I hereby give notice that an ordinary meeting of the Henderson-Massey Local Board will be held on:




Meeting Room:



Tuesday, 3 December 2019


Council Chamber
Henderson Civic Centre
6 Henderson Valley Road


Henderson-Massey Local Board










Chris Carter


Deputy Chairperson

Will Flavell



Brenda Brady, JP



Peter Chan, JP



Matt Grey



Brooke Loader



Vanessa Neeson, JP



Ingrid Papau






(Quorum 4 members)




Brenda Railey

Local Board Democracy Advisor (West)


27 November 2019


Contact Telephone: (021) 820 781

Email: brenda.railey@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz




Henderson-Massey Local Board

03 December 2019



ITEM   TABLE OF CONTENTS                                                                                         PAGE


33        Project Twin Streams Review                                                                                      5 



Henderson-Massey Local Board

03 December 2019



Project Twin Streams Review

File No.: CP2019/20098




Te take mō te pūrongo

Purpose of the report

1.       To report back to the Waitākere Ranges and Henderson-Massey Local Boards on the results of the Project Twin Steams (PTS) Strategic Review and clarify the next steps to be taken to develop the project.

Whakarāpopototanga matua

Executive summary

2.       In 2018, the Parks, Sport and Recreation Department of Auckland Council, engaged with Henderson-Massey and Waitākere Ranges Local Boards to initiate a refreshed strategic plan for PTS.

3.       As a result of these initial meetings, the Waitākere Ranges Local Board requested that a strategic review be conducted prior to any planning being initiated, to bring key parties together to critically review the programme and provide for a new way forward for PTS which would include the development and agreement of a new framework for PTS delivery.

4.       The scope of the project included:

·     Assessment of PTS’ original purpose and outcomes with reference to available    reviews, plans and reports to determine how successful the original PTS model was.

·     A review of PTS’ present state.

·     An exploration of new opportunities for community engagement and kaitiakitanga.

·     Formal engagement of the project with the local boards and associated departments across Auckland Council to identify new opportunities and models of delivery.

5.       The resulting strategic review reflects a move to re-ignite PTS and provides a set of recommendations to frame the intended direction moving forward.

6.       The PTS Strategic Review Report is attached (Attachment A).


Ngā tūtohunga


That the Henderson-Massey Local Board:

a)      endorse the Project Twin Steams Strategic Review Report

b)      approve the development of a leadership group and strategic plan for future Project Twin Steams development.





7.       This report addresses the Strategic Review compiled by Community Think.

8.       PTS is now 16 years old and has been through numerous phases and departments in council. The original intent of the project has been established and now there is an opportunity to debrief the project and look at ways to develop it into a new model.

9.       Staff attended local board workshops with both boards in July 2018. Both board’s feedback was applied and informed the review contract.

10.     Community Think were appointed to the contract through a tender process to facilitate and write the review. This included a review of all known past reports and key stakeholders including council staff across departments, Mana whenua, Local Boards, community organisations that hold the PTS contracts and community members (the general public).

11.     These interactions took place through a series of meetings, workshops, conversations, online surveys and stalls in malls. Community Think attended local board workshops and hosted night-time and daytime community hui.

12.     A council reference group was established. It was important to find ways to include as many people as possible in this process.

13.     The Strategic Review in attachment A was compiled through this process.

14.     The budget allocated to PTS sits outside of the decision-making allocation of the local board. However, the board has a strong influence and can provide direction on the outcomes of the Strategic Review.

15.     The Strategic Review and Project Twin Streams aligns to the Waitākere Ranges Local Board Plan 2017 Outcomes: 1. People actively protect the Waitākere Ranges Heritage Area, 2. Our unique natural habitats are protected and enhanced, 3. Local communities feel good about where they live, 5. Our urban centres are enjoyable places to be, 6. Our community spaces, parks, sports and recreation facilities meet local needs and are easy to get to.

16.     The Strategic Review and Project Twin Streams aligns to the Henderson-Massey Local Board Plan 2017 Outcome 1: A network of vibrant and loved urban neighbourhoods, Outcome 3: Communities know each other and work together on common interests, Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities, Outcome 5: It is easy to get around without a car, Outcome 6: Natural spaces are valued and restored.

Tātaritanga me ngā tohutohu

Analysis and advice

17.     The recommendations within the Strategic Review are to act as a springboard for the next phase of community leadership and strategic planning.

18.     Staff recommend the endorsement of the Strategic Review and further strategic planning because:

·    Current stakeholder buy-in and meeting community expectations

·    Responsible use of funds to best outcome

·    Refresh PTS to achieve greater social and environmental outcomes

19.     Community Stakeholders are supportive of using the review to progress a change in PTS.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20.     PTS was leading in addressing climate change and showcases major opportunities and benefits to Auckland such as:

·    cleaner air and water i.e. cooler streams through planting and carbon sequestration and oxygen through trees.

·    healthier communities i.e. people connected to their whenua and protecting it.

·    better housing choice and places to live, helping prepare the catchment for the impacts of climate change i.e. flooded housing removed.

·    more accessible transport i.e. walkway cycleways.

21.     PTS aligns with many Auckland Council strategies that consider climate impact; The Auckland Plan, Parks and Open Space Strategic Action Plan 2013, Urban Ngahere (Forest) Strategy, Auckland Regional Pest Management Strategy, Auckland Council’s Indigenous Biodiversity Strategy, Pest Free Auckland, Auckland Council Regional Pest Management Plan, Indigenous Biodiversity Strategy.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22.     The Strategic Review process engaged directly with Environmental Services, Healthy Waters, Community Empowerment, Local Board Services, Community Facilities and Parks Sport and Recreation.

23.     All departments engaged with see merit in moving into the next step of a strategic plan developed by the community and local board leadership to provide for broader outcomes.

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

Local impacts and local board views

24.     Waitākere Ranges Local Board has expressed a strong interest in the environmental outcomes and moderate interest in social outcomes.

25.     Henderson Massey Local board expressed strong interest in both environmental and social outcomes.

26.     The Waitākere Ranges Local Board and the Henderson-Massey Local Board helped provide input into the strategic review brief.

27.     During the course of the project, Local Board members have been kept up to date with the consultation process.

28.     PTS has resulted in a well maintained natural, streamside environment in the local board catchments.

29.     PTS has an international reputation around its social and environmental cohesion.

Tauākī whakaaweawe Māori

Māori impact statement

30.     A workshop was held with Te Kawerau ā Maki and Ngāti Whātua o Kaipara who both approved of the review and have shown interest in engaging further in the next steps of the project.

31.     This project was discussed at the Parks Sport and Recreation North-West Mana Whenua Forum on Wednesday 7 August 2019. A refreshed model of PTS could result in greater engagement in the project from mana whenua.

Ngā ritenga ā-pūtea

Financial implications

32.     Currently, Service Agreement and Funding Agreement contracts with the four trusts are signed for a 2-year period with a 1 year right of renewal. The duration of the funding contracts fits with the review and strategic plan process so that the next round of contracts will incorporate the new strategic plan once it is developed.

33.     Funding for the project is currently managed through Asset Based Services funds managed by Parks Sport and Recreation.

34.     A change in the project will provide for greater engagement and support from the local community to protect the resources and funding that sit within it.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35.     Engaged community members are needed from both local board areas to join the leadership group, to make sure the community is setting the direction of the project. At the start of the strategic planning phase there will be a considered approach to engage community members to become involved from each board area.

36.     The project spreads across Waitākere Ranges and Henderson-Massey local board boundaries. Both local boards need to agree with the proposed process and to provide chosen members (from each board) to be directly involved in the leadership group and strategic planning. Board member appointments to the leadership group can take place once the review report is endorsed. 

37.     It is important to consider the community and capital resource that has been invested in the project. Strategic planning will support the ongoing local kaitiakitanga of the existing contracted catchment. Strategic planning will also help to make the delivery model broader to support further environmental initiatives across the wider catchment.

38.     Multiple Auckland Council departments need to be involved to make the most of the planning and implementation of the strategic plan. Through the process of the Strategic Review these departments have been engaged and are willing to be involved in the next phase.

Ngā koringa ā-muri

Next steps

39.     The review provides some high-level recommendations that were developed as a part of the process of engagement, from the community, council and the trusts. These consider how the project could move into a new area through local board and community leadership.

40.     Engage a higher level of stewardship/leadership that acknowledges te Ao Māori for the whole catchment as a community and local board led project.

41.     This leadership could bring together the many threads that already exist within the PTS approach and extend them in new directions. It is intended as an evolving and responsive way to engage with the diverse, current and future communities of the catchment areas.

42.     Community Parks to contract out the strategic plan phase with local board direction.


Ngā tāpirihanga






Project Twin Streams Strategic Review, dated November 2019


Ngā kaihaina



Paul Duffy - Parks Advisor - Devonport Takapuna


Linda Smith - PSR Portfolio Manager,Parks Sports and Recreation

Mark Bowater - Head of Parks Services

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


Henderson-Massey Local Board

03 December 2019