Agenda of Waiheke Local Board

No.	Title	Page
a ⇩	Councillor's Update October 2020	9

Waiheke Local Board

28 October 2020

Waiheke Local Parks Management Plan – approval of draft plan for public consultation

File No.: CP2020/15250

Te take mō te pūrongo

Purpose of the report

1. To approve public notification of the draft Waiheke Local Parks Management Plan and establish a hearings panel to undertake the hearings process.

2. To exclude one parcel at Rangihoua Reserve / Onetangi Sports Park from the draft Waiheke Local Parks Management Plan.

3. To classify reserve land at Neil Avenue Bush Reserve, reclassify reserve land at Catherine Mitchell Reserve, and confirm proposals to declare and classify Awaawaroa Road Reserve and Ōrapiu Road Esplanade Reserve following the close of public consultation.

Whakarāpopototanga matua

Executive summary

4. This report seeks approval from the Waiheke Local Board to publicly notify the draft Waiheke Local Parks Management Plan. It also recommends that the power to approve minor amendments to the draft plan, prior to public notification, be delegated to the local board chair.

5. The draft plan includes most local parks held under the Local Government Act 2002 and Reserves Act 1977 on Waiheke Island except for a small number of reserves identified as out of scope, including Rangihoua Reserve / Onetangi Sports Park.

6. The local parks management plan, once adopted, will provide a policy framework to manage use, protection and development of the parks on Waiheke.

7. The draft plan is presented in two volumes, with appendices:

8. In line with the requirements of the Reserves Act, public consultation will be open for two months, planned from mid-November 2020 to late-January 2021.

9. This report also recommends establishment of a hearings panel, consisting of an independent hearings commissioner and all local board members, to hear submissions, consider amendments and recommend changes to the draft plan to the local board. The decision to approve the final plan remains with the local board.

10. The draft plan reflects recent feedback and advice on the following aspects:

· including a new policy which sets the direction for how encroachments will be dealt with

· highlighting reserves which are impacted by the Marine and Coastal Areas (Takutai Moana) Act 2011, effectively reducing the land area of the reserves

· highlighting areas near the coast and estuaries as areas of significance to mana whenua, following recent engagement

· amending the information and management intentions included for Te Huruhi Bay Reserve, following recent meetings and workshops with the local board.

11. Two parcels of land described as Neil Avenue Bush Reserve were recently identified for inclusion in the draft Waiheke Local Parks Management Plan and are held by council as unclassified reserves subject to the Reserves Act 1977.

12. This report recommends that the local board formally classify the land as scenic reserve 19(1)(b) under section 16(2A) of the Reserves Act. Public notification of this proposal is not required.

13. Public notification of the proposals to declare and classify land parcels from Awaawaroa Road Reserve and Ōrapiu Road Esplanade Reserve under section 14(1) of the Reserves Act 1977 closed on 26 July 2020.

14. As no submissions were received, this report recommends classifying the land parcels as proposed in the public notification.

15. An error was made in the recent classification of three parcels of land at Catherine Mitchell Reserve as local purpose (community use) reserve which does not align with their use as the Waiheke Backpackers Hostel (resolution WHK/2020/80).

16. This report recommends that the local board change the purpose of the parcels to local purpose (hostel buildings) reserve under section 24A of the Reserves Act. Public notification of the proposal is not required.

17. The Rangihoua Reserve / Onetangi Sports Park Reserve Management Plan Development Committee requested one (Lot 6 DP 204906) of three parcels of reserve land bordering the park be included within the scope of its reserve management plan.

18. This report recommends that the local board approve excluding this parcel from the draft Waiheke Local Parks Management Plan and delegate decision-making to the Committee.

19. This report is also seeking confirmation from the local board for the amended draft management intentions for Te Huruhi Bay Reserve following feedback received at a local board workshop in September 2020.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) approve the draft Waiheke Local Parks Management Plan for public consultation, including the amendments made to the information and management intentions for Te Huruhi Bay Reserve (Attachment A and B dated 28 October 2020 under separate cover)

b) delegate to the local board chair the power to approve minor amendments to the draft plan, prior to public notification

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

· hear objections and submissions from submitters on the draft plan

· make recommendations to the local board about

o amendments to the draft plan following the hearings process, and

o the extent to which objections and submissions are allowed or accepted or disallowed or not accepted

d) delegate to the local board chair and deputy chair the power to approve the selection of an independent hearings commissioner

e) note that the power to approve the final Waiheke Local Parks Management Plan remains with the local board

f) approve classification of Land on DP 11620 contained in Neil Avenue Bush Reserve as scenic reserve 19(1b) pursuant to section 16(2A) of the Reserves Act 1977, as shown in Attachment F of the agenda report (dated 28 October 2020)

g) declare and classify Section 3 SO 67174 (Awaawaroa Road Reserve) as local purpose (amenity) reserve and Part Section 1 SO 64551 (Orapiu Road Esplanade Reserve) as local purpose (esplanade) reserve pursuant to section 14(1) of the Reserves Act 1977, as shown in Attachment G of the agenda report (dated 28 October 2020)

h) approve the change of purpose of Section 1, 2 and 3 SO 541086 (Catherine Mitchell Reserve) from local purpose (community use) reserve to local purpose (hostel buildings) reserve pursuant to section 24A of the Reserves Act 1977, as shown in Attachment H of the agenda report (dated 28 October 2020)

i) approve exclusion of Lot 6 DP 204906 from the Waiheke Local Parks Management Plan and include it within the scope of the reserve management plan for Rangihoua Reserve / Onetangi Sports Park, as shown in Attachment H of the agenda report (dated 28 October 2020).

Horopaki

Context

Background information

20. Waiheke Local Board (the local board) has decision-making responsibility for local parks in the Waiheke local board area.

21. The Reserves Act 1977 requires a reserve management plan be developed for most types of reserves administered by the local board.

22. The draft Waiheke Local Parks Management Plan (the draft plan) is a statutory reserve management plan prepared in line with section 41 of the Reserves Act.

23. The draft plan will provide a policy framework to manage use, protection and development of the parks on Waiheke.

24. The scope of the draft plan is shown in the table below:

In scope

Out of scope

ü land held under the Reserves Act 1977

ü parks held under the Local Government Act 2002 (LGA)

û Rangihoua Reserve (part not subject to co-management agreement) and Onetangi Sports Park subject to a separate reserve management plan (currently in development)

û Matiatia public land – separate plan being developed to cover parking and transport facilities

û Reserves subject to Treaty settlements including Blackpool Park, Mawhitipana Reserve, and Pōhutukawa Reserve

û Reserves subject to a co-management agreement with mana whenua – Tawaipareira Reserve and part of Rangihoua Reserve

û a few local purpose reserves that are deemed to have limited park function

û regional parks – Whakanewha Regional Park (including Upland Road Walkway)

û land for which the local board does not have allocated decision-making power, e.g. drainage reserves, roads and road to road accessways, and paper roads such as Fisher Road.

25. The final plan, once adopted, will replace all existing reserve management plans for Waiheke, except for those which cover land subject to Treaty settlement which are not included in the plan, such as:

· Blackpool Park Management Plan 1995

· parts of the Management Plan for County Reserves – Waiheke 1987 relating to Mawhitipana Reserve, Pohutukawa Reserve and Kuakarau Reserve.

26. Council will comply with the requirements of the Reserves Act to have a reserve management plan (for most types of reserves held under the Act).

27. The timeline below gives an overview of key decisions in developing the draft plan: Engagement with mana whenua throughout development of plan

28. This report is seeking approval from the local board to publicly notify the draft plan (see Attachment A and B under separate cover).

Classification of Neil Avenue Bush Reserve

29. During a workshop with the local board on 29 April 2020, Member R Tucker raised with staff areas of potential reserve land at 31 and 33 Anzac Road, Ōrapiu that could be suitable for inclusion within the draft plan (see Attachment F for location map). This land is referred from here on as Neil Avenue Bush Reserve.

30. We investigated the land parcels and found they are unclassified reserves subject to the Reserves Act. A decision from the local board is required to formally classify this land.

Confirm classification proposals following close of submissions

31. At a business meeting on 27 May 2020, the local board approved the public notification of proposals to declare and classify pursuant to section 14(1) of the Reserves Act parcels at Awaawaroa Road Reserve and Ōrapiu Road Esplanade Reserve (resolution number WHK/2020/80) (see Attachment G for location map). The land parcel at Awaawaroa Road Reserve) was proposed to be classified as local purpose (amenity) reserve and the land parcel at Orapiu Road Esplanade Reserve as local purpose (esplanade).

32. The proposal was publicly notified from late June to late July.

33. A further resolution of the local board is required to confirm the classification proposals for the two land parcels.

Correcting errors in the classification of Catherine Mitchell Reserve

34. Three parcels at Catherine Mitchell Reserve, being the footprints of the backpackers’ hostel and associated buildings, were incorrectly classified as local purpose (community use) reserve (WHK/2020/80) (see Attachment H for survey map).

35. We recommend that the purpose of these parcels be changed to local purpose (hostel buildings) reserve under section 24A of the Reserves Act to adequately provide for current use of the land as hostel accommodation and a caretaker’s house and garage. Public notification is not required.

Exclusion of Lot 6 DP 204906 from the draft plan

36. On 22 November 2018, the Rangihoua Reserve / Onetangi Sports Park (ROSP) Reserve Management Plan Development Committee (the committee) requested that one parcel (Lot 6 DP 204906 – see Attachment I for location map) adjoining the southern boundary of the reserve be included within the scope of the reserve management plan for ROSP (resolution number RDC/2018/4).

37. This report seeks formal approval from the local board to exclude Lot 6 DP 204906 from the draft Waiheke Local Parks Management Plan, include it in the reserve management plan for ROSP and delegate decision-making for this to the committee.

Tātaritanga me ngā tohutohu

Analysis and advice

We engaged with mana whenua, park user groups and the wider community to inform the development of the draft plan

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

· Mana whenua: presentation to Parks Sport and Recreation Mana Whenua Forum in June 2018, following this we held several hui with mana whenua representatives

· Statutory public consultation: public views were collected in response to statutory notification of the intention to prepare a Waiheke Local Parks Management Plan. This consultation period was open for just over two months from 8 December 2018 to 20 February 2019. On 15 December drop-in sessions were held at the Ostend Markets, outside Countdown supermarket and at the Christmas Parade and Market in Oneroa.

Development of the draft Waiheke Local Parks Management Plan

39. Several work streams contributed to the design and development of the plan including:

· consultation and engagement as outlined in paragraph 38 above

· review of existing reserve management plans covering 57 parks

· review of service need assessments, existing park concept plans, ecological reports, contracts and restoration plans and cultural and historic inventory registers

· review of the legal status of all land parcels and completing reservation, classification or reclassification of any local parks under the Reserves Act as required

· development of general park management guidance applicable to all parks covered by the plan and development of specific park management guidance for individual parks

· legal review of the draft plan to ensure statutory compliance of the content

· compliance with the Reserves Act for local parks held as reserves, particularly the specific provisions of reserve classification under the Act which have guided the development of the park-specific section (Volume 2, Part D) of the plan

· consideration of strategic alignment e.g. Parks and Open Space Strategic Action Plan; Auckland Sport and Recreation Strategic Action Plan; Recreation Waiheke.

The draft Waiheke Local Parks Management Plan – in a nutshell

40. A summary of the draft plan, including an overview of the sections and a summary of the content in each section is provided as Attachment C.

41. The draft plan structure is outlined below and covers 96 parks with a combined area of just over 200 hectares of land.

42. Volume 1 contains background information, the Waiheke Local Board context and the management planning framework and general policies.

43. Volume 2 contains the individual parks information for all local parks under the local board’s jurisdiction.

44. The draft plan is presented in two volumes, with appendices:

45. Some park specific information in Volume 2 may need to be updated to reflect the local board’s decisions on additional classifications.

46. We recommend that the local board delegate approval of minor amendments to the draft plan prior to public notification to the local board chair.

The draft plan reflects recent feedback and advice on a number of topics

Encroachments

47. Consistent with legal advice, a general encroachments policy has been included in volume one of the draft plan. The main objectives of the policy are to prevent new encroachments and address existing encroachments consistently. Volume two will not include references to specific encroachments and private access over parkland.

Areas of significance to mana whenua

48. Following recent engagement with mana whenua, parkland near the coast and estuaries have been identified in volume two of the draft plan as areas of cultural significance. This acknowledges that these locations have been traditional food gathering or fishing areas, transportation routes or part of a wider cultural landscape.

Common marine and coastal area – effect on parks and reserves

49. In volume 2 of the plan information has been added to those parks and reserves impacted by the Marine and Coastal (Takutai Moana) Area Act 2011 (MACAA). Land below mean high water springs, owned by the Crown or a local authority, became part of the common marine and coastal area when MACAA came into effect and became divested under section 11(4), effectively reducing the land area of the reserve.

Te Huruhi Bay Reserve

50. In mid- September a meeting took place between Piritahi Marae, Waiheke Island Pony Club and the Waiheke Local Board. The purpose of the meeting was to discuss aspirations of the marae to expand their services and facilities in the reserve, which includes a potential expansion of the footprint of the marae’s leased area and a decrease of the area leased by the Waiheke Pony Club. Though a concept plan was developed by the marae for part of the reserve in the past, representatives from the marae indicated at the meeting that those plans were outdated.

51. Following the mid-September meeting, staff held a workshop with the local board to discuss potential options for reserve management planning for Te Huruhi Reserve.

52. The five options discussed at the late September workshop are outlined below (see Attachment D for further details, including an options assessment):

· Option 1 – reflect current state of activities and leases for the reserve in the draft plan

· Option 2 – reflect some potential change for activities and leases for the reserve in the draft plan

· Option 3 – reflect current state, but indicate potential for change in the future

· Option 4 – remove Te Huruhi Bay Reserve from the draft plan and bring this back later as a variation to the local parks management plan

· Option 5 – produce a stand- alone reserve management plan for Te Huruhi Bay Reserve.

53. At the late September workshop, board members present expressed a preference to progress with option two.

54. Based on the options assessment and the feedback from the local board at the workshop, staff have amended the management intentions for Te Huruhi Bay Reserve, which is included in Volume 2 of the Draft Waiheke Local Parks Management Plan in Attachment B.

55. The management intentions for Te Huruhi Bay Reserve broadly align with option 2 as discussed at the workshop and acknowledge that further clarity is needed on the proposal by Piritahi Marae to expand and the impact of this on other activities and leases on the reserve. A concept plan is proposed to be developed and consulted on, to work through potential changes.

56. It should be noted that the management intentions for this reserve (and all other reserves included) are in draft form and feedback will be sought on them through the Reserves Act consultation process outlined in the following paragraphs (57 to 59).

Public notification

57. Section 41 of the Reserves Act outlines the obligations of an administering body to prepare and publicly notify a reserve management plan. The Waiheke Local Board is the administering body for the reserves included in the draft plan.

58. As per the requirements of section 41(6) of the Reserves Act, the draft plan will be open for public consultation for a period of at least two months.

59. Public consultation is planned to start in mid-November 2020 and close in late-January 2021, subject to approval of the draft plan by the local board. All submitters have the option of requesting the opportunity to speak to their submission at a hearing.

Hearings and decision making on the plan

60. In terms of hearing submissions, the local board can choose whether the full local board, certain members and/or independent commissioners will hear submissions and decide on the draft plan. The table below describes the various options.

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

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

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

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

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

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

· ensuring Reserves Act expertise on the panel,

· ensuring a level of independence during the hearings process,

· cost.

Option 2 is recommended

65. Based on the assessment of options staff recommend option 2, with the local board appointing a panel, consisting of all local board members and an independent commissioner, to:

· hear objections and submissions from submitters on the draft plan

· make recommendations to the local board about:

o on amendments to the draft plan following the hearings process, and

o the extent to which objections and submissions are allowed or accepted or disallowed or not accepted

66. The decision to approve the final Waiheke Local Parks Management Plan remains with the local board.

Classification of Neil Avenue Bush Reserve

67. Neil Avenue Bush Reserve contains two parcels of reserve land described below (shown in Attachment F) which require classification under s16(2A) of the Reserves Act.

Reserve name	Physical address	Legal description	Area (m²)	Reserve classification
Neil Avenue Bush Reserve	31 Anzac Road	Land on DP 11620	776m²	Scenic reserve 19(1)(b)
Neil Avenue Bush Reserve	33 Anzac Road	Land on DP 11620	2760m²	Scenic reserve 19(1)(b)

68. These parcels were vested as bush reserve in 1920 and are currently held by the council as unclassified reserves, subject to the Reserves Act 1977.

69. Staff recommend that the land is classified as scenic reserve under section 19(1)(b) of the Act, recognising vegetation on the site and restoration work underway by neighbouring property owners.

70. The land is zoned open space – ecology and landscape, and therefore no public notification is required.

Confirm classification proposals following close of submissions

71. Public notification of the proposals to declare and classify those parcels described below and shown in Attachment G was published on 25 June 2020 in the Waiheke Gulf News in accordance with the requirements outlined in section 119(1)(b) of the Reserves Act. The submission period closed on 26 July 2020.

Reserve name	Physical address	Legal description	Area (m²)	Reserve classification
Awaawaroa Road Reserve	95 Awaawaroa Road	Section 3 SO 67174	1132m²	local purpose (amenity) reserve
Ōrapiu Road Esplanade Reserve	Ōrapiu Road	Part Section 1 SO 64551 (five small parcels)	2760m²	local purpose (esplanade) reserve

72. Mana whenua with an interest in Waiheke were invited to provide feedback on the proposed classifications and no objections were received.

73. No submissions were received on the classification proposals. There were no requests received to speak to these proposals and therefore, no hearing is required.

74. The local board may choose to approve the classification proposals as they were publicly notified; or to change those proposals.

75. In this case, there have been no objections or submissions. We recommend therefore, that the local board approves classifying the reserves parcels.

Correcting errors in the classification of Catherine Mitchell Reserve

76. Three parcels at Catherine Mitchell Reserve as described below and shown in Attachment H were created from a survey of the building footprints onsite being hostel accommodation, a caretaker’s house and garage.

Reserve name	Physical address	Legal description	Area (m²)	Change of purpose
77. Catherine Mitchell Reserve	419-427 Sea View Road	Section 1 SO 541086	653	Local purpose (hostel buildings) reserve
		Section 2 SO 541086	144
		Section 3 SO 541086
29

78. As part of a report on additional classifications to the local board’s business meeting on 27 May 2020, the parcels were classified as local purpose (community use) reserve instead of local purpose (hostel buildings) (WHK/2020/80).

79. A new resolution of the local board is required to correct the purpose of the parcels under section 24A of the Reserves Act to local purpose (hostel buildings) reserve which provides for the operation of the Waiheke Backpackers Hostel. Public notification is not required.

Exclusion of Lot 6 DP 204906 from the Waiheke Local Parks Management Plan

80. The local board has decision-making authority for three parcels of reserve land adjacent to the southern boundary of ROSP as described below and shown in Attachment I.

Reserve name	Legal description	Area (m²)	Land status
Onetangi Sports Park	Lot 6 DP 204906	18,860	Recreation Reserve
Onetangi Sports Park	Lot 19 DP 184090	2,200	Local Purpose (Accessway) Reserve
Musson Drive Access Reserve	Lot 17 DP 184090	6,850	Local Purpose (Accessway) Reserve

81. The committee has responsibility for making decisions on the scope of the ROSP reserve management plan and has considered whether these parcels of land should be included.

82. On 27 November 2018, the committee resolved to approve public notification of its intention to prepare a reserve management plan for ROSP, including Lot 6 DP 204906, and invited written suggestions on the proposed plan (resolution RDC/2018/4).

83. This report is now seeking approval for Lot 6 DP 204906 to be excluded from the draft plan and to be formally included within the scope of the reserve management plan for ROSP. Decision-making for these two parcels is to be delegated to the committee. The other two parcels (Lot 19 DP 184090 and Lot 17 DP 184090) remain within the scope of the draft Waiheke Local Parks Management Plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

84. The decisions in this report are largely administrative and we anticipate them to have no direct impact on greenhouse gas emissions. However, the future management direction set in the plan for local parks, emphasises the role of local parks in climate change mitigation and adaptation.

85. Part C in Volume 1 of the draft plan includes a climate change and natural hazards policy, which sets objectives to manage parks in a way that minimises and mitigates the impacts of climate change and improves the resilience of parks by adapting to the effects of climate change, especially in coastal areas.

86. Other policies which aim to manage the impacts of climate change are:

· access and parking - by not providing for peak use parking and encouraging active forms of transport

· plants and animals - by encouraging plantings to increase urban canopy cover and manage riparian margins

· park development - by encouraging utilising green building practices in design, construction and operation of park development.

87. Part D in Volume 2 of the draft plan identifies potential coastal hazards at an individual park level and in some cases includes management intentions which aim to address potential hazards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

88. A council project group has met regularly to support the plan development, understand implications of the draft plan and ensure alignment with other council plans and projects. This group included staff from Community Facilities, Parks, Sport and Recreation and Community and Social Policy.

89. Other council departments and Council Controlled Organisations (CCOs) have provided specialist input into the development of the draft plan including Infrastructure and Environmental Services, Legal Services, Local Board Services, Chief Sustainability Office and Auckland Transport.

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

Local impacts and local board views

Local impacts

90. Once approved for notification, the draft plan is intended to convey to the public how the local board intend to manage Waiheke local parks over the next 10 years. The public will have the opportunity to make submissions on the draft plan.

Local board views

91. Workshops were held with the local board at key points through the development of the provisional draft plan to inform them of progress and seek feedback.

92. A workshop was held with the local board on 15 July 2020 to seek final feedback on the draft plan prior to this recommendation for approval. In particular we discussed updates to volume one of the plan following feedback from mana whenua across the region on the template for local parks management plans generally, including:

· Section 6 – Park values

· Section 7 – Te ao Māori in local parks management

· Section 8 – Principles for parks management

· Section 11 – General policies

i) Park naming policy

ii) New policy on Mana whenua and Māori outcomes

93. Local board members were largely supportive of the plan.

94. A workshop was also held with the local board on 29 July 2020 to discuss the options for hearings and decision making on the plan.

95. The local board’s preference is to appoint an independent commissioner as chair and have all local board members involved in hearing submissions, deliberating on them and making the decision to approve the final plan. This is reflected in our recommendation to progress option two – a panel of the local board with an independent commissioner as chair.

96. The most recent workshop with the local board, held on 30 September 2020, was to discuss the policy direction of the encroachments policy, as well as options for reserve management planning for Te Huruhi Bay Reserve.

97. Local board members present were supportive of the policy direction for the encroachments policy.

98. Board members present also expressed a preference for option two for reserve management planning for Te Huruhi Bay Reserve, which is outlined above (paragraph 51 and Attachment D).

Tauākī whakaaweawe Māori

Māori impact statement

99. The Reserves Act is one of the Acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act, the local board must give effect to the principles of Te Tiriti o Waitangi.

100. Treaty obligations are overarching and not something to be considered or applied after all other matters are considered.

101. The draft plan acknowledges council’s obligation to iwi under the Te Tiriti o Waitangi / the Treaty of Waitangi in local parks management planning. In developing the draft plan council aimed to honour these obligations.

102. We invited mana whenua to be involved in the development of the draft plan. This opportunity was taken up by both entities for Ngāti Pāoa (Ngāti Pāoa Trust Board and Ngāti Pāoa Iwi Trust), Ngāi Tai ki Tāmaki, Ngāti Maru and Te Patukirikiri.

103. Points of interest and input from mana whenua relate to the management of natural and coastal areas, sites and areas of cultural significance and the ability for mana whenua to provide input into future decisions on local parks.

104. The draft plan seeks to embed te ao Māori / the Māori world view and values throughout the document. Section 7 of the document outlines core Māori values and how they should be considered in the management of local parks.

105. We also engaged with Piritahi Marae Trust on Te Huruhi Bay Reserve where they hold two leases for part of the reserve.

106. Mana whenua and mataawaka will have the opportunity to provide further feedback on the draft plan during the public consultation period.

Ngā ritenga ā-pūtea

Financial implications

107. There are no cost implications from these decisions.

108. Costs for advertisements and engagement tools for public consultation on the draft plan are covered through the project budget. The cost for appointing one commissioner for hearings is met from existing operational budgets.

109. Costs for gazette notices for the classifications will be covered through existing operational budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

110. The following table outlines relevant risks and mitigations.

Risk	Mitigation
The plan is a high-level plan and does not contain the same level of detail in the previous reserve management plans. The plan does not include specific development proposals for individual parks.	Include information in the consultation material about the benefits of having an omnibus plan such as consistency and ease of decision making for parks across Waiheke. Public consultation for specific development proposals will need to be undertaken in line with the requirements of the Reserves Act and LGA.
Receiving a low number of submissions, due to lack of awareness of the public consultation taking place or potential submitters being discouraged from making a submission by the size of the document.	Work with the local board communications and engagement staff to let people know that the consultation is happening and make it as easy as possible for people to provide feedback by offering different ways to do this e.g. paper, online, email, drop in sessions, open days.
There is a high level of uncertainty about what the proposal of Piritahi Marae entails, as well as the timeframes and feasibility of a potential proposal.	The draft plan acknowledges the need for planning and feasibility work and proposes development of a concept plan for public consultation, to allow for potential changes to the activities on the reserve. The concept plan should be developed following the Reserves Act processes for plan development and consultation.

Ngā koringa ā-muri

Next steps

111. Subject to approval from the local board to notify the draft plan, public consultation will start in mid-November 2020 for two months in accordance with the Reserves Act.

112. It is anticipated that a hearing will be held in March 2021 with a decision on the final plan around May 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A_ Draft Waiheke Local Parks Management Plan - Volume 1 (Under Separate Cover)
b ⇨	Attachment B_Draft Waiheke Local Parks Management Plan - Volume 2 (Under Separate Cover)
c ⇩	Attachment C - Summary of the draft LPMP	33
d ⇩	Attachment D_Te Huruhi Bay Reserve options for reserve management planning	37
e ⇩	Attachment E- hearings and decision-making options	39
f ⇩	Attachment F - Neil Avenue Bush Reserve	41
g ⇩	Attachment G - parcels publicly notified	43
h ⇩	Attachment H - Catherine Mitchell Reserve	45
i ⇩	Attachment I - three land parcels adjacent to ROSP	47

Ngā kaihaina

Signatories

Authors

Jessica Morris - Service and Asset Planner

Nicki Malone - Service and Asset Planning Specialist

Authorisers

Justine Haves - General Manager - Service Strategy and Integration

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 October 2020

Tawaipereira Reserve Skatepark Renewal – Revised Design

File No.: CP2020/15478

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waiheke Local Board on the options to revise the scope and the detailed design for the existing skatepark extension project within Tawaipareira Reserve which includes additional elements and concrete surface remediation.

2. To seek approval for the allocation of additional funding from the Waiheke Local Board Locally Driven Initiatives (LDI) capital expenditure (capex) budget to the Tawaipareira Reserve skatepark extension project to cover the costs related to the options to revise the project scope and detailed design to include additional elements.

3. To seek approval for the allocation of additional funding from the Waiheke Local Board Asset Based Services (ABS) capital expenditure (capex) budget to the Tawaipareira Reserve skatepark extension project to cover the costs related to the option to remediate the concrete surface.

Whakarāpopototanga matua

Executive summary

4. Tawaipareira Reserve is a medium sized neighborhood reserve, comprised of just over three hectares and is predominantly open grassed space and wetlands. There is currently a small skatepark and ‘learn to ride’ bike path within the reserve.

5. The Waiheke Local Board delegated its powers and functions under the Reserve Act 1977 over the Tawaipareira Reserve to a co-management committee; the Rangihoua and Tawaipareira Management Committee. This committee has not yet been constituted due to a Ngāti Pāoa mandate issue currently being resolved by the Māori Land Court. Given the unique circumstances, to progress this project, the local board could resolve to withdraw its delegation to the Rangihoua and Tawaipareira Management Committee for this particular decision.

6. Community consultation and feedback informed the concept design process to develop the reserve to incorporate a renewed skatepark, ‘learn to ride’ bike track, a new playground, basketball court, fitness trail and a BMX pump track.

7. The Waiheke Local Board approved the concept design at its meeting held on 4 December 2019 (resolution WHK/2019/220) and the skatepark extension project was programmed to progress to detailed design and construction during financial year (FY) 2020/2021 with a capped physical works budget of $350,000.

8. A design and build contract was awarded which included further community consultation with a skatepark user-group and developing a skatepark extension detailed design.

9. Following targeted consultation with the skatepark user-group, held on-site in December 2019, concept design plans were produced and shared with the skatepark user-group to receive and incorporate feedback into the final detailed design.

10. Detailed design plans were again shared with the skatepark user-group and at that point, a new skatepark user-group, who were not part of the original consultation group, came on board and requested if changes could be incorporated into the current detailed design.

11. As a result, the contractor was requested to postpone construction, programmed for October 2020, in order to recommence consultation with the additional skatepark user group and consider how their feedback could be incorporated into the detailed design.

12. In September 2020, a meeting was organised between the local board, contractor, designer and various skatepark user-groups, to work through the design changes proposed and the impact on the skatability for users.

13. Following this meeting, the local board requested high level costs and the impact on project timings as a result of incorporating these new changes, that include costing for concrete surface remediation and polishing, which was initially out of scope.

14. In October 2020, Community Facilities staff provided the local board with indicative costings and timeline impacts for three options:

· Option 1: Existing detailed design - costs are approximately $25,000, due to escalation in construction costs, and are proposed to be allocated from the existing renewals capex project contingency.

· Option 2: Revised detailed design – depending on costs incurred for additional skatepark elements, this is split further into:

o Option 2a: additional cost impact $50,000 for additional skatepark elements proposed to be allocated from unallocated FY2021/2022 LDI capex budget.

o Option 2b: no additional construction costs to include or replace some skatepark elements with no construction cost impact. Design revision costs will cost $6,000 and are proposed to be allocated from the existing renewals capex project contingency.

· Option 3: Concrete surface remediation - approximate cost $84,000 proposed to be allocated from FY2021/2022 ABS renewals capex budget.

15. Community Facilities now seek direction from the local board on the proposed changes detailed in Option 2: Revised detailed design and Option 3: Concrete surface remediation and approval of the required budget allocation, if project scope changes are required, in order to progress the project to construction commencement in February 2021.

16. The existing design caters for all ages of users. The changes proposed would offer more challenge for experienced users but would conversely see a reduction of provision for younger users and beginners.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) approve additional skatepark elements for the Tawaipareira Reserve skatepark renewal project that will incur no additional physical works cost.

b) approve allocation of $84,000 from the financial year 2021/2022 ABS renewals capital expenditure budget to the Tawaipareira Reserve skatepark renewal project to provide concrete surface remediation work.

c) consider the options to change the detailed design and the additional funding required for the Tawaipareira Reserve skatepark renewal project:

i) noting option 2a) will require allocation of an additional $50,000 from the financial year 2021/2022 unallocated Locally Driven Initiatives (LDI) capital expenditure (capex) budget to the Tawaipareira Reserve skatepark renewal project for a revised detailed design, additional skatepark elements and construction costs.

Horopaki

Context

17. The skatepark extension project is an important component of the Tawaipareira Reserve concept design that was approved by the local board in December 2019 (resolution WHK/2019/220).

18. A design and build contract was awarded which included consulting with the skatepark user-group community and developing a skatepark extension design to a capped budget of $350,000.

19. Targeted consultation with the skatepark user-group resulted in new design elements which were used to develop a concept design for skatepark renewal which was presented to the local board in January 2020.

20. Following this, detailed design was produced for final review in May 2020 with an aim to tentatively commence construction in October 2020.

21. Detailed design plans were shared with the skatepark user-group and at that point a new skatepark user-group who were not part of the original consultation group came on board and requested changes be incorporated to current design.

22. As a result, notice was sent to the contractor about postponing October 2020 mobilisation and the need to recommence consultation.

23. In September 2020 a meeting was organised between the local board, contractor, designer and various skatepark user-groups to work through the changes proposed and their implication on the user experience and skatability of the skatepark elements.

24. There was a consensus amongst the meeting attendees that the design proposed from the designer is a skateable design with the skatepark user-groups consulted at that time. The designer has a track record of producing suitable skateparks for council across the Auckland region and within New Zealand.

25. It was discussed that skatepark component designs and usage patterns can change over time and in the future, skatepark users with different opinions and skating styles could evolve.

26. The local board expressed concern with the financial uncertainty that has been created by the impacts of Covid-19. The constraints of the Auckland Council Emergency Budget means that there is no guarantee of additional budgets for the next financial year if the project is not completed for the contracted amount. Priority was therefore to complete construction in financial year 2020/2021.

27. The local board requested information from Community Facilities on high level costs and the project timeline impacts of incorporating these new changes, along with costing for concrete polishing, which was initially out of scope.

28. Community Facilities has provided the requested information to the local board in October 2020 which includes indicative costings and timeline impacts.

Tātaritanga me ngā tohutohu

Analysis and advice

29. Feedback has been received from the contractor on the cost and timeline impact for three Options: Option 1: Existing detailed design; Option 2: Revised detailed design with top five changes from skatepark user-group and Option 3: Concrete surface remediation.

30. Timeline impacts – staff advise that the local board’s decision will need to be passed on to the contractor no later than 28 October 2020 which will enable the design changes to be incorporated by the end of December 2020. This will enable the contractor to plan and construction to commence by February 2021.

31. Provision impacts – The current design caters for all ages of users. The ‘humps’ are a child/ beginner friendly feature where newer riders can get the feel for the fundamentals, before progressing on to other areas of the skatepark as their skills develop. The humps are suitable for skateboards, roller skates/ blades, scooters and bmx/ small kids bikes.

A change to a spine and pyramid/ bank setup, as requested by the new local skatepark group, would suit more experienced skaters as these are intermediate-advanced level obstacles. This scenario would offer more challenge for experienced users but would conversely see a reduction of provision for younger users and beginners.

Stairs steps activities have been catered for in both designs (jump across/ down a level change) at three locations across the new design.

i. South-West corner: from ramp platform, over bench and down onto flat.

ii. Western side halfway down: level change next to rail.

iii. Centre of park: over soakage area gap.

32. Cost related impacts - costs provided are high level estimates and will be finalised once the changes are approved and documentation from the designer is received.

33. The scope and related costs for the three options are detailed in the table below:

Option

Costing and phasing

Analysis and advice

Option 1: Existing detailed design

Costs are expected to be approximately $25,000.

An increase in construction costs is expected due to the delay in construction from October 2020 until February 2021.

Additional costs have also been incurred for the contractor’s attendance at the meeting held in September 2020 with skatepark user-groups and the local board.

Additional costs can be accommodated from the project contingency as the design has not changed in Option 1: Existing detailed design.

Increased construction costs in Option 2: Revised detailed design can also be accommodated from the project contingency.

Option 2: Revised detailed design includes top five changes proposed by the skatepark user-group

Option 2a: Additional cost impact of $50,000 excluding $20,000 for construction cost escalation

Option 2b: No additional construction costs

At a meeting held in September 2020, the designer and skatepark user-group came to an understanding that the existing plan and proposed plan with changes are both skateable and provide a reasonable skating experience.

Therefore, due to its subjective nature, staff advise that the local board use its discretion in approving elements of this option that will require additional funding.

Cost incurred for changes to design and drawings.

Adding ‘Quarter Pipe’ to side of ‘Manual pad’.

Changing ‘Rollovers’ to ‘Long Bank’ with ‘Pyramid’.

Additional accommodation and site set-up costs for the extended construction duration.

Filling in of soak-away area – this aspect has not been priced yet as the closed landfill team is assessing the impact of this soak-away area on the landfill.

Incorporating ‘High Spine’ on ‘Quarter Pipe’

Repositioning the ‘Slappy Curb’

Replacing ‘Jersey Barrier’ with ‘Standard Ledge’

Repositioning the ‘Flat Round Rail’

Minor cost of $6,000 will be incurred for changes to design and drawings and will be allocated from existing project contingency

Option 3: Concrete surface remediation

The estimated costs to complete the polishing and repair to the existing skatepark surface is approximately $84,000.

The estimate will depend on the final agreed scope and the cost is an indication at this point. This can be matched to available fund.

a) Concrete surface remediation is currently out of scope but is an important aspect to be addressed.

b) This will ensure the existing skatepark element remains fit for purpose, links seamlessly with the extension and eliminates existing health and safety risks.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The Community Facilities department at Auckland Council are committed to the regional sustainability targets detailed in Te-Taruke-A-Tawhiri - Auckland's Climate Plan.

35. The construction of the skatepark extension, along with concrete polishing, will have a minor impact on the increase of greenhouse gas emissions due to the required additional construction materials, extending the footprint of hard surface and the potential for increasing landfill leachate.

36. Consideration will be given to sourcing local products and services, where practically possible, throughout construction.

37. By adhering to the closed landfill approval process, the design will incorporate aspects to ensure that the extension does not contribute to additional leachate being generated from landfill. Stormwater will be directed towards the existing overland flow path.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Specialist staff from Parks, Sport and Recreation and Community Facilities – Operations and Maintenance have been consulted and are supportive of the proposal and design for the skatepark extension.

39. Healthy Waters have been consulted, as they are currently working within the eastern portion of the reserve improving stormwater systems and are supportive of the proposal.

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

Local impacts and local board views

40. The skatepark extension is part of the concept design for Tawaipareira Reserve approved by the Waiheke Local Board in December 2019 (resolution WHK/2019/220).

41. The project aligns with the following Waiheke Local Board Plan 2017 outcomes and objectives:

Outcome

Objective

Outcome 4: Thriving, strong and engaged communities

Strengthen collaboration with Māori. Community wellbeing and participation.

Outcome 5: Vibrant places for people

Improve the open space network on the island.

Improve our community’s health and wellbeing by providing quality recreational facilities.

Help our communities to lead active and healthy lifestyles.

Tauākī whakaaweawe Māori

Māori impact statement

42. Engagement with co-governance mana whenua on the reserve development has been undertaken as part of the consultation process.

43. The potential development of Tawaipareira Reserve was discussed with the Ngāti Paoa Iwi Trust board members on-site on 24 June 2019.

44. Ngāti Paoa Iwi Trust provided written support for the proposal on 25 June 2019.

45. There will be further opportunities for mana whenua to be involved through the developed design phase of the reserve. This will involve working with mana whenua for incorporating cultural patterns in paving design, pou pole carvings or on balance beams/stepping logs, painted panels, etc.

Ngā ritenga ā-pūtea

Financial implications

46. The total project budget for the Tawaipareira Reserve development is $1,150,000 including an LDI capex contribution of $200,000 and budget allocated to the skatepark construction, design costs and contingency is $420,000 ABS renewals capex.

47. The total project budget for the development of Tawaipareira Reserve is $1,150,000 and the budget breakdown for the various portion of works including its phasing is detailed in the table below:

Tawaipareira Reserve development – concept plan staging
Staging	Portion of works	Project Phase	High level cost estimate	Estimated delivery
Stage 1	Concept Design and general arrangement	Completed	$60,000	Completed
Stage 1	Skatepark renewal	Detailed Design	$420,000	April 2021
Stage 2	Resource consent, Detailed Design including contamination testing and Iwi engagement.	Preliminary Design	$50,000	June 2021
Stage 3	Playground – Priority 1	Preliminary Design	$315,000	Autumn 2022
	Learn to ride track – Priority 2	Preliminary Design	$105,000	Autumn 2022
	Temporary gravel carpark– Priority 3	Concept Design	$25,000	Autumn 2022
	Basketball court (provisional item depending on funding) Priority 4	Concept Design	$130,000	Autumn 2023
Total			$1,045,000
Total including 10% contingency			$1,150,000

48. It is therefore expected that existing project renewals capex budget can accommodate the $20,000 increase in construction costs in Option 1: Existing detailed design or part of Option 2: Revised detailed design depending on the option approved by the Waiheke Local Board.

49. Any changes to design and cost impact resulting from Option 2: Revised detailed design changes from skatepark user-group will require funding allocation from the $140,000 unallocated FY2021/2022 LDI capex fund.

50. Any changes to design resulting from Option 3: Concrete surface remediation will require funding allocation from FY2021/2022 ABS renewals capex.

51. In order to stay within the work programme budget envelope for the 2020/2021 financial year, the additional funding required is to be brought forward under the Risk Adjusted Programme (RAP) from financial year 2021/2022 and to be substituted against unspent capex budget across the Waiheke Local Board Community Facilities financial year 2020/2021 work programme.

The financial detail in this report has been reviewed by the local board Lead Financial Advisor and the Community Facilities work programme lead.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. The existing delay in not proceeding with the April 2020 Detailed Design plans and consultation with additional skatepark user-group comments has already resulted in additional costs to the existing contract.

53. The earliest construction date now available is February 2021 which has also resulted in additional expense due to an escalation in construction costs.

54. There is a risk that additional delays and failure to reach a decision by 28 October 2020 will result in delaying the construction and an additional increase in construction costs.

55. Engagement with the community has been undertaken and there is an expectation that the project will be completed within this financial year 2020/2021.

56. Skatepark designs are very subjective and final design may not meet full expectation of different skatepark user-groups.

57. Parts of the site were formerly used as an open landfill and there is a risk of ground contamination associated with possible works. Therefore, a closed landfill application is being processed for the detailed design completed in April 2020.

Confirmation will be required from closed landfill team if the proposed skatepark extension will require additional testing and mitigation.

If mitigation is required, this will impact on construction costs. However, this is unlikely as the footprint is the same for the detailed design completed in April 2020 and proposed revised detailed design changes from skatepark user-groups.

Ngā koringa ā-muri

Next steps

58. Subject to local board approval of the additional funding and change of project scope, Community Facilities will provide feedback to the contractor on the agreed actions by
28 October 2020, in order for construction to commence by February 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Action points from meeting held 20.09.20	57
b ⇩	Detailed Design and Engineering Drawings for Tawaipereira Skatepark - April 2020	59

Ngā kaihaina

Signatories

Author

Joseph Milan – Programme Manager – Community Facilities

Authorisers

Rod Sheridan - General Manager - Community Facilities

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Louise Mason – Geneal Manager - Local Board Services

No.	Title	Page
a ⇩	Waiheke Transport Forum Minutes - 7 October 2020	63
b ⇩	Waiheke Transport Forum Feedback on Matiatia Landside Improvements	69

Waiheke Local Board

28 October 2020

Auckland Transport Report - October 2020

File No.: CP2020/14779

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Waiheke Local Board on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

Whakarāpopototanga matua

Executive summary

This report covers:

2. A general summary of operational projects and activities of interest to the board.

3. An update on Auckland Transport projects identified in the Waiheke 10 Year Transport Plan.

4. An update on the board’s Transport Capital Fund and Community Safety Fund.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) receive the Auckland Transport October 2020 update report.

Horopaki

Context

5. Auckland Transport is responsible for all of Auckland’s transport services, excluding state highways. We report monthly to local boards, as set out in our Local Board Engagement Plan. This reporting commitment acknowledges the important engagement role local boards play within the governance of Auckland on behalf of their local communities.

6. This report updates the Waiheke Local Board on Auckland Transport (“AT”) projects and operations in the local board area, it updates the local board on their advocacy and consultations and includes information on the status of the Local Board Transport Capital Fund (“LBTCF”) and Community Safety Fund (“CSF”).

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

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

8. With the Auckland Council’s emergency budget now confirmed, the LBTCF for the 20/21 financial year has been set at $5.0 million for allocation across the 21 local boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 21/22 and 22/23 financial years will form part of the Long-Term Plan/Regional Land Transport Plan (LTP/RLTP) discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID crisis.

9. Advice from the Finance Department is that with specific budgets unknown for 21/22 and 22/23 financial years, boards are unable to combine future years allocations into a single project.

10. Boards are encouraged to target delivery of smaller projects or complete design and documentation for a project than can be physically delivered in 21/22.

11. The Waiheke Local Board share of the 20/21 LBTCF allocation is $97,061.

12. Auckland Transport will work with the local board to discuss and advise on the best use of the limited budget.

Community Safety Fund (CSF)

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

14. The CSF is funded from Auckland Transport’s safety budget and is dependent on the level of funding AT receives from Council. This level of funding has been constrained through the Emergency Budget process. Public consultation and design work is progressing so that projects are designed and ready to go when the money becomes available.

15. Safety projects will be prioritized according to DSI (death and serious injury) data and therefore local board community safety projects will continue with planning and design but may not be delivered in the 20/21 financial year.

Future Connect

16. Future Connect will be Auckland Transport’s long-term plan for Auckland’s future integrated transport system. It maps Auckland’s Strategic Networks, the most critical links of our current and future transport system and will ultimately set a 30-year vision for all modes: public transport, general traffic, freight, cycle and walking.

17. Strategic Networks have been investigated to surface critical problems, opportunities and Focus Areas. This will help inform the development of the Regional Land Transport Plan (our 10-year investment programmes) and will guide future planning and investment.

18. Future Connect was introduced to Local Board Chairs at the 14 September 2020 Chairs Forum. In October and November 2020, the project team will be available to talk to interested Local Board Transport Representatives. This will be an opportunity to provide a more detailed project overview, answer questions, seek local knowledge and opportunities for alignment with Local Board Plans.

19. The team is also producing a short video that we will be able to show board members once it becomes available.

Update on Auckland Transport operations:

20. The table below has a general summary of projects and activities of interest to the local board with their status. Please note that:

· All timings are indicative and are subject to change.

· The Waiheke Operations Manager will update the local board in the event of any amendments or changes to the summaries provided for below.

Activity

Update

Wharves

Kennedy Point

The Portacom buildings have been upgraded with new exterior woodgrain cladding.

The wharf upgrade project will be complete once new piles, new fendering and new lighting edge strips are installed by mid-November.

Matiatia Wharf (main)

The project to replace the old gangways, pontoon and hydraulic lifting system at the northern and southern berths is in preliminary design phase and the agreed concept plan was presented to the local board in September.

The project team have met with iwi and are workshopping regularly with ferry operator Fullers as the plans are developed.

The lead project manager will provide the local board with a further update in November once the latest configurations have been considered.

To undertake these works proposed, ferry services will likely be required to utilise the old wharf for a short period of time. Required enabling works on the old wharf to accommodate this commenced in October and are expected to be complete by mid-December.

Matiatia Wharf (old)

Works to reconfigure the gangway and use of the inner berth pontoon commenced in October. It is intended that this wharf be used as a back-up and provide future contingency for the main ferry berths.

To enable larger ferries to berth alongside the pontoon, new fender piles are being installed, and the gangway flipped around to achieve compliant and accessible gangway gradients.

Works are currently planned to be complete by mid-December, and further advice will be provided if this needs to be pushed out.

Matiatia Wharf (toilets upgrade)

The Matiatia ferry terminal facilities were last upgraded in 2004. Due to current passenger numbers relative to the current capacity, existing facilities do not sufficiently cater for the volume of passengers that frequent the Island; patrons must endure long waiting time for facilities. This phenomenon is most pronounced during the peak summer months.

Detailed design for new and improved facility was completed by Auckland Transport in 2018, however the project was not implemented due to Budget constraints. Project implementation was uncertain until this financial year 20/21 when budget was confirmed.

The new facilities include:

· new building to accommodate females, containing seven toilets and three wash hand basins.

· Existing male/female facility will be renovated to accommodate the males with three toilets, four urinals and three wash hand basins.

· The existing facility will also house a new accessible facility and a unisex toilet, each with its own wash hand basin.

· Bicycle stands will be temporarily relocated during construction and re-installed in their current location once construction is complete. Signage will be installed prior to construction informing cyclist of relocation and disruption timelines.

· A new canopy over the extended portion of the building will be installed.

Construction is due to commence early November 2020 and be complete by end February 2021.

Matiatia carpark

buildings

New post and rail fencing demarcating the parking area where the buildings once stood is complete and customers have been able to use these carparks.

New parking signs are due for installation on 21-22 October, at which point these parking bays will revert to paid parking.

After various parking adjustments within different areas of the carpark have been accounted for, there is a total of 361 paid parking spaces available.

There are approximately 130 parking spaces available in Owhanake carpark.

Matiatia carpark shared P30/mobility spaces

18 additional carpark spaces have been made available for mobility permit holders in the Matiatia carpark.

The new P30/mobility spaces are adjacent to the 20 existing mobility spaces – and are shared with the public who may continue to use them with the P30 time restriction. This time restriction does not apply to mobility permit holders.

The exemption has been undertaken at the request of the Waiheke Special Needs Group who have advocated on behalf of the community for improved accessibility for those with special mobility requirements.

Matiatia carpark

bus layover area

The modification to the current bus layover area near the Harbourmaster building is laid out follows: -

1. The southern side of the layover i.e. the side closest to Harbourmasters, is to be retained for bus parking with a P60 time limit proposed.

2. The northern side of the layover is to be returned to paid car parking. This creates approximately 13 additional car spaces.

New parking signs are due for installation on 21-22 October, at which point these parking bays will revert to paid parking.

Carpark CCTV

Three new carpark cameras have been installed during October to monitor the upper (unsealed) area of the Matiatia carpark.

Four existing cameras monitor the (lower) sealed parking area of the Matiatia carpark.

Three cameras are in operation within the Owhanake carpark.

These cameras are operating primarily for security purposes.

Road Maintenance

Programmed works

October includes preseal repairs, grading and metaling of various unsealed roads, cleaning of water tables, and other routine cyclic maintenance.

Repairs undertaken on Burrell Rd – preseal repair work prior to planned sealing in the new year.

Preseal repairs

Programmed for:

· Karaka Rd

· Frank St

· McIntosh Rd

· Ocean View Rd

Grading and Metaling

Programmed for:

· Bella Vista

· Empire Ave

· Ocean View Rd

Putiki Road

Works are being undertaken during October to correct the footpath levels and complete the unfinished section around the wooden walkway bridge area leading over to Countdown and the Ostend shopping precinct.

Works include some low retaining, installation of handrails, and concrete works to tie in the existing footpath to the boardwalk.

Parking Enforcement

Parking enforcement officers are patrolling the island regularly with coverage now including weekends.

AT have arranged for various identified abandoned vehicles to be removed from the island. This process is ongoing and dependent on the availability of suitable transport vehicles to undertake the work.

A new CCTV camera has been installed in the seaward keyhole for enforcing the bus parking bay.

The camera will be monitored remotely by Parking Enforcement.

Bus Patronage

Overall patronage on the island is around 80% of 2019 levels.

Electric buses

Waiheke Island is due to receive eight electric buses for local operation over the next month.

Fullers/WBC (Waiheke Bus Company) in association with AT are arranging a special launch event for these buses on 10 November 2020.

The event will be attended by the Auckland Mayor as well as the British High Commissioner. The new Alexander Dennis Limited (ADL) buses are British made and supported by their government.

The Waiheke Link will be AT’s first contracted electric fleet. (City Link and Airport Link are next due to follow).

Update on Auckland Transport projects:

21. This list is initially an update on the projects outlined in the “Waiheke 10 Year Transport Plan: Project Lists draft for consultation June 2019”.

22. Progress on these projects are subject to the outcomes from the Emergency Budget 2020/2021, and/or review following the recent return to Level 3 lockdown in Auckland.

23. The Waiheke Operations Manager will update the local board in the event of any amendments or changes to the summaries provided for below.

Activity

Summary

Update

Matiatia landside transport improvements	Development of a strategic business case for the master redevelopment of the Matiatia precinct, including carparking, footpaths, surrounding streets and modal access arrangements	Key Stakeholder engagement on the short list of investment options was completed in September. Public consultation has been put on hold pending the implications of changes to land use areas for transport after discussions with Ngati Paoa regarding the Scheduled Maori Heritage area.
New bus network infrastructure	Provision of infrastructure to support the new Waiheke bus network, which will require new bus stops and the removal of redundant bus stops	New bus stops and upgrading existing bus stops along Donald Bruce Road in Surfdale, Waiheke. There are three new bus stop pairs being proposed, and one bus stop pair being upgraded. Consultation on these with affected landowners/residents has concluded, except 107 (the stop closest to Kennedy Point). DBR 2 & 3 (by the school at the top); and DBR 11 & 14 (by the Intermediate School): these two pairs are in resolution preparation – expected to be passed by TCC* at the end of October. DBR 61 and opposite (the Esslin Road pair): these are in the resolution process – expected to be passed by TCC* at the end of October. DBR 107 (opposite the P&R car park): this stop is still in external consultation close out and not yet resolved *TCC – Traffic Control Committee
New bus network to Kennedy Point	Investigate extension of the new Waiheke bus network, including a service to Kennedy Point	An average of 650 people per week were making use of the KP 501 service –in late September-early October the weekly figure is up to 693.
Regulated parking – Belgium St	Modification and upgrade of the bus stops, pedestrian crossings and footpaths on Belgium Street, as well as implementation of regulated parking	The TCC has approved the officer recommendations proposed for these various works. This is a P120 restriction operating Monday – Friday. AT is waiting on the final quote from Downer to undertake the work. Design work for future bus stop improvements is progressing.
Roadway maintenance - Moa Rd	Rehabilitation of roadway surfacing on Moa Road	AT is waiting on a Healthy Waters project to be completed first before the road pavement rehabilitation can be completed. Moa Rd is not on AT’s FY20/21 rehabilitation list. AT will continue to inspect and maintain Moa Rd as per the other roads in the region. No further update available.
Pedestrian crossing - Alison Rd	Investigation of a new pedestrian crossing on Alison Road	There is a crossing point with a central island at the intersection with Jellicoe Parade. Further assessment for an additional crossing to be discussed with the local board at a future workshop. Limited funding is available this financial year.
Crossing improvement - Sea View Rd	Upgrade of the crossing on Sea View Road to high friction surfacing	Considered for upgrade in new financial year (1 July 2020 – 30 June 2021). To be discussed with the local board at a future workshop. Limited funding is available this financial year.
Matiatia Renewal 2	Upgrade of the gangway lift and installation of steel plates and hydraulics at the new Matiatia wharf	The engineering design to replace the old gangways, pontoon and hydraulics at the northern and southern berths is currently in the preliminary design phase. The project team have met with iwi and are meeting regularly with ferry operator Fullers as the plans are developed. Updated infrastructure will enable vessels to safely utilize both these berths in future.
Matiatia Renewal 3	Refurbishment of existing toilet facilities at Matiatia ferry terminal and provision of additional toilets	Contract has been awarded to Cassidy Construction. Construction is due to commence early November and be completed by end February 2021.
Downtown Ferry Terminal redevelopment	Relocation of Pier 3 and 4 at the Downtown Ferry Terminal (city centre) to Queens Wharf West	Stage One of the Downtown Ferry Basin Redevelopment Project will see Pier 3 decommissioned and the creation six new of berths on the western side of Queens Wharf. The project commenced in mid-2019 and is scheduled to be complete in time for the 2021 America’s Cup.
Intersection upgrade - Moa Road / Oceanview Rd	Upgrade of the Moa Road / Oceanview Road intersection to improve road safety and allow for pedestrian access to Little Oneroa	Investigation complete – being considered for detailed design stage. To be discussed with the local board at a future workshop.
Regulated parking - Putiki Road	Implementation of time restricted parking on Putiki Road	The time restrictions are: P30 - 6 spaces P120 – mobility parking 1 space. To be completed when AT has a line marking machine on the island.
Regulated parking - Palm Road and Mako Street.	Implementation of time restricted mobility parking on Palm Road and Mako Road.	P180 – mobility parking spaces have been installed at these locations. Complete.

Community Safety Fund

24. The CSF is funded from AT’S safety budget and is dependent on the level of funding AT receives from Auckland Council. This level of funding has been constrained through the 2020 Emergency Budget process.

25. Now that Auckland Council’s emergency budget is confirmed, AT is reviewing all CSF projects. It is possible that some projects are delayed or even stopped.

26. The local board resolved for Auckland Transport to construct an improved and dedicated pedestrian and cycle facility along Causeway Road. This is project 103 from the Waiheke 10 Year Transport Plan.

Project

Approved funding

Update

The Causeway – from Shelley Beach Rd to the Boating Club

Community Safety Fund (CSF)

The project team met with Mana Whenua for a workshop presentation on 14 October.

A site visit with iwi is scheduled for 21 October and they will announce their interest in engagement thereafter.

AT’s executive leadership team (“ELT”) are due to review the plans following Mana Whenua engagement to close out the internal consultation.

The project will then progress to external consultation.

The project plans will be provided to the local board for review and comment upon approval from the ELT.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. 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.

28. 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

29. The impact of the information in this report is confined to Auckland Transport and does not impact on other parts of the Council group. Any engagement with other parts of the Council group will be carried out on an individual project basis.

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

Local impacts and local board views

30. The proposed decision of receiving the report has no local, sub-regional or regional impacts.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

32. There are no financial implications of receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Auckland Transport is reviewing our annual works programmes in response to Auckland Council’s emergency budget adopted at the end of July.

34. Auckland Transport’s capital and operating budgets have been reduced through this process, so some projects planned for 2020/21 may not able to be delivered.

35. Both the Community Safety Fund and the Local Board Transport Capital Fund are impacted by these budget reductions.

Ngā koringa ā-muri

Next steps

36. Auckland Transport will provide another update report to the local board at their next business meeting in November.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Richard La Ville – Operations Manager – Waiheke and Gulf Islands Airfields – Auckland Transport

Authorisers

John Strawbridge – Group Manager Parking Services and Compliance – Auckland Transport

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 October 2020

Summary of feedback on the draft Waiheke Local Board Plan 2020

Purpose

This report summarises feedback received during the draft Waiheke Local Board Plan consultation period of 13 July to 13 August. The scope of feedback includes written submissions, digital channels and feedback recorded at community events. It aims to present high level responses rather than detail every point of feedback received.

This information is presented to the Waiheke Local Board to inform decision-making prior to adopting the final Waiheke Local Board Plan 2020 at its 28 October 2020 business meeting.

Executive Summary

The draft Waiheke Local Board Plan and Statement of Proposal were adopted by the Waiheke Local Board on the 24^th of June 2020. Public consultation on the draft local board plans ran from 13 July to 13 August 2020.

Late submissions received have also been included in this summary.

Submissions were received through written forms, including online and hard copy forms, emails and letters. Feedback was received through Have Your Say events and comments through the Waiheke Local Board Facebook page.

The total number of pieces of feedback received was 212.

Submission channel	Total #	Total per cent
Online form	97	47 per cent
Hard copy	111	52 per cent
Social media	5	2 per cent
Total		100 per cent

A summary of the submissions and feedback received includes:

· 17 submissions were received from organisations representing the views of their members

· seven submitters do not reside in the Waiheke Local Board area

· 68 people attended four Have Your Say events.

1. Consultation items

The Waiheke Local Board consulted the public on the items below.

1.1 How well do you think our plan reflects the needs and aspirations of you and your community over the next three years?

Overall, 84 per cent responded positively to the direction of the plan, while nine per cent responded negatively. The remaining seven per cent were unsure.

1.2 Do you think our plan will help our community and local business recover from the impact of COVID-19?

Overall, half of submitters responding were unsure, 42 per cent felt the plan would help the community recover from the impact of COVID‐19, while eight per cent did not.

1.3 Do you support Dark Skies status for Waiheke?

Overall, 91 per cent responded positively to the direction of the plan, while four per cent responded negatively. The remaining four per cent were unsure.

1.4 Do you support the concept of Waiheke as an island sanctuary in the Gulf?

Overall, 96 per cent responded positively to the direction of the plan, while two per cent responded negatively. The remaining two per cent were unsure.

1.5 How do you think we can provide a better balance between local and visitors when providing new infrastructure?

151 responses were provided. Common themes are covered below.

2. Other feedback

Feedback on topics outside of those directly consulted on included:

· Retention of the Waiheke character

· The majority of respondents support a focus on environmental regeneration, protection and/or elimination of pests

· Strong support for sustainability (eco and social resiliency)

· Dissatisfaction with Fullers: ferry service (esp prices) and double decker buses

· Marginally more responses supporting status quo over economic development

· Divided attitudes to tourism (increase, decrease, develop eco options)

· Dissatisfaction with transport; buses (too big, too many), footpaths (more, status quo), roads (develop, don’t develop)

· Increase cycleways and pedestrian options

3. Summary of feedback

Question 1: How well do you think our plan reflects the needs and aspirations of you and your community over the next three years?

The purpose of the first question was to gauge respondents’ general support for the overall draft plan.

· Of the 176 respondents who answered this question, 146 agreed (112 with ‘mostly agree’). Those who didn’t agree can be summarised in the main as not having read the document. The second main reason is that they’re undecided

· Those who mostly disagree can be summarised as feeling that while the plan is good, it doesn’t go far enough – particularly in terms of averting ecological disaster

· The overarching theme of those who agree are concerned with ecological and business considerations. Perhaps the main surprise here is an anecdotal spilt between limiting and encouraging tourists

Question 2: Do you think our plan will help our community and local business recover from the impact of COVID-19?

· Overwhelming support for a new vision for tourism: eco, sustainable, working in with local people and environments, with a consistent call to support eco, sustainability and resiliency aligned activities

· A lot of respondents worried about ferry prices

· Calls to ‘care for locals [not visitors] first’

Question 3: Do you support Dark Skies status for Waiheke?

· The majority of submissions are in support of Dark Skies

· Of the 184 people who responded to this question, only seven said no

· The main theme in favour include the attraction for an invigorated and more sustainable tourism

Question 4: Do you support the concept of Waiheke as an island sanctuary in the Gulf?

· An overwhelming yes. The three who said ‘no’ are unsure what a sanctuary is. Most are happy about the positive impact on tourism and benefits to the island’s eco system

Question 5: How do you think we can provide a better balance between local and visitors when providing new infrastructure?

· Many acknowledged that there is little distinction between locals and visitors in terms of infrastructure. However, transport is the big issue

· Overall, most are looking for a more sustainable option: less cars and more alternative options (esp bike and walkways), and electric vehicles

· No double decker buses, improve footpaths, improved bus service, sort out Matiatia (traffic management)

· 4 respondents want the east end road sealed.

· Prioritise locals over tourists

Proforma submissions

Sometimes we receive submissions that have come from a platform created by an external organisation. These are referred to by the council as pro forma submissions. There were no pro forma submissions received for the Waiheke Local Board area.

Have Your Say events

Waiheke Local Board held four drop-in information sessions during the special consultative period.

The events and number of attendees were:

Have Your Say: Drop-in engagement events were held on 16 July 2020 at Onetangi Hall, 20 July 2020 at the Local Board Office, 1 August 2020 at Passage Rock, Te Matuku Bay and 7 August 2020 at the Waiheke Community Library.

Theme of event	Date and time	Location	Number of attendees
Drop-in session	16 July 2020 at 7pm	Onetangi Hall	13
Drop-in session	20 July 2020 at 7pm	Waiheke Local Board offices	13
Drop-in session	1 August 2020 at 10am	Te Matuku Bay	30
Drop-in session	7 August 2020 at 3pm	Waiheke Community Library	12
Total			68

Social media feedback

Five pieces of feedback were received through Facebook. Comments received via Facebook were commensurate with other forms of feedback.

Generic submissions made by organisations to all boards

The following organisations made a submission to all boards or the majority of boards:

· Cancer Society Auckland

· New Zealand Advertising Producers Group

· Community Cat Coalition

· Bike Auckland

· NZ Walking Access Commission Ara Hikoi Aotearoa

· Regional Facilities Auckland

· The Tree Council.

Submissions made by organisations

17 organisations made submissions:

· Waiheke Community Art Gallery Inc.

· Ngati Paoa Iwi Trust

· Waiheke Adult Learning

· Waiheke Island Pony Club

· Awaawaroa Eco Village

· Mataru Trust

· Onetangi Residents Association

· Protect Our Gulf

· Waiheke Island Sculpture Trust

· Eastern Waiheke

· Waiheke Health Trust

· Upcycle re-design

· Love Oneroa

· The Waiheke Bean

· Beautiful Waiheke Inc

· Waiheke Observatory

· Dark Skies Waiheke

Who we heard from

The tables and graphs below indicate the demographic profile of those that answered the demographic questions.

Waiheke Local Board

28 October 2020

Adoption of the Waiheke Local Board Plan 2020

File No.: CP2020/15344

Te take mō te pūrongo

Purpose of the report

1. To adopt the final Waiheke 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 Waiheke Local Board Plan 2020, which includes the proposed changes, is attached 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 Waiheke Local Board:

a) adopt the Waiheke 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 Waiheke Local Board to approve any minor edits that may be necessary to the Waiheke 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 Waiheke Local Board has considered the submissions and feedback received. A total of 213 pieces of feedback were received, including 97 submissions through the online survey tool, 111 hard copy submissions and five pieces of feedback through social media.

11. Public feedback on the draft plan was overall very positive, with 84 percent of submitters supportive of the plan, its direction and how well its themes reflected their needs and aspirations. Nine percent of submitters responded negatively, and the remaining seven percent were unsure.

12. There was a higher response rate from women. Of the 185 individual submitters, 113 (69%) were from women with 72 (39%) from men. Most submitters were over 45 years of age, which reflects the aging demographic of Waiheke.

13. Views on the COVID-19 recovery were less conclusive as 50 percent of submitters Didn’t Know if the Local Board Plan would help businesses and the community recover from the impact of COVID-19. Of the positive submitters 42 percent thought the plan would help and seven percent thought the plan would not.

14. 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 Waiheke Local Board Plan 2020

Key point of feedback	Analysis	Proposed change
Support for business resiliency	There was a significant amount of feedback on the need for greater support for business resiliency in the wake of the Covid-19 pandemic	A new initiative was added to Sustainability outcome: “Support initiatives that increase business and community resiliency”
More support for affordable accommodation for residents	Large numbers of submitters suggested more support is needed to keep residents on the island who could no longer afford rising house prices and rents	In the Thriving, strong and engaged communities outcome, support for the conversion of visitor accommodation units to permanent minor dwellings and support for tiny houses was added
Support for “aging and dying in place”	Some feedback recommended that more support for our elders to age and die in place is required	In the Thriving, strong and engaged communities outcome: “Support initiatives that enable elders to age in situ” was added
Feedback from Ngati Paoa	Further Maori initiatives were developed after receiving written feedback from Ngati Paoa	In the Maori outcomes section, the following initiatives were added: “ · Develop mana whenua relationship agreements to advance partnership and support mana whenua aspirations · Develop a partnership with Ngati Paoa to support their aspirations, including involvement in the development of Matiatia and reconvening the Rangihoua/Tāwaipareira Reserve management subcommittee · Honour Māori history through placemaking, investigate establishment of Māori place names and provide cultural and heritage interpretation, including signage or pou
Do more on reducing harm caused by alcohol, smoking, drugs and gambling	Feedback suggested the board’s plan should be more active in supporting health-related addiction issues such as alcohol, smoking, alcohol, drugs and gambling	In the Thriving, strong and engaged communities outcome: “Support actions and policies aimed at reducing harm caused by alcohol, smoking, drugs and gambling, including development of a local alcohol policy” was added
Transport feedback on speeds and cycleways	There was considerable feedback on reducing speeds, improved cycleways and rationalization of signage	In the Resilient transport and infrastructure outcome, the following initiatives were added: · Continue to advocate to Auckland Transport for a reduction of speeds on Waiheke · The delivery of a continuous cycleway between Matiatia and Onetangi

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

· Increased focus on stormwater infrastructure

· Support a continual rationalisation of Waiheke signage to reduce visual pollution

· Increased focus on sustainable visitor options across all outcomes

· Support Waiheke health providers in their advocacy for Waiheke based services

Changes to the Waiheke Local Board Plan 2020

16. Staff recommend adopting the Waiheke Local Board Plan 2020 (Attachment A) which incorporates the proposed substantive changes to the outcome chapters as described in Table 1 and other minor changes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The Waiheke Local Board Plan 2020 reflects the impacts of predicted climate change.

18. The plan includes Outcome three – Waiheke’s Environment is protected, restored and enhanced, which includes specific objectives and initiatives including:

· Develop and implement an island forest (Ngahere) strategy to provide new habitat for native flora and fauna, increase canopy cover and improve Waiheke Island’s carbon footprint

· Continue to endorse Electric Island Waiheke in its goal to support Waiheke to become fossil fuel free by 2030

· Develop a Waiheke Climate Resiliency Plan which aligns with the Coastal Compartment Plan and council’s Climate Action Plan (to include elements such as sea level rise, coastal inundation, energy sources, increasing stormwater, food resiliency and water security)

· Support community-led programmes that achieve sustainable and low carbon behaviour change and self-sufficiency such as composting, vegetable gardens, renewable energy generation and food waste reduction

19. 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

20. The adoption of the Waiheke 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.

21. 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

22. The local board’s views have informed the development of the final Waiheke Local Board Plan 2020. Workshops were held on 2 September 2020 and 23 September 2020 to discuss and consider feedback and agree any changes.

23. In developing the plan, the Waiheke 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

24. In developing the plan, the Waiheke Local Board:

· considered views and advice expressed by mana whenua and mataawaka which included meetings with Ngāti Paoa and the Piritahi Marae Komiti.

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

· reviewed submissions received.

25. The Waiheke Local Board Plan 2020 promotes outcomes or issues of importance to Māori by including a Māori outcomes section which includes the following four objectives:

i. Strengthen collaboration and partnership with Māori

ii. Sustain and celebrate Māori identity, knowledge and practice

iii. Marae are sustainable cultural centres

iv. Enhance Māori wellbeing and potential

Ngā ritenga ā-pūtea

Financial implications

26. 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

27. There is a minor reputational risk associated with the adoption of the final Waiheke 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.

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

Ngā koringa ā-muri

Next steps

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

30. 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 ⇩	Waiheke Local Board Plan Attachment A	101

Ngā kaihaina

Signatories

Authors

Mark Inglis - Local Board Advisor

Janine Geddes - Senior Local Board Advisor

Authorisers

Louise Mason – General Manager - Local Board Services

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Ngā upoko kōrero

Contents

From the Chair 4

Waiheke Local Board area 6

About local boards 7

About local board plans 7

Working with Māori 8

Developing our plan 9

Carrying out our plan 10

Outcomes

1. Sustainable development and liveable places 11

2. A sustainable economy 13

3. Waiheke’s environment is protected, restored and enhanced 16

4. Thriving, strong and engaged communities 19

5. Māori outcomes 22

6. Vibrant places for people 24

7. Resilient Transport and infrastructure 27

Funding information 30

Local activities and levels of service 31

Financial overview 33

Your Waiheke Local Board members 34

He kōrero mai i te Heamana

From the Chair

This Waiheke Local Board Plan 2020 was developed in a period of uncertainty, with the effects of COVID-19 being felt through our communities. The final plan is an outcome of that period, expressing some of its uncertainties and also its learnings. In particular, COVID-19 has strengthened our commitment to continue building resiliency and effective community connections.

After initial community engagement the plan was consulted extensively with our community, so it reflects many of your thoughts and aspirations, and these are interwoven with those of the Waiheke Local Board members.

Because our economy changed so significantly, we included some additional initiatives that you were invited to consider during the second community consultation process. The themes that emerged from the consultation align with the refreshed Essentially Waiheke document of 2016, which set out the aspirations of our community at that time. Among other things, you confirmed that you want the essential character of Waiheke protected, the land and sea to be restored, and for our efforts to meaningfully address climate change.

We have woven some of these themes into one new concept - that of Waiheke as an island sanctuary in the Hauraki Gulf. Your responses to this aspiration were overwhelmingly positive.

This is a place where we work together to restore the environment of both the island and the Hauraki Gulf. It’s a place that embraces a slower more reflective pace, where respect for the island’s ecology and our rich cultural heritage are paramount, and where outdoor recreation is embraced. It is a place that will be pest free, where our dark skies will be protected, where arts and innovation flourish, and where the path to a fossil-fuel free and zero waste future is a shared goal. Solid actions are already underway to make these goals a reality; where longer-stay visitors recharge, exploring and enjoying the diversity of local experiences.

Augmenting Waiheke’s current identity of pristine beaches, world-class wineries and great restaurants, we envisage our island itself being at the very centre of that identity; one where both our remarkable natural environment and our community thrives. Where Waiheke Island is indeed known as a sanctuary in the Hauraki Gulf.

Community demand for Waiheke to have a greater say within council on matters that affect us locally was a recurring theme in the consultation. The council’s governance pilot, which is in its third year, has led to a greater decision-making role for the Waiheke Local Board. Our vision for Waiheke expressed in this plan now needs to be reflected in all of council’s decisions that impact Waiheke.

Outcomes in this plan reflect your concerns that we advocate for fair competition on our transport routes, and that Mātiatia be a welcoming gateway to Waiheke as well as being a well-organised exit point for locals.

During the consultation we asked you about your longer-term aspirations for Waiheke, and we have added that in with other public feedback on the draft Waiheke Area Plan. That plan will directly influence the development of Waiheke over the next 30 years.

Many of the initiatives in this plan are dependent on finance and resources. These may be more difficult to secure over the period of this local board plan as council’s forecasting is challenged by the unknown ramifications of COVID-19.

Thank you for your feedback, all of which was fully considered prior to finalising this plan.

Nga mihi nui,

Cath Handley

Chair

Waiheke Local Board

Te Rohe ā-Poari o Waiheke

Waiheke Local Board area

The Waiheke Local Board area includes Waiheke Island along with Rangitoto, Motutapu, Motokorea, Motuihe, Ponui, Rākino and smaller islands, some of which are uninhabited reserves. Waiheke is the largest island.

At the 2018 census, the Waiheke Local Board area (including Rākino and Ponui islands) was home to an estimated 9,063 people. More than 1,000,000 people visit Waiheke each year.

Waiheke Island has around 40km of beaches and the eastern part is mostly farmland, vineyards and a regional park.

He kōrero mō ngā poari ā-rohe

About local boards

Auckland Council has a unique model of local government in New Zealand, made up of the Governing Body (the mayor and 20 Governing Body members) and 21 local boards. The Governing Body focuses on Auckland-wide issues while local boards are responsible for decision-making on local matters, activities and services, and provide input into regional strategies, policies and plans.

Local boards have a critical role in advocacy; representing the view of our communities on issues of local importance.

Local boards make decisions on local matters such as:

· supporting local arts, culture, events, sport and recreation

· providing grants and partnering with local organisations to deliver community services

· maintaining and upgrading village centres and facilities including parks, libraries and halls

· caring for the environment and preserving heritage.

About local board plans

Local board plans are strategic three-year plans that are developed in consultation with the community. They set out the direction for the local area that reflects community aspirations and priorities.

The plans guide the local boards in:

· decisions on local activities, projects, and facilities

· input into the council's regional strategies and plans, including the Auckland Plan

· how local boards will work with other agencies including community groups, central government agencies and council-controlled organisations that play key roles in the area

· funding and investment decisions.

Local board plans are inclusive and connected; they don’t operate in isolation. They support the following:

· the Auckland Plan 2050 – the 30-year vision for Auckland

· the Waiheke Area Plan – the 30-year vision for Waiheke

· the council’s 10-year budget (Long-term Plan) – planned spending and future investment priorities over the longer term, including that of local boards

· Auckland Transport’s 10-year budget (Regional Land Transport Plan)

· the council’s annual budget (annual plan) – funding for the coming financial year of the 10-year budget, including local boards

Local Board Agreements form the basis for each local board to develop its annual work programme and set out local funding priorities and budgets, levels of service, performance measures and targets by activity for each financial year.

Detail of our projects, budgets and timelines are outlined in our annual work programmes. Progress is reported quarterly and communicated to our communities.

Working with Māori

Māori culture and identity is celebrated by Aucklanders and is our point of difference in the world.

Te Tiriti o Waitangi recognises the rangatiratanga of Auckland's hapū and iwi, and the inseparable bond between Tāmaki Makaurau the people and Tāmaki Makaurau the place. As such, Māori culture and identity are key considerations in all council and local board decisions.

Local boards represent the interests of all their residents and ratepayers. Members are committed to their Treaty-based obligations, and to Māori participation and development.

In this Local Board Plan, we have worked with Māori to develop initiatives that respond to Māori aspirations.

Te whakatutuki i tā mātou mahere

Developing our plan

Our plan comprises aspirational outcomes, objectives we want to achieve and some of the key initiatives we will carry out to achieve them.

A draft plan was developed using feedback received from public engagement carried out between November 2019 and April 2020. The draft was also developed by considering what we know about our community, having worked closely with you and heard your views on a wide range of topics.

During July and August 2020, we consulted on the draft plan to hear your thoughts. To hear your feedback and ensure we reflected your needs and desires we engaged with our community at a range of events and activities across the board area.

The issues and priorities you raised with us through these interactions helped us finalise this plan.

The social and economic effects of the COVID-19 pandemic mean some of our aspirations have been modified. Our response is delivered via the annual budgeting process but the decisions we make will focus on ensuring the benefits for our community.

Te whakatutuki i tā mātou mahere

Carrying out our plan

Turning plans into reality takes many people working together – the community, the local board and the wider council family such as Auckland Transport.

To deliver against the outcomes in the local board plans, we will:

· prioritise budget to focus on the initiatives in the plans

· make the best use of local assets such as community centres and parks

· set direction for the council staff who deliver the projects and services

· work with various community groups and partners to deliver projects and services.

Sometimes, important projects in the Waiheke Local Board area are beyond the funding available to local boards or our authority to make decisions. In those cases, the role of local boards is to advocate to decision-makers to ensure they are aware of community views and the boards support for them.

Whakaotinga tahi: Whanaketanga toitū me ngā wāhi pai ki te noho

Outcome one: Sustainable development and liveable places

The character of Waiheke is protected and enhanced in line with the principles of Essentially Waiheke.

Adopted in 2000 and refreshed in 2016, the Essentially Waiheke strategy sets out a community approved framework for achieving sustainable development and environmental outcomes.

We recognise Essentially Waiheke as our community voice and a guide for future planning and development. We expect it to be at the forefront of decision-making for our island. Prior Waiheke Local Boards were committed to ensuring its values and principles were central to the Hauraki Gulf Islands District Plan, as well as succeeding planning documents.

The current board will advocate for cultural, social and environmental impacts to be considered in all development and activity planning, in order to retain our distinctive character. We will ensure our community has an active voice in local planning and development.

We must ensure that these principles are also reflected in the new Waiheke Area Plan that is under development. This board-led document will help shape planning and decision-making for Waiheke and the other islands in the board area over the next 30 years.

We must ensure Waiheke develops in a sustainable and liveable manner. Part of that commitment is to ensure that a set of urban design principles guide the development of our built environment.

We also want to ensure that Waiheke remains a water-sensitive community, with sufficient resiliency in terms of drinking water supply, and for stormwater and wastewater management systems.

Opportunities

· To align our activities with the identity of Waiheke Island as an island sanctuary in the Hauraki Gulf.

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome one: Sustainable development and liveable places
Objective	Key initiatives
Advocate and act to promote and integrate the outcomes sought in the Waiheke Area Plan in the council’s operations, strategies, policies and, to the extent possible, regulatory frameworks	Recognise the Māori world view – te ao Māori – in all programmed work
	Ensure the Waiheke Area Plan process includes a definition of an enduring Waiheke identity which draws key elements from Essentially Waiheke and other current workstreams
	Support the design outcomes in the Waiheke Area Plan for a high-quality built environment, especially for the villages and main thoroughfare, that reflect a bespoke Waiheke design vernacular
A water sensitive community	Advocate for the monitoring of water quality in streams and beaches, and support compliance programmes to improve water quality
	Support planning for water catchment and storage, and increase rainwater tank capacity requirements for new builds and renovations
	Advocate for groundwater monitoring sites on Waiheke, and monitoring of water take from the Waiheke aquifers
	Support education campaigns for residents on managing private wastewater and stormwater systems for the benefit of both public health and the natural environment
Planning that enables local placemaking	Complete and implement the Waiheke Area Plan in consultation with our community
Planning that enables local placemaking	Develop precinct plans for Oneroa and Ostend villages

Whakaotinga rua: He ōhanga toitū

Outcome two: A sustainable economy

Our Waiheke community has a strong, independent, entrepreneurial spirit and our natural assets provide many economic and lifestyle opportunities.

Economic activity on Waiheke must balance development with impacts on the environment and infrastructure. This includes ensuring that our community lifestyle is not adversely impacted.

The COVID-19 pandemic has demonstrated the Waiheke economy’s reliance on tourism and visitors. Fortunately, there are other sectors adding value. This includes exports, viticulture and horticulture, farming, commuter income, technology and the arts, among others. This plan seeks to address both the rebuild of the visitor economy, and further economic diversification. The board will advocate the promotion of Waiheke as a desirable relocation destination for compatible small to medium operators.

Waiheke’s extraordinary natural landscape, its engaging and artistic community, its vineyards and restaurants and its proximity to Auckland means it is now viewed as a destination of choice. This has brought with it both opportunities and challenges.

Along with ATEED, we will work with mana whenua, the community and the Waiheke Tourism Forum to develop a longer-term visitor strategy. This will draw on the Sustainable Communities and Tourism Strategy 2019, developed by Project Forever Waiheke following community consultation.

In line with our vision for Waiheke Island as a sanctuary in the gulf, the board will establish an awards programme to acknowledge and promote local organisations which lead and succeed in embodying the principles of sustainability in their ventures.

Our infrastructure and environment face the significant challenge of supporting not only the needs of our estimated 9500 residents, but also the visitors once tourism returns. The board will continue to advocate for a robust infrastructure within the wider council organisation.

Opportunities

· Waiheke offers significant business opportunities for a potential range of employers/enterprises, particularly those who operate with aligned values

· There is scope for food production enterprises to increase Waiheke’s food resiliency

· Diversification of our economy into higher value industries

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome two: A sustainable economy
Objective	Key initiatives
Strengthen our economy in keeping with the island’s character and our need to increase our resiliency	Support and advocate for Waiheke projects that create employment
	Develop a strategy for sustainable business growth that includes attracting new and diverse business, and growing higher value employment opportunities
	Support the development of initiatives to grow local business networks, e.g. a chamber of commerce
	Support collaboration between businesses and tertiary providers to create economic/career development opportunities for young people
	Support innovative or sustainable business and community initiatives that align with the island’s identity
	Recognise and support the role of markets as business incubators
	Support initiatives that increase business and community resiliency
Work with ATEED, mana whenua, local businesses and the community to achieve sustainable economic growth	Quantify the effects of tourism, and explore mechanisms to fund and mitigate the impacts
	Build a business case for the Governing Body and central government to fund essential visitor infrastructure
	Support development of a visitor strategy involving the Tourism Forum and Project Forever Waiheke, which attracts longer-stay visitors to the island and adds economic, environment and community value
	Develop a Waiheke award or endorsement framework to acknowledge and promote organisations that excel at supporting sustainable communities, environment and economy
Our visitor industry grows in alignment with our values of sustainability	Actively promote Waiheke’s identity as an unspoilt natural destination
	Support eco-tourism on Waiheke that sustains and supports our environment
	Support community groups that actively promote conservation volunteerism
	Support the development of an education strategy to ensure visitors understand how to care for and respect the island’s delicate environment
Waiheke is recognised as an arts destination	Support the arts community to promote arts venues and activities collectively, as a Waiheke identity
	Advocate to the Governing Body for harmonisation of funding for art galleries across the region
	Develop a Waiheke-specific strategy to inform future public art opportunities, including location options

Whakaotinga toru: E tiakina, e whakaoratia, e whakareitia ake te taiao o Waiheke

Outcome 3: Waiheke’s environment is protected, restored and enhanced

We want to protect, maintain and enhance our unique islands’ land, coastline, bush, wetland and marine environments for future generations.

We acknowledge the importance of our natural environment to Māori and will work with mana whenua and mātāwaka to achieve our combined environmental aspirations.

We must ensure that our streams, beaches, bays and surrounding gulf are protected and enhanced, and that biodiversity is protected and restored.

Community education and volunteer programmes have a crucial role to play. We will foster partnerships and collaborative relationships with volunteer groups committed to protecting, restoring and enhancing our natural environments (wetlands, native bush, marine).

We will promote best practice for environmental management including stormwater, wastewater, wetlands, weed and animal pest control. Use of agrichemicals on Waiheke council land will continue to be restricted unless the board approves dispensation.

Marine environment

We will actively promote the development of marine protection strategies within the gulf, including reducing sedimentation.

Waterways, weeds and pests

Wetlands cover 1.3 per cent of our land with some being nationally significant because they are relatively intact. Their function supports the health of the gulf, including flood control and water filtration.

We want to protect and regenerate our animal and plant biodiversity by encouraging a coordinated approach of the agencies working to protect and restore the environment.

Waiheke is free of Kauri Dieback Disease and the board will continue working proactively with the Department of Conservation, the council and community organisations to keep it that way.

Waste management

With the new waste services contracts now in place, we will support the development of the new Resource Recovery Park, and other initiatives to move the Waiheke local board area towards a zero-waste future. We support community-driven initiatives to reduce waste through education, the use of renewable resources and increased upcycling.

Climate change

Climate change is central to all local board plans and initiatives, both in terms of climate change mitigation and addressing climate change effects. We will work with our community to prepare for the future.

Opportunities

· To involve communities, volunteers and visitors in wide-ranging tree planting programmes

· To make a significant reduction in waste going to landfill

· To re-establish healthy marine environments around Waiheke and in the Hauraki Gulf

· To support indigenous responses to climate change

· To work with our communities to leverage skills, knowledge and capacity, to reduce emissions and mitigate the effects of climate change

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome three: Waiheke's environment is protected, restored and enhanced
Objective	Key initiatives
Restore, enhance and protect our natural environment in partnership with our community	Support initiatives which protect, restore and enhance the island’s natural biodiversity
	Advocate for stronger protection for significant trees
	Develop and implement an island forest (Ngahere) Strategy to provide new habitat for native flora and fauna, increase canopy cover and improve Waiheke Island’s carbon footprint
	Continue to support the work and public messaging of predator-free groups, especially Te Korowai O Waiheke and pest eradication programmes
	Support public and private initiatives that establish wildlife corridors across Waiheke, Rakino and our other islands
	Continue to deliver wetland and ecological restoration and regeneration projects with key community organisations, schools and other agencies
	Support the Sustainable Schools programme
	Protect our night skies by completing and implementing the Dark Skies Management Plan
Respond to the challenge of climate change · ·	Continue to endorse Electric Island Waiheke in its goal to support Waiheke to become fossil-fuel free by 2030
	Develop a Waiheke Climate Resiliency Plan which aligns with the Coastal Compartment Plan and council’s Climate Action Plan (to include elements such as sea level rise, coastal inundation, energy sources, increasing stormwater, food resiliency and water security)
	Restore freshwater ecosystems to provide flood mitigation, habitats for native biodiversity, and carbon sequestration through riparian planting
Improve conservation of our marine and coastal environment	Work with the Hauraki Gulf Forum, community groups and council to support the implementation of marine protection strategies within our local board area and the wider Gulf
	Advocate for and support initiatives to prevent sedimentation of the Hauraki Gulf
	Continue to support marine regeneration projects with key community organisations, schools and other agencies
Reduce the waste stream	Support regional and community led initiatives that move Waiheke towards a zero-waste future
	Support the introduction of the new Waiheke resource recovery and waste services including the planned Resource Recovery Park
	Advocate for all public rubbish bins in tourism/visitor areas to provide for landfill, recycling and organic compostable separation and, as practicable, reduce public litter collection sites at other locations
	Support community-led programmes that achieve sustainable and low-carbon behaviour change and self-sufficiency such as composting, vegetable gardens, renewable energy generation and food waste reduction

Whakaotinga whā: He hapori taurikura, kaha, tūhonohono hoki

Outcome 4: Thriving, strong and engaged communities

Waiheke residents have a strong sense of identity and wellbeing which is enhanced through active community participation.

We will work with mana whenua and mātāwaka on all aspects of planning for our communities.

We are a diverse, close-knit community and we value our differences.

We are creative, innovative and aware of the important role arts and culture plays in our sense of identity and cohesion.

Events play an important part in growing community spirit, and we will support locally run events that are consistent with our community’s values.

Waiheke and Rakino communities need to be resilient and well-prepared. Having well-connected and sufficiently resourced neighbourhoods and local communities is important. We will continue to develop how best to respond to and recover from emergencies, drawing on our experience of the COVID-19 pandemic.

We need to understand the needs of our senior residents. We should ensure our island is safe and accessible, and promote opportunities for appropriate care services.

We will work to implement the key actions of the board’s Housing Strategy. This includes advocating for policies that enable worker accommodation, affordable and social housing.

We encourage members of our community to be involved and active in local issues.

We will consult with diverse community groups, including youth and our older population, when planning for the future.

Opportunities

· Creating an age-friendly and accessible island

· Learning from our experience during the COVID-19 pandemic to build future resiliency

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome four: Thriving, strong and engaged communities
Objective	Key initiatives
Sustainable living and healthy homes	Implement key actions from the Waiheke Housing Strategy, including advocating for regulation changes, to meet identified community needs: · Conversion of visitor accommodation to permanent dwellings · Tiny houses · Worker accommodation
	Support initiatives that enable elders to age in situ, including community efforts to establish rest home and respite care
	Support community-led healthy homes projects for low income residents to create warm, dry, energy efficient homes
	Support Waiheke health providers in their advocacy for Waiheke based services
A resilient and connected community	Support local initiatives that enhance connection, reduce isolation and promote community development
	Coordinate a community-led resilience and recovery plan that utilises our COVID-19 pandemic experience
	Support the development of community hubs, including the development of the Ostend market and its collaboration with the RSA
Increased community wellbeing and participation	Support events that promote and celebrate our unique spaces and places
	Use community grants and partnerships to support community-led activities and projects
	Support the advancement of senior services and activities
	Support actions and policies aimed at reducing harm caused by alcohol, smoking, drugs and gambling, including development of a local alcohol policy
A flourishing arts sector that celebrates our unique island identity	Develop a broad, overarching arts strategy that aligns with council’s Toi Whitiki, and other community-based strategies
	Support the arts community to generate, maintain and grow the arts on Waiheke
Youth are valued and have opportunities to thrive	Advocate for dedicated and joined-up youth services
	Support community-led youth initiatives, including the new Surfdale Youth Hub
	Create avenues for youth to influence decision-making

Whakaatinga rima: Ngā Putanga Māori

Outcome five: Māori outcomes

We will work with and support mana whenua and mātāwaka to increase the wellbeing of all residents, with respect to te ao Māori.

We will recognise the role of mana whenua as kaitiaki of land and water resources.

Waiheke Island has a rich Māori history and we have significant archaeological and cultural features, including pā and tapu sites. We will work with mana whenua, mātāwaka, the council and government agencies to ensure these sites are protected.

We will promote the use of Te Reo Māori.

We acknowledge the importance of our natural environment to Māori, and will work with mana whenua and mātāwaka to achieve our combined environmental aspirations.

We also recognise the four cornerstones of Māori health – taha tinana (physical health), taha wairua (spiritual health), taha whānau (family health), and aha hinengaro (mental health).

Opportunities

· Increased connectedness between residents and tikanga Māori

· Greater Māori agency, particularly with issues that affect Māori

· Increased presence of Te Tiriti o Waitangi in community planning

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome five: Māori outcomes
Objective	Key initiatives
Strengthen collaboration and partnership with Māori	Develop mana whenua relationship agreements to advance partnership and support mana whenua aspirations
	Develop a partnership with Ngati Paoa to support their aspirations, including involvement in the development of Mātiatia and reconvening the Rangihoua/ Tāwaipareira Reserve management subcommittee
	Create opportunities for effective Māori participation and influence in decision making
	Provide forums for dialogue with mana whenua and mātāwaka
Sustain and celebrate Māori identity, knowledge and practice	Work with mana whenua and mātāwaka to identify ways to protect ngā taonga tuku iho (treasures handed down)
	Ensure sites of significance are appropriately identified, marked and managed
	Honour and experience Māori history through placemaking that includes the establishment of Māori place names, and provides cultural and heritage interpretation such as signage or pou
	Designate appropriate areas for the internment of koiwi tangata (burial of human remains)
	Promote the use of Te Reo Māori
Marae are sustainable cultural centres	Support Piritahi Marae in its aspirations to further develop as a local community centre
Marae are sustainable cultural centres	Support the development of kaupapa Māori-based learning and wānanga facilities
Enhance Māori wellbeing and potential	Support initiatives that grow the local Māori economy, as well as employment
	Increase opportunities for rangatahi skill development and leadership
	Recognise traditional activities that support Māori health and wellbeing within te whare tapa whā model (the four cornerstones of Māori health)

Whakaotinga ono: Ngā wāhi ngangahau mō te tangata

Outcome six: Vibrant places for people

Our parks, reserves and beaches are enjoyed and respected by residents and visitors. Our community, arts and cultural facilities are well used and accessible.

Parks and open spaces

We will finalise reserve management plans to ensure park use and development align with our values and aspirations.

The Rangihoua Reserve / Onetangi Sports Park Management Plan seeks to reconcile historic differences with respect to recreational use, environmental protection, public access and cultural values. The Omnibus Waiheke Parks Management Plan seeks to catalogue all other Waiheke Island reserves (including their respective plans) in a single document.

Recreation

We will continue to improve facilities at the Onetangi Sports Park. We will refresh the Waiheke Sports Strategy to address the facility needs of our growing number of sports clubs and players.

The community supports the development of a swimming pool and it is a local board

priority to complete the planning. We want to ensure everyone can learn to swim in a safe environment, while providing a valuable therapeutic and recreational facility.

Volunteer groups

We will continue to support volunteers who play an important role in fostering community identity and looking after our environment.

Community and arts facilities

Our facilities are very important to our community, and we will continue to look at ways to ensure their use is maximised.

The Artworks complex was established in 1991 and serves as an arts and cultural centre.

Guided by the Arts and Culture needs assessment, we will support development of Artworks as an arts and cultural precinct, including advocating for an upgrade of the entire complex, as plans and resources develop.

Opportunities

· Continue to develop our sports and recreation facilities to keep people healthy and active

· Our parks and open space strategies are aligned with Waiheke’s identity and the wishes of locals and visitors alike

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome six: Vibrant places for people
Objective	Key initiatives
Improve the open space network on the island	Finalise and implement the Omnibus Waiheke Parks Management Plan and the Rangihoua Reserve / Onetangi Sports Park Management Plan
	Implement the Tawaipareira Reserve and Little Oneroa Reserve Concept Plans
	Develop a concept plan for Te Huruhi Reserve
	Explore opportunities to develop new pathways, tracks and cycleways in accordance with the Waiheke Pathways Plan, including their promotion
	Explore opportunities for further off-leash areas for dogs
Improve our community’s wellbeing by providing quality arts and recreational facilities	Continue to support local organisations with the development of a community swimming pool
	Advance planning for future redevelopment of the Artworks complex
	Complete sand-carpeting and lighting for field three at Rangihoua Reserve / Onetangi Sports Park
	Adapt the changing facilities at Rangihoua Reserve / Onetangi Sports Park to allow for the increasing use and new codes
	Develop a strategy to improve recreational boating related infrastructure and facilities
	Refresh the Be Accessible Plan, and ensure that facilities are accessible to all
Support our communities to lead active and healthy lifestyles	Encourage the development of a collaborative Waiheke sports management network
	Refresh the Waiheke Sports Strategy to align with the development of sporting codes, and plan for the facilities they require

Whakaotinga whitu: Te Ikiiki me ngā Hanganga

Outcome seven: Resilient transport and infrastructure

We have safe, fit-for-purpose and environmentally friendly transport infrastructure – with integrated transport options that encourage shared use of the road corridor. We have environmentally appropriate, resilient stormwater infrastructure.

Local board transport governance

The Waiheke local board now has an enduring memorandum of understanding (MOU) with Auckland Transport, and an approved 10-year Transport Plan that has been consulted with the community. The local board will work with Auckland Transport to implement that 10-year plan, with annual reviews.

The local board will continue to appoint a transport forum as a sub-committee of the board; the terms of reference for that forum are to be determined by the board. The forum will include residents with particular experience and interest in Waiheke transport matters.

Fit-for-purpose and sustainable transport

Waiheke will get Auckland’s first electric bus fleet in 2020. We will continue to work with Auckland Transport for a reliable and accessible public transport network.

To ensure safe sharing of roads on Waiheke Island, the local board is will working with Auckland Transport and the NZ Transport Agency to lower speed limits.

Transport design

In the MOU, Auckland Transport has committed to water sensitive design principles when roads and footpaths are designed in collaboration with Healthy Waters. The implementation of the 10-year Transport Plan and finalisation of a Waiheke Transport Design Manual will support planning.

Connectivity

In line with Waiheke’s Pathways Plan, we will continue to develop our walking and cycling networks. We will continue advocating to Auckland Transport for safe and accessible connections to key regional amenities and services such as hospitals and the airport.

Transport hubs

Mātiatia, Kennedy Point and Auckland ferry terminals are the key transport hubs for Waiheke, and we will continue advocating for them to be fit for purpose for travel to and from Waiheke.

The Mātiatia Strategic Plan will provide a coordinated approach to improving Mātiatia and its facilities for residents, visitors, transport operators and local businesses. The plan will be fully consulted with the community.

It will address traffic and public transport flows to create safe, functional facilities for all users, including pedestrians and cyclists. It will address visitor services, including access to information. Concept plans for the surrounding open spaces will provide for future needs and aspirations. Cultural, heritage and environmental values will be protected and enhanced.

Opportunities

· Complete and implement the Mātiatia Strategic Plan to improve the main gateway to the island

· Work with Auckland Transport to bring a Waiheke flavour to transport projects to maintain the character of the island, and keep the roadways safe

Our commitment

We are committed to carrying out the following key initiatives to achieve these goals, subject to post COVID-19 pandemic financial constraints:

Outcome seven: Resilient transport and infrastructure
Objective	Key initiatives
Mātiatia is redeveloped in consultation with mana whenua, and subsequently with all other stakeholders	Complete the Mātiatia Strategic Plan after full public consultation
	Support the Auckland Transport Mātiatia business case development for NZTA funding
	Phased work at Mātiatia to proceed as Auckland Transport/NZTA funding is made available
A safe roading network that meets the needs of all road users, and supports the special character of Waiheke	Draft the Waiheke Transport Design Manual in collaboration with the Local Board Transport Forum, prior to public consultation (including lighting)
	Advocate for funding the Waiheke 10-Year Transport Plan through the Auckland Regional Land Transport Plan process
	Support Auckland Transport to implement the Waiheke 10-Year Transport Plan
	Advocate to Auckland Transport for the delivery of prioritised cycleways and footpaths within the Pathways Plan, especially the delivery of a continuous cycleway between Mātiatia and Onetangi
	Support advocacy for the upgrade of the eastern Waiheke loop road
	Continue to advocate to Auckland Transport for a reduction of speeds on Waiheke
	Support a continual rationalisation of Waiheke signage to reduce visual pollution
An accessible and fit for purpose public transport network with fleet diversification	Work with Auckland Transport to add park-and-ride facilities
	Advocate for legislative change for Waiheke ferries to be included in the Public Transport Operating Model
	Advocate for fully integrated ticketing to include the Waiheke ferries, and for equity in all regional transport subsidies
	Work with Auckland Transport to deliver actions within the Be Accessible Plan
Stormwater is managed sustainably	Implement the Waiheke Catchment Management Plan in consultation with residents and businesses, prioritising areas of repeated flood events
	Promote initiatives that minimise adverse effects of stormwater run-off and encourage the use of water-sensitive design practices
	Monitor the drainage network and advocate to the Governing Body to develop drainage infrastructure where necessary

He kōrero take pūtea

Funding information

The local board funding policy sets out how local boards are funded to meet the costs of providing local activities and administration support.

Local board funding is approved through the council’s budget-setting process. This involves the council’s Governing Body adopting a 10-year budget (Long-term Plan) every three years and an annual budget every year. Local board agreements, in which the local board and the Governing Body agree the local board budget for each year, make up part of the annual budget. The council’s budget-setting process involves allocating funding gathered through revenue sources such as rates and user charges. It also involves setting levels of service for council activities and corresponding performance targets.

The financial and levels of service statements in this plan are based on the information included in the 2018-2028 Long-term Plan and updated through subsequent annual plans (including the Emergency Budget 2020/2021). Updated financial information and levels of service will be adopted as part of the Long-Term Plan which is due to be adopted in June 2021. The Long-Term Plan 2021-2031 will be informed by the local board plans, and may impact the initiatives in this local board plan.

Kaupapa ā-rohe me ngā paerewa ā-mahi

Local activities and levels of service

The budget-setting process sets levels of service for local activities and corresponding performance targets. The table below describes the local activities and default level of service statements set out in the 2018-28 Long-term Plan. These level of service statements may change when they are reviewed as part of the Long-term Plan 2021-2031.

More information on local board budgets can be found in the Waiheke Local Board Agreement and Auckland Council’s local board funding policy, which are available on the council website.

Local activities

Levels of service statements

Local community services

This is a broad activity area, which includes:

· supporting local arts, culture, events, sport and recreation

· providing grants and partnering with local organisations to deliver community services

· maintaining facilities, including local parks, libraries and halls.

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life.

We fund, enable and deliver community events and experiences that enhance identity and connect people.

We fund, enable and deliver arts and culture experiences that enhance identity and connect people.

Utilising the Empowered Communities Approach, we support Aucklanders to create thriving, connected and inclusive communities.

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities.

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection.

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often.

We provide safe and accessible parks, reserves and beaches.

We showcase Auckland’s Māori identity and vibrant Māori culture.

Local planning and development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.

We help attract investment, businesses and a skilled workforce to Auckland.

Local environmental management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

We manage Auckland’s natural environment.

Local governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing the Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making.

There are no significant changes to the measures or targets for 2020/2021.

Tirohanga take pūtea whānui

Financial overview

Revenue, expenditure and capital investment by local activities for the Waiheke Local Board for the period 1 July 2020 to 30 June 2021.

Annual Plan Financials			2020/21 ($000s)
Operating revenue
Local community services			100
Local planning and development			-
Local environment services			-
Local governance			-
Total operating revenue			100
Operating expenditure
Local community services			6,833
Local planning and development			-
Local environment services			130
Local governance			330
Total operating expenditure			7,293
Net operating expenditure			7,193
Capital expenditure
Local community services			1,142
Local planning and development			-
Local environment services			-
Local governance			-
Total capital expenditure			1,142

Ngā Mema o tō Poari ā-Rohe

Your Waiheke Local Board members

Members’ details

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Cath Handley – Chairperson

Phone: 021 194 1787

cath.handley@aucklandcouncil.govt.nz

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Bob Upchurch – Deputy Chairperson

Phone: 027 630 1884

bob.upchurch@aucklandcouncil.govt.nz

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Kylee Matthews

Phone: 021 042 2801

kylee.matthews@aucklandcouncil.govt.nz

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Robin Tucker

Phone: 021 197 7483

robin.tucker@aucklandcouncil.govt.nz

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Paul Walden

Phone: 09 980 5328

paul.walden@aucklandcouncil.govt.nz

Waiheke Local Board

28 October 2020

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

File No.: CP2020/15479

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a plan change to the Auckland Unitary Plan and plan modification to the Auckland Council District Plan – Hauraki Gulf Islands section by Auckland Council to enable rainwater tank installation across urban and rural Auckland.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a plan change to the Auckland Unitary Plan and a plan modification to Auckland Council District Plan – Hauraki Gulf Islands section must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

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

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

5. Auckland Councils plan modification to the Auckland Council District Plan – Hauraki Gulf Islands section would amend the definition of “building” in Chapter 14 Definitions by adding rainwater tanks to a list of structures that are excluded from being considered a “building”. The exemption will be subject to a unique set of standards concerning height, placement and colouring which have been designed to avoid objectionable outcomes. The amendment to the definition of “building” to include raintanks in its list of exempted structures will avoid raintanks triggering the need for a resource consent in the majority of cases.

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

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) provide local board views on council’s proposed change to the Auckland Unitary Plan and proposed modification to the Auckland Council District Plan - Hauraki Gulf Islands section to enable rainwater tank installation for the Auckland region

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

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

Horopaki

Context

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

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

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

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

11. The report does not recommend what the local board should convey. The planner must include any local board views in the evaluation of the plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

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

§ Single House Zone

§ Large Lot Zone

§ Rural and Coastal Settlement Zone

§ Mixed Housing Suburban Zone

§ Mixed Housing Urban Zone

§ Terrace Housing and Apartment Buildings Zone

§ Special Character Areas Overlay - Residential

§ Rural Production Zone

§ Mixed Rural Zone

§ Rural Coastal Zone

§ Rural Conservation Zone

§ Countryside Living Zone

§ Waitākere Foothills Zone

§ Waitākere Ranges Zone.

13. The plan modification to the Auckland Council District Plan – Hauraki Gulf Island section will amend the definition of “building” within part 14 – Definitions. Currently the definition of building refers to “any structure or part of a structure” unless listed in the definition as exempt. Currently, rainwater tanks are not included in the list of exemptions. The proposed amendment will add rainwater tanks to the list of structures which are exempt from the definition of building, and will be subject to a set of specific standards concerning height, placement and colouring that must be met for the exemption to apply. The standards have been included in order that objectionable environmental outcomes are avoided.

14. The purpose of the plan change to the Auckland Unitary Plan and plan modification to the Auckland Council District Plan – Hauraki Gulf Islands section is to enable rainwater tank installation across the Auckland region without the need for resource consent. Some baseline standards will be developed to avoid objectionable outcomes.

15. The notified plan change and plan modification and section 32 document providing the rationale for the council plan change are available on the council’s website at:

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

16. Public submissions will be loaded onto the council’s website once the notification period has closed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

18. The need to initiate a plan change to the Auckland Unitary Plan and plan modification to the Auckland Council District Plan – Hauraki Gulf Islands section to enable rainwater tank installation is a response to Auckland’s current drought and potential water shortage in 2020/2021.

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

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

21. The proposed plan change to the Auckland Unitary Plan and Auckland Council District Plan – Hauraki Gulf Islands section supports Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan. One of the goals of the climate plan is to prepare Aucklanders to adapt to the impacts of climate change.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

24. This plan change affects all local boards.

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

· interests and preferences of people in the local board area

· well-being of communities within the local board area

· local board documents, such as the local board plan and the local board agreement

· responsibilities and operation of the local board.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

30. The plan change to the Auckland Unitary Plan and plan modification to the Auckland Council District Plan – Hauraki Gulf Islands section do not pose any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

· the mechanism for the Waiheke Local Board to express its views and preferences

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

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

33. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s).^{^[3]} This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Alison Pye - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14808

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 (Attachment A).

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 Waiheke 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 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 (Attachment A).

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 parks. A resource recovery park in the south could provide an opportunity for economic transformation led by Māori or Pacifika businesses, social enterprises and local businesses. Studies have found that recycling results in around 10 times more jobs compared to sending materials to landfill.

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

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

Ongoing operational funding

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

· protection of Papatūānuku by keeping waste from landfill

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

· nurturing relationships, looking after people, taonga and taiao

· fostering mutual respect.

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 1: Resource Recovery Network Strategy key risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Resource Recovery Network Strategy	169

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

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 October 2020

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

File No.: CP2020/14511

Te take mō te pūrongo

Purpose of the report

1. To update the Waiheke 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 Waiheke Local Board area during the stated time period. 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 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 our obligation to deliver returns for council with ensuring our 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

· 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 our 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, our primary focus was to support our tenants and find savings across our organisation.

10. Our 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 our capital programme as a result.

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

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

13. We have supported Auckland Council through the Emergency Budget 2020/2021. Our capital envelope for this financial year will allow us to deliver a credible urban regeneration programme in our neighbourhoods across the region.

14. Panuku Development Auckland currently manages one commercial interest in the Waiheke Local Board area.

15. No properties were purchased in the Waiheke Local Board area during the six month reporting period.

16. No properties were sold in the Waiheke Local Board area during the six month reporting period.

17. One property in the Waiheke Local Board area is currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

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

Horopaki

Context

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

19. 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.

20. 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.

21. 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.

22. As at 31 August 2020, the Panuku-managed non-service property portfolio comprises 1,674 properties, 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

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

24. 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.

25. Below is a high-level update on activities in the Waiheke Local Board area:

Business Interests

26. Panuku manages the commercial return from business interests on the council’s behalf. This includes two forestry enterprises, two landfills and four quarries.

27. There is currently one managed business interest in the Waiheke Local Board area, Horopata Quarry

28. The Hoporata Quarry operation agreements’ ten-year term is due to expire on 29 October 2020 with no further rights of renewal.

29. Panuku has negotiated an extension of the current Quarry Operation Agreement with the existing quarry operator, Origin Quarries Limited.

30. The extension is for a further two-year term from 30 October 2020 to final expiry 29 October 2022, with no further rights of renewal.

31. The two-year extension will allow for the continuation of the quarry operations while determinations are made as to the future use of the site by Council.

Properties managed in the Waiheke Local Board Area

32. Panuku currently manages one commercial property within the Waiheke Local Board area.

Strategic Asset Optimisation

Service Property Optimisation

33. 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.

34. 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.

35. 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.

36. 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

37. 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.

38. 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

39. 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 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

40. 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.

41. 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

42. 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.

43. 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.

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

Disposals

45. 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.

46. 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.

47. No properties have been sold in the Waiheke Local Board area during the reporting period.

Under review

48. Properties currently under review in the Waiheke 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

7 Waitai Road, Waiheke

A commercial property acquired by the former Waiheke Road District in 1958 for a works depot.
The site is leased to Auckland Transport's road maintenance contractor on Waiheke and AT has advised that it requires the contractor to stay on site.
The property is likely to have contaminated land issues resulting from its historical use.
The local board does not support disposal and has requested that the property be retained for housing purposes or a community swimming pool.
Council currently does not have the policy to provide council-owned land at low or no cost for housing purposes. The subject property is not the preferred location for a proposed community swimming pool on the island.
The property is included in Schedule B of the Auckland Council Emergency Budget asset recycling programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

50. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Our neighbourhoods are transport-oriented communities that utilise existing infrastructure and transport links and we seek 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 we can reduce energy, water and landfill waste. We are working to adopt similar standards for our public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

51. 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 Waiheke 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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

54. 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.

55. Panuku continues to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Joanna Glasswell - Head of Corporate Affairs

Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards

Waiheke Local Board

28 October 2020

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

File No.: CP2020/15027

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 Waiheke Local Board:

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

Horopaki

Context

5. ATEED has two areas of delivery focus:

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

· Waiheke

· Waitematā

· Rodney

· Māngere-Ōtāhuhu.

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

Māori businesses

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

Jobseekers in Auckland

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

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

Economic Development

Locally driven initiatives

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

Supporting local business growth

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

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

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

Other support for new businesses

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

· Albert-Eden

· Kaipātiki

· Manurewa

· Ōrākei

· Waitematā.

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

Film activity

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

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

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

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

Young Enterprise Scheme

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

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

Chairperson	Cath Handley
Deputy Chairperson	Bob Upchurch
Members	Kylee Matthews
	Robin Tucker
	Paul Walden

Author	John Nash - Programme Manager,Waiheke & Gulf Islands
Authoriser	Glenn Boyd - Local Area Manager – Aotea/Great Barrier and Waiheke Local Boards