Agenda of Devonport-Takapuna Local Board

No.	Title	Page
a ⇩	Notice of Motion - Deputy Chairperson George Wood - Milford Beach Seawall	11

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board Auckland Transport October 2020 Report	19

Devonport-Takapuna Local Board

20 October 2020

Local board views on plan change to enable rainwater tank installation for the Auckland region

File No.: CP2020/15044

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a plan change by Auckland Council to enable rainwater tank installation across urban and rural Auckland.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a plan change to the Auckland Unitary Plan must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

3. Each local board has a responsibility to communicate the interests and preferences of people in its area on Auckland Council policy documents. A local board can present local views and preferences when expressed by the whole local board.^{^[1]}

4. Auckland Council’s plan change would change the Auckland Unitary Plan by adding a line entry in rural and urban zone activity tables, stating that a rainwater tank is a permitted activity. Additionally, a number of baseline standards designed to avoid objectionable outcomes would be developed for the installation of rainwater tanks along with assessment criteria where a resource consent was still required. Rainwater tanks would be excluded from the definition of “Building” in the Auckland Unitary Plan, and therefore would avoid many rules pertaining to buildings which have the potential to trigger the need for resource consent.

5. This report is the mechanism for the local board to resolve and provide its views on the council’s plan change. Staff do not provide recommendations on what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide local board views on council’s proposed change to the Auckland Unitary Plan to enable rainwater tank installation for the Auckland region.

b) appoint a local board member to speak to the local board views at a hearing on council’s enabling rainwater tanks plan change for the Auckland region.

c) delegate authority to the chairperson of the Devonport-Takapuna Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the private plan change hearing.

Horopaki

Context

6. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents.^{^[2]}

7. If the local board chooses to provide its views, the planner includes those views in the hearing report. Local board views are included in the analysis of the plan change, along with submissions.

8. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who decide on the plan change request.

9. This report provides an overview of the plan change.

10. The report does not recommend what the local board should convey. The planner must include any local board views in the evaluation of the plan change. 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

11. The plan change applies to the Auckland region. The definition of “Building” in the Auckland Unitary Plan will be amended so that a rainwater tank will not be considered a building. A new definition will be introduced for “rainwater tank”. The activity tables of the following zones will have a new line entry stating that rainwater tanks are a permitted activity. The zones directly concerned are as follows:

§ Single House Zone

§ Large Lot Zone

§ Rural and Coastal Settlement Zone

§ Mixed Housing Suburban Zone

§ Mixed Housing Urban Zone

§ Terrace Housing and Apartment Buildings Zone

§ Special Character Areas Overlay - Residential

§ Rural Production Zone

§ Mixed Rural Zone

§ Rural Coastal Zone

§ Rural Conservation Zone

§ Countryside Living Zone

§ Waitākere Foothills Zone

§ Waitākere Ranges Zone.

12. The purpose of the plan change is to enable rainwater tank installation across the Auckland region without the need for resource consent. Some baseline standards will be developed to avoid objectionable outcomes.

13. The notified plan change and section 32 document providing the rationale for the council plan change are available as Attachment A to the agenda report and on the council’s website at:

https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/our-plans-strategies/unitary-plan/auckland-unitary-plan-modifications/Pages/details.aspx?UnitaryPlanId=83

14. Public submissions will be loaded onto the council’s website once the notification period has closed. Submissions opened on 9 October and will close on 9 November.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. The council’s climate goals as set out in Te Taruke-a-Tawhiri: Auckland’s Climate Plan include:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

16. The need to initiate a plan change to enable rainwater tank installation is a response to Auckland’s current drought and potential water shortage in 2020/2021.

17. This uncertainty in water supply is likely to continue as our climate changes. Climate projections released by the National Institute of Water and Atmospheric Research (NIWA) indicated that the Auckland region is likely to experience an increase of unpredictable rainfall and drought events in the Auckland region.

18. Removing unnecessary restrictions around the installation of rainwater tanks will support Auckland’s water security and resilience to climate change.

19. The proposed plan change to the Auckland Unitary Plan supports Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan. One of the goals of the climate plan is to prepare Aucklanders to adapt to the impacts of climate change.

20. Easing barriers to the installation of rainwater tanks supports water supply management and aligns with the ‘Built Environment’ priority area in the Auckland Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Other parts of the council group directly involved with the plan change include Healthy Waters, which has assisted with scoping the plan change, consultation and providing information for inclusion in the section 32 document (which provides the rationale for the plan change). Consultation has also occurred with Watercare and the Independent Māori Statutory Board.

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

Local impacts and local board views

22. This plan change affects all local boards.

23. Factors the local board may wish to consider in formulating its view:

· 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 board plan and the local board agreement

· responsibilities and operation of the local board.

24. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when deciding on the plan change.

Tauākī whakaaweawe Māori

Māori impact statement

25. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori, well-being of Māori communities or Te Ao Māori (Māori worldview).

26. The council has initiated consultation with all iwi authorities in the Auckland region including the Independent Māori Statutory Board. Healthy Waters have engaged with iwi in the past on the matter of rainwater tanks and to date iwi have been very supportive of harvesting rainwater for household use.

27. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

28. The plan change does not pose any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. There is a risk that the local board will be unable to provide its views and preferences on the plan change, if it doesn’t pass a resolution. This report provides:

· the mechanism for the Devonport-Takapuna Local Board to express its views and preferences

· the opportunity for a local board member to speak at a hearing.

30. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

31. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s).^{^[3]} 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

32. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

33. The planner will advise the local board of the decision on the plan change request by memorandum.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed Plan Change 54 (PC 54) and Proposed Plan Modification 13 (PM 13)	29

Ngā kaihaina

Signatories

Author

Barry Mosley - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Auckland Tourism, Events and Economic Development six-monthly update to local boards: 1 January to 30 June 2020

File No.: CP2020/15042

Te take mō te pūrongo

Purpose of the report

1. To provide local boards with an update on Auckland Tourism, Events and Economic Development activities in each local board area as well as Auckland Tourism, Events and Economic Development’s regional activities for the period 1 January to 30 June 2020.

Whakarāpopototanga matua

Executive summary

2. To inform the local board about local/regional initiatives and how they are tracking.

3. The role of Auckland Tourism, Events and Economic Development (ATEED) is to support:

· the growth of Auckland’s key internationally competitive sectors

· the provision of quality jobs across Auckland.

4. ATEED has supported multiple local board/regional initiatives that have supported economic development through development of businesses and an increase in events and sustainable tourism growth (including for Māori) across Auckland.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the update from Auckland Tourism, Events and Economic Development for the period 1 January to 30 June 2020.

Horopaki

Context

5. ATEED has two areas of delivery focus:

· Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship.

· Destination – supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

6. ATEED works with local boards, the council and other council-controlled organisations (CCOs) to support decision-making on local economic growth and facilitates or coordinates the delivery of local economic development activity. It further ensures that the regional activities it leads and/or delivers fully support local economic growth and employment.

7. Additional information about ATEED’s role and activities can be found at: www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

8. From 1 January to 30 June 2020, 3726 businesses had been through an ATEED intervention, including 3174 businesses for Economic Development-related programmes and 549 for Destination-related programmes.^{^[4]}

9. The COVID-19 pandemic and subsequent lockdowns have seen a marked increase in demand for business support in both resource and monetary terms, cancellation and postponement of major events and significant fallout incurred by the tourism sector. Figure 1 shows the number of businesses in each local board area who have sought out an ATEED Economic Development and/or Destination intervention.

10. Waitematā Local Board had the highest number of business interventions, while Aotea / Great Barrier Local Board had the lowest. Because Waitematā Local Board includes the region’s CBD, it is unsurprising that it has had the highest number of interventions. The data shows that within a local board area, between 1 per cent and 4 per cent of businesses took part in an ATEED intervention.

11. Most local board areas had higher rates of participation in Economic Development-related programmes compared to Destination-related interventions over the six months. The following local board areas had Destination-related interventions of over 25 per cent:

· Waiheke

· Waitematā

· Rodney

· Māngere-Ōtāhuhu.

12. The businesses in these local board areas have high rates of Auckland Convention Bureau^{^[5]} membership and many benefit from ATEED’s tourism advocacy programme.

Māori businesses

13. Māori businesses are represented in ATEED interventions across all local board areas, with Waitematā Local Board having the highest intervention uptake. This is due to the high number of businesses in the Waitematā Local Board area relative to other local board areas.

Jobseekers in Auckland

14. During the April to June 2020 quarter, New Zealand experienced a rapid increase in the number of people who became recipients of a jobseeker benefit from the Ministry of Social Development. Jobseeker benefit data acts as a proxy for unemployment figures. The number of new recipients of the Jobseeker – Work Ready benefit from April to June 2020 can be compared for each local board area in Figure 3. Please note that the data from the Ministry of Social Development grouped together Waiheke and Aotea / Great Barrier local boards and cannot be separated for the purposes of this graph.

15. Maungakiekie-Tāmaki and Henderson-Massey Local Board areas have the highest numbers of recipients in the second quarter of the year. Aotea / Great Barrier, Waiheke, and Devonport-Takapuna Local Boards reflect the lowest number of recipients in Auckland. The number of recipients generally correlate with socio-economic status and population size.

Economic Development

Locally driven initiatives

Table 1: Locally driven initiatives
Local board	Initiative	Update	Budget
Albert-Eden	Sustainability Kick Start	Business participation: 10 Programme completed: March 2020	$24,000
Franklin	Hunua Trail Plan Implementation	Project reinstated after Covid-19 interruptions in Q4 with expected increase in project activity going into 2020/21.	$80,000
Hibiscus and Bays	Pop-Up Business School	Course delivered: 10-21 February 2020 Registrations: 57	$7500
Māngere-Ōtāhuhu	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3500
Manurewa	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Maungakiekie-Tāmaki	Onehunga Sustainability Development Programme	First year of two-year project. First stage focuses on retail/services. Waste audits scheduled for April-June, however continued business participation in programme uncertain due to pandemic.	$20,000
Ōrākei	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Ōtara-Papatoetoe	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3000
	Business Sustainability Follow-Up Programme	Programme launched mid-March, however continued business participation in programme uncertain due to pandemic.	$20,000
	Little India Promotion	The promotion part of Visitor Attraction Programme, launched in February. Programme put on hold in March due to the pandemic.	$20,000
Upper Harbour	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Waitematā	Sustainability Kick Start Programme	Business participation: 10 Programme completed: March 2020	$24,000
Waitematā	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$5000
Whau	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$1000

Supporting local business growth

16. A key programme in supporting the growth of Auckland’s internationally competitive sectors and the provision of quality jobs is central government’s Regional Business Partnership Network. This is delivered by ATEED’s Business and Innovation Advisors, whose role is to connect local businesses to resources, experts and services in innovation, Research and Development, business growth and management.

17. Three thousand and seven businesses participated in this programme from January 1 to June 30, represented below in Figure 4 which also breaks down business uptake per local board area.

18. Demand for business support increased significantly between March and June because of the fallout from the pandemic. To this end, programme coverage for the region ranged from 1 per cent to 2 per cent of all businesses in each local board area. Local boards with the highest coverage in percentage terms were Waitematā (2.1 per cent), Upper Harbour (2 per cent), Maungakiekie-Tāmaki (2 per cent), and Kaipātiki (1.8 per cent).

Other support for new businesses

19. Figure 5 shows the number of Auckland businesses that took part in ATEED’s business innovation clinics per local board area from January to June 2020. Local board areas with the highest number of participants were:

· Albert-Eden

· Kaipātiki

· Manurewa

· Ōrākei

· Waitematā.

20. As businesses refocus their efforts to cope with uncertainties arising from the pandemic, ATEED has reviewed one of its programmes with a decision for it to be discontinued - no workshops took place over the relevant six-month period. The ‘Starting Off Right’ programme gave free support and provided expert advice to new business owners and managers. ATEED is working on an alternative approach to support Auckland business start-ups and entrepreneurs.

Film activity

21. ATEED’s Screen Auckland team issues film permits for filming in public open spaces. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

22. Between 1 January and 30 June 2020, a total of 246 film permits^{^[6]} were issued across Auckland. During lockdown, most filming activity ceased, however once the more restrictive alert levels were lifted in May, there was an increase in permits being issued.

23. Although Waitākere Ranges Local Board had the most permits issued (46), Franklin Local Board’s share of the permit revenue was the highest ($9921.74) from its 12 permits. Total revenue for all local boards was $45,342.49.^{^[7]} This information is shown in Figure 6 and Table 2 below.

Table 2: Film permits and revenue
Local Board	Film permits	Revenue
Albert-Eden	15	$2893.92
Aotea / Great Barrier	0	$0.00
Devonport-Takapuna	16	$3756.51
Franklin	12	$9921.74
Henderson-Massey	31	$3147.82
Hibiscus and Bays	18	$4066.08
Howick	3	$460.87
Kaipātiki	5	$1085.21
Māngere-Ōtāhuhu	8	$2452.18
Manurewa	3	$252.18
Maungakiekie-Tāmaki	6	$600.00
Ōrākei	8	$1017.39
Ōtara-Papatoetoe	14	$2782.60
Papakura	0	$0.00
Puketāpapa	4	$973.91
Rodney	26	$2817.39
Upper Harbour	0	$0.00
Waiheke	0	$0.00
Waitākere	46	$4860.87
Waitematā	30	$4210.34
Whau	1	$43.48
Total:	246	$45,342.49

Young Enterprise Scheme

24. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED plays a strategic role and provides funding for this initiative. Through the programme, students develop creative ideas into businesses, complete with real products and services generating profit (and sometimes losses). During the period, there were 53 schools (1523 students) that completed the programme. This year, the programme took place mostly online.

Table 3: YES Schools
Local Board	Schools involved
Albert-Eden	Auckland Grammar School Diocesan School for Girls Epsom Girls Grammar School Mt Albert Grammar School St Cuthbert's College (Epsom)
Devonport-Takapuna	Rosmini College Takapuna Grammar School Westlake Boys' High School Westlake Girls' High School
Franklin	Onewhero Area School Pukekohe High School Wesley College
Henderson-Massey	Henderson High School Massey High School Waitakere College
Hibiscus and Bays	Kingsway School Whangaparāoa College
Howick	Macleans College Edgewater College Pakuranga College Saint Kentigern College (Pakuranga)
Kaipātiki	Birkenhead College Glenfield College Northcote College
Māngere-Ōtāhuhu	Al-Madinah School De La Salle College King's College Māngere College Southern Cross Campus TKM o Nga Tapuwae
Manurewa	Alfriston College Manurewa High School
Maungakiekie-Tāmaki	One Tree Hill College Onehunga High School
Ōrākei	Baradene College Glendowie College Sacred Heart College (Auckland) Selwyn College
Ōtara-Papatoetoe	Aorere College Ormiston Senior College Papatoetoe High School Sancta Maria College Sir Edmund Hillary Collegiate Senior School
Rodney	Mahurangi College
Upper Harbour	Albany Senior High School Hobsonville Point School (Secondary) Kristin School
Waitematā	Auckland Girls' Grammar School St Mary's College (Ponsonby) Western Springs College
Whau	Auckland International College Avondale College Kelston Girls' College

25. Figure 7 shows the number of schools participating in the Young Enterprise Scheme by local board area.

26. Higher participation in the scheme occurred in the following local board areas:

· Māngere-Ōtāhuhu

· Albert-Eden

· Ōtara-Papatoetoe.

27. This is mainly due to there being a higher number of schools in these areas.

Local jobs and skills hubs

28. The City Centre, Manukau and Northern hubs were all closed during lockdown and were open in June but with limited public-facing services. A reorganisation of the jobs and skills hubs services is underway in response to the impact of COVID-19 on the labour market and the funding received in the central government budget in May this year.

The South and West Auckland Prosperity Project

29. ATEED, the Southern Initiative (TSI) and the Western Initiative (TWI) have been working together on a project that is focused on how we can ensure that the mega economic shock of Covid-19 does not create further disparity and inequity for South and West Auckland, in partnership with Stakeholder Strategies. The presentation of the South and West Prosperity Project has been compiled using Auckland, South and West, Māori and Pacific-specific data, and includes a number of next steps for ATEED, TSI and TWI, and direction for the eco-system to enable prosperity for South and West Auckland.

Destination

Visitor survey insights report

30. The Auckland Domestic Visitor Insights Report was created to inform the Auckland tourism industry about the changing domestic visitor market to assist with improved product development and destination marketing. This report was released in May 2020 for the year up to January 2020. It contains insights that can be used to market regions and local board areas to domestic visitors. Relevant insights are captured below.

31. Central Auckland (Albert-Eden, Maungakiekie-Tāmaki, Puketāpapa, Ōrākei, & Waitematā local boards):

· The majority of domestic visitors surveyed (78 per cent) came to Central Auckland, with an average satisfaction of experienced activities and attraction of 8.2/10. The top three attractions were Queen Street, Sky Tower and downtown waterfront/viaduct area.

· Of the surveyed domestic visitors that came to Auckland Central (year to December 2019), the most popular activities were frequenting a restaurant/café (59 per cent) followed by shopping (55 per cent). Other activities included visiting the casino or participating in gambling (21 per cent) and attending an event, concert or festival (20 per cent).

32. North Auckland (Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Rodney, and East Upper Harbour local boards):

· Just under half of surveyed domestic visitors (43 per cent) visited North Auckland. Their average satisfaction with experienced activities and attractions was 8.2/10. Of these domestic visitors, the top attraction was Albany (30 per cent), followed by Devonport (27 per cent) and Takapuna (27 per cent). This group also visited Wellsford (17 per cent) and Whangaparaoa Peninsula (13 per cent).

· The most common activity undertaken by surveyed international (39 per cent) and domestic (50 per cent) visitors was visiting a restaurant/café.

33. East Auckland (Franklin (East) and Howick local boards):

· A third of surveyed domestic visitors (32 per cent) visited East Auckland. Average satisfaction with East Auckland’s experienced activities/attractions was 8.2/10. Almost half (46 per cent) of domestic visitors went to Sylvia Park, a quarter (24 per cent) visited Howick and 18 per cent visited Half Moon Bay. In comparison to the international market, domestic visitors called in on the Howick Historical Village (13 per cent) and the Pakuranga Night Markets (11 per cent) in greater numbers.

· Further, surveyed domestic visitors visited art galleries, museums, historic sites (10 per cent) in the region more than surveyed international visitors.

34. South Auckland (Franklin (West), Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, and Papakura local boards):

· Over half of surveyed domestic visitors (52 per cent) to Auckland visited South Auckland, with the average satisfaction with South Auckland’s activities and attractions being 8.0 out of 10. Over half of surveyed domestic visitors that visited South Auckland visited the Auckland Airport (53 per cent); a third (33 per cent) visited Manukau; and a quarter (26 per cent) visited Rainbow’s End. In comparison to the international market, surveyed domestic visitors visited the Ōtara Market (13 per cent) and Ōtara (10 per cent) in greater numbers.

· Of the visitors that visited South Auckland, the top three activities for surveyed international and domestic visitors was visiting a restaurant or café, shopping and general exploration.

35. West Auckland (Henderson-Massey, West Upper Harbour, Waitākere Ranges, and Whau local boards):

· Over a third of surveyed domestic visitors (35 per cent) to Auckland visited West Auckland. The average satisfaction with West Auckland’s activities and attractions for the international market was 8.2 out of 10. A third of the surveyed domestic visitors who visited West Auckland went to Piha Beach (34 per cent); 20 per cent visited Titirangi; and 19 per cent visited the Avondale Sunday Markets. In comparison to the international market, domestic visitors visited the Kumeu Farmers’ Market (14 per cent) and Parakai Hot Pools (13 per cent) more often.

· Visiting a restaurant or café, shopping and going to the beach were the top three domestic visitor activities.

36. Hauraki Gulf Islands (Aotea / Great Barrier and Waiheke local boards):

· 20 per cent of surveyed domestic visitors to Auckland visited Hauraki Gulf Islands. Average satisfaction with the area’s experienced activities/attractions was 8.5/10 (highest satisfaction rating from the domestic market). The top domestic visitor attraction was Waiheke Island (44 per cent), followed by Rangitoto Island (18 per cent) and Onetangi Bay on Waiheke Island (18 per cent). In comparison to the international market, domestic visitors visited the Kaitoke Hot Springs on Great Barrier Island (12 per cent) and Whittaker’s Musical Museum on Waiheke Island (11 per cent) in greater numbers.

· The top three activities for surveyed domestic visitors was visiting a restaurant (33 per cent), general exploration (24 per cent) and sightseeing (22 per cent). Visiting wineries/breweries was a common activity cited by both international and domestic markets and was unique to the Hauraki Gulf Islands.

Local board destination management and marketing activities

37. During the six months to July 2020, there were a number of tourism-related ATEED interventions in each of the local board areas, including:

· Spring Campaign: Number of businsses promoted and supported through a multi-platform campaign to drive domestic visitation and spend in the spring off-season in Auckland.

· Tourism Advocacy: Number of businesses promoted for example in:

o offshore trade events

o trade shows

o marketing material

o broadcasts

o social media

o specific campaign content.

· Tourism Destination Development/Innovation: Tourism business capability building through coaching and facilitation. This includes one-on-one advice from ATEED Tourism team members for new and existing Auckland businesses.

· Tourism Famils (familiarisation trips for travel agents or media): Number of businesses who benefited from agent famils (ATEED links tourism operators to travel agents which results in bookings being made with the operators) and media famils (ATEED facilitated media files/hosting media to showcase tourism products).

38. Figure 8 below shows the number of Auckland businesses in local board areas (excluding Rodney and Waitematā local boards) involved in an ATEED tourism intervention (January-June 2020). Figure 9 depicts the number of Auckland businesses in the Albert-Eden, Rodney and Waitematā local board areas involved in an ATEED tourism intervention for the same period of time.

39. Waitematā and Rodney Local Boards are excluded from Figure 8 to allow for intervention participation scales of the other local boards to be appreciated without distraction. Instead, Waitematā and Rodney local boards are depicted in Figure 9 and compared to the Albert-Eden Local Board to highlight a much larger uptake of interventions by businesses in the two previously mentioned local board areas.

40. The reason for the difference in scale amongst the identified boards is because Waitematā includes the region’s central business district – it is therefore unsurprising that it maintains the highest number of business interventions.

41. Specific tourism interventions in the period included the Nau Mai multi-media content series in collaboration with New Zealand Media and Entertainment, which saw ambassadors promoting their favourite places in Auckland including where they love to eat, shop and go on ‘staycations’. These stories were aimed at encouraging Aucklanders to experience and explore their own region and targeted and encouraged other regions in the upper North Island to come and visit Auckland. Ambassadors mentioned attractions such as cafés, walks, beaches, parks, venues from the Matakana Farmers’ Market in Rodney Local Board to Castaways Resort on the west coast in Franklin Local Board, Ambury Farm in Māngere-Ōtāhuhu Local Board and Waiheke Island’s Oyster Inn.

42. In March, the ‘Journeys North’ project in collaboration with Northland Inc saw the development of ‘Auckland Journeys’ offering visitors richer and easier journeys in the region to enjoy. Promoted locations included:

· Puhoi to Pakiri in Rodney

· Auckland Airport to Wellsford through Waitākere and Kumeu in the Waitākere Ranges

· Rodney.

43. ‘Famils’ are a means of promoting Auckland to influential international travel sellers, and prior to March hosted guests from the United States. Orewa and Waiheke Island were profiled in Air New Zealand’s in-flight magazine. Two episodes of Emmy award-winning US Travel show Samantha Brown’s Places to Love which focused on marketing Auckland to domestic and overseas viewers aired in January with an advertising spend rate of NZ$2.1 million per episode, and a reach of 700,000+ people per episode. Samantha enjoyed sailing in the Waitematā Harbour, eating and drinking in the city’s centre, hiking with a local Māori guide in the Parnell Domain, and taking a surf lesson at Piha beach.

Examples of separate local board area activities include:

44. Aotea / Great Barrier Local Board – Direct/indirect marketing activity increased in late June/July including:

· Surfer Today articulating the best surf spots in New Zealand featuring the Great Barrier Island.

· Stuff.co.nz published an article detailing the successes of Aotea / Great Barrier Island and other small towns, in terms of recovery from the pandemic.

· New Zealand Herald in an article about the ‘Life on Great Barrier Island: Local remedies led to thriving Māori health business’ and other articles (‘Off the Beaten Track’ and ‘The Best of Great Barrier’) promoting Aotea / Great Barrier Island as a great place for domestic tourists to visit.

· Radio New Zealand interviewed the owner of Great Barrier Island’s ‘The Curragh’ to talk about the upswing in domestic tourism after lockdown.

· ATEED will continue to play a supportive and facilitative role for tourism product development in the region to help raise the profile of Auckland as a destination.

45. Devonport-Takapuna Local Board – Devonport, Takapuna and Milford Business Improvement Districts were supported via the marketing activity of Explore North Shore – a digital site encouraging visitation and activity into the North Shore. Takapuna Beach Business Association received a grant from the local board for providing highly targeted and relevant tactics for businesses impacted by the Hurstmere Road infrastructure upgrade. The grant is endorsed and managed by ATEED.

46. Franklin Local Board – Ongoing support to the East Auckland Tourism Group and the Franklin Tourism Group through regular attendance at board meeting and important events, working with ATEED and leveraging this relationship for mutual benefit across marketing and product opportunities, and working with individual operators on product development for example the continuing development of the Hunua Trail and the Glenbrook Vintage Railway. Additionally, there was a focus on ongoing work with the development of Clevedon as a destination.

47. Howick Local Board – Continued engagement and strategy sessions through the ATEED Tourism Innovation team and South Auckland tourism clusters as well as managing an increased Howick Local Board grant to East Auckland Tourism development.

48. Rodney Local Board – Initiated multi-linked support for Aotea Organics in Rodney, which is one of the oldest organic farms in New Zealand. Multi-linked means that ATEED has a very large suite of products and services it can offer businesses, in this case ATEED was able to establish links and actions for tourism; inclusion in the travel maps, identification of event hosting, and research and development activity.

49. Waiheke Local Board – Collaboration with the Waiheke Island Tourism Group and other key stakeholders on the sustainable future of tourism for the island.

Māori Tourism Development Activity

50. ATEED worked with 45 Māori businesses in the tourism and 23 Māori businesses on the Māori and Iwi Tourism Development programme. Table 4 details the number of Maori tourism businesses by local board area:

Table 4: Māori Tourism businesses
Local board	Māori businesses	Māori and Iwi tourism development businesses
Albert-Eden	4	3
Aotea / Great Barrier	1	1
Henderson-Massey	4	4
Māngere-Ōtāhuhu	5	2
Maungakiekie-Tāmaki	1	1
Orākei	2	1
Rodney	4	3
Waiheke	1	-
Waitākere Ranges	4	1
Waitematā	18	7
Whau	1	-

51. Waitematā Local Board had the most Māori businesses involved in an ATEED tourism intervention, once again, owing to its inclusion of the CBD and being a top tourist destination. Just under half of local boards are not included in this table because no businesses that were involved in an ATEED tourism intervention were identified as Māori.

52. The Māori Tourism Innovation Partnership Programme has been established to enable ATEED to work collaboratively with the tourism industry to support the sustainable growth of tourism within Tāmaki Makaurau The programme aims to grow and strengthen the Auckland visitor economy by supporting iwi, hapū, marae, Māori Trusts, Urban Māori Authorities and Māori Tourism collectives within the region, and to aid the development of new Māori tourism experiences, build capability and business partnerships to meet the diverse needs of international and domestic markets.

Delivered, funded and facilitated events

53. The Tāmaki Herenga Waka Festival occurred on 31 January 2020 celebrating Auckland’s Māori heritage. The event was attended by nearly 6000 people and received media coverage. Overall customer satisfaction with the festival was 90 per cent.

54. To date, event cancellations and postponements due to COVID-19 have resulted in the loss of an estimated 74,179 visitor nights and over $10 million in GDP for the local economy. Cancelled events include the 2020 Auckland Lantern Festival, the 2020 Pasifika Festival and the 2020 Corona Piha Pro Challenger Series event.

55. Diwali and the second year of Elemental are confirmed to join other exciting events for the region in the coming months. Elemental 2020, like its inaugural festival last year, will take place all over the Auckland region. It will feature over 30 free and ticketed events in October. Elemental 2019 was attended by over 147,000 people. Due to uncertainty in the domestic tourism market, it is unlikely that there will be the same attendance for the 2020 festival.

56. Diwali is an annual festival that celebrates traditional and contemporary Indian culture in Aotea Square in the city centre and is set to occur in the last weekend of October this year. Last year’s festival was attended by approximately 65,000 people, up 9 per cent from an estimated 59,990 in 2018. Due to COVID-19, festival attendance is uncertain, but likely to decrease.

57. Figure 10 shows businesses ATEED works with across its major events. Major events stallholders are businesses that were supported through ATEED delivered events. Major Events Investments are those that were supported through ATEED sponsored events. Local boards not included in the graph were not part of such interventions.

Go With Tourism

58. Go with Tourism (GWT) is a jobs-matching platform that targets young people (18-30 years) and encourages them to consider a career in tourism. Since 2019, GWT has been expanded from an ATEED initiative to a national programme.

59. The platform signed up over 550 businesses prior to COVID-19, 149 of those were in Auckland.

60. In response to the pandemic, GWT formed a new ‘Support the Tourism Workforce’ Strategy which aims to help redeploy displaced tourism workers and provide guidance to businesses as they navigate their way through the impacts of the pandemic and, in due course, begin a post-crisis rebuild. Go with Tourism has received over 2200 requests for assistance from employees and businesses, since adopting the new strategy.

61. The industries most represented in the Auckland GWT programme (classified by Australian and New Zealand Standard Industrial Classification codes) are:

· Accommodation and Food Services (60 per cent)

· Arts and Recreation Services (19 per cent)

· Administrative and Support Services (7 per cent)

· Transport, Postal and Warehousing (5 per cent).

62. Because the programme is sector-focused, there is a cluster of businesses in tourism-heavy Waitematā Local Board (central city), and surrounding areas (Albert-Eden, Devonport-Takapuna, and Ōrākei local boards). Local boards not included in the graph did not have any businesses take part in the interventions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

63. ATEED is currently considering how we respond to climate impacts in our projects and programmes. In the interim, ATEED assesses and responds to any impact that our initiatives may have on the climate on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. The proposed recommendation of receipt of this paper by the local board has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required in the preparation of this report.

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

Local impacts and local board views

65. Local board views were not sought for the purposes of this report. However, such views were sought in the development of some of the initiatives as described in this paper.

Tauākī whakaaweawe Māori

Māori impact statement

66. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

67. The recommendation to receive the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

69. ATEED will provide the next six-monthly report to the local board in February 2021 which will cover the period 1 July to 31 December 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Stephanie Sole, Strategy & Planning Graduate, ATEED

Authorisers

Quanita Khan, Manager Strategy and Planning, ATEED

Lesley Jenkins, acting for Louise Mason, General Manager Local Board Services Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Proposal to grant new community leases to Castor Bay Tennis Club Incorporated & Royal New Zealand Plunket Trust, Sunnynook clinic.

File No.: CP2020/12125

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Castor Bay Tennis Club Incorporated located at 15 Midway Avenue, Midway Reserve, Castor Bay.

2. To grant a new community lease to Royal New Zealand Plunket Trust for the area it occupies at 90 Sunnynook Road, Sunnynook (part of Sunnynook Community Centre).

Whakarāpopototanga matua

Executive summary

Castor Bay Tennis Club Incorporated

3. Castor Bay Tennis Club Incorporated (the tennis club) seeks a new community lease for their premises at Midway Reserve, Castor Bay.

4. The lease commenced 1 September 2000 and fully expired on 31 August 2020 with no further rights of renewal. The lease remains operative on a month by month basis, until a new lease agreement is formalised.

5. The tennis club has filed a comprehensive application in support of its request for a new community lease. Staff have assessed the application and are satisfied that the requirements for a new community lease, under Auckland Council’s Community Occupancy Guidelines 2012 have been met.

6. As specified in the Community Occupancy Guidelines 2012, a group that owns its own building and improvements has an automatic right to apply for a new community lease at the end of the lease term. As the building and tennis courts are owned by the tennis club, there is no requirement to undertake an expressions of interest process.

7. Midway Reserve is classified as a recreation reserve under the Reserves Act 1977. There is no operative reserve management plan for Midway Reserve, therefor, any new lease is subject to public notification and iwi engagement with iwi identified as having an interest in the land.

8. Auckland Council’s intention to grant a community lease to Castor Bay Tennis Club Incorporated was notified in the North Shore Times on 14 August 2020. At the submission deadline, 14 September 2020, no submissions were received.

9. This report recommends that the Devonport-Takapuna Local Board grant a new community lease to Castor Bay Tennis Club Incorporated.

The Royal New Zealand Plunket Trust

10. The Royal New Zealand Plunket Trust (Plunket) seeks a new community lease for part of the council-owned building (Sunnynook Community Centre) it occupies at 90 Sunnynook Road, Sunnynook

11. The current lease commenced 1 April 1992, for an initial term of 10 years with one right of renewal for a further 10 years. The lease fully expired 31 March 2012. The lease remains operative on a month by month basis, until a new lease agreement is formalised

12. Public notification is not required in this instance as the use reserve is classified local purpose (community buildings) reserve. Iwi engagement is required and has been undertaken with iwi identified as having an interest in area. No objections were received.

13. This report recommends that the Devonport-Takapuna Local Board grant the Royal New Zealand Plunket Trust a new community lease for part of the council-owned building (Sunnynook Community Centre) it occupies at 90 Sunnynook Road, Sunnynook.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Castor Bay Tennis Club Incorporated has been undertaken. No objections to the proposal were received.

b) grant a new community lease to Castor Bay Tennis Club Incorporated for an area compromising approximately 1855m2 (more or less) for its premises at Midway Reserve, Castor Bay on land legally described as Lot 26 DP 31388 (Attachment A), subject to the following terms and conditions:

i) term – 10 years, commencing 1 October 2020, with one right of renewal for a further 10 years;

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

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

c) approve the Castor Bay Tennis Club Incorporated Community Outcomes Plan (Attachment B).

d) grant a new community lease to Royal New Zealand Plunket Trust for part of the council-owned building situated at 90 Sunnynook Road, Sunnynook (115m²more or less) on land legally described as Part Lot 237 Deposited Plan 64113 and Lots 1 and 2 Deposited Plan 64114, and Lot 3 DP 64113 (Attachment C) subject to the following terms and conditions:

i) term – five years, commencing 1 October 2020, with one right of renewal for a further five years;

ii) rent – $1.00 plus GST per annum;

iii) subsidized maintenance fee – $1500.00 plus GST per annum; and

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

e) approve the Royal New Zealand Plunket Trust Community Outcomes Plan (Attachment D).

Horopaki

Context

14. This report considers new community leases to Castor Bay Tennis Club Incorporated and Royal New Zealand Plunket Trust.

15. The Devonport- Takapuna Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community occupancy agreements.

Tātaritanga me ngā tohutohu

Analysis and advice

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

17. Local boards have discretion to vary the terms of the lease if it wishes. The guidelines suggest that where a term is varied, it aligns to one of the recommended terms contained in the Community Occupancy Guidelines 2012.

Castor Bay Tennis Club Incorporated

18. Castor Bay Tennis Club Incorporated holds a community lease over the land and tenant-owned building and improvements at Midway Reserve,15 Midway Avenue, described as Lot 26 Deposited Plan 31388, held in fee simple by Auckland Council subject to the Reserves Act 1977 (the Act).

19. Auckland Council’s intention to grant a community lease to Castor Bay Tennis Club Incorporated was notified in the North Shore Times on 14 August 2020. At the submission deadline, 14 September 2020, no submissions were received.

20. Under the Community Occupation Guidelines 2012, the tennis club has an automatic right to apply for a new lease at the end of its occupancy term, a right which the club is exercising. It is recommended that a new lease be granted to the club for a term of 10 years with one right of renewal for a further term of 10 years.

21. The area proposed to be leased to the club extends to 1855m2 (more or less) which is the footprint of the clubrooms and the tennis courts. (Attachment A)

22. The tennis club was established in 1956 for the purpose of encouraging the game of tennis. The club has provided the use of three astro turf tennis courts and club facilities to the community for over 70 years.

23. The facilities are well utilized by member and the wider community. The courts are used every day for juniors, mini-tennis, mid-week ladies and senior games.

24. The tennis courts are made available to casual players and can be booked through an online booking system. Following the COVID-19 lockdown period, the tennis club saw an increase in its casual users.

25. Council staff have negotiated a Community Outcomes Plan with the tennis club. This will be attached as a schedule to the lease agreement. (Attachment B)

26. The activities of the tennis club support the Devonport – Takapuna Local Board Plan 2017 outcome: “Our communities are empowered, engaged and inclusive”.

Royal New Zealand Plunket Trust

27. The Royal New Zealand Plunket Trust has a community lease for part of the council-owned building at 90 Sunnynook Road, Road. The building is located on four parcels of land, legally described as Part Lot 237 Deposited Plan 64113 and Lots 1 and 2 Deposited Plan 64114, and Lot 3 DP 64113, held in fee simple by Auckland Council, subject to the Reserves Act 1977.

28. The area to be leased to Plunket for the clinic space extends to approximately 115m2 (more or less) in the community centre. (Attachment C)

29. The land located at 90 Sunnynook Road, Sunnynook is classified as a local purpose (community buildings) reserve, subject to the Reserves Act 1977.

30. Public notification of the proposed lease is not required as the building sits on local purpose (community buildings) reserve.Iwi engagement is required and has been undertaken with iwi identified as having an interest in area.

31. For community groups in council-owned buildings, a new lease with an initial term of five years with one right of renewal for a further five years is recommended as outlined in the Community Occupation Guidelines 2012.

32. Plunket is a national not-for-profit organisation and New Zealand's largest provider of support services for the development, health and wellbeing of tamariki and whānau.

33. Plunket is committed to providing universal access to services for all children and families regardless of ethnicity or location through its Well Child Tamariki Ora service and the range of community services offered to families. This is at the heart of Plunket and is essential to provide a positive environment for parents.

34. The Sunnynook clinic is open on Mondays, Tuesdays and Wednesdays, and by appointment. PlunketLine support line is available 24 hours a day, seven days a week to provide guidance and advice to parents and caregivers.

35. Council staff have negotiated a Community Outcomes Plan with Royal New Zealand Plunket Trust. This is to be attached as a schedule to the lease agreement. (Attachment D)

36. The activities of Plunket support the Devonport – Takapuna Local Board Plan 2017 outcome: “Our communities are empowered, engaged and inclusive”.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. There is no impact on greenhouse gas emissions as the proposed new leases to Castor Bay Tennis Club Incorporated, Royal New Zealand Plunket Trust does not introduce any new source of emissions.

38. Climate change is unlikely to impact the Castor Bay Tennis Club during the term of the proposed lease due to its location. The site is not within a 1-in-100 years flood zone, or by river or surface flooding.

39. Climate change may impact the lease to Plunket as the site sits within a flooding plain in an area predicted to be covered by flood water as a result of a 1-in-100-year rainstorm event by river surface flooding (as shown below).

90 Sunnynook Road, Sunnynook.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. The proposal of a new community lease to Castor Bay Tennis Club Incorporated has been discussed with Parks, Sports and Recreation. No concerns were raised.

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

Local impacts and local board views

41. The recommendations in this report fall within the local board’s allocated authority relating to local, recreation, sports and community facilities.

42. Work on the new community leases has been approved as part of the 2020/2021 Community Facilities work programme. Progress made on the new leases are reported in monthly updates when appropriate to keep local board members informed.

43. The recommendations support the Devonport-Takapuna Local Board Plan 2017 Outcome 1: “Quality park, beaches and open spaces that everyone can enjoy” and Outcome 4,” Our communities are empowered, engaged and inclusive”.

Tauākī whakaaweawe Māori

Māori impact statement

44. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

45. Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Māori community development projects.

46. Iwi engagement has been undertaken in relation to the grant of new leases to Castor Bay Tennis Club Incorporated and Royal New Zealand Plunket Trust.

47. This involved email contact providing detailed information on the proposed new leases being sent on 14 August 2020. Iwi representatives were given the opportunity to attend a hui or a kaitiaki site visit to comment on any spiritual, cultural or environmental impact with respect to the proposed leases.

48. No objections or requests for site visits were received.

Ngā ritenga ā-pūtea

Financial implications

49. All costs involved in the preparation of the lease documents are borne by Auckland Council.

50. Costs for public notification of the intention to grant new leases where required are borne by council.

51. There are no other identifiable costs in granting a new lease to Castor Bay Tennis Club Incorporated and Royal New Zealand Plunket Trust for the clinic at Sunnynook.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. Should the Devonport-Takapuna Local Board resolved not to grant community leases the decision will materially affect the organisations ability to provide services to the Devonport-Takapuna community.

Ngā koringa ā-muri

Next steps

53. Subject to the Devonport-Takapuna Local Board’s approval to grant a new community leases to Castor Bay Tennis Club Incorporated and Royal New Zealand Plunket Trust, council staff will work with the groups to formalise the lease documents.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan for Castor Bay Tennis Club Incorporated at 15 Midway Avenue, Midway Reserve, Castor Bay	109
b ⇩	Community Outcomes Plan for Castor Bay Tennis Club Incorporated	111
c ⇩	Site plan for Royal New Zealand Plunket Trust located at 90 Sunnynook Road, Sunnynook.	113
d ⇩	Community Outcomes Plan for Royal New Zealand Plunket Trust, Sunnynook clinic	115

Ngā kaihaina

Signatories

Author

Deepal Chand - Community Lease Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

20 October 2020

Landlord approval to Sunnynook Community Centre Incorporated to paint a mural at 90 Sunnynook Road, Sunnynook.

File No.: CP2020/14657

Te take mō te pūrongo

Purpose of the report

1. To consider the application for landlord approval by the Sunnynook Community Centre Incorporated to paint a mural on an exterior wall of the building at 90 Sunnynook Road, Sunnynook.

Whakarāpopototanga matua

Executive summary

2. Sunnynook Community Centre Incorporated currently holds an agreement to occupy and manage, through Community Places, the council-owned building at 90 Sunnynook Road, Sunnynook.

3. In accordance with the terms of the agreement to occupy and manage the community centre has applied for landlord approval to paint a mural on an external wall of the building. Given the location of the wall, the mural will be visible to users of the community centre, Sunnynook Park and passers-by. (Attachment A)

4. The community centre, supported by the Sunnynook Community Association, have proposed to create a more attractive entrance for the building, utilising a wall that is currently plain and unadorned apart from building identification lettering.

5. Staff recommend that the local board approve the community centre’s request for landlord approval to paint a mural on the external wall.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) grant landlord approval to the creation of a mural on the exterior wall (Attachment A) of the council-owned building at 90 Sunnynook Road, Sunnynook, occupied and managed by Sunnynook Community Centre Incorporated, with the following conditions

i) the mural is to be coated with graffiti-guard protectant

ii) creation, ongoing maintenance, renewal and de-commissioning (as required) is the responsibility of Sunnynook Community Centre Incorporated.

b) approve the final design of the proposed mural, subject to any sensitivities relative to images of colonial life and changes to the colours used (Attachment B)

Horopaki

Context

6. This report considers the landlord approval request from Sunnynook Community Centre Incorporated to paint a mural on an external wall at the main entrance of the council-owned building at 90 Sunnynook Road, Sunnynook.

7. The Devonport-Takapuna Local Board is the allocated authority for local recreation, sport and community facilities; including community leasing matters.

Tātaritanga me ngā tohutohu

Analysis and advice

The land and the tenant

8. The building is located on the southern edge of Sunnynook Park on land described as Lot 1 Deposited Plan 64114, Lot 3 Deposited Plan 64113 and Lot 2 Deposited Plan 64114 held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve (Attachment A) subject to the Reserves Act 1977.

9. Sunnynook Community Centre Incorporated was established to promote social, cultural and education needs of the community in the areas known as Sunnynook, Totaravale, Forrest Hill and Wairau Valley.

10. The organisation has an agreement to occupy and manage, through Community Places, for the council-owned building at 90 Sunnynook Road, Sunnynook. This agreement expires on 30 June 2022.

11. The community centre is meeting all of the conditions of its agreement and the centre appears to be a well-managed and utilised facility.

The project

12. The community centre supported by the Sunnynook Community Association has applied for landlord approval to paint a mural on an external wall of the building.

13. The objective is to create an attractive entrance to the centre, which is currently a blank wall, by painting a mural on both side of the wall. This will showcase the work of New Zealand botanist, Leonard Cockayne (Attachment B).

14. Sunnynook Community Association, on behalf of the community centre, presented the proposed mural at its AGM, where residents present were able to view the design.

15. There is a street in the Sunnynook area which is named after Cockayne., The community centre intends to raise awareness of its origins and create a positive narrative through the mural.

16. There are 17 streets named after plants in the area and the mural will be a positive way to reflect the area’s history.

17. Staff have noted there may be some sensitivity around colonial images in public artwork. The board will need to consider this before giving approval to the image.

18. Staff recommend that the application be approved with conditions that allow for local board input to the design and the covering of the mural with graffiti-guard to help protect it from damage.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The proposed activity will have no impact on greenhouse gas emissions as it does not introduce any new source of emissions.

20. Climate change may impact the building as the site sits within a flood plain area predicted to be covered by flood water as a result of a 1-in-100-year rainstorm event.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The proposed mural has been discussed with the Facilities Manager and Facilities Coordinator who have no concerns regarding the proposal. Installation, maintenance, renewal and de-commissioning (as required) will be the responsibility of Sunnynook Community Centre Incorporated.

22. Staff have noted that there may be some sensitivity around the display of colonial images in public artwork. This should be considered before approving the final design for the mural.

23. There are no identified impacts on other parts of the council group. The views of council-controlled organizations were not required for the preparation of this report.

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

Local impacts and local board views

24. The recommendations in this report fall within the local board’s delegated authority relating to local community facilities, sports and recreation.

25. The proposed mural aligns with Devonport-Takapuna Local Board Plan 2017 outcome 4: our communities are empowered, engaged and inclusive, specifically the objective of empowering communities to deliver placemaking projects such as public art.

26. Additionally, the proposed mural aligns with the Sunnynook Plan, which was adopted in September 2018, outcome 5B:

i) encourage opportunities for community-led public art projects in the area

ii) encourage opportunities for murals to enhance public places and reduce the dominance of blank walls

iii) work with the local community, the Maori design community, schools and other creative groups to produce public art for the area.

Tauākī whakaaweawe Māori

Māori impact statement

27. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader statutory obligations to Māori. Support for Māori initiatives and outcomes are detailed in the Whiria Te Muka Tangata Auckland Council’s Māori Responsiveness Framework.

28. There is no requirement to consult with mana whenua on landlord approval of works.

Ngā ritenga ā-pūtea

Financial implications

29. If the project is approved by the local board, the works and ongoing maintenance is the responsibility of the Sunnynook Community Centre Incorporated.

30. The proposed project is estimated to cost approximately $2000. The group have secured funding from the Sunnynook Community Centre Board to complete this project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. If the Devonport-Takapuna Local Board resolve not to grant approval to Sunnynook Community Centre Incorporated for the installation of the mural, the project will not proceed.

Ngā koringa ā-muri

Next steps

32. If the local board approves this request, a letter of approval, subject to any conditions specified will be prepared and sent to the community center.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site map of licence area and location of the mural at Sunnynook Community Centre	121
b ⇩	Design for the proposed mural at Sunnynook Community Garden	123

Ngā kaihaina

Signatories

Author

Deepal Chand - Community Lease Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Relocation of the William C Daldy tug to Victoria Wharf, Devonport

File No.: CP2020/13463

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek approval of the relocation of the William C Daldy tug (tug) to Victoria Wharf, Devonport.

Whakarāpopototanga matua

Executive summary

2. The 36^th America’s Cup (AC36) is scheduled to commence in December 2020. As part of the AC36 construction programme to get ready for this event, the William C Daldy was relocated from Hobson Wharf to Princes Wharf in 2018. The William C Daldy Preservation Society was a submitter to the resource consent application for AC36, and through the mediation process it was agreed by Auckland Council that efforts would be made to help facilitate a long-term berth for the vessel. Panuku Development Auckland (Panuku) facilitated the agreement and the relocation on behalf of Auckland Council.

3. The increased demand for berthage along the Auckland waterfront and the requirement for AC36 event-related activity required an investigation of tenure certainty options for the tug. Panuku, on behalf of Auckland Council, committed to undertake a scoping exercise in collaboration with the William C Daldy Preservation Society, to identify alternative berthage options.

4. Due to the size of the vessel and its modus operandi, very few alternative berthage locations were considered suitable. The berthage identified as the most suitable is Victoria Wharf, Devonport, due to the ease of access to the wharf, close proximity to the Ports of Auckland, Auckland waterfront and the complimentary heritage values of the William C Daldy Preservation Society and the Devonport community.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the proposal by the William C Daldy Preservation Society to relocate the William C Daldy tug to Victoria Wharf.

b) acknowledge that the William C Daldy Preservation Society will be responsible for ensuring the William C Daldy tug is fully compliant with all of Victoria Wharf’s engineering requirements and limitations.

c) acknowledge that the William C Daldy Preservation Society will be responsible for all funding related to this relocation project, noting that Auckland Council is funding the review of Victoria Wharf’s engineering specifications and constraints, to ensure the William C Daldy tug can be fully compliant.

d) acknowledge that the William C Daldy Preservation Society is responsible for the provision of insurance for the William C Daldy tug.

e) acknowledge that the William C Daldy Preservation Society is responsible for maintaining the William C Daldy tug in full survey.

f) acknowledge that the William C Daldy Preservation Society is responsible for maintaining the William C Daldy’s tug’s Maritime Operator Safety System (MOSS) and its Maritime Transport Operator Certificate (MTOC).

g) acknowledge that the William C Daldy Preservation Society is responsible for ensuring all personnel are fully qualified and certified to operate the William C Daldy tug.

Horopaki

Context

5. The William C Daldy was constructed in the small Scottish town of Renfrew in 1935. The tug was constructed and delivered to Auckland in January 1936. With its coal steam powered boilers, the William C Daldy was in service with the Auckland Harbour Board for nearly 40 years. The tug was named after the first chairman of the Auckland Harbour Board from 1871 to 1877, Mr. William Crush Daldy.

6. At the completion of its service the tug was eventually sold to the William C Daldy Preservation Society (the society) for $1. The society has been maintaining and operating the tug ever since. The society has kept the tug in full survey and has continued to manage the safe operation of the vessel. The society is comprised of a team of skilled and enthusiastic volunteers who are passionate about retaining this steam powered vessel for future generations.

7. The William C Daldy was previously berthed at Victoria Wharf, Devonport, from approximately 2005 to 2012. The tug was relocated in 2012 when Auckland Council upgraded the structural integrity of Victoria Wharf. Victoria Wharf provided the attributes needed to satisfy the berthage requirements. There are enhancements that can be implemented to improve the services (electrical power and tapped water) that could be made available to the tug; however these are not critical to its safe berthage.

8. Increased demands and requirements on the available berthage along the entire Auckland waterfront has necessitated the need to secure an alternative long term berthage for the William C Daldy.

9. The continued operation of the William C Daldy has established a long association with Auckland’s maritime history and the overall development of the greater Auckland region. The William C Daldy Preservation Society has worked to maintain and operate the tug to ensure that Aucklanders and visitors to the city have access to this heritage coal fired steam vessel.

10. One of the key personnel within the society is George Armatage who is a senior marine engineer. For a number of years, George has been living onboard the William C Daldy. Having a fully qualified engineer onboard provides a rapid response capability and a direct line of communication to the skipper and chief engineer. This enables any maintenance or operational issues to be identified and responded to quickly, for example, bilge pump failure or to stow the gangway during bad weather.

11. The William C Daldy is a coal powered vessel. The tug has two large coal storage bins located at port aft and starboard aft. When the tug receives coal both storage bins must be loaded equally (to provide horizontal stability). The coal bin sizes have been reduced specifically to minimise the requirement to have large quantities stockpiled onboard. The standard coal consumption is one tonne per hour. Normally the tug holds 20 tonnes of coal onboard.

12. When the William C Daldy requires coal replenishment high quality coal is trucked in from Huntly in two 10 tonne truckloads. Currently the tug deploys to the Ports of Auckland Ltd (POAL) where the truck (completes two return trips) fills one side of the vessel at one time. The tug is turned around and the coal is loaded into the opposite bin. In the long term the society would like to undertake coal replenishment from Victoria Wharf. A bespoke coal loading procedure could be developed to ensure the wharf loading limitations are compliant and all health and safety issues are addressed.

13. Auckland Council (via Panuku) is supporting the William C Daldy Preservation Society’s proposal to relocate the William C Daldy tug to Victoria Wharf. Panuku is providing guidance and technical support to resolve this matter to conclusion. After the vessel is successfully rehoused Panuku’s responsibilities will conclude.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Panuku, on behalf of Auckland Council are working closely on the relocation proposal with of the William C Daldy with:

· Community Facilities, Auckland Council

· Parks, Sport and Recreation Services, Auckland Council

· Ports of Auckland, Auckland Council

· Harbourmaster

· New Zealand Fire Service

· the William C Daldy Preservation Society

15. Panuku and Community Facilities have collaborated on the relocation of the tug. As part of the due diligence process Panuku and Community Facilities undertook checks of the engineering certification of Victoria Wharf. Panuku engaged with Novare Design for the specialist engineering advice related to Victoria Wharf, and Community Facilities’ coastal engineers also provided advice and support in relation to this proposal.

16. The Auckland Harbourmaster’s office has been consulted in relation to the relocation of the tug to Victoria Wharf. The Harbourmaster’s office is supportive of the tug relocating to Devonport.

17. The New Zealand Fire Service (NZFS) has been consulted regarding access of the ability of its fire trucks to access to Victoria Wharf. The current wharf loading limitations prevent heavy vehicles from accessing Victoria Wharf. The solution offered by the NZFS was to position its fire trucks at the foreshore and deploy extended hoses to enable water to be pumped to the tug. Novare Design will confirm the vehicle load limitations on Victoria Wharf.

18. Currently there are fender piles, headstocks and bollards installed at Victoria Wharf. This infrastructure was used to safely secure the William C Daldy to the wharf when the tug was previously berthed at Devonport. Investigations are underway to consider options to provide electrical services and tapped water to the berth, as these services are currently not available.

19. It is proposed that the relocation of the William C Daldy tug to Victoria Wharf will make good use of the berthage facility located at the south western edge of the wharf. A layout of the proposed berthage of the tug on Victoria Wharf is depicted below with measurements as indicated:

Figure one: Proposed William C Daldy Tug Berthage on Victoria Wharf

20. For the provision of logistics and maintenance support the society are seeking three carparks spaces to be made available to support the operation of the tug. These carparks adjacent to the tug’s berth would assist with the supply of stores, provisions and technical support.

21. The ability of the William C Daldy Preservation Society to maintain and operate the tug is fully reliant on support from volunteers who are passionate about steam technology and have defined skillsets. The retention of a suitable berth for the tug is necessary to protect its long-term viability.

22. The William C Daldy Preservation Society is currently renewing its insurance for the William C Daldy to a value of approximately $10 million. The insurance value is expected to provide more than sufficient coverage should an incident occur at the Victoria Wharf berthage which could necessitate a salvage operation.

23. In the event that the society was to be dissolved or cease operations, the William C Daldy would be gifted to the Maritime Museum. As part of the William C Daldy Preservation Society’s charter there is a specific clause to cover the dissolution or cessation of the society.

24. If the society was to be dissolved their financials would be wound up and the tug would be gifted to the Maritime Museum for a nominal fee of $1. Written confirmation of the William C Daldy’s insurance coverage and the specific clauses relating to the dissolution of the society will be provided by the society’s chairperson.

25. The William C Daldy Preservation Society have contacted various Devonport heritage focused groups and community members, which have been positive and supportive. The relocation of the tug to Victoria Wharf as its permanent base will have beneficial outcomes to the local Devonport community and the society.

26. The William C Daldy is an important heritage asset and providing a berthage at Victoria Wharf supports the society’s ability to function and provide a legacy for all Aucklanders and visitors to the region.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. Auckland Council has declared a climate emergency and has key policy documents that set out how to tackle this emergency and at the same time deliver the Auckland Plan’s environmental vision. These policy documents include Auckland’s Climate Action Framework, Auckland Growing Greener and the Low Carbon Strategic Action Plan.

28. The William C Daldy Preservation Society is fully aware of the environmental impact that the tug’s boilers can have on the environment. The society has endeavored to keep the discharge of particulates to an absolute minimum. The high-risk period is the boiler flash up (a three-day process) whereby the coal boilers are progressively started, and their operating temperatures are gradually increased to provide the required steam pressure to propel the vessel. The quality of the coal being used, adherence and refinement of their flash up procedures and observance of meteorological conditions all help to keep the emission of particulates to a minimum.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. Panuku and Community Facilities are collaborating to support the William C Daldy Preservation Society with the relocation of the tug. As part of the due diligence process Panuku and Community Facilities are completing checks of the engineering certification of Victoria Wharf.

30. Novare Design was engaged by Panuku to review Victoria Wharf’s engineering specifications and design loading to ensure the tug is safe to berth at the wharf. The review found that the tug is fully compliant with all of Victoria Wharf’s engineering requirements and load limitations. Community Facilities provided technical assistance and oversight to this compliance process. The Novare Design review resolves any lingering concerns about the ability of the wharf structure to support the tug.

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

Local impacts and local board views

31. The recommendations in this report fall within the local board’s allocated authority relating to local, recreation, sports and community facilities. The Victoria Wharf is a local asset not an Auckland Transport asset.

32. It is proposed that the relocation of the William C Daldy tug to Victoria Wharf will make good use of the berthage facility located at the south western edge of the wharf. There are fender piles, headstock timbers and bollards installed at this location. For the long term the society would consider installing electrical services and tapped water to the berth pocket. These costs would be borne by the society and would assist with the hosting of onboard open day events, catering support, replenishing the water required for the steam boilers and general maintenance requirements.

33. The future provision of these services (electrical supply and tapped water) would be beneficial for on-site maintenance works of the wharf structure. These services would be installed by professional contractors and would be fully compliant and certified.

34. The society’s vision is for the tug to become a drawcard to locals and visitors to Devonport who have an interest in maritime history, steam propulsion and/or wooden boats. The tug is in pristine condition and is one of the last fully surveyed Scotch boiler tugs in operation in the world. The William C Daldy complements the very strong maritime character and traditions that are associated with Devonport.

35. Based on the initial feedback from the Devonport-Takapuna Local Board on 28 July 2020, the William C Daldy Preservation Society have indicated they are keen to begin a mutually beneficial relationship with the local board and the wider Devonport community.

Tauākī whakaaweawe Māori

Māori impact statement

36. A decision of this nature is not considered to have specific implications for Māori. However, it is recognised that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

37. This proposal seeks to ensure this maritime heritage vessel is accessible for all Aucklanders, including Māori living in the local board area.

Ngā ritenga ā-pūtea

Financial implications

38. Costs related to the engineering technical advice will be borne by Auckland Council.

39. Reasonable costs associated with the move of the William C Daldy to Victoria Wharf, Devonport will be met by Auckland Council, specific to connections to facilities.

40. All costs related to the tapped water and electrical services will be borne by the society

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. Novare Design was engaged by Panuku to review Victoria Wharf’s engineering specifications and design loading to ensure the tug is safe to berth at the wharf. The review found that the tug is fully compliant with all of Victoria Wharf’s engineering requirements and load limitations. Community Facilities provided technical assistance and oversight to this compliance process. The Novare Design review resolves any lingering concerns about the ability of the wharf structure to support the tug.

42. Remaining issues to manage are in relation to the connection to power and water. Auckland Council is reviewing costs and methodology for this as a final action to enable to the move to this location.

43. The society could fail to recruit and maintain sufficient staff to operate the tug and/or operate as a fully functional incorporated society. This would result in the society developing a strategy to attract sufficient staff and volunteers to function efficiently and effectively.

44. As part of the tug’s start up procedure (boiler flash up) its two boilers are systematically fired up with coal being added over a three-day period. The boilers are progressively lit, and their operating temperatures are raised as more coal is added to the boilers. The three-day duration is required to protect the boilers from damage. Once all of the boilers are at their operating temperature (160 – 170 PSI pressure rating) there is sufficient propulsion available to safely operate the vessel.

45. During the three day flash up period the boilers start from cold and are gradually heated. When the boilers are cold their ability to burn all the coal efficiently is reduced. As the boiler temperature increases the efficiency of the boiler increase substantially. As a result, the likelihood of particulates being discharged is higher when the boilers are at low temperature. Once the boilers have reached their operating temperature the discharge of the coal particulates is minimal.

46. To mitigate the discharge of coal particulates the society receives high quality coal reserves from the state-owned coal mine at Huntly. The chief engineer who is responsible for flashing up the boilers monitors the weather conditions. The ideal conditions for flash up are fine weather and an offshore wind. Any particulates that maybe generated are blown away from the wharf and are dissipated to the atmosphere.

Ngā koringa ā-muri

Next steps

Next steps include:

47. Final costs to be received on utilities connections and agreed by Auckland Council.

48. The society complete the insurance arrangements for the William C Daldy tug.

49. The society continue to schedule and conduct charter operations through to 2021.

50. The society continue to collaborate with selected Devonport businesses and organisations for mutual commercial benefit.

51. The society actively recruit new staff and volunteers to continue the ongoing operation of the society.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jess Cherrington – Project Manager

Authorisers

Fiona Knox – Priority Location Director

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Takapuna town square design approval

File No.: CP2020/14499

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek approval for the concept design of the new town square on parts of 40 Anzac Street and 38 Hurstmere Road in Takapuna.

Whakarāpopototanga matua

Executive summary

2. Provision for a new 3,200sqm public space in Takapuna, on parts of 40 Anzac Street and 38 Hurstmere Road, was approved by Auckland Council’s Environment and Community Committee on 10 July 2019.

3. The Devonport-Takapuna Local Board approved the town square concept design for community engagement at its business meeting on 19 May 2020.

4. Community feedback was sought through public consultation from 20 July to 14 August 2020 and through meetings with nine stakeholders (companies and groups) who would use and operate in the future space.

5. A total of 115 feedback submissions were received during the public consultation.

6. The boundaries of the town square have been refined to address comments made through the consultation, stakeholder meetings and in discussion with the potential development partner for the surrounding sites. The boundary refinements have aligned the space on Lake Road with the Shore City shopping centre, improved the sightline to Hurstmere Road and increased the space to Potters Park.

7. Additional planting and seats, a larger space for the water feature and the inclusion of bike and scooter parking are in the revised design, to address comments from the community.

8. The community was asked in the consultation if it would support relocating the Anzac war memorial into the new town square. There was mixed feedback on whether it was desired to relocate the Anzac memorial.

9. Following discussion at a workshop with the Devonport-Takapuna Local Board, a separate project will be set up to investigate the options for the war memorial in more detail. This project team will include members from the council civic events and parks teams, Panuku, and will require input from the Returned Services Association.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Takapuna town square concept design public consultation results report.

b) approve the concept design for the Takapuna town square that is located on parts of 40 Anzac Street and 38 Hurstmere Road, Takapuna, noting that the design has been revised since the design was approved for consultation at the Devonport-Takapuna Local Board on 19 May 2020, to address public comments received in the consultation.

c) note the potential relocation of the Anzac war memorial will be further investigated with council and key stakeholders and will not be included in the Takapuna town square at this stage.

Horopaki

Context

10. Public consultation seeking feedback on the Takapuna town square concept design was open for four weeks from 20 July to 14 August.

11. It was hosted on Auckland Council’s ‘Have Your Say’ platform and promoted through a modest marketing and communications budget utilising Panuku-owned, council and partner channels, and print media. Feedback was also sought through targeted stakeholder sessions with local community groups.

12. A total of 115 submissions were received during the public consultation. A breakdown of submitter’s demographics is included in the attached report.

13. As per the engagement plan approved at the 19 May 2020 Devonport-Takapuna Local Board meeting, we held several workshops with companies, community groups and users/operators that would use this space.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The following questions were asked in the public consultation:

· What do you think about the proposed design of Takapuna town square?

· What do you think about relocating the Takapuna War Memorial from its current location (next to the Takapuna Library) to the new town square?

· Do you have any other comments/feedback about the proposed design?

15. Question 1 and 3 allowed text comments from submitters. These questions related to the concept design.

16. The responses have been grouped into the following themes:

· Events

· Markets

· Environment

· Connections / sight lines

· Safety

· Greenery / shade

· Other

· Out of scope i.e. surrounding development, shading, change of use, shape/size, car parking.

17. The following sections summarise the feedback received during the consultation, by themes, and a response or action is provided addressing this feedback.

Events

18. A number of submitters asked if the space was large enough to hold events and if the space will be serviced for events.

19. The proposed town square has been assessed by the council Parks and Recreation Policy Unit confirming that it meets all the requirements of the Auckland Council Open Space Provision Policy.

20. The concept for the spatial arrangements is a single modulated space of four interconnected areas. Each area is interlinked with the next and can work independently and together when the occasion arises. This is an essential characteristic. To allow the place to feel busy by keeping it small yet larger when needed. This allows the perception of the space to change as the number of people increases.

21. The square is capable of holding a crowd in excess of 3,000 people. This meets the council open space policy for a Metropolitan Centre such as Takapuna.

22. Services will be provided to support events within the square.

Markets

23. Most feedback on the markets received was that the market is a great weekly event and should continue.

24. The current market operator provided feedback, during the consultation period, that the proposed space and potential market layout is good and will work for the future. The operator noted that the market will need to make some changes to its management structure but that she would like to work with us on this.

Connections / sight lines

25. A few comments were received from submitters and the potential development partner that the connection to Shore City and to Potters Park could be improved. Also that the sightlines to the beach would ideally be clearer.

26. The boundaries of the town square have been refined to improve the visual connection between Lake Road and Hurstmere Road.

27. The entrance points have been organised to create an edge to the main square. We will continue to refine these to create a balance between visual connection, wind mitigation and a sense of space for the square.

28. The refined site boundaries were approved by the Panuku Board at its meeting on 23 September 2020 under delegated authority granted by the Environment and Community Committee.

Trees / more shade / plantings / green space

29. There was a lot of feedback that the town square requires more trees and grass.

30. We will increase the number of trees and vegetation within the square, particularly near Potters park and along the entrance from Hurstmere Road. The additional vegetation will need to be balanced against a reduction in the capacity of the square to accommodate market stalls and people at events.

Water feature / seating / other elements

31. Submitters asked questions about what type of water feature would be included, how it will look, how will it stay clean and is it safe. A number of comments were positive about including a water feature, however, there was strong feedback that this not be fountain style.

32. The design of the water feature will be looked at in detail as we progress into the next stage of design.

Other comments

33. A significant number of comments were received in the consultation around the change of use, surrounding development, car parking and size of the town square.

34. These comments are not able to be considered as part of the refinement of the design of the town square. The change of use of the site and the location, size and shape of the town square have been consulted on previously and decisions made on these aspects.

Stakeholder workshops

35. We met online with a number of stakeholders during the consultation period. These included:

· Auckland North Community and Development (ANCAD) and Takapuna North Community Trust

· Auckland Council and events teams

· Auckland Council civic events team

· Takapuna Sunday market operator

· Massey University

· PHAB

· Ukulele Union

· Youth Arts NZ and Fresh Concept

· Takapuna Beach Business Association

36. These stakeholders were very positive of the concept design. They provided some great detailed feedback about design elements that we will consider as we progress into detailed design. These include, signage for events, accessible toilets, shading, management of events and markets and types of seating.

37. We will continue to work with these groups as we move into delivering the town square and setting up the management, maintenance and operation of the space for the future.

Refined design

38. We have refined the design of the town square to address the feedback received. The refined design is shown in the figure below and has been included as a separate attachment to this memo.

39. The refined design has:

· increased the entrance to Potters Park

· moved the Lake Road entrance to align with the Shore City shopping centre and improve the sightline to Hurstmere Road

· increased planting

· enabled a larger water feature for summer

· added additional seating

· included bike and scooter stands.

Figure 1: Refined design for Takapuna town square

Anzac war memorial

40. The public consultation asked for feedback on a proposal to relocate the Anzac war memorial to the new town square.

41. There was split feedback on this proposal.

42. It is suggested that a project team consisting of Panuku, council civic events, council parks and the Returned Services Association, investigate potential options for this further and provide a wider option analysis for the local board to consider.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. The design of the town square includes an increased trees and plants than the current use of the site. These will assist with any heat island effect in Takapuna.

44. The town square project is included in the accredited Green Star Communities rating for Unlock Takapuna. There are sustainability practices and community engagement processes that are to be met to achieve this rating.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. The delivery of this project is forecast, budgeted and resourced by Panuku as part of its urban regeneration programme.

46. Auckland Council’s parks team has approved the design for the town square.

47. Auckland Council’s arborist team has provided and continues to provide advice on the trees currently within the space that may need to be replaced. It will also provide advice and approval for the new plantings in the town square.

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

Local impacts and local board views

48. The Devonport-Takapuna Local Board approved the town square concept design for community engagement at its May 2020 meeting.

49. The local board showed support for the revised concept design at a workshop on 29 September 2020, noting that the revised design addressed comments made by the community through the public consultation and stakeholder workshops.

Tauākī whakaaweawe Māori

Māori impact statement

50. A Māori artist is part of the design team for the town square, following an expression of interest process managed through the Panuku mana whenua forum.

51. Regular hui are held with mana whenua to receive input into how the cultural narrative and history of Takapuna is shown in the design for the town square.

52. At a hui on 6 July 2020, we received support from mana whenua on the design for the town square, noting that the detail of specific structures in the space and planting would be discussed at future hui.

Ngā ritenga ā-pūtea

Financial implications

53. There is an allocation of $6 million for the construction of the town square included in the Panuku budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. There is a risk that the concept design of the town square exceeds the allocated budget. If this risk materialises then design refinement may be required. We will seek input from the local board on this if necessary.

Ngā koringa ā-muri

Next steps

55. Resource consent for the town square will be lodged following the local board’s approval of the concept design.

56. A contractor will be procured in late 2020 / early 2021 to enable works to commence by mid-2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Takapuna town square public consultation comments report	139

Ngā kaihaina

Signatories

Author

Kate Cumberpatch - Priority Location Director, Panuku Development Auckland

Authorisers

Ian Wheeler - Chief Operating Officer, Panuku Development Auckland

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/15207

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for local boards to give formal feedback on the Resource Recovery Network Strategy update (refer to Attachment A of the agenda report).

Whakarāpopototanga matua

Executive summary

2. The Resource Recovery Network Strategy, which was approved in October 2014, is being refreshed. This will respond to the updated Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. It will also reflect the current global context including changes to global recycling markets and the impacts of COVID-19.

3. Key features of the strategy refresh include:

· expanding the current strategy from 12 community recycling centres in total to 23 facilities by 2031, including nine additional community recycling centres and two resource recovery parks (capital expenditure to be funded through the central government waste levy)

· seeking additional funding for ongoing operational support for community recycling centres beyond their current five-year contracts to enable continued service provision (to be funded through the waste targeted rate).

4. The aim of the network is to maximise diversion of waste from landfill, contribute to creating a circular economy, achieve wider social and economic benefits and deliver local green jobs. The network helps to drive the aspiration of the Waste Management and Minimisation Plan to achieve a zero waste Auckland by 2040.

5. The Resource Recovery Network of nine community recycling centres has provided 80 local jobs. The network diverted 5,213 tonnes of materials from landfill in 2019/2020.

6. Central government funding has boosted the development of existing sites in the Resource Recovery Network. The revised Resource Recovery Network Strategy will build on this funding and enable greater accessibility for residents and businesses.

7. A number of local boards have provided support for the Resource Recovery Network through the funding of scoping and feasibility studies, assistance with identifying suitable sites and support for local initiatives such as education outreach.

8. Staff presented the key points of the strategy refresh to the Waste Political Advisory Group and local boards in September and October 2020. Formal feedback from local boards will be included in a report to Environment and Climate Change Committee seeking adoption of the updated Resource Recovery Network Strategy in November 2020.

9. Approximately $8.6 million spread over 10 years is proposed to fund new and existing sites. This funding will be sought through the Long-term Plan 2020-2031 process.

10. An additional $28 million for the new resource recovery facilities, spread over ten years, is proposed to be funded through the budget allocated to Auckland Council from the central government waste levy.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback on the Resource Recovery Network Strategy update (Attachment A of the agenda report).

b) note that local board feedback will be included in a report to Environment and Climate Change Committee in November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

Horopaki

Context

11. The Resource Recovery Network is one of the nine priority actions in Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau – Auckland Waste Management and Minimisation Plan 2018.

12. The network was initially identified as a key initiative under the Waste Management and Minimisation Plan 2012 and has been developing across the region since that time.

13. The purpose of the Resource Recovery Network is ‘to maximise the diversion of reusable and recyclable materials from landfill and, in the process, generate multiple environmental, social, cultural and economic benefits for Auckland’. The network helps to drive the aspiration of the plan to achieve a zero waste Auckland by 2040, taking care of people and the environment and turning waste into resources.

14. A 10-year strategy for the Resource Recovery Network was adopted in 2014 (resolution number REG/2014/121). This strategy enabled the establishment of 12 community recycling centres across the Auckland region by 2024, funded by a combination of waste levy funding and targeted rates.

15. Community recycling centres provide communities with a ‘one stop shop’ for people to drop off unwanted goods and recyclables. The focus is on reuse, repair, repurposing and upcycling resources, as well as providing low cost retail goods to the community.

Progress of the Resource Recovery Network

16. As of September 2020, nine community recycling centres have been established. These centres are located in Waiuku, Helensville, Henderson, Wellsford, Warkworth, Aotea / Great Barrier, Devonport, Waiheke and Whangaparaoa. Community recycling centres are also under development in Western Springs and Onehunga.

17. Across the nine existing sites, 80 local full-time and part-time jobs have been created. In the 2019/2020 financial year, 5,213 tonnes of materials were diverted from landfill for reuse or recovery.

18. The development of the Resource Recovery Network in Auckland has been further boosted by central government Waste Minimisation Fund and shovel-ready funding, including:

· $2.3 million from the Waste Minimisation Fund was provided to support development of a Community Recycling Centre in Onehunga

· $10.6 million in shovel-ready funding for infrastructure development for the existing Devonport, Waiheke, Helensville, Warkworth, Wellsford and Western Springs community recycling centres as well as the Waitākere Waste Transfer Station/ Resource Recovery Park.

19. The recent central government shovel-ready investment will fast track the improvement of existing community recycling centres through developing fit for purpose infrastructure. It will expand employment by increasing the volume of materials and the number of related activities they can undertake to work towards zero waste.

Strategic context

20. COVID-19 continues to put pressure on international recycling markets, as countries restrict import and export activity through their borders. In addition to this, China implemented its National Sword policy in January 2018, which sets tight contamination limits on imported recyclable materials, including paper and plastics. As a result, global commodity prices for these products have dropped significantly as there is an oversupply to other existing markets.

21. Several strategic changes have occurred since the initial Resource Recovery Network was approved in 2014. These include the adoption of the Long-term Plan 2018-2028, the Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan 2020.

22. These strategic changes draw focus to the significance of the Resource Recovery Network, which is identified as a priority action in the Waste Management and Minimisation Plan and is also an action in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. The revised Resource Recovery Network Strategy will also feed into the Long-Term Plan 2021-2031 which is currently being developed for adoption in June 2021.

23. The opportunities for community recycling centres to divert waste from landfill, generate income and create local jobs are expected to increase significantly over the next few years as government policy changes come into effect. These include the increase in the waste levy, a container return scheme currently under consideration by the government, and the 2019 Climate Change response (Zero Carbon) Amendment Act.

24. An overview of the revised strategy was presented to the Waste Political Advisory Group on 1 September 2020. The Waste Political Advisory Group indicated its support for the draft strategy refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Key features of the refreshed Resource Recovery Network Strategy

25. The refreshed Resource Recovery Network Strategy provides a pathway for futureproofing and scaling up the network. In developing the strategy, the priorities, budgets and method of delivery from the original 2014 strategy have been reassessed.

26. The refreshed strategy focuses on five key areas:

· increasing the number of sites from 12 to 21 community recycling centres to provide more equitable access to all Aucklanders and establishing two commercially focused resource recovery parks, bringing the total number of sites to 23 by 2031

· supporting existing sites and operators to thrive

· strengthening and enabling the network

· developing a fit for purpose operating and governance model

· fostering financial sustainability.

27. Overall, the review has suggested that the strategy approved in 2014 is still valid. Two key changes have been identified that will require additional budget to enable the network to reach its full potential. These key changes are outlined below. Further detail is provided in the draft Resource Recovery Network Strategy update (refer to Attachment A of the agenda report).

Increasing the number of resource recovery facilities

28. One of the key changes in the updated strategy is an increase in the number of sites planned. The original strategy proposed 12 community recycling centres. The updated strategy proposes an expanded network with an additional nine community recycling centres and two resource recovery parks. This will bring the total number of sites up to 23, including:

· 21 community recycling centres that are strategically located across Auckland. They will be connected with their local communities, providing trusted places to take unwanted goods as well as fostering local innovation and resilience.

· two resource recovery parks, which are larger-scale facilities that focus mainly on diverting commercial waste from landfill back into the circular economy, while also accepting and diverting domestic waste. One of these will be the upgrade of Waitākere Transfer Station to a resource recovery park and the second will be in south Auckland.

29. Staff anticipate that an appropriate site will be found in south Auckland for a resource recovery park. A resource recovery park in the south could provide an opportunity for economic transformation led by Māori or Pasifika businesses, social enterprises and local businesses. Studies have found that recycling results in around 10 times more jobs compared to sending materials to landfill.

30. The location of facilities will be determined by the availability of suitable sites, opportunities for joint ventures or partnerships, local board feedback, location of existing facilities and accessibility for Auckland residents and businesses. Centres will be equitably spread across the region, depending on the availability of appropriate sites.

31. Increasing the number of sites will enable greater accessibility for residents and businesses to maximise diversion from landfill and deliver further local green jobs.

Ongoing operational funding

32. Another key change in the updated strategy is the provision of ongoing operational funding for existing community recycling centres.

33. When the strategy was originally created in 2014, it was expected that the centres would become self-funding by the end of their initial five-year contract period. Revenue would be generated from income from gate fees, the sale of reusable and recyclable materials, and other services that the centres provide.

34. This intention was reflected by a reducing management fee from the council over the course of the centres’ five-year contracts. However, although sites that have come to the end of their contracts have significantly reduced their management fee from the council, they are not in a position to be completely self-funding.

35. This has been caused by a combination of factors, including sites not being developed as quickly as anticipated and the impacts of COVID-19. China’s National Sword restrictions on global recycling have also presented a challenge due to reduced revenue from recycling commodities such as paper, cardboard and plastics.

36. To ensure the on-going viability and impact of the existing sites, an ongoing site management fee from council will be required beyond the initial five years. This will be negotiated on a site by site basis and will be reassessed as the increase in the waste levy and introduction of product stewardship schemes come into force.

37. No additional operational funding is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The expanded Resource Recovery Network is part of Action E6 in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan (manage our resources to deliver a zero waste, circular economy).

39. The Auckland Zero Waste Programme as part of Auckland’s Climate Plan estimates that this programme will reduce emissions by 39,650 tonnes of carbon dioxide equivalents per year by 2030.

40. Resource recovery facilities also provide zero waste learning opportunities which will have impacts on residents’ purchasing decisions, with resulting climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Waste Solutions staff have worked closely with Community Empowerment Unit and The Southern Initiative who have provided support the development of the community recycling centres. The Southern Initiative have also advocated for a resource recovery park in south Auckland as a contribution to the economic transformation for the south.

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

Local impacts and local board views

42. Several local boards have provided support and funding to enable the Resource Recovery Network through their local board work programmes. This has included funding for a range of initiatives from feasibility studies, local capacity building and waste minimisation and learning.

43. Local boards have also provided feedback through the Waste Management and Minimisation Plan 2018 development process. A number of boards supported the establishment of community recycling centres in their area, with Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura stating the establishment of a southern community recycling centre should be a priority.

44. Staff will engage with local boards on individual sites in their local areas as new facilities are investigated and developed.

45. Staff attended workshops with local boards between 15 September and 14 October 2020 to present on the key points of the strategy refresh.

46. This report presents the draft Resource Recovery Network Strategy and seeks formal feedback from the local board ahead of Environment and Climate Change Committee adoption of the strategy in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

47. Mana whenua and matāwaka were engaged in the development of the 2018 Waste Management and Minimisation Plan and identified priority actions for Māori.

48. The draft Resource Recovery Network Strategy aligns to a number of the Māori priorities that were identified, in particular:

· protection of Papatūānuku by keeping waste from landfill

· developing respectful and innovative partnerships for waste minimisation in order to restore the ‘mauri’ of Papatūānuku

· nurturing relationships, looking after people, taonga and taiao

· fostering mutual respect.

49. The council also partners with Para Kore ki Tāmaki – a Māori-developed and implemented programme that integrates mātauranga Māori and zero waste principles and practices to support marae, Māori organisations, Kura Kaupapa Māori and Kōhanga Reo to divert significant quantities of recycling and organic waste from landfill.

50. The draft Resource Recovery Network Strategy was presented to the Infrastructure and Environmental Services Mana Whenua Forum on 11 September 2020, and then at a workshop on 14 September 2020. As a result of the workshop a number of mana whenua identified interest in potential opportunities for engaging with the development of the Resource Recovery Network.

Ngā ritenga ā-pūtea

Financial implications

51. The 2020/2021 net operating cost of the community recycling centres that are currently in operation is approximately $2.6 million per year. An additional budget of approximately $8.6 million spread over 10 years is proposed to fund new and existing sites.

52. Ongoing operational funding will mainly be provided through the solid waste targeted rate. Changes to the strategy will not result in any increase to the waste targeted rate until 2025 in order to maintain budgets during the post COVID-19 recovery and response phase. Any minor increases in operational expenditure over this period will be covered by waste levy funding from central government.

53. No operational expenditure is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

54. An additional $28 million in capital expenditure is proposed for the new resource recovery facilities, spread over ten years. The new facilities are proposed to be funded through the budget allocated to Auckland Council from the central government waste levy. The waste levy will increase incrementally from its current rate of $10 per tonne to $60 per tonne by 2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The key risks and mitigations associated with the revised Resource Recovery Network Strategy are outlined in Table 1.

Table 1: Resource Recovery Network Strategy key risks and mitigations

Risk	Mitigation
Community recycling centres will not be able to become financially viable.	The increase in the waste levy will provide a greater incentive to keep resources out of landfill and increase use (and revenue generation) of community recycling centres. It will also provide increased funding to the council to establish new facilities. The introduction of product stewardship schemes, such as a container return scheme will provide additional revenue for community recycling centres and attract new users of the facilities. Additional operational funding provided as proposed in the refreshed strategy will support the centres until sufficient revenue is generated.
Suitable sites will not be available for the proposed additional nine community recycling centres.	Staff are investigating a wide range of opportunities to secure sites, including new models of ownership and operation. This could include joint ventures or lease arrangements.
There will not be suitable operators to tender for the operation of the community recycling centres.	Staff are undertaking early engagement in areas where community recycling centres are planned to build capacity and link interested groups to existing operators and the national membership body for community recyclers, the Zero Waste Network.

Ngā koringa ā-muri

Next steps

56. Local board feedback will be included in a report to Environment and Climate Change Committee on 12 November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

57. Budgets to deliver the revised strategy will be sought through the Long-term Plan 2020-2031 process.

58. The Resource Recovery Network will continue to develop over the next 10 years, with the Western Springs and Onehunga Community Recycling Centres expected to be operational by the end of 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Resource Recovery Network Strategy	155

Ngā kaihaina

Signatories

Authors

Jenny Chilcott – Senior Waste Planning Specialist

Julie Dickinson – Principal Advisor Waste Planning

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - acting for Louise Mason, General Manager Local Board Services

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

Submissions and feedback on the draft Devonport-Takapuna Local Board Plan

File No.: CP2020/15209

Te take mō te pūrongo

Purpose of the report

1. To provide an overview of feedback and submissions received from public consultation on the draft Devonport-Takapuna Local Board Plan 2020.

Whakarāpopototanga matua

Executive summary

2. The Local Government (Auckland Council) Act 2009 requires that each local board complete a local board plan for adoption by 31 October of the year following election and uses the special consultative procedure (SCP) to engage with its communities.

3. In June 2020, the local board approved a draft Devonport-Takapuna Local Board Plan 2020 for public consultation. The consultation period ran from 13 July to 13 August 2020.

4. A total of 297 pieces of feedback was received, including 60 submissions through the online survey tool, 226 hard copy submissions and 3 pieces of feedback through social media.

5. Staff have prepared a report (Attachment A) summarising the results of the consultation.

6. All feedback will be available on the Auckland Council website at akhaveyoursay.aucklandcouncil.govt.nz/devonporttakapunaplan.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive submissions and feedback on the draft Devonport-Takapuna Local Board Plan 2020.

Horopaki

Context

7. The Local Government (Auckland Council) Act 2009 requires that each local board must:

· adopt its local board plan by 31 October of the year following an election

· use the special consultative procedure (SCP) to engage with their communities.

8. On 23 June 2020, Devonport-Takapuna Local Board approved the release of a draft Devonport-Takapuna Local Board Plan 2020 for public consultation.

9. The key features of the draft Devonport-Takapuna Local Board Plan 2020 were:

· An increased focus on environmental issues including the effects of climate change

· The inclusion of an outcome that considers maori outcomes and initiatives that will enable better maori engagement and input on issues facing maori in our local board area

The outcomes of the draft local board plan were:

1. Environment and heritage: Our natural environment, heritage features and cultural taonga are celebrated, protected and enhanced.

2. Parks, facilities, and open spaces: Our parks, sports fields, community facilities, beaches and open spaces are well maintained to meet the recreation and social needs of our growing population.

3. Community participation and wellbeing: Our communities, including Mana Whenua, feel connected and supported to plan, deliver and participate in activities and services in their local areas.

4. Transport and access: Our communities have access to an affordable, efficient and integrated public transport system. A safe and accessible network of roads including cycle lanes, footpaths, and walkways will safely connect people to their desired destinations.

5. Opportunity, prosperity and growth: Our vibrant town centres attract and support new and existing businesses, and give locals and visitors opportunities to work, shop and play.

6. Māori values ngā tikanga a te Māori: Our unique Māori history, values and stories are told, celebrated, and embedded into our areas.

10. In addition to understanding the needs and aspirations of the community, feedback was sought on how the local board can support the community and local businesses in recovering from the impact of COVID-19.

How we consulted

11. The consultation was held between 13 July and 13 August 2020. A range of engagement activities were undertaken to encourage the public to have their say, with a focus on digital and online platforms:

· Public submissions: These were hard copy and online collected via email, post, libraries, service centres, local board offices, People’s Panel and the online survey tool akhaveyoursay/lovelocal

· Have Your Say: A Face-to-face and Skype enabled engagement event was held on Tuesday 4 August 2020.

· Informal engagement sessions were people were encouraged to learn about the local board plan and submit feedback were held on Saturday 25 July at Glenfield Greyhounds Rugby League Open Day on Sunnynook Park and on Saturday 1 August 2020 at Devonport and Takapuna libraries.

· Social media: Comments were received on the Devonport-Takapuna Local Board Facebook page.

12. The following community partners held events:

· ActiveAsian held an event at Harbour Sport in Albany

· Younite held lunchtime events at Takapuna Grammar School on 31 July 2020 and at Westlake Girls High School on 7 August 2020.

13. In response, the local board received the following feedback:

· 60 submissions through the online survey tool

· 226 hard copy submissions

· 3 pieces of feedback via social media and

· 8 submissions received at the Have Your Say event.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of consultation feedback

14. The results and analysis of the public consultation will form the basis for the development of the final local board plan.

15. Staff have prepared a report (Attachment A) summarising the results of the consultation.

16. A total of 297 pieces of feedback were received. Submitters indicated that they are generally in support of the direction and intent of the plan. A total of 84% of respondents strongly agreed or mostly agreed that the plan reflects their needs and aspirations for their communities over the next three years. Of the 8% of respondents who strongly or mostly disagreed that the plan did not reflect their needs or aspirations many commented that the plan is too aspirational with insufficient budget and project delivery information being available.

17. Transport and the environment were the subjects that people felt most strongly about. Congestion, the effects of climate change, water quality and the provision of adequate community facilities and infrastructure are what the public would like the local board to focus on over the next three years. The remaining submitters either were unsure, 37%, with 7% disagreeing that the plan likely to aid businesses recovery.

Impact of COVID-19

18. Overall, 56% felt the plan would help the community recover from the impact of COVID‐19, while 7% did not. The remaining 37% were unsure.

Publishing the results of public consultation

19. To conclude this phase of the local board plan development, staff recommend that the local board receive the submissions and feedback for consideration.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Receiving the submissions and feedback has a neutral climate impact. The submissions are available online to reduce the printing of hard copies.

21. The draft Devonport-Takapuna Local Board Plan 2020 reflected the impacts of predicted climate change. It considered such impacts as increasing temperatures, rising sea levels and changing rainfall patterns on the local board area.

22. The climate impact of any initiatives the Devonport-Takapuna Local Board chooses to progress will be assessed as part of the relevant reporting requirements and project management processes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Staff will work closely with the local board in the development of the final plan.

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

Local impacts and local board views

24. The Devonport-Takapuna Local Board will consider all submissions and feedback to the draft Devonport-Takapuna Local Board Plan 2020 prior to adopting the final local board plan in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

25. The draft Devonport-Takapuna Local Board Plan 2020 was developed with consideration given to existing feedback from mana whenua and mataawaka.

26. The local; board partnered with Hapai te Haora to assist Māori to engage in the preparation of the local board plan. This resulted in 2 submissions being received via Hapai te Haora.

27. Of the 297 pieces of feedback received 21 were from those who identified as Māori.

Ngā ritenga ā-pūtea

Financial implications

28. There are no financial implications associated with receiving the submissions and feedback.

29. Budget to implement initiatives and projects is confirmed through the annual plan budgeting process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. There is a risk relating to managing public expectations. The process of consultation is likely to have raised expectations as to the inclusion of the communities’ priorities and aspirations, while the full social and economic effects of COVID-19 are still being determined.

31. The local board will consider all submissions and feedback before making changes to the draft Devonport-Takapuna Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

32. The submissions and feedback are available on the Auckland Council website.

33. The Devonport-Takapuna Local Board will adopt the Devonport-Takapuna Local Board Plan 2020 on 3 November 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of feedback on the draft Devonport-Takapuna Local Board Plan 2020	171
b ⇩	Local Board Plan 2020 Devonport-Takapuna Local Board: WRITTEN FEEDBACK Vol. 1 (1–250)	185
c ⇩	Local Board Plan 2020 Devonport-Takapuna Local Board: WRITTEN FEEDBACK Vol. 2 (251-297)	771

Ngā kaihaina

Signatories

Authors

Maureen Buchanan – Local Board Advisor

Meaghan Fisher - Engagement Advisor

Authorisers

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

20 October 2020

PDF Creator

Devonport-Takapuna Local Board

20 October 2020

PDF Creator

[1] Local Government (Auckland Council) Act 2009, section 15(2)(c).

[2] Local Government (Auckland Council) Act 2009, ss15-16.

[3] Local Government Act 2002, Schedule 7, clause 36D.

[4] Some businesses were involved in an ATEED intervention for both Destination- and Economic Development-related activities, hence the numbers adding to over 3726. Business names must remain confidential for privacy reasons.

[5] Auckland Convention Bureau is responsible for positioning Auckland as a premium business events destination and for sales and marketing activity to grow the value and volume of business events in Auckland.

[6] This does not reflect all filming that takes place in studio, private property or low impact activity that does not require a permit.

[7] This includes local board fees only, other permit fees are directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.

Chairperson	Aidan Bennett, QSM
Deputy Chairperson	George Wood, CNZM
Members	Trish Deans
	Ruth Jackson
	Jan O'Connor, QSM
	Toni van Tonder

Community Group	Castor Bay Tennis Club Incorporated
Name and Location of Land/Facility	15 Midway Avenue, Midway Reserve, Castor Bay.
Local Board Area	Devonport-Takapuna Local Board.
Group representative	Ian Duff (President)
Community Lease Specialist	Deepal Chand, Community Lease Specialist

Local Board (LB) and Auckland Plan (LP) Outcomes	Performance Measure	Objectives	Achievements
Community
LB Outcome 4: Quality parks, beaches and open spaces that everyone can enjoy	1. Maintain the facility to a good condition, including routine maintenance of the building and astro turf courts on a regular basis.	Develop a facility maintenance plan.	Annual report.
LB Outcome 4: Our communities are empowered, engaged and inclusive. Continue to provide outdoor fitness activities for all ages as part of promoting healthy lifestyles. AP 5: Promote individual and community well being through participation and excellence in recreation and sport. Provide opportunities for all Aucklanders to participate in recreation sport.	2. Provide opportunity for community to get involved and get physically active.	Deliver tennis programmes that are inclusive for all the Devonport-Takapuna community to participate in. 3. Maintain or grow the number of members involved in the sport. Ensure fees are comparable with other similar tennis clubs in the region. Maintain an online booking system to allow for casual players to utilise the facility when exclusive use is not required.	Annual report.
Maori
AP: A Maori identity that is Auckland’s point of difference in the world.	4.	5. Engage with Maori regarding club programmes and activities to encourage involvement.	6. Evident of engagement when appropriate.
7. Environment
LB Outcome 4: A place of natural beauty and rich culture. AP 7: Acknowledge that nature and people are inseparable.	8. Promote recycling and good environmental practises to users of the club facilities. 9. 10. Maintain effective, frugal use of services and waste minimisation.	11. Ensure recycling bins or systems are available and utilised by users of the facility.	12. Annual report.

Author	Rhiannon Foulstone-Guinness - Democracy Advisor
Authoriser	Eric Perry - Local Area Manager