	Direction 2: improve health and wellbeing of all Aucklanders by reducing harm and disparities in opportunities	Aligns through providing sport and recreation facilities for under serviced and rural communities
	Focus area 2: provide accessible services and social and cultural infrastructure that are responsive in meeting peoples evolving needs	Aligns through providing a multi-purpose facility that can change in response to our changing population
	Focus area 6: focus investment to address disparities and serve communities of greatest need	Aligns through providing the facility where there is an identified community need
	Focus area 7: recognise the value of arts, culture, sports and recreation to quality of life.	Aligns through quantifying the benefits to the community of the facility

There is a robust case for change for the proposed facility

29. The needs assessment demonstrates a current and future community need.

30. The strategic assessment shows strong alignment with council plans, strategies and resolutions.

31. The economic case identified two options that deliver community benefits above the capital and operational costs. Both options align with council’s investment objectives and critical success factors.

Staff assessed three options, but only two options address the identified provision gap

32. Staff assessed three options as a part of the investigation:

· Option one: Indoor court provision of one-to-two courts in Rodney by 2026 (status-quo)

· Option two: Two full-sized indoor courts with indoor cricket nets and squash courts in Kumeu-Huapai (One Local Board Initiative)

· Option three: Two full-sized indoor courts in Kumeu-Huapai.

Option one: Indoor court provision of one-to-two courts in Rodney by 2026 (status quo)

33. The status quo entails the development of key moves to address a future gap in recreation and leisure, with the provision of one-to-two courts in the Rodney area by 2026.

34. This is in accordance with the findings of the North-West Community Facility Provision Investigation approved by the Environment and Community Committee on 16 October 2018 [ENV/2018/131 refers].

35. This option has been discounted because a more recent assessment, with a different catchment area, found both a need and a provision gap centered around Kumeu-Huapai. A key difference was that the scope of the North-West Community Facility Provision Investigation did not include the wider rural population in this part of Rodney.

36. The facility proposed under options two and three will service both the rural population and the urban Kumeu-Huapai area.

Option two: Two full-sized indoor courts with indoor cricket nets and squash courts in Kumeu-Huapai (One Local Board Initiative)

37. Option two was developed by the Rodney Local Board as their One Local Initiative. It entails two full-sized indoor courts with provision for indoor cricket nets and squash courts.

38. This option has strong strategic alignment. It also provides a broad range of sport and recreation opportunities. However, there are higher costs with this proposal.

Option three: Two full-sized indoor courts in Kumeu-Huapai

39. This option consists of a standard local indoor court facility with two full-sized indoor courts.

40. The benefits of this option are lower costs that respond directly to the identified need.

41. It would deliver fewer community benefits than option two.

Options two and three align with investment objectives and deliver community benefits

42. Options two and three align with critical success factors and council’s investment objectives:

· enable our communities: fulfil Auckland Plan outcomes through increased participation in indoor sports by enhancing the current network of facilities.

· fit-for-purpose: provide greater efficiencies through investing in multi-use facilities rather that single codes. This will support our diverse communities and provide greater efficiencies.

· reduce inequities: reduce inequities between communities through providing facilities where the greatest need exists. This will address disparities in sport and recreation outcomes and ensure a robust network of facilities across Auckland.

· do more with less: provide greater value for dollar spend by leveraging partnerships.

· evidence based: prioritise indoor court facilities that will have the greatest impact based on evidence backed investment, shifting from an ad-hoc mentality.

43. Both options deliver positive economic returns to the community.

44. The net benefits of options two and three are over $13 million in present day terms. The ratio of benefits to costs are at least 1.6 showing that for every dollar of cost the community gets $1.60 in benefit.

45. The primary benefits are improved physical and mental health outcomes to users. These exceed $23 million for options two and three.

46. Other benefits included improved productivity, reduced unemployment and decreased crime.

47. The main costs come from the high capital costs of the facility ($15 million).

48. Sensitivity analysis which increased capital costs by 30 per cent still showed a net benefit of at least $8.9 million.

Staff recommend the development of a detailed business case based on options two and three

49. The development of a detailed business case for options two and three is recommended. There is a robust strategic case for change and a sound economic case.

50. There is a medium partnership risk that the Kumeu Squash Club may choose not to invest in the proposed local indoor court facility. This is mitigated by assessing both options two and three in the detailed business case.

51. The detailed business case will determine which of the options is: (1) viable (the financial case); affordable (the commercial case); and (3) achievable (the management case).

There are some limitations with the data, but these are not material

52. Population growth is based on projections. There is a risk of growth being significantly lower than forecasted. This would result in underutilisation of the facility.

53. The cost-benefit analysis required the use of some assumptions. A key assumption was that demand was a mixture of new demand, current demand increased through closer service provision and current demand switching from other facilities. Only the first two provide quantifiable benefits to council.

54. Other assumptions were made on inflation, the deadweight loss of council investment and consumer surplus. If these assumptions are incorrect it could weaken the economic case for investment. This financial risk has been mitigated by sensitivity analysis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. If approved council staff will undertake the detailed business case.

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

Local impacts and local board views

56. Development of a local indoor court facility will enhance sport and recreational opportunities in Kumeu-Huapai and neighbouring areas.

57. People in Kumeu-Huapai and neighbouring areas are highly active when compared to all Aucklanders suggesting any facility will have high usage.

58. The Rodney Local Board selected the development of a local indoor court facility as their One Local Initiative and has previously shown support for multi-sport facilities [RD/2019/6].

59. On 13 June 2019, the findings of the indicative business case were presented to the local board. The views of the local board on these findings were sought through this report.

60. The Rodney Local Board at its meeting on 20 June 2019, resolved to [Resolution RD/2019/1]:

a) endorse the findings of an indicative business case for the development of a local indoor court facility in Kumeu-Huapai, which found that:

i) there is significant growth projected in the Kumeu-Huapai area of Rodney Local Board, which will create demand for new sport and recreation facilities

ii) there is a current gap of one indoor court growing to two by at least 2021 in the Kumeu-Huapai area

iii) provision of a local facility with two full-sized indoor courts from 2021 would respond to the projected demand and aligns with the Community Facilities Network Plan

iv) Kumeu-Huapai is an optimal location to respond to the projected population growth and to fill the future gap in the network

v) the provision of indoor courts aligns with Auckland Plan outcomes

vi) the quantifiable benefits of providing a local facility with two full-sized indoor courts exceed the capital and operational costs required to develop the facility.

b) endorse that there is a robust strategic and economic case for investment in the development of a two-court indoor facility in Kumeu-Huapai.

c) endorse the development of a detailed business case for indoor courts, commencing in 2019/2020 based on:

i) an indicative funding investment of $22.4 million earmarked as part of the Long-term Plan 2018-2028

ii) two preferred options, option two: two full-sized indoor courts with indoor cricket nets and squash courts in Kumeu-Huapai and option three: two full-sized indoor courts in Kumeu-Huapai.

d) endorse that the development of a detailed business case for indoor courts in Kumeu-Huapai be included as a priority action in the Community Facilities Action Plan.

Tauākī whakaaweawe Māori

Māori impact statement

61. The Māori population in the study area is low at only seven per cent of the population. The population will be relatively stable, only growing to eight per cent by 2038.

62. Māori participation in sport and recreation for the study area is 80 per cent. This is slightly lower than the rate of 82 percent for the study area over-all.

63. Māori will benefit from the proposed facility alongside other ethnicities in the area.

Ngā ritenga ā-pūtea

Financial implications

64. Each local board identified one priority project through the Long-term Plan 2018-2028 process. The Finance and Performance Committee then approved provisional funding for these local board projects [FIN/2018/85 refers].

65. The Rodney Local Board proposed a local indoor court facility. A total of $0.080 million was allocated to develop the business case. A total of $0.063 million remains for the development of the detailed business case.

66. Funding of $22.4 million was earmarked for the local indoor court facility to service Kumeu-Huapai, following the indicative and detailed business case process.

67. There is sufficient One Local Initiative funding available to deliver the indoor court facility.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. There are three main risk areas with options two and three as outlined in Table 2 below.

Table 2: Risk identification and mitigation

Type of risk

Risk Level

Mitigation

Partnership risk

IF the Kumeu Squash Club choose not to invest in the proposed local indoor court facility

THEN the costs to council will increase

Medium

This is mitigated by assessing both options two and three in the detailed business case

Financial risk

IF costs of the project exceed initial estimates

THEN the costs could exceed the benefits

Low

This risk can be mitigated by obtaining detailed costing from a quantity surveyor and assessment through sensitivity analysis

All council projects are subject to financial policy decisions on cost escalation and treatment of inflation

Delivery risk

IF projected growth rates slow and expected growth does not eventuate

THEN the facility may be underutilised

Low

Staff can update the business case when new growth modelling or new census information becomes available

Ngā koringa ā-muri

Next steps

69. If approved, work will commence on the development of a detailed business case in 2019/2020. Figure 1 outlines the project timing. This will include site identification and the development of the financial, commercial and management cases.^{^[7]}

70. Operational funding may need to be allocated for the development of the detailed business case. Other costs can be met within existing funding.

71. The timeframe for delivering the new facilities will depend on a range of factors including:

· how long it takes to develop and obtain approval for the detailed business case

· the time required to negotiate any partnership or commercial development opportunities.

Figure 1: Project timing

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Indicative Business Case Summary Local indoor court facility for Kumeu-Huapai	143

Ngā kaihaina

Signatories

Author

Ruth Woodward - Manager Parks & Recreation Policy

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Provision of land for new civic open space - Takapuna

File No.: CP2019/11634

Te take mō te pūrongo

Purpose of the report

1. To approve the acquisition / internal asset reclassification of part of the fee simple council owned land at 40 Anzac Street and 34-38 Hurstmere Road in Takapuna for new civic open space.

Whakarāpopototanga matua

Executive summary

2. The acquisition of civic open space is a requirement for central Takapuna as approved by the Planning Committee in March 2018 (resolution number PLA/2018/22).

3. The land will provide for civic open space in Takapuna Metropolitan Centre following Auckland Council’s Open Space Provision Policy.

4. The proposed spatial arrangement for the new public space, of approximately 3200m², is in a location that follows the preferred outcome of the community consultation which is to connect Lake and Hurstmere roads. The spatial arrangement is shown in Figure 2 in the body of this report and Attachment A.

5. The spatial arrangement for the new civic space has been designed to achieve the best outcomes for the community. Key design principles followed to ensure the delivery of a successful civic open space are:

· good connectivity

· appropriate form and function

· creation of a sense of place

· a high level of comfort and safety

· commercial viability and control.

6. The spatial arrangement has been reviewed and is supported by an external independent design advisory body managed through the Auckland Council’s design review team.

7. The spatial arrangement has been assessed by the Parks and Recreation Policy Unit as a high priority for acquisition based on meeting current and future community needs. This assessment confirmed that the spatial arrangement meets all the requirements of the Auckland Council Open Space Provision Policy.

8. The Devonport-Takapuna Local Board support the acquisition at no capital cost of up to 4000m² of land at 40 Anzac Street and 34-38 Hurstmere Road Takapuna, for civic open space as per the Open Space Provision Policy for Metropolitan Centres. The local board has raised some points and expressed a preference for a different spatial arrangement. The full minutes of the meeting are provided as Attachment B to this report.

9. The next step is to start concept design of the civic open space in collaboration with the local board and respecting its governance role and decision-making responsibility.

Ngā tūtohunga

Recommendations

That the Environment and Community Committee:

a) approve the acquisition at no capital cost of approximately 3200m² of land at parts 40 Anzac Street and 34-38 Hurstmere Road Takapuna for new civic open space shown as the proposed spatial arrangement on Attachment A.

b) delegate to Panuku Development Auckland authority to refine the final boundaries of the new civic open space in accordance with the spatial arrangement on Attachment A in a manner that ensures appropriate design principles are met.

Horopaki

Context

10. The council owned properties of 40 Anzac Street and 34-38 Hurstmere Road Takapuna are part of the Panuku Unlock Takapuna programme. The Panuku High Level Project Plan and authority to dispose of these sites was approved by the Auckland Development Committee in March 2016.

11. The sites are not currently open space.

12. There was a legal obligation, under section 78 of the Local Government Act, to consult on any change of use or ownership of the car park at 40 Anzac Street.

13. Public consultation on the change of use of 40 Anzac Street was undertaken from July to August 2017. Submissions were heard by a hearings panel which provided a recommendation to the Planning Committee to inform its decision making.

14. The Planning Committee approved the change of use of 40 Anzac Street subject to the condition that a town square be developed that follows Auckland Council’s Open Space Provision Policy for civic open space.

15. Community engagement was undertaken from March to June 2018 to seek views on where the town square should be located within the site boundaries of 40 Anzac Street and 30-38 Hurstmere Road. From this engagement a few location options were determined which were then critiqued by design experts to arrive at two location options that were able to be delivered by council.

16. Public consultation and a representative survey were undertaken to determine which of these two options were preferred by the community. These two options were presented with a third option to retain the status quo of 40 Anzac Street.

17. The results of the public consultation and the representative survey showed strong support for the option of a town square to be located from Lake Road to Hurstmere Road as shown in Figure 1 below. Of the 5,385 public consultation submissions, 47% preferred this option. Through the representative survey undertaken, 40% of respondents preferred this option.

18. The full results were presented to the Planning Committee and the Devonport-Takapuna Local Board at a workshop on 22 August 2018.

19. The top reasons stated for selecting this option was views of the beach and Rangitoto, sunny and bright, strong visibility, a nice space that makes good use of the area, better connection and flow and improved community space and environment.

Figure 1: Location option 1 for Takapuna town square

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed public civic space

20. The proposed civic space spatial arrangement is shown in Figure 2 below.

21. This arrangement was supported by independent expert design advice that identified the following positive attributes:

· Potential to be developed in a way that would represent a strong response to considerations of local identity

· Spatial definition of the town square space is convincing, with an appropriate level of enclosure, as well as clearly defined openings in a variety of directions

· Well located and convincing thresholds to the square from Hurstmere Road and Lake Road

· Curved shape of building fronting Hurstmere Road provides an appropriately dynamic entry space, while holding the width of the opening at the street edge to within the recommended maximum to avoid unduly interrupting the continuity of the Hurstmere Road frontage

· Plaza space on Lake Road is appropriately sized and shaped to provide invitation to enter the town square from this direction

· Significance of Potters Park is acknowledged with a connecting space of generous width

· Good sun access to a large part of the square while also providing areas of shade also capable of occupation during hot weather

· Potential for a future building with a civic, cultural and/or community focus to benefit from frontages to Lake Road, Potters Park and the town square space, together with visibility from Hurstmere Road across the square

· New buildings define most of the edges of the town square, enabling the development of active edges onto the square and an appropriate character to the defining perimeter of the square.

22. Design principles align with both the Auckland Council Open Space Provision Policy and the Auckland Design Manual. The design ensures the delivery of a successful civic space by:

· providing good connectivity throughout Takapuna including the bus hub

· creating an appropriate form and function

· creating a sense of place

· delivering a high level of comfort and safety, and

· providing commercial viability and control.

Figure 2: Proposed spatial arrangement of civic public space – Takapuna

Acquisition assessment

23. Acquisition opportunities are assessed against the criteria in the Parks and Open Space Acquisition Policy and the Open Space Provision Policy by the council’s Parks and Recreation Policy Unit.

24. Proposed acquisitions are prioritised according to the highest rating achieved.

25. A summary of the acquisition assessment for the proposed open space is provided in Table 1 below.

Table 1: Assessment of the proposed civic space in Takapuna
Park type: Civic space (large)			Number of new dwelling units: 14,000
Density: High			Number of new residents^{^[8]}: 42,000
Unitary plan zone: Business – Metropolitan Centre			Proposed size of acquisition: 3200m²
Independent valuation: N/A			Settlement: N/A

Potential future features:		Trees			Public art
		Seating			Drinking fountain
Acquisition Criteria	Comment					Overall Rating
Meeting community needs, now and in the future	High priority as: · The proposed approximately 3200m² civic space is centrally-located within the Takapuna Metropolitan Centre and will complement existing civic open space – Hurstmere Green (2453m²) and Takapuna Rose Garden (an approximately 500m² civic space component of Potters Park). It is consistent with the Open Space Provision Policy and will help meet the council’s open space provision targets.					ü *High priority for acquisition*
Connecting parks and open spaces	Medium priority as: · The proposed civic space will connect with Potters Parks and enable pedestrian movement between Potters Park and Hurstmere Green.
Protecting and restoring Auckland’s unique features and meanings
Not a priority as: · The land has no known ecological, historic heritage, landscape, geological or cultural values of significance.
Improving the parks and open spaces we already have
Not a priority as: · The land will not improve existing parks or open spaces, but it will complement the existing Hurstmere Green and Potters Park.
Development Costs:
Operational Costs:
Local boards decide how local open space is developed. The development of the Takapuna civic space will cost $5,000,000 and will be funded by Panuku Development Auckland.				Estimated maintenance costs for the civic space are $20,000 per annum. Maintenance costs are covered by operational budgets provided through the Long-term Plan 2018-2028.

Source: Auckland Council Parks and Recreation Policy Unit

Assessment conclusion

26. The site is assessed as a high priority for acquisition based on meeting community needs.

27. The land will provide for civic space centrally located within the Takapuna Metropolitan Centre and will complement existing civic open space already in Takapuna.

28. Council’s Parks and Recreation Policy Unit recommend that up to 3500m² of land comprising the proposed footprint is acquired at no capital cost.

29. Current practice is for council to acquire high and medium priority open space at no capital cost when it is offered to council.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. The proposed civic space has been assessed by the council Parks and Recreation Policy Unit confirming that the proposed space meets all the requirements of the Auckland Council Open Space Provision Policy.

31. Operational costs have been provided by staff who will be responsible for the ongoing maintenance of the open spaces. These have been set on the recommended spatial arrangement.

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

Local impacts and local board views

32. The Takapuna Beach Business Association (TBBA) has written to Panuku to confirm its continued support of the public space layout. The spatial arrangement follows most of the views of the members from August 2018 and the TBBA Board believes that the design maximises the benefits for the local economy and businesses, as well as the community.

33. A workshop was held with the local board on 11 June 2019 to discuss the preferred spatial arrangement option. Panuku received feedback that the local board supported an alternative arrangement which had been provided to it by Mr Reid (RRA). RRA had been engaged by the local board to provide independent planning advice.

34. This alternative arrangement is very similar to the other option in the public consultation. It has been reviewed by Isthmus Group and an independent design review group. It has also been considered by the Parks and Recreation Policy Unit. These reviews all highlight risks of delivery with this alternative public space arrangement.

35. This alternative option does not satisfy the design principles, as well as the recommended proposed option in the following ways:

· Activated edges - leading to activity and vitality - the western edge is the rear of the retail uses of Hurstmere Road, the eastern edge retains the blank facade of 488 Lake Road.

· Visual connectivity to existing, established busy streets (Lake and Hurstmere roads) as such it feels like a 'hidden ' space, one that you would discover rather than one that directly responds to Takapuna. This also creates safety issues, particularly at night.

· Lack of flexibility - if a larger 'event ' is required in the space the 'overspill’ would need to be in Potters Park. For example, a large market event cannot spill into surrounding streets (which would be possible with the recommended proposal).

· Dimensions – 30 metres allows people to see and recognise facial features. The dimensions of this space all exceed that and are more akin to a 'spectator’ event such as a sporting arena.

· Response to context - the Rangitoto axis is not recognised within the arrangement. This axis is a requirement of the Unitary Plan.

· It is a single large space which is not the character of the spaces within the Takapuna town centre which tend to be of a smaller scale. A single space wouldn’t accommodate a variety of settings for everyday activity in the Takapuna context.

36. Panuku looked at how the intentions of the alternative proposal could be implemented into the proposal. This resulted in an amended version of the spatial design which opened more to Potters Park. This amended plan was presented to the local board at the 18 June business meeting and the one presented to the Environment and Community Committee in this report.

37. The local board resolved at the business meeting to support the acquisition at no capital cost of up to 4000m² of land at 40 Anzac Street and 34-38 Hurstmere Road Takapuna, for civic open space as per the Open Space Provision Policy for Metropolitan Centres. It also resolved that it does not support Panuku’s design for public open space.

38. Panuku met with the Chair and Deputy Chair of the local board on 27 June 2019 to discuss the resolutions. One of the key points raised was the desire for the buildings to the north of the proposed public space by reduced heights to ensure the public space is sunny and bright. Panuku will require this and control this through a development agreement with the selected developer that will develop the residual land around the new public space.

39. Panuku, supported by design expert advice of Isthmus Group, the independent design advisory body and the Parks and Recreation Policy Unit, are not recommending that the alternative proposal provided by the local board is chosen as it does not best provide appropriate design outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

40. The proposed plan for the new civic open space has been discussed with mana whenua at hui held on the 27 May 2019, 1 November 2018 and 11 June 2018.

41. There is support for the creation of permanent public space in this area in the location proposed.

42. Mana whenua would like to ensure design is responsive to the history and culture of the area. Further hui will be held to work on this as the concept design progresses for this space.

Ngā ritenga ā-pūtea

Financial implications

43. The land is not being legally acquired as the freehold sites are already owned by Auckland Council.

44. Acquisition of the land for open space purposes will entail asset transfer within the Auckland Council family and there is no requirement for expenditure from the Parks and Open Space Acquisition Budget.

45. The capital expenditure budget to construct the new public space is from Panuku Development Auckland.

46. There is sufficient operational budget available to maintain the public space. This operational budget has been set from the proposed spatial arrangement of approximately 3,200m².

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. The resulting preferred spatial arrangement for the public space from the public consultation and representative survey (August 2018) has some risks. These risks relate to the resulting wind factor and creating a sense of scale and spatial definition due to the more rectangular shape of the space. These risks are mitigated in the recommended proposal for the new public space by:

· altering the lengths of the space so they are not completely straight. This breaks up the flow of the wind and reduces the wind factor experienced by users of the space.

· creating three contiguous spaces, being a larger square primary space (square) in the centre of two smaller secondary spaces (plaza). This creates a sense of scale in the primary square and allows for the appropriate sense of scale to be experienced depending on whether it is daily use, being used for medium events or for large events.

Ngā koringa ā-muri

Next steps

48. The site would be subdivided and vested as civic open space following approval by the Environment and Community Committee.

49. The concept design of the space would be created in collaboration with the local board.

50. A preferred concept design would be publicly consulted so feedback from the community could be received to refine the concept design before progressing to developed and detailed design.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Site plan of new civic public space (Under Separate Cover)
b ⇨	Devonport-Takapuna Local Board minutes 18 June 2019 (Under Separate Cover)
c ⇨	Isthmus Group Takapuna public realm summary report (Under Separate Cover)
d ⇨	Review of RRA proposal (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Kate Cumberpatch - Development Manager, Panuku Development Auckland

Authorisers

Allan Young - Director Development, Panuku Development Auckland

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Proposed Hunua Trail

File No.: CP2019/09047

Te take mō te pūrongo

Purpose of the report

1. Seek formal endorsement from the Environment and Community Committee for the Heartland Trail to go through the Hūnua Ranges Regional Park.

Whakarāpopototanga matua

Executive summary

2. The vision is to create a world-class 45km walking and cycling recreational route through the Hūnua Ranges Regional Park linking Clevedon to Kaiaua on the Firth of Thames.

3. The Hūnua Trail would form a recreational walking and cycling trail, with accreditation to be a NZ Cycle Trails ‘Heartland Trail’. It is an economic development and tourism initiative that seeks to improve access to the Hūnua Ranges for recreational use.

4. The initiative is led by Franklin Local Board in partnership with Watercare and Regional Parks, with support from Auckland Tourism, Events and Economic Development (ATEED).

5. Preliminary work has been undertaken to develop the Trail concept through the Franklin Local Board. They now request formal endorsement from the Governing Body before progressing the Trail project further.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) endorse in principle the development of a Heartland Trail through the Hūnua Ranges Regional Park.

b) endorse Auckland Council staff to work with the Franklin local board and other entities to continue investigation into the governance, management, maintenance, design and delivery of the trail as outlined in the Hūnua Trail Aspirational Plan.

Horopaki

Context

6. The vision is to create a world-class 45km walking and cycling recreational route through the Hūnua Ranges linking Clevedon to Kaiaua on the Firth of Thames.

7. The Hūnua Trail is an economic development and tourism initiative that seeks to improve access to the Hūnua Ranges for recreational use. The initiative is led by Franklin Local Board in partnership with Watercare and Regional Parks, with support from Auckland Tourism, Events and Economic Development (ATEED).

8. The proposed Hūnua Trail route follows private access Watercare service roads from the south-eastern side of the Hūnua Range (Mangatangi Dam) through the upper western section of the regional park. Service infrastructure exists at key points, servicing the existing walking and mountain bike trails. With many Waitakere Ranges tracks closed by kauri die-back, opening the Hūnua Trail offers an alternative to the community to access regional park space.

9. The middle 30km section of the trail winds through the Hūnua Regional Park, offering views and access to an incredible natural environment and bio-diversity only 40 minutes from central Auckland. The trail caters for a range of outdoor pursuits suitable for all fitness levels.

10. The trail could be the first step in creating a multi-recreational playground on Auckland’s doorstep, linking to other trails and businesses, including Kōkako Outdoor Education, Camp Adair, the coastal regional parks, Te Ara Moana Kayaking Trail, a possible future Pohutukawa Coast Trail and the Hauraki Rail Trail (within the Hauraki District).

Strategic Alignment

11. The development of this trail would contribute to the Auckland Plan 2050 outcomes. These include Belonging and Participation, Māori Identity and Well-being, Homes and Places, Transport and Access, Environment and Cultural heritage and Opportunity and Prosperity.

12. The development of this trail is consistent with the Regional Parks Management Plan. The trail would also fulfil many of the aspirations set out in the 2017 Franklin Local Board Plan, where a key community priority was to ‘connect with local parks, forests, rivers, waterfronts and streams by walking and cycling tracks, and bridleways where appropriate’. Outcomes for the Franklin Local Board include:

· A well-cared for natural environment: enhance, protect and maintain our diverse natural environment and make sure it’s able to be enjoyed.

· A thriving local economy: Franklin has a strong economy and attracts people to live, work locally and visit its attractions.

· An improved transport system: continue to work towards better public transport and safer roads in Franklin.

· Growth is dealt with effectively: make full use of existing outdoor space and community facilities before developing new.

· Communities feel ownership and connection to their area: support community participation in helping to shape people’s quality of life, creativity, health and wellbeing.

13. The development of this trail strongly aligns to The Auckland Sport and Recreation Strategic Action Plan. It would deliver on three key priority areas:

· Participation: more Aucklanders living physically active lives through participation in informal physical activity, recreation and sport.

· Infrastructure: access to open spaces, harbors, coastlines, waterways and a fit-for-purpose network of facilities that enable physical activity, recreation and sport at all levels.

· Sector development: a strong and capable sector that delivers quality recreation and sport experiences in a sustainable way and contributes to Auckland’s economy.

Consultation to date

14. New Zealand Transport Association (NZTA) has provided formal endorsement for the proposed cycling component of the route to be an accredited ‘Heartland Trail’ within the NZTA NZ Cycle Trail network. The accreditation is provisional on providing clear way finding signage from Clevedon to Kaiaua (via the Mangatawhiri Campground), and Auckland Transport changing a 90-metre section of the Clevedon-Kawakawa Road (from Clevedon Town Centre) from open road status to a 50km speed restriction.

15. A portion of the proposed trail is within the Waikato jurisdiction of the Hauraki District Council. Both the Hauraki District Council and Waikato Regional Council have participated in the development of this initiative. The Hauraki District Council have supplied a letter of support for the NZTA accreditation process. The proposed trail would meet the Hauraki Rail Trail extension to Kaiaua which is beneficial to the Hauraki District Council. Once formal endorsement from the Environment and Community Committee is received, formal endorsement will be sought from the Hauraki District Council.

16. The Southern exit of the proposed trail is over an easement on private land (Olsen farms- Workman road). The project group has requested a legal review in regard to verifying land titles and guidance as to how any land ownership issues would need to be addressed. This will continue to be investigated following formal endorsement from this Committee.

Ecological Considerations

17. The Hūnua Ranges is the largest tract of regenerating and mature indigenous forest on the mainland in the Auckland Region covering 25,000 hectares (almost 18,000 hectares in parkland). It has extensive Kaurilands and is currently Kauri Dieback free. The area is home to the kōkako recovery project and Kōkako Management Area. In 1994 only one breeding pair remained, but through the Hūnua kōkako recovery project the population has increased to over 100 pairs in 2019. The pest-controlled area also provides benefits to other species, including kākā, hochsetter’s frogs, tomtits, long-tailed bats and bellbirds.

18. The Hūnua Ranges is covered under a Controlled Area Notice. You cannot take footwear, equipment or other items with any visible soil into the Controlled Area in the Hūnua Ranges. Public entering the Hūnua Ranges must use any cleaning stations that are encountered.

19. The Te Araroa Trail section through the Hūnua Ranges is currently closed. This is due to risk reducing measures, closing remote tracks in poor muddy conditions that have Kauri on them to protect Kauri forest from Kauri Dieback. The section of track through the Department of Conservations (DOC) Mangatawhiri forest has been closed since 2017 after major storm events washed out bridges. The Hūnua Trail development could offer an alternative lower risk route.

20. Some sections of the trail pass through Kauri forest to the southern end of the Hūnua Ranges near Mangatangi Dam. The trail through this section is a wide, formed gravelled service road and well maintained. Investment in applicable wash stations to counter kauri die-back will form part of the project plan.

21. The Parks, Sport and Recreation department supports the initiative with the proviso that all possible care be taken not to introduce kauri die-back, and that health and safety risks can be mitigated. Future Kauri dieback mitigation measures will be guided by the future National Pest Management Plan.

The opportunities

22. This trail could generate enhanced use of the Hūnua Regional Park for recreational walkers, hikers, cyclists, locals, domestic and overseas visitors, thereby promoting health, wellbeing and the ranges as a recreational destination.

23. The Trail would be the first New Zealand Cycle Trail Network accredited in the Auckland region.

24. This trail could link to Te Araroa or become part of the ‘Te Araroa’ Walking Trail. The section of Te Araroa through the Hūnua Ranges is closed. Moving the route to join the proposed trail would mitigate risk and offer a better off-road route for users. Discussions with Te Araroa will continue throughout this project.

25. This trail could become part of the Tour Aotearoa cycle route and link to the Hauraki Rail Trail at Kaiaua, capitalising on cross-district synergies and opportunities. It is step one in creating a multi-recreational playground on Auckland’s doorstep, potentially linking to other recreational trails.

26. There is an opportunity to educate visitors about the biodiversity of the Hūnua Ranges and the importance of sustainable access, the management of kauri die-back and what we need to do to protect our natural environment. Noting that the Hūnua Ranges is also a significant water-source, the trail may also provide an opportunity to educate visitors about water supply and conservation.

Economic Benefits

27. This trail could generate economic benefit and lift visitor numbers whilst enhancing the visitor experience. It is anticipated that visitors would stay, explore and spend in the local towns and on tourist attractions.

28. The trail would enhance the local connection with walking and cycling and serve as an opportunity for local businesses to developing support services for shuttles, equipment supplies, hire and servicing, accommodation, guided walks, environmental education and eco-tourism.

29. There is the potential to showcase Māori and colonial history at key staging and service points, offering a unique cultural tourism development opportunity.

30. The trail would enable greater collaboration with organisations and neighboring towns to cross-promote events, activities and the existing Hūnua walking trails, encouraging more visitors to the area.

Governance, Management and Operations Structure

31. The proposed site for the Hūnua Trail is in the Hūnua Ranges Regional Park, governed by the Auckland Council and is over land leased to Watercare. One entry point is on private land and part of the proposed trail is within the Hauraki District Council jurisdiction.

32. The trail would utilise existing Watercare gravel service roads currently used for forestry and water management. As the basis of the trail exists already, less capital outlay to establish the trail is required. Watercare have provided formal endorsement of the aspirational plan.

33. It is acknowledged that operational requirements may close tracks or the entire park at times. It is expected that an agreement to address operational closures and limit expectations of rights to that entity would be put in place.

34. The Franklin Local Board commissioned a recommendation report on the governance, management and operations structure which was completed by Inovo in August 2018. The report considered the challenges experienced by the Hauraki District and other local government organisations in developing and managing similar recreational enterprises. The report outlined three options with the recommended option being the establishment of a charitable trust to both manage and develop the Hauraki Trail proposition.

35. Council Staff from Parks, Sport and Recreation, Governance and External Partnerships and Legal Services will continue to explore the governance options in consultation with mana whenua and the Franklin Local Board.

Tātaritanga me ngā tohutohu

Analysis and advice

36. Pending formal endorsement from the Environment and Community Committee detailed project planning will be undertaken with a comprehensive business case completed to develop this initiative further.

37. The Parks, Sport and Recreation department supports the initiative with the proviso all possible care be taken not to introduce kauri die-back and the health and safety issues are addressed and mitigated.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Watercare have provided formal endorsement of the aspirational plan.

39. Auckland Tourism, Events and Economic Development (ATEED) have supported the development of this initiative as an economic development and tourism initiative. The Hūnua Trail delivers to the Auckland Visitor Plan 2021, specifically “Place aspiration: Use the economic and intangible benefits delivered by tourism to transform Auckland into a place promoting its unique identity and story that is highly attractive to residents and visitors alike: (brand Auckland - an exciting place where big city sophistication goes hand-in-hand with an outstanding natural playground).”

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

Local impacts and local board views

40. The initiative is led by Franklin Local Board in partnership with Watercare and Parks, with support from ATEED.

41. The Hūnua Trail would form a walking trail and an accredited NZ Cycle Trail ‘Heartland Trail’. It is an economic development and tourism initiative that seeks to improve access to the Hūnua Ranges for recreational use.

Tauākī whakaaweawe Māori

Māori impact statement

42. The Hūnua Ranges are of significant value to Ngāti Whanaunga, Ngā Tai Ki Tāmaki. Ngāti Pāoa and Ngāti Tamaoho.

43. Mana whenua representatives have participated informally in the development of the initiative since inception.

44. Consultation discussions have been held with both Ngāti Whanaunga and Ngā Tai Ki Tāmaki. Ngāti Pāoa and Ngāti Tamaoho both elected to be represented by Ngāti Whanaunga in discussions at this early stage but be sent updated emails and minutes of engagement meetings

45. If an independent governance structure is put in place for the Hūnua Trail, Iwi have indicated interest in having representative trustees in the Trail governance. They are also interested in the naming of the Trail and to develop supporting or aligned eco-cultural tourism initiatives.

46. The Auckland Sport and Recreation Strategic Action Plan supports the desired outcomes for Māori within the Māori Plan for Tāmaki Makaurau to improve the health and wellbeing of Māori.

47. The Auckland Visitor Plan 2021 Strategic Goal 3 (Develop world-class attractors and experiences) core business action include “Support the development of authentic Māori cultural product and capability in Auckland” and “Promote the protection of Auckland’s biodiversity and natural environment”. The Hūnua Trail aligns well with these actions.

Ngā ritenga ā-pūtea

Financial implications

48. The Franklin Local Board has already invested Local Development Initiatives (LDI) operational expenditure (Opex) in the initial concept development stage and the development of the Hūnua Trail Aspirational Plan.

49. The Franklin Local Board is currently working through ATEED and Inovo to develop the proposed Hūnua Trail as a tourist product. Pending formal endorsement from the Environment and Community Committee, the board have allocated $110,000 LDI Opex in 2019/2020 to further develop the programme of work. $400,000 in LDI capital expenditure (Capex) towards the capital works programme to support the trail development.

50. The local board have requested a rough order of costs from Auckland Transport for improvements to Otau Mountain Road (the Clevedon end of the trail) in anticipation of trail use. This will be funded from the board’s Local Transport Capital fund.

51. Franklin Local board have also allocated $400,000 in LDI Capex towards the capital works programme to support the trail development, including the installation of signs provided through the national cycle trail as part of Heartland Ride accreditation and any minor works necessary to support protection of the environment (including Kauri), property and visitors.

52. The longer-term costs associated with the Trail needs to be determined and it may be a consideration for future funding allocation to this project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. The governance model required to successfully develop, operate and maintain the Hūnua Trail is complex. Further investigation into the possible options and analysis of these options with all the interested stakeholders is required to mitigate this risk.

54. Ineffective engagement and collaboration with mana whenua could prohibit the development of this trail. Prioritising mana whenua engagement and resources into this engagement will assist in mitigating the risk.

55. A partnership with the Hauraki District Council is required for the development of this trail. Engagement to date has been positive and continued engagement with a formal agreement in place will assist in the mitigation of this risk.

56. A partnership with a private landowner may also be required for the initiative. Engagement to date has been positive and continued engagement with a formal agreement in place will assist in the mitigation of this risk.

57. Kauri die-back is a key risk to the Hūnua Ranges in the opening of the Hūnua Trail. The Te Araroa Trail through the Hūnua Ranges is currently closed by kauri die-back. Part of the trail passes through Kauri Forest to the South of the Hūnua Ranges. The road through the forest is well formed, graveled and maintained. There is the potential that additional work may be required to upgrade this section of this road (to meet national standards). Investment in applicable wash stations to counter kauri die-back is part of the project plan.

58. Health and Safety risks will need to be assessed and addressed as part of the project plan to mitigate risk to visitors and ensure a positive visitor experience.

59. There are potential financial risks associated with this project as it is a local board driven initiative on a regional asset. Thorough investigation into the short- and long-term costs of this initiative will be undertaken during the project planning phase following formal endorsement.

Ngā koringa ā-muri

Next steps

60. Pending formal endorsement from the Environment and Community Committee detailed project planning will be undertaken with a comprehensive business case completed to develop this initiative further.

61. Further investigation into the Governance, Management and Operations of this project will be carried out. Council Staff from Parks, Sport and Recreation, Governance and External Partnerships and Legal Services will continue to explore these options.

62. Further engagement with mana whenua and confirmation of mana whenua aspirations and requirements for the project will be incorporated into the business case.

63. Formal endorsement from the Hauraki District Council for their section of the Trail onwards will be sought.

64. Further investigation into the legalities of use for the private land proposed for the trail is required and an agreement for use established.

65. The physical works requirements need to be confirmed, programmed and budgeted for.

66. The long-term financial implications of this project will be further explored.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hunua Trail Aspirational Plan	171

Ngā kaihaina

Signatories

Author

Joanne Macmillan - Strategic Initiatives Specialist

Sharon Rimmer - Strategic Partnerships Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Submission to Climate Change Response (Zero Carbon) Amendment Bill

File No.: CP2019/10489

Te take mō te pūrongo

Purpose of the report

1. To endorse Auckland Council and Council Controlled Organisations (CCOs) submission to the Ministry for the Environment on the Climate Change Response (Zero Carbon) Amendment Bill.

Whakarāpopototanga matua

Executive summary

2. Since February 2018, Auckland Council has led the development of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework, with extensive cross-sector collaboration. This included collaboration with the New Zealand Government in developing the framework and the Climate Change Response (Zero Carbon) Amendment Bill in parallel.

3. In July 2018, Auckland Council submitted a response to the Zero Carbon Act, covering its position with additional input around the strength of the Act and the critical importance of a just transition.

4. In May 2019, the government proposed the Climate Change Response (Zero Carbon) Amendment Bill. Public submissions to the amendment bill close on 16 July 2019.

5. The purpose of the amendment bill is to provide a framework by which New Zealand can develop and implement clear climate change policies that contribute to the global effort under the Paris Agreement to limit the global average temperature increase to 1.5° Celsius above pre-industrial levels.

6. The main components of the bill include a new 2050 target and emissions budgets, establishment of an independent Climate Change Commission and the inclusion of adaptation.

7. A draft submission from Auckland Council and CCOs was prepared with input across council departments, CCOs and discussions with mana whenua (Attachment A). Main points include:

· Support the establishment of an independent body to oversee and advise on New Zealand’s climate change commitments.

· Advocate for a single target approach of net zero emissions (inclusive of all gases) by 2050. However, due to the current lack of scientific consensus on the correct warming impact of methane, the submission focusses on the split target approach.

· Support the use of emissions budgets and plans, and the visibility and predictability that three consecutive five-year emissions budgets provide.

· Support the inclusion of adaptation in the bill and the 6-year refresh of a national climate change risk assessment and adaptation plan to ensure the most significant risks are addressed in responsible timeframes.

· Recommendation for stronger consideration of a just and equitable transition.

· Recommendation for stronger inclusion of Te Ao Māori expertise and appropriate representation of Māori.

· Advocate for a close partnership and support for local government.

· Recommend funding support to be provided from a national level for local implementation of resilience measures.

· Concerns raised about the ambiguity and limited consequences for failure to reach the 2050 targets and emissions budgets.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) endorse the draft Climate Change Response (Zero Carbon) Amendment Bill submission.

b) authorise the Chair and Deputy Chair of the Environment and Community Committee and an Independent Māori Statutory Board Member to make minor revisions and approve the final submission before the deadline of 16 July 2019.

c) request to speak to the submission and appoint a member of the Governing Body to appear before the Select Committee on behalf of Auckland Council.

Horopaki

Context

Previous decisions

8. Previous decisions made by the Committee in relation to climate change include:

· Resolution number ENV/2018/134

a) endorse Auckland Council’s submission to the “Proposed Improvements to the NZ Emissions Trading Scheme”

· Resolution number ENV/2017/117

a) endorse the key themes to the Productivity Commission’s low emissions economy inquiry issues paper as the basis for council’s submission

· Resolution number ENV/2018/93

a) endorse the draft Zero Carbon Bill submission

Auckland Context

9. Climate change poses a significant issue for all of Auckland, and it will impact our most vulnerable. The recent declaration of a Climate Emergency highlights how critical it is to take urgent action to transition towards a net zero future. Taking action on climate change mitigation and adaptation offers a range of co-benefits to put us on a path toward a cleaner, fairer and more prosperous Auckland, while inaction raises serious risks to infrastructure, economy and health.

10. Auckland Council has led the development of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework, with extensive cross-sector collaboration. The framework is currently being prepared for public consultation starting in July 2019.

11. Collaboration with Central Government has underpinned this work, including:

· a series of collaborative workstreams, including sharing of team resources.

· a joint effort in hosting the Auckland Climate Symposium in March 2019, where the Ministry for the Environment hosted parallel session presentations and maintained a strong presence at the event.

· continued sharing of resources, including the alignment of climate change risk assessments.

Climate Change Response (Zero Carbon) Amendment Bill

12. The amendment bill (Attachment B) seeks to provide a transparent transition to a low-emissions, climate-resilient society by establishing the policy architecture for long-term certainty. The bill has four main components:

· Establishing a Climate Change Commission – The Commission’s role is to provide expert advice and monitoring of progress to help keep successive governments on track to meeting long-term goals.

· Setting new emissions targets – The new target aligns with the Paris Agreement commitments, climate science and potential economic impacts and opportunities.

The target is set to:

- reduce all greenhouse gases (except biogenic methane) to net zero by 2050.

- reduce gross emissions of biogenic methane within the range of 24 to 47 per cent below 2017 levels by 2050, including a 10 per cent reduction below 2017 levels by 2030.

· Emissions budgets – The emissions budgets act as stepping stones towards the long-term target of 2050. Three budgets will be in place at any one time, with a plan outlining the required transition for each emissions budget.

· Adapting to climate impacts – Adaptation is included in the bill, comprising of a national climate change risk assessment (to be updated every 6 years), a national adaptation plan and adaptation reporting power for specific organisations, including local government.

13. Auckland’s approach to the development of its climate action framework aligns with the amendment bill, for instance, both include:

· a commitment to addressing climate adaptation and mitigation.

· an Independent Advisory Group to check and challenge the work.

· review of emissions targets to align with limiting warming to within 1.5 ° Celsius.

· intent to set targets and/or carbon budgets by sector to meet the 2050 target.

14. Submissions for the Climate Change Response (Zero Carbon) Amendment Bill close on 16 July 2019. The next stage for the bill is to be reviewed by the Select Committee.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Submissions to the Climate Change Response (Zero Carbon) Amendment Bill are currently being accepted on the New Zealand Parliament website. Auckland Council’s submission (Attachment A) focusses on the points outlined below.

Climate Change Commission

16. Auckland Council supports the role of an independent body to oversee New Zealand’s climate change commitments. As stated in the previous response to the Zero Carbon Act, we agree the commission should function independently of political cycles, ensuring it has a clear remit to support the work of local government.

17. We support ambitious targets built on sound scientific evidence to ensure we reach the 1.5° Celsius emissions reduction pathway. Auckland Council stands behind its last response to the Zero Carbon Act of a single target approach of net zero emissions (inclusive of all gases) by 2050. We do, however, acknowledge that there is currently a lack of scientific consensus around the correct warming impact of methane. The submission therefore focusses on the separated target approach.

18. According to the Intergovernmental Panel on Climate Change (IPCC) report, to reach the 1.5° Celsius target by 2050, a reduction of 11-30 percent in methane is required by 2030 from 2010 emission levels. Therefore, Auckland Council recommends a minimum 11 per cent reduction in methane emissions from the 2010 level and supports the higher end of the methane reduction range - 47 per cent - in gross biogenic methane emissions by 2050.

19. In the development of the draft submission, the rural sector and agricultural representatives were consulted regarding the feasibility of achieving the targets outlined in the bill, specifically for nitrous oxide and methane. We concluded from those discussions and academic evidence that the 10 per cent reduction in biogenic methane is an achievable target with current technologies and sustainable farming practices. The 24-47 per cent reduction, however, will require transformation within the sector.

20. The draft submission acknowledges that all sectors require transformational change and will need support in the transition to net zero emissions. A strong focus on enabling innovation opportunities to thrive, such as using incentive funding and innovation hubs, is essential. We recommend that the government creates well-defined channels to enable and foster new and innovative approaches towards a just transition.

Emissions budgets

21. The draft submission supports the establishment of emissions budgets and plans to reach the targets. The visibility of three-year emissions budgets at any one time provides predictability and progress on emissions reductions through political cycles. The draft submission expresses concern for the potential resourcing burden of local data collection and reporting inflicted upon local governments to support the budgets and plans. We propose open timelines and allocation of funding from central government to ensure this information can be provided.

Adaptation

22. The inclusion of climate adaptation with a 6-year refresh in the amendment bill is strongly supported. This is an approach that Auckland Council has used in the development of Auckland’s Climate Action Framework. The draft submission advocates for the alignment of approaches between national and local government when undertaking risk assessments and ensuring that there is funding support to local government for the implementation of resilience measures. Placing the funding onus on local government will make it difficult for adaptation measures to succeed.

23. The submission supports adaptation reporting power as a requirement for the reporting of climate risks and recommends it to be mandatory. Auckland Council published its climate change risk assessments in early 2019, starting the open and transparent sharing of information to enable communities to make climate ready decisions. We propose the inclusion of insurance companies in reporting organisations, and suggest the reporting power scope includes climate mitigation

Additional considerations

24. The submission expresses concern on the lack of inclusion of Te Ao Māori throughout the bill. In selecting the Climate Change Commission, the Minister needs to have “regard for” the technical knowledge and expertise of Te Tiriti o Waitangi and Te Ao Māori and we advocate that this should be a mandatory requirement. There should also be appropriate representation of Māori at governance and executive levels in the response to climate change.

25. There is an ongoing partnership with Mana Whenua of Tāmaki Makaurau in the development and implementation of Te Tāruke-ā-Tāwhiri-Auckland’s Climate Action Framework, and we believe this partnership must be upheld at a national level.

26. The draft submission expresses concern around the ambiguity and limited consequences for failure to reach the 2050 targets and emissions budgets. It is unclear whether the bill can hold sectors to account for the inaction towards local, national and international commitments. We propose that if there was an award of costs for failure to meet the target, it must be of an adequate level to act as a financial driver for climate change action.

27. It is critical that the transition to a net zero future is just and equitable. This involves strong collaboration with communities and sectors, ensuring that jobs, safe transport options, affordable healthy food and clean energy supplies are maintained and accessible to all. It is important that everyone is adequately supported and prepared for future climate change challenges.

28. We stress the importance of strong ongoing partnerships between local and central government for climate action. We would like to see further participation of local government in the development of the amendment bill and look forward to working in partnership to deliver a zero carbon and climate resilient New Zealand.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The draft submission includes views from Auckland Council and Council Controlled Organisations (CCOs).

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

Local impacts and local board views

30. The submission timeline is insufficient to enable local boards to provide formal feedback. Local boards were notified of the amendment bill and the key themes for submission with a memo on 21 June 2019 and will be provided with a draft of the submission on 2 July 2019.

31. The Chief Sustainability Office held cluster workshops on Auckland’s Climate Action Framework with local boards in June and the amendment bill was highlighted during these presentations.

Tauākī whakaaweawe Māori

Māori impact statement

32. Climate change will affect areas over which Māori have kaitiakitanga, impacting ecosystems, shaping community vulnerability and resilience, and linking to economic outcomes. Increasing water scarcity and temperatures will impact Māori communities and businesses, including fisheries and forestry. Cultural sites may also be at risk from rising seas and coastal inundation.

33. Given the diverse climate sensitivities that exist for Māori across Auckland and New Zealand there is a clear need to know more about the implications (and risks) of a variable and changing climate on different iwi/hapū/whānau. This underpins our support for the inclusion of climate adaptation in the amendment bill and the new 2050 emissions targets. There is strong ongoing collaboration with Mana Whenua in the development of Auckland’s Climate Action Framework, and it is important this is reflected at the national level.

34. The Mana Whenua Kaitiaki Forum, which represents the nineteen iwi of Tāmaki Makaurau, is developing an independent submission.

Ngā ritenga ā-pūtea

Financial implications

35. There are no direct financial implications as a result of making a submission on the bill.

36. There are, however, long-term financial implications as a result of this bill and the impacts of climate change. These will be explored in Auckland’s Climate Action Framework.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. The greatest long-term risk is not setting up the policy architecture to address climate change. This creates the potential for unpredictability and impacts on society and the economy. There are also various models noting financial, legal, infrastructure, health and other impacts associated with climate change.

38. Lack of substantive action based on an ineffective policy framework creates opportunity costs for Auckland and New Zealand, as other nations/cities outperform and compete for a global share of innovation dollars in the development of clean tech and climate solutions.

Ngā koringa ā-muri

Next steps

39. Consultation on the bill closes on 16 July 2019. The bill will be reviewed by the Select Committee and the Climate Change Response (Zero Carbon) Amendment Bill is expected to be in force in 2020.

40. Auckland Climate Action Framework actions will have links to the Climate Change Response (Zero Carbon) Amendment Bill as they continue being developed, refined and delivered.

41. Public consultation on Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework will start in July.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Draft Submission - Climate Response (Zero Carbon) Amendment Bill (Under Separate Cover)
b ⇨	Climate Response (Zero Carbon) Amendment Bill (Under Separate Cover)
c ⇨	Albert-Eden Local Board feedback (Under Separate Cover)
d ⇨	Puketapapa Local Board Input into the Climate Change (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Parin Thompson - Principal Specialist Sustainability & Climate Mitigation

Anita Holmes - Sustainability & Resilience Advisor

Authorisers

Jacques Victor – General Manager Auckland Plan Strategy and Research

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Responding to flood safety risk in Piha

File No.: CP2019/11623

Te take mō te pūrongo

Purpose of the report

1. To approve preferred options in response to flood safety risk in Piha.

Whakarāpopototanga matua

Executive summary

2. Extreme rainfall events on 3 February and 28 April 2018 caused significant flooding at Piha.

3. On 12 March 2019, public engagement on eight options to mitigate flood safety risk in Piha were approved. These options mitigate flood safety risk collectively to residents, the wider Piha community and visitors. They draw from an independent assessment of the Piha flood problem, risk, its causes and mitigation options.

4. The options respond to the problem: in the future the Piha stream will be subject to flash flooding, and unsafe flooding may occur frequently. There is a high flood safety risk for a small number of properties and people in certain locations during extreme rainfall events in Piha.

5. Staff recommend an intervention package of initiatives, combined from Option one to three as:

Current situation to keep people away from flooding

· Option one: Local responses to minimise the impact of storm events (status quo)

Enhancing readiness and response to flooding

· Option two: Increase flood warning time

· Option three: Enhance ways of warning people

6. This suite of options responds to mitigating flood safety risk, have a positive impact on the community and are cost effective. Option one: status quo scored highest against assessment criteria. Option two and three also scored favourably.

7. Public feedback supported Options one to three in order to enhance readiness and response to flooding. Fifty-seven per cent of submitters supported Option one: status quo.

8. Overall the community, mana whenua and local board members did not support significant engineering works, particularly options four, five, six, seven and eight. They all scored poorly against assessment criteria in terms of their achievability in the short-term and impact on the natural environment.

9. The preferred intervention package contributes to mitigating risk to life and injury by helping to keep people away from, and enhance their readiness and responsiveness to, flooding events.

10. There is a low reputational risk that some residents may be concerned that the options do not go far enough to mitigate the flood safety risk and that council should do more. This can be mitigated by clear communication and support about the reasons for the preferred options and initiatives planned and underway.

11. The key trade-off between the recommended intervention package, of Options one to three and Options five to eight is: the preferred approach will not significantly reduce the volume or velocity of flood waters in an extreme rainfall event so do not mitigate flood safety risk as effectively.

12. A report closing the loop on feedback received from the Piha community and the council decision on options will be developed from the document in Attachment A. It is anticipated that this will be provided to the community after council decision-making on 10 July 2019.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) confirm that council will continue to meet its legislative obligations in Piha for flood management under the Local Government Act 2002, the Resource Management Act 1991 and the Building Act 2004.

b) approve a combined intervention package of initiatives to respond to the flood safety risk in Piha from options one to three, outlined in Table 1 below, and as detailed in Attachment A to this report:

Table 1: Combined intervention package of initiatives

Current situation to keep people away from flooding

· Option one: Local responses to minimise the impact of storm events (status quo)

Enhancing readiness and response to flooding

· Option two: Increase flood warning time

· Option three: Enhance ways of warning people

c) agree that staff close the loop on feedback received from the Piha community about the flood options, based on the committee decision and Attachment A to this report.

d) request that staff as delegated by the Chief Executive report back in the new council term on a scope for developing a region wide, long-term policy position responding to adverse natural weather events.

Horopaki

Context

13. On 3 February and 28 April 2018, extreme rainfall events in Piha caused significant flooding.

14. On both occasions high water depths and velocities resulted in emergency evacuations and flooding of residential properties on Glenesk, Seaview and Beach Valley Roads. Access along Glenesk Road was also cut-off by flooding.

15. After these events Auckland Council undertook flood modelling. It also carried out floor level surveys and inspections of affected properties to confirm the level of flood risk.

16. Tonkin and Taylor produced an independent assessment of the Piha area to further understand the flood risk and its causes. They also developed a range of practicable options to mitigate flood risk.

17. These analyses concluded that the Piha stream is subject to flash flooding, and that unsafe flooding may occur frequently.

18. On 28 February 2019, a joint workshop of the Environment and Community Committee and the Waitākere Ranges Local Board was held to explain the Tonkin and Taylor findings (released publicly as part of the minutes to the workshop).

19. On 12 March 2019, the Environment and Community Committee approved [CP2019/02333] public engagement on a long list of eight options. The options were developed to enable discussion with the Piha community about flooding readiness, response and physical protection options.

20. A detailed analysis to respond to Piha flood risk is contained in Attachment A. It provides a detailed description of the flooding problem, options and public views. It is the basis for the advice provided in this report.

Tātaritanga me ngā tohutohu

Analysis and advice

Problem Definition

Flooding is a natural hazard that occurs frequently across Auckland

21. According to current estimates, 10 per cent of all buildings in Auckland lie within areas that will flood during a 100-year rainstorm. Approximately 15,000 buildings are predicted to flood in such an event.

22. Extreme rainfall is variable across the region. This means that we can expect localised flooding somewhere in Auckland once every three to five years from a 100-year event.

Piha differs from the region in its flood safety risk and flooding frequency

23. Piha differs from other parts of the region in terms of the flood safety risk and the frequency of flooding.

24. Piha stream is subject to flash flooding. The high frequency of events, fast catchment response time (40-50 minutes) and locations of buildings, bridges and roads in the floodplain means that there is a high flood safety risk in certain areas.

25. Glenesk Road is likely to flood on an annual basis. Overtopping of some access bridges can be expected every other year. Flooding of approximately 10 buildings is likely in a five-year event, increasing to approximately 21 buildings in a 100-year event. Of these the residents of five habitable buildings have the highest likelihood of physical contact with flood waters.

There are four groups of people that may have a flood safety risk:

· residents with habitable floors within the floodplain

· residents whose access is restricted by flooding in Glenesk Road

· members of the wider Piha community

· visitors to Piha.

26. The risk of drowning or injury is likely to be associated with people who encounter fast flowing and deep waters, such as when driving or wading through floodwaters. The risk profile of these groups of people varies based on their vulnerability, behaviour during the flood and the physical characteristics of the flood at their location.

27. The level of risk is likely greater at night when people may be asleep or unprepared to evacuate their homes at short notice. Darkness may make it more difficult for people to safely evacuate.

28. There are increased risks for children, elderly people and people with disabilities.

Options

29. A range of options respond to the problem definition and help mitigate flooding risk to the Piha community. A long list of possible options was developed (see Table 1 below).

30. Four of the options entail major physical flood protection and control works in accordance with the Local Government Act 2002.

Table 1: Long list of options

Current situation to keep people away from flooding

· Option 1: Local responses to minimise the impact of storm events (status quo)

Enhancing readiness and response to flooding

· Option 2: Increase flood warning time

· Option 3: Enhance ways of warning people

· Option 4: Raise Glenesk Road

Physical protection works to help keep flooding away from people

· Option 5: Build a dam(s) to contain flood water

· Option 6: Build a tunnel to divert flood water

· Option 7: Widen the stream to increase water flows

· Option 8: Clear/dredge the stream from Seaview Road Bridge to the sea to increase water flows

31. The scope of the options focuses on flood safety risk to people and not on the other impacts such as property damage, costs of evacuation, or disruptions to infrastructure.

32. The options do not impinge on private property rights or responsibilities.

33. Implementing most of the options will be difficult. They will come at a cost to either individuals, the community or the region. The trade-offs are financial, social and environmental.

Public engagement on options

34. Engagement on the options took place between Friday 29 March and Tuesday 30 April 2019. A range of engagement activities were undertaken including public submissions, a public meeting and workshop with Waitākere Ranges Local Board members. Mana whenua were contacted. Individual meetings were held with a small number of the most affected homeowners.

35. In response, the council received the following community feedback:

· 35 public submissions

· local board member views

· mana whenua views

· views from approximately 45 residents at the public meeting

· individual homeowner views from some of the most at-risk residents.

Fifty-seven per cent favoured the status quo represented in Option one

36. Feedback on the eight options presented for consideration by the community preferred Option one: local responses to minimise the impact of storm events. Slightly more than half of the submitters, 57 per cent favoured the status quo as shown in Table 2 below.

Table 2: Feedback on options presented for community consideration

37. Most who supported Option one: local responses to minimise the impact of storm events also commented that:

· Option two: increase flood warning time and Option three: enhance ways of warning people, should progress as well

· it is seen as the most practical, least invasive and cost-effective option

· effectiveness relies on council maintenance of the stream.

38. Feedback indicated that many felt that these options were a proportional response to the flood risk problem that would have a positive impact in the community.

Significant engineering solutions received less support

39. The engineering solutions were less favoured. Thirty-four per cent selected one of more of the options four to eight. Submitters generally wanted to keep the impact on the current environment to a minimum. This view was also favoured in the public meeting.

40. Submitters suggested that these options were an overreaction to the problem, would have other unintended consequences, a negative environmental impact and would likely not gain consent.

The effectiveness of option 1 (status quo) depends on ongoing commitment to stream inspections, CCTV and road/drainage maintenance.

There should be an audible warning system in the valley with a 30-minute warning given once sensors have determined a flood is imminent.

The critical option is to improve Mobile Phone signal.

Options 4 – 8, we do not support any of these options, which in our view are completely unrealistic.

Personally, no appetite to fund the major infrastructure options - 4/5/6 - through rate levies.

I think that the best outcome would be for the council to purchase the homes of those affected.

Sample of verbatim quotes from submissions

Forty per cent of submitters want more consultation, support, and more options put forward

41. In addition to the options provided, around four in 10 people (40 per cent of those who gave feedback) would like more consultation, more support, and more options than put forward. They generally thought more could be done to manage flood risks. Other options included:

· clearing waterways

· increase stop banks

· heighten waterways

· pipes

· making sure the stream is clear

· creating a wetland.

42. Staff suggest that council response is to continue to proactively:

· support the Piha community and visitors to understand and plan for flood safety risk to avoid known dangers

· informing and supporting the community to engage in the range of key initiatives like the environmental restoration work programme for Piha stream that responds to the range of other suggested options from submitters, already planned or underway (status quo)

· progressing data collection, information sharing, education, engineering and environmental restoration options across the region and within the Piha community to respond to adverse natural weather events.

Need for long-term response to adverse natural events like flooding

43. An underlying theme emerged during engagement with the Piha community. There is confusion about the roles and responsibilities of public and private interests and varying levels of public confidence in responses to weather events such as flooding.

44. Improving understanding and alignment of roles and responsibilities between central and local government, insurers, social service providers and private individuals will provide certainty and increase confidence.

45. The impact of climate change and the expected rise of adverse natural weather events illustrate the importance of long-term coordinated planning.

46. Staff recommend that council develop a clear policy position to respond to the risks and impact of adverse natural weather events. Development of the policy position will draw on evidence about the nature, scale and impacts of adverse weather events over the short, medium and long-term. It would also support debate with Aucklanders. Decisions could then be made about responses, the triggers for responses, roles, responsibilities and costs. Staff recommend that the scope of a region wide long-term policy position be reported back to the relevant committee for consideration in the new council term.

Twenty-nine per cent of submitters suggested the option to acquire properties

47. Ten submitters, 29 per cent suggested the option to acquire properties. Concern was expressed that the long list of options would not adequately address the flood risk problem. They suggested purchasing the most at-risk properties should be considered.

48. Political decision making by both the Environment and Community Committee and Waitākere Ranges Local Board has focused on options that mitigate flood safety risk collectively to residents, the wider Piha community and visitors. The options did not consider potential individual property options such as acquisition or grant funding.

49. Staff suggest that the council continues to balance its statutory roles and the private property rights, responsibilities and privacy of individuals.

Option assessment

50. Staff developed assessment criteria to enable the comparison of all options. These criteria are unweighted and allow for objective assessment. A summary is provided in Table 3:

Assessment Criteria

Effective: provides an effective response to the flood safety risk

· Achievable: is able to be implemented in the short to medium-term

· Environment: helps preserve and protect the natural environment

· Social: supports a resilient Piha community

· Cost: is cost effective for council, landowners and the Piha community given their roles and responsibilities in response to flooding.

Table 3: Option assessment table

Option	Effectiveness	Achievability	Environmental	Social	Cost
Option 1: Local responses to minimise the impact of storm events (status quo)
Option 2: Increase flood warning time			No impact
Option 3: Enhance ways of warning people			No impact
Option 4: Raise Glenesk Road			X		X
Option 5: Build a dam(s) to contain flood water		XXX	XXX		XXX
Option 6: Build a tunnel to divert flood water		XXX	XXX		XXX
Option 7: Widen the stream to increase water flows		XX	XX		XXX
Option 8: Clear the stream from Seaview Road Bridge to the sea to increase water flows	Slight change	X	X		X

Staff recommend an intervention package combined from options one-three

51. Staff recommend an intervention package of initiatives combined from Option one to three as follows:

Current situation to keep people away from flooding

· Option one: Local responses to minimise the impact of storm events (status quo)

Enhancing readiness and response to flooding

· Option two: Increase flood warning time

· Option three: Enhance ways of warning people

52. Option one (status quo) scores highest against the assessment criteria. Option two and three also score favourably.

53. This suite of options responds to mitigating flood safety risk, have a positive impact on the community and are cost effective. All three of the recommended package of options were the most supported during engagement with the community, and the Waitākere Ranges Local Board members.

54. All three options partially mitigate risk to life and injury by helping to keep people away from and enhance their readiness and responsiveness to flooding events. They do not eliminate risk and they all rely on the awareness and behaviour of people to mitigate flood safety risk. The technology components of Options two and three still require trialling and feasibility testing.

55. Collectively they will not significantly reduce the volume or velocity of flood waters in an extreme rainfall event.

56. All options (five to eight) that required major physical protection works scored highest against the assessment criteria for their impact on reducing flood safety risk.

57. They all score poorly in terms of the achievability in the short-term and impact on the natural environment. The environment criteria is particularly important to the Piha community and Mana Whenua.

58. It recognises the national, regional, and local significance of the Waitākere Ranges Heritage Area. Te Runānga o Ngati Whatua were concerned about these options. This was due to the likely detrimental impact these options would have on the environment and the cultural heritage of the Waitākere Ranges.

59. The key trade-off between the recommended intervention package of Options (one to three) and Options five to eight is that preferred approach will not significantly reduce the volume or velocity of flood waters in an extreme rainfall event, so do not mitigate flood safety risk as effectively.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. The council group is working collaboratively to best manage this flood risk and support the outcome of a resilient Piha. This includes working on the implementation of activities to increase the understanding and management of the flood risk such as through depth markers, signage and regular refreshment of road markings to ensure residents and visitors are aware of the flood risk.

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

Local impacts and local board views

61. On 18 April and 20 June 2019, staff held workshops with the members of the Waitākere Ranges Local Board. These workshops provided the members with an opportunity to provide their views on the long list of options and update them on community facilities impacted by the floods.

62. The local board members supported a combination of Options one, two and three and the environmental stream restoration work programme. The members did not support the engineering solution in options four to eight.

63. The views of the local board members were closely aligned to the messages that were received from the community during the engagement process.

64. At the 20 June 2019 workshop, amendments were recommended to Attachment A. These changes involved actions such as improving the language used in the options, explaining the options more clearly and adding more detail on the engagement results. These changes will be picked up in Attachment A and made before the engagement feedback document is sent back to the community.

65. The Waitākere Ranges Local Board’s views on the Piha flooding recommendations were presented at their business meeting on 27 June and are tabled at this Environment and Community Committee meeting.

Tauākī whakaaweawe Māori

Māori impact statement

66. Staff contacted Te Kawerau ā Maki and the three Ngāti Whātua iwi organisations on the long list of options.

67. Te Runānga o Ngāti Whātua supported the long list of options but noted that they would seek further engagement if any of options 4 to 8 were to proceed. This was due to the likely detrimental impact these options would have on the environment and the cultural heritage of the Waitākere Ranges.

68. Te Kawerau ā Maki did not formally respond on the long list of flood options. They have, however previously been involved in the environmental restoration work programme for the Piha stream and the development of the Piha Watercourse Assessment report which include a series of recommendations. Te Kawerau ā Maki supported its recommendations and emphasised that land has mauri, so any river soil or material removed from the stream needs to be relocated and/or reused within the Piha area.

Ngā ritenga ā-pūtea

Financial implications

69. The implementation of the recommended intervention package of options (Options one -three) will be met from existing budgets. Staff are undertaking studies to assess feasibility of Option three: enhanced warning system. Depending on the total cost, consenting requirements and current budgets a future decision on funding arrangement may be required.

70. If any of the options four to eight are also preferred, they will require unbudgeted expenditure ranging between $1.2 million to $49 million. Funding decisions can be made within the Annual Plan and/or the Long-term Plan processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

71. Key risks associated with the recommended intervention package, combining Options one-three are:

Type	Risk	Mitigation
Reputational	There is a low risk that some residents may be concerned that the options do not go far enough to mitigate the flood safety risk and that council should do more.	Clear communication and support to residents and the Piha community on the positive impact expected from the recommended options, continue to implement initiatives, monitor and gather information on flood risk levels in the area.
Operational	There is a low risk implementation of some of the options will experience delays as they provide new services that council will learn more about as they operate for the first time.	Robust project management to ensure the development of the new services is as smooth as possible. The options will be implemented as a package rather than individually.
Technology	There is a low risk the technology used in an enhanced warning system may provide false warnings of flood events that diminish trust in it.	Staff will work with experts to determine who should receive potential warnings and the appropriate level these should be activated at.
Implementation / consents	There is a risk of delay to implementation of some of the options due to resource consent, landowner approval processes and stakeholder engagement	Early consultation and appropriate feasibility assessments to minimise delays will be undertaken.

Ngā koringa ā-muri

Next steps

72. A report closing the loop on feedback received from the Piha community and the council decision on options will be developed from the document in Attachment A. It is anticipated that this will be provided to the community after council decision-making on 10 July 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Responding to Piha Flood Risk- Detailed Analysis	207

Ngā kaihaina

Signatories

Author

Adam Eggleton - Principal Policy Analyst

Authorisers

Mara Bebich - Stakeholder Manager, Infrastructure & Environmental Services

Kataraina Maki – General Manager - Community & Social Policy

Koro Dickinson - Executive Officer - Operations Division

Environment and Community Committee

10 July 2019

Strategic Approach to Sediment

File No.: CP2019/07474

Te take mō te pūrongo

Purpose of the report

1. To receive an update of progress and to endorse the proposed next steps of the strategic approach to sediment programme.

Whakarāpopototanga matua

Executive summary

2. The Strategic Approach to Sediment programme was developed by staff during 2018 and endorsed by the Environment and Community Committee in December 2018 (ECC2018/169). This was in recognition of the need to develop regional scale mechanisms to drive a reversal of the environmental decline caused by sediment runoff into freshwater and coastal receiving environments.

3. This report outlines progress of the programme to date. It has reached into council’s regulatory, operational and planning activities to identify the underlying factors affecting our environmental performance for sediment. In its first phase, the programme focused on sediment caused by Auckland’s significant growth. The key to long term success in improving the mauri of streams, rivers, lakes and coastal waters is identifying ‘leverage points’ for change and understanding that change will not be immediate, nor will it occur in a linear fashion.

4. Through a series of detailed, systemic analyses we have uncovered initial barriers to environmental improvements for sediment. Building on existing knowledge and experience, combined with council’s many initiatives already in place to address sediment issues, we are introducing appropriately scaled interventions to overcome these barriers. We are also working with wider stakeholders on opportunities to share responsibility and accountability for reducing sediment runoff into our waterways to meet mana whenua, wider community and central government expectations for clearer waters and thriving ecosystems.

5. The report also sets out the next implementation steps of the programme, which is to embed the system changes required.

6. It is also noted that, in addition to these implementation steps, staff will develop the scope of strategic solutions to address sediment from other sources (the current focus has been on land disturbing activities), over the course of 2019/20.

Ngā tūtohunga

Recommendation/s

That the Environment and Community Committee:

a) receive the progress update on the Strategic Approach to Sediment programme.

b) endorse the next implementation steps of the programme as summarised in this report and set out in Attachment A of the agenda report.

Horopaki

Context

7. The Strategic Approach to Sediment programme endorsed in December 2018 is divided into six distinct work areas as outlined in Attachment 1. The aim is to achieve the following outcomes and benefits:

· drive a reversal of the environmental decline caused by sediment runoff into freshwater and coastal receiving environments

· recommend appropriate measures to address the prevention of sediment runoff in all of Auckland’s relevant strategies, policy instruments and interventions

· provide a clear definition of what the council group needs to monitor and how that can be used to evaluate the effectiveness of policies and interventions

· recommend optimal coordination of the full range of council group resources (staff and money) in minimising the impacts of erosion and sediment on Auckland’s freshwater and coastal receiving environments

· encourage those who contribute to sediment problems to become part of the solutions.

8. Excess sedimentation of our waterways is a major environmental issue across Aotearoa/New Zealand. It is a complex issue to resolve as there are multiple sources of sediment, which are difficult to accurately separate and attribute to a single cause. Designing for long term change in part of a system requires intervention at multiple scales.

9. Through a detailed, systemic analysis of each part of the system, this programme has examined council’s regulatory, operational and planning processes to clearly identify these scales and appropriate opportunities to intervene.

10. The next stage is to work collaboratively to embed the changes required, firstly within council’s processes and then more broadly across wider stakeholder groups.

Tātaritanga me ngā tohutohu

Analysis and advice

A better understanding of what we know and what we need to know

11. The programme identified the need to address gaps in our knowledge and understanding of sediment and to assess how we could address those with data, research and intelligence. Also, to develop a clearer understanding of what council needs to monitor and how to link this information to an evaluation of policies and interventions.

12. Progress to date includes:

· greater understanding and characterisation of sediment sources and sedimentation triggers. The Freshwater Management Tool under development will further inform our understanding and be able to simulate the effects of mitigation strategies.

· development of the Integrated Sediment Monitoring Framework that, amongst others, identifies areas where further work is needed. Importantly, the Framework sets out the critical link between compliance monitoring and actual outcomes of land disturbing activities. This is particularly significant given the anticipated requirements of the amended National Policy Statement for Freshwater Management (NPS-FM) and new National Environmental Standards for Freshwater Management (NES-FM).

· collaboration on several research programmes, for example:

o to better understand the link between catchment processes, estuarine sedimentation and thresholds for different impacts

o assessment of the economic costs and environmental benefits of scenarios to reduce catchment sediment loss

o initiatives already underway – for example a GEMS (Geomorphically Effective Management Solutions) toolbox – that, together with the results of this sediment programme, will help Auckland Council respond to central government expectations and requirements anticipated through its Essential Freshwater Package.

Circular economy and soil – a regenerative systems approach

13. Work was done to apply circular economic principles to the management of land for food production, and ways sediment runoff could be reduced.

14. The study highlighted a range of farming practices technologies and management approaches that can reduce the amount of sediment entering waterways. This includes, for example, remote monitoring of sediment runoff, regenerative farming practices and Mātauranga Māori approaches.

15. This work also connected several council and central government work programmes underway (listed in Attachment 1). Together, these provide many opportunities to include interventions and promote practices that will help reduce sediment flows to waterways.

Achieving shared outcomes in our strategic approach to growth

16. Both the Committee and community have raised concerns about sediment runoff from development. In response, the programme has focused on identifying points of influence and interventions to address this.

17. The Auckland Plan 2050 promotes a quality compact form. Better environmental outcomes are one of the potential benefits of this approach.

18. Regional strategies, plans and policies related to land development were examined for gaps and opportunities for reducing excess sediment. Potential opportunities include:

· the inclusion of increased and consistent technical feedback loops in strategic planning processes to ensure environmental constraints and opportunities are considered throughout strategy development processes

· incorporation of ‘shared outcomes’ that deliver an integrated perspective across all four wellbeings and provide direction to lower level documents

· robust consideration of ‘avoid’ at a strategic level, so that there is less reliance on later regulatory methods to mitigate environmental effects.

19. The analysis and recommendations of this work will be accounted for in work related to the Auckland Plan 2050 Development Strategy.

Improving compliance

20. The effectiveness of the Auckland Unitary Plan (operative in part) (Unitary Plan) provisions in minimising the impact of land-use activities on sensitive receiving environments will be fundamental to delivering on the Auckland Plan 2050.

21. A comparison of legacy planning provisions with current provisions for regional and district earthworks in the Unitary Plan identified:

· potential areas for improvements to the existing provisions

· potential amendments to operational procedures to improve compliance whilst using the existing provisions in the meantime.

22. One clear issue that has emerged is the separation of the regional and district land disturbance chapters in the Unitary Plan. The intent in the separation was that implementation would be clear and administratively efficient for both applicants and council. Evidence shows, however that the practical consequences of the separation, without clear links between the two chapters, provides opportunity for misinterpretation and confusion both within council and for those operating under the Unitary Plan.

23. The finding of this study will now be:

· included within the Section 32 evidence assessment for the plan change requirements for NPS-FM implementation

· used to address monitoring gaps in the context of the Integrated Sediment Monitoring Framework and incorporated within the Unitary Plan Monitoring Project

· implemented as amendments to operational procedures (as related to current Unitary Plan provisions) prior to plan changes related to the NPS-FM.

Understanding and achieving best practice through the application of GD05

24. Erosion and Sediment Control Guide for Land Disturbing Activities in the Auckland Region, June 2016, Guideline document 2016/005, incorporating Amendment 1 (GD05) was updated in 2018 and incorporated by reference into the Unitary Plan in 2019. It embodies current best practice and knowledge on erosion and sediment control measures and forms the basis of compliance.

25. Sediment runoff from construction sites will only improve by developing a sense of shared responsibility and accountability between the industry and the regulator. To achieve this, the following actions are proposed:

· use GD05 as a basis to provide streamlined erosion and sediment control planning guidance for the industry

· advocacy to central government for national-level industry qualifications and accreditations across the full range of construction industry stakeholders

· prepare case studies to assess the effectiveness of various devices under different conditions, including extreme site and weather conditions, as well as opportunities to use innovative techniques

· hold a series of industry workshops to gain insights into how to achieve best practice, analyse where improvements can be made in industry practice, understand impediments and discuss potential incentives.

Achieving compliance on small sites

26. Around 13,500 small sites are being developed annually across the region, which result in around 600 hectares of land disturbing activity.

27. A step-change is required to improve sediment runoff from these sites to complement current, targeted enforcement action and education. The aim of this work is to put in place a robust end-to-end monitoring procedure for this problematic part of the construction industry.

28. Progress to date includes:

· From August 2019, Building Inspectors will check for sediment controls as part of their inspection regimes at all stages of the inspection process up to the Post-line inspection. Results will be reported back to the Licensing and Regulatory Compliance teams for appropriate enforcement action to be taken.

· The ‘Close the Gap’ initiative (running for the winter works season from May to August 2019) to establish cost-effective mechanisms to ensure sediment controls are in place on all small sites prior to first land disturbance activity.

· Proposed ‘End of pipe’ monitoring for sediment on selected small site subdivisions within Howick, Upper Harbour and Hibiscus and Bays Local Board areas. These results, which are linked to subdivisions - where targeted initiatives compliance is being undertaken - will provide early indication of the need for increased enforcement action.

32. There are also planned initiatives to involve a broader range of building industry interests, innovative tools and field days, to facilitate further industry environmental training relevant to small site activities.

Working with industry, business and the wider community

33. In addition to the series of industry workshops and training events, sharing a coordinated regional sediment narrative will be done through council’s Watershed Story Maps and other appropriate media. Staff are also fostering strategic partnerships with organisations such as the Sustainable Business Network (and their work through GulfX) to engage communities and businesses in achieving better sediment outcomes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. Initial discussions have been started with Panuku about opportunities to:

· include the importance of sediment control as part of wider environmental training within foundation level training modules that support Homestar ratings

· develop Homestar credits for evidence of appropriate contractor education

· include requirements for best practice erosion and sediment control in development agreements and request for proposal documentation.

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

Local impacts and local board views

35. Local boards, where major small site subdivisions are located, have expressed concerns about the impact of sediment from construction sites. Three local boards (Howick, Upper Harbour and Hibiscus and Bays) indicated that they would like to participate in the ‘Close the Gap’ initiative by funding ‘end of pipe’ monitoring for sediment. Subject to resolutions from the local boards, this work will go ahead from July 2019.

Tauākī whakaaweawe Māori

Māori impact statement

36. Reducing sedimentation and sediment runoff into waterways will contribute to the reversal of the environmental decline of, and enhance the mauri of, major waterbodies in Tāmaki Makaurau. In turn, this will enhance the ability of mana whenua to exercise kaitiakitanga over their respective rōhe.

37. The examination of strategic planning processes within Work Area 2 of this programme clearly supports the need to embed Te Ao Māori concepts such as kaitiakitanga into our thinking and decision-making. It supports a focus on the inter-relationships between the natural environment and people.

38. Certain activities under the Unitary Plan, including some earthworks, require applicants to undertake a Cultural Values Assessment (CVA) to provide information on effects on mana whenua values. Large scale earthworks (or smaller scale earthworks in sensitive areas) typically require a CVA to be provided. In 2018/19 RIMU undertook a review of the effectiveness of how council’s consenting departments are working with mana whenua. The report put forward 52 recommendations to improve existing systems, processes, guidance and training for both council staff and mana whenua involved in consenting processes. As a result, the CVA Review Project was established. This partnership between Auckland Council Regulatory Services and mana whenua includes a series of five co-design wānanga with attendance from mana whenua and council staff.

39. It is anticipated that the findings and recommendations of this review will be implemented, once agreed by the project steering group, starting early in 2020.

Ngā ritenga ā-pūtea

Financial implications

40. Investigations and actions to date have focused on achieving interventions through existing budgets. To the extent possible, this will continue to be the approach for phase 2 going forward. Several scoping projects to fill gaps identified in phase 1 will feed into Long-term Plan (LTP) 2021 processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. The risks to council are:

· Reputational: not delivering on the Auckland Plan 2050 Environment and Cultural Heritage Outcome Direction 3: Use Auckland’s growth and development to protect and enhance the natural environment or Focus area 3: Account fully for the past and future impacts of growth. Growth-related land use change is a key part of the sediment narrative.

· Environmental: continued environmental degradation, and statutory obligations not met, for example to control the use of land for maintaining water quality and associated ecosystems under s30(1)(c) of the Resource Management Act, Unitary Plan and requirements under the NPS-FM.

· Financial: from not realising savings by working collaboratively to achieve shared outcomes. Reduced economic opportunities for the region.

· Social and Community: lack of buy-in from communities, mana whenua and industry partners if council is not seen to be progressing sediment improvements at a regional scale.

Ngā koringa ā-muri

Next steps

42. Next steps for the programme are outlined in Appendix 1 of Attachment 1, as follows:

Work Area	Next Step / Intervention	Timing
1	Scope Freshwater Management Tool v2 to include scenarios for developing land Establish priorities and costs for further research recommendations for LTP 2021	Oct 2019 onwards Oct 2019 onwards
2	Embed findings and recommendations into work related to Auckland Plan 2050 and AUP(OP) plan changes for NPS-FM implementation	Ongoing
3	Complete the ‘Close the Gap’ initiative Use the findings to achieve better compliance and monitoring of small sites	May to August 2019 Sept 2019 onwards
4

Chairperson	Cr Penny Hulse
Deputy Chairperson	Cr Alf Filipaina
Members	Cr Josephine Bartley	Cr Mike Lee
	IMSB Member Renata Blair	Cr Daniel Newman, JP
	IMSB Member James Brown	Cr Greg Sayers
	Cr Dr Cathy Casey	Cr Desley Simpson, JP
	Deputy Mayor Cr Bill Cashmore	Cr Sharon Stewart, QSM
	Cr Ross Clow	Cr Sir John Walker, KNZM, CBE
	Cr Fa’anana Efeso Collins	Cr Wayne Walker
	Cr Linda Cooper, JP	Cr John Watson
	Cr Chris Darby	Cr Paul Young
	Cr Hon Christine Fletcher, QSO
	Mayor Hon Phil Goff, CNZM, JP
	Cr Richard Hills