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Henderson-Massey
Local Board
03 December
2019
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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).
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Ngā tūtohunga
Recommendation/s
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.
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Horopaki
Context
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
Attachments
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No.
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Title
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Page
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a⇩ 
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Project Twin Streams Strategic Review, dated November
2019
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9
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Ngā kaihaina
Signatories
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Authors
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Paul Duffy - Parks Advisor - Devonport Takapuna
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Authorisers
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Linda Smith - PSR
Portfolio Manager,Parks Sports and Recreation
Mark Bowater - Head of Parks Services
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
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