Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	Chris Makoare monthly update May 2020	13

Maungakiekie-Tāmaki Local Board

26 May 2020

Endorsing Business Improvement District (BID) targeted rates for 2020/2021

File No.: CP2020/05114

Te take mō te pūrongo

Purpose of the report

1. To recommend to the Governing Body the setting of the targeted rates for the Glen Innes, Onehunga and Panmure Business Improvement District (BID) programmes for the 2020/2021 financial year.

Whakarāpopototanga matua

Executive summary

2. Business Improvement Districts (BIDs) are rohe within Tāmaki Makaurau where local business and property owners have agreed to work together to improve their business environment, encourage innovation and attract new businesses and customers.

3. Auckland Council supports business associations operating BID programmes, including Glen Innes Business Association (GIBA), Onehunga Business Association (OBA) and Panmure Business Association (PBA), by collecting a targeted rate from commercial properties within a defined geographic area. The funds from the targeted rate are then provided by way of a BID grant to the relevant business association.

4. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. One of these is to annually recommend BID targeted rates to the Governing Body.

5. Each business association operating a BID programme sets the BID grant amount at its Annual General Meeting (AGM) when members vote to approve an operational budget for the following financial year. This budget funds the implementation of a business plan that delivers programmes based on each BID’s strategic priorities.

6. One of the three BID-operating business associations proposes an increase to its BID targeted rates for the 2020/2021 financial year. Onehunga’s members supported a 1.23% ($5,000) increase to $410,000, while Panmure’s voted to retain the same amount ($443,896) as the current financial year.

7. At the Glen Innes Business Association AGM, members approved two budgets due to the proposed expansion of the BID boundary. As the expansion proposal was put on hold due to the pandemic, the existing BID grant sum of $166,000 remains unchanged for the next financial year.

8. The business associations operating BID programmes are incorporated societies that are independent of the council. However, to sustain public trust and confidence in the council, there needs to be a balance between the BIDs’ independence and the accountability for monies collected by a public sector organisation.

9. For the council to be confident that the funds provided to the BIDs are being used appropriately, the council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Hōtaka ā-Rohe Whakapiki Pakihi), known as the BID Policy.

10. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

11. Staff are satisfied GIBA, OBA and PBA comply with the BID Policy.

12. Staff propose the Maungakiekie-Tāmaki Local Board receives this report and recommends to the Governing Body the setting (striking) of the BID targeted rates sought by GIBA, OBA and PBA.

13. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2020. This will enable the business associations to implement programmes that improve the local business environment, in support of the economic and placemaking aspirations of the Maungakiekie-Tāmaki Local Board Plan 2017.

14. Like all BID-operating business associations, GIBA, OBA and PBA can continue to play an important role in supporting their members facing two global challenges. Firstly, helping local businesses throughout the COVID-19 lockdown stages and, secondly, responding to the world’s climate change emergency with an increased focus on sustainability.

Ngā tūtohunga

Recommendation

That the Maungakiekie-Tāmaki Local Board:

a) recommends to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2020/2021 for the following Business Improvement District (BID) programmes:

i) $166,000 for Glen Innes Business Association

ii) $410,000 for Onehunga Business Association

iii) $443,896 for Panmure Business Association.

Horopaki

Context

BID programmes promote economic well-being and collaboration with the council

15. Tāmaki Makaurau is growing fast and is projected to include another one million people in the next 30 years. This level of growth presents challenges and opportunities for Auckland town centres and commercial precincts.

16. Business Improvement Districts (BIDs) are rohe within Auckland where local business and property owners have agreed to work together, with support from the council, to improve their business environment, encourage innovation and attract new businesses and customers.

17. BID programmes provide the opportunity for the council family to partner with business associations, including GIBA, OBA and PBA, to seize on the opportunities from Auckland’s growth and respond locally to changing economic conditions.

18. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and commercial districts in a co-ordinated way.

BIDs provide essential support in the economic recovery from COVID-19

19. The economy has been heavily impacted by the COVID-19 pandemic and related lockdown, including both retail-based town centres and industrial precincts.

20. BID-programme operating business associations can now, more than ever, provide the local business leadership required to help businesses recover from the seismic economic shock and transition to a viable future state.

BIDs are funded by a targeted rate on business ratepayers within a set area

21. BID programmes are funded by a targeted rate applied to all commercially rated properties within a designated area around a town centre or commercial precinct.

22. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID grant to the relevant business association.

23. This revenue is paid to the business associations every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

The BID Policy is the mechanism to ensure accountability for BID targeted rates

24. Auckland Council’s Business Improvement District (BID) Policy (2016) (Hōtaka ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate funding and encourages good governance and programme management.

25. The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating and disestablishing BIDs; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

Diagram A: From calculation to approval, how the BID targeted rate is set.

The business association sets the BID grant amount to deliver its work programme

26. BID-operating business associations are provided with a rate modelling spreadsheet to help with their budget decision-making. The spreadsheet models any proposed changes to their current BID grant amount and, most importantly, how that influences the BID targeted rate for everyone who will pay it. When considering a change to the BID grant amount, BIDs must take into account what the local business and property owners can afford.

27. Each BID prepares an annual business plan for the following financial year that will deliver programmes based on their strategic priorities and financial parameters.

28. The cost of implementing that business plan is set out in an annual budget that the BID’s board (governing committee) agrees will be recommended for approval by the business association membership.

29. The AGM provides the forum where members vote to approve the operational budget and, in doing so, set the requisite BID grant amount for the following financial year.

Local boards are responsible for recommending the targeted rate if a BID complies with the BID Policy

30. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. One of these is to annually recommend BID targeted rates to the Governing Body. The local board should recommend the setting of the targeted rate if it is satisfied that the BID is substantially complying with the BID Policy.

31. BID programme managers, Amanda Wellgreen (Onehunga), Chris Sutton (Panmure) and Gary Holmes (Glen Innes), addressed the local board via Skype on 7 April 2020 to update members on the progress towards achieving their respective BID’s business and strategic plans.

32. The Maungakiekie-Tāmaki Local Board approved a similar recommendation for the three BID programmes last year (resolution number MT/2019/63), as did 17 other local boards that have BID programmes operating in their rohe.

The Governing Body sets the targeted rate when it approves the Annual Budget

33. The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Budget 2020/2021 and its setting (striking) of the targeted rates.

34. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Tātaritanga me ngā tohutohu

Analysis and advice

35. BID programmes are operated by independent business associations, and their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Glen Innes, Onehunga and Panmure all comply with the BID Policy

36. Staff are satisfied GIBA, OBA and PBA have met the requirements of the BID Policy.

37. Staff require BID-operating business associations to provide to the council the following documents, and stay in touch with their local board(s) at least once a year:

· Current strategic plan – evidence of achievable medium to long-term opportunities.

· Audited accounts – assurance that the BID-operating business association is managing its members’ BID targeted rate funds responsibly.

· Annual report on the year just completed – evidence that programmes are addressing priority issues that benefit BID targeted ratepayers.

· Business plan for the coming year – detailed one-year programme, based on the strategic plan, to be achieved and resourced.

· Indicative budget for the following year – Auckland Council’s Annual Budget requires targeted rates to be identified a year in advance to inform the Annual Budget process which sets all rates.

· Board Charter – establishes guidelines for effective board governance and positive relationships between the association and its members.

· Annual Accountability Agreement – certification that these requirements have been met.

· Programme Agreement – a good faith agreement between each BID-operating business association and council that sets basic parameters of the council-business association relationship.

· AGM minutes - the provisional minutes of each business association’s 2019 AGM meetings which contain the resolution, voted on by members, confirming the BID grant amount for the following financial year.

38. In addition, BID-operating business associations must inform the council staff of progress with other compliance requirements, including:

· Incorporated Society registration – a current registration of the business association along with all required documents up to date.

· Key initiatives – activities identified to be advanced in the next financial year.

· Resolving problems or issues, if any – problems or issues that have an impact on the governance or operation of the BID programme.

39. The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council. The table below summarises the requirements for the three BIDs within the Maungakiekie-Tāmaki Local Board rohe as of 10 March 2020.

Table 1: Business associations’ compliance with the BID Policy

Requirement Financial Year 2018/2019
Strategic Plan	2018-2023	under review	2018-2021
Audited financials
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board (via SKYPE)	7 April 2020	7 April 2020	7 April 2020
Programme Agreement	valid to June 2023	valid to June 2023	valid to June 2023
Incorporated society registration
Key future initiatives
Key future initiatives	working with TRC; BID expansion (delayed); security programme	working with Panuku; signage; waste reduction; new strategy, website, CCTV	AMETI; multi-lingual resources; CCTV; working with CCOs
2019 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record	Nothing to record

40. As the Glen Innes, Onehunga and Panmure business associations have complied with the BID Policy, staff advise the local board to recommend to the Governing Body the setting (striking) of the targeted rates.

Onehunga increases BID grant, Panmure and Glen Innes retain status quo

41. As shown in Table 2 below, one of the three BID-operating business associations proposes an increase to its BID targeted rate for the 2020/2021 financial year.

42. At their 2019 AGM, Onehunga’s members supported a marginal 1.23% ($5,000) increase to achieve the amount of $410,000.

43. While Panmure kept its BID grant at $443,896 for the next financial year, the business association had increased by 5% the targeted rate at its penultimate (2018) AGM.

44. At the Glen Innes Business Association AGM, members approved two budgets due to the proposed expansion of the BID boundary. The BID-expanded version included a new BID targeted rate of $250,000 while the other assumed no expansion and the $166,000 BID targeted rate would remain unchanged. As GIBA’s expansion ballot was put on hold due to the COVID-19 situation, the existing amount will continue next financial year. GIBA last increased its BID grant back in 2012.

45. Many among Tāmaki Makaurau’s 48 BID-operating business associations reaffirmed decisions to increase their 2020/2021 targeted rates, with rises ranging from 1.2% to 14.4%. However, eight BIDs rescinded their AGM resolutions in the wake of the pandemic-related economic downturn, and opted to retain their current, 2019/2020 BID grant levels.

Table 2: BID targeted rates comparison: 2020/2021 c.f. 2019/2020

BID

2020/2021

2019/2020

Increase / %

$166,000

$166,000

Nil

LAST INCREASED: 2012

$410,000

$405,000

$5,000 +1.23%

$443,896

$443,896

Nil

LAST INCREASED: 2018

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. Through targeted rate-funded advocacy and activities, BID-operating business associations promote and often facilitate environmental sustainability programmes.

47. From running carbon-reducing ‘shop local’ campaigns to transitioning to energy-efficient lighting and championing waste reduction and recovery programmes, there are many examples of BIDs within this local board area and beyond responding to the world’s climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The BIDs ensure the views and ambitions of their members are provided to staff across the council group, including CCOs, on those plans, policies, projects and programmes that impact them.

49. The BIDs work closely with Auckland Tourism Events and Economic Development (ATEED) on local economic development initiatives, events and sustainability programmes.

50. The BIDs also work constructively with both Panuku and Auckland Transport on significant transformation projects, while GIBA retains a close connection with the Crown-Council venture, the Tāmaki Regeneration Company.

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

Local impacts and local board views

51. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

52. Each BID values its strong and enduring governance-to-governance relationship with the Maungakiekie-Tāmaki Local Board. The contributions by the local board’s ‘BID representatives’ (including alternates) have, for many years, promoted mutual understanding, collaboration and aligned economic outcomes.

Visions, plans aligned

53. Maungakiekie-Tāmaki’s BIDs and local board share an interest in the rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

54. The three BID programmes tangibly support the aspirations of the Maungakiekie-Tāmaki Local Board Plan 2017, most notably Outcome 3: Maungakiekie-Tāmaki is the place to be. The sub-heading ‘A thriving local economy’ speaks of building relationships with the business community, an activity facilitated by BID-operating business associations. From their constitutions to their activities, the BIDs exist to enhance their business districts and sustain the economic viability of their targeted rate-paying members.

Local rohe, local benefit, local funding

55. Recommending that the Governing Body sets the targeted rates for the Glen Innes, Onehunga and Panmure business associations means that these BID programmes will continue to be funded from targeted rates on commercial properties in their rohe, and provide services in accordance with their members’ priorities as stated in their strategic plans.

56. Several local boards, including Maungakiekie-Tāmaki, provide additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and the business association. Those contractual obligations are apart from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

57. Māori make up more than 14% of the population living in the Maungakiekie-Tāmaki Local Board area, compared to 11.5% of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

58. Glen Innes is home to the Ruapotaka Marae and working in partnership with the marae presents an opportunity to advance Māori economic development within the township and beyond. This can be achieved through the joint delivery of the annual Matariki Light Trail festival that revives the Māori tradition of marking the passage of time and celebrating the Māori harvest within a modern context.

Ngā ritenga ā-pūtea

Financial implications

59. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in the district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

60. The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties. This cost will be harder to meet at a time when businesses are financially impacted by the Covid-19 pandemic and lockdown. The council may consider extending its Rates Remission and Postponement Policy to commercial property owners as part of the Annual Budget 2020/2021. If approved, this would help mitigate impact of the targeted rate on those who are struggling financially.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rate for the three business associations.

62. To sustain public trust and confidence in the council, there needs to be a balance between the independence of the BID-operating business associations and the accountability for monies collected by a public sector organisation.

63. The rules and obligations of the BID Policy are intended to help minimise the potential for BIDs to misuse funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts audited.

64. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise the inappropriate use of funds.

65. The economic shockwaves created by the COVID-19 global pandemic are being felt everywhere, including Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses. The three BID programmes in this local board area will, through business resilience and recovery initiatives, help to mitigate some of the economic effects of the pandemic and explore new opportunities for their members.

Ngā koringa ā-muri

Next steps

66. If the board supports this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the Annual Budget 2020/2021.

67. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2020. This will allow the GIBA, OBA and PBA to implement programmes that contribute to a thriving local economy, support businesses to recover from the COVID-19 pandemic and help to address the world’s climate change emergency by leading sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Paul Thompson - BID Programme Specialist

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Maungakiekie-Tāmaki Local Parks Management Plan - approval of scope and intention to prepare the plan

File No.: CP2020/05780

Te take mō te pūrongo

Purpose of the report

1. To endorse the scope and engagement approach for the Maungakiekie-Tāmaki Local Parks Management Plan.

2. To approve public notification of the intention to prepare the plan.

3. To establish a political working group to oversee the development of the draft local parks management plan.

Whakarāpopototanga matua

Executive summary

4. The Maungakiekie-Tāmaki Local Board approved the development of the Maungakiekie-Tāmaki Local Parks Management Plan (LPMP) (Resolution number MT/2019/84).

5. The LPMP will provide a policy framework to manage use, protection and development of the Maungakiekie-Tāmaki local parks network.

6. The scope of the LPMP includes land where the local board has allocated or delegated decision-making authority, held under the Reserves Act 1977 or the Local Government Act 2002 (LGA).

7. Open space is excluded from the scope of the plan where:

· a separate reserve management plan is being developed, i.e. Waikaraka Park

· it is not owned or managed by Auckland Council

· the local board is not the decision-maker for that land (e.g. regional parks, unformed legal road, drainage reserves, reserves managed by the Tūpuna Maunga Authority or other parties, or co-managed reserves).

8. For unformed legal roads and drainage reserves that act as open space, local board advocacy can be expressed through LPMP.

9. The development of the LPMP will follow the process outlined in the Reserves Act 1977 (see Attachment C).

10. We are seeking approval to notify the intention to prepare a plan and to invite written suggestions, pursuant to section 41(5) of the Reserves Act.

11. The public notices are likely to be published in June 2020 and the deadline for written suggestions will be at least one month later.

12. This report outlines the engagement approach for the development of the LPMP, including digital drop-in sessions to mitigate lack of face-to-face engagement due to COVID-19.

13. This report also recommends that the local board establish a political working group and appoint members to this group. The political working group will receive regular project updates and give feedback to staff to guide the development of the LPMP.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) endorse the scope (Attachment A and B) and engagement approach (Attachment D) for development of the Maungakiekie-Tāmaki Local Parks Management Plan

b) approve public notification of their intention to prepare a local parks management plan for all local parks and reserves in the Maungakiekie-Tāmaki Local Board area (except Waikaraka Park) and invite written suggestions on the proposed plan

c) establish a political working group for the Maungakiekie-Tāmaki Local Parks Management Plan and appoint members to this working group to:

i) receive regular project updates

ii) provide informal feedback to staff to guide development of the Maungakiekie-Tāmaki Local Parks Management Plan.

Horopaki

Context

Background information

Why do we need a LPMP?

14. Local parks management plans (LPMPs) are an important tool in protecting the values of parks while providing for appropriate activities. They provide a framework for consistent, transparent decision-making for managing and developing park land that guides the local board, council entities, other organisations and the wider community.

15. The table below gives an overview of the benefits of LPMPs:

16. LPMPs are statutory documents for land held under the Reserves Act 1977. Section 41(1) of the Act requires the council to create management plans for certain classifications of reserves. This also means that the council is legally bound to adhere to management plans.

17. As per section 41(4) of the Act, existing reserve management plans are to be kept under continuous review. Where plans are out of date, new activities sought by the community or council may not align with the management plan.

Current state of management plans in the local board area

18. The Maungakiekie-Tāmaki Local Board has decision making over approximately 100 parks and reserves, of which 40 are covered by reserve management plans. Most management plans are more than 30 years old.

19. In June 2019, the local board approved this project as part of the adoption of the Community Services work programme (Resolution number MT/2019/84).

Tātaritanga me ngā tohutohu

Analysis and advice

What is in scope of the Maungakiekie-Tāmaki LPMP?

20. The scope of the LPMP is shown in the table below:

In scope

Out of scope

ü land held under Reserves Act 1977

ü land held under Local Government Act 2002

û land for which the local board does not have allocated decision-making responsibility e.g. drainage reserves, roads

û regional parks land

û park land owned and managed by other entities such as the Tūpuna Maunga Authority

û Waikaraka Park – reserve management plan currently in development

21. While unformed legal roads and drainage reserves that act as open space are out of scope of the plan, local board advocacy for these types of reserves can be expressed through the LPMP.

22. For more detail and specific examples of park land in scope see Attachment A.

23. The content of the LPMP (outlined in Attachment B) provides:

· a framework of high-level values and principles to guide objectives and policies that apply across all parks

· guidance on issues impacting key parks and at the park level to manage those issues.

Approval to notify the intention to prepare a LPMP

24. To develop a LPMP compliant with both the Reserves Act and the LGA, it is prudent to prepare the plan utilising the procedures for developing reserve management plans set out in the Reserves Act (Attachment C).

25. The process required under the Reserves Act includes two formal rounds of public consultation.

26. This report seeks approval for the first round of public consultation to seek feedback to inform the development of a draft plan.

27. Public notices are anticipated to be published in June 2020. The deadline for written suggestions will be at least one month after the notification date.

28. The second round of consultation will be undertaken once the draft plan has been prepared and approved for public consultation by the local board.

Community engagement– tailored to your needs

29. We will undertake consultation beyond the statutory requirements of the Reserves Act, by providing different ways for key partners, stakeholders and the wider community to provide feedback.

30. Engagement activities planned include paper and online tools and the use of an innovative digital social mapping tool to capture comments and suggestions on individual parks (see Attachment D).

31. Staff are investigating digital drop-in sessions to mitigate the potential lack of face-to-face engagement if restrictions on public events and physical distancing requirements during the COVID-19 pandemic are still in force in June.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. The decisions in this report are largely administrative with low likelihood of direct impact on greenhouse gas emissions. However, the management direction set in the future LPMP, could emphasise the role of local parks in climate change mitigation and adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. The LPMP programme will seek input from council units and council-controlled organisations, including Parks Sports and Recreation, Infrastructure and Environmental Services, Community Facilities (including Leasing), Community and Social Policy, Legal Services, Plans and Places (Heritage), Panuku Development Auckland, and Auckland Transport, amongst others.

34. We will work closely with council departments to draft the LPMP to ensure alignment with other council plans where possible, and that any direction provided in LPMP on council’s activities on parks is understood.

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

Local impacts and local board views

Local impacts

35. The LPMP will give local residents and park users the opportunity to influence the direction for future park management and development.

Local board views

36. Staff introduced the project to the local board at a workshop in February 2020. The local board was interested in the relationship of the LPMP to the recently proposed Freedom Camping bylaw.

37. The Freedom Camping Act 2011 generally allows people to camp overnight in tents or vehicles on public land, unless it has been restricted or prohibited in a bylaw or other enactment. Section 44 of the Reserves Act does not permit the use of a reserve for personal accommodation, including freedom camping, unless an exception under the Act applies.

38. Exceptions can apply where consent is granted by the Minister of Conservation (which is delegated to Auckland Council), or if a freedom camping area on a reserve is defined in the LPMP.

39. The Freedom Camping bylaw project is being reviewed and 2015 bylaw provisions are still in place. We will work with the bylaws team and the local board as that project is reviewed to ensure an aligned approach.

Establishing political working group to support plan development

40. At the workshop, we discussed options to nominate local board members and establish a political working group to work with staff on developing the draft LPMP.

41. The purpose of the proposed political working group is to receive regular project updates, and to provide informal feedback to staff to guide development of the Maungakiekie-Tāmaki LPMP.

Tauākī whakaaweawe Māori

Māori impact statement

42. The Reserves Act is one of the Acts in the First Schedule to the Conservation Act 1987. Section 4 of the Conservation Act contains an obligation to give effect to the principles of te Tiriti o Waitangi / the Treaty of Waitangi (te Tiriti / the Treaty).

43. In performing functions and duties under the Reserves Act, like developing a reserve management plan, the local board must give effect to the principles of te Tiriti / the Treaty.

44. The principles of te Tiriti / the Treaty likely to be most relevant in making decisions on the Maungakiekie-Tāmaki LPMP and land status review work are:

· Partnership – mutual good faith and reasonableness

· Informed decision making – being well-informed of the mana whenua interests and views. Consultation is a means to achieve informed decision-making.

· Active protection – this involves the active protection of Māori interests retained under te Tiriti / the Treaty. It includes the promise to protect rangatiratanga and taonga.

45. The LGA contains obligations to Māori, including to facilitate Māori participation in council decision-making processes (sections 4; 14(1)(d); 81(1)(a)).

46. We introduced the LPMP programme at the Parks, Sport and Recreation Mana Whenua Forum in March 2020.

47. We will continue to work with all interested mana whenua in the development of the LPMP in order to:

· enable te ao Māori to be incorporated into the management of the Maungakiekie-Tāmaki local parks network

· provide an opportunity for mana whenua to express their kaitiaki role.

48. We will also seek feedback from mana whenua relating to the land status review prior to reporting to the local board.

Ngā ritenga ā-pūtea

Financial implications

49. There are no financial implications from this decision. Costs for public notification and engagement will be covered by the project budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. We undertook a risk assessment as part of the planning for the development of the LPMP. The following table outlines relevant risks and mitigations.

IF <event>	THEN <impact>	Possible mitigations
If the community are having to engage with council over multiple projects	Then they may not provide feedback on how they would like parks in their area managed in the future. This means that LPMP may not accurately reflect community aspirations.	· Use multiple engagement channels to reach those who don’t normally take up the opportunity to engage. · Review results of engagement activities that have been undertaken recently to see if feedback has been given that is relevant for the development of LPMP. · Align with other engagement activity where possible to make it easy for the community to participate.
If the COVID-19 pandemic and impact of the lockdown on individuals takes their attention away from engaging in council processes	Then people may be less inclined or miss the opportunity to provide feedback on how they would like parks in their area managed in the future. This means that the draft LPMP may not reflect community aspirations accurately.	· Work with the local board communications and engagement staff create awareness of the consultation · Make it as easy as possible for people to provide feedback by offering different ways to do this e.g. paper, online, email.
If the public are confused about how the LPMP relates to Waikaraka Park RMP given that both plans may be notified in the same period.	Then people may be less inclined to provide feedback for the LPMP or may misunderstand the scope of the LPMP.	Work with the local board communications and engagement staff to ensure communication: · clarifies the scope of both plans · encourages people to submit on both plans.

Ngā koringa ā-muri

Next steps

51. The high-level timeline including key project and consultation milestones, and local board decision-making is outlined in Attachment C to the agenda report.

52. The next steps in development of the LPMP are:

· commence targeted engagement with key stakeholders

· publicly notify the intention to prepare the management plan for at least one month starting in June 2020

· continue to engage with mana whenua

· continue working on the land status review of all park and reserve land.

53. Suggestions from the first round of consultation will be given full consideration in preparing the draft plan.

54. The draft plan will be available for public consultation in early-2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Park land within scope of the local parks management plan	37
b ⇩	Content within scope of the local parks management plan	39
c ⇩	How the local parks management plan will be developed	41
d ⇩	Engagement approach for the local parks management plan	43

Ngā kaihaina

Signatories

Authors

Tania Utley - Service and Asset Planning Specialist

Nicki Malone - Service and Asset Planner

Authorisers

Lisa Tocker - Head of Service Strategy and Integration

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

New community lease to the Auckland Rowing Club Incorporated, Ian Shaw Park, 252A Panama Road, Mt Wellington

File No.: CP2020/05923

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to the Auckland Rowing Club Incorporated, for land situated at Ian Shaw Park, 252A Panama Road, Mt Wellington.

2. To approve a new sublease between the Auckland Rowing Club Incorporated and King’s College Trustees for occupation of part of the rowing club building.

Whakarāpopototanga matua

Executive summary

3. The Auckland Rowing Club Incorporated seeks a new community lease for part of the council-owned land at Ian Shaw Park, 252A Panama Road, Mt Wellington.

4. The club holds a community ground lease with Auckland Council. The lease commenced on 21 November 2003 for a term of 15 years with a final expiry on 20 November 2018. The lease is holding over on a month by month basis on the same terms and conditions.

5. Auckland Rowing Club Incorporated have operated from the premises for 50 years. The club was established in 1869 and is one of the oldest sporting clubs in New Zealand.

6. In 1970 the club developed the boat ramp and clubrooms at the site. In 2003 they completed a major upgrade of facilities trebling the size of the clubrooms and doubling the size of the ramp on the foreshore.

7. This was supplemented with the development of pontoons immediately to the east of the park also shown in Attachment A. This provides for convenient and safe water access as well as addressing congestion issues at the boat ramp.

8. The improvement of facilities encouraged the growth of the Auckland Rowing Club, and the introduction of outrigger canoeing clubs from 1990. In 2004 the Auckland Rowing Club and four of the outrigger canoe clubs combined to form Nga Hau Maiangi Incorporated. This enabled the building of a clubroom on the site for Nga Hau Maiangi which opened in February 2016.

9. Because the club owns the building, facilities and other improvements, they can request a new lease without the need to call for expressions of interest to occupy the site.

10. As the club and its activities are contemplated in the Ian Shaw Park Reserve Management Plan, public notification of the proposed new lease would not normally be required. However, as Section 1 was not included in the management plan, public notification of the intent to grant a new lease on that portion of the site is required.

11. The recommendations within this report aligns with the Local Board Plan 2017 outcomes: “Maungakiekie-Tāmaki is an active and engaged community”, and “Maungakiekie-Tāmaki is the place to be”.

12. This report recommends that subject to public notification the Maungakiekie-Tāmaki Local Board approve a new community lease to the Auckland Rowing Club Incorporated, and new sublease between the Auckland Rowing Club Incorporated and King’s College Trustees.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the public notification of the intent to grant a lease to the Auckland Rowing Club Incorporated at Ian Shaw Park;

b) appoint a hearing panel to hear any submissions as the result of the public notification;

c) subject to the satisfactory resolution of any submissions, grant a new community lease to the Auckland Rowing Club Incorporated, for part of Lot 1 on Deposited Plan 66747 Certificate of Title NA24C/259 and part of Section 1 SO 488664, shown in Attachment A, outlined in yellow, subject to the following terms:

i) term – ten (10) years commencing on 1 May 2020 with one (1) ten (10) year right of renewal

ii) rent – $1.00 plus GST per annum if demanded

iii) all other terms and conditions in accordance with Auckland Council’s Community Occupancy Guidelines 2012 and the Reserves Act 1977.

d) approve the granting of a new sublease between the Auckland Rowing Club Incorporated and King’s College Trustees to run concurrently with this community lease agreement under the following terms:

i) term – ten (10) years commencing on 1 May 2020 with one (1) ten (10) year right of renewal

ii) rent – subject to the approval of council the rental shall be agreed between the parties to the sublease.

e) delegate authority to the Chair and Deputy Chair to approve the Community Outcomes Plan to be attached to the lease as a schedule (Attachment B).

Horopaki

Context

13. The current lease to the club which commenced in November 2003 for a term of 15 years has fully expired.

14. The club are well established having operated from the site since 1970 and wish to continue their activities. The club own the building and improvements on the site and the council Community Occupancy Guidelines 2012 provide for the club to apply as of right for a new lease without the need for an expression of interest to occupy the site.

15. The club has a sublease with King’s College Trustees for two holding bays in the building for storage of the school’s boats and rowing equipment. The sublease runs concurrently with the head lease and continues on a monthly rollover. Both the club and sublessee wish to continue the relationship under the sublease agreement.

Tātaritanga me ngā tohutohu

Analysis and advice

Land, Buildings and Lease

16. The Auckland Rowing Club Incorporated holds a community lease for part of the council owned land situated at Ian Shaw Park, 252A Panama Road, Mt Wellington. The land is legally described as Lot 1 Deposited Plan 66747 Certificate of Title NA24C/259 and Section 1 SO 488664. Lot 1 is owned fee simple by Auckland Council and Section 1 is Crown owned and vested in Auckland Council on trust for recreation purposes. Both parcels are classified recreation reserves under the Reserves Act 1977 (Attachment A).

17. When the lease was originally granted there was no title issued for Section 1 which was issued on 15 May 2017. Prior to that, Section 1 was owned by Land Information New Zealand (LINZ) under the Marine and Coast Area (Takutai Moana) Act 2011 and is a reclamation from the Tamaki River. A portion of the clubroom was built over Section 1 before a title was issued.

The building and other improvements

18. The club moved to Ian Shaw Park in 1970 where it initially built a boathouse and boat ramp. In 2003 they upgraded the facilities trebling the size of the clubrooms and doubling the size of the ramp to 33 metres wide. In 2008 the club obtained consent to build pontoons on the river to the east of the park shown in Attachment A. This provides safe water access and address problems with boat ramp congestion.

19. The rowing club building is two storeys and consists of clubrooms, gym and workout facility, kitchen/lounge/dining area, function room, offices, caretaker live-in apartment, holding bays for boats and equipment, storage, and viewing platforms.

20. The club also owns the ramp, deck and pontoons shown in Attachment A. These improvements are co-owned, shared and maintained with Nga Hau Maiangi Incorporated.

21. The club caters to approximately 430 rowers, consisting of 18 to 70 plus year olds and five secondary schools – Sacred Heart College, Diocesan School for Girls, Kings College, Epsom Girls, and Howick College. All participants compete with distinction at their respective New Zealand Championship regattas. At the 2018 Rio de Janiero Olympic Games, the club was represented by two rowers and one official.

22. The club holds a community lease with Auckland Council. The lease commenced on 21 November 2003 for a term of 15 years and finally expired on 20 November 2018. The lease has been holding over on a month by month basis on the same terms and conditions.

23. The club is seeking a new lease to continue their activities. The proposed lease area is shown outlined in yellow on Attachment A.

Other site occupants and amenities

24. Also occupying part of the site is the Nga Hau Maiangi Incorporated, whose objectives include fostering the use and development of the park for water sports purposes. When the rowing club facilities were improved in 2003 and 2008 it led to the growth of the rowing club and the increased use of the park by outrigger canoeing clubs. Four of the outrigger canoe clubs combined with the Auckland Rowing Club in 2004 to incorporate Nga Hau Maiangi Incorporated. This enabled the building of a clubroom on the site for Nga Hau Maiangi which opened in February 2016.

25. A resolution from 2015 (MT/2015/200) approves a lease to Nga Hau Maiangi Incorporated for a term of 10 years with one right of renewal of 10 years. The lease is to commence the fifth day after issue of the code compliance certificate. While the building has been completed, the deed of lease has not been finalised. Staff are attending to this as part of the administration of the rowing club lease.

26. The club also built the launching ramp shown on attachment A. Although not the subject of this report ownership and responsibility for the ramp is not confirmed. While the Club built the ramp, the ramp appears as an asset on the council asset register. Details relating to the ramp will be resolved by staff separately.

27. A site visit has been undertaken and the clubrooms and facilities are exceptionally well managed, maintained, and are rated as a world-class rowing facility by the international governing body for rowing.

Auckland Rowing Club Incorporated

28. The Auckland Rowing Club Incorporated was established in 1869 and celebrated its 150^th anniversary in 2019.

29. The club’s primary purpose is to provide facilities to enable New Zealand’s most successful Olympic sport to flourish on the Tamaki river, for the enjoyment and benefit of rowers of all ages, from all sectors of the community.

30. It endorses the core values of the international governing body for rowing which are: fairness, teamwork, inclusiveness, timeless(ness), and environmental awareness.

31. There are 437 registered members, with a large portion of its membership from five Auckland-based secondary schools, and 250 members falling within the 14–21 age group. There are four full-time paid staff and 57 part-time volunteers.

32. The improvements to its facilities in 2003 and 2008 led to the growth of the club and the increased utilisation of the park by outrigger canoeing clubs. Four of these outrigger canoe clubs combined with the Auckland Rowing Club in 2004 to incorporate Nga Hau Maiangi Incorporated, whose objectives include fostering the use and development of the park for water sports purposes.

33. Nga Hau Maiangi Incorporated provide the outrigger canoe clubs with a clubroom facility and a place to house canoes and equipment, which officially opened in 2015. Nga Hau Maiangi refers to ‘the winds that caressed the waka Tainui,’ but also denotes the coming together of people united under one kaupapa.

34. Auckland Rowing Club was instrumental in raising the finance to build both the Nga Hau Maiangi building and the all-tide pontoon and retains a guiding influence in the Trust. The outcome of this has led to a significant increase in the numbers of Maori and Pasifika paddlers utilising the park. Nga Hau Maiangi is the only collaboration between rowing and waka ama in New Zealand.

35. The rowing club is a thriving organisation, with a strong history as one of the country’s oldest sports clubs and has strong ties to its local and international communities. They share a close and special relationship with the various waka ama groups and other users of the park and are held in high esteem by the other trustees of Nga Hau Maiangi Incorporated.

36. The rowing club has also had a sublease agreement with King’s College since 2003 for storage of the school’s boats and rowing equipment. The rental from the sublease helped Auckland Rowing Club fund the upgrade of its facilities in 2003 and assists with the ongoing operational costs of the clubrooms and facilities. The sublease reached final expiry 19 November 2018 and continues on a monthly rollover. Both the club and Kings College want to continue this relationship.

37. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver services.

38. The club is financially viable and audited accounts show proper accounting records have been kept.

39. A community outcomes plan is being negotiated with the club to identify the benefits it will provide to the community. This will be attached as a schedule to the lease document when complete and approved by the Chair and Deputy Chair.

40. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements.

41. Auckland Rowing Club is a registered Incorporated Society incorporated as of 20 March 1908.

42. The club has all necessary insurance cover, including public liability insurance in place.

43. After assessing the lease application and meeting with club representatives, staff advise that the club qualifies for a new community lease by virtue of the following:

· its activities support the Maungakiekie-Tāmaki Local Board Plan 2017 outcome: Maungakiekie-Tāmaki is an active and engaged community. And, Maungakiekie-Tāmaki is the place to be;

· it is not in breach of the current occupancy agreement;

· the financial accounts have sufficient reserves to cover its operating costs with no declared contingent liabilities;

· it sustains its activities predominantly through a combination of subscriptions, donations, grants, hireage of equipment, and a sublease of part of the building to King’s College.

44. The club and its affiliates will meet all the operational and maintenance costs of the building and on-site improvements.

45. Under s 54(2) of the Reserves Act 1977, council is required to publicly notify the intention to grant a lease unless the proposed lease conforms with and is contemplated by the approved management plan for the relevant reserve. While the club and its activities are contemplated in the Ian Shaw Park Reserve Management Plan, the plan did not include Section 1 as a land title had not been issued at the time the management plan was approved. Public notification of the intent to grant a new lease is therefore required.

46. This report recommends that a new lease be granted to the Auckland Rowing Club Incorporated for an initial term of 10 years with one (1) 10 year right of renewal, subject to conditions, and that approval be given for a new sublease to The King’s College Trustees to run concurrently with the new community lease.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. There is no impact on Green House Gas emissions as the proposal does not introduce any new source of emissions.

48. Climate change has some potential to impact the lease as the site is on the shore of the Tāmaki River. Inundation by the river due to adverse weather events, coastal erosion and sea-level rise may affect buildings and improvements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. The proposed new lease has no identified impacts on other parts of the council group. The views of council controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

50. This is an approved item on the Community Facilities Work Programme for 2019/2020. The proposed new community lease was workshopped with the last local board in August 2019 who indicated informal support of the group and the proposed new lease.

51. The club’s activities are the best use of the premises, offering services which are beneficial to the community.

52. The Maungakiekie-Tāmaki Local Board is the allocated authority to approve the granting of a new community lease.

Tauākī whakaaweawe Māori

Māori impact statement

53. An aim of community leasing is to increase targeted support for Māori community development. This proposal seeks to improve access to facilities for all Aucklanders, including Māori living in the Maungakiekie-Tāmaki area.

54. The Auckland Rowing Club was instrumental in the formation of Nga Hau Maiangi Incorporated; in raising the finance to build the waka ama clubhouse and all-tide pontoons, which has led to an increase in the number of Maori and Pasifika paddlers.

55. The rowing club enjoy a special and close relationship with the waka ama groups and trustees of Nga Hau Maiangi Incorporated whose members are strongly connected to or affiliated with Maori.

56. Iwi engagement took place on 26 June 2019 at the Mana Whenua Forum, who were supportive of the proposal to grant a new community lease to the group.

57. There are no changes to the use or operational activities being conducted on the land.

Ngā ritenga ā-pūtea

Financial implications

58. The club have had a sublease agreement with King’s College Trustees since 2003 for two holding bays used for storage of school boats and rowing equipment, and carparks adjacent to the club building. The rent from the sublease paid for the upgrade of Auckland Rowing Club’s facilities in 2003.

59. The club continues to be dependent on the income from this sublease, and from fees for the hireage of its other holding bays to member groups, to continue to pay the significant cost of maintaining a world-class facility.

60. Clause 2.3 of the current sublease provides that if the club negotiates a further lease of the premises, that a new sublease will be provided for a concurrent term but at a rental proportionate to rent being charged to the club. Both parties are to agree the rental for the sublease.

61. As the rowing club will be granted a community lease at a concessional rental, council should approve the rental amount for the sublease prior to its implementation. This requirement can be included into the special conditions clause to be inserted into the deed of lease to allow for the sub lease.

62. The cost of public notification of the intent to lease and any resulting hearing is borne by Community Facilities and Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. If a new community lease is not granted to the club the current lease will continue to roll over on a monthly basis. If a new community lease is not granted to the club, this may adversely affect the club financially who requires surety of tenure to continue its existing sublease agreement with King’s College, and who depends on funding from grants and others to continue operating.

64. Without a new lease, the club will not be able to plan and develop programmes for the future, and it will be inhibited in continuing to deliver its world-class services to both the local and international communities.

Ngā koringa ā-muri

Next steps

65. Subject to the grant of a new community lease, staff will work with the Auckland Rowing Club to finalise the community outcomes plan and community lease arrangements.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan of leased area	53

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Eastview Reserve Concept Design

File No.: CP2020/04674

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Maungakiekie-Tāmaki Local Board for the Eastview Reserve Concept Design (Attachment A).

Whakarāpopototanga matua

Executive summary

2. A concept design for the redevelopment of Eastview Reserve in Glen Innes has been completed following input from the Maungakiekie-Tāmaki Local Board, mana whenua and the public.

3. Specific changes to the draft concept design following consultation include:

· confirmation of playground location to best meet combined outcomes of safety, access and sensitivity to neighbours;

· inclusion of Māra Hūpara elements into the playground design;

· inclusion of interpretation panels to provide cultural and ecological context to the site;

· commencement of a water testing regime to establish a baseline for stream water quality, enabling measurement of improvements over time;

· inclusion of dog bins to cater for off leash dog walkers.

4. A budget of $3 million has been approved as part of the Local and Sportsfield Development Programme FY2018/2019 – 2021/2022, to enable delivery of this reserve upgrade.

5. This reserve is within the Tāmaki Regeneration area and has been prioritised for early development in the Tāmaki Open Space Network Plan.

6. Subject to approvals and consents this upgrade will be able to be delivered in FY 2020/2021.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the Eastview Reserve Concept Design (Attachment A), allowing for developed design and consenting to proceed.

Horopaki

Context

7. Eastview Reserve, located in Glen Innes, is within the Tāmaki Regeneration area and has been prioritised in the Tāmaki Open Space Network Plan (TOSNP) for redevelopment.

8. This reserve is one of the five reserves on the Ōmaru Creek running from St Heliers Road to the Tāmaki River. These include Apirana, Eastview, Taniwha, Maybury and Pt England Reserves, all of which are scheduled for redevelopment over the next decade.

9. Collectively, these redevelopments will contribute significantly to improved environmental and recreational outcomes for the local community.

10. Eastview Reserve is currently neglected and requires significant investment to cater for the anticipated increase in population in this area. The proposed upgrade will provide safe walking/cycling connections through the reserve, quality play facilities and an ecologically sound stormwater management system and environment.

Tātaritanga me ngā tohutohu

Analysis and advice

11. A concept design has been developed for Eastview Reserve which will deliver on local board outcomes, meet the objectives of the TOSNP and fits within the available budget.

12. The key objectives of the TOSNP for this reserve, as indicated in the diagram below, include:

· development of a 3m wide shared path linking to the wider greenway’s network and connecting the reserve to the local neighbourhood;

· upgrade of the riparian corridor including weed removal and revegetation to revitalise the stream and native ecosystem;

· provision of a new playground to fill a gap in the existing playground network;

· improvements to safety and surveillance through management of existing vegetation and installation of lighting to the shared path;

· celebration of heritage and culture to help create a sense of place.

Consultation

13. A draft concept design was presented to the Maungakiekie-Tāmaki Local Board at a workshop in April 2019 and again in February 2020 following public consultation.

14. Public consultation was held in November and December 2019, and feedback on the draft concept design was sought through the following methods:

· online ‘have your say’ survey promoted through the local board Facebook page and by onsite signage;

· onsite activation event held on 8 November 2019;

· door-to-door survey to immediate residential and commercial neighbours.

15. Mana whenua were offered the opportunity to engage with council on this project and all Iwi involved have shown full support for the proposed concept design. In particular, their involvement has led to the incorporation of Māra Hūpara, or traditional Māori play elements, into the design.

16. Overall, the Maungakiekie-Tāmaki Local Board, mana whenua and the public have all shown strong support for the key outcomes expressed by the proposed concept design including:

· development of a shared path through the reserve;

· upgrade to the riparian corridor, and

· development of a neighbourhood playground.

17. A small number of residents immediately neighbouring the reserve expressed concerns over the provision and location of the playground due to potential safety issues, increased use of the reserve and resulting noise.

18. The final playground location has been selected to provide the best safety and passive surveillance outcomes, including visibility from all parts of the reserve and easy access to Eastview Road, while being at a sufficient distance from neighbouring properties to reduce the effects of any reverse sensitivities.

19. Specific changes to the draft concept design following consultation include:

· confirmation of playground location to best meet combined outcomes of safety, access and sensitivity to neighbours;

· inclusion of Māra Hūpara elements into the playground design;

· inclusion of interpretation panels to provide cultural and ecological context to the site;

· commencement of a water testing regime to establish a baseline for stream water quality, enabling measurement of improvements over time;

· inclusion of dog bins to cater for off leash dog walkers.

20. These changes have been incorporated into the final Eastview Reserve Concept Design (Attachment A).

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. Existing paths in some locations through the reserve suffer from periodic inundation in major rain events due to flooding of the stream. It is likely that these events will be more frequent with climate change.

22. The proposed shared path will follow a similar route to the existing path but levels will be raised to help mitigate against expected flood events.

23. Additionally, management of the riparian corridor including removal of exotic weed species is likely to improve stream flow and help reduce the likelihood and extent of flooding.

24. Existing concrete paths are proposed to be recycled to provide base course for the new shared path, helping reduce the carbon footprint of the overall project.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The proposed upgrades to Eastview Reserve will deliver significant improvements to water quality and ecological habitat through riparian management and revegetation.

26. Improvements to the stream corridor will provide direct benefits to Healthy Waters’ stormwater management plan for this catchment, as well as to the wider community through improved environmental outcomes.

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

Local impacts and local board views

27. This proposed development reflects the following Maungakiekie-Tāmaki Local Board outcomes:

· Outcome 1: Maungakiekie-Tāmaki is an active and engaged community

· Outcome 4: Maungakiekie-Tāmaki has quality infrastructure to match growth

28. This proposal will deliver an additional section of the Local Boards Greenways Network providing improved active connections for the local community.

29. The new playground proposed will fill a gap in the existing play network and cater for the expected significant increase in residential population in the area.

Tauākī whakaaweawe Māori

Māori impact statement

30. Parks and heritage is of fundamental importance to mana whenua and their culture and traditions. The development discussed in this report will benefit Māori and the wider community through increased access to recreational opportunities and improved connections between local communities.

31. Mana whenua were invited to engage with us on this development with Ngāti Paoa, Ngāti Whatua Ōrākei, Ngai Tai Ki Tāmaki and Ngaati Whanaunga all showing interest in the project. Several hikoi and hui have been held with these iwi to discuss the proposals and all have indicated their support and offered the following specific feedback which has been incorporated into the design:

· development of Māra Hūpara elements within the playground design;

· inclusion of interpretation panels to provide cultural and ecological context to the site;

· commencement of a water testing regime to establish a baseline for stream water quality, enabling measurement of improvements over time;

· inclusion of dog bins to cater for off leash dog walkers.

32. Mana whenua wish to remain engaged with this project and will be kept informed as the design develops and offered opportunities for input into mahi toi as they arise.

Ngā ritenga ā-pūtea

Financial implications

33. A budget of $3 million has been approved for this project in the following financial years:

Budget source	FY18/19	FY19/20	FY20/21	FY21/22	Total ($)
Community Facilities (local park growth)	25,000	100,000	1,200,000	1,675,000	3,000,000
					3,000,000

34. Cost estimates for the concept design indicate that the project can be fully delivered within the available budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. The following risks and mitigations have been considered:

Risks identified	Mitigation
Covid 19
Uncertainty around Covid 19 restrictions may affect timing of project development as well as current budget allocation	Close watching brief and updates to the board as required
Health & Safety
Public are exposed to unsafe conditions during construction phase	Health and safety methodology during construction will manage risks
Budget
Budget is strictly limited	Design work has been tailored to meet available budgets
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme to allow for wet weather

Ngā koringa ā-muri

Next steps

36. Following local board approval of the concept design, detailed design and consenting will proceed subject to any restrictions imposed by the Covid 19 situation.

37. Subject to resource consent approval, physical works are anticipated to commence late 2020-early 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Eastview Reserve Concept Design	61

Ngā kaihaina

Signatories

Author

Tim Keat - Senior Growth Development Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Waikaraka Park Reserve Management Plan and Masterplan - approval of draft plans for public notification

File No.: CP2020/06412

Te take mō te pūrongo

Purpose of the report

1. To approve public notification of the draft Waikaraka Park Reserve Management Plan.

2. To approve public notification of the draft Waikaraka Park Masterplan.

3. To establish a hearings panel and appoint an independent commissioner to undertake the hearings process.

Whakarāpopototanga matua

Executive summary

4. This report seeks approval from the Maungakiekie–Tāmaki Local Board (the local board) to publicly notify the draft reserve management plan and draft masterplan for Waikaraka Park in Onehunga.

5. The draft reserve management plan is a statutory document prepared in line with the Reserves Act 1977, and will provide a policy framework to manage use, protection and development of Waikaraka Park.

6. The draft masterplan is a non–statutory document that reflects priorities for the park to guide development over the next 30 years.

7. The concurrent preparation of the draft plans means that the draft masterplan aligns with the objectives and policies of the draft reserve management plan.

8. The legal review is underway and may identify changes to the draft reserve management plan needed prior to notification. We propose that the chair and deputy chair of the local board be delegated with approving any final changes.

9. In line with the requirements of the Reserves Act 1977, public consultation will be open for two months, planned from early June to early August. Both draft plans will be notified concurrently to maintain alignment.

10. A mandatory requirement of the Reserves Act 1977 is that the public can view a physical copy of the draft reserve management plan alongside access to digital copies. Interest in the draft plan is expected to be wider than the immediate communities around Waikaraka Park. Documents can be available across libraries and service centre network.

11. This report also recommends establishment of a hearings panel, consisting of an independent hearings commissioner and at least three local board members, to hear submissions, consider amendments and recommend changes on both draft plans to the local board. The decision to approve the final plans remains with the local board.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the draft Waikaraka Park Reserve Management Plan for public notification (Attachment A);

b) approve the draft Waikaraka Park Masterplan for public notification (Attachment B);

c) appoint a hearings panel consisting of an independent hearings commissioner as chair and at least three local board members to:

i) hear objections and comments from submitters

ii) consider the extent to which objections and comments would be allowed or accepted, or disallowed or not accepted

iii) make recommendations to the local board about amendments to the draft plan following the hearings process.

d) delegate to the local board chair and deputy chair approval of any final amendments to the draft Waikaraka Park Reserve Management Plan, prior to public notification;

e) note that the decision to approve the final Waikaraka Park Reserve Management Plan and Waikaraka Park Masterplan will remain with the local board.

Horopaki

Context

12. Waikaraka Park occupies 26.7 hectares of land and accommodates a wide range of organised recreational and community use, a historic cemetery and parts of a closed landfill (Pikes Point West).

13. The park has been subject to significant modification over the years, including foreshore reclamation, historic activities, and installation of utilities such as National Grid assets and stormwater pipes.

14. On 23 April 2019, the local board resolved to approve public notification of its intention to prepare a reserve management plan (RMP) for Waikaraka Park (the park), and to develop a masterplan concurrently (MT/2019/45).

15. These plans will collectively guide the future use, development and protection of the park, and provide for a more coherent framework for park management and investment.

16. This report recommends the draft RMP (Attachment A) and the draft masterplan (Attachment B) be approved for public notification.

Reserve management plan

17. The Reserves Act 1977 (RA) requires an RMP to be developed for most types of land held as reserve. The draft Waikaraka Park Management Plan is a statutory document prepared in line with section 41 of the RA.

18. Attachment C shows the land parcels that make up Waikaraka Park for which the local board have decision-making responsibility.

19. The scope of the draft RMP is shown in the table below:

In scope

Out of scope

ü land owned by Auckland Council, held under the Reserves Act 1977

ü land vested to Auckland Council, held under the Reserves Act 1977

× Manukau Foreshore Cycleway

× land for which the local board does not have decision-making responsibility, e.g. Section 1 SO 537074, legal road

20. Once completed and adopted, the RMP establishes policy for the management of Waikaraka Park and council will comply with the requirements of the RA.

Masterplan

21. The purpose of the masterplan is to spatially demonstrate requirements and priorities for the park in order to inform future development and investment.

22. The masterplan will provide for existing activities and identify ways to revitalise the park by encouraging more informal recreation activities and opportunities for shared facilities and assets.

23. The final masterplan, once adopted, will be a separate document to the final RMP. This means the masterplan can be updated to reflect changes over time whilst remaining consistent with the objectives and policies of the RMP.

Timeline of key decisions to date

24. The timeline below gives an overview of key decisions in developing the draft plans:

Tātaritanga me ngā tohutohu

Analysis and advice

How we engaged with mana whenua, park user groups and the wider community

25. A range of consultation and engagement activities were undertaken with mana whenua, the community and the local board to inform the draft RMP and masterplan including:

· mana whenua: presentations at the Parks Sport and Recreation Mana Whenua Forum, park walkover with mana whenua representations and several hui throughout the process

· engagement with park user groups: one combined meeting with the five leaseholders in November 2019 and individual sessions held in March 2020

· statutory public consultation: public views were collected in response to statutory notification of the intention to prepare a draft RMP. This consultation period occurred between 17 June to 21 July 2019. The feedback received helped inform the drafting of both the RMP and masterplan.

· local board: we held workshops with the local board to discuss feedback from mana whenua and the community and establish the vision and guiding principles for the draft RMP.

Summary of engagement feedback and development of guiding principles

26. Through the consultation with various stakeholders we received a high volume of feedback to inform the direction of the draft plans for Waikaraka Park.

27. The emerging themes that came through the feedback received included:

· celebration of heritage

· opportunities to incorporate cultural values

· opportunities for ecological enhancement

· consideration of coastal inundation and sea level rise

· improvements to pedestrian and cycle connectivity

· facilities for people with disabilities

· retention of speedway and improvements to speedway facilities

· improvements to public toilets and changing provisions

· improvements to parking

· improvements to playing field drainage and lighting.

28. In addition to the emerging themes, we considered the areas of focus in the council’s Parks and Open Space Strategic Action Plan 2013:

· treasure our parks and open spaces – Manaakitia te taiao

· enjoy our parks and open spaces – Ngā papa rēhia

· connect our parks and open spaces – Ngā papa haumi

· utilise our parks and open spaces – Ngā papa rangahau.

29. From these, the following high-level guiding principles for the draft plans were established:

Treasure	Enjoy
· Treasure our communities · Treasure our heritage · Treasure our Māori identity · Treasure the natural environment.	· Design for health, wellbeing and fun · Design for more use and a range of experiences · Design for comfort and safety.
Connect	Utilise
· Connect places · Connect people · Connect the environment.	· Utilise our resources efficiently · Utilise the economic benefits · Utilise the environmental benefits.

30. These guiding principles were supported by local board members at a workshop on 10 December 2019.

The draft reserve management plan

31. Several work streams contributed to the design and development of the draft RMP (Attachment A) including:

· consultation and engagement as outlined in paragraph 25 above,

· review of cultural and historic inventory registers, ecological reports, heritage assessments, and needs assessments for the park and the Maungakiekie-Tāmaki Local Board area,

· review of the legal status of all land parcels and completing reservation or classification actions under the RA as required,

· review and development of park management guidance specific to Waikaraka Park,

· consideration of strategic alignment e.g. Parks and Open Space Strategic Action Plan; Auckland Sport and Recreation Strategic Action Plan; Maungakiekie-Tāmaki Greenways Plan.

32. The content of the draft RMP includes:

· an introduction and background to the plan and why it is required,

· setting the policy and planning framework within which the plan sits as a tool to manage Waikaraka Park and its values,

· park management guidance including activities that require authorisations and specific activities that are provided for at Waikaraka Park,

· supporting and relevant reference information.

The draft masterplan

33. The key features of the draft masterplan (Attachment B) aligned with the guiding principles, are summarised below:

34. The draft masterplan is aligned with the objectives and policies of the draft RMP as they have been prepared concurrently.

Public notification of the draft plans

35. Section 41 of the RA outlines the obligations of an administering body to prepare and publicly notify a draft RMP. The Maungakiekie-Tāmaki Local Board is the administering body for the draft RMP for Waikaraka Park.

36. While the draft masterplan is not required to follow the process outlined in the RA, we recommend that it is also publicly notified to ensure alignment with the draft RMP.

37. As per the requirements of section 41(6) of the RA, the draft plans will be open for public consultation for a period of at least two months, subject to approval of the draft plans by the local board. All submitters have the option of requesting to speak to their submission at a hearing.

38. The draft RMP may require changes to be made prior to public notification. We propose that approval of final changes to the draft RMP be delegated to the chair and deputy chair of the local board.

39. Public consultation is planned to start in early June and end in early August.

40. The RA requires the draft RMP to be made available for the public to inspect at the office of the administering body. Hardcopies of the plan can be available across our library and service centre network alongside digital access.

Hearings and decision making on the plans

41. Under section 41 of the RA, a person can choose to appear at a hearing to speak in support of their comments or objections on the draft RMP. To maintain alignment between the plans, this opportunity will also be provided to those submitting on the masterplan.

42. In terms of hearing submissions, the local board can choose whether the full local board, certain members and/or independent commissioners will hear submissions and make decisions on the draft plans. The table below describes the various options:

Option	Description
Option 1 - Local board only	The full local board hear and make decisions on submissions and adopt the final RMP and masterplan.
Option 2 - Local board panel with an independent commissioner as chair	The local board appoint a commissioner to chair a panel comprising all or some of the local board to hear submissions. The hearings panel make recommendations to the local board on submissions and required amendments to the draft plans following hearings. The local board would then make the decision on whether to support the recommendations and adopt the final RMP and masterplan.
Option 3 - Independent commissioners hear submissions and make recommendations to the local board	The local board appoint an independent hearings panel comprising three commissioners to hear and consider the submissions and make recommendations to the local board on the draft plans. The local board would make the decision whether to support the recommendations and adopt the final RMP and masterplan.
Option 4 - Appoint a committee to hear submissions and make decisions	The local board appoint a committee and delegate the decision-making on the RMP and masterplan to that committee. The committee would have a minimum of three members, at least one of whom is a member of the local board. The committee would hear and make decisions on submissions and adopt the final RMP and masterplan.

43. All options except option 1 involve the use of commissioners.

44. The council uses commissioners in a variety of situations, to provide varying levels of independent consideration of submissions and decision-making, or where there is the need for specialist or independent advice such as the Reserves Act or te ao Māori.

45. Under options 2 to 4, commissioners with knowledge and experience of the Reserves Act and te ao Māori could assist in guiding the decision-making for the draft plans.

46. In assessing which of the above option to recommend, staff have considered the following factors (see Attachment D for the full options assessment):

· retaining local knowledge, input and decision-making in hearing submissions and approving the final plans

· ensuring Reserves Act expertise on the panel

· ensuring a level of independence during the hearings process

· cost.

47. We recommend that option 2 is progressed, with the local board appointing a panel, consisting of at least three local board members and an independent commissioner to:

· hear objections and comments from submitters on both plans;

· consider the extent to which objections and comments would be allowed or accepted or disallowed or not accepted;

· make recommendations to the local board on amendments to the draft plans following the hearings process;

· the decision to approve the final Waikaraka Park Reserve Management Plan and Waikaraka Park Masterplan will remain with the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. The recommendation to approve the notification of the draft plans is an administrative decision. The management direction set in the draft RMP for Waikaraka Park emphasizes its role in climate change mitigation and adaptation.

49. The following table outlines the impact on climate change of the use and development that is provided for in the draft plans:

Use or development	Approach to minimise negative impacts on climate change
The draft plans continue to provide for the existing activities in the park, which include community use, organised sports and the operation of speedway. Of these, speedway is the park’s biggest contributor to greenhouse gas emissions.	The draft RMP contemplates maintaining the existing scale and intensity of these activities, including speedway so there will be no discernible increase in greenhouse gas emissions. By reconfirming the parks role in motorsport in Auckland, these activities are able to be contained and motorsport activities would not be expected to increase outside areas designated in the Auckland Unitary Plan.
New parking areas, including pit space area for speedway activities.	The draft RMP provides for: · water sensitive design of car parks · not providing for peak use parking and encouraging active forms of transport · flexible use of the pit space area outside of speedway activities and events. We note that the new pit space will displace the existing pit space area used for speedway activities.
New buildings	The draft RMP encourages green building practices in design, construction and operation of park development and development or redevelopment of buildings could be made contingent on Green Star practice.
New pedestrian and cycle connections	The new pathways will align with the Maungakiekie-Tāmaki Greenways Plan, thereby enabling active modes of transport to and within the park. Pathways will be designed according to the Local Paths Design Guidelines which incorporate green principles.
Retaining existing sea walls	The retention of the existing sea wall will continue to provide for a buffer against coastal inundation and erosion and sea level rise.
Daylighting of piped waterway and riparian planting Enhanced planting of trees and vegetation	This will enhance the park’s ecosystem and contribute towards offsetting any negative impacts of climate change.

50. Section 8.4.1 of the draft RMP includes policies on minimising and mitigating the impacts of climate change on the park, including improving climate change resilience.

51. The design of the draft masterplan has also accounted for projected flood levels and sea level rise.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Parts of the council group have provided input to inform the development of the draft plans. This includes Community Facilities, Parks Sport and Recreation (including Cemetery Services), Legal, Infrastructure and Environmental Services, Healthy Waters, Heritage, Panuku Development Auckland, Auckland Transport and Regional Facilities Auckland.

53. A council project group has met regularly to support the development of the plans. This included consideration of the deliverability of the draft masterplan and how it aligns with other council projects. This group included staff from Community Facilities, Parks Sport and Recreation, Infrastructure and Environmental Services, and Local Board Services.

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

Local impacts and local board views

Community impacts

54. The draft RMP is intended to convey to the public how the local board intend to manage Waikaraka Park over the next 10 years. The draft masterplan reflects development aspirations over a 30-year timeframe. The public will have the opportunity to make submissions on both draft plans.

Engagement with park user groups

55. We held a meeting with all existing leaseholders in November 2019 to obtain their feedback and identify common opportunities and issues that we could address through the drafting of the plans. This group included Auckland Canine Agility Club, Auckland Stock and Saloon Car Club, Auckland Studio Potters, City of Sails Brass, and Onehunga Combined Sports Trust.

56. The opportunities identified included:

· the importance of Waikaraka Park being a park for the community,

· improvements to parking,

· improvements to safety and security, including lighting,

· shared use of buildings and facilities.

57. Individual meetings with each of the existing leaseholders were held in March 2020 to obtain informal feedback on a preliminary version of the draft plans. Some feedback received during the individual leaseholder meetings has resulted in amendments to the draft plans.

58. All groups were generally supportive of the direction of the draft plans.

Local board views

59. Workshops with the local board took place in December 2019, and February and March 2020 to obtain feedback on the draft content of the plans.

60. Local board members were supportive of the direction of the draft plans and the guiding principles (refer paragraphs 29 and 30 of this report). The local board reiterated the following feedback that has been considered in the drafting of the plans:

· the importance of Te Tiriti o Waitangi / The Treaty of Waitangi and reflecting mana whenua’s views in the plans,

· the continuation of established activities at the park,

· providing for flexibility of use where practicable.

Tauākī whakaaweawe Māori

Māori impact statement

61. We have worked with Ngāti Maru, Ngāti Tamaoho, Ngāti Te Ata, Ngaati Whanaunga, Ngāti Whātua Ōrākei, Te Ākitai Waiohua, Te Patukirikiri and Te Ahiwaru to develop the draft plans.

62. The location of the original shoreline prior to reclamation has been highlighted as being of critical importance to mana whenua. We have included objectives and policies to reflect this, including recommendations to differentiate between land that has been reclaimed and land that was naturally formed.

63. Additional areas of interest and input from mana whenua relate to the management of the former landfill, connections to maunga, ecological enhancement opportunities and the ability for mana whenua to provide input into future decisions on the park.

64. The draft RMP acknowledges council’s obligation to iwi under the Te Tiriti o Waitangi in local parks management planning and seeks to embed the te ao Māori world view throughout the document.

65. The draft RMP also acknowledges the benefits of strengthening mutually beneficial working relationships between the local board and mana whenua and enabling mana whenua to strengthen their connection to taonga within parks.

66. Mana whenua priorities for local parks are:

· Kaitiakitanga (guardianship) – ecological management: the ongoing health of the waterways; the impact on water quality of current and planned infrastructure on and near the park;

· living Māori presence: ensuring that signage and the importance of storytelling / narratives on the park reflect iwi past and present;

· protecting cultural landscapes and ensuring connections between the park and other sites, such as maunga, are recognised and managed in a respectful and culturally appropriate way;

· providing mana whenua with the opportunity to give input into future decisions on the park particularly where implications for the environment and culturally significant sites and landscapes potentially exist.

67. Many of the above can also contribute to the hauora (well-being) of both mana whenua and mataawaka.

68. Mana whenua are supportive of the inclusion of Te Aranga Design Principles in the draft masterplan. They recommended broadening this content to include the Mana Whenua Kaitiaki Forum Pou Outcomes, to encompass a wider range of Māori values, as reflected in Attachment E which was prepared in collaboration with representatives from Te Patukirikiri and Ngaati Whanaunga.

69. Mana whenua and mataawaka will have the opportunity to provide further feedback on the draft plans during and after the public consultation period.

Ngā ritenga ā-pūtea

Financial implications

70. There are no cost implications from this decision. The costs for public notices and engagement tools are covered by previously approved budgets.

71. The cost for appointing one independent commissioner for the hearings process will be met from internal budgets.

72. Full implementation of the draft masterplan will not be possible with the current funding. Once the masterplan is approved, a business case will be required to identify the budget required for implementation of priority initiatives. Funding sources can also be explored which may include partnering with user groups to leverage external funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. The following table outlines the risks and proposed mitigation associated with recommending the draft plans for public notification:

Risk		Mitigation
Confusion by the public about the difference between the draft RMP and masterplan		Provide clear, concise information on the Have Your Say page. Engagement tools will acknowledge both plans and distinguish feedback provided for each plan.
Receiving a low number of submissions, due to potential submitters being less inclined to make a submission (e.g. impact of COVID-19 on individuals takes attention away from engaging in council processes)		Work with the local board communications and engagement staff to let people know that the consultation is happening and make it as easy as possible for people to provide feedback by offering different ways to do this e.g. paper, online, email.
Constraints under each of the COVID-19 Alert Levels or shifts between levels with regard to the control of numbers in a given space may require adaptation in the way we hold and manage drop-in sessions. This may mean a lower level of awareness of the opportunity to make submissions on the draft plans.		We are exploring opportunities to offer digital drop-in sessions and follow advice from the Governance Division regarding options for community engagement.
Delayed consultation will push out the timeline for decision-making on adopting final plans. This will have a consequential effect on other decisions such as the approval of leases that the local board would like to see resolved.		We will communicate revised timeframes to mana whenua, leaseholders and other stakeholders if this delay occurs.
The inability to fully satisfy section 41(6)(c) of the Reserves Act 1977, which requires the draft RMP to available for inspection, free of charge, to all interested persons during ordinary office hours at the office of the administering body, due to the current COVID-19 situation.		Hardcopies of the plan can be available from libraries and service centres across the network as we open up our services under Covid Alert Level 2. Should Auckland move back into Alert level 3 during the consultation phase, advice will be taken regarding the level to which we have satisfied the requirements of the RA.
RMP	The draft RMP is a high–level plan and may not contain the level of detail expected by key stakeholders	The consultation material will clarify the statutory nature of the RMP. Communicate directly with stakeholders about having the information available elsewhere if this is raised as a concern.

Risk		Mitigation
Masterplan	Funding – insufficient to fully implement the masterplan	The implementation of the plan will be staged over the next 30 years and projects will need to be prioritised and progressed in order of priority. A staged implementation plan will form part of the final masterplan document. Alternative funding sources, including partnering with user groups and pursuing external funding sources are likely to be required to fully implement the plan.
	Not meeting community expectations around the level of detail provided in the masterplan or implementation timeframes.	Communications on the draft masterplan consultation will acknowledge that the masterplan is a first step in the design of the park and is subject to staged implementation and funding.
	Resourcing of implementation of the masterplan – ongoing resourcing will be needed for the implementation of the masterplan	To ensure support from departments who will be responsible for the implementation of the masterplan, we have partnered with many departments throughout its development. Effective handover of the plan and priority projects will be crucial for successful implementation.
	Development restrictions and natural hazards – park specific assessments for the proposed masterplan have not been completed prior to community consultation on the draft masterplan	Specialist input has informed the drafting of the plans to minimise this risk. Detailed specialist reports will form part of the project planning once implementation of the masterplan commences.

Ngā koringa ā-muri

Next steps

74. Subject to the alert level of the COVID-19 pandemic and approval from the local board to notify the draft plans, public consultation is planned to start in early June for two months in accordance with the RA.

75. Dependent on the timing above, it is anticipated that a hearing will be held a month after the public notification period with a decision on the final plan two months after hearings.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Waikaraka Park Reserve Management Plan	97
b ⇩	Draft Waikaraka Park Masterplan	171
c ⇩	Waikaraka Park Scope Area and Land Classifications	185
d ⇩	Options for Hearings and Decision-making Plans	189
e ⇩	Waikaraka Park Masterplan Alignment to the Mana Whenua Kaitiaki Forum Pou Outcomes	191

Ngā kaihaina

Signatories

Author

Elaine Lee - Service and Asset Planner

Authorisers

Lisa Tocker - Head of Service Strategy and Integration

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Maungakiekie-Tāmaki Strategic Partnership Grants

File No.: CP2020/05883

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020 allocations.

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board provides strategic partnerships grants to support local community organisations to build capacity and capability, upskill staff and volunteers and become more sustainable to deliver on initiatives which align to the local board’s priorities and outcomes.

3. The Maungakiekie-Tāmaki Strategic Partnerships work programme line 1095 has a total budget of $351,000.

4. After the distribution of $155,000, the residual amount available for allocation is $196,000.

5. Applications for the current grant round opened to community organisations on 9 March 2020 and closed on 9 April 2020.

6. Ten applications were received and assessed by a panel of staff for alignment to the criteria outlined in the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020 framework (Attachment A).

7. The ten applications were presented to the local board at a workshop on 12 May 2020 to discuss their alignment with the local board’s priorities and outcomes for the grant round.

8. Five applications were determined to have medium or low alignment with the criteria. Staff will work with these organisations to look for other opportunities for collaboration with the local board or connect them with other funding rounds that are more aligned to the intended outcomes of their initiatives.

9. Five applications, totalling $195,999.99, were determined to strongly align with the criteria and the local board’s priorities and outcomes and are recommended for funding.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the following applications for strategic partnerships grants:

Application ID	Applicant	Proposal	Recommended funding
MTSG1920-101	The Synergy Projects Trust	Contribution to salary for 2 permanent staff, 2 facilitation roles, 1 administrator/work broker and resources costs.	$38,350.09
MTSG1920-102	Te Karanga Charitable Trust	Contribution to a management role, funding officer, assistant administrator wages, organisational capacity building, community collaborations and relationships and programme costs.	$40,000.00
MTSG1920-104	TGTB Charitable Trust	Contribution to an Executive Director role, strategic planning and improved professional standards of operation.	$39,172.85
MTSG1920-111	Glen Innes Family Centre	Contribution to fibre installation, IT platform and system training, strategic and business planning, professional development and administration and operations support.	$38,477.05
MTSG1920-113	The 312 Hub (The Rangatahi Hub Ltd)	Contribution to wages for Managing Director and operational costs.	$40,000.00
Total			$195,999.99

b) decline the following applications for strategic partnerships grants:

Application ID	Applicant	Proposal	Recommended funding
MTSG1920-103	Mad Ave Community Trust	Contribution to salary for CEO, training and administration, design of a sustainability plan and 50 scholarships for youth leaders.	$0
MTSG1920-108	The Period Place	To reduce barriers and provide pathways for people to learn about and access environmentally sustainable period products and to enable positive conversations by openly discussing periods and reducing negative stigma.	$0
MTSG1920-110	Blue Light Ventures Incorporated	Total entry price of 400 tickets to Rainbows End Funday on 1 September 2020 for young people providing leadership, at-risk young people and students from low-decile primary or intermediate schools.	$0
MTSG1920-112	Tāmaki Youth Council	Contribution to day to day operation of the Youth Council to help enable: · Activate Youth Innovation and Participation · Communication and Social media · Personal Development · Youth Leadership · Establish and develop Civic Engagement.	$0
MTSG1920-115	Flipping East	Contribution to Governance honorarium for community members and catering, operational staffing FTE, operational costs, renting physical space as community design hub, items for the physical design hub and project innovation fund for resident-initiated projects.	$0

Horopaki

Context

10. The purpose of the strategic partnerships grant is to support local community organisations to deliver against the following outcomes identified in the Local Board Plan 2017:

· neighbourhood development

· active participation

· youth empowerment

· economic growth

· improving outcomes for Māori.

11. The Maungakiekie-Tāmaki Strategic Partnerships work programme line 1095 has a total budget of $351,000. The budget funds the part time role of a Partnerships Broker, building capacity and capability for identified organisations and monthly funding workshops and drop-in sessions held across the local board area, with the balance distributed through contestable grants.

12. After the distribution of $151,000 towards these activities, the residual amount available for allocation to the contestable strategic partnerships grant in 2019/2020 is $196,000.

13. The grant round opened for applications on 9 March 2020 and closed on 9 April 2020.

14. Ten applications were received (Attachment B) and assessed by a panel of staff for alignment to the criteria outlined in the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020 framework.

15. The ten applications were presented (Attachment C) to the local board at a workshop on 12 May 2020 to discuss their alignment with the local board’s priorities and outcomes for the grant round.

Tātaritanga me ngā tohutohu

Analysis and advice

16. Ten applications were received for a total of $430,000 and assessed against the local board’s priorities and outcomes criteria and the ‘Guidance on payment of grants and other funding during Covid-19 Alert’.

17. Organisations were able to apply for $30,000 per year, up to a total of $60,000 for multi-year funding for up to three years. This included contributions to wages and salaries, ongoing operating costs and organisational capacity and capability support.

18. Following the impact of Covid-19 and moving to Level 4, staff asked applicants to consider adjustments to the new operating environment and include in their applications how they were:

· responding to emerging needs

· changing and adapting to new or different delivery methods

· increasing the use of technology

· looking to contribute to the recovery phase.

19. Five applications were determined to strongly align with the criteria and are recommended for funding.

20. Funding these organisations will enable the local board to:

· strengthen its strategic partnerships with more organisations

· invest in building capacity and capability so that the organisations are better able to deliver their services effectively, demonstrate impact, increase sustainability and strengthen their funding position to attract diverse funding opportunities

· improve people’s connectedness and wellbeing so that they are engaged in the community and have access to a wide range of support through the Covid-19 response and recovery periods

· support organisations youth employment initiatives collaborating with local businesses, youth providers, community mentors and groups

· improve outcomes for local Māori communities.

21. Staff recommend allocating a total of $195,999.99 to the following five applicants with high alignment:

Table one: Applications recommended for funding

Application ID	Applicant	Proposal	Requested funding	Recommended funding
MTSG1920-101	The Synergy Projects Trust	Contribution to salary for 2 permanent staff, 2 facilitation roles, 1 administrator/work broker and resources costs.	$56,372.00	$38,350.09
Reason for part-funding: The applicant has a good record of delivery and is a key local community organisation that has the potential to grow their impact to deliver local community outcomes. Capacity and capability support priority rankings are contributions to wages and salaries, ongoing operating costs, strategic and business planning, financial management and funding and information technology. If the grant is approved, the applicant has agreed to work with staff to build the applicant's capabilities. MSD certification as an essential service – providing welfare support for vulnerable people in the community. Covid-19 response includes online live broadcasting, webinars and podcasts.
MTSG1920-102	Te Karanga Charitable Trust	Contribution to a management role, funding officer, assistant administrator wages, organisational capacity building, community collaborations and relationships and programme costs.	$60,000.00	$40,000.00
Reason for part-funding: The applicant is a responsive organisation with a good reputation and record of delivery and is a key local community organisation that has the potential to grow their impact to deliver further community outcomes. Capacity and capability support priority rankings are contributions to wages and salaries, ongoing operating costs, systems and processes, information technology, research and evaluation and strategic and business planning. If the grant is approved, the applicant has agreed to work with staff to build the applicant's capabilities. Covid-19 response includes Covid-19 strategy and response documents developed, weekly group programmes via Zoom and social media chat groups, research into further suitable technology for a potentially extended period.
MTSG1920-104	TGTB Charitable Trust	Contribution to an Executive Director role, strategic planning and improved professional standards of operation.	$57,600.00	$39,172.85
Reason for part-funding: Recipient of support from the 2019/2020 work programme Partnerships Broker. This proposal is a continuation on the Visioning Workshops and Strategic and Governance Planning work in progress. Previously the applicant has been funded on a project to project basis. Capacity and capability support priority rankings are contributions to wages and salaries, ongoing operating costs, governance and decision making and organisational structure and management. If the grant is approved, the applicant has agreed to work with staff to build the applicant's capabilities. Covid-19 response includes strategic planning on how to deliver the arts in a new environment using internet and technology as a vital tool to ensure the arts can still be accessible, and encourage participation and connection within communities through the different alert levels.
MTSG1920-111	Glen Innes Family Centre	Contribution to fibre installation, IT platform and system training, strategic and business planning, professional development and administration and operations support.	$56,561.49	$38,477.05
Reason for part-funding: A solid proposal building on research and is a key local community organisation that has the potential to grow their impact to deliver local community outcomes. Capacity and capability support priority rankings are contributions to wages and salaries, ongoing operating costs, information technology, financial management and funding and strategic and business planning. If the grant is approved, the applicant has agreed to work with staff to build the applicant's capabilities. MSD certification as essential service – providing welfare support for vulnerable people in the community.
MTSG1920-113	The 312 Hub (The Rangatahi Hub Ltd)	Contribution to wages for Managing Director and operational costs.	$60,000.00	$40,000.00
Reason for part-funding: Recipient of support from the 2019/2020 work programme Partnerships Broker and specialist accountancy services. Capacity and capability support priority rankings are contributions to wages and salaries, ongoing operating costs, systems and processes, financial management and funding, strategic and business planning. If the grant is approved, the applicant has agreed to work with staff to build the applicant's capabilities.
Total	$195,999.99

22. The Assessment Panel considered that given the fund was heavily oversubscribed and the new operating environment post Covid-19, it would be prudent to recommend that the funds be allocated on a pro-rata basis to the top five ranking applicants and to change the funding allocation parameters of the strategic partnerships grant to:

· reduce delivery timeframe from the multi-year option of three years down to two years

· lift the maximum advance from $30,000 to $40,000 for 2019/2020

23. As part of the implementation support provided staff will be working with the organisations to introduce The Community Impact Toolkit. This is a five-step process from planning for change through to reporting. This will form part of the funding agreement to ensure good practice measures and evaluation processes are in place and to enable full accountability and report back to the local board.

24. Five applications were determined to have medium or low alignment with the criteria or were in a stronger financial position than recommended applications. Staff will work with these organisations to look for other opportunities for collaboration with the local board or connect them with other funding rounds that are more aligned to the intended outcomes of their initiatives.

25. Staff recommend declining the following five applications with medium or low alignment:

Table two: Applications not recommended for funding

Application ID	Applicant	Proposal	Recommended funding
MTSG1920-103	Mad Ave Community Trust	Contribution to salary for CEO, training and administration, design of a sustainability plan and 50 scholarships for youth leaders.	$0
Reason to decline: Whilst the proposal aligned with the fund, the organisation is in a stronger position than other organisations recommended for funding who are responding to greater immediate need in the community.
MTSG1920-108	The Period Place	To reduce barriers and provide pathways for people to learn about and access environmentally sustainable period products and to enable positive conversations by openly discussing periods and reducing negative stigma.	$0
Reason to decline: The purpose of the initiative as proposed is unclear, and the budget breakdown and planning details are insufficient. The proposal has stronger alignment with local grants and the applicant has a live application with the Local Grants round.
MTSG1920-110	Blue Light Ventures Incorporated	Total entry price of 400 tickets to Rainbows End Funday on 1 September 2020 for young people providing leadership, at-risk young people and students from low-decile primary or intermediate schools.	$0
Reason to decline: The proposal has stronger alignment with local grants and the applicant will be encouraged to make an application to the Local Grants round in 2020/2021.
MTSG1920-112	Tāmaki Youth Council	Contribution to day to day operation of the Youth Council to help enable: • Activate Youth Innovation and Participation • Communication and Social media • Personal Development • Youth Leadership • Establish and develop Civic Engagement.	$0
Reason to decline: This is a new organisation not yet fully established. The Youth Empowerment Team advise the usual process is for LDI to support youth. Previously the Tāmaki Youth Council was funded through Flipping East as one of the projects they have chosen to support. As the Tāmaki Youth Council is now independent the local board could fund them directly as this is an important group to support in the area however, the allocation of the 20/21 funding for the youth line does not include the youth council at this stage and would need to be reviewed.
MTSG1920-115	Flipping East	Contribution to Governance honorarium for community members and catering, operational staffing FTE, operational costs, renting physical space as community design hub, items for the physical design hub and project innovation fund for resident-initiated projects.	$0
Reason to decline: While the proposal aligned closely with the fund, the organisation is already supported by several other external funds and will continue to also be supported by council through youth empowerment work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. All of the five applications determined to strongly align with the criteria and are recommended for funding are developing or delivering online content. This will have a positive impact on climate change due to the reduced need for people to travel to reach these services.

27. All of the five applications determined to strongly align with the criteria and recommended for funding are helping to develop community resilience and adaptation. This will broadly contribute toward community readiness for changes in the future such as those caused by climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. The ‘Guidance on payment of grants and other funding during Covid-19 Alert’ adopted by the local board on 29 April 2020 was applied to the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020. The grants are to be awarded based on the exception criteria.

29. Alignment to funding exceptions during Covid-19 Alert Levels 4 and 3 was considered by a panel of staff including whether the applicant organisations were:

· deemed as essential service – providing welfare support for vulnerable people in the community

· able to deliver vital services during Levels 4 to 1 and through response and recovery periods.

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

Local impacts and local board views

30. The local board is responsible for the allocation of the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020.

31. The aim of the strategic partnerships grant is to support local organisations to build capacity, capability and upskill staff and volunteers so that the entity becomes more sustainable, is able to leverage the investment and attract diverse funding opportunities to achieve outcomes identified in the Local Board Plan 2017.

32. Ten applications were presented to the local board at a workshop on 12 May 2020 to discuss their alignment with the local board’s priorities for the grants.

33. The five applications determined to strongly align with the criteria provide a geographical balance of delivery across the local board area. Online delivery methods may have a positive impact on reach and participation rates for local board residents and target populations.

34. Feedback received from the local board has informed the applications recommended for funding.

Tauākī whakaaweawe Māori

Māori impact statement

35. Māori make up 13 percent of the local board population, which is higher than the Auckland average by two per cent.

36. The Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020 aims to respond to council’s commitment to improving Māori wellbeing by providing grants to organisations who deliver positive outcomes for Māori.

37. All five of the applications recommended for funding have identified outcomes for Māori:

· The Synergy Projects Trust - supports Māori families living in the new build area with a community kai group, community gardens and an education programme to connect with their whenua or whakapapa by learning the history of Oranga and Onehunga and the local Mt Rarotonga and Maungakiekie.

· Te Karanga Charitable Trust - ensure that all staff and volunteers understand the importance of the Treaty of Waitangi for Rangatahi Māori. Inclusivity, connectedness, decision making and a voice for Rangatahi Māori are principals at the core of programming. Tikanga Māori and an urban Māori perspective is applied to all of operations, programming and decisions. A kaupapa Māori approach forms the basis of all programmes.

· TGTB Charitable Trust - acknowledges the importance of tikanga Māori, and its inclusion in all areas of organisational operations. As the trust works alongside Māori communities and artists, the understanding of Te Ao Māori has grown with it and the trust will seek advice from Kaumatua on all trust events, projects and activities to ensure proper tikanga is acknowledged and respected.

· Glen Innes Family Centre - services, programmes and team mahi is underpinned by values of aroha, manākitanga, rangatiratanga, kotahitanga, whanaungatanga and kaitiakitanga. Two or the team will be holding ‘tikanga kaitiaki’ roles, four are learning Te Reo, and several have strong ties to their own iwi.

· The 312 Hub (The Rangatahi Hub Ltd) - lives, breathes and practices Te Ao Māori through practicing the Treaty principles. Values stem from a Te Ao Māori and Te Ao Moana world view through the practice of languages, o culture and protecting the environment. There is a strong and active relationship with Mana Whenua by upholding their advice and guidance through the Rangatahi 2 Rangatira Youth Engagement model.

Ngā ritenga ā-pūtea

Financial implications

38. The Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020 work programme line 1095 has a total budget of $351,000.

39. The amount available for allocation to strategic partnerships grant round is $196,000.00

40. Staff recommend allocating $195,999.99 across five applications for the grant round.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. The allocation of grants occurs within the guidelines and criteria of the Maungakiekie-Tāmaki Strategic Partnerships Grant 2019/2020. The assessment process has identified a low risk associated with funding the applications in this round.

42. Risks associated with the ongoing response to Covid-19 have been mitigated through application of the ‘Guidance on payment of grants and other funding during Covid-19 Alert’ with all five of the recommended applications being deemed essential services and able to deliver their services in different ways during different alert levels.

Ngā koringa ā-muri

Next steps

43. Staff will notify all successful applicants of the outcome and create funding agreements.

44. Unsuccessful applicants will be advised of alternate funding opportunities.

45. Staff will provide the local board with quarterly progress reports on the funded organisations and grant recipients will be invited to present their final accountability report at a local board workshop following the completion of the funded initiative.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Strategic Partnership Grants 2020 framework	209
b ⇩	Grant Applications	211
c ⇩	Summary of Applications	261

Ngā kaihaina

Signatories

Authors

Carole Blacklock - Specialist Advisor - Partnering and Social Investment, Community Empowerment Unit, Arts, Community a

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Nina Siers – Relationship Manager, Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Maungakiekie-Tāmaki Local Grants and Multiboard Round Two 2019/2020 grant allocations

File No.: CP2020/06165

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Maungakiekie-Tāmaki Local Grants and Multiboard Round Two 2019/2020.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Maungakiekie-Tāmaki Local Grants and Multiboard Round Two 2019/2020 (Attachment B) and (Attachment C).

3. The Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2019/2020 on 23 April 2019 (Attachment A). The document sets application guidelines for community contestable grants.

4. The local board has set a total community grants budget of $120,000 for the 2019/2020 financial year. A total of $59,752.44 was allocated in previous grant rounds. This leaves a total of $60,247.56 to be allocated to one local grants, multiboard and one quick response round.

5. Thirty applications were received for Local Grants Round Two 2019/2020, requesting a total of $202,874.73 and twenty-one multiboard applications were also received requesting a total of $86,732.52.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) agree to fund, part-fund or decline each application received in Maungakiekie-Tāmaki Round Two, listed in Table One.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2011-214	Steev Laufilitoga Maka	Arts and culture	Towards the production costs of the theatre "Kuonga" at Te Oro.	$10,000.00	Eligible
LG2011-225	St Joseph's Catholic School Onehunga	Arts and culture	Towards the facilitation costs for "Flox" workshops for year seven and eight students from St Joseph's Catholic School Onehunga.	$1,760.75	Eligible
LG2011-201	Citizens Advice Bureau Auckland City Incorporated	Community	Towards the purchase of a data projector and a screen for the Onehunga branch of the Citizen Advice Bureau.	$919.00	Eligible
LG2011-204	Glen Innes Chinese Groups Incorporated	Community	Towards venue hire, purchase of a projector and sound system, purchase and delivery charges for costumes from China, mileage, stationery and administration costs for the China National Day, Christmas event, and the Chinese New Year celebration.	$7,939.00	Eligible
LG2011-205	Asthma New Zealand Incorporated	Community	Towards the purchase of a monitor screen, docking station, and a laptop.	$2,000.00	Eligible
LG2011-207	Panmure Chinese Association Incorporated	Community	Towards Panmure Community Hall hire costs.	$2,700.00
LG2011-208	Onehunga Business Association Incorporated	Community	Towards the purchase and installation of four new Closed Circuit Television cameras and a software application to count foot traffic for the Onehunga Town Centre	$10,000.00	Eligible
LG2011-209	Te Waipuna Puawai Mercy Oasis Limited	Community	Towards project costs to deliver a four week "Smashed and Stoned Health Promotion and Community Education" workshop.	$14,067.30
LG2011-210	Onehunga Chinese Association Incorporated	Community	Towards the cost of venue hire (Onehunga Community Centre), outdoor activities, design, and maintenance of the website, social media for the Mid-Autumn Gala Festival for the period of 1 June 2020 to 31 May 2021.	$10,000.00	Eligible
LG2011-211	The Synergy Project Trust	Community	Towards the cost of delivering the “iCare and Navigating Seniors Support” programme including venue hire, resources, van hire, administration, and facilitation costs.	$10,000.00	Eligible
LG2011-213	Mount Wellington Playcentre	Community	Towards the costs for play equipment and upgrading of the outdoor area to meet health and safety requirements.	$3,618.10	Eligible
LG2011-215	Great Potentials Foundation	Community	Towards the purchase and installation of five laptops and docking stations.	$9,575.60	Eligible
LG2011-219	Panmure Business Association Incorporated	Community	Towards the cost to replace the closed-circuit television security cameras overlooking two public sites including the purchase and installation of four fixed cameras.	$6,839.04	Eligible
LG2011-220	Dance Therapy NZ	Community	Towards programme facilitation, coordination, client support, materials, and marketing costs for the "Arts 4 Us" and "Dance 4 Us" programme.	$10,000.00	Eligible
LG2011-222	Penrose Business Association Incorporated	Community	Towards marketing, information systems subscriptions, purchase of a laptop, review of website, insurance, and venue hire costs.	$6,745.52	Eligible
LG2011-227	Life Education Trust Counties Manukau	Community	Towards the overall costs to deliver a health and well-being programme to schools in the Maungakiekie-Tāmaki Local Board area.	$4,000.00	Eligible
LG2011-228	Youthline Auckland Charitable Trust	Community	Towards the costs of triage support, training, and supervision of the volunteer counsellors and telecommunications from 1 June 2020 to 31 March 2021.	$5,000.00	Eligible
LG2011-229	Glen Innes Family Centre Charitable Trust	Community	Towards "Monday Boost" and "Just4Dad" programme costs including venue hire, transport, indoor and outdoor activities, cooking sessions, consumables, refreshments, resources, promotion, and guest speaker and kaitiaki costs.	$9,230.00	Eligible
LG2011-230	Big Buddy Mentoring Trust	Community	Towards the purchase of a laptop and a mobile phone for the mentor manager.	$2,040.68	Eligible
LG2011-231	Tamaki Community Development Trust	Community	Towards transport costs for vulnerable families programme between June to November 2020.	$3,000.00	Eligible
LG2011-233	YMCA North Incorporated	Community	Towards the "Raise Up" Maungakiekie-Tāmaki programme and event costs including meeting, uniform, training, marketing, materials, transport, mileage, prizes, and refreshment costs between June to December 2020.	$10,000.00	Eligible
LG2011-234	Ki O Rahi Tamaki Makaurau Incorporated	Community	Towards the cost of running "Ki o Rahi" tournament for Māungakiekie Tāmaki schools on 1 July 2020 at Dunkirk Park including the cost of line marking, photographer, referee payment, Ki o Rahi sets, sports belts, and tags sets and foam noodles, for the schools and tournament.	$7,854.43	Eligible
LG2011-235	Royal New Zealand Plunket Trust	Community	Towards the upgrade of the playground area at the Onehunga Clinic and playgroup costs, including the cost of a new fence, new shade sail, and playground activity.	$10,000.00	Eligible
LG2011-237	Children's Autism Foundation	Community	Towards overall costs to deliver community workshops and outreach visits between June and December 2020.	$4,595.50	Eligible
LG2011-239	New Zealand Council of Victim Support Groups Incorporated	Community	Towards the operational costs of the "Volunteer Support" programme, including the cost of staff expenses, volunteer expenses, technology, administration, domestic travel and accommodation, training, overheads, communications and fundraising.	$4,000.00	Eligible
LG2011-241	Diabetes New Zealand	Community	Towards the cost of delivering the "Diabetes and Technology Education" event on 21 November 2020.	$3,000.00	Eligible
LG2011-232	Iain Hook	Environment	Towards marketing costs for community engagement and operational costs including venue hire and information system subscription.	$9,000.00	Eligible
LG2011-236	Auckland Basketball Services Limited	Sport and recreation	For hall hire and the development manager and finance manager's salary.	$10,000.00	Eligible
LG2011-240	Auckland Table Tennis Association Incorporated	Sport and recreation	Towards the purchase of six table tennis tables, twenty-four table tennis bats, and for the development officer's wages.	$9,989.81	Eligible
LG2011-242	Otahuhu Rovers Rugby League Football Club Incorporated	Sport and recreation	Towards lease renewal costs.	$5,000.00	Eligible
Total				$202,874.73

b) agree to fund, part-fund or decline each application received in Multiboard Round Two, listed in Table Two.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB1920-2100	The Kids for Kids Charitable Trust	Arts and culture	Towards the National Young Leaders Day and the "Kids for Kids" mass choir event, including venue hire from 8 to 11 November 2020.	$2,000.00	Eligible
MB1920-2122	Action Education Incorporated	Arts and culture	Towards the annual cost of office rent from 1 June 2020 to 31 May 2021.	$1,000.00	Eligible
MB1920-206	KidsCan Charitable Trust	Community	Towards programme items including food, raincoats, shoes and socks for children attending KidsCan low decile partner schools within the Auckland region.	$8,000.00	Eligible
MB1920-2106	PHAB Association (Auckland) Incorporated	Community	Towards operational costs, including youth worker wages, activity costs, administration and coordination fees from May to April 2021.	$3,000.00	Eligible
MB1920-2109	LifeKidz Trust	Community	Towards play equipment and support worker wages.	$1,000.00	Eligible
MB1920-2111	Deaf Wellbeing Society Incorporated	Community	Towards the fortnightly zero waste workshops at the Melville Cricket Pavilion from 6 August 2020 to 24 June 2021.	$2,345.00	Eligible
MB1920-240	Recreate NZ	Community	Towards the costs of volunteer expenses, facilitator fees and activity expenses to run 'Urban Youth" events between May 2020 till April 2021.	$2,800.00	Eligible
MB1920-243	Anxiety New Zealand Trust	Community	Towards venue hire, psychologist fees, printed resources and administration costs to deliver a series of community workshops from June 2020 to May 2021.	$2,550.00	Eligible
MB1920-274	The StarJam Charitable Trust	Community	Towards salary and levies, tutor contractor fees and venue hire.	$5,000.00	Eligible
MB1920-275	The Reading Revolution	Community	Towards wages of the manager of the reading programme.	$3,000.00	Eligible
MB1920-276	Kāhui Tū Kaha	Community	Towards venue hire, resources, cooking and sport equipment and marketing of the programme.	$9,363.28	Eligible
MB1920-281	Road Safety Education Limited	Community	Support towards the company's operational costs to manage the delivery of the Road Safety Programme across Auckland	$274.37	Ineligible
MB1920-283	Auckland Cambodian Youth and Recreation Trust	Community	Towards volunteer costs including petrol reimbursement, stationary, printer toners and wages for staff.	$2,000.00	Eligible
MB1920-286	Auckland Kids Achievement Trust	Community	Towards the coordinators' wages to deliver the "Project K" youth development programme in schools.	$5,000.00	Eligible
MB1920-290	Kiwi Harvest Limited	Community	Towards operational expenses specifically driver’s wages.	$10,000.00	Eligible
MB1920-292	The Crescendo Trust of Aotearoa	Community	Towards the 'Link Up' programme, including mentoring, administration and wellbeing support costs from 1 June 2020 to 2 February 2021.	$5,625.00	Eligible
MB1920-294	OUTLine New Zealand Incorporated	Community	Towards a portion of the general operating expenses including telephone and internet costs, printing, insurance, clinical supervision wages, training fees and volunteer costs.	$1,050.00	Eligible
MB1920-2102	Odyssey House Trust	Environment	Towards the Odyssey Café social enterprise Kai Garden work training programme.	$2,685.49	Eligible
MB1920-216	The ReCreators	Environment	Towards online workshop costs including materials, webinar costs, tool usage, design, advertising, registration and preparation for all the events	$5,000.00	Eligible
MB1920-260	Environmental Education for Resource Sustainability Trust	Environment	Towards the purchase and delivery of 7953 trees and 64 plants, 635 classroom recycling bins and administration, office expenses, for the Paper4Trees programme in schools throughout Auckland.	$6,920.70	Eligible
MB1920-257	Auckland United Softball Association Incorporated	Sport and recreation	Towards the operational costs and wages for the United Softball Association	$8,118.68	Eligible
Total				$86,732.52

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2019/2020 on 23 April 2019 (Attachment A). The document sets application guidelines for community contestable grants.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

12. Due to the current COVID-19 crisis, staff have also assessed each application according to which alert level the proposed activity is able to proceed. For example, under alert level two, only gatherings of up to 10 people can take place. Events and activities have been assessed according to these criteria.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

15. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Maungakiekie-Tāmaki Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

18. A summary of each application received through Maungakiekie-Tāmaki Local Grants and Multiboard Round Two 2019/2020 (Attachment B) and (Attachment C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

19. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes.

20. Seventeen applicants applying to Maungakiekie-Tāmaki Local Grants Round Two and thirteen applicants applying to Mulitboard Grants Round Two indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-Term Plan 2018-2028 and local board agreements.

22. The local board has set a total community grants budget of $120,000 for the 2019/2020 financial year. A total of $59,752.44 was allocated in previous grant rounds. This leaves a total of $60,247.56 to be allocated to one local and multiboard grant round and one quick response round.

23. Thirty applications were received for Local Grants Round Two 2019/2020, requesting a total of $202,874.73 and twenty-one multiboard applications were received requesting a total of $86,732.52.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

25. Following the Maungakiekie-Tāmaki Local Board allocation of funding for the local grants and multiboard round two, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Grants Programme 2019-2020	309
b ⇨	Maungakiekie-Tāmaki Local Grants Round Two 2019/2020 applications (Under Separate Cover)
c ⇨	Maungakiekie-Tāmaki Multiboard Round Two 2019/2020 applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Auckland Transport Update to the Maungakiekie-Tāmaki Local Board May 2020

File No.: CP2020/06422

Te take mō te pūrongo

Purpose of the report

1. To provide an update on Auckland Transport activities in the Maungakiekie-Tāmaki area and a summary of the local board transport funds.

Whakarāpopototanga matua

Executive summary

2. This report covers:

· a summary of Auckland Transport projects and operations in the local board area

· a summary of the local board’s Transport Capital Fund.

· a summary of general information items sent to the local board.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport May 2020 report.

Horopaki

Context

3. AT is responsible for all of Auckland’s transport services, excluding state highways. As set out in our Local Board Engagement Plan, we report on a monthly basis to local boards. This monthly reporting commitment acknowledges the important role local boards play within the governance of Auckland Council on behalf of their local communities.

4. This report updates the Maungakiekie-Tamaki Local Board on Auckland Transport (AT) projects and operations in the local board area, it updates the local board on its advocacy issues and consultations and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

5. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by Auckland Transport. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme.

6. The CSF is a one-off capital budget established by Auckland Transport in 2019 for use by local boards to fund local road safety initiatives. The purpose of this one-off fund is to allow elected members to address long-standing local road safety issues that are not regional priorities and are therefore not being addressed by the Auckland Transport programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund

7. There was $739,391 left in the LBTCF from the 2016-2019 Political term. The LBTCF allocation for the 2019-2022 political term is $3,613,626.

8. The new total available budget for the LBTCF is $3,613,626. The table below outlines the LBTCF financial summary for the Maungakiekie-Tāmaki Local Board.

Maungakiekie-Tamaki Local Board Transport Capital Fund Financial Summary
Total Funds Available in current Political Term	5,426,589
Amount committed to date on projects approved for design and/or construction	$1,812,963
Remaining budget left	$3,613,626

9. There are workshops booked in with the Maungakiekie-Tamaki Local Board to discuss how the funds for the new political term will be allocated.

10. Local Board Transport Capital Fund Project 2016-2019 Update

Project	Description	Status	Funds Allocated
Jubilee Shared Bridge	Construction of shared path and bridge.	This project has been on hold due to Covid-19 Level 3 and 4 restrictions. An update can be provided in June.	$700,000
Tāmaki Shared Path	Connection from Omaru Creek to Kiano Place	This project has been on hold due to Covid-19 Level 3 and 4 restrictions. An update will be provided in June for the design and investigation phase.	$380,000
Line/Taniwha Raised Crossings	Located on Line Road, between Eastview and Taniwha Reserves, and Taniwha Road, between Taniwha and Maybury Reserves	This work will be actioned as part of the Glen Innes Cycleways project. This project has been on hold due to Covid-19 Level 3 and 4 restrictions. An update can be provided in June.	$190,000
Tripoli Road Raised Crossing	Upgrading of existing pedestrian crossings	This project has been on hold due to Covid-19 Level 3 and 4 restrictions. An update can be provided in June.	$600,000
Onehunga Mall Raised Crossing Paths	Two pedestrian crossings to provide a better connection to Laneway 2, 4 & 5.	This project has been on hold due to Covid-19 Level 3 and 4 restrictions. An update can be provided in June.	$300,000

Community Safety Fund

11. AT is progressing the Local Boards Community Safety Fund projects and will give a more detailed report in June 2020.

AMETI Project Update

Item	Stage
Stage 1	Work on stage 1 restarted under Level 3 and the team are following all government health, safety and physical distancing protocols. Current work is focused around the new bridge area on Tāmaki River and at the basin end of Church Crescent. Work sites will open progressively along the project route as New Zealand moves into Level 2.
Stages 2,3 and 4	The $1.4b AMETI Eastern Busway reached a significant milestone last week with NZTA Board approving a new procurement strategy for delivery of the project as a single, seamless commission for stages 2, 3 and 4 between Pakuranga and Botany, including the Reeves Road Flyover. Now that the NZTA has approved the strategy, a Registration of Interest (ROI) followed by a Request for Proposal (RFP) will be released to the international market requesting submissions from integrated consortia of design, planning and construction suppliers to form an alliance with AT to deliver the project within a budget of $700M (inclusive of land costs). The alliance will be formed in late 2020 with further design and consenting work continuing immediately. These final stages of the project will be completed by 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. Auckland Transport engages closely with Council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and Council’s priorities.

13. Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

14. To this end, Auckland Transport’s Statement of Intent contains three performance measures:

Measure	2019/20	2020/21	2021/22
Number of buses in the Auckland bus fleet classified as low emission	5	25	55
Reduction in CO2e (emissions) generated annually by Auckland Transport corporate operations (from 2017/18 baseline)	7%	9%	11%
Percentage of Auckland Transport streetlights that are energy efficient LED	56%	66%	76%

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The impact of the information in this report is confined to Auckland Transport and does not impact on other parts of the Council group.

16. Any engagement with other parts of the Council group will be carried out on an individual project basis.

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

Local impacts and local board views

Traffic Control Committee resolutions

17. The table below outlines decisions made in the Maungakiekie-Tāmaki Local Board area in April 2020. Auckland Transport's resolution and approval process ensures the most appropriate controls and restrictions are put in place and can be legally enforced.

Street Name	Suburb	Type of Report	Nature of restriction	Committee Decision
Portman Road / Waitangi Road / Cotswold Lane / Horotutu Road / Tawa Road / Irirangi Road / Kawau Road / State Avenue / Roosevelt Avenue	Mt Wellington	Permanent Traffic and Parking changes	Removal of Bus Stop / No Stopping At All Times / Bus Stop / Bus Shelter / P15 Parking / Surface Friction Treatment / Give-Way Control / Traffic Island / Road Hump / Flush Median / Edge Line / Pedestrian Crossing	Carried
Manukau Road	Royal Oak	Permanent Traffic and Parking changes	Lanes / Lane Arrow Marking / No Stopping At All Times / Angle Parking / P120 Parking / Mobility Parking	Carried
Jellicoe Road / Pleasant View Road / Mountain Road	Panmure	Permanent Traffic and Parking changes	Removal of No Right Turn / Lanes / Lane Arrow Marking / Cycle Lane / No Stopping At All Times / Traffic Signal / Flush Median / Edge Line	Not Carried

Local Board Workshops

18. Auckland Transport attended workshops with the local board on 12 and 19 May 2020, the subjects discussed were:

· an update on the Glen Innes Cycleway project

· Local Board Transport Capital Fund allocations 2019 - 2022

General information items sent to the board

19. The summary below lists items sent to the local board for its information or feedback:

Item	Date sent to Board
INFO: Point England Site Maintenance Project	16/04/20
INFO: Ellerslie Primary - increasing footpath for pedestrians – Covid-19 Response	24/04/20
CONSULTATION: 4 Minor Consultations – Farringdon Street, Elstree Street, Bailey Road and Selwyn Street	28/04/20
MEMO: Taniwha Street – Additional parking	29/04/20
INFO: AMETI update	30/04/20
INFO: Kalmia Street, Ellerslie - Raised Zebra Crossings	01/05/20
INFO: Maurice Road, Penrose - Parking Restrictions	05/05/20
CONSULTATION: Mt Albert Road - Safety Improvements	05/05/20

Tauākī whakaaweawe Māori

Māori impact statement

20. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

21. The proposed decision of receiving this report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. The proposed decision of receiving the report has no risks.

Ngā koringa ā-muri

Next steps

23. Auckland Transport will provide another update report to the local board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Caroline Tauevihi – Elected Member Relationship Manager - AT
Authoriser	Jonathan Anyon – Manager Elected Member Relationship Unit - AT

Maungakiekie-Tāmaki Local Board

26 May 2020

Waka Kotahi New Zealand Transport Agency Innovating Streets for People pilot fund

File No.: CP2020/06030

Te take mō te pūrongo

Purpose of the report

1. To provide local boards with an overview of the Waka Kotahi New Zealand Transport Agency (Waka Kotahi) Innovating Streets for People pilot fund (ISPF).

2. To request feedback on projects within your local board area that have been proposed by staff across Auckland Transport (AT), Auckland Council, and Panuku for inclusion in Auckland Council’s application to the ISPF.

Whakarāpopototanga matua

Executive summary

3. Waka Kotahi New Zealand Transport Agency (Waka Kotahi) announced a pilot fund in April 2020 that supports pilot projects and interim improvements for safe active transport. The Innovating Streets Pilot Fund (ISPF) is intended to help councils create more people-friendly spaces through the application of tactical urbanism techniques such as pilots, pop ups and interim projects. While the fund is intended to support pilots that can be rolled out rapidly and at relatively low cost, projects should also be able to demonstrate a pathway to more permanent status, should they prove successful.

4. Local boards have previously been invited to contribute localised strategic direction and guidance regarding projects that may be suitable to submit for funding. This guidance has been incorporated into the development of a list of potential projects that will be circulated to local boards by 25 May 2020.

5. Local boards are now invited to provide formal feedback on the list of potential projects within their local area, including their view of which projects are the highest priority.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) delegate authority to <member> to provide the Board’s feedback on the list of local projects proposed as suitable for inclusion in Auckland Council’s application to the Waka Kotahi New Zealand Transport Agency (Waka Kotahi) Innovating Streets Pilot Fund (ISPF) by 12pm on 29 May 2020.

Horopaki

Context

6. On 3 April 2020, Waka Kotahi announced the ISPF, which supports council projects that aim to transition streets to be safer and more liveable spaces. The fund encourages the use of ‘tactical urbanism’ techniques, such as pilots and pop ups - interim treatments that can be delivered within a short timeframe to test and help demonstrate the value of future permanent street changes that make walking and cycling easier. Projects that Waka Kotahi aims to support include:

· temporary, or semi-permanent, physical changes to streets

· improvements that test a permanent fix and prototype a street design

· activations that help communities re-imagine their streets.

7. There are two application rounds for the ISPF:

· The first round opened on 3 April and closed on 8 May 2020. Successful applicants are expected to be announced in June 2020.

· The second round opens on 8 June and closes on 3 July 2020 with successful applicants to be announced by the end of July 2020.

8. Qualifying projects are expected to be delivered by June 2021.

9. In addition to the two funding rounds, Waka Kotahi is offering support for interventions that specifically relate to Covid-19. Auckland Transport (AT) is leading an emergency response programme in conjunction with Auckland Council and are applying for a funding subsidy for the costs associated with Covid-19 measures which are already being implemented across Auckland.

10. The selection process for round one was led by AT. Due to tight timeframes for submission, consultation was not possible. Twelve projects were submitted to Waka Kotahi for consideration. All these projects come from existing programmes previously approved by Auckland Council and align well with Governing Body and local board strategic transport priorities.

11. If these projects are awarded funding from Waka Kotahi, comprehensive stakeholder engagement will occur throughout the planning and delivery of each project, as per Waka Kotahi’s selection criteria.

12. For round two ISPF funding, a project team has been established across Auckland Council, AT and Panuku and a process developed to identify potential projects and take them through to a finished application.

13. On 8 May 2020, local boards were invited to contribute localised strategic direction and guidance regarding projects that may be suitable to submit for funding. This guidance has been incorporated into the development of a list of potential projects circulated to local boards on or before 25 May 2020.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The ISPF provides an opportunity for Auckland Council and AT to catalyse positive change across Auckland in line with Auckland Council’s strategic goals of improving walking and cycling options and creating more people-friendly spaces.

15. The techniques of tactical urbanism supported by the pilot fund represent an innovative change to the typical way in which projects are engaged upon, designed and delivered. Tactical urbanism entails piloting and testing key project elements on a temporary basis, that can generally be rolled out rapidly and at low cost. This constitutes a form of ‘engagement by doing’ and enables the relative success of ideas to be assessed before they are committed to more permanently.

Criteria for the assessment and prioritisation of projects

16. When providing feedback on the list of potential projects, local boards should keep the following criteria in mind, which will be used by the project team to finalise the list of projects to recommend to the Emergency Committee.

17. Prioritised projects will:

· improve transport choices and liveability of a place

· help mitigate a clear safety issue (related to Deaths and Serious Injuries at a specific location)

· be effective at:

o reducing vehicle speed (to 30km/hr or less), and/or

o creating more space for people on our streets, and/or

o making walking and cycling more attractive

· use temporary pilots, pop ups or treatments as a pathway to permanent change in the future

· contribute to more equitable access to opportunities and essential services, particularly in areas with low levels of travel choice

· support mode shift to low-carbon modes

· support Māori outcomes, i.e:

o adopt a design or project approach founded on Māori principles

o help advance Māori wellbeing, e.g. active Māori participation, improved access to marae, kura, kohanga, papakāinga, employment

· test key elements or is designed to generate community support for the ‘parent’ project

· be part of an existing planned and budgeted project (AC projects only)

· demonstrate the importance of the project within the current AT work programme (AT projects only)

· demonstrate ability to deliver

· demonstrate strong likelihood of project delivery by June 2021

· demonstrate co-design approach involving key stakeholders and community, including:

o support from the relevant local board(s) and stakeholders

o support from local community/stakeholders (e.g. business association)

· display clear process, including milestones, cost, monitoring and evaluation, and identification of risks and mitigation

· demonstrate value for money

· demonstrate opportunity to improve efficiency, or reduce risks associated with future permanent upgrades.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The transport sector is the largest contributor to greenhouse gas emissions in the Auckland region with around 40 per cent of Auckland’s total emissions. Increased support and prioritisation of ‘no and low’ emissions modes of transport such as active transport, micro-mobility modes and public transport, will help reduce these emissions.

19. The interventions supported by the Innovating Streets for People pilot fund enable a reduction of transport emissions, which would support Auckland Council’s ability to achieve its climate goals and is well aligned with the draft Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Framework, and with the in-principle changes to this framework endorsed by the Environment and Climate Change Committee (resolution number ECC/2020/12).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. Auckland Council and AT are following an aligned approach for the ISPF submission and are working together to develop joint application packages.

21. Relevant parts of the council, including Ngā Mātārae; the Auckland Design Office; the Development Programme Office; Libraries; the Southern Initiative; Arts, Community and Events; Parks, Sports and Recreation; Plans and Places, and Panuku, have been engaged to prepare and collate funding proposals for the second round.

22. If a project application is successful, there will be a need to implement, coordinate and monitor the outcomes of projects that are funded by the ISPF. This would be jointly coordinated by AT and staff from across the Auckland Council family.

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

Local impacts and local board views

23. Staff captured informal local board views earlier this month by inviting local boards to contribute localised strategic direction and guidance regarding projects that may be suitable to submit for funding. This guidance has been incorporated into the development of the list of potential projects.

24. The types of projects that Waka Kotahi seek to promote through this fund will have positive impacts on local communities in terms of the outcomes that are reflected in the assessment criteria.

Tauākī whakaaweawe Māori

Māori impact statement

25. Māori are likely to benefit from interventions that support safer and more accessible active transport in Auckland. This is because Māori are over-represented in pedestrian-related crashes and tend to live in parts of Auckland where travel choice is poorest. To ensure these interventions benefit Māori equitably, they need to be complemented by meaningful access to active modes such as bicycles and micro-mobility devices, as well as supporting infrastructure such as secure bicycle parking outside main destinations.

26. The Innovating Streets fund encourages community-led interventions to transform urban spaces into safe and liveable spaces for people. There are opportunities to tap into the creativity and local knowledge of Māori communities in Tāmaki Makaurau to create urban interventions that address community needs and provide a strong sense of place.

27. Ngā Mātārae, the Southern Initiative and the Independent Māori Statutory Board have been approached for their input into the proposed project list.

Ngā ritenga ā-pūtea

Financial implications

28. The proposed high levels of funding assistance from Waka Kotahi (up to 90 per cent of a project’s value) will potentially result in savings for both Auckland Council and AT on any projects that may already have been planned and funded prior to the pilot fund application.

29. The funding provided by Waka Kotahi for piloting or testing of temporary interventions is likely to reduce design time and increase financial security for permanent improvements in the future. Trialling of real-life options for more permanent activities can also reduce or avoid potential costs associated with the redesign of interventions in case desired outcomes could not be achieved.

30. There are no financial implications for local boards arising from providing feedback on the list of potential projects, except for those projects proposed by local boards, and which they have proposed to fund themselves.

31. Local boards that submit an expression of interest for a project need to demonstrate both the ability to fund the temporary project and, if the project does not link to an existing AT, Auckland Council or Panuku funded permanent project, that the local board is able to completely fund the permanent project as well.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. There is a risk that Auckland Council may not be able to afford the local share of 10 per cent of the project cost needed to implement interventions under the ISPF, particularly given the present circumstances and the need to significantly amend the draft Annual Plan 2020/21. Note that while successful projects will require 10 per cent funding from council, they will bring the benefit of additional funding into Auckland. Similar financial constraints may also apply to AT and Panuku who are also potentially funding projects.

33. Another risk is the possibility that the implementation of successful Auckland Council projects under the pilot fund will not lead to the desired outcomes for Auckland. To mitigate this risk, staff have developed a set of assessment criteria for projects (see paragraph 17) to ensure strategic alignment with Auckland Council objectives before projects are submitted to Waka Kotahi.

34. Waka Kotahi’s Criteria 2: Ability to Deliver requires a co-design approach with community and key stakeholders in the development and delivery of projects. The possibility that unified community support for local interventions cannot be achieved through the co-design process within the required timeframe poses an additional risk.

Ngā koringa ā-muri

Next steps

35. Local boards are requested to provide feedback on the list of local projects proposed as suitable for inclusion in Auckland Council’s application to the ISPF by 12pm (midday) on 29 May 2020.

36. Each project will then be assessed against the criteria described above, and the project team will produce quality advice for endorsement from an Auckland Council committee.

37. AT projects will be presented to the AT Board on 3 June 2020 for endorsement.

38. All projects will be presented to an Auckland Council committee in early June 2020 following which, all interested parties will be notified whether their proposed project has been selected to proceed to an ISPF application.

39. Following this decision, further work will be undertaken to develop, prepare, and review each project that has been selected for submission to Waka Kotahi.

40. Completed applications will be submitted to Waka Kotahi prior to the closing date of 3 July 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Kat Ashmead – Senior Policy Advisor – Local Board Services

Authorisers

Megan Tyler – Chief of Strategy

Louise Mason - GM Local Board Services

Nina Siers - Relationship Manager for Maungakiekie-Tamaki Puketapapa

Maungakiekie-Tāmaki Local Board

26 May 2020

Local board feedback on Plan Change 22 and Plan Modification 12 – additions of places of significance to Mana Whenua

File No.: CP2020/06018

Te take mō te pūrongo

Purpose of the report

1. To request the views of the local board on:

· Plan Change 22 (PC22) to the Auckland Unitary Plan (Operative in Part) (AUP)

· Plan Modification 12 (PM12) to the Auckland Council District Plan – Hauraki Gulf Islands Section 2018 (Inner Islands) (HGI).

Whakarāpopototanga matua

Executive summary

2. In 2014, in collaboration with 19 Mana Whenua entities, Auckland Council (the council) initiated the Māori Cultural Heritage Programme (MCHP) to improve the understanding and protection of Māori cultural heritage across the Auckland region.

3. As part of the implementation of the findings of the MCHP, the council has proposed two plan changes in order to appropriately recognise and protect culturally significant sites within both the AUP and HGI. These two plan changes form tranche one of what is intended to be a series of future plan changes to progressively identify and protect culturally significant sites.

4. Eleven Mana Whenua entities have completed assessments for sites in these plan changes. Thirty-three sites are proposed for scheduling: 30 sites in the AUP and four in the HGI. Note that one site, Te Rangihoua (Te Putiki o Kahumatamomoe), is included in both the AUP and HGI to represent its landward and coastal extents.

5. On 21 March 2019, PC22 and PM12 were originally notified. Following submissions and after further analysis, on 26 September 2019 a minor correction was made to PC22 to remove an incorrect reference. Due to technical and procedural issues, on 24 October 2019 a second amendment to withdraw the Te Wairoa River site was notified. On 11 February 2020, the plan changes were then re-notified to a limited number of directly affected parties.

6. The details of the sites related to the local board are listed in Attachment A.

7. Key themes of the submissions received are to:

· support PC22 as notified

· support PC22 with a minor amendments to Schedule 14.1 and a site description in Schedule 12

· oppose PC22 due to potential effects on houseboat activities

· support PM12 as notified

· support PM12 and apply the same approach to other reserves on Waiheke Island

· oppose PM12 for various other reasons.

8. On 8 August 2019, the Regulatory Committee appointed three independent hearing commissioners to hear and make decisions on PC22 and PM12 (REG/2019/49). This included at least two independent commissioners with expertise in planning and tikanga Māori.

9. This report is the mechanism for the local board to provide its formal views on PC22 and PM12 prior to the public hearing. Any comments received will be included in the planner’s hearing report and considered by the independent commissioners. Any local board views provided should be that of the local board, therefore no technical recommendations are made in this report.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide local board views on Plan Change 22 and Plan Modification 12.

b) appoint a local board member to speak on behalf of the local board views at a hearing on the plan changes.

c) delegate authority to the chairperson of the local board to make a replacement appointment in the event the local board member appointed in Resolution b) is unable to attend the plan change hearing.

Horopaki

Context

Decision-making authority

10. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of the council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents.

11. In 2014, the council initiated a Māori Cultural Heritage Programme (MCHP) in collaboration with 19 Mana Whenua entities in the Auckland region with the purpose of improving the understanding and protection of Māori cultural heritage and to identify the best management options that recognise and protect the cultural values of these sites. To date 400 such sites have been nominated by Mana Whenua for consideration.

12. The AUP currently contains 75 scheduled Sites and Places of Significance to Mana Whenua. There are no Māori Heritage sites currently identified in the HGI Plan.

13. The Auckland Council’s Planning Committee resolution (PLA/2017/39) approved engagement with Mana Whenua and landowners in order to develop draft plan changes to add qualifying sites to the AUP and the HGI plan. The criteria to identify and evaluate these sites are contained within the Auckland Regional Policy Statement section of the AUP.

14. On 27 November 2018, the Planning Committee resolved to approve the proposed plan changes for notification (PLA/2018/128).

15. The plan changes propose:

i. The addition of 30 sites to the AUP’s Sites and Places of Significance to Mana Whenua Overlay, as identified in Chapter L Schedule 12. There are also consequential changes to Schedule 6 (Outstanding Natural Features) and Schedule 14.1 (Historic Heritage Overlay) to reflect the cultural significance of the identified sites; and

ii. The addition of four sites to the HGI Plan. There are also changes to the explanatory text of the plan to clarify the criteria by which sites are identified and evaluated.

16. If the local board chooses to provide its views, the reporting planner will include those views in the hearing report for these plan changes. Local board views will be included in the analysis of the plan changes and submissions received.

17. If the local board chooses to provide its views, local board members will be invited to present the local board’s views at the hearing to commissioners, who make the decision on the plan changes.

18. This report provides an overview of PC22 and PM12 and gives a summary of the key themes which have arisen through submissions. This report does not include a recommendation. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

19. The AUP and the HGI plans contain objectives, policies, and rules to manage and protect both Sites and Places of Significance to Mana Whenua (AUP), and Māori Heritage sites (HGI). The proposed plan changes do not alter any of the existing objectives, policies, rules or resource consent assessment criteria set out in the two plans.

20. PC22 proposes the following changes:

· The addition of 30 Sites and Places of Significance to Mana Whenua (SSMW) to Schedule 12 of AUP.

· The addition of a ‘significance of the site to Mana Whenua’ evaluation criterion (criterion k) to eight sites already listed in Schedule 6 – Outstanding Natural Features Overlay of the AUP.

· The addition of the ‘significance of the site to Mana Whenua’ evaluation criterion (criterion c) to five sites already listed in Schedule 14.1 - Schedule of Historic Heritage Overlay of the AUP(OiP).

· The addition of the sites to the AUP viewer (the online tool to view the AUP maps).

21. PM12 proposes the following changes:

· The addition of four Māori Heritage Sites (MHS) to Appendix 1f of the HGI.

· The addition of explanatory text to Appendix 1f, Appendix 4 and Part 7.13 of the HGI – Māori heritage to include references to the criteria for the identification and evaluation of MHS.

· The addition of the sites to the HGI planning maps.

Further discussion:

22. There are 33 sites proposed across both PC22 and PM12. These sites cover a wide range of zones including open space, coastal marine area, and transport corridor zones.

23. The sites are owned by or designated by Auckland Transport, Department of Conservation, Auckland Council, CRL Ltd, Ports of Auckland, The NZ Transport Agency, Watercare, LINZ, Ministry of Education, Transpower NZ Ltd and First Gas Limited.

24. By scheduling the sites, there will be greater awareness and weight placed on existing objectives, policies and methods within the plans for protecting cultural heritage when considering applications for resource consent, private plan changes, designations and policy development in both plans.

25. In the AUP, scheduling introduces more restrictions on activities within the sites with respect to disturbance in the coastal marine area, temporary activities, new buildings and structures, new alterations and additions to existing buildings, and subdivision.

26. In the HGI, scheduling will remove permitted levels of ground disturbance within scheduled sites, making all ground disturbance activities require resource consent. Resource consent will also be required for establishing toilets and changing facilities within scheduled sites.

Themes from submissions received

27. On 21 March 2019, PC22 and PM12 were originally notified. Following submissions and after further analysis, on 26 September 2019 a minor correction was made to PC22 to remove an incorrect reference. Due to technical and procedural issues, on 24 October 2019 a second amendment to withdraw the Te Wairoa River site was notified. On 11 February 2020, the plan changes were then re-notified to a limited number of directly affected parties.

28. Following the processes outlined above, a total of seven primary submissions and two further submissions have been received for PC22. Six primary submissions and three further submissions have been received for PM12. The following key themes have been identified in the submissions received:

· support PC22 as notified

· support PC22 with minor amendments to Schedule 14.1 and a site description in Schedule 12

· oppose PC22 due to potential effects on houseboat activities

· support PM12 as notified

· support PM12 and apply the same approach to other reserves on Waiheke Island

· oppose PM12 for various other reasons.

29. Minor amendments identify a technical error in the plan change where an evaluation criterion has been omitted from one of the schedules. They also propose additional wording to one of the site descriptions to include reference to bird roosting/gathering sites.

30. Effects on existing houseboat activities in Putiki Bay (Waiheke Island) are of concern to two houseboat owners. Heritage scheduling which is outside the proposed plan change area is of concern to one submitter opposing PM12.

31. One submitter is opposing the scheduling of Rangihoua Park / Onetangi Sports Fields on Waiheke Island as part of PM12 on the basis that they feel the scheduling would place unrealistic conditions on the continued use and development of these activities. This was supported by one further submission with 92 co-signatories.

32. On 26 March 2020, the latest summary of the decisions requested by submitters on PC22 was notified and is available on the council’s website at the following link: https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/proposed-plan-changes/pc22summarydecisions/summary-of-decisions-requested-and-submissions.pdf

33. On 26 March 2020, the latest summary of the decisions requested by submitters on PM12 was notified and is available on the council’s website at the following link: https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/proposed-plan-changes/docspc22/pm-12-renotification.pdf

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The decision whether to provide local board views:

· will not lead to increased greenhouse gas emissions and negatively affect the approach to reduce emissions;

· will not be impacted by a climate that changes over the lifetime of that decision.

35. This is because the plan changes do not promote new activities within the sites and, by their nature of protecting Māori cultural heritage, are unlikely to encourage a greater intensity of development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. As mentioned previously, the 33 sites covered by these two plan changes cover a range of environments. These include roads, carparks, publicly owned parks and lakes, rivers and streams. They are also subject to a number of designations.

37. During the development of the plan changes, relevant council departments and Council Controlled Organisations (CCO) were consulted. With respect to council internal departments, the sites have particular relevance to the council’s Customer and Community Services Department. This department includes the Community Facilities, Parks, Sports and Recreation, and Service Strategy and Integration teams.

38. Many of the proposed sites contain leases which are managed by the above department. The strategic management of public open spaces is also managed by these teams through the use of reserve management plans as well as other open space and recreation planning tools.

39. The Customer and Community Services Department has been actively involved in the plan changes during their development and notification. None of these teams have raised opposition to the proposed scheduling.

40. From a CCO perspective, Auckland Transport has been involved in the development of the plan changes as they apply to public roads and parking infrastructure. Auckland Transport is not opposed to the plan changes.

41. One of the sites, Te Puna Wai a Hape (Site 091), schedules land currently owned by Watercare Services Limited. Watercare has been involved during the development of the plan changes and is not opposed to the scheduling.

42. No CCO has made a submission or further submission on PC22 or PM12.

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

Local impacts and local board views

43. Further detail such as a map showing the location of the sites relevant to the local board and previous involvement by the board are in Attachment A.

44. The main impact of PC22 and PM12 is to place greater recognition on the cultural significance of identified sites. This is likely to increase the need for consultation with affected Mana Whenua when considering activities within the sites. The scheduling places greater restrictions on some land use activities and coastal activities as outlined previously.

45. A summary here of what local board engagement was undertaken during the development of this plan change is included in Attachment A.

46. Factors the local board may wish to consider in formulating its view are as follows: interests and preferences of people in the local board area; well-being of communities within the local board area; local board documents, such as the local plan and local board agreement; responsibilities and operation of the local board.

47. This report is the mechanism for obtaining formal local board views so the decision-makers on PC22 and PM12 can consider those views.

Tauākī whakaaweawe Māori

Māori impact statement

48. This report addresses matters that relate to two plan changes to protect and manage new nominated sites and places of cultural significance to Mana Whenua. All Mana Whenua entities have been invited to participate in this process and 11 Mana Whenua entities have actively contributed to these plan changes.

49. Recognising and protecting Mana Whenua cultural heritage is identified as an issue of regional significance in the Auckland Unitary Plan Regional Policy Statement (RPS). Policies in the RPS specifically provide for the identification, protection and enhancement of the tangible and intangible values of identified Mana Whenua cultural heritage.

50. In November 2018, a governance hui was conducted where staff briefed all 19 Mana Whenua entities on the feedback received from the 14 affected local boards and of the landowner engagement. The IMSB has also been kept informed of these plan changes and has participated in their approval for notification.

51. Some iwi authorities have made submissions in support of these plan changes.

Ngā ritenga ā-pūtea

Financial implications

52. The local board is not exposed to any financial risk from providing its views.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

54. Any views provided by the local board will be included in the planner’s hearing report. The local board will be informed of the hearing date and invited to speak at the hearing in support of its views. The planner will advise the local board of the decision on the plan change by memorandum.

Ngā tāpirihanga

Attachments