Agenda of Kaipātiki Local Board

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Auckland Transport October 2020 monthly update	9

Kaipātiki Local Board

21 October 2020

Allocation of Kaipātiki Local Board Transport Capital Fund

File No.: CP2020/14870

Te take mō te pūrongo

Purpose of the report

1. For the Kaipātiki Local Board to allocate its Local Board Transport Capital Fund (LBTCF) for financial year 2020/2021 to transport projects in its area.

Whakarāpopototanga matua

Executive summary

This report outlines:

2. Confirmation of the Kaipātiki Local Board’s transport capital fund allocation for 2020/2021 as $254,233;

3. An update on the current status of Kaipātiki Board’s LBTCF projects; and

4. An overview of the various options the Kaipātiki Local Board could choose to allocate its LBTCF in the 2020/2021 financial year.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) allocate $150,000 of the 2020/2021 local board transport capital fund to the Bayview Refuges project.

b) allocate $20,000 of the 2020/2021 local board transport capital fund to the Pupuke Road Cycle access project.

c) allocate $15,000 of the 2020/2021 local board transport capital fund to the Rangatira/Tramway Bus Shelter project.

d) allocate $20,000 of the 2020/2021 local board transport capital fund to the Rangatira Peace Garden Path project.

e) allocate $20,000 of the 2020/2021 local board transport capital fund to the Kaipātiki Wayfinding Signage project.

f) allocate $30,000 of the 2020/2021 local board transport capital fund to the Northern pathway Connections project.

Horopaki

Context

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

6. Any LBTCF projects selected must be safe, must not impede network efficiency, and must be located in the road corridor or on land controlled by Auckland Transport (though projects running through parks can be considered if there is a transport outcome).

7. Auckland Council consulted on an Emergency Budget in May-July 2020 to take into account the effects of COVID-19 on its financial position. This has affected the amount of funding available to local board to deliver LBTCF projects.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

8. Following the setting of the Emergency Budget the LBTCF programme received $5,000,000 for the 2020/21 year for allocation across the 21 local boards.

9. Decisions about the 2021/2022 and 2022/2023 financial years will form part of the Long-term Plan/Regional Land Transport Plan discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID crisis.

10. Advice from the Finance Department set the following criteria for the fund following the setting of the Emergency Budget:

· The $5,000,000 for 2020/21 will be split using the Local Board Funding Policy

· Currently, with budgets unknown for financial years 2021/2022 and 2022/2023, Boards are unable to combine future years allocations into a single project.

· Boards are encouraged to target delivery of smaller projects or complete design and documentation for a project that can be physically delivered in 2021/2022.

11. The Kaipātiki Local Board’s share of the 2020/2021 allocation is $254,233.

Status Update on current LBTCF Projects

12. The list of current Kaipātiki Transport Capital Fund projects and current status is as follows:

Project Name	Status	External Consultation Complete	Estimated Cost to Complete
Bayview Refuges (Board approval for project is $238,000, spend to date is $64,653, remaining budget $173,347)	2 of the 3 sites in this contract were completed in 2019, the remaining project in Lynn Road has been held up due to unexpected and urgent Auckland Council works but is in a committed contractual situation.	Yes	$150,000
Birkenhead Memorial Shared Path	Project being delivered by Community Facilities. Detailed design is complete, and project is ready to tender	N/A	$420,000
Pupuke Cycle Access	Simple improved bike access proposed to improve access for cyclists onto accessway. Ready to tender	Yes	$20,000
Rangatira/Tramway Bus Shelter (Board Contribution only)	Detailed Design and approval process in progress. Will be ready to construct subject to funding being available in November	Yes	$15,000 (contribution only)
Rangatira Peace Garden Path	Not yet commenced	No	$20,000
Kaipātiki Wayfinding Signage	Not yet commenced	No	$80,000
Northern Pathway Connections	Not yet commenced	No	Not yet assessed

13. All of the projects where the Board has allocated funds are able to be delivered over the next two financial years providing potential budgets are confirmed for 2021/2022.

14. A brief synopsis of each project is as follows:

Bayview Refuges

15. This project was contracted in 2019 and included 3 safety works sites in Bayview Road, Rangatira Road and Lynn Road. The first two sites were completed last financial year, but the third and largest, a raised table and zebra crossing in Lynn Road, was delayed unexpectedly by the formation of a large tomo in Lynn Road. This has required Auckland Council to lay a new stormwater line through the area which has delayed the commencement of the raised table for several months. We have been advised the Council project is due for completion in early October, which will allow the work on the raised table crossing to now be completed during October and November. As the works are contractually committed the cost this year of $150,000 to build the crossing must therefore be part of this year’s allocation.

Birkenhead Memorial Shared Path

16. This project is being delivered by Community Facilities and they advise that the project is now ready for tender. They also advise that the project is best delivered as a single project during the summer months and therefore it is recommended that this project be ‘paused” for now and delivered fully in the next financial year when funds are confirmed.

Pupuke Cycle Access

17. This project is to improve access for cyclists to utilise the existing off road accessway in Birkenhead Avenue opposite Pupuke Road.

18. The accessway is not wide enough to provide a separated cycle path but with some modifications to the entranceway it will improve safety of cyclists who wish to use the accessway in a shared capacity as they do now.

19. The estimated cost of that work is $20,000 and is ready to be procured.

Rangatira/Tramway Bus Shelter

20. This project has been developed by AT Metro as is currently in the final stages of design and formal resolutions.

21. The Board have allocated a contribution to the project of $15,000.

22. Should the Board confirm its contribution for this financial year works could be procured in November.

Rangatira Peace Garden Footpath

23. This is a new project that the Board allocated $20,000 to in June 2020

24. Following the Board’s confirmation of projects based on the new Emergency Budget allocations, this project could be commenced and delivered this financial year.

Kaipātiki Wayfinding Signage

25. This is a new project that the Board allocated $80,000 to in June 2020

26. Following the Board’s confirmation of projects based on the new Emergency Budget allocations, this project could be commenced and delivered split over the next two financial years. Suggested contribution to commence this project this financial year is $20,000.

Northern Pathway Connections

27. This is a new project that the Board asked to be investigated in June 2020.

28. Discussions with New Zealand Transport Agency will be undertaken. Should the Board wish AT to do some initial investigation and scoping work it is suggested an allocation of $30,000 would be needed.

Proposed Allocations

29. Below is a suggested project options from AT and CF staff to match with the potential annual allocations.

30. These options are a starting point for discussion and try to provide a balanced response to the new financial situation

Project	Estimated Cost to Complete	2020/2021 Budget	2021/2022 Budget	2022/2023 Budget	Comment
		$254,233	$523,841	$523,841
Bayview Refuges	$150,000	$150,000			Committed project
Birkenhead Memorial Shared Path	$420,000		$420,000		Deliver when full funding is available in a single financial year.
Pupuke Cycle Access	$20,000	$20,000
Rangatira/Tramway Bus Shelter (Board Contribution only)	$15,000	$15,000
Rangatira Peace Garden Path	$20,000	$20,000
Kaipātiki Wayfinding Signage	$80,000	$20,000	$30,000		Split project delivery over 2 financial years and reduce quantum
Northern Pathway Connections	Not yet known	$30,000	$73,841	$523,841	Arbitrary costs only to utilise remaining funds until investigation works, and costings carried out
		$255,000	$523,841	$523,841

Summary

31. The key outcome from the workshop is for the board to confirm projects to utilise the 2020/2021 allocation to the LBTCF of $254,233 so that these projects can be constructed, or prepared for construction as soon as possible.

32. The table indicates that all apart from possibly some of the Northern Pathway Connections can be delivered over the political term.

33. The final decision on prioritisation rests with the local board and at the workshop Auckland Transport staff will be available to discuss this advice and to work through options with the board.

Next steps

34. Board to consider the options presented and give direction on whether they wish to ratify the option or prioritise projects in a different manner.

35. It should be noted that only 2020/2021 projects are critical at this time. The Board can confirm projects for 2021/2022 and 2022/2023 once the Long-Term Plan budget is completed and actual budgets for those years are known.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. The impact of information in this report is mainly confined to Auckland Transport. Where LBTCF projects are being progressed by Auckland Council’s Community Facilities group, or another part of the council family, engagement on progress has taken place. Any further engagement required with other parts of the Council group will be carried out on an individual project basis.

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

Local impacts and local board views

39. The projects suggested for allocation have been subject to workshops with the board over a period of time and are projects that the board have supported.

40. The Northern Pathway Connections is a new project initiated by the board by resolution in June 2020.

Tauākī whakaaweawe Māori

Māori impact statement

41. Any engagement with Māori, or consideration of impacts and opportunities, as result of decisions in this report, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

42. There is currently $254,233 in the Board’s transport capital fund for 2020/2021.

43. The options outlined above give the Board choices to which funds can be allocated. The Board is advised to commit all of the 2020/2021 budget as soon as possible.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. There is a risk that the any unallocated funds from the 2020/2021 LBTCF will not be able to be carried into the new financial year.

Ngā koringa ā-muri

Next steps

45. AT will report back monthly on progress.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Neil Prendiville – Programme Manager

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit – Auckland Transport

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Concept design approval for the upgrade of the toddler park at Jean Sampson Reserve

File No.: CP2020/14448

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the concept design for the upgrade of the play space at Jean Sampson Reserve and to progress the project to detailed design, procurement and physical works.

Whakarāpopototanga matua

Executive summary

2. Jean Sampson Reserve play space was identified by the Kaipātiki Local Board as an important playground for the community, especially for families with small children.

3. The local board has allocated $250,000 of locally driven initiative (LDI) funding towards the upgrade of the play space with a focus on the toddler age group (zero to five years). The project commenced in the 2018/2019 financial year and was approved as part of the Community Facilities Work Programme (resolution number KT/2018/142).

4. To date, community consultation has been undertaken through an initial neighbourhood survey. The feedback has helped to inform the project and assist in shaping the requirements for the concept design.

5. At the Kaipātiki Local Board workshop on 26 June 2019, concept ideas and the planned approach were presented and discussed.

6. On 11 December 2019 a report was submitted to the Kaipātiki Local Board for approval of the concept design, but a decision was deferred pending further discussions between the local board and staff regarding preferred design elements, costings and project phasing.

7. A new concept design, based on further feedback from the local board, was in development when the COVID-19 pandemic arrived in New Zealand. The lockdown levels caused all works to be placed on hold until July 2020.

8. Once the Community Facilities work programme had been re-prioritised, the new budget for this project was confirmed as $287,833.90 (resolution number KT/2020/76) to accommodate some renewals elements required and works on the design continued.

9. While the project was on hold the internal review of the rough cost estimate and allocated budget made it clear that a design change was required to ensure the project could be delivered within budget. The design was re-visited to manage costs and ensure the sought outcomes could be achieved.

10. This led to two alternative landscape design options being identified. These, together with some revised play element options, were presented to the Kaipātiki Local Board in a memo and at a workshop on 02 September 2020.

11. Following the workshop, feedback was received, and the preferred concept option was confirmed in principle (refer to Attachment A to the agenda report entitled “Jean Sampson Concept Plan”) subject to formal approval in this report. Furthermore, feedback on preferred play equipment options was received and will be included in the detailed design stage.

12. It is anticipated that the physical works will commence in March 2021.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the recommended concept design (refer to Attachment A to the agenda report entitled “Jean Sampson Concept Plan”) for the upgrade of the toddler park at Jean Sampson Reserve and agree to progress the project to detailed design, procurement and physical works.

Horopaki

Context

13. The Jean Sampson Reserve toddler play space was identified as an important play space for the Northcote community. It is the only neighbourhood play space on the Northcote Point peninsula.

14. Jean Sampson Reserve is defined by a wide rectangular open space, with the play space clustered in the north-eastern corner of the reserve against residential fence lines. The current play space is separated from the street by the basketball half court, as well as the newly installed toilet building.

15. During an initial site visit it was confirmed that maintaining a toddler-friendly play space, with good access for strollers and wheelchairs, would not be possible within the current footprint. Access to the play space and adjacent seating area is only available by crossing the basketball half court. There is no ramp access for wheelchairs or families with prams.

16. The ‘Play and Sunsmart Provisions report’ (October 2018) outlines that the early childhood age group (one to four years) is projected to have the highest relative proportion in this census area, but also recognises an increase in the junior and senior age groups (10 to 14 years).

17. The current playground equipment consists of a two-bay swing, a see saw, playhouse, steppers and a fire engine.

18. Both the swing set, as well as the fire engine, will be retained in the new design.

19. Initial consultation with the community was undertaken by way of a neighbourhood survey in May 2019. Consultation with iwi took place at the North West Mana Whenua Forum in June 2019 to help inform and shape the design.

20. The results were presented to the local board at a workshop on 05 June 2019. The feedback from the community (as previously reported to the local board) was mixed but highlighted the following as important for consideration in the upgrade of this play space:

¡	Jean Sampson Reserve play space is a well-used play space – 49 per cent of respondents indicated use of the playground at least a few times per week or more.
¡	Based on the 164 participating households, 35 per cent of children were under the age of five, closely followed by children five to seven years (22 per cent) and children 17 and over (14 per cent).
¡	Top three favourite play elements of respondents are swinging, climbing and natural play.
¡	While many supported the focus on early childhood there were many responses relating to older age groups and asking for equipment to cater for all ages.

21. The community feedback and general project scope was the basis for the concept ideas that were presented and discussed with the local board at the workshop in June 2019.

22. Based on the feedback received the concept was updated and submitted to the Kaipātiki Local Board for approval in December 2019. A decision on the concept design was deferred pending further discussions between the local board and staff regarding preferred design elements, costings and project phasing. The Chairperson, Deputy Chairperson and Member Paula Gillon were delegated to work with staff on redeveloping the concept design prior to it being presented to the board for formal approval (resolution number KT/2019/231).

23. An additional site meeting took place and the delegated local board members clarified the shortfalls of the previous design. A new concept plan was presented to the wider local board at a workshop on 26 February 2020.

24. A number of queries raised at the workshop were being worked through when the COVID-19 pandemic arrived in New Zealand and the lockdown levels forced the project to be put on hold.

25. The implications from the pandemic also affected the Community Facilities work programme and it became clear that the design, as presented at the February workshop, could not be delivered as it was heavily dependent on additional funds being allocated to the project.

26. With the project budget now becoming a key constraint another meeting was held with the delegated local board members on 03 July 2020 to discuss implications on the design and confirm key requirements.

27. The outcome was two landscape design options and a number of play elements that could be selected for the play space. These results were presented at the workshop on 02 September 2020 where feedback was sought on the preferred landscape design option, preferences in play elements, and an indication for staged upgrades of the play space for future years.

Tātaritanga me ngā tohutohu

Analysis and advice

28. The key elements of the concept design are outlined below and are to be read in conjunction with the Concept Plan, refer to Attachment A to the agenda report entitled “Jean Sampson Concept Plan”.

29. The design has been developed considering the current play compliance standards (NZS 5828:2015). The design has also been reviewed by a qualified play space specialist to ensure that the design achieves good play value, and a balance between challenging activities and safety.

30. The design also considers the projected population growth for the residential area around Jean Sampson Reserve, as outlined in the Play and Sunsmart Provisions report based on the 2013 census data. The focus remains on the age group zero to five years, however provisions have been made for older children (ages five to 14 years) to allow for better utilisation of the space, and to cater for the projected age range of children.

31. The recently installed toilet building improves the amenities within the reserve and is a good addition to the toddler play area. The concept aligns the new toddler play space adjacent to the toilet building and will allow easy access.

32. At present the play space can only be accessed via the basketball half court. With the new arrangement, the play spaces will be accessible via a new concrete path next to the basketball court.

33. The basketball court is of average condition and while a future renewal and relocation of the court was discussed as a future upgrade of the reserve, the current project focused on enhancing the current basketball court. The project endeavors to create an extension of the court (adding courtsides) and full coating in line with FIBA standards, if the budget allows for it. If not, at a minimum, the court will receive basic linemarking.

34. The toddler play area will remain at the back of the reserve but the space closest to the basketball court will include a buffer planting strip to clearly separate the two activities and allow for smaller children to play safely without interference of the older age groups.

35. This planting strip, starting next to the basketball court and running along the eastern boundary will provide greater privacy for surrounding neighbouring properties, and also provide a possible decrease in noise levels.

36. The toddler play space will be fenced in using a white picket fence that will align with the design of the toilet building and the general character of the area.

37. While the fence will provide safeguarding for younger kids it will not interfere with visibility throughout the park and thereby continue to support crime prevention goals (CPTED). The play spaces and toilet block are fully visible from the street. Any planting outside the fenced area will remain low and any trees potentially planted within the fenced area will be located in a way that they will not obscure views.

38. The seating from the former hoggin gathering space will be relocated to an area behind the basketball court and within the fenced play area.

39. The existing swings are in good condition and will be retained as part of this project, as well as upgraded to include a basket swing. They are to be relocated to the outside of the fenced play area and will enable use by both younger and older children alike.

40. The fenced in play area will consist of a mix of play elements. These play elements were discussed with the Kaipātiki Local Board during a workshop in September 2020. The feedback on preferred play items will be incorporated as part of the detailed design stage. Below is an outline of the key elements that will be included:

a) Natural play items
The natural play items will form part of the planting strip along the eastern boundary of the reserve. The area will allow children to connect with nature and will host balancing beams, posts, a clatter bridge and a variety of planting that invites exploration.

b) Large sandpit
A large sandpit, framed by a circular concrete path will form part of the fenced play space and allows for hours of fun and exploring.

c) Feature mound
One of the key features in this play space will be the mound with a tunnel, double slide and rock-climbing holds for intrepid explorers, encouraging toddlers to test their climbing skills.

d) Interactive panels and musical elements
A number of interactive panels and musical play elements will be spread across the play space and will inspire exploration. Young children can discover how the elements respond to their actions. This supports cause-and-effect understanding and logical thinking. The musical elements arouse a sense of intrigue and encourage participants to explore sounds and the concept of music making.

e) Featured freestanding tactile play corner
The proposed creative workshop inspires interaction and social play, as do the numerous tactile elements. The openness from one side to another creates two play spaces for shared or separate play opportunities for multiple children.

f) Picnic area
To allow for a space for parents to gather and for breaks during play. Picnic tables will also be integrated into the fenced play space.

41. Not all locations for equipment have been confirmed in the Concept Plan, as their placement depends on the correct spacing relating to the New Zealand Playground Standards (NZS 5828:2015).

42. The design also accounts for the need for shade sails. Initially the use of mainly natural shade was considered, however the layout of the play space has since changed and relying mainly on natural shading is no longer an option.

43. A proposal for shading of the toddler play area has been received and will be further assessed during the detailed design stage. It should be noted that the installation of the shade sails will be delivered through the “Local Board Sunsmart priorities for Playspaces“ project (Community Facilities work programme SharePoint ID 3089). Delivery of the play space upgrade and the installation of the shade sails are scheduled to be delivered concurrently.

44. The layout of the play space will generally provide versatile opportunities for the future development of both the play space as well as the wider reserve. The Kaipātiki Local Board members had indicated an interest in future upgrades to the play space. These include:

· the relocation of the basketball court

· additional play equipment at the current basketball site

· barbeque and picnic facilities outside fenced area

· a learn-to-ride track around perimeter of reserve

· adult fitness equipment around the path.

45. These improvements are excluded from the scope of this project. The Community Facilities Work Programme Lead will however be requested to capture the items for future consideration by the local board as part of work programme discussions.

46. While the overall focus of this project is on the upgrade of the play space as a toddler park, it provides a balance of activities within the reserve. The improvements to the basketball court and the swing will also cater for older children. By maintaining the free open feel of the remainder of the reserve it allows for other recreational uses of the reserve.

47. It is therefore recommended to approve the design for Jean Sampson Reserve play space and to allow the project to continue to detailed design, procurement and physical works.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. The impact on the climate and long-term maintenance was considered when sourcing play equipment. Local play equipment suppliers were identified without requiring sourcing from oversees suppliers.

49. The existing furniture and some of the play equipment that are still in good condition will be re-used and refurbished rather than replaced with new items.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. The views of the Community Services team were sought, and they support the project as it provides improved services to the community.

51. The Community Facilities Operational Management and Maintenance team also support the upgrade, as it will improve the quality of the park.

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

Local impacts and local board views

52. The play space is recognised as the only neighbourhood play space on the Northcote Point peninsula, and the upgrade will provide additional play value and improve usability. The project therefore aligns with the outcome of the Kaipātiki Local Board Plan 2017, to improve recreational facilities for the local community to enjoy.

53. The concept design was discussed with the local board in detail. While the initial design from local board was mixed, the updated design received positive feedback. Changes requested by the local board have been incorporated in the concept design.

54. The neighbourhood survey undertaken in April 2019 indicated support by about 95% of respondents for the upgrade of the play space.

Tauākī whakaaweawe Māori

Māori impact statement

55. The project was presented at the Parks and Recreation - North West Mana Whenua Engagement Forum on 5 June 2019. While general interest in greater inclusion of Māori elements in projects was discussed, no feedback was received for this specific playground design.

56. During the initial assessment of the play space, it was noted that there would be limited opportunities to integrate Māori play elements effectively. Other play spaces within the Kaipātiki Local Board area (such as Camelot Reserve and Windy Ridge play spaces) have been identified as more suitable and will be considered.

Ngā ritenga ā-pūtea

Financial implications

57. The project initially had a total budget of $250,000 which was allocated from the local board’s Locally Driven Initiative (LDI) budget (resolution number KT/2018/142). This was increased to $287,833.90 (resolution number KT/2020/76) in the 2020/2021 Community Facilities work programme which includes an amount of $28,833.90 for renewing existing assets as part of the redevelopment.

58. The below overview outlines the cost estimate:

59. The above cost estimate is indicative only and costs may change based on the detailed design and tender results. The selection of play elements may vary slightly based on how they can be placed within the playground during the detailed design phase. The play elements need to be compliant with NZ Playground equipment and surfacing standard NZS 5828:2015, in regard to minimum free zones and fall zones. If any elements would have to change, every endeavor will be made to replace them with an item as close to the initial brief as possible.

60. The above cost estimate includes improvements to the basketball court. These improvements will only be included if it is confirmed that the project can be delivered within budget. If this is not possible, the aim will be to improve the basketball court with simple line marking.

61. The shade sails planned for the toddler play space are not included in the above cost estimate, as they will be delivered as part of the “Local Board Sunsmart priorities for Playspaces“ project (Community Facilities work programme SharePoint ID 3089).

62. The above costs do also not include costings for future development stages. Feedback on items to include in future additions to the play space, as well as available indicative costings will be passed on to the Community Facilities Work Programme Lead for consideration and inclusion of a new project in a future Community Facilities work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. Consultation with the community on the concept design may lead to feedback requiring major changes to the design. This would cause delays in the delivery of the project.

64. Funding for further consultation is currently unavailable. If additional consultation is sought by the Kaipātiki Local Board, further funding would have to be allocated. It is envisaged that local residents will be updated using social media posts, the erection of a temporary sign at Jean Sampson Reserve and a letter drop (to immediate neighbours) that will outline the design and provide contact details for feedback.

65. Due to the COVID-19 pandemic it is likely that impacts are still to be expected in future which may have financial and scheduling impacts on this project. Every effort will be made to tender the works as soon as possible, to ensure that there is sufficient time to work on the delivery schedule with the successful contractor, and to define actions in case of further lockdowns and or other constraints. Financial implications from such delays will have to be monitored and will be addressed as soon as they arise. Consideration will be given to whether alterations to the delivery programme will have to be made to ensure a successful outcome to the project.

66. While most of the play equipment is available in New Zealand, there may be delays in the sourcing of some play elements due to extended lead times expected owing to the impacts of the COVID-19 pandemic on the delivery chain. The lead times will be reviewed prior to ordering equipment. Working closely with the play equipment suppliers will ensure that material is made available on time.

Ngā koringa ā-muri

Next steps

67. The estimated timeframes assume successful and timely completion of each identified project step:

Detailed design Once the concept design option is approved by the local board the development of the detailed design can be progressed.	November 2020
Procure build partner The tender will be released.	December 2020
Community Engagement – Project Update Once the design has been completed, a project update will be prepared and communicated to the community via social media, posters on site and letter drops	December 2020
Physical works Accurate commencement and duration of physical works will be confirmed once tendering is complete	March - June 2021

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment A Jean Sampson Reserve Concept Plan	31

Ngā kaihaina

Signatories

Authors	Barbara Heise – Senior Project Manager (Ops)
Authorisers	Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Draft Glenfield Centre Plan- approval for consultation

File No.: CP2020/11923

Te take mō te pūrongo

Purpose of the report

1. To approve the draft Glenfield Centre Plan for public consultation.

Whakarāpopototanga matua

Executive summary

2. The draft Glenfield Centre Plan is a 30-year plan for Glenfield town centre and its nearby neighbourhoods. It sets out the vision and key outcomes for the plan area relating to community and culture, economic development, urban design, transport, open space, the natural environment and heritage. It also sets out a series of ongoing, long, medium and short-term actions that together deliver these outcomes.

3. Engagement with mana whenua took place in November 2019 and initial public engagement was undertaken in February 2020. Ideas from this engagement, along with advice from subject matter experts at council and council-controlled organisations (CCOs), have informed the development of draft Glenfield Centre Plan.

4. Public consultation on the draft centre plan is proposed to take place for three weeks, from 9 November to 30 November 2020. There will be opportunities for the public to provide feedback online as well as at the Glenfield Library during this time.

5. Feedback from the public consultation will be used to inform the final version of the Glenfield Centre Plan. At this stage it is planned that the final centre plan will be reported to the local board for adoption in early 2021.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the draft Glenfield Centre Plan shown in Attachment A of the agenda report for public consultation.

b) delegate the final approval of any minor amendments or corrections in the draft plan document to the Chairperson and Deputy Chairperson.

Horopaki

Context

6. A centre plan for Glenfield is a key initiative in the Kaipātiki Local Board Plan 2017. In recognition of this, in 2017 the Kaipātiki Local Board requested that the Plans and Places department develop a plan for Glenfield, which was agreed for delivery in 2019/20 through the local board’s work programming process. A working party of local board members was established to provide direction and develop plan content with the project team.

7. The project team has now developed the draft Glenfield Centre Plan (refer to Attachment A of the agenda report). The draft plan has been informed by specialist inputs and feedback. Initial engagement with mana whenua, stakeholders and the general public was undertaken between November 2019 and March 2020. The project team received many ideas during these meetings and events, and these have informed the outcomes and actions proposed in the draft centre plan. Specialist teams within council and the CCOs have provided information about the existing environment and priority issues and opportunities for the area.

8. The draft Glenfield Centre Plan is a 30-year plan that sets outs a vision, outcomes and actions for the plan area. The plan area is focussed on the Glenfield town centre and the area that is generally within walking distance from the town centre. The overall vision for Glenfield in the draft centre plan is:

Glenfield town centre is a place for people. It is easy to get around, celebrates the local landscape, diversity and heritage. It is the heart of the community and brings people together to shop, work, get active and have fun.

9. The draft plan is arranged into the following outcome areas:

· community and culture

· economic development

· urban design

· transport

· open space and recreation

· natural environment and heritage.

10. The upcoming public engagement period will enable local stakeholders and the general public to review and provide feedback on the draft Glenfield Centre Plan. The engagement will largely be online due to limitations and uncertainties relating to Covid-19. However, there will be virtual ‘drop-in sessions’ where people can join in to discuss the plan with the project team. There will also be a display with hard copy materials available at the Glenfield Library.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The draft plan has been prepared and the next phase is to seek feedback from stakeholders and the public. It has been developed to reflect technical inputs from across council and inputs from local stakeholders and the community.

12. Feedback will be used to confirm the content of the plan and to refine and amend it where necessary. This will ensure that the plan reflects the priorities of the local community and that the final version of the plan has considered a full range of inputs.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The draft plan considers what Glenfield needs over the next 30 years. A key part of this involves considering the impacts of local residential, business and population growth, which are provided for through zoning in the Auckland Unitary Plan (Operative in Part) 2016. Growth-related impacts that particularly relate to climate change include the impacts of and on transport, the natural environment, open spaces and the design of buildings and spaces.

14. The transport section of the draft plan focusses on providing a range of transport options for people in, to and through the centre and a strong focus on active modes (including walking and cycling). The outcomes and actions seek to promote forms of transport other than private vehicles and the use of electric vehicles. This includes designing the centre in a way that is easy and safer to get around by foot and providing facilities such as cycle stands and e-vehicle chargers.

15. The natural environment and open space sections of the plan seek better outcomes for green spaces in the plan area, including increased tree coverage. The plan also highlights the need for shade and enhanced vegetation in parks, to ensure that people are able to continue to enjoy these spaces in times of extreme weather events.

16. The design of buildings and spaces is discussed within the urban design section of the plan. For privately owned sites the plan encourages the uptake of sustainable design elements and cycle facilities. Sustainable design is noted as a key consideration for public buildings.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The draft plan has been developed in consultation with specialists from teams across council. Staff from these teams have provided information about the current context for Glenfield, as well as local issues, priorities and opportunities relating to their specialist subject area.

18. Staff from Auckland Transport (AT) have been involved in the development of the draft plan. AT will consider feedback received on the draft plan and any changes required.

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

Local impacts and local board views

19. The Kaipātiki Local Board has provided input into the draft Glenfield Centre Plan through the Glenfield Centre Plan working party and local board workshops. These workshops have taken place regularly through the development of the draft plan to discuss project updates, public feedback and the emerging content of the draft plan. The final draft Glenfield Centre Plan (refer to Attachment A of the agenda report) incorporates the feedback and suggestions made by local board members at the last workshop, which was held on 2 September 2020.

20. Local stakeholders and the local community have provided inputs into the draft plan through attending initial engagement events, providing comments on feedback forms and having discussions with staff. Local stakeholder events included with Glenfield College, community organisations, Glenfield Intermediate School and local businesses. Public engagement events were held at the Glenfield Markets, Glenfield Mall, Glenfield Library and at the Glenfield Pool and Leisure Centre.

Tauākī whakaaweawe Māori

Māori impact statement

21. The project team invited representatives from all mana whenua groups known to have an interest in the Glenfield area to hui in November 2019. Representatives from Ngāi Tai Ki Tāmaki and Te Rūnanga o Ngāti Whātua attended this hui and provided information about what was important for their iwi.

22. The key aspirations for these representatives related to improving the natural environment. Reflecting this, the plan seeks improvements to the natural environment including focus on additional plantings to provide for bird life and travel, especially because of the nearby significant ecological areas. The plan also seeks to improve the stormwater quality from land use, development and roads, to improve water quality reaching Wairau and Kaipātiki creeks and their receiving environments.

23. Mana whenua representatives were also interested in enhancing the recognition of the history and heritage of the area. The plan incorporates actions around protecting, enhancing and celebrating the heritage of Glenfield.

Ngā ritenga ā-pūtea

Financial implications

24. The Glenfield Centre Plan was allocated a budget of $45,000 of locally driven initiative (LDI) operational (opex) funding in the 2019/20 local board work programme 2019/20. The project team has undertaken all the specialist work on the draft plan with other teams from the council and CCOs. As a result, the only spending to date has related to engagement events and materials. An amount of $5,000 LDI opex funding has been carried over into the 2020/21 financial year to contribute to plan engagement and document design and production. The costs associated with the consultation for the draft plan are associated with printing and translation work.

25. There are no other financial implications of this decision.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Planning for the consultation on the draft plan is currently underway and is taking into account the risks and uncertainties relating to Covid-19. Due to the risk inherent in public events at this time, consultation will be largely online. This will also avoid the risks of spending money on venue hire and resources for events that may later be cancelled if alert levels are too restrictive at the time of the event.

Ngā koringa ā-muri

Next steps

27. After the draft plan is approved for consultation, the project team will continue to develop plans and materials for engagement. At this stage the public engagement period will run from 9 November until 30 November 2020.

28. After this time, feedback will be analysed, and the plan will be refined based on the feedback received. Potential changes to the plan will be discussed with the Glenfield Centre Plan working party before the final plan is reported to the local board for adoption in early 2021. This is approximately four months later than agreed at early working party meetings and is largely due to delays relating to Covid-19.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Draft Glenfield Centre Plan	37

Ngā kaihaina

Signatories

Authors

Lisa Roberts - Planner

Authorisers

John Duguid - General Manager - Plans and Places

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

New community lease to Shakti Community Council at the Mayfield Centre, 5 Mayfield Road, Glenfield.

File No.: CP2020/14415

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Shakti Community Council for a room at the Mayfield Centre, 5 Mayfield Road, Glenfield.

Whakarāpopototanga matua

Executive summary

2. Shakti Community Council holds a community lease for a room at the Mayfield Centre, 5 Mayfield Road, Glenfield. The lease expired on 30 April 2019. The lease remains operative on a month by month basis until a new lease is formalised.

3. Shakti Community Council have applied for a new community lease. The building and improvements on the site are owned by council.

4. Staff recommend that a new community lease be granted to Shakti Community Council for a term of five years commencing 1 October 2020 with one right of renewal for a further five years.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) grant a new community lease to Shakti Community Council at the Mayfield Centre, 5 Mayfield Road, Glenfield described as Part Lot 466 Parish of Takapuna (refer to Attachment A of the agenda report) on the following terms and conditions:

i) term - five (5) years commencing 1 November 2020 plus one right of renewal for five (5) years

ii) rent – $1.00 plus GST if demanded

iii) maintenance charge - $247.50 plus GST per annum.

b) approve the community outcomes plan (refer to Attachment B of the agenda report) that will become a schedule to the lease.

c) note that all other terms and conditions will be accordance with the Auckland Council Community Guidelines July 2012.

Horopaki

Context

5. The previous lease commenced 1 May 2017 for an initial term of one year plus a one year right of renewal. The lease fully expired on 30 April 2019, and a new lease has been requested by Shakti Community Council. The lease remains operative on a month by month basis until a new lease is granted.

6. This report recommends granting a new lease to Shakti Community Council.

Land and building

7. The Mayfield Centre is on land held in fee simple by Auckland Council as classified local purpose (community buildings) reserve. The land status supports the proposed activity. The land is legally described as Pt Allotment 466 Parish of Takapuna with an area of 5883m² in Certificate of Title NA5B/706 (Part-Cancelled). No public notification is required for a community group on a local purpose reserve.

8. The building is council owned and whilst the rent is only $1 per annum, the tenant pays a rate per square metre for the operational running costs of the facility. The tenant currently rents 9.9m²within the building, this equates to an annual operational fee of $247.50 + GST.

9. The building was assessed by council’s Asset Management team in May and the building was found to be in a moderate condition. Minor maintenance issues including repair to the hand rail, replacement of a missing glass pane in the entrance way have been raised with the operational maintenance team who are completing the maintenance issues as required.

Shakti Community Council

10. Shakti Community Council Incorporated (Shakti) is a non-profit organisation that has been occupying the premises at the Mayfield Centre since 2008 under various tenancy agreements.

11. Shakti specializes in the area of women’s development, empowerment and domestic/family violence intervention, prevention and awareness. The group provides culturally competent support services for women, children and families of Asian, African and Middle Eastern origin.

12. Shakti is open Monday to Friday and provides drop-in and crisis call centre services daily. There is no membership requirement for the group.

13. Shakti has an excellent working relationship with the other tenants of the Mayfield Centre, namely the North Shore Women’s Centre and Seniornet Glenfield Incorporated. The services offered by Shakti compliment those offered by the North Shore Women’s Centre.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The recommended procedure for a new lease of council-owned buildings is to call for expressions of interest from community groups. This allows an assessment of multiple proposals to ensure the best community outcomes are delivered.

15. Local boards, however, have the discretion to forego seeking expressions of interest where suitable tenants are identified. Shakti Community Council satisfies the requirements specified in the Community Occupancy Guidelines in the following ways:

i) it is a registered society

ii) it has a history of delivering quality services to the local community

iii) Shakti Community Council has provided a copy of its financial accounts which indicate that its funds are sufficient to meet its liabilities and that it possesses adequate financial reserves

iv) Shakti Community Council is managed appropriately by its longevity and programmes offered

v) The club holds all necessary insurance, including public liability cover.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The designated impact level of the recommended decision on greenhouse gas emissions has “no impact” because the proposal continues an existing activity and does not introduce any new sources of emissions.

17. Climate change has an unlikely potential to impact the lease as the site does not sit in close proximity to the coast nor is it in a flood plain (refer to Attachment C of the agenda report).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. Input on the new community lease was sought from Area Operations and council’s Community Empowerment team. No concerns were raised.

19. The new community lease has no identified impacts on other parts of the council group. The views of Council-Controlled Organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

20. Consideration of a new lease to Shakti Community Council is in the Kaipātiki Community Lease Work Programme 2020/2021.

21. The recommendations within this report fall within the local board’s allocated decision-making authority relating to local, recreation, sport and community facilities. Shakti Community Council activities align with the Kaipātiki Local Board Draft 2020-23 Plan outcome of “Outcome 1 Te Whai Wāhitanga me te Oranga | Belonging and Wellbeing

Tauākī whakaaweawe Māori

Māori impact statement

22. 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.

23. 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.

24. Iwi engagement has been undertaken relating to granting a new lease and involved:

i) A presentation at the Mana Whenua Forum held on 5 August 2020.

ii) Formal iwi engagement under Section 4 of the Conservation Act was initiated on 1 September 2020 and concluded on 29 September 2020.

iii) No objections or requests for hui or for a kaitiaki site visits were received from any of the iwi groups responding.

iv) Ngāti Whātua O Kaipara responded with support for a new lease.

Ngā ritenga ā-pūtea

Financial implications

25. There are no cost implications for the local board approving a new lease to Shakti Community Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to Shakti Community Council this decision will materially affect the group’s ability to undertake its core activities.

Ngā koringa ā-muri

Next steps

27. Subject to the grant of a new community lease, council staff will work with the group to finalise the lease documentation

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment A Site Plan Shakti Community Council	69
b ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment B Shakti Community Council - Community Outcomes Plan	71
c ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment C Flood Plain Shakti Community Council	73

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Renewal of community lease to Auckland Australian Football League Incorporated for land and building at Onepoto Domain, Tarahanga Street, Birkenhead, Auckland

File No.: CP2020/13102

Te take mō te pūrongo

Purpose of the report

1. To grant a renewal of the community lease to Auckland Australian Football League Incorporated at Onepoto Domain, Tarahanga Street, Birkenhead, Auckland.

Whakarāpopototanga matua

Executive summary

2. Auckland Australian Football League Incorporated holds a community lease for the hall at Onepoto Domain, Tarahanga Street, Birkenhead. The initial term will expire on 31 August 2020.

3. The club has applied to renew their lease. The building and improvements on the site are owned by council.

4. The provisions of the operative lease dated 29 June 2010 allows for an initial term of 10 (ten) years and one right of renewal for a further term of 10 (ten) years commencing 1 September 2020.

5. Staff are satisfied that the club complies with the requirements under the occupancy guidelines and recommend that the lease be renewed under the existing terms of the agreement.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) grant the renewal of the community lease to Auckland Australian Football League Incorporated at Onepoto Domain, Tarahanga Street, Birkenhead as comprising 218m² more or less, shown outlined in red and marked A on Attachment A to the agenda report on the land described as Part Lot 1 DP 113616 subject to the following terms and conditions:

i) term – 10 years commencing 1 September 2020

ii) final expiry 31 August 2030

iii) rent – $1.00 plus GST per annum if requested.

b) note all other terms and conditions be in accordance with the original lease dated 29 June 2010.

Horopaki

Context

6. Auckland Australian Football League Incorporated holds a community lease at Onepoto Domain, Tarahanga Street, Birkenhead that commenced on 1 September 2010. The initial 10-year term of the lease will expire on 31 August 2020 and there is one 10-year right of renewal available.

7. The club has requested a renewal of its lease.

Land and Buildings

8. The council-owned building and improvements are situated on land that is held in fee simple by Auckland Council as classified recreation reserve. The classification permits the proposed activity undertaken by the club.

9. A building assessment was undertaken on 7 May 2020 by council. The condition of the building was determined to be of a moderate condition. A few areas were identified as needing renewal work in the future. The building assessment team have forwarded their findings to the work programme team so work may be scheduled for another work programme year.

10. The assessment found the interior well-kept and tidy.

Auckland Australian Football League Incorporated

11. Auckland Australian Football League Incorporated (AAFL) is a non-profit organisation that has been in operation since 1974. The AAFL is a member of Australian Football League NZ and runs the Auckland Aussie Rules league

12. AAFL has 250 members which is made up of 6 playing clubs throughout Auckland.

13. They are primarily a community sports organisation, dedicated to fostering Australian Rules Football in Auckland, assisting AFLNZ with a range of national initiatives and programmes such as Kiwi Kick in schools and helping run junior tournaments

14. The club makes the hall available to the community for hire. Hirers typically include children’s birthdays, other community group meetings, church groups and fitness classes.

Tātaritanga me ngā tohutohu

Analysis and advice

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

16. Staff have determined that Auckland Australian Football League Incorporated meet the renewal requirements under the terms of the original lease as evidenced below:

i) it is a registered incorporated society

ii) it has complied with the terms of the operative lease

iii) it has a history of delivering quality sport services to the local community

iv) Auckland Australian Football League Incorporated has provided a copy of its financial accounts, which indicate that its funds are sufficient to meets its liabilities and that it possesses adequate financial reserves

v) the club is managed appropriately as evidenced by its longevity and programmes offered.

vi) the club holds all necessary insurance, including public liability cover.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The designated impact level of the recommended decision on greenhouse gas emissions has “no impact” because the proposal continues an existing activity and does not introduce any new sources of emissions.

18. Climate change may have a potential to impact the lease as the site sits in close proximity of the coast and is low lying. The grounds are to the west of the motorway providing some protection.

19. Most of the of the building is located in a flood-sensitive area. This partially mitigated by the fact the buildings foundations are raised wood piles (refer to Attachment B of the agenda report).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The proposed lease renewal has been discussed with council staff in Parks Sport and Recreation, the Park Specialists and Operational Management and Maintenance, no concerns regarding this lease renewal were raised.

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

Local impacts and local board views

21. The lease renewal to Auckland Australian Football League Incorporated is contemplated in the Kaipātiki Community Lease Work Programme 2020/2021.

22. The recommendations within this report fall within the local board’s delegated authority relating to local, sport and community facilities. This report asks the local board for a decision to grant a renewal of a community lease.

Tauākī whakaaweawe Māori

Māori impact statement

23. 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. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2018-2028, the Unitary Plan and Local Board Plans.

24. 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.

25. There is no statutory requirement for public notification or iwi engagement for this lease renewal. Public notification and iwi engagement were undertaken at the time of the initial term of the lease.

Ngā ritenga ā-pūtea

Financial implications

26. There are no costs relating to the granting of this lease renewal for Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to Auckland Australian Football League Incorporated this decision will materially affect the group’s ability to undertake its core activities.

Ngā koringa ā-muri

Next steps

28. Subject to the grant of a renewal of a community lease, council staff will work with the club to finalise the deed of renewal.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment A Site Plan Auckland Australian Football League	79
b ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment B Flood Plain over view Auckland Australian Football League	81

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

21 October 2020

Renewal of community lease to Birkenhead Tennis Club Incorporated for land at John Kay Park, Verran Road, Birkenhead, Auckland

File No.: CP2020/14542

Te take mō te pūrongo

Purpose of the report

1. To grant a renewal of the community ground lease to Birkenhead Tennis Club Incorporated, at John Kay Park, Verran Road, Birkenhead, Auckland.

Whakarāpopototanga matua

Executive summary

2. Birkenhead Tennis Club Incorporated hold a current community lease for land at John Kay Park, Verran Road, Auckland. The initial term will expire on 31 March 2021.

3. The club has applied to renew their lease. The building and improvements on site are owned by the group.

4. The club has agreed to adopt Auckland Council’s Smoke Free Policy.

5. The group’s current lease contains a Community Outcomes Plan to ensure the leased area remains well used and services are delivered to the community.

6. The provisions of the operative lease dated 22 June 2017 allows for an initial term of 5 (five) years and one right of renewal for a further term of 5 (five) years commencing 1 April 2021.

7. Staff is satisfied that the club complies with the requirements under the occupancy guidelines and recommend that the lease be renewed under the existing terms of the agreement.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) grant the renewal of the community lease to Birkenhead Tennis Club Incorporated at John Kay Park, Verran Road, Birkenhead, Auckland as comprising 2,181m² more or less, shown outlined in red and marked A on Attachment A to the agenda report on the land described as Part lot 150 DP 5105 subject to the following terms and conditions:

i) term – 5 years commencing 1 April 2021

ii) final expiry - 31 March 2026

iii) rent – $1.00 plus GST per annum if requested

iv) it is recorded the original lease incorrectly stated the area as 220.8 m² the correct leased area is 2,181m²

v) note all other terms and conditions be in accordance with the original lease dated 22 June 2017.

Horopaki

Context

8. Birkenhead Tennis Club Incorporated holds a community ground lease at John Kay Park, Verran Road, Birkenhead, Auckland that commenced 1 April 2016. The initial 5-year term of the lease will expire on 31 March 2021 and there is one 5-year right of renewal available.

9. The group has requested a renewal of its lease.

Land and buildings

10. The tenant-owned building and improvements are situated on land that is held in fee simple by Auckland Council as classified recreation reserve. The classification permits the proposed activity undertaken by the group.

11. The buildings and improvements are owned by the club and include clubrooms, three well maintained courts, floodlights and fencing.

12. The buildings and grounds are well-kept and maintained.

13. The club has a maintenance schedule to ensure the improvements are kept in excellent condition.

Birkenhead Tennis Club Incorporated

14. Birkenhead Tennis Club Incorporated is a non-profit organisation that has been in operation in some form since 1905. The club has been at the current premises for over 97 years.

15. It has a focus on young players and family memberships and has regular social gatherings and events to encourage this.

16. The club has experienced great success and was a founding member of the North Harbour Lawn Tennis Association. Club members have been key players in Tennis North Harbour and are responsible for the creation of the region’s premier tennis competition – the Chelsea Cup.

17. The club has 86 members and 40 playing non-members. The club has grown in numbers over the past few years.

18. The club along with their regular tennis games and tournaments run school holidays programmes, tennis coaching and social events for its members and families.

Tātaritanga me ngā tohutohu

Analysis and advice

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

20. Staff have determined that Birkenhead Tennis Club Incorporated meet the renewal requirements under the terms of the original lease as evidenced below:

i) it is a registered incorporated society

ii) it has complied with the terms of the operative lease

iii) it has a history of delivering quality services to the local community

iv) Birkenhead Tennis Incorporated has provided a copy of its financial accounts, which indicate that its funds are sufficient to meets its liabilities and that it possesses adequate financial reserves

v) the club is managed appropriately as evidenced by its longevity and programmes offered

vi) The club holds all necessary insurance, including public liability cover.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The designated impact level of the recommended decision on greenhouse gas emissions has “no impact” because the proposal continues an existing activity and does not introduce any new sources of emissions.

22. Climate change has an unlikely potential to impact the lease as the site does not sit in close proximity of the coast.

23. No part of the building or improvements are located in a flood-sensitive area (refer to Attachment B of the agenda report).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. The proposed lease renewal has been discussed with staff in the Parks Sport and Recreation department, the Park Specialists as well as Operational Management and Maintenance, no concerns regarding this lease renewal were raised.

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

Local impacts and local board views

25. The lease renewal to Birkenhead Tennis Club Incorporated Incorporated is contemplated in the Kaipātiki Community Lease Work Programme 2020/2021.

26. The recommendations within this report fall within the local board’s delegated authority relating to local sport and community facilities. This report asks the local board for a decision to grant a renewal of a community lease.

Tauākī whakaaweawe Māori

Māori impact statement

27. 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. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2018-2028, the Unitary Plan and Local Board Plans.

28. 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.

29. There is no statutory requirement for public notification or iwi engagement for this lease renewal. Public notification and iwi engagement were undertaken at the time of the initial term of the lease.

Ngā ritenga ā-pūtea

Financial implications

30. There are no costs relating to the granting of this renewal for Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to Birkenhead Tennis Club Incorporated this decision will materially affect the group’s ability to undertake its core activities.

Ngā koringa ā-muri

Next steps

32. Subject to the grant of a renewal of a community lease, council staff will work with the group to finalise the deed of renewal.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment A Site Plan Birkenhead Tennis Club	87
b ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Attachment B Flood Plain overview Birkenhead Tennis Club	89

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Submissions and feedback on the draft Kaipātiki Local Board Plan 2020

File No.: CP2020/14350

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 Kaipātiki 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 Kaipātiki Local Board Plan 2020 for public consultation. The consultation period ran from 13 July to 13 August 2020.

4. A total of 156 pieces of feedback were received, including 88 submissions through the online survey tool, 65 hard copy submissions and 3 pieces of feedback through social media.

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

6. All feedback is available on the Auckland Council website at:

Volume 1 - https://akhaveyoursay.aucklandcouncil.govt.nz/52818/widgets/298927/documents/180933

Volume 2 - https://akhaveyoursay.aucklandcouncil.govt.nz/52818/widgets/298927/documents/180934

7. Staff have prepared a memo (refer to Attachment B of the agenda report) summarising the feedback received at the two Have Your Say engagement events.

8. The local board will consider adopting the Kaipātiki Local Board Plan 2020 under a separate agenda item at this business meeting.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive submissions and feedback on the draft Kaipātiki Local Board Plan 2020.

Horopaki

Context

9. 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.

10. On 17 June 2020, Kaipātiki Local Board approved the release of a draft Kaipātiki Local Board Plan 2020 for public consultation.

11. The key features of the draft Kaipātiki Local Board Plan 2020 are:

· a focus on wellbeing

· improving water quality and growing the urban forest

· resilience to the impacts of climate change

· enhancing our parks and town centres

· integrating sustainability into our facilities and local businesses.

12. The outcomes of the draft local board plan are:

i) Te Whai Wāhitanga me te Oranga | Belonging and Wellbeing

ii) Te Taiao | Environment

iii) Ngā Wāhi me ngā Takiwā | Places and Spaces

iv) Te Ikiiki | Transport

v) Te Āheinga me te Taurikura | Opportunity and Prosperity.

13. 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

14. 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.nz/lovelocal). 88 submissions were received through the online survey tool. 65 hard copy submissions were received.

· Have Your Say: Face-to-face and Skype enabled spoken interaction engagement events were held on Wednesday 5 August and Wednesday 19 August (rescheduled from 12 August due to COVID-19 restrictions). Feedback from these events can be found in Attachment B of the agenda report.

· Social media: 3 pieces of feedback were received on the Kaipātiki Local Board Facebook page.

15. The following community partners held events:

· ActivAsian organised a community potluck and information evening on Wednesday 5 August 2020 which was attended by members of the Korean and Chinese communities and included a presentation by the Kaipātiki Local Board’s Engagement Advisor.

16. Due to the restrictions of the COVID-19 alert system on public gatherings, the following event was moved when Auckland moved to alert level 3 on 12 August 2020:

· Hearing-style Have Your Say event rescheduled from Wednesday 12 August to Wednesday 19 August.

17. The impact of this was that the event was held electronically via Skype for Business on 19 August rather than in-person as was originally intended.

Tātaritanga me ngā tohutohu

Analysis and advice

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

19. Staff have prepared a report (Attachment A) summarising the results of the consultation. The key messages of the report are described below. Staff also prepared a memo (Attachment B) summarising the feedback received at the two Have Your Say engagement events.

Summary of consultation feedback

20. Overall, most submitters responded positively (65 per cent) to the direction of the draft plan, while 27 per cent responded negatively. The remaining 8 per cent were unsure.

21. The common themes from those that thought the draft plan reflected the needs and aspirations for Kaipātiki were:

· Well-rounded and balanced plan

· Focus on the environment

· Investment in parks and reserves to provide opportunities to engage in active recreation

· Investment in local community and wellbeing, preserve local heritage

· Investment in transport.

22. The common themes from those that thought the draft plan did not reflect the needs and aspirations for Kaipātiki were:

· Greater involvement of mana whenua / greater Māori engagement

· More action needed

· Unclear what the objectives / deliverables are.

Impact of COVID-19

23. Overall, most submitters were unsure (46 per cent) whether the draft plan would help the community and local business recover from the impact of COVID-19. Only 28 per cent felt the draft plan would help the community recover, while 27 per cent did not.

24. When asked whether there was there anything else that would help our community and local businesses recover, the most common themes were:

· Create/promote community initiatives and events

· Promote local businesses/buying local

· Invest in local infrastructure to support businesses/groups

· Encourage new/more varied businesses to attract people

· Provide training to help locals adapt/recover.

Publishing the results of public consultation

25. 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

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

27. The draft Kaipātiki 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.

28. The climate impact of any initiatives the Kaipātiki 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

29. 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

30. The Kaipātiki Local Board will consider all submissions and feedback to the draft Kaipātiki Local Board Plan 2020 and will consider adopting the final local board plan as a separate agenda item at this business meeting.

Tauākī whakaaweawe Māori

Māori impact statement

31. The draft Kaipātiki Local Board Plan 2020 was developed with consideration given to existing feedback from mana whenua and mataawaka. This included seeking their views and values in March 2020.

32. Hāpai te Hauora was engaged to improve engagement with Māori communities in the Kaipātiki Local Board area. Due to factors including the COVID-19 pandemic affecting community willingness to attend in-person engagement events, they collected no submissions.

33. Discussions were held with the following local Māori organisations groups during the consultation period:

· Te Raki Pae Whenua

· Awataha Marae.

34. Due to availability a discussion with a third local Māori organisation, Uruamo Maranga Ake, was unable to be set up within the consultation period.

35. 29 submissions were received from those identifying as Māori. This represented 38 per cent of submitters that provided their demographic information.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. 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.

39. The local board will consider all submissions and feedback before making changes to the draft Kaipātiki Local Board Plan 2020.

Ngā koringa ā-muri

Next steps

40. The submissions and feedback are available on the Auckland Council website at:

Volume 1 - https://akhaveyoursay.aucklandcouncil.govt.nz/52818/widgets/298927/documents/180933

Volume 2 - https://akhaveyoursay.aucklandcouncil.govt.nz/52818/widgets/298927/documents/180934

41. The Kaipātiki Local Board will consider adopting the Kaipātiki Local Board Plan 2020 as a separate agenda item at this business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Draft Kaipātiki Local Board Plan summary of feedback recieved	97
b ⇩	21 October 2020 - Draft Kaipātiki Local Board Plan Have Your Say event feedback summary	105

Ngā kaihaina

Signatories

Authors

Paul Edwards - Senior Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Adoption of the Kaipātiki Local Board Plan 2020

File No.: CP2020/14691

Te take mō te pūrongo

Purpose of the report

1. To adopt the final Kaipātiki 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 every three years and uses the special consultative procedure (SCP) to engage with their communities.

3. The consultation period for the SCP ran from 13 July to 13 August 2020.

4. The local board has considered all submissions and feedback received from the consultation period. Substantive changes and minor edits for clarification are proposed.

5. The Kaipātiki Local Board Plan 2020, which includes the proposed changes, is provided as Attachment A to this report.

6. Pending adoption of the plan, photographs, maps and other design features will be added for final publication.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the Kaipātiki Local Board Plan 2020 as set out in Attachment A of the agenda report.

b) delegate authority to the Chairperson and/or other nominated member(s) of the Kaipātiki Local Board to approve any minor edits that may be necessary to the Kaipātiki Local Board Plan 2020 prior to publication.

Horopaki

Context

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

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

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

8. Local board plans are strategic documents developed every three years. They set a direction for local boards and reflect community priorities and preferences. They provide a guide for local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including annual budgets.

9. The plans inform the development of the council’s 10-year budget. They also form the basis for development of the annual local board agreement for the following three financial years and subsequent work programmes.

Tātaritanga me ngā tohutohu

Analysis and advice

Consideration of submissions and feedback

10. The Kaipātiki Local Board has considered the submissions and feedback received.

11. Overall, public feedback on the draft plan was positive. The majority of submitters were in support of the plan, its direction and themes covered. The main concern raised in the feedback was that the draft plan didn’t reflect the needs and aspirations of local Māori.

12. Most submitters were unsure (46 per cent) whether the draft plan would help the community and local business recover from the impact of COVID-19. The remaining submitters were evenly split (27 per cent each) between feeling the draft plan would help the community recover, and those that felt it would not.

13. The key feedback points, analysis and subsequent proposed changes to the outcome chapters are outlined in Table 1 below.

Table 1: Substantive changes to the draft Kaipātiki Local Board Plan 2020

Key point of feedback	Analysis	Proposed change(s)
Māori responsiveness / building relationship with Māori	Feedback identified that more needed to be done to ensure the plan is meeting the needs and aspirations of local Māori. There was a desire to see a more ‘hands-on’ partnership between Māori and the local board and a desire to prioritise funding for Māori initiatives.	· A commitment to develop more meaningful relationships with Māori, including some specific actions, has been added to the ‘Working with Māori’ section.
Incorporating more ethnic diversity	Feedback identified a desire for the plan to better identify and incorporate the ethnic diversity of Kaipātiki, particularly the Asian and Pacific communities.	· Addition of demographic information illustrating recent growth of those identifying as Asian. · Inclusion of a statement to support a range of ethnic and cultural events and activities. · Addition of a key initiative to investigate the needs of our Asian and Pacific communities to inform how we may best support them.
Supporting young people	Feedback identified a desire to better reflect the needs of young people. There was recognition of activities that supported younger children but that there was a gap for older children and young adults.	· Inclusion of an additional objective that articulated young people being included in decision-making and are empowered to effect change. · Addition of a key initiative to support the Kaipātiki Local Youth Board. · Addition of a key initiative to provide support for leadership development.
Te Whare Tapa Whā – Maori model of well-being	Feedback identified a desire to include Te Whare Tapa Whā in recognition of a Māori perspective of well-being.	· Addition of Te Whare Tapa Whā to demonstrate recognition of the holistic model which provides a Māori perspective of well-being.
Tree protection	Feedback identified the importance that mature trees have in Kaipātiki and a desire to have stronger language in the plan to ensure their protection.	· Addition of a key initiative to explore ways to promote, protect and save mature trees in the local board area.
Supporting Zero Waste	Feedback identified a desire to highlight the aspiration of zero waste to landfill by 2040.	· Content relating to zero waste has been included under a heading of ‘Zero Waste’. · The key initiative for zero waste has been broadened to include both residents and businesses and references the aspiration of zero waste to landfill by 2040.
Improving volunteer and contractor relationships	Feedback identified that the plan needed to include reference to improving the relationship between park volunteers and the contractors in order to remove duplication and deliver improved outcomes.	· Addition of a key initiative to ensure that our volunteer groups are effectively engaged in the setting and delivery of council contracted ecological services.
Protecting Little Shoal Bay / Le Roys Bush	Feedback identified a desire for more specific content on the coastal inundation and flooding issues at Little Shoal Bay Reserve / Le Roys Bush, and a desire to prioritise funding to renew and install mitigating infrastructure.	· Addition of a key initiative to work with the council and community groups to address the flooding and seawater inundation at Little Shoal Bay, and explore funding options to achieve this.
Supporting Uruamo Maranga Ake Marae	Feedback identified a desire for the plan to more clearly outline the support for the marae development, including details around timing.	· Inclusion of a statement that the local board looks forward to supporting the marae committee on this vision. · Amending the key initiative relating to marae to include assistance to the Uruamo Maranga Ake Marae Committee to progress the development of a community-run marae in Beach Haven.
Supporting a temporary facility for the Northcote and Birkenhead Tigers Rugby League club	Feedback identified a desire for the plan to support the development of a temporary facility at Birkenhead War Memorial Park to cater for the needs of the Northcote and Birkenhead Tigers Rugby League club.	· Addition of a key initiative to work with impacted users of Birkenhead War Memorial Park to find solutions to challenges with storage, changing facilities and social spaces.
Future of the Mitchell Building in Northcote	Feedback identified a desire for the current Northcote Library (designed by architect David Mitchell) to be repurposed into an arts facility should the library be relocated.	· Inclusion of a statement that the Northcote service needs assessment will help determine the future of the David Mitchell building.

14. Other minor changes to the plan which respond to submissions include:

· amending the title of the outcome ‘Te Ikiiki | Transport’ to ‘Te Ikiiki me ngā Tūhononga | Transport and Connections’

· amalgamating or removing some key initiatives where there was duplication or overlap

· broadening the key initiatives relating to celebrating heritage to support communities’ priorities

· expanding the list of community organisations that contribute to the fabric of Kaipātiki

· adding a specific reference to Te Tāruke-ā-Tāwhiri Auckland Climate Plan

· adding reference to the identified gap in play spaces that cater for junior and senior age groups

· adding references to improving the safety of walkways

· expanding the environmentally friendly transport options to include advocacy for an electric ferry fleet and for electric vehicle charging stations

· adding reference to continued advocacy for improved efficiency of our main arterial corridors, including Onewa Road

· adding reference to some smaller employment areas such as the light-industrial areas of Beach Haven, Birkenhead and Northcote

· adding a key initiative to investigate ways to support business in Glenfield.

Changes to the Kaipātiki Local Board Plan 2020

15. Staff recommend adopting the Kaipātiki Local Board Plan 2020 (refer to Attachment A of the agenda report) which incorporates the proposed substantive changes to the outcome chapters as described in Table 1 above and other minor changes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The Kaipātiki Local Board Plan 2020 reflects the impacts of predicted climate change.

17. Specific initiatives are outlined under each outcome. These include:

Outcome two – Te Taiao | Environment

· Support residents and businesses to minimise waste with aspirations of zero waste to landfill by 2040 and to live low-carbon lifestyles

· Identify and understand local coastal hazards and where possible reduce impacts and build resilience, particularly for those communities disproportionately affected

Outcome three – Ngā Wāhi me ngā Takiwā | Places and spaces

· Work with the council and community groups to address the flooding and seawater inundation at Little Shoal Bay, and explore funding options to achieve this

· Advocate for and support the development of a quality compact, urban form that supports low carbon, resilient development, while ensuring adequate infrastructure to support it

· Advocate for the uptake of sustainable design and construction that will be resilient to the impacts of climate change, including council projects, and encourage residents and businesses to use eco-design and water sensitive design practices, with an example being the renewal of the facility at 17 Lauderdale Road

Outcome four – Te Ikiiki me ngā Tūhononga | Transport and Connections

· Advocate to Auckland Transport to move to an electric bus and ferry fleet serving Kaipātiki

Outcome five – Te Āheinga me te Taurikura | Opportunity and prosperity

· Support local businesses accessing training on sustainability and take advantage of opportunities such as the Northcote zero waste action plan

18. The impact on the climate of the final plans has been considered. The final publication will be an online document to minimise printing hard copies.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The adoption of the Kaipātiki Local Board Plan 2020 will inform the development of the council's 10-year budget. It will also form the basis for the development of the following three years' work programmes.

20. Planning and operational areas of the council have taken part in the development and review of the draft and final plans.

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

Local impacts and local board views

21. The local board’s views have informed the development of the final Kaipātiki Local Board Plan 2020. Workshops were held on 2 September, 9 September and 30 September 2020 to discuss and consider feedback and agree any changes.

22. In developing the plan, the Kaipātiki Local Board considered:

· advice from mana whenua and mataawaka

· what is already known about our communities and what is important to them

· submissions received via online forms, hardcopy forms, emails and post

· feedback provided at engagement events and online through Facebook

· regional strategies and policies

· staff advice.

Tauākī whakaaweawe Māori

Māori impact statement

23. In developing the plan, the Kaipātiki Local Board:

· considered views and advice expressed by mana whenua and mataawaka

· considered existing feedback from Māori with an interest in the local board area

· reviewed submissions received.

24. The Kaipātiki Local Board Plan 2020 includes a commitment to develop more meaningful relationships with Māori. The outcomes or issues of importance to Māori are integrated throughout the plan and include the following key initiatives:

Outcome one – Te Whai Wāhitanga me te Oranga | Belonging and wellbeing

· Incorporate Māori identity, culture and language into programmes, services and facility developments

· Partner with mana whenua to tell the stories of Māori cultural heritage and knowledge

· Establish a heritage trail in Birkenhead with mana whenua, the Birkenhead Residents Association and the Birkenhead Heritage Society

· Support and encourage our community organisations to deliver relevant and diverse services that connect the community and reflect their needs

Outcome two – Te Taiao | Environment

· Partnering with Māori to understand how matauranga Māori can improve environmental outcomes for Kaipātiki

Outcome three – Ngā Wāhi me ngā Takiwā | Places and spaces

· Support marae in Kaipātiki, including assisting the Uruamo Maranga Ake Marae Committee to progress the development of a community-run marae in Beach Haven

Ngā ritenga ā-pūtea

Financial implications

25. Budget to implement initiatives and projects is confirmed through the annual plan budgeting process. The local board plan informs this process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There is a minor reputational risk associated with the adoption of the final Kaipātiki Local Board Plan 2020. The process of consultation is likely to have raised expectations of the local board being able to achieve particular initiatives. As a result of the economic impact of COVID-19 and the council’s significantly reduced budget, it may no longer be possible to achieve all the priorities and aspirations that were identified in the draft plan.

27. This will be mitigated by clear communication of decision-making processes.

Ngā koringa ā-muri

Next steps

28. Staff recommend that responsibility for approving any minor edits following adoption are delegated to the Chairperson and/or other nominated member(s) of the Kaipātiki Local Board.

29. Photographs, maps and other design features will be added to the plan for final publication. This will be an online digital document that will be available in early 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Plan 2020	139

Ngā kaihaina

Signatories

Authors

Paul Edwards - Senior Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Eric Perry - Local Area Manager

Kaipātiki Local Board

21 October 2020

Kaipātiki Local Grants Round One and Multiboard Grants Round One 2020/2021 grant allocations

File No.: CP2020/07599

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with information on applications in Kaipātiki Local Grants Round One 2020/2021 and Multiboard Grants Round One 2020/2021; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Kaipātiki Local Grants Round One 2020/2021 (refer Attachment A to the agenda report) and Multiboard Grants Round One 2020/2021 (refer Attachment B to the agenda report).

3. The Kaipātiki Local Board adopted the Kaipātiki Local Grants Programme 2020/2021 on 20 May 2020. The document sets application guidelines for contestable grants submitted to the local board (refer Attachment C to the agenda report).

4. The local board has set a total community grants budget of $129,063 for the 2020/2021 financial year which covers three local grant rounds and two multiboard grant rounds.

5. Nineteen applications were received for Kaipātiki Local Grants Round One 2020/2021 requesting $78,644.49 and an additional 12 multiboard applications were received for Multiboard Grants Round One 2020/2021 requesting $68,755. The total amount requested, for both grant rounds, is $147,399.49.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) agree to fund, part-fund, or decline each application in Kaipātiki Local Grants Round One 2020/2021 listed in the following table:

Table One: Kaipātiki Local Grants Round One 2020/2021 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2108-123	North Shore Concert Band Incorporated	Arts and culture	Towards a public address system and outdoor speaker stand	$1,060.00	Eligible
LG2108-101	Babylon Charitable Trust	Community	Towards venue hire, reimbursement for volunteers, transportation and grocery costs associated with the seniors programme.	$7,670.00	Eligible
LG2108-102	Kaipātiki Project Incorporated	Community	Towards a container shelter, including the installation and project oversight costs.	$6,250.00	Eligible
LG2108-103	Emma Herkt	Community	Towards venue hire, art supplies and materials for a social journalling class.	$987.00	Ineligible
LG2108-106	The Scout Association of New Zealand Beach Haven Scout Group	Community	Towards three kayaks, one propellor guard and three paddles.	$2,500.55	Eligible
LG2108-108	Blue Light Ventures Incorporated	Community	Towards Blue Light's life skills camp fees for three young people from the local board area	$1,304.40	Eligible
LG2108-109	Birkenhead Sea Scouts Group	Community	Towards a replacement trailer for the safety boat, maintenance supplies for boats, and insurance costs.	$6,383.91	Eligible
LG2108-110	Youthline Auckland Charitable Trust	Community	Towards the Kaipātiki area's share of the annual cost of managing and training volunteer counsellors	$5,000.00	Eligible
LG2108-112	Beachhaven Birkdale Garden Circle under the umbrella of Kaipātiki Community Facilities Trust	Community	Towards bus hire costs for the monthly garden trips for the garden circle	$2,500.00	Eligible
LG2108-114	60's Up Movement of New Zealand (Incorporated) Glenfield Branch	Community	Towards bus hire costs for monthly outings for the group.	$2,000.00	Eligible
LG2108-115	Age Concern Auckland Incorporated	Community	Towards salary costs for the Empowering Communities Programme	$10,000.00	Eligible
LG2108-121	Onepoto Playcentre	Community	Towards a replacement shade sail for the playcentre	$3,000.00	Eligible
LG2108-124	Birkenhead Residents Association Incorporated	Community	Towards the printing of exhibition material and commemorative books for the “Kaipātiki Alone Together” project.	“$1,120.00	Eligible
LG2108-119	Ki o Rahi Tamaki Makaurau	Events	Towards costs for the “Ki o Rahi” festival including sound engineer costs, generator hire, first aid, line marking, engraved trophies, referee costs, shirts, whistles and videography and photography costs.	$2,830.88	Eligible
LG2108-107	Harbour Sport Trust	Sport and recreation	Towards costs associated with the Harbour Sport Youth Programme 2021, including workshop facilitator fees, catering, stationery, vouchers for guest speakers, tetramap exercise costs, social activities, marketing and advertising costs.	$5,400.00	Eligible
LG2108-111	Sunnybrae Bowling Club Incorporated	Sport and recreation	Towards a new mower for the bowling club.	$11,180.75	Eligible
LG2108-116	New Zealand Taiji and Martial Art Society	Sport and recreation	Towards venue hire costs from November 2020 to October 2021 for the TaiChi classes.	$2,000.00	Eligible
LG2108-117	Glenfield Tennis Club	Sport and recreation	Towards coaching fees for the junior coaching programme	$5,000.00	Eligible
LG2108-122	Shepherds Park Squash Club Incorporated	Sport and recreation	Towards the installation of a heat pump	$2,457.00	Eligible
Total				$78,644.49

b) agree to fund, part-fund or decline each application received in Multiboard Grants Round One 2020/2021, listed in Table Two:

Table Two: Multiboard Grants Round One 2020/2021 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2021-138	The New Zealand Society of Authors Te Puni Kaituhi o Aotearoa (PEN NZ Incorporated)	Arts and culture	Towards costs for a project to record oral histories for people who have made a significant contribution to New Zealand literature.	$2,000.00	Eligible
MB2021-140	The Kids for Kids Charitable Trust	Arts and culture	Towards venue hire and production costs for the Kids Youth Choir performance at the Bruce Mason Centre from 2 to 6 November 2020.	$5,000.00	Eligible
MB2021-104	North Shore Centres of Mutual Aid Incorporated	Community	Towards a proportion of operational costs, excluding wages, for eight centres in the North Shore	$7,000.00	Eligible
MB2021-111	Harbour Sport Trust	Community	Towards the transport, first aid, sound, printing, and event timing costs to deliver the "Shore to Shore" 2020 event	$2,500.00	Eligible
MB2021-117	CNSST Foundation, formerly known as Chinese New Settlers Services Trust	Community	Towards classroom rental costs, advertising, and contracted teacher fees for the "Unite Against COVID-19 CNSST Education and Well-being Programme"	$4,500.00	Eligible
MB2021-126	North Shore Women's Centre	Community	Towards the four weeks of salaries for the social workers at North Shore Women's Centre	$4,000.00	Eligible
MB2021-130	YMCA North Incorporated	Community	Towards the resources, marketing, catering, transport, training, and development costs of planning and implementing the Youth Advisory Panel initiatives across the four YMCA centres.	$3,000.00	Eligible
MB2021-133	Assistance Dogs New Zealand Trust	Community	Towards operating costs for the “Assistance Dogs” for a four month period from 2 November 2020 to 29 February 2021.	$8,500.00	Eligible
MB2021-136	The ReCreators Limited	Community	Towards costs for facilitators, materials, preparation, project management and administration costs for Christmas upcycling workshops in the Kaipātiki local boar area.	$3,755.00	Eligible
MB2021-125	Badminton North Harbour Incorporated	Sport and recreation	Towards replacement of the court lighting at Badminton North Harbour	$6,500.00	Eligible
MB2021-137	CLM Programmes Limited	Sport and recreation	Towards entry fees for 350 children across local board areas to participate in the Building Champions Obstacle Challenge Series’ from 15 November 2020 to 21 March 2021.	$2,000.00	Eligible
MB2021-142	Gymnastics Community Trust	Sport and recreation	Towards salary costs for a trampoline coach coordinator and purchase of Tumble Trak, Tumble Trak Air Floor Pro and floor rolls	$20,000.00	Eligible
Total				$68,755.00

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Kaipātiki Local Board adopted its grants programme for 2020/2021 on 20 May 2020 (refer Attachment C to the agenda report). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Kaipātiki Local Board Community Grant Programme 2020/2021.

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

17. A summary of each application received through Kaipātiki Local Grants Round One 2020/2021 (refer Attachment A), and Multiboard Grants Round One 2020/2021 (refer Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

20. The local board has set a total community grants budget of $129,063 for the 2020/2021 financial year which covers three local grant rounds and two multiboard grant rounds.

21. Nineteen applications were received for Kaipātiki Local Grants Round One 2020/2021 requesting $78,644.49 and an additional 12 multiboard applications were received for Multiboard Grants Round One 2020/2021 requesting $68,755. The total amount requested for both grant rounds is $147,399.49.

22. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

24. Following the Kaipātiki Local Board allocation of funding for Local Grants Round One 2020/2021 and Mulitboard Grants Round One 2020/2021, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Grants Round One 2020/2021 grant applications	187
b ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Multiboard Grants Round One 2020/2021 grant applications	267
c ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Board Grants Programme 2020/2021	323

Ngā kaihaina

Signatories

Authors

Mary Kienholz - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Eric Perry - Relationship Manager

Kaipātiki Local Board

21 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14864

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 Kaipātiki 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 ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Draft Resource Recovery Network Strategy	335

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

Kaipātiki Local Board

21 October 2020

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

File No.: CP2020/14970

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 Kaipātiki 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.^{^[1]}

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^{^[2]} 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^{^[3]} 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.^{^[4]} 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 and 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

Kaipātiki Local Board

21 October 2020

Panuku Auckland Development- Kaipātiki Local Board Six-Monthly Report 01 March to 31 August 2020.

File No.: CP2020/14327

Te take mō te pūrongo

Purpose of the report

1. To update the Kaipātiki Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 01 March to 31 August 2020.

Whakarāpopototanga matua

Executive summary

2. This report is a record of events for the Kaipātiki Local Board area during the stated time period. Council-controlled organisations (CCOs) are legally required to prepare six-monthly and annual reports containing financial and other information about their performance. By reporting clearly the record of events, this report enables the council and Panuku to meet its legislative reporting obligations, and also to satisfy New Zealand Stock Exchange obligations. No decisions are to be made from this report.

3. The Auckland Plan sets out, among other things, reporting requirements (statutory or otherwise), audit and risk reporting requirements, attendance at council meetings, and the process for buying, managing and selling assets.

4. Panuku collaborates with other CCOs, government and non-governmental organisations as appropriate to obtain positive outcomes for Auckland.

5. Panuku is charged with balancing its obligation to deliver returns for council with ensuring its regeneration projects are good quality, strategic and better for the environment.

6. The activities of Panuku cover four broad areas:

· urban regeneration of particular neighbourhoods, as determined by Auckland Council;

· review of, and where appropriate, redevelopment of council non-service property;

· management of council property assets including commercial, residential, and marina infrastructure; and

· other property related services such as service property optimisation (such as redevelopment incorporating a service delivery function), strategic property advice, acquisitions and disposals.

7. The Auckland Council group (‘the council group’) is made up of Auckland Council and five substantive council-controlled organisations (CCOs), of which Panuku is one. Panuku delivers core activities and plays a major role in achieving the council group’s strategic outcomes for Tāmaki Makaurau. The Governance Manual for Substantive CCOs sets out the council’s expectations for CCOs including Panuku, and the key policies that guide its activities.

8. Panuku has supported Auckland Council throughout its response to COVID-19 and continues to do so.

9. Throughout the Alert Level 4 lockdown, Panuku’s primary focus was to support its tenants and find savings across our organisation.

10. Panuku’s capital programme delivery was impacted by the Alert Level 4 lockdown, however, this resumed on the return to Alert Level 3, with only minor delays across the capital programme as a result.

11. Like Auckland Council, Panuku has made savings, with the majority of staff earning over $100,000, executive leaders and the Panuku Board taking voluntary salary reductions.

12. To respond to the changing property market and the impacts of the Auckland Council group, Panuku confirmed a new organisational structure to deliver its programme.

13. Panuku has supported Auckland Council through the Emergency Budget 2020/2021. Panuku’s capital envelope for this financial year will allow it to deliver a credible urban regeneration programme in our neighbourhoods across the region.

14. Panuku currently manages the Unlock Northcote programme, which falls within the Kaipātiki Local Board area.

15. Panuku Development Auckland currently manages 36 commercial and residential interests in the Kaipātiki Local Board area.

16. No properties were purchased in the Kaipātiki Local Board area during the six month reporting period.

17. No properties were sold in the Kaipātiki Local Board area during the six month reporting period.

18. Two properties are currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive the Panuku Auckland Development- Kaipātiki Local Board Six-Monthly Report 01 March to 31 August 2020.

Horopaki

Context

19. Panuku helps to rejuvenate parts of Auckland, from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

20. The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world-class city. Panuku plays a significant role in achieving the ‘Homes and Places’ and ‘Belonging and Participation’ outcomes.

21. Panuku leads urban redevelopment in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Old Papatoetoe, Ormiston, Panmure, Pukekohe, the City Centre and redevelopment of the Haumaru Portfolio.

22. Panuku manages around $3 billion of council’s non-service property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others. ‘Non-service properties’ are council-owned properties that are not used to deliver council, or CCO, services.

23. As at 31 August 2020, the Panuku-managed non-service property portfolio comprises 1,674 properties across the region, containing 998 leases. This includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

25. Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

26. Below is a high-level update on activities in the Kaipātiki Local Board area.

Unlock Northcote

27. Panuku continues to work closely with Kāinga Ora, which is undertaking a significant redevelopment of its existing homes in the Northcote area, to ensure that the developments across Northcote are well integrated.

28. Panuku is continuing to coordinate with council and Crown delivery teams to ensure alignment between programmes and associated engagement activities.

29. The Unlock Northcote Programme Business Case will be presented to the Panuku Board in September.

30. Subsequently the programme business case was approved without change to the strategy.

Public Works Act acquisitions

31. To enable the comprehensive urban renewal of Northcote, as set out in the benchmark masterplan of 2019, Panuku is using the compulsory provisions of the Public Works Act 1981 (PWA) to acquire retail buildings in the town centre. This is used when a ‘willing buyer/willing seller’ negotiation process has not reached a satisfactory conclusion for either party.

32. The acquisitions process commenced in April 2019. During the first half of 2020, Panuku continued to contact property owners and ground leaseholders in the Northcote town centre to express a desire to purchase their interests. This led to 16 further successful willing seller negotiations.

33. Where negotiations had not progressed, on 16 July 2020 Panuku contacted six commercial building owners (the ground lessees) within the town centre to notify them of its intent to compulsory acquire their interests under the provisions of Section 23 of the Public Works Act 1981.

34. Following this, an agreement was reached for two of the six properties. The remaining four ground lessees were served with a Notice of Intent to Compulsory Acquire under section 23 of the PWA.

35. The four ground lessees had 10 working days to object to the acquisitions notice. Following the reporting period, it has been confirmed that no objections were received.

Tenant support

36. Panuku's focus throughout COVID-19 and the lockdowns was on supporting its tenants. Panuku was in regular communication with its tenants in the town centre and the Northcote Business Association during the nationwide Level 4 lockdown.

Te Ara Awataha (Northcote’s Greenway)

37. Following the first nationwide lockdown, work recommenced on Te Ara Awataha Stage One. This comprised the edge of the schools, Greenslade Reserve improvements led by Healthy Waters, and the restoration of Jessie Tonar Scout Reserve, led by Kaipātiki Project on behalf of Panuku. The last activation in July was the largest yet at 33 people, with over 200 plants put into the ground.

38. Panuku, in association with Healthy Waters, acquired the Ministry of Education (MoE) land at 31 Fraser Avenue and 145-157 Lake Road, Northcote, required for the school’s edge portion of the greenway. The agreement was executed on 17 March 2020 and settled on 18 May 2020.

39. Collaboration is ongoing with mana whenua and their mandated artists to integrate cultural design and narratives across the greenway project.

40. Te Ara Awataha Stage Two works will commence in September 2020. The work, being led by Healthy Waters, includes the lowering of the existing sports field and the replacement of underground stormwater pipes to reduce the frequency and severity of flooding in and around the town centre. The reserve will be closed during this period and is expected to reopen in winter 2021.

41. Construction of the schools’ edge portion of Te Ara Awataha will commence in October 2020. This work is being led by Kāinga Ora and supported by Panuku. This section runs alongside Northcote Intermediate School and Onepoto Primary School and includes an outdoor classroom with a learning deck and terraced seating that will provide an open-air learning space for students.

42. Input will be sought from mana whenua on the signage and wayfinding strategy underway with Isthmus.

Zero Waste Northcote

43. Panuku, in partnership with the Auckland Council waste team and Kaipātiki Project, continued to work closely with the local community and key stakeholders to establish an action plan to evolve Northcote towards a zero-waste future.

44. Feedback from these sessions will feed into the ‘Zero Waste Northcote Action Plan’, with input from mana whenua, due to be completed by the end of September.

Forward view

45. Panuku will be working on a development strategy for the town centre over the next six months and will look to go to the market in 2021. An in-depth update will be presented to the local board before any external announcement is made.

46. Panuku is finalising discussions to facilitate the move of local environmental group Kaipātiki Project’s offices into Northcote’s vacant Cool Bar premises at 47 Pearn Crescent.

47. The Northcote Community Needs Assessment will recommence in October and the engagement phase will begin.

Placemaking

48. Placemaking for Panuku is a process that fosters the creation of vital public spaces; the kind of places where people feel a strong relationship with their communities, a commitment to making things better and the creation of built environments that people can value as special places.

49. In navigating these uncertain times, Panuku continues to assist in building social cohesion and connection to place. With the potential for disruption and delay across development programmes, placemaking will continue building trust and relationships within local communities supporting resilience. Panuku intends to continue delivering smaller more agile initiatives that will build momentum for upcoming Panuku projects. Overall, Panuku is working with a new and innovative approach to enable the organisation to act with flexibility and the ability to pivot and work with rapid change.

50. Panuku’s placemaking team works closely with local communities to learn what is happening in a place, test ideas, show progress, build trust and ensure that regeneration fits with the characteristics of a place. Placemaking has been involved from early on in Northcote to support a place-led process of urban renewal throughout the project.

Placemaking approach in Northcote

51. Working with the whole of programme whiria

· Aho taiao: Living with nature

· Aho toi: Weaving the strands

· Aho tangata: Healthy community

· Aho Ohunga: Thriving Economy

52. Supporting through change and foreshadowing what is coming - testing future design outcomes using a ‘do learn do’ approach. As well as maintaining the vibe within the town centre and continuing momentum with the energy that is already there.

53. Te Ara Awataha - the greenway is integrated into the fabric of the community. Schools and locals participate in making it and use it to learn and enjoy their neighbourhood.

54. Working with community - to build trust with locals to ensure strong connections. Doing this in a collaborative way that builds on their place sourced knowledge (this includes opportunities for regular programming). This also aims to share the authentic sense of Northcote - weaving through the DNA of what makes Northcote special.

55. Responsive to place - It is important to factor in the ongoing changing nature of the place, being agile and responding accordingly.

Placemaking activities

56. The following activities occurred in the reporting period 01 March to 31 August 2020:

57. Jesse Tonar restoration days - ongoing (some cancelled due to COVID-19 restrictions). These re-started under Level 2 with additional measures underway to ensure safety.

· 29 February 2020

· 4 April 2020 - cancelled

· 23 May 2020 – postponed to June 6th

· 6 June 2020

· 4 July 2020

· 15 August 2020 – cancelled

· 12 September 2020 – reprogrammed to meet Level 2.5 guidelines.

58. Cardboard neighbourhood - 15 March. Northcote town centre was transformed into a ‘cardboard neighbourhood’ where kids and adults were able to build their town (buildings, pets and flowers) out of cardboard boxes.

59. Collective Memory Creative Installation 15 March – 20 March. The artwork offered a contemporary interpretation of Northcote's past, drawing on the flowing streams and fish that once navigated through the area. Visitors were invited to craft a kokopu, a fish found in New Zealand rivers and lakes, and add it to the installation to acknowledge the history of the area. The installation is now located in the Northcote Library.

Upcoming placemaking activities

60. Jesse Tonar Restoration Days – ongoing.

· 12 September 2020 – reprogrammed to meet Level 2.5 guidelines

· 26 September 2020

· 24 October 2020

· 28 November 2020

Properties managed in the Kaipātiki Local Board Area

61. Panuku currently manages 32 commercial and four residential interests within the Kaipātiki Local Board area.

Strategic Asset Optimisation

Service Property Optimisation

62. Service Property Optimisation is a self-funding development approach targeting sub-optimal service assets, approved in 2015. The process involves an agreement between Community Services, Panuku and local boards and is led by Panuku. It is designed to equal or enhance levels of service to the local community in a reconfigured form while delivering on strategic outcomes such as housing or urban regeneration, with no impact on existing rate assumptions.

63. Using service property optimisation, underperforming assets will have increased utility and efficiency, lower maintenance and operating costs, as well as improved service delivery benefiting from the co-location of other complementary services or commercial activities. Optimisation will free up a range of undercapitalised development opportunities such as air space, full sites, or part sites.

64. Using service property optimisation as a redevelopment and funding tool, the local board can maximise efficiencies from service assets while maintaining levels of service through the release of some or all of that property for sale or development.

65. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds under the service property optimisation approach.

Portfolio review and rationalisation

Overview

66. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets, including the identification of properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. This contributes towards Auckland Council’s Emergency Budget asset recycling target, as well as outcomes identified in the Long-term Plan, by providing the council with efficient use of capital and prioritisation of funds to achieve its activities and projects.

67. Panuku has a focus on achieving housing and urban regeneration outcomes for properties no longer required for a council service use. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades.

Process

68. Once identified as no longer delivering the council service use for which it was acquired, property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board, mana whenua and the relevant ward councillor(s). The Finance and Performance Committee has the delegation to approve recommendations for disposal. Panuku works closely with Auckland Council business units, Auckland Council’s Finance team and Auckland Transport to identify and progress potential surplus properties to help achieve disposal targets.

Acquisitions and disposals

69. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. Panuku purchases property for development, roads, infrastructure projects and other services. These properties may be sold with or without contractual requirements for development.

70. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Acquisitions

71. Panuku undertakes acquisitions for Auckland Council’s parks team and Healthy Waters under delegation from council’s Chief Executive. Panuku does not unilaterally decide which properties to buy and when, but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the local board.

72. Panuku has purchased one property for open space across Auckland, in Flat Bush between March 2020 and August 2020 at a cost of $3.3 million.

73. No properties have been purchased in the Kaipātiki Local Board area during the reporting period for open space.

Disposals

74. In the current reporting period from March 2020 to August 2020, the Panuku disposals team has entered into four sale and purchase agreements, with an estimated value of $5.4 million of unconditional net sales proceeds.

75. Panuku 2020/21 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

76. Due to Covid19 an Emergency Budget was adopted by the Governing Body on 30 July, this gives a target for asset recycling of $244m for the FY 21/22.

77. No properties have been sold in the Kaipātiki Local Board area during the reporting period.

Under review

78. Properties currently under review in the Kaipātiki Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property

Details

Land off Verbena Road, Birkdale

This site was reviewed but potential disposal is not progressing following advice received from council departments.

R 25 Alfred Street, Northcote Point

A vacant 472m2 parcel of land (also known as Rosie Bolt Reserve) formed as informal open space. It is the remainder of land acquired by the former Northcote Borough Council for a proposed pumping station and road extension in 1923.

The subject site is not required for open space or transport infrastructure purposes.

The board does not support the disposal of parkland within the local board area and requested advice from council staff as to the costs, process, timeline and implications of classifying the land as a local purpose reserve under the Reserves Act 1977.

The board subsequently approved the declaration and classification of this site as a local purpose (community use) reserve.

Council's Service Strategy and Integration team is leading discussions regarding the future of the site.

Housing for Older People - Haumaru Housing

79. The council owns 1,452 units located in 63 villages across Auckland, which provide rental housing to low income older people in Auckland.

80. The Housing for Older People (HfOP) project involved Auckland Council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

81. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

82. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

83. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

84. The following Haumaru Housing villages are located within the Kaipātiki Local Board area:

Village	Address	Number of units
Bentley Court	86 Bentley Avenue, Glenfield	21
Birkdale Court	72 Birkdale Road, Birkdale	19
Greenslade Court	27-31 Greenslade Crescent, Northcote	12
Hillcrest Court	19 Hillcrest Avenue, Northcote	15
Lancaster Court	90 Lancaster Road, Beach Haven	51
Piringa Court	140 Lake Road, Northcote	20
Shepherds Park	2 John Bracken Way, Beach Haven	10

85. 27-31 Greenslade Crescent – this is an existing Haumaru village where the units have been identified as no longer fit for purpose. Panuku is currently developing a proposal with Haumaru which has the potential to provide additional fit for purpose housing for the elderly on the site. The details of this proposal will be reported to the Board in more detail when it is finalised.

Tauākī whakaaweawe āhuarangi

Climate impact statement

86. The Panuku urban regeneration programmes support the regeneration of existing town centres while also addressing climate mitigation and adaptation.

87. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Auckland’s neighbourhoods are transport-oriented communities that utilise existing infrastructure and transport links, and Panuku seeks to make local walking and cycling safe and viable alternatives to the private vehicle. Panuku has also adopted a Homestar-6 minimum standard to ensure it can reduce energy, water and landfill waste. Panuku is working to adopt similar standards for its public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

88. Adaptation to climate change involves planning for the changes to our climate and associated impacts that are already happening or are projected to happen, including sea-level rise, hotter temperatures, extreme weather events, flooding and droughts. Climate change is likely to subject the Kaipātiki Local Board Area to hotter temperatures and more frequent flooding and drought. Panuku seeks to future-proof our communities by:

· specifying that infrastructure and developments are designed to cope with warmer temperatures and extreme weather events

· the use of green infrastructure and water sensitive design to increase flood resilience and provide ecological and biodiversity benefits

· the provision of increased shade and shelter for storm events and hotter days

· initiatives to build community resilience.

89. Preparations continue for Northcote’s Green Star Communities rating. This will inform planning, design and development and ensure Northcote's future town centre is more liveable and climate resilient.

90. Panuku has partnered with Auckland Council and Kaipātiki Project to develop a Para Kore/Zero Waste Action Plan for Northcote's town centre in collaboration with key community partners and Kāinga Ora. This plan will see Northcote's waste streams transformed to minimise waste and promote a circular economy.

91. Panuku is contributing a further $20,000 to progress this action plan with Kaipātiki Project. This will supplement activity funded by the local board to ensure leadership and implementation is coordinated between all active members of the plan and that scheduled activity for year one is achieved. Panuku is also exploring the development of a Climate Adaptation Plan to be piloted in Northcote.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

92. The views of the council group are incorporated on a project by project basis.

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

Local impacts and local board views

93. Any local or sub-regional impacts related to local activities are considered on a project by project basis.

Tauākī whakaaweawe Māori

Māori impact statement

94. Panuku works collaboratively with mana whenua on a range of projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

95. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Ngā ritenga ā-pūtea

Financial implications

96. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

97. There are no risks associated with receiving this report.

Ngā koringa ā-muri

Next steps

98. The next six-month update is scheduled for March 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Perin Gerrand - Engagement Coordinator

Authorisers

Alice Tobin - Senior Community Affairs Advisor

Eric Perry - Local Area Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Ann Hartley, JP
	Melanie Kenrick
	Cindy Schmidt
	Andrew Shaw
	Adrian Tyler

No.	Title	Page
a ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Birkdale Beach Haven Communtiy Project quarter one, April to September 2020 report	435
b ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Glenfield Community Centre quarter one, April to September 2020 report	437
c ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Hearts and Minds quarter one, April to September 2020 report	441
d ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Highbury House quarter one, April to September 2020 report	443
e ⇩	21 October 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Youth Development Trust quarter one, April to September 2020 report	445

Authors	Jacinda Short - Democracy Advisor
Authorisers	Eric Perry - Local Area Manager