At the close of the agenda no apologies had been received.

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

Specifically, members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Whau Local Board:

Member

Organisation

Position

Kay Thomas

· New Lynn Citizens Advice Bureau

· Friends of Arataki

· Western Quilters

· Citizens Advice Bureau Waitakere Board

Volunteer

Committee member

Member

Susan Zhu

· Chinese Oral History Foundation

· The Chinese Garden Steering Committee of Auckland

· Sport Waitākere

Committee member

Board Member

Member of Tu Manawa Active Aotearoa Advisory Group Panel

Fasitua Amosa

· Equity NZ

· Massive Theatre Company

· Avondale Business Association

Vice President

Board member

A family member is the Chair

Catherine Farmer

· Avondale-Waterview Historical Society

· Blockhouse Bay Historical Society

· Portage Licensing Trust

· Blockhouse Bay Bowls

· Forest and Bird organisation

· Grey Power

Member

Trustee

Patron

Member

Te’eva Matafai

· Pacific Events and Entertainment Trust

· Miss Samoa NZ

· Malu Measina Samoan Dance Group

· Pasifika Festival Village Coordinators Trust ATEED

· Aspire Events

Co-Founder

Director

Director/Founder

Chairperson

Director

Warren Piper

· New Lynn RSA

· New Lynn Business Association

Associate Member

Member

Jessica Rose

· Women in Urbanism-Aotearoa, Auckland Branch

· Kāinga Ora

· Forest & Bird

· Big Feels Club

· Frocks on Bikes

· Bike Auckland

Committee member

Programme manager

Sustainability

Member

Patron

Former co-chair

Former committee member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council.

External organisation	Leads	Alternate
Aircraft Noise Community Consultative Group	Warren Piper	Catherine Farmer
Avondale Business Association	Kay Thomas	Warren Piper
Blockhouse Bay Business Association	Warren Piper	Fasitua Amosa
New Lynn Business Association	Susan Zhu	Kay Thomas Warren Piper
Rosebank Business Association	Fasitua Amosa	Warren Piper
Whau Coastal Walkway Environmental Trust	Fasitua Amosa	Jessica Rose

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 23 September 2020, including the confidential section, as true and correct.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Social Enterprise Auckland (SEA)

Te take mō te pūrongo

Purpose of the report

1. Sathya Mithra Ashok, Executive Director, Social Enterprise Auckland (SEA) will be in attendance to introduce the organisation to the local board, and the work it does to support the community of small businesses, impact-oriented organisations and social enterprises around Auckland.

Whakarāpopototanga matua

Executive summary

2. SEA is a project that began in 2012. In 2015, SEA became a member-based organisation and an Incorporated Society. The members include social enterprises, social entrepreneurs, and businesses with a desire to create social impact.

3. SEA aspire to connect social enterprises and impact-oriented businesses, and amplify their economic and social impact. Their ultimate aim is achieving a culture where all organisations create social benefit as a normal part of their work.

4. Examples of impact oriented businesses would include The Recreators - a social enterprise which promotes upcycling either through purchasing pre-made, custom-made products or by learning to do it yourself (DIY) through workshops. Downlights NZ is another example of social enterprise supporting young adults with Down syndrome and intellectual or learning disabilities.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the presentation on Social Enterprise Auckland (SEA) and thank Sathya Mithra Ashok for her attendance.

Attachments

a Social Enterprise Auckland presentation..................................................... 351

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

At the close of the agenda no requests for public forum had been received.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Whau Local Board

28 October 2020

Submissions and feedback on the draft Whau Local Board Plan 2020

File No.: CP2020/13823

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

4. A total of 236 pieces of feedback were received through several channels as part of the special consultative procedure. A number of event-based engagements were held where informal feedback was received in addition to the 236 pieces of feedback which are the focus of this report.

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

6. The 236 pieces of feedback received as part of the special consultative procedure will be available on the Auckland Council website https://akhaveyoursay.aucklandcouncil.govt.nz/whauplan

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

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

· use the special consultative procedure to engage with its communities.

8. On 24 June 2020, Whau Local Board approved the release of a draft Whau Local Board Plan 2020 for public consultation.

9. The key features of the draft Whau Local Board Plan 2020 were:

· Continuation of the key directions established in previous local board plans;

· An increased focus on Māori aspirations and well-being;

· An increased focus on meeting the challenges of climate change;

· An increased focus on supporting communities in the context of rapid population growth and intensification.

10. The outcomes of the draft local board plan were:

Outcome 1: Strong, resilient and inclusive communities where local identity, diversity and creativity are nurtured

Outcome 2: Māori aspirations are advanced and prioritised, and Māori history and identity are valued and reflected in our community spaces

Outcome 3: Quality urban development and community facilities to meet the needs of our growing and changing population

Outcome 4: Improved and expanded opportunities for walking, cycling and public transport

Outcome 5: Our natural environment is protected and enhanced

Outcome 6: Thriving town centres a strong local economy and neighbourhoods that are supportive and connected.

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

How we consulted

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

13. In response, the local board received 236 pieces of feedback, including 73 submissions through the online survey tool, 160 hard copy submissions and three pieces of feedback through other channels (including social media).

14. A number of engagement events were also held (across the three West Auckland Local Boards), where informal feedback was gathered, including:

· An event focused on the environment and the use of traditional Maori principles for environmental management was held at Kelston Girls’ College

· A Peace Week event, focused on diversity, was held at Green Bay High School

· An arts and culture-focused event was held at Te Uru Waitākere Contemporary Gallery.

15. The feedback received at the above events, and others, is not included in the 236 pieces of formal feedback and is not covered in the summary of feedback appended in Attachment A. However, qualitative analysis of that feedback was undertaken by staff and workshopped with the board on 9 September 2020 and will play a role in informing the final draft Whau Local Board Plan for adoption.

16. Due to the restrictions of the COVID-19 alert system when Auckland moved to alert level 3 on 12 August 2020, fewer event-based engagements were held than originally hoped.

Tātaritanga me ngā tohutohu

Analysis and advice

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

18. Staff have prepared a report (Attachment A) summarising the results of the consultation. The key messages of the report are described below.

19. Asked about their overall view of the draft Whau Local Board Plan, 83 per cent responded positively, while 10 per cent responded negatively and the remainder were unsure.

20. Asked about Auckland Council’s response to COVID-19, 69 per cent felt the plan would help the community recover from the impact of COVID-19, while 6 per cent did not and 25 per cent were unsure. It is noted that this is a regional question and has limited relevance to local board plans.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

26. The Whau Local Board will have considered all submissions and feedback to the draft Whau Local Board Plan 2020 prior to adopting the final local board plan.

27. Staff preparing the final draft Whau Local Board Plan 2020 presented the early analysis of consultation feedback along with recommended changes to the draft plan in response to this feedback on 9 September 2020. A follow-up workshop was held on 30 September to consider a re-written draft, to be adopted on 4 November.

Tauākī whakaaweawe Māori

Māori impact statement

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

29. Targeted engagement with mataawaka during the consultation was supported by the West Local Boards’ Kaiwhakaawe (Māori broker), based at Hoani Waititi Marae. This involved collating the views of a large number of hard-to-reach Māori individuals into a single submission.

30. Engagement with Māori in the community and engagement around the Māori focus of the draft plan was also supported by the Kelston Hub and through and informal engagement event at Kelston Girls’ College. The feedback gathered through these is not included in the 236 submissions that are the focus of this report but has been considered by the local board in workshops and will play a role in informing the final draft Whau Local Board Plan for adoption.

31. Of the 236 submissions considered in this report, 31 (or 13 per cent) were received from those identifying as Māori, but it is noted that at around a third of submitters did not provide demographic information.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

36. The submissions and feedback received as part of the special consultative procedure are available on the Auckland Council website.

37. The Whau Local Board will adopt the Whau Local Board Plan 2020 on 4 November 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board submission summary analysis	15

Ngā kaihaina

Signatories

Author	Mary Binney - Senior Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

Te Kete Rukuruku programme - adoption of te reo Māori names, receipt of associated narratives and installation of bilingual signs at Crum Park

File No.: CP2020/15219

Te take mō te pūrongo

Purpose of the report
1. To seek formal adoption of 23 te reo Māori park names, and their associated narratives, and approval to install bilingual signs in Crum Park.

Whakarāpopototanga matua

Executive summary

2. In August 2018, the local board resolved (WH/2018/88) to invite mana whenua to name 99 parks in the Whau area, as tranche 1 of the Māori naming of parks and community places programme.

3. Twenty-three names from tranche 1 are now ready for formal adoption.

4. At its workshop on 8 April 2020 the local board supported Te Kete Rukuruku programme team’s recommendations to develop bilingual signage for Crum Park.

5. This report seeks the adoption of these 23 park names, receipt of narratives and approval to install bilingual signage in Crum Park.

6. Communications to inform stakeholders and communities around these 23 parks will commence upon formal adoption of the names.

7. The remaining 76 parks, where names are sought, will be reported to the board in due course.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the following 23 te reo Māori names for Whau parks:

Māori name	Existing Name
Tōrua	Bancroft Park
Tipu	Bledisloe Park
Āmio	Blockhouse Bay Beach Reserve
Onewherowhero	Brains Park
Kōmaru	Copley Reserve
Tahurangi	Crum Park
Tira	Delta Esplanade
Tauihu	Green Bay Beach
Hao	Harbour Reserve
Kārewa	Harmel Reserve
Tihi	Heversham Green
Wairau	Kiernan Esplanade
Kuaka	Kuaka Place Esplanade
Miro	Miro Esplanade
Kura	Nile Reserve
Tīpara	Patts Reserve
Kanae	Queen Mary Reserve
Tōpū	Rankin Avenue Reserve
Hīnaki	Rata Street Esplanade
Rangimatariki	Rosebank Park Domain
Roma	Span Farm Esplanade
Kapua	Titirangi Road Plant Reserve
Rewa	Whau Bridge Reserve

b) receive the narratives for the 23 te reo Māori names for Whau parks which tell the story behind each of the names as outlined in Attachment A.

c) acknowledge that Auckland Council has agreed to enter into a mātauranga agreement that commits to upholding the correct use of the name and use it only for purposes that have a community outreach or educational purpose (non-commercial use).

d) authorise the gazettal of the 23 te reo Māori names for Whau parks, listed in Attachment A, for parks classified under the Reserves Act 1977, in accordance with section 16 (10) of the Reserves Act.

e) approve the installation of bilingual signs in Crum Park.

Horopaki

Context

8. Te Kete Rukuruku is a culture and identity programme that collects and tells the unique Māori stories of Tāmaki Makaurau / Auckland. It is a partnership between Auckland Council, 15 local boards, and all 19 mana whenua groups that have interests across the region - led by mana whenua.

9. A key outcome of the programme is for te reo Māori to be seen, heard, learned and spoken. The programme contributes to reclaiming our Māori identity which is Tāmaki Makaurau’s unique point of difference in the world.

10. A subset of the programme involves the reintroduction of ancestral and contemporary Māori names to the city’s parks and places.

11. The Whau Local Board invited mana whenua to name 99 parks and allocated funding from its Locally Driven Initiatives budget in August 2018 (WH/2018/88).

12. Existing park names are not removed and nothing will be lost. Te reo Māori is being returned and in some cases the Māori names have been attached to the park or place for hundreds of years prior to the English name.

13. When received the names will be accepted and adopted by the local board, and communication and public notification will commence.

14. One park is identified within each tranche where signage will be reviewed and upgraded or replaced as necessary to include both Māori and English text. Upon project completion within the selected park all signage will be bilingual.

15. At a workshop held on 8 April 2020 the board supported Te Kete Rukuruku programme team’s recommendation to develop bilingual signage for Crum Park. Visuals of the signs were provided to the Whau Local Board in early June.

16. On 3 June 2020 the local board met with mana whenua where names and narratives were discussed.

17. Twenty-three names are now ready for adoption. The remaining 76 parks remain under discussion and once resolved will be advised and reported to the board.

Communications approach

18. At local board level, the local communications team will work with the board and mana whenua, with support from the programme team, to develop communication outputs.

19. Messaging will be focused on what the community is gaining and being proud of what we are doing for all Aucklanders.

20. Local board communication channels will be used to get messages out, including Facebook pages and e-newsletters. The local communication team will also work with local boards to develop media opportunities with board members to share the messages with their networks.

21. The launch of the communications outputs is triggered by the local board’s adoption of the names.

Tātaritanga me ngā tohutohu

Analysis and advice

22. At the outset of this process the local board identified a list of parks in the Whau area that they invited mana whenua to name noting that, in most cases, these would be dual names.

23. Dual names are two unique names where one takes nothing away from the other. The Māori name simply enriches the narrative of that place.

24. Such visible Māori names and stories raise pride in and improve knowledge of the unique Māori identity of Tāmaki Makaurau (Auckland) for residents and visitors.

25. The rationale and benefits of the programme, as well as the process for identifying and adopting names and narratives, was agreed by the Whau Local Board at its business meeting on 22 August 2018.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. There are no substantive climate change impacts relating to this matter.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The Te Kete Rukuruku project is a cross-organisational programme that delivers on council’s Māori Language Policy and Kia Ora Te Reo, which is a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes) as the programme helps to reclaim our Māori identity and unique point of difference in the world.

28. The programme aligns with the aspirations of the Independent Māori Statutory Board (IMSB) as articulated in the Schedule of Issues of Significance 2017, Māori Plan.

29. This programme is a partnership programme with the naming and narratives being led by mana whenua. It seeks to bring rigour to the process of naming across the council group over time.

30. The programme has also triggered the development of new bilingual signage templates that may be used across the organisation in the future.

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

Local impacts and local board views

31. Through partnering with mana whenua on this project, it is envisaged that relationships between mana whenua and local boards will be strengthened.

32. The programme’s recommendation of dual naming adds an additional name and narrative to each park, as opposed to taking anything away from the community.

33. Dual language naming signage and bilingual signage help to enrich park user experience.

34. Māori naming and dual language or bilingual signage of parks is directly aligned to the Whau Local Board Plan 2017:

· Outcome 2 key initiative - Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations

· Outcome 7 - Our heritage is known, protected and our stories are shared.

35. When the 23 names have been adopted and their narratives received, the local board and Auckland Council are permitted to use them for community outreach and educational purposes (non-commercial).

Tauākī whakaaweawe Māori

Māori impact statement

36. This project helps to increase Māori identity and belonging and is aligned with outcomes in the Auckland Plan.

37. The project contributes towards outcomes from the Te Reo Māori Action Plan 2020-2023. The Action Plan brings to life the Māori Language Policy (2016) and describes actions to champion a bilingual city where te reo Māori is seen, heard, spoken and learned.

38. Adopting the Māori name and narrative for 23 parks will increase the visibility of te reo Māori in the local board area, and will safeguard the stories of mana whenua to ensure their survival.

39. Te Kete Rukuruku has sought to establish a best practice approach to Māori naming and the collection and sharing of stories.

40. Mātauranga agreements have been developed to ensure that names and stories are protected by the council - we will uphold their correct use and use them only for purposes that have a community outreach or educational purpose (non-commercial use).

41. As a partnership programme, all aspects of providing names and narratives has been led by the 19 mana whenua of Tāmaki Makaurau. This is appropriate as mana whenua are those with the mana in this area to carry the responsibility for Māori naming.

42. There are a large number of resident mataawaka (Māori who live in Auckland and are not in a mana whenua group) who will have a great interest in these new names and narratives. This provides an opportunity to engage with mataawaka Māori organisations, and invite them to embrace and help champion the names and narratives once the names are adopted.

Ngā ritenga ā-pūtea

Financial implications

43. Whau Local Board has set aside Locally Driven Initiative (LDI) funding for this programme and this has been carried forward over the last two years.

44. This funding provides a partial contribution to mana whenua for their time in supporting the process including research and ratification.

45. The Whau Local Board allocated $22,000 for naming 99 parks as tranche 1 of this project. No additional budget is sought.

46. Updated dual name signage for these parks will be delivered through Community Facilities’ existing renewals programmes.

47. Bilingual signage for Crum Park is funded by Long-term Plan regional funding for Māori outcomes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. A number of risks and issues were highlighted at the outset of this programme or added as the programme has progressed including:

· Multiple mana whenua having an interest in Whau with differing views on naming.

· Extended delays in the adoption of Māori names continuing the predominance of English only names and missing renewal opportunities.

· Potential negative public reaction to the addition of Māori names.

· Costs of replacement signage.

49. These risks are carefully managed throughout the process and mitigated in a variety of ways including:

· Timeframes are extended when required to allow robust discussion around the names being submitted. The approach of the programme has been to focus on a quality outcome.

· Splitting the tranche to allow for adoption of names as they are finalised rather than waiting for completion of the entire tranche. This is particularly relevant when such a high number of parks are being named.

· The existing park name will be retained with the Māori named being returned/added. Nothing will be taken away. Communications with stakeholder and community groups will communicate this once the Māori names are adopted.

· Signage will be replaced as it comes up for renewal with the only exception being the bilingual park where signage will be reskinned if replacement is not warranted.

Ngā koringa ā-muri

Next steps

50. All names associated with designated reserve land will be gazetted.

51. The names will be entered into the council’s GIS and SAP systems.

52. Upon Whau Local Board’s formal approval, the process for installation of bilingual signs at Crum Park will commence, with anticipated delivery in late November/early December 2020.

53. Community Facilities will roll out signage incorporating the new names under the renewals programme.

54. The Te Kete Rukuruku programme team will continue to work with iwi on the remaining park names in the local board area.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Tranche 1	27

Ngā kaihaina

Signatories

Author

Dawn Bardsley – Te Kete Rukuruku Programme Naming Lead

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

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

File No.: CP2020/14301

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Whau Local Grants Round One 2020/2021 (refer Attachment A), and Multiboard Grants Round One 2020/2021 (Attachment B).

3. The Whau Local Board adopted the Whau Local Board Community Grants Programme 2020/2021 on 26 August 2020 (Attachment C). The document sets application guidelines for contestable grants.

4. The local board has set a total community grants budget of $130,503 for the 2020/2021 financial year. A total of $13,719 has been allocated to Quick Response Round One 2020/2021. This leaves a total of $116,784 to be allocated to two local grant rounds and two quick response rounds.

5. Thirty-six applications were received for Local Grants Round One 2020/2021, including ten Multiboard applications, requesting a total of $138,351.71.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund or decline each application received in Whau Local Grants Round One, listed in Table One:

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

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2121-103	Portage Ceramics Trust	Arts and culture	Towards the costs of museum signs, brochures, image printings for display at Te Toi Uku Crown Lynn and Clayworks Museum	$2,338.00	Eligible
LG2121-120	Connected Media Charitable Trust	Arts and culture	Towards the purchase of a laptop	$2,230.00	Eligible
LG2121-122	NZ Korean Youth Community Trust	Arts and culture	Towards advertising costs to promote the Joyful Youth Orchestra	$4,500.00	Eligible
LG2121-126	Fresh Movement Arts Trust	Arts and culture	Towards venue hire at Motu Moana Camp to deliver the “Creative Arts” camp for young people in January 2021	$5,000.00	Eligible
LG2121-134	Whau the People Charitable Trust	Arts and culture	Towards the delivery of photography workshops, including materials, advertising, coordinator and artist costs	$4,394.43	Eligible
LG2121-102	Encounter Hope Foundation	Community	Towards the purchase of a ladder for the Encounter Hope Foundation	$1,685.00	Eligible
LG2121-105	Afghans Funeral Services Charity in New Zealand	Community	Towards education and sports activities	$2,000.00	Eligible
LG2121-108	Melana Trust	Community	Towards the delivery of “Pasifika Kids Advancing Homework” services, including business website and email setup costs, business cards, stationery, printers, food vouchers, equipment, marketing and storage costs.	$5,000.00	Eligible
LG2121-109	New Zealand Karen Association	Community	Towards costs for stationery, prize giving, printer cartridges, and petrol vouchers for the teachers at the Karen Language School between August 2020 and December 2020	$2,000.00	Ineligible due to outstanding accountabilities
LG2121-110	Blue Light Ventures Incorporated	Community	Towards the cost for five young people from the local board area to attend a weeklong life skills camp	$2,174.00	Eligible
LG2121-114	New Zealand Centre for Gifted Education Limited	Community	Towards subsidies for students attending the Auckland West MindPlus programme between November 2020 to October 2021	$5,000.00	Eligible
LG2121-115	Youthline Auckland Charitable Trust	Community	Towards the Whau Local Board area share of Youthline Auckland Charitable Trust annual costs	$5,000.00	Eligible
LG2121-116	New Zealand Muslim Association (NZMA)	Community	Towards transport to fitness classes and instructor fees for older people	$4,800.00	Eligible
LG2121-117	Silver Fern MotorSport Charitable Trust	Community	Towards the purchase of sixteen overalls for the delivery of the Youth Automotive Training programme	$2,383.36	Eligible
LG2121-124	Road Safety Education Limited	Community	Towards venue hire and facilitators' costs to deliver the Road Safety Programme	$2,999.00	Eligible
LG2121-132	Bhartiya Samaj Charitable Trust	Community	Towards the delivery of an annual children's holiday programme, including the costs of sports clinic workshops, transport for an outing, gift vouchers for volunteers and teachers, appreciation certificates, and trophies	$2,500.00	Eligible
LG2121-136	Crescendo Trust of Aotearoa	Community	Towards the staff salaries, including mentoring, administration and wellbeing fees	$4,100.00	Eligible
LG2121-138	Social Enterprise Auckland	Community	Towards webinars, venue hire, catering, administration, guest speakers, project management and contractor costs	$5,000.00	Eligible
LG2121-140	Khadija Leadership Network	Community	Towards editor and writer fees, website developer fees and project management costs	$5,000.00	Eligible
LG2121-121	Mountains to Sea Conservation Trust (MTSCT)	Environment	Towards the delivery cost of the Whitebait Connection programme, including co-ordinator wages and MTSCT administration costs	$5,650.00	Eligible
LG2121-113	Church of the Saviour under the umbrella of "The Christian and Missionary Alliance of New Zealand"	Events	Towards the delivery costs of an annual Christmas event at Craigavon Park on 13 December 2020	$8,500.00	Eligible
LG2121-101	Ryders Limited	Historic Heritage	Towards the cost of an arborist, grounds person, chipper and bin truck for tree work	$1,865.59	Eligible
LG2121-127	Blockhouse Bay Historical Society	Historic Heritage	Towards printing costs for the Whau historical heritage booklet	$3,000.00	Eligible
LG2121-106	More for Kidz Foundation Trust	Sport and recreation	Towards facility hire at Ken Maunder Park, cricket equipment, volunteer and cricket coach's fees	$5,000.00	Eligible
LG2121-129	Sport Waitakere Trust	Sport and recreation	Towards the delivery of one on one support and the Cultural Diversity workshops, including venue hire, resources, guest speaker, club support, and programme manager's costs	$5,000.00	Eligible
LG2121-139	Sir Peter Blake Marine Education and Recreation Board	Sport and recreation	Towards the “Sea week” programme cost	$4,970.00	Eligible
Total				$102,089.38

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

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

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2021-107	The Therapy Box	Community	Towards costs for activity materials, petrol and reimbursement for volunteers for the diversional therapy care boxes project	$3,000.00	Eligible
MB2021-110	Fahima Saeid	Community	Towards the cost of hosting a refugee ball at the Fickling Centre, including venue hire, artist fees, performers, sound system, food, transport, and volunteer costs	$1,000.00	Eligible
MB2021-114	Auckland Softball Association Incorporated	Sport and recreation	Towards operating expenses of the Auckland Softball Association	$3,000.00	Eligible
MB2021-115	Charlotte Museum Trust	Community	Towards rent, coordinator and tutor costs for the museum	$3,500.00	Eligible
MB2021-118	CNSST Foundation, formerly known as Chinese New Settlers Services Trust	Community	Towards classroom rental, advertising, and teacher fees for the "Unite Against COVID-19 CNSST Education and Well-being Programme"	$6,000.00	Eligible
MB2021-124	Zeal Education Trust	Community	Towards Zeal West Auckland schools' tour including staff wages, marketing, sound, photography, van hire, and artists' performance costs between February and June 2021	$4,013.33	Eligible
MB2021-127	Rutherford College Community Education	Community	Towards distribution costs of West Auckland Adult and Continuing Education booklets to over 55,000 households	$3,000.00	Eligible
MB2021-136	The ReCreators Limited	Community	Towards Christmas upcycling workshops, including facilitators, administration, materials, and project management costs	$3,755.00	Eligible
MB2021-138	The New Zealand Society of Authors Te Puni Kaituhi o Aotearoa (PEN NZ Incorporated)	Arts and culture	Towards an "Oral History Project," including catering, transport, equipment, printing, research, transcription, and project management fees	$4,000.00	Eligible
MB2021-144	The Auckland King Tides Initiative under the umbrella of The Institution of Professional Engineers New Zealand Incorporated	Environment	Towards the "King Tides" project, including design and installation of gauges, data digitization and the public launch	$5,000.00	Eligible
Total				$36,268.33

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Whau Local Board adopted the Whau Local Board Community Grants Programme 2020/2021 on 26 August 2020 (Attachment A). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

19. Thirteen applicants applying to Whau Local Grants and Multiboard Round One indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

21. The local board has set a total community grants budget of $130,503 for the 2020/2021 financial year. A total of $13,719 has been allocated to Quick Response Round One 2020/2021. This leaves a total of $116,784 to be allocated to two local grant rounds and two quick response rounds.

22. Thirty-six applications were received for Local Grants Round One 2020/2021, including ten Multiboard applications, requesting a total of $138,351.71.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

25. Following the Whau Local Board allocation of funding for the Local Grants Round One, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Grants Round One 2020/2021 applications	41
b ⇩	Whau Multiboard Round One 2020/2021 applications	153
c ⇩	Whau Local Grant Programme 2020/2021	199

Ngā kaihaina

Signatories

Author

Erin Shin – Grants Advior

Authorisers

Marion Davies - Grants and Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

No.	Title	Page
a ⇩	Auckland Transport October 2020 Report	205

Whau Local Board

28 October 2020

Horopaki

Context

Decision Making Authority

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]} For a NOR, council makes recommendations to the requiring authority (in this case, the Minister of Education), rather than a decision. Local boards’ views must be considered when making these recommendations.

8. A NOR will be included as a designation in the Auckland Unitary Plan if it is approved. Local boards must have the opportunity to provide their views on NORs for designations in the Auckland Unitary Plan.

9. 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 NOR, along with submissions.

10. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, if one is held. The commissioners make a recommendation to the Ministry of Education on the NOR.

11. This report provides an overview of the NOR, and a summary of submissions’ key themes.

12. The report does not recommend what the local board should convey, if the local board conveys its views on the NOR. The planner must include any local board views in the evaluation of the NOR. 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

Notice of Requirement – Overview

13. The NOR applies to 3094-3096 Great North Road. The land is zoned Business- Metropolitan Centre Zone and is shown below in Figure 1.

Figure 1: 3094-3096 Great North Road and surrounding area

14. The purpose of the NOR is to designate land for Educational Purposes – Primary School (Years 0-6) and Early Childhood Education (Pre-School). Figure 2 shows the extent of the proposed designation in diagonal hatching. It covers most of the site at 3094-3096 Great North Road but excludes the area around the Manawa Stream near the western boundary.

Figure 2: Plan showing the site and proposed designation boundary

15. The Ministry of Education included technical reports that evaluate traffic, engineering and ecological effects with their application. The reports and other application details are available from council’s website. Council’s planner, and other experts, will evaluate and report on:

· technical reports supplied by the applicant

· submissions

· views and preferences of the local board, if the local board passes a resolution.

Submissions Received

16. Submissions were made by three people/organisations:

Table 1: Submissions received on NOR for 3094-3096 Great North Road, New Lynn

Submissions	Number of submissions
In support	0
In opposition	1
Neutral	2

17. One individual submitter expressed concerns about the proximity of the educational facilities to nearby adult entertainment businesses.

18. The other two submitters, Kiwi Rail and Auckland Transport, submitted about transport matters. Kiwi Rail do not oppose the application and note their interests due to North Auckland Line being immediately to the south of the site. Auckland Transport do not consider the site as ideal location for a school due to the physical constraints of the surrounding road network, difficulties in providing safe walking access and potential traffic issues at the Clark Street / Cambridge Lane intersection. However, Auckland Transport are not opposed to the application subject to matters in their submission being addressed through conditions on the designation. These conditions relate to the establishment outline plan, school travel plan, on-site pick-up and drop off and vehicular access.

19. The Ministry of Education and Auckland Transport have now agreed on a set of conditions, based on those provided in Auckland Transport’s submission. On this basis, but subject to the recommendations in the hearing report, Auckland Transport do not wish to be heard at a hearing.

20. Information on individual submissions, and the summary of all decisions requested by submitters, will be reported in the hearing report.

21. At the time of writing this report, there is no one who would like to be heard at a hearing. If this does not change, the hearing report will be reviewed by commissioners without a physical hearing taking place.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. There were no submissions that raised specific climate concerns.

23. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

24. The local board could consider if the NOR:

· will reduce, increase, or have no effect on Auckland’s overall greenhouse gas emissions (e.g. does it encourage car dependency, enhance connections to public transit, walking and cycling or support quality compact urban form)

· prepare the region for the adverse impacts of climate change. That is, does the NOR elevate or alleviate climate risks (e.g. flooding, coastal and storm inundation, urban heat effect, stress on infrastructure).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Staff from Healthy Waters, Engineering and Technical Services, and the Ecological Advice team will provide expert input to the hearing report.

26. Auckland Transport made a submission. The key matters raised are outlined in paragraph 18 above. As noted in paragraph 19, Auckland Transport and the Ministry of Education have now agreed on a set of conditions to address the transport effects of future educational use of the site and the concerns set out in Auckland Transport’s submission.

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

Local impacts and local board views

27. The NOR is for 3094-3096 Great North Road, New Lynn, within the Whau Local Board area. The site is near land and facilities for which the local board has some decision-making powers. The site is close to and to the west of the New Lynn Community Centre, and close to several parks.

28. This NOR relates to the Whau Local Board area only.

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

· interests and preferences of people in local board area

· well-being of communities within the local board area

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

· responsibilities and operation of the local board.

30. The Ministry of Education stated that they engaged with the local board prior to lodgement. Feedback at that stage is informal; restrictions on delegations prevent that informal feedback from being the views of the local board.^{^[3]}

31. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when making recommendations to the requiring authority on the NOR.

Tauākī whakaaweawe Māori

Māori impact statement

32. If the local board chooses to provide its views on the NOR it includes the opportunity to comment on matters that may be of interest or importance to Māori People, well-being of Māori communities or Te Ao Māori (Māori worldview). 7,845 residents in the local board area identify as Māori in 2018 census results. This is approximately 10% of the total population of the local board area.

33. The Ministry of Education advised council that it consulted with ten mana whenua groups identified by Auckland Council as having an interest in the Whau Local Board area when it prepared the NOR. At the time of lodgement, the Ministry of Education had received feedback from three mana whenua groups. Ngāti Whātua Ōrākei confirmed that they would defer to their whanaunga of Te Kawarau a Maki as lead iwi for direct consultation on this project. Ngāi Tai ki Tāmaki advised that they have an interest in any future resource consents in the Significant Ecological Area (SEA) and reserve the opportunity to be involved in that process. Te Rūnanga o Ngāti Whātua advised there were no issues for them with regards to the proposal.

34. No iwi authority made a submission on the NOR.

35. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising Resource Management Act functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.^{^[4]} The hearing report will analyse effects on social wellbeing of tamariki and environmental effects on Manawa Stream, as these may be particulars matter of relevance.

Ngā ritenga ā-pūtea

Financial implications

36. The NOR does not pose any financial implications for the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. There is a risk that the local board will be unable to provide its views and preferences on the NOR, if it doesn’t pass a resolution. This report provides:

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

· the opportunity for a local board member to speak at a hearing, if there is one.

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

39. The power to provide local board views regarding the content of a NOR cannot be delegated to individual local board member(s).^{^[5]} 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

40. The planner will include, and report on, any resolution of the local board in the hearing report. Should a hearing be required, 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.

41. The planner will advise the local board of the decision on the NOR by memorandum.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Lisa Roberts - Planner

Tian Liu - Planner

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

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

File No.: CP2020/15059

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. Each local board has a responsibility to communicate the interests and preferences of people in its area on Auckland Council policy documents. A local board can present local views and preferences when expressed by the whole local board.^{^[6]}

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

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

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

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

Horopaki

Context

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

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

§ Single House Zone

§ Large Lot Zone

§ Rural and Coastal Settlement Zone

§ Mixed Housing Suburban Zone

§ Mixed Housing Urban Zone

§ Terrace Housing and Apartment Buildings Zone

§ Special Character Areas Overlay - Residential

§ Rural Production Zone

§ Mixed Rural Zone

§ Rural Coastal Zone

§ Rural Conservation Zone

§ Countryside Living Zone

§ Waitākere Foothills Zone

§ Waitākere Ranges Zone.

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

22. This plan change affects all local boards.

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

· interests and preferences of people in the local board area

· well-being of communities within the local board area

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

· responsibilities and operation of the local board.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

31. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s).^{^[8]} This report enables the local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Barry Mosley - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14855

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 ten years is proposed to fund new and existing sites. This funding will be sought through the Long-Term Plan 2021-2031 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 Whau 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 future proofing 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 ten 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 ten 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 ten 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	229

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

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

Panuku Auckland Development - Whau Local Board Six-Monthly report 1 March to 31 August 2020

File No.: CP2020/15088

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report is a record of events for the Whau 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 currently manages the Unlock Avondale programme, which falls within the Whau Local Board area.

15. Panuku Development Auckland currently manages 14 commercial interests in the Whau Local Board area.

16. Two properties were purchased in the Whau Local Board area during the six month reporting period.

17. One property was sold in the Whau Local Board area during the six month reporting period.

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the Panuku Auckland Development - Whau Local Board Six-Monthly Report 1 March to 31 August 2020.

Horopaki

Context

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

Unlock Avondale

27. COVID-19 impacts – Council’s Emergency Budget and the lockdowns have impacted our budget and delivery timeframes for Avondale (as it has across all of our locations). Panuku has completed a full review of how we will be delivering our work for this financial year. We have been able to prioritise funding for most of our projects in the Unlock Avondale programme which are an important part of the regeneration strategy to create an enlivened heart for Avondale and support the new residential development mix in the area.

28. Significant progress was made on the Avondale programme in the last six months. These achievements represent good progress working with central government and developers to support the urban regeneration of Avondale. These projects are an important part of our regeneration strategy to create an enlivened heart for Avondale and support the new residential development in the area.

29. 18 Elm Street - The sale of 18 Elm Street to Kāinga Ora went unconditional on 6 March, with settlement on 16 July 2020. This agreement continues to strongly supports the delivery of new quality housing in the area. Panuku has secured a purchase “option” agreement over 10 Racecourse Parade which will be considered during the next budgeting round.

30. 1817 Great North Road - A conditional agreement with the Ministry of Housing and Urban Development (MHUD) was achieved for this site to provide for 117 apartments. At the time of this report, Panuku had secured an agreement with a developer with a scheduled settlement for September 2020. This development will provide half Kiwibuild and half market development to deliver an affordable housing mix for Avondale.

31. Crayford Street West - Panuku is leading the planned streetscape upgrade for Crayford Street West. We’re trying to include the street upgrade project within the current financial year. A key contingency is the need to co-ordinate the undergrounding of power lines with Vector and negotiations with Vector are progressing with a decision scheduled for the end of October 2020.

32. Civic Precinct (town square) – Panuku is working closely with council’s Community Facilities team on the development of a new, multi-purpose community facility and civic precinct. Acquisition of three properties has occurred to enable the multi-purpose community facility, and one further property acquisition remains. COVID-19 and the Emergency Budget confirmation delayed the design team starting work on this project. This is expected to get underway mid October 2020.

New Lynn (Godley Road)

33. The team is progressing the potential development of a proposed 40-unit development on a vacant site at Godley Road in New Lynn. Aspects of resource consenting are currently being determined.

Placemaking

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

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

36. Our team works closely with local communities, in all their diversity, to learn what is happening in a place, test ideas, show progress, build trust and ensure that regeneration fits with the characteristics of a place. Placemaking has been involved from early on in Avondale to support a place-led process of urban renewal throughout the project

Our approach to placemaking in Avondale

37. Designing and initiating placemaking – using a “Do Learn Do approach. Such as the Pump Track, art installations and interactive and creative activities. This includes site specific initiatives - to enliven potential construction areas or project sites.

38. Working with community - to build trust with locals to ensure strong connections. Doing this in a collaborative way that builds on their place-sourced knowledge (this includes opportunities for regular programming).

39. Enhancing the vitality of the main street – supporting local business including new tenancies, such as Crescendo Trust, in Panuku-owned buildings.

40. Acknowledging and embedding Mātauranga Māori – to inform and influence our placemaking. This is something we are hoping to develop further in Avondale.

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

Placemaking activities

42. The following activities occurred in the reporting period 1 March to 31 August 2020:

43. Great North Road posters – content is generated monthly for an ongoing series of posters displayed on fences at the Avondale Central site on Great North Road. Delivered in this reporting time period posters included items such as Awa Stories, as part of Eco West Fest.

44. Supporting Crescendo Trust in moving to Avondale by advocating for their presence in a Panuku-owned property at a reduced rental.

45. Supporting town square planning and design by working with the project team on a connected approach to utilise the Avondale Central site as part of its placemaking and engagement capability.

Upcoming placemaking activities

46. Avondale Central historical narrative – Working with Whau the People to explore and collect stories from this historic part of Avondale.

47. Pump Track – This popular track will move to the Avondale Central site in October 2020.

48. Avondale Central posters (ongoing) – Panuku will be working with I Love Avondale on content for monthly posters that will feature on the fence that faces Great North Road

Properties managed in the Whau Local Board Area

49. Panuku currently manages 14 commercial interests within the Whau Local Board area.

Strategic Asset Optimisation

50. 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.

51. 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.

52. 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.

53. 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

54. 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.

55. 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.

56. 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

57. 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.

58. 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

59. 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.

60. 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.

61. Two properties have been purchased in the Whau Local Board area during the reporting period being:

· 1975 Great North Road, Avondale, settled on 13 March 2020, and

· 1987-1979 Great North Road, Avondale, settled on 30 April 2020.

These two acquisitions are part of the landholdings required to enable the construction and development of the new multi-purpose community facility.

Disposals

62. 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.

63. 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.

64. One property has been sold in the Whau Local Board area during the reporting period being 18 Elm Street, Avondale to Kāinga Ora.

Under review

65. Properties currently under review in the Whau 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
13 Davern Lane, New Lynn	A small 300m² reserve that was vested upon subdivision with the former Waitakere City Council in 1994. It is a recreation reserve subject to the Reserves Act 1977. This site is not required as part of the open space network. The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal of the site. Panuku is undertaking a reserve revocation and plan change process before taking the site to market.
Lot 6 DP 119411 Trojan Crescent, New Lynn	A small 300m² reserve subject to Reserves Act 1977. It is not required as part of the open space network. The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal of the site. Panuku is undertaking a reserve revocation and plan change process before taking the site to market.
30 Willerton Avenue, New Lynn	A 958sqm site subject to the Reserves Act 1977. This site is not required for the open space network. The site was included in Schedule A of the Emergency Budget asset recycling programme prior to local board engagement by Panuku. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal of the site
1B Rankin Avenue, New Lynn	3,374m² vacant commercial site used as informal car parking. It was acquired by the former Waitākere City Council for roading improvements in 2004. The roading project has been completed. The site was included in Auckland Council’s Emergency Budget asset recycling consultation. Auckland Transport is undertaking a road legalisation process for the part formed as road and investigating access issues into the residual land before the proposed disposal can progress.
13 Crown Lynn Place, New Lynn	A 2,696m² commercial property that was acquired by the former Waitākere City Council in 2010 for infrastructure and urban renewal purposes, specifically open space development. Alternative land that provided a greater area of open space was subsequently identified and later acquired. Two reviews undertaken as part of the property rationalisation process confirmed that 13 Crown Lynn Place is not required for open space network purposes. The local board is opposed to disposal as it seeks to retain the property as open space. The site was included in Auckland Council’s Emergency Budget asset recycling consultation, however, this site is on hold as it is a potential location for the Whau swimming pool/leisure centre.

Housing for Older People - Haumaru Housing

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

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

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

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

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

71. The following Haumaru Housing villages are located within the Whau Local Board area:

Village	Address	Number of units
10 Karaka Street Village	10 Karaka Street, New Lynn	8
19 Karaka Street Village	19 Karaka Street, New Lynn	14
Hutchinson Village	6 Hutchinson Avenue, New Lynn	16
Tane Street Village	4 Tane Street, New Lynn	6
Godley Court	73 Godley Road, Green Bay	29
Harmony Village	44 West Coast Road, Glen Eden	40

72. 81A Godley Road, Green Bay – this is a council-owned site identified for development. We are seeking approval to progress to resource consent for 40x 1-bed units on the site. The delivery date for completed units is not yet confirmed but would be 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

74. 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.

75. 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 Whau 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

76. Panuku is working with Community Facilities to deliver a new library, community centre and public realm and sustainability is a key consideration in the design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

77. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

79. 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.

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

83. 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

John Carter - Priority Location Director

Lisa Gooding - Senior Community Affairs Advisor

Adam Milina - Local Area Manager

Whau 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.: CP2020/15058

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 Whau 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.^{^[9]}

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^{^[10]} 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^{^[11]} 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.^{^[12]} This information is shown in Figure 6 and Table 2 below.

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

Young Enterprise Scheme

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

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

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

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

· Māngere-Ōtāhuhu

· Albert-Eden

· Ōtara-Papatoetoe.

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

Local jobs and skills hubs

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

The South and West Auckland Prosperity Project

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

Destination

Visitor survey insights report

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Local board destination management and marketing activities

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

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

· Tourism Advocacy: Number of businesses promoted for example in:
o offshore trade events

o trade shows

o marketing material

o broadcasts

o social media

o specific campaign content.

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

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

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

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

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

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

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

· Puhoi to Pakiri in Rodney

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

· Rodney.

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

Examples of separate local board area activities include:

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

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

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

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

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

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

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

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

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

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

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

Māori Tourism Development Activity

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

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

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

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

Delivered, funded and facilitated events

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

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

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

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

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

Go With Tourism

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

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

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

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

· Accommodation and Food Services (60 per cent)

· Arts and Recreation Services (19 per cent)

· Administrative and Support Services (7 per cent)

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Stephanie Sole - Strategy and Planning Graduate, ATEED

Authorisers

Quanita Khan - Manager Strategy and Planning, ATEED

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

Adam Milina - Local Area Manager

Whau Local Board

28 October 2020

Whau Local Board Plan 2017, Progress Highlights for year ended September 2020

File No.: CP2020/13732

Te take mō te pūrongo

Purpose of the report

1. This document has been compiled to highlight some of the activities delivered in the final year of the Whau Local Board Plan 2017. Two reports had previously been submitted to the Whau Local Board providing an overview of activities supporting the plan in the first two years:

· The Whau Local Board Achievements Report, November 2017 - November 2018

· Whau Local Board Plan 2017, Progress Highlights for year ended September 2019.

2. The board receives quarterly reports on its monthly business meeting agenda that provide more detailed information about projects and programmes that have been delivered over this period.

Whakarāpopototanga matua

Executive summary

3. A local board plan is an aspirational document which sets a framework that guides local board decision-making and actions for three years. It informs the development of the council’s ten-year plan and local board’s annual agreements and budgets. It informs the council’s planning for local activities and enables the board to represent the community’s interests and preferences on regional plans and strategies.

4. The Auckland Plan 2050 outlines a future that all Aucklanders can aspire to. It is a prosperous future with many opportunities and a better standard of living for everyone. The Whau Local Board Plan 2017 is effective from 2017 to 2020 and works towards delivering this vision at a local level through seven outcome areas:

· Well-planned towns, facilities and housing

· Great neighbourhoods with strong community connections, capacity and voices

· It’s 20 minutes to all we need by walking, cycling and public transport

· Enhanced natural environment

· Strong local businesses and more quality local jobs

· Celebrating our creative edge in our streets, neighbourhoods and communities

· Our Heritage is known, protected and our stories are told.

5. The Whau Local Board Plan 2020 is being developed by the current board and is due to be adopted in October 2020. It will guide local board business until September 2023.

COVID-19 Impact

6. Delivery of the work programme in the final year of Whau Local Board Plan 2017 has been significantly impacted by the Covid-19 pandemic.

7. From March 2020, Auckland and the rest of New Zealand, guided by the Ministry of Health, has taken the unprecedented step of going into lockdown to control the spread of the virus. This involves suspension of business activities in and out of council. After an initial easing of restrictions, in August, it was necessary for the country to re-enter a second period of restrictions.

8. The significant impact on Auckland Council’s financial position had necessitated going back to the public to consult on an Emergency Budget for the 2020/2021 financial year. The effect will flow into future years’ budgets. Responding to public feedback, the 2020/2021 budget focus is to deliver essential business and to assist economic recovery.

9. For the local board, the development of a new Local Board Plan and work programme, also informed by public input, has focused on retaining essential projects in the interim, pushing out the non-essential to future years and cancelling non-essential activities.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receives the Whau Local Board Plan 2017, Progress Highlights for year ended September 2020 report.

Horopaki

Context

Outcome 1. Well-planned towns, facilities and housing

Archibald Park Playground

10. Funded by the Local Board Locally Driven Initiatives budget, this $770,000 playground was opened to the public in early September. A proper community celebratory event had to be put off, aligning with COVID-19 restrictions. Both the Whau Local Board and the Kelston neighbourhood are looking forward to celebrating as soon as practicable.

11. Sitting on the edge of the Whau River, the playground serves a low decile residential community with eleven educational facilities, including two high schools, primary, intermediate and early childhood education schools as well as a deaf education centre. There is easy access from neighbouring communities via Te Whau Pathway.

12. The new instalment offers adventure play, exercise, social and learning opportunities for children with shaded seating for carers. There is a fort, flying fox, slides and much more. Natural shade will be provided by trees once established.

Avondale Shared Community Precinct – estimated cost $21 million

13. The vision for the new Avondale multipurpose community facility has reached a key milestone in 2020 with the acquisition of land that will ensure successful connectivity and enhance the layout of the future heart of Avondale Town Centre. The vision for the precinct is to have at beating heart which easily draws in the community through easy access and good connections woven through the town centre.

Avondale Streetscape Upgrade

14. The Local Board at its August meeting approved its 2020/2021 allocation of $220,000 from the Local Board Transport Capital Fund to the Avondale Streetscape Upgrade (reduced option) to allow AT to undertake consultation and delivery of Stage 1. This decision supports residents’ request for action to address the reported health and safety incidents caused by slippery tiles on the footpath.

15. The project will be delivered in two stages. Stage 1 addresses the higher pedestrian areas and will commence in the current financial year. The Auckland Transport Road Corridor Delivery fund will top up the board’s contribution to meet delivery of new footpath as well as upgrade of street lighting.

Crayford Street West Upgrade

16. Panuku Development were stalled by a late interjection requiring a resubmission of plans for an upgraded pedestrian crossing and lighting. However, the project continues in collaboration with Auckland Transport, to ensure alignment with the Avondale Streetscape upgrade.

Outcome 2: Great neighbourhoods with strong community connections, capacity and voices

Glenavon Hub

17. Glenavon is a low decile residential area with a high Asian and Pacific population. The Glenavon Trust operates out of a hub on the primary school’s grounds. There has been high pacific involvement in the various projects such as neighbourhood days, celebratory events, walking groups, free English lessons, clothing support and much more.

18. During lockdown, Glenavon Hub became an important point of contact, directing people to other specialist such as social and wellbeing advisors. They also provided 200 food parcels.

Kelston Hub

19. Situated in a council owned building on St Leonard’s Road, this hub is well loved by the culturally diverse Kelston community. It provides opportunities for its community to get connected, share stories and activate projects delivered by themselves.

20. The Hub responds to needs raised by the community, either directly or by redirecting to specialist providers. Activities in the past year included supporting local kaumatua to grow Mᾱori culture appreciation, gardening workshops, multi-cultural cooking sessions, collaborative community event planning, budget education classes, school holiday programmes, elderly persons’ morning teas and many other celebrations including Matariki.

21. During Covid-19 lockdown, the hub received many phone calls, seeking advice on how to manage with the related stresses. The well-connected staff were able to refer callers on to the appropriate agencies.

New Windsor Hub

22. New Windsor Hub is based in the New Windsor Primary School grounds and has been set up collaboratively with input from council staff, the school and Community Waitakere. Being a new venture, a Community Waitakere has provided a community developer to help grow the hub’s links into the neighbourhood. It is hoped that this will provide better opportunity for New Windsor residents’ voices to be heard.

23. In the past year, the hub’s busy activations programme has involved music, foodbanks, formation of a breakfast club, Matariki and Neighbours Day celebrations. Through contact at the hub, a New Windsor Pasifika group has added to the programme with pacific islands language programmes and Pacific Parents’ evenings.

Whau Ethnic Collective

24. Whau Local Board was the first board in Auckland to adopt an Ethnic People’s Plan, helping to better meet the needs of a growing and increasingly diverse ethnic community.

25. Since launching the plan in early 2019, the Whau Ethnic Collective (WEC) has been formed and meet regularly. Members of the group are culturally diverse and are working towards implementing the recommendations of the Whau Ethnic Plan. The WEC are supported to ensure that they have a growing involvement in the Whau Local Board so that they can assist with democratic decision making that meets the needs of all Whau residents. Although meetings continued through Covid-19 and they held a diversity forum in early August potential future restrictions on gatherings may prove challenging but plans are in train for the next engagement, such as a pop-up event in collaboration with the local library and community centre staff and also exploring an ethnic youth identity arts project.

Whau Pasifika Komiti

26. As with the Ethnic People’s Plan, the Whau Pacific Peoples Plan was adopted to attain increased and meaningful engagement with the Pacific community.

27. Meaningful engagement from a Pacific perspective comes after the forming of relationships through talanoa or face-to-face conversations and constant interactions. Staff have started to step back to allow a true community led network to develop its own voice.

28. The Komiti has spread awareness of what a local board has to offer in the community and has given input into drafting the Whau Local Board Plan 2020. They also plan for future pacific themed activations.

Whau Seniors’ High Tea

29. March 2020 – This event provides Whau citizens aged 65+ an opportunity to socialise and be entertained in a safe, age appropriate environment. The event is funded by the board and delivered annually in response to feedback from seniors that there are no free events delivered that target or meet the needs of an older audience. It has become a favourite outing for many and is supported by the New Lynn Memorial RSA, Age Concern, Grey Power and the Wardroom Cafe. The board uses the opportunity to hear seniors’ perspective of living in the Whau.

Outcome 3: It’s 20 minutes to all we need by walking, cycling and public transport

Advocacy for better public transport links

30. The board continues to hear from the public about the need for more parking provision to access the key transit hubs in New Lynn and Avondale. The bigger vision for Auckland is to increase public transport usage – including the use of connector buses from residential areas to transit hubs.

31. While the pathways are providing better access to stations that have bike storage facilities, the board backs public appeal that until better connector bus services are provided, there needs to be parking facilities to service the key transit hubs at New Lynn and Avondale. For the past year, the board has continued to lobby Auckland Transport to undertake a survey of both New Lynn’s and Avondale’s parking capacity relative to public transport usage.

New Lynn to Avondale Shared Path – estimated cost $44.3 million

32. On 7 November 2019, sod turned to mark commencement of the 2.9 kilometre, New Lynn to Avondale Shared Path. The board has contributed $2 million from its Locally Driven Initiatives budget. The path will follow the rail line from New Lynn Station through green spaces to just east of Blockhouse Bay Road, creating a continuous shared path linking New Lynn Train Station, Avondale Train Station, Waterview Shared Path, the Northwestern cycleway, and city centre networks. It will also connect with Te Whau Pathway, which follows the west side of the Whau River in Avondale, and other local walking and cycling routes.

Te Whau Pathway – estimated cost $66 million

33. July 2020, Central government announced a $35 million contribution to the project. The funding is part of a broader $220 million cycleway package. For the Whau, this will see the pathway extended from Olympic Park to Ken Maunder Park; in Henderson/Massey it will connect Laurieston Park to the Northwestern Cycleway.

34. Once complete, the pathway will pass through 33 reserves, sports parks, schools and communities in Green Bay, New Lynn, Avondale, Kelston, Glendene and Te Atatū areas. Led by The Whau Coastal Walkway Environmental Trust in close collaboration with Auckland Council, the Whau and Henderson-Massey local boards, Auckland Transport, Te Kawerau a Maki, and Ngāti Whātua Ōrākei.

Outcome 4: Enhanced natural environment

Bike Hub

35. Delivered through EcoMatters Trust and located at Olympic Park with easy access to the Whau’s increasing cycling connections. Its success is reflected in the growing number of participations from everyday bike users, ranging from the very young to the more mature.

36. During the lockdown period the hub team refurbished bicycles rescued from the waste stream and developed improved operating systems, including individual toolkits to enable social distancing of staff once the service resumed. There has been a steady demand for the service since re-opening, with high visitor numbers and strong demand for the used bikes for sale and assistance with bike repairs.

37. Benefits for the community include education on recycling, exercise, use of cycle paths and immersion in the environment as well as social interaction on common ground.

Industrial Pollution Prevention Programme (IPPP)

38. The Whau Local Board allocated $29,000 from the 2019/2020 budget to deliver an Industrial Pollution Prevention Programme.

39. The IPPP involved site inspections and discussion with the business owners to identify what impacts their activities might have on local waterways. Guidance was given on best practices for waste minimisation and spill training to mitigate risk of stormwater pollution. Where changes were recommended, there was follow-up.

40. The programme has reached a natural conclusion with all Whau’s industrial areas having been visited. The recommendation is for staff to revisit businesses in one or two years to survey if/where long-term changes have been adopted.Water Quality and Natural Environment Targeted Rates 2019/2020

41. With public support, the Auckland Council’s 10-year plan set a target rate to delivery regionally administered projects with the specific aim to improve the environment. A snapshot of projects delivered in the Whau area appears as Attachment A.

Outcome 5: Strong local businesses and more quality local jobs

42. The impact of Covid-19 has made it difficult to deliver meaningful activities to shore up economic development at a local level. However, work has continued behind the scenes with staff and local board members strengthening relationships with the four business associations operating in the Whau and taking on an advocacy role on their behalf when possible, whether to the Governing Body or CCOs such as Auckland Transport or Panuku Development.

43. The board’s focus in the past year to improve the roading, housing and town centre developments as well as better transport connections will attract bigger and better businesses into the area as the population grows.

Outcome 6: Celebrating our creative edge in our streets, neighbourhoods and communities

Culturally Diverse events

44. In the past year, though less, there were still opportunities to celebrate and be exposed to different cultures through community led activations.

· Diwali - October 2019 - The Hindu festival of lights is hosted at the Trusts Stadium in Henderson. Its popularity has meant the need for a sizeable venue and this event has continued to draw in participants from the three west local board communities and further afield.

· Indian Kite Festival - January 2020. Kite flying is a popular pastime in India and a community-based group has sought funding from various organisations and invited public participation to experience the joys of kite flying – this year at Eastdale Reserve.

· Taking Dance to the People - April 2020. Avondale hosted Artist, Ufitia Sagapolutele who delivered AVE, a dance performance with a mixture of hip-hop, siva Samoa and contemporary dance.

· Matariki - June -July 2020. The rising of the Matariki star cluster rings in the Māori New Year and signals a time for renewal, celebration and forward planning. Hoani Waititi Marae hosted a large event that drew people in from in and out of the Auckland region. Across Whau’s hubs and community centres, events were delivered which included hangi food, Māori culture movies, workshops on traditional weaving and traditional medicine or rongo mauri.

· Chinese New Year - July 2020. Organised by a community group, Synergy Trust, the event moved from February to July due to Covid-19 considerations. The scaled down event blended Chinese New Year with Matariki. Local kaumatua opened with a blessing and led on to Matariki storytelling and Maori, Pacific, Indian and Chinese cultural performances. Chinese cultural experiences included paper cutting, shadow puppets, painting and craft making and children’s entertainment. There was learning of cultural customs that will be taken into the future.

Whau Community Arts Broker

45. The activities delivered through the Whau Community Arts Broker in the last year is attached to this report as Attachment B. The document gives an overview of the many activities that have been enabled by the board’s engagement of an Arts Broker.

Outcome 7: Our Heritage is known, protected and our stories are told.

46. This outcome is delivered through many and varied ways in the Whau’s work programme. Some examples are already mentioned in the previous pages, for example, the programme of Matariki activities, the multi-cultural events delivered by the people, the development of Pasifika ad Ethnic plans to give community representation and also Auckland Council’s commitment to give Māori heritage considerations in any new projects, in acknowledgment of the Treaty of Waitangi.

47. Te Kete Rukuruku project in the Whau has facilitated the gifting of Māori names to the Whau Local Board in the later part of 2020. This provides the opportunity to have dual names in places of significance to both Māori and early European settlers. This is an opportunity to preserve both story and language. A first set of gifted names are expected to be adopted in October 2020.

48. At the local level, small projects are delivered in communities that meet the local board aspiration to save and promote the history of the Whau. Recent activities include contribution to the Heritage Festival’s local activations, restoration of heritage gravestone at St Ninian’s, refreshment of plaque on New Lynn town centre clock, heritage stories in local publications and funding toward Avondale and Blockhouse Bay heritage booklet publications.

Tātaritanga me ngā tohutohu

Analysis and advice

49. The graph below was generated for the fourth quarter report that went to the board in September and shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

50. The COVID-19 pandemic has resulted in significant pressure on council’s financial position and ability to deliver agreed 2019/2020 work programme activities. In response to the orders made by Director General of Health on 25 March 2020 under s70 of the Health Act 1956 council’s focus and expenditure shifted to essential services only. Physical distancing requirements and measures to ensure prudent financial management meant that only essential activities and services could continue.

51. Asset based services were significantly impacted as all regional and community facilities were either fully or partially closed depending on the Ministry of Health’s guidelines for each COVID19 alert level.

52. Spending on contracts was restricted to essential services while in Alert Level 4. These restrictions were reviewed as alert levels changed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

53. As this is an information only report there are no Climate impacts identified.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts, Local impacts and local board views

54. On-going monitoring has revealed the low activity outcome areas in the Whau Local Board Plan 2017, in particular, strong businesses and more quality local jobs. Staff and local board members have been seeking advice on how to deliver more in these outcome areas in the future.

Tauākī whakaaweawe Māori

Māori impact statement

55. This report provides some of the highlights over the past 12 months and does not state all the Māori impacted activities, of which there have been many. Staff and board members continued to grow relationships with both Te Kawerau a Maki and the Kaiwhakaawe (Māori Broker) from Hoani Waititi Marae and also takes guidance from Auckland Council’s Ngā Matarae to ensure positive Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

56. As this is an information only report, there are no financial implications associated with this report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Water Quality and Natural Environment Targeted Rates 2019-2020	277
b ⇩	Whau Community Arts Broker Report September 2020	281
c ⇩	Whau highlights in pictures October 2019 - September 2020	305

Ngā kaihaina

Signatories

Author	Antonina Georgetti - Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

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

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

[3] Local Government Act 2002, Schedule 7, Part 1A, clause 36D.

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Whau Local Board workshop records - 5 August 2020	333
b ⇩	Whau Local Board workshop records - 12 August 2020	335
c ⇩	Whau Local Board workshop records - 19 August 2020	337
d ⇩	Whau Local Board workshop records - 2 September 2020	339
e ⇩	Whau Local Board workshop records - 9 September 2020	341
f ⇩	Whau Local Board workshop records - 16 September 2020	343

Chairperson	Kay Thomas
Deputy Chairperson	Susan Zhu
Members	Fasitua Amosa
	Catherine Farmer
	Ulalemamae Te'eva Matafai
	Warren Piper
	Jessica Rose

Author	Rodica Chelaru - Democracy Advisor
Authoriser	Adam Milina - Local Area Manager