I hereby give notice that an ordinary meeting of the Howick Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Monday, 17 May 2021

6.00pm

Howick Local Board Meeting Room
Pakuranga Library Complex
7 Aylesbury Street
Pakuranga

 

Howick Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Adele White

 

Deputy Chairperson

John Spiller

 

Members

Katrina Bungard

 

 

Bo Burns

 

 

David Collings

 

 

Bruce Kendall

 

 

Mike Turinsky

 

 

Bob Wichman

 

 

Peter Young, JP

 

 

(Quorum 5 members)

 

 

 

Vanessa Phillips

Democracy Advisor

 

12 May 2021

 

Contact Telephone: 021 891 378

Email: vanessa.phillips@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Howick Local Board

17 May 2021

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Auckland Kindergarten Association                                                                  5

9          Public Forum                                                                                                                  6

10        Extraordinary Business                                                                                                6

11        Chairperson's Report                                                                                                    7

12        Governing Body Member update                                                                                 9

13        Howick Local Grants Round Three and Multiboard Round Two 2020/2021 grant allocations                                                                                                                    11

14        Ara Tai Reserve - Bucklands Beach Yacht Club (BBYC) car park lease exploration                                                                                                                                       27

15        Howick Playground Mapping Document                                                                  39

16        Options for community management of 91 Picton Street, Howick – Howick Information Service                                                                                                     45

17        Endorsing Business Improvement District (BID) targeted rates for 2021/2022   51

18        Local Board Views on Plan Change 60 - Open Space (2020) and Other Rezoning Matters                                                                                                                          59

19        Economic Development Action Plan: Draft for feedback                                       65

20        Approval for a new private road name at 197 Botany Road, Howick                    71

21        Governance forward work calendar                                                                          77

22        Workshop records                                                                                                       81

23        Consideration of Extraordinary Items

 


1          Welcome

 

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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.

 

4          Confirmation of Minutes

 

That the Howick Local Board:

a)         confirm the ordinary minutes of its meeting, held on Thursday, 6 May 2021, as a true and correct record.

 

 

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 Howick 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       Auckland Kindergarten Association

Te take mō te pūrongo

Purpose of the report

1.       Toni Nealie, General Manager – Community Engagement and the Chief Executive Officers of the Auckland Kindergarten Association (AKA) will be in attendance to present to the Board on the opportunities and challenges faced by the AKA in the Howick Local Board area. The AKA is a charitable trust which has been operating for over 100 years in Auckland.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      receive the deputation from the Auckland Kindergarten Association and thank them for their attendance.

 

 

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.”


Howick Local Board

17 May 2021

 

 

Chairperson's Report

File No.: CP2021/00014

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       This item gives the local board chairperson an opportunity to update the local board on any announcements and note the chairperson’s written report.

Whakarāpopototanga matua

Executive summary

2.       Providing the local board chairperson with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      note the chairperson’s verbal update and written report.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Author

Vanessa Phillips - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Governing Body Member update

File No.: CP2021/00027

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       A period of time (10 minutes) has been set aside for the Howick Ward Councillors to have an opportunity to update the local board on regional matters.

Whakarāpopototanga matua

Executive summary

2.       Providing the Howick Ward Councillors with an opportunity to update the local board on regional matters they have been involved with since the last meeting.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      receive the verbal reports from Cr Paul Young and Cr Sharon Stewart QSM.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Vanessa Phillips - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Howick Local Grants Round Three and Multiboard Round Two 2020/2021 grant allocations

File No.: CP2021/05033

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Howick Local Board with information on applications in the Howick Local Grants Round Three 2020/2021 and Multi Board Round Two 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 the Howick Local Grants Round Three 2020/2021, and Multi Board Round Two 2020/2021 (Attachment B).

3.       The Howick Local Board adopted the Howick Local Board Community Grants Programme for the 2020/2021 financial year on 18 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

4.       The local board has set a total community grants budget of $644,779 for the 2020/2021 financial year. There will be a total of three local grant and two quick response rounds in the 2020/2021 financial year. In Local Grants Round One and Multi Board Round One, a total of $184,617.14 was allocated, and a total of $72,440.22 was allocated in Local Grants Round Two and Quick Response Round One 2020/2021. A total of $98,000 was reallocated (HW/2021/40) to the grants budget from the Community Response Fund budget line. This leaves a total of $485,721.64 to be allocated to the remaining two grant rounds.

5.       Forty-three applications were received for Howick Local Grants Round Three 2020/2021 requesting a total of $354,141.49. Fourteen applications were received through Howick Multi Board Round Two 2020/2021 requesting a total of $63,705.00. The total requested for the two rounds is $417,846.49.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

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

 

Table One: Howick Local Grants Round Three 2020/2021 grant applications

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

LG2107-301

Botany Downs Secondary College

Arts and culture

Towards professional tutor and supervision fees to develop and deliver kapa haka workshops for college students

$3000.00

Eligible

LG2107-302

The Howick and Districts Historical Society Incorporated

Community

Towards installation of two heat pumps in the visitor and research centres of the Howick Historical Village

$4500.00

Eligible

LG2107-304

Neighbourhood Support New Zealand Incorporated

Community

Towards supermarket vouchers for neighbourhood support street coordinators to promote and support community street events

$3000.00

Eligible

LG2107-307

Auckland Seniors Support and Caring Group Incorporated

Arts and culture

Towards venue hire at East View Baptist Church, office hire and festival food costs for the Chinese Support and Caring Group

$5000.00

Eligible

LG2107-308

Botany Chinese Association Incorporated

Community

Towards venue hire, tai chi coaching, audio speaker purchase and festival performance fees promoting community residents' fitness and entertainment activities

$8413.00

 

LG2107-309

New Zealand Love Dance Association Incorporated

Arts and culture

Towards studio hire, choreography, promotions and administration fees

$5660.00

Eligible

LG2107-310

East Skate Club Incorporated

Sport and recreation

Towards the purchase of sport and safety equipment, portable ramps and facilitation of “learn to skate” programmes across the ward

$14,168.00

Eligible

LG2107-311

Botany Downs Primary School Board of Trustees

Arts and culture

Towards the purchase of replacement Kapa Haka uniforms

$5950.00

Eligible

LG2107-313

Te Tahawai Marae Komiti Incorporated

Community

Towards the purchase and installation of two gas cylinders for heating bathroom and kitchen water and the four toilets

$6734.92

Eligible

LG2107-314

Life Education Trust Counties Manukau

Community

Towards the delivery of the applicant's health and well-being programme covering running costs of the mobile classrooms including educational resources, insurances and teachers' salaries

$24,694.60

Eligible

LG2107-315

Shelly Park Cruising Club Incorporated

Historic Heritage

Towards the purchase and installation of three historical story boards around the club grounds and entry to the Mangemangeroa walkway

$3520.00

Eligible

LG2107-316

Muskaan Care Trust New Zealand

Arts and culture

Towards venue hire, fees for the instructor and project coordinator time, travel expenses, radio advertising, volunteer costs, trainer fees for activated community members with leadership skills

$14,950.00

Eligible

LG2107-318

New Zealand China Education Development Association Incorporated

Community

Towards venue hire, an audio visual package and sound system, advertising, printing and copying, photography and video, operational costs

$12,515.20

Eligible

LG2107-319

Te Tuhi Contemporary Art Trust

Arts and culture

Towards the purchase and installation of a heat pump and fan, including electrical materials and wiring

$5630.00

Eligible

LG2107-320

South East Auckland Senior Citizens Association Incorporated

Events

Towards Diwali celebration costs including venue hire, hall setup and decorations, rubbish removal, entertainment, equipment hire and hiring of performers

$6000.00

Eligible

LG2107-321

Howick Gymnastic Club Incorporated

Sport and recreation

Towards the schools’ gymnastics competition entry fees and training sessions for 20 local schools

$9160.00

Eligible

LG2107-322

The Diocese of Auckland - Howick Parish

Arts and culture

Towards assistance with artists fees to deliver “Thursdays @ Seven” concerts 21 times a year

$3400.00

Eligible

LG2107-323

Communicare-Civilian Maimed Association (Auckland)

Community

Towards venue hire of the Pakuranga Community Friendship Centre, from 1 June 2021 to 31 May 2022

$2509.57

Eligible

LG2107-324

Howick Tourism Incorporated trading as East Auckland Tourism

Community

Towards design and printing of 10,000 new Howick and East Auckland Tourism maps, 12 months advertising on the “times.co.nz” website and 12 months fees for the East Auckland application

$10,000.00

Eligible

LG2107-325

Howick Tourism Incorporated trading as East Auckland Tourism

Community

Towards six months maintenance of the search engine optimisation and advertising and updating the East Auckland Tourism website

$6000.00

Eligible

LG2107-326

The Howick Golf Club Incorporated

Sport and recreation

Towards an upgrade to security lighting around the clubroom building and facilities

$8387.85

Eligible

LG2107-329

Howick Tourism Incorporated trading as East Auckland Tourism

Community

Towards the 2021 and 2022 social media strategy and campaigns

$30,000.00

Eligible

LG2107-330

Howick Pakuranga Netball Centre Incorporated

Sport and recreation

Towards the purchase of two branded gazebos

$4921.74

Eligible

LG2107-331

New Zealand Overseas Chinese Culture and Arts Centre Incorporated

Arts and culture

Towards venue hire and a lighting system for the 2021 New Zealand International Youth Dance Festival at SkyCity Theatre

$15,000.00

Eligible

LG2107-333

Point View Heritage Society Incorporated

Community

Towards a contribution to the hardware costs and purchase of nine number plate recognition security cameras

$3000.00

Eligible

LG2107-335

Auckland Ice Figure Skating Club Incorporated

Sport and recreation

Towards venue hire for development ice skating sessions from 26 July to 10 October 2021

$15,000.00

Eligible

LG2107-336

Royal New Zealand Plunket Trust

Community

Towards the purchase and installation of a heat pump and carpet at Howick Plunket

$4351.34

Eligible

LG2107-337

Youthline Auckland Charitable Trust

Community

Towards the Howick area share of Youthline Auckland Charitable Trust annual costs

$5000.00

Eligible

LG2107-338

Cockle Bay Tennis Club Incorporated

Sport and recreation

Towards coaching fees for school holiday coaching programmes

$6250.00

Eligible

LG2107-339

Howick Pakuranga Hockey Club Incorporated

Sport and recreation

Towards coaching fees for coaching mentoring and forums for youth leadership and women's coaching

$5680.00

Eligible

LG2107-341

Howick Hornets Rugby League Football Club Incorporated

Sport and recreation

Towards replacement of the public address and loudspeaker system

$8196.29

Eligible

LG2107-342

Auckland Rowing Association Incorporated

Sport and recreation

Towards funding of insurance premium to cover material damage and third-party liability for the all-tide pontoon

$11,335.50

Eligible

LG2107-343

CrossNet Incorporated

Community

Towards development and provision of an online toolkit, customised school portal and online communications to support the youth resilience programme “eXTEND”

$16,875.00

Eligible

LG2107-344

Howick Tourism Incorporated trading as East Auckland Tourism

Community

Towards six months part funding for the coordinator salary

$5000.00

Eligible

LG2107-345

Highland Park Community Creche Incorporated

Community

Towards annual rent costs covering the period 1 July 2021 to 30 June 2022

$18,550.00

Eligible

LG2107-346

Uxbridge Community Projects Incorporated

Arts and culture

Towards the purchase of an additional six flip-top tables to facilitate community meeting spaces

$3244.40

Eligible

LG2107-347

Environmental Education for Resource Sustainability Trust

Environment

Towards the purchase and delivery of 500 native plants and 30 classroom recycling bins for schools and preschools in Howick, and operational administration costs

$6356.25

Eligible

LG2107-348

Pakuranga Athletic Club Incorporated

Sport and recreation

Towards the purchase of a large gazebo

$3540.00

Eligible

LG2107-350

Bhartiya Samaj Charitable Trust

Community

Towards operational expenses for the elder support programme including transport costs, venue hire, celebrations and recreation

$5647.83

Eligible

LG2107-351

Pakuranga-Rahihi Playcentre

Community

Towards purchasing “child height” junk play tables, carpentry table, hot glue guns, tools and consumables

$3000.00

Eligible

LG2107-352

New Zealand Centre for Gifted Education Limited

Community

Towards subsidies for gifted children to attend “MindPlus Auckland East”

$6000.00

Eligible

LG2107-353

Dance Therapy NZ

Arts and culture

Towards the delivery of the “STARS Pakuranga” workshops between July and December 2021, including venue hire, facilitation, coordination, supervision, client support and liaison, equipment and administration costs

$8000.00

Eligible

LG2107-354

Auckland Bone and Stone Carving Academy Limited

Arts and culture

Towards payment for a lead facilitator, co-facilitator, administration and photography over five workshops

$6000.00

Eligible

Total

 

 

 

$354,141.49

 

b)      agree to fund, part-fund, or decline each application in Howick Multi Board Round Two 2020/2021 listed in the following table:

 

Table Two: Howick Multi Board Round Two 2020/2021 grant applications

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

MB2021-206

Shakthi Seniors Charitable Trust Incorporated

Community

Towards transport, venue hire, administration, facilitators, volunteers and catering at Anchorage Park School Community Hall from 1 July 2021 to 30 June 2022

$8000.00

Eligible

MB2021-209

New Zealand Dance Advancement Trust

Arts and culture

Towards artistic costs and fees for the development of “2021 Tāmaki Tour” and associated workshops

$3000.00

Eligible

MB2021-211

Auckland Events Company Limited

Events

Towards the logistic costs to deliver the “Food Truck Series” event at various locations between September 2021 and April 2022

$3636.00

Eligible

MB2021-214

Auckland Softball Association Incorporated

Sport and recreation

Towards operating expenses for the Auckland Softball Association

$3000.00

Eligible

MB2021-220

Shivarchan Senior Citizens Association

Community

Towards venue hire at Shiva Hall from 1 June 2021 to 31 December 2021

$5000.00

Eligible

MB2021-221

Habitat for Humanity Northern Region Limited

Community

Towards heating items, volunteer costs and transport for whanau winter warming packs from 1 June 2021 to 30 September 2021

$2000.00

Eligible

MB2021-229

The StarJam Charitable Trust

Community

Towards tutor fees, coordinator salary and levies, venue hire, equipment, resources, and training

$4000.00

Eligible

MB2021-234

Manukau Beijing Opera Society Incorporated

Arts and culture

Towards the venue hire to host the Auckland Beijing Opera Show at the Hawkins Theatre on 16 October 2021

$500.00

 

MB2021-240

Empowerment Trust (previously Kidpower Teenpower Fullpower Trust)

Community

Towards the facilitation and delivery costs to deliver the "Kidpower programme" including the resources kit for schools in the local board area

$5644.00

Eligible

MB2021-243

Anxiety New Zealand Trust

Community

Towards the salary of the helpline manager, programme coordinator, a registered psychologist, and community educator, and two intern psychologists to deliver a series of community workshops from July 2021 to May 2022

$5625.00

 

MB2021-246

Age Concern Auckland Incorporated

Community

Towards salary costs, office overheads, room and equipment hire, meeting and catering, and volunteer expenses

$10,000.00

 

MB2021-247

Roopa Aur Aap Charitable Trust

Community

Towards professional counselling services

$3300.00

 

MB2021-253

KidsCan Charitable Trust

Community

Towards programme items food, raincoats, shoes and socks for children attending KidsCan low decile partner schools within the Auckland region

$5000.00

Eligible

MB2021-259

Bhartiya Samaj Charitable Trust

Community

Towards the transport cost of running an elderly support programme

$5000.00

 

Total

 

 

 

$63,705.00

 

 

Horopaki

Context

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

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

8.       The Howick Local Board adopted the Howick Local Board Community Grants Programme 2020/2021 on 18 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

10.     The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the Howick Local Board Plan 2017. 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.

11.     As outlined in the Howick Grants Programme 2020/2021, staff have also assessed each application according to which applications demonstrate a clear commitment to one or more of the following objectives in support of the recovery from COVID-19:

a)  strengthens business resilience and economic benefits

b)  produces local benefits, caters for local participation and increased visitors to the area

c)  show collaboration, the pooling of resources and benefits to multiple community groups and audiences

d)  encourages and fosters increased resilience, connectedness and wellbeing in our communities and environment.


 

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 Howick 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”.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

19.     The Howick Local Board has set a total community grants budget of $644,779 for the 2020/2021 financial year.

20.     There will be a total of three local grant, and two quick response rounds in the 2020/2021 financial year. In Local Grants Round One and Multi Board Round One, a total of $184,617.14 was allocated, and a total of $72,440.22 was allocated in Local Grants Round Two and Quick Response Round One 2020/2021.

21.     A total of $98,000 was reallocated (HW/2021/40) to the grants budget from the Community Response Fund budget line. This leaves a total of $485,721.64 to be allocated to the remaining two grant rounds.

22.     Forty-three applications were received for Howick Local Grants Round Three 2020/2021 requesting a total of $354,141.49. Fourteen applications were received through Howick Multi Board Round Two 2020/2021 requesting a total of $63,705.00. The total requested for the two rounds is $417,846.49.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

24.     Following the Howick Local Board allocation of funding for the Local Grants Round Three 2020/2021 and Multi Board Grants Round Two 2020/2021, staff will notify the applicants of the local board’s decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Howick Local Board 2022/2021 grants programme

23

b

Howick Local Grants Round Three 2020/2021 grant applications (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Eugene Sutton - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

PDF Creator

PDF Creator

PDF Creator


Howick Local Board

17 May 2021

 

 

Ara Tai Reserve - Bucklands Beach Yacht Club (BBYC) car park lease exploration

File No.: CP2021/05257

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To consider options for meeting the parking needs of Bucklands Beach Yacht Club (BBYC) at Ara Tai Reserve and address the reserve classification requirements that would formally allow for both club and public parking at the reserve.

Whakarāpopototanga matua

Executive summary

2.       The BBYC has a longstanding request to be provided with exclusive use over car park spaces at Ara Tai Reserve.

3.       The local board indicated (19 November 2020 workshop) general support to explore granting a commercial lease to BBYC for a set number of parking spaces and introducing parking restrictions over those spaces within zone E (see Figure One) that fall outside of the proposed lease area. 

4.       A car park survey (Attachment A) was carried out over a two-week period in March 2021 to ascertain current use patterns across all car park zones within the reserve and this has been used to inform what Parks, Sports and Recreation (PSR) staff consider to be a balanced approach to meeting club and wider community parking needs at the reserve.

5.       A hybrid lease based on a commercial rate for exclusive car parking rights over 66 spaces and community rates for the storage of dinghies over approximately 22 spaces is regarded as appropriate in this instance. The income generated by the lease will fund car park asset depreciation and future renewals.   

6.       If supported, Community Facilities will prepare a lease in consultation with BBYC and workshop the lease conditions with the local board prior to seeking formal approval at a future business meeting.

7.       Irrespective of whether a lease with BBYC is established, the relevant parcels of land that make up the reserve must be classified to ‘local purpose community facilities and parking reserve’ in order for the current parking activity to comply with the Reserves Act.

8.       It is recommended that the board provides $10,000 to classify all relevant reserve land parcels irrespective of whether a lease is granted to BBYC. This budget would also allow for a market valuation to be undertaken to inform the commercial lease component of an agreement with BBYC.   

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      approve entering into lease negotiations with Bucklands Beach Yacht Club to establish a lease with a commercial element for up to 66 car park spaces (within zone E shown in Figure One of the agenda report) for the specific purpose of car parking and a community based lease element for approx. 22 car park spaces (located immediately to the east of zone E) allocated specifically for the purpose of dinghy storage.

b)      grant a ten-year lease (five plus five-years) with no automatic right of renewal to BBYC.

c)      approve a 4-hour parking restriction from 6am-4pm Monday to Friday to the remaining car park spaces adjacent to the club facility (shown as zone E in Figure One of the agenda report) that fall outside of any future lease agreement.

d)      allocate $10,000 LDI opex budget to fund the classification of the relevant land parcels to ‘local purpose community facilities and parking reserve’ and to fund a valuation to inform the commercial component of the proposed lease agreement.

 

Horopaki

Context

9.       Ara Tai Reserve is held under the Reserves Act (1977) and provides car parking (350 spaces) for commuters, BBYC patrons and visitors enjoying recreation on the harbour and in adjacent parks and esplanade reserves. 

10.     The club has over the last twenty plus years requested exclusive rights over parking spaces at Ara Tai Reserve. The latest submission made by BBYC at the board’s March 2021 business meeting was for exclusive use over 116 car park spaces covering most of the parking adjacent to their club building (zone E in Figure One) and some additional spaces in zone C. While the club believe they have a valid claim to these car park spaces based on BBYC’s historic investment over the parking area in question, there is no lease agreement currently in place that would allow for this exclusive use. Despite this club signage incorrectly indicates the club has enforcement powers over zone E and that non-member vehicles will be towed.

11.     The BBYC’s increasing desire to formalise exclusive car park use by means of a lease is driven by increased parking demand at the site and growing competition for car park spaces which impacts negatively on the club’s own operations and parking needs close to the club’s facility.

12.     Survey findings from 2017 and 2018 indicated that car parking demand was generally met with most visitors able to find a car park when required. An additional survey (March 2021), carried out to provide the most up to date usage data, has confirmed this, noting that parking for the general public is starting to reach the upper limit of its capacity.

13.     At workshops held in May, September and November 2020, the local board indicated support for exploring a potential lease over approximately 88 car parks for BBYC’s exclusive use at Ara Tai Reserve.

14.     Based on the findings of the latest survey and the club’s needs, staff support a lease that provides for storage of dinghies (approximately 22 car park spaces) at a community rate and 66 spaces specifically for club car parking at a commercial rate. 


 

Tātaritanga me ngā tohutohu

Analysis and advice

March 2021 car park survey findings

15.     The car park is made up of the following parking zones.

Figure One: Ara Tai Reserve car park zones

16.       The March 2021 survey was conducted from 6am to 5pm between Monday 15 to Friday 19 March and Monday 22 to Friday 26 March. The first week of the survey coincided with the America’s Cup sailing competition which resulted in higher than usual demand for car park spaces at the reserve.

17.       On average, car park capacity is adequate, and all zones exhibit some spare allocation throughout the whole day. However, general parking (184 spaces in zones A, B (but excluding trailer parking) C and D) is starting to reach the upper limit of its capacity.


 

Figure Two: Zones A, B (excluding trailer zone), C and D average occupancy

18.       It was observed that except during major events the club parking (zone E) did not reach full capacity (see Figure Three) and overall had an average occupancy of only 55 per cent with a peak average occupancy of 70 per cent over the two-week survey period. It should also be noted that as the current implied exclusive club parking over zone E is not enforced, it is unlikely, as indicated by previous surveys, that all the vehicles parked in this zone were related to the club. Consequently, the traffic survey report suggests that 80 parking bays for club related parking may be excessive.

Figure Three: Occupancy rates for the parking zone E (134 spaces) beside BBYC clubroom

BBYC Lease provision assessment

19.       There are instances where Auckland Council provides clubs located on, or beside, reserve land with leases over car parks but these are limited in extent. There is also no legal obligation on the part of Auckland Council to provide exclusive use parking for the club.

20.       Parks, Sport & Recreation staff support for an allocation of approximately 66 spaces for parking, and 22 for dinghy storage, is based in part on BBYC’s role in meeting the following community needs:

·   providing access to the water for recreation and sport (club membership approximately 1450)

·   sailing programmes and competitions

·   water safety education

·   venue for hire accommodating community groups, clubs, art fares and trade exhibitions, weddings, funerals etc.

21.       The recommended allocation of 66 car park spaces (49 per cent of zone E) has been determined by considering the March 2021 survey average occupancy rate of 55 per cent for zone E and the car park lay out. Allocating 22 spaces for dinghy storage and 66 for car parking means BBYC can be provided with four rows of car park spaces which can be easily designated (signed) or secured by means of a barrier entry.

22.       The council’s standard approach to reserve parking, based on a ‘first come, first served’ principle has also been considered, particularly in terms of it being the most straight forward, efficient and generally equitable means of provision. 

23.       Lesser consideration has been given to the club’s stated parking requirements based on Unitary Plan parking provision standards and staff parking needs. This is firstly because Unitary Plan rules are not applied to facilities that were established and consented prior to the introduction of the plan itself and secondly because the responsibility to fulfil resource consent conditions and staff parking need falls to the consent holder / facility operator (BBYC) rather than Auckland Council. 

24.       It is recommended that BBYC exclusive use car parking be provided by means of a lease arrangement, with a tenure that provides the local board with sufficient flexibility to manage and respond to changes in reserve use and car park demand over time. It is proposed that a lease agreement be for no longer than 10 years and established on a five plus five-year basis. This enables the local board to review club and community need in the medium term.

25.       Board members at workshops expressed a desire that the storage of BBYC’s dinghies (20 plus four rescue/coach boats and two transport trailers) and equipment kept in two containers on the reserve be accommodated within any future car park lease area.

26.       The most practical lease footprint for parking and boat storage over approximately 88 car park spaces is shown in Attachment B. It would allow for those spaces in zone E that fall outside of any lease agreement (68 spaces) to be added to the ‘general parking’ pool. Applying a four-hour parking restriction to these spaces will ensure that they are not monopolised by commuters and will be freely available to both club patrons and the wider public.

Reserve classification March 2021 car park survey results

27.       Ara Tai Reserve comprises four unclassified land parcels held under the Reserves Act (1977). Their current reserve status does not support parking and must be classified to ‘local purpose community facilities and parking reserve’ to facilitate a lease to BBYC over a portion of the car park.       

28.       It would also be timely as part of this process to classify all remaining parts of the reserve so that commuter parking is enabled under the Reserves Act (1977).

29.       It is therefore recommended that the whole of the reserve be classified irrespective of whether a lease is granted to BBYC.  

Lease principles

30.       The club use of the car park increases visitation to the reserve, resulting in extra wear and tear on council owned and managed infrastructure. Because of this and the fact that extensive exclusive parking is not normally provided as part of a community lease, it is recommended that the lease make a provision for a commercial component.

31.       It is proposed that the commercial rent be determined by considering the commercial value of the land pertaining to 66 car park spaces and relevant access points to these spaces. A commercial valuation would need to be carried out and could range from approximately $10 per m/sq to more than $20 per m/sq. The area of the lease proposed for a commercial rate (66 car park spaces and access) is a little over 1500 m/sq.  

32.       Granting a lease on a five plus five-year basis with no automatic right of renewal, ensures that medium to long term changes in demand, either for parking or recreation, can be considered and responded to by the local board. 

Parking restrictions

33.       At the November 2020 business meeting, the local board requested that BBYC considers whether the provision of parking restrictions, rather than a lease, over the 134 spaces covering zone E would meet their parking needs.

34.       Introduction of a 4-hour parking restriction between the hours of 6am-4pm will ensure the relevant car park spaces are not dominated by commuters. Car park restrictions would lift at 4pm which coincides with a downturn in demand for recreational and commuter car parking.

35.       This would allow 134 car parks located opposite BBYC clubrooms to be made available for general public parking and shared between casual, short-term users and BBYC members and their visitors on a ‘first-come-first-served’ basis.  

36.       Auckland Transport (AT) would need to agree to enforce any car park restrictions at the reserve. A resolution report from an independent traffic engineer is a requirement of the Auckland Transport Traffic Control Committee before enforcement can be carried out and the Howick Local Board would need to fund this report and the installation of the required signage.                          

37.       While this option provides the most efficient means of providing car parks to all users, it does not provide BBYC with certainty around meeting their patrons needs at peak times and the provision of exclusive car parking is preferred by BBYC. However, the four-hour parking restriction is recommended for all car park spaces in zone E that fall outside of a lease agreement in order to ensure that they are not dominated by commuters and that BBYC patrons have reasonable access to these spaces.   

Dinghy storage

38.       There are two dinghy storage areas on the reserve. One area (Attachment B blue shaded zone) is just to the east of zone E and covers the equivalent of approximately 22 car park spaces which are additional to the 350 spaces currently used for club and public parking. BBYC’s sailing dinghies and containers, which allow BBYC to provide valuable learn-to-sail experiences for the community, are stored in this area. It is proposed that the club’s storage requirements are considered as part of this lease negotiation process so that the club’s use of reserve land for both parking and dinghy storage is formalised.

39.       The other boat storage area is located in the north western corner of the reserve (Attachment B red shaded zone) beside the public boat ramps. Because this space is thought to be used by both club members and the general public, and because of its strategically important location directly beside the boat ramps, it is not proposed that this area be included in an agreement that would give exclusive use to BBYC.

Lease development process

40.       If supported, the following process will be applied to grant a new lease and classify the reserve land parcels:

·   undertake a commercial lease valuation

·   conduct mana whenua engagement

·   publicly notify intention to enter into a new lease

·   seek formal local board approval via a business report for reserve classification and lease grant

·   report to the Minister of Conservation to sign gazette notice for reserve classification

·   lease executed by Auckland Council, Minister for Conservation and Leaseholder.

Options Analysis

41.       There are several ways this issue could be addressed. The table below presents five options available to the local board.

Table One: Car park allocation options

Option

Pros

Cons

Option 1

Status Quo

·  flexibility for changing use is maintained subject to removing the unauthorised signage.

·  continued misrepresentation of BBYCs parking rights immediately adjacent to club rooms

·  poor utilisation of public parking in zone E because of club signage

·  no guaranteed parking for BBYC and its patrons creating uncertainty for these users in terms of securing parking spaces during peak demand.

Option 2

BBYC car park lease over approx. 88 spaces

·  provides approx. 88 car park spaces for exclusive BBYC use and the smoother running of club operations and events

·  formalises dinghy storage

·  balances parking needs of club and public.

·  falls well short of meeting the club’s request for approximately 116 car park spaces

·  reduces public car park capacity and ability to meet potential future growth in parking demand 

·  potential for public parking in zone E (approx. 68 spaces) to be dominated by commuters.

Option 3

Four-hour parking restriction over 134 spaces immediately adjacent to club room and accommodate the storing of BBYC dinghies by means of a lease over approx. 22 car park spaces

·  most efficient way of meeting the combined parking demands of club and public

·  formalises dinghy storage at the reserve

·  four-hour parking restriction will ensure that spaces are not taken up by commuters and that equitable access is provided on a ‘first come, first served’ basis.

·  no guaranteed parking for BBYC and its patrons creating uncertainty for these users in terms of securing parking spaces during peak demand.

Option 4 (recommended)

Lease over approx. 88 spaces with a four-hour parking restriction over balance of spaces (approx. 68) immediately adjacent to club rooms (combines elements of options 2 and 3)

· aligns closely with the average occupancy as per the parking surveys

· provides parking guarantees for club members and users over 66 spaces

· formalises dinghy storage

· allows public use of the balance of spaces beside the club room

· four-hour parking restriction will ensure reasonable access to spaces by club patrons.

· falls short of meeting the club’s request for approx. 116 car park spaces

· inefficient method of meeting overall parking needs at reserve if public demand outstrips supply at time when the leased parking areas are underutilised. 

Option 5

Providing a lease that meets, or is close to meeting, the club request for 116 car park spaces

· meets the number of car park spaces requested by BBYC

· formalises dinghy storage.

· least efficient option of meeting overall demand for parking

· restricts council’s ability to provide for any future growth in parking demand.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42.     Ara Tai Reserve is used intensively by commuters who park and take the ferry into Auckland City centre. Enabling this public mode of transport is considered significant in terms of reducing carbon emissions.

43.     Enabling as much commuter parking as possible, while at the same time encouraging all journeys made to the reserve by means of active transport, will help further limit greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44.     Community Facilities support provision of a lease (with commercial component) to BBYC that funds the renewal of the leased car park area.

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

Local impacts and local board views

45.     The local board provided support at workshops held in May, October and November 2020 for the exploration of a commercial lease to BBYC over approximately 88 car parks including dinghy storage at Ara Tai Reserve.

46.     However, at the November 2020 workshop the Board also requested that BBYC considers the introduction of parking restrictions instead of a lease to provide for the club’s parking needs. Prior to lease negotiations, staff will seek clarification from BBYC that they want to pursue a lease in favour of car park restrictions over the spaces adjacent to their club room.

47.     Providing a lease to BBYC over the car park area will contribute to the delivery of the following Howick Local Board Plan 2020 outcome:

·   Outcome 1: People in our communities feel safe, engaged and connected.

Tauākī whakaaweawe Māori

Māori impact statement

48.     Parks and heritage are of fundamental importance to mana whenua, their culture and traditions. The recommendations made in this report provide benefits to iwi and the wider community by providing continued support for BBYC’s social and education programmes.

49.     Mana whenua consultation will be undertaken as part of the formal leasing process and the views of iwi will be considered by the board before a lease is approved. 

Ngā ritenga ā-pūtea

Financial implications

50.     The Board will need to allocate approximately $10,000 towards reserve classification and a market valuation to inform the commercial element of the lease agreement.

51.     As the proposal is currently to classify all the relevant parcels under the same classification, staff do not foresee the need for a survey, but additional board funding may be sought in this regard if required.

52.     It is recommended that BBYC meet all other costs associated with establishing a lease agreement.

53.     If the Board support the imposition of some level of parking restriction adjacent to the BBYC clubroom, then quotes will need to be obtained to fund an AT decision report (including a sign restriction plan complying with AT standards) and the installation of signage that enables parking enforcement. Staff would formally submit a parking restriction sign plan at a future business meeting in order to gain formal endorsement of the plan and to acquire funds to enable sign installation. 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54.     Providing BBYC with exclusive use parking limits the council’s ability to provide for future growth in public demand for parking. It also limits the Board’s ability to approve changes in use of the reserve to respond to community need and changes in transport trends.

55.     Granting a lease on a five plus five-year basis with no automatic right of renewal, ensures that medium to long term changes in demand, either for parking or recreation, can be considered and responded to by the local board. 

Ngā koringa ā-muri

Next steps

56.     If supported by the Board, Community Facilities will negotiate lease terms with BBYC over the agreed portion of Ara Tai Reserve and present the findings at a local board workshop before seeking formal approval for the preferred option at a future business meeting.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Car Park Survey (Under Separate Cover)

 

b

Zone E Car Park

37

     

Ngā kaihaina

Signatories

Author

Steve Owens - Parks and Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

PDF Creator


Howick Local Board

17 May 2021

 

 

Howick Playground Mapping Document

File No.: CP2021/04203

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Howick Playground Mapping Analysis and Advice Document (mapping document).

Whakarāpopototanga matua

Executive summary

2.       The local board provided $39,000 Locally Driven Initiative Operating Expenditure (LDI Opex) budget from the Community Response Fund to prepare a play service assessment and associated mapping document (work programme ID 588).

3.       The mapping document purpose is to support local board decision-making in terms of prioritisation and investment to develop a network of challenging and exciting playspaces for all ages and abilities across the Howick Local Board area. 

4.       The mapping document was prepared following an assessment of each playground to determine current play experiences and age range provision. Opportunity maps based on the analysis of current playground catchment and distribution, age and experience provision gaps and population growth forecasting were produced to articulate development priorities (high, medium, low).

5.       To further inform the mapping exercise, research which included focus group studies and interviews with over 60 participants were conducted on the following topics:

·   wheeled play

·   fitness

·   play facilities for teen girls.

6.       In addition to the above, research findings also revealed insights into youth play needs.

7.       Specifically, findings identified wide-ranging provision gaps in wheeled, accessible, youth and specialist play facilities across the 70 playgrounds within the Howick Local Board. There is also a low provision of sheltered gathering spaces, accessible pathway networks and supporting amenity for caregivers and parents with mobility needs.

8.       To improve the network in the short term and to provide valuable play facilities for a wide range of age groups, it is recommended that the Board prioritises investment in playgrounds where there is already a range of supporting amenities (toilets, car parking, pathway networks, etc.) and are located on bus routes and walking and cycling connections.

9.       Playgrounds at the following parks are considered high development priorities as they can fill identified age group and play provision network gaps and provide much needed local and holistic playspace network improvements:

·   Maclean’s Park

·   Lloyd Elsmore Park

·   Barry Curtis Park

·   Murphy’s Bush Sports Park (Ostrich Farm Park)

·   Nixon Centennial Park.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      adopt the Howick Playground Mapping Analysis and Advice Document (2021) as the guiding document to assist informed decision making on playspace development priorities included as Attachment A of the agenda report.

 

Horopaki

Context

10.     Play is essential for the development and well-being of individuals. Play develops creativity and imagination whilst building physical, cognitive and emotional strength.

11.     To better understand the current play network the Howick Local Board provided $39,000 LDI Opex budget from the Community Response Fund for the preparation of a play service assessment which informed the development of the mapping document.

12.     The mapping document provides strategic direction for the holistic improvement of the local parks playspaces to develop a diverse, challenging and exciting network for all ages and abilities.

13.     The document was prepared in consultation with relevant plans and policies which included the Auckland Plan 2050, the Howick Local Board Plan 2020, the draft Open Space Network Plan and Howick Walking & Cycling Network Plan and will support the local board in prioritising playspace investment decision-making.

Playground Mapping Document 

14.     The mapping document was prepared following an assessment of each of the Howick Local Board’s 70 playgrounds. Consideration was given to the following factors to understand the individual playspace and its relationship to the wider holistic network: 

·   current distribution and catchment

·   play experience and age group provision

·   current population density and forecast population growth

·   specialised play experiences (wheeled play, courts, fitness, and accessible play).

15.     The assessment findings enabled further analysis to inform:

·   gaps or oversupply in distribution

·   playspace provision and high-level development options

·   gaps in age group and play experience provision

·   opportunities for specialised play provision

·   development prioritisation (high, medium or low priority).

16.     Opportunity maps were then produced to articulate development priorities (high, medium, low) based on each playspaces ability through improvement to fill identified network gaps and provide for population growth.

Focus group studies and research

17.     Research comprising focus groups and interviews with more than sixty school-age participants aged eight - 16 years from across the local board area was conducted to support network prioritisation and planning. In addition, East Skate Club representing hundreds of skaters from across east Auckland also provided input on prioritisation of wheeled play facilities.

18.     Focus group research was conducted in the following areas:

a)  wheeled play

b)  fitness

c)  play facilities for teen girls.

19.     Research also provided significant feedback on youth play needs which helped further inform the mapping document.

Mapping document limitations

20.     Data collection is largely quantitative and supported with high-level qualitative commentary for each playground to address network gaps and inform future investment and development.

21.     Commentary on playspace design principles and condition assessment rating does not form part of the assessment.

22.     The mapping document also provides oversight of the provision of shade. The commentary is concerned with shade located on or near the playground and does not consider shade provision within the wider park. A holistic, whole of park shade assessment for the parks network is recommended as a separate study.

Tātaritanga me ngā tohutohu

Analysis and advice

Playground mapping document key findings

23.     Play experiences - most playgrounds provide baseline play experiences (consisting of jumping, spinning, rocking, swinging, balancing and creative/imagination play) with low specialised play provision (consisting of water, sand, sound, nature, accessible play, fitness, wheeled play and courts). The overreliance on baseline play results in a network of playgrounds with little variation and appeal.

24.     Specialised play provision across 70 playgrounds is provided at the following levels:

·   five (7 per cent) provide sound

·   three (4 per cent) provide sand

·   15 (21 per cent) provide nature

·   zero provide water play

·   24 (34 per cent) provide all abilities/accessible play

·   10 (14 per cent) provide wheeled play

·   six (8 per cent) provide courts.

25.     Accessible play - while 24 playspaces provide some form of all ability or accessible play facilities, the quality of the play experience is generally low with no dedicated highly accessible playspace located in the network. Many of the network’s playspaces are poorly designed with raised barriers or incomplete pathway networks and are therefore inaccessible for children and caregivers with mobility needs.

26.     Age groups - the majority of playgrounds provide for the zero - eight age range with very low provision for youth (13+ years). Age ranges are identified by early childhood (0 - four years), junior (five - eight years), senior (nine - 12 years) and youth (13+ years).

27.     Age group provision across 70 playgrounds is as follows:

·   six (9 per cent) provide for youth (13+ years).

·   27 (39 per cent) provide for senior (nine – 12 years)

·   64 (91 per cent) provide for early childhood (0 - four years) and junior (five - eight years).

Focus group research findings

28.     Wheeled play – there is an identified network gap in the provision of quality wheeled play facilities across the local board area that enable progressive skill development from learn to ride facilities for pre-schoolers to challenging wheeled play for youth.

29.     Research indicates that wheeled play facilities should be located at parks that provide a range of other facilities including toilets, playgrounds and sheltered gathering spaces and located within walking or cycling distance or on a bus route.

30.     The modular skate facility located at Nixon Centennial Park temporarily fills a wheeled play network gap near Howick, but it is recommended that a permanent facility is identified to meet local community demand.

31.     Wheeled play improvements to the skate bowl and bike skills track are sought at Lloyd Elsmore Park.

32.     Learn to ride facilities can form part of many neighbourhood-scale playground renewals by providing circular connecting pathways around the playspace. This is a low-cost option that can also provide accessibility and connectivity to the playspace while functioning as a wheeled play asset for pre-schoolers.

33.     Play facilities for teen girls - research indicates that teen girls sought sheltered gathering space located near other youth play facilities. Safety, visibility and provision of aesthetically pleasing and well-maintained facilities were a priority with consideration given to oversized youth play items such as mega swings and large slides. Accessibility was also considered important with a desire to have facilities within walking or cycling distance or on a bus route.

34.     Fitness - the current network provides a range of different types of exercise and fitness facilities for various age groups. Research findings reveal younger teenagers and females either have low interest in exercise facilities or report they are too embarrassed to use them. Older teens showed more interest but stated that exercise facilities should be located near other facilities such as sportsfields, courts or on existing walking and running routes. Provision of challenging fitness equipment including parkour and plyometric stations will broaden current provision and could form part of a dedicated youth play facility.

35.     Youth play provision - the network provides poorly for youth with only six playspaces providing some level of dedicated youth play. Research findings indicate youth are uncomfortable sharing play facilities with younger children and there is a need for dedicated youth play zones. Youth require specialist play items that provide a higher level of risk or challenge and that are co-located with other facilities such as courts, wheeled play, fitness and sheltered gathering spaces. Highly accessible, the facilities should be located on a bus route or within walking or cycling distance.

36.     Network gaps – research findings identified wide-ranging network gaps in:

·   youth play provision (including play facilities for teen girls)

·   wheeled play – (from learn-to-ride to challenging youth wheeled play experiences)

·   destination play experiences – play for all age groups and abilities

·   specialist play experiences – water, imagination, nature, etc.

·   accessible play (including play for children with physical and mental disabilities)

·   sheltered gathering and hang-out spaces

·   fitness – plyometric facilities, circular pathways with gym circuits and parkour facilities.

37.     The following recommendations will address the findings of the assessment and can be incorporated into the local board work programme over time:

·   Barry Curtis Park – provide a destination play experience for all ages (zero – youth) with fitness, accessible play, sand, water and wheeled play, as well as a dedicated youth playspace.

·   Maclean’s Park – provide a dedicated youth playspace with wheeled play, sheltered gathering space, fitness and ball courts.

·   Lloyd Elsmore Park (near rugby club) – improve play experiences for seniors (nine - 12 years) and youth (13+ years), with sheltered gathering space, wheeled play and fitness.

·   Murphy’s Bush Sports Park – address population growth and provide play for a wide range of age groups (zero – youth) and abilities, with specialist play and exercise facilities.

·   Nixon Centennial Park – provide play for zero – eight years with accessible play and sheltered gathering space. Permanently address an identified network gap in wheeled play provision.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38.     There is scope to reduce the impact of climate change through the delivery of the report findings by using sustainable construction material and practices. Selection of locally sourced, hard-wearing material will help reduce carbon production and extend the working life of the asset.

39.     Investing in playgrounds that are located in densely populated residential catchments and that have good public transport, plus active transport, connections will help reduce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40.     Within the draft three-year Howick Local Board Community Facilities (CF) work programme there are playground renewals at Barry Curtis Park, Earnslaw Park, Lloyd Elsmore Park, Rogers Park and Ti Rakau Park. The programme also identifies investigations into wheeled play provision and skate park renewal.

41.     The Howick Playground Mapping Document will be used by CF to assist in the planning and delivery of renewed playspaces, reflecting the gaps in provision outlined in the document. The local board may, at their discretion, provide LDI Capital Expenditure (capex) at times to address gaps in provision through a top-up of the renewal budget.

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

Local impacts and local board views

42.     The Howick Local Board provided feedback on the draft mapping document at a December 2020 workshop. The board provided support to improve the network specifically for wheeled, accessible and youth play provision.

43.     The Play Mapping Document will support the delivery of the Howick Local Board Plan 2020 aspiration todevelop a network of play spaces and active recreation opportunities that provide for all age groups and abilities’. The mapping document will also help deliver on a key initiatives within Outcome 2: Investigate the creation of a ‘destination’ play space for East Auckland.

Tauākī whakaaweawe Māori

Māori impact statement

44.     Parks and reserves are taonga and hold significant importance to mana whenua. Developing a network of playgrounds that provide for all ages and abilities will positively benefit the health and wellbeing of mana whenua and the wider community through increased recreation provision.

45.     Mana whenua consultation will occur as part of the investigation and design process for each individual play renewal or development project.

Ngā ritenga ā-pūtea

Financial implications

46.     Capital budgets are significantly reduced due to the pandemic and in some cases development projects will be pushed out to future years. This could impact the rate at which play network improvements are delivered.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47.     Adoption of the Howick Playground Mapping document and priority playspace developments may set community expectations that the local board will fund development of these priority playgrounds. Identified gaps in playspace provision may also in some instances rely on being addressed through LDI capex investment top up. This may result in gaps in provision being partially improved only.

48.     The document will ensure a considered, strategic and objective approach is taken by the board with regard to investment in play.

Ngā koringa ā-muri

Next steps

49.     That the local board use the Howick Playground Mapping document as the guiding document to assist informed decision making on playspace development priorities and location provision from a network perspective.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Howick Playground Mapping Analysis and Advice Document (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Steve Owens - Parks and Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Options for community management of 91 Picton Street, Howick – Howick Information Service

File No.: CP2021/05852

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve an Expression of Interest (EOI) process for the future use of 91 Picton Street, Howick.

Whakarāpopototanga matua

Executive summary

2.       The Howick Information Service at 91 Picton Street, Howick has been operating as a venue for hire during the 2020/2021 financial year to enable Emergency Budget saving requirements.

3.       The local board requested staff present options on how best to manage the future use of the venue.

4.       Taking into account current use and utilisation, findings from the 2017 needs assessment and strategic alignment, staff recommend entering into a contract for service with a community partner to manage the venue as a venue for hire.

5.       Therefore, staff recommend running an Expression of Interest process inviting community organisations to propose either:

·        managing access to the venue through a contract for service (Option 3)

·        delivering services through a community lease, as suited to the venue and location (Option 4).

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      approve an Expression of Interest process inviting community organisations to propose either:

i)        managing access to the venue through a contract for service

ii)       delivering services through a community lease, as suited to the venue and location.

 

Horopaki

Context

Howick Information Centre

6.       The Howick Information Service is located in the middle of Howick Village, at 91 Picton Street. Since 1975 the information service has provided access to information on: community groups, clubs and local businesses, sports and leisure facilities, adult education programmes, Auckland Council services, local events, bus and ferry timetables.

7.       The service has traditionally been provided by volunteers with two council staff members (totaling less than one full time equivalent) overseeing safe operations, managing the venue, and coordinating the voluntary effort. 

8.       The Venue Hire team at the council are currently managing bookings as an interim measure. Access is only provided to previous users in the first instance, so previous activity at the venue has been maintained, including use by volunteers.

9.       Volunteer numbers have reduced significantly post-lockdown, down from more than 30 to about 15. There remains a strong nucleus of volunteers who have a desire to see their activity sustained. This has been accomplished through preferentially making time available for the volunteers through the booking service.

Implications of the Emergency Budget

10.     In the 2020/2021 financial year, the Emergency Budget contained reductions to Asset Based Services (ABS) Operational expenditure (Opex) budgets for Community Places delivery. There were two elements to this proposal:

·   Level of Service changes linked to staffing reduction

·   reduction in programming budgets.

11.     In July 2020, the local board were advised of a possible reduction in the level of service in the Howick Information Service linked to staffing reduction.

12.     Subsequently, staff recommended that total savings were met for the 2020/2021 financial year in the following ways:

·   $54,000 from staffing (total budget)

·   $5098 from programming (10 per cent of total budget).

13.     The local board approved the following direction (HW/2020/126):

a)  agree to an interim approach to enable the Howick Information Centre to operate as a venue for hire

b)  request Customer and Community Services commence discussions with the board in October 2020 on the future use of the Howick Information Centre

c)  do not support any long-term reduction to allocated staffing support to the Howick Information Centre.

Tātaritanga me ngā tohutohu

Analysis and advice

Howick Information Service Needs Assessment 2017

14.     In 2017, the local board commissioned a needs assessment, which found that the Howick Information Service under utilised the venue at 91 Picton Street and that the service was not strongly aligned to Auckland Council or Howick Local Board outcomes.

15.     The needs assessment found that the need for an information service had changed significantly since its establishment in 1975. Most of the information available at the Howick Information Service is available from other sources, including online and from libraries and other organisations.

16.     In 2018 the board indicated a preference for a reduced focus on visitor information services and an increased focus on the venue becoming more of a community hub with more active programming. Staff have been increasing the number and variety of activities since this direction.

Future use of 91 Picton Street, Howick

17.     Staff have assessed the available options for the future community led management of the Howick Information Centre and the mechanisms to achieve them, including:

·   community lease: supports exclusive use of a service or organisation

·   contract for service - venue for hire: supports open, non-exclusive community use

·   contract for service – information centre: supports the delivery of an information centre and a continued volunteer service.

18.     Table One shows the options and associated assessments for the future use and management of the venue at 91 Picton Street, Howick.

Table One: Options for the future use and management of 91 Picton Street, Howick

Options

Option 1

Status Quo

Return to full, council managed service

Option 2

Contract for Service

Information Service

Option 3

Contract for Service

Providing access only

Option 4

Community Lease

 

Not recommended

Not recommended

Recommend combining Option 3 and 4 in an EOI to gauge community interest

Recommend combing Option 3 and 4 in an EOI to gauge community interest

Description

Information service returns

Access, activation, and volunteers managed by council

Information service returns

Access, activation, and volunteers managed through a funded contract for service with a community organisation

Continues as a bookable space, used by a variety of organisations and individuals.

Access is managed through a funded contract for service

Community organisation   would use the space to delivery their service/s exclusively.

Impacts

Supports the delivery of an Information Service and/or a continued volunteer service

Significant decrease in the number of volunteers available could impact the success of any service

Does not respond to the needs assessment findings that the information service does not serve a current need

 

Supports the delivery of an Information Service and/or a continued volunteer service

Supports a community led approach

Significant decrease in the number of volunteers available could impact the success of any service

Does not respond to the needs assessment findings that the information service does not serve a current need

Supports open, non-exclusive community use

Supports a community led approach

Preserves community access to the venue

If access to the venue was to be promoted and supported locally it is believed more community organisation would make use of the venue, including in the evenings.

Allows the board to reconsider the allocation of resources to areas of greater impact that align to the local board outcomes

Supports exclusive use of a service or organisation that is not an information service

Supports a community led approach

The community may come up with services that better support the local community

Allows the board to reconsider the allocation of resources to areas of greater impact that align to the local board outcomes

Financial implications

ABS

$54,000 staffing

$25,552 Programming

 

No reallocation possible

 

ABS

$79,552 (total ABS) allocated to contract for service

 

No reallocation possible

 

ABS

$25,552 allocated to a contract for service for access

 

Reallocation

$54.000 ABS unallocated

Staff will continue to work with the board to advise on where this additional funding would make the most impact

ABS

No funds required

 

Reallocation

$79,552 ABS unallocated

Staff will continue to work with the board to advise on where this additional funding would make the most impact

19.     Given the finding of the needs assessment and the decreasing numbers of volunteers available to run the service, staff do not recommend Options 1 or 2.

20.     Both Options 3 and 4 support community led partnerships, which strengthen support to the voluntary and community sector and align with the Thriving Communities Strategic Action Plan.

21.     The venue is currently being utilised as a venue for hire and anecdotally there is community interest in using the venue for a large variety of activity, which aligns with the management approach outlined in Option 3.

22.     However, there may be a number of established community organisations who may have informally expressed an interest in managing this site, for a variety of reasons. Therefore, staff recommend running an Expression of Interest process inviting community organisations to propose either:

·   managing access to the venue through a contract for service (Option 3)

·   delivering services through a community lease, that suit the venue and location (Option 4).

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change and does not increase greenhouse gas emissions

24.     All the options available to the local board continue to support the local delivery of services.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25.     The Connected Communities department is responsible for the ongoing management and oversight of service from this venue and will manage the Expression of Interest process.

26.     If a community lease is found to be the best outcome, management of this relationship will transfer to the Community Facilities Department.

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

Local impacts and local board views

27.     The local board has expressed mixed views on the continued delivery of an information service.

28.     While full resourcing for the service has been reinstated in the Recovery Budget, staff do not recommend this being automatically applied to staffing and re-opening of the previous information service.

Tauākī whakaaweawe Māori

Māori impact statement

29.     While neither the Howick Information Service nor the venue at 91 Picton St, Howick specifically targeted Māori populations, the venue enables locally responsive activities, promoting participation, inclusion, and connection for all Aucklanders, including Māori.

Ngā ritenga ā-pūtea

Financial implications

30.     The Recovery Budget will see the reinstatement of the ABS Opex, that had been taken for savings in the Emergency Budget in the 2020/2021 financial year. $59,098 per annum will be available to the local board from 2021/2022 onwards.

31.     While the resourcing for staffing returns in the Recovery Budget, staff do not recommend a return to the legacy service model and instead recommend continuing to explore a partnership with a local organisation.

32.     None of the options discussed in this report require additional investment beyond what is available in the asset based services budget in the Long-term Plan.

33.     If options 3 and 4 are progressed by the Board, further work will be undertaken to assess where use of the unallocated $54,000 to $79,552 ABS budget would make the most impact in the local board area.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34.     There has been considerable comment from community members at the ‘closing’ of the Information Service. Staff will work closely with volunteers to both:

·   keep them informed of the current decisions and process

·   support them to work with any successful group so that they ca continue to use the venue if appropriate.

35.     There is a risk that there would be limited interest in the community to manage 91 Picton Street as a venue for hire. By expanding the process to include other potential uses it is believed there will be wider interest.


 

Ngā koringa ā-muri

Next steps

36.     If the Board agree to pursue an Expression of Interest for use of 91 Picton Street, staff will progress and report back findings to the Board in September 2021.

Table Two: Timeline for Expression of Interest for use of 91 Picton Street, Howick

When

Action

May 2021

·   local board direct staff to conduct an EOI process

June 2021

·   open formal EOI process (3-4 weeks)

August 2021

·   assess applications

·   additional due diligence if required

September 2021

·   local board approves contract for service or community lease

October 2021

·   transition begins from council management to community management

January 2022 onward

·   Auckland Council continues to support in transition and establishment of new management.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Linda Greenalgh - Senior Partnership Advisor

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Endorsing Business Improvement District (BID) targeted rates for 2021/2022

File No.: CP2021/05092

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To recommend to the Governing Body the setting of the targeted rates for the Howick Village and Greater East Tāmaki Business Improvement District (BID) programmes for the 2021/2022 financial year.

Whakarāpopototanga matua

Executive summary

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

3.       Auckland Council supports business associations operating BID programmes, including Howick Village Association (HVA) and Greater East Tāmaki Business Association (GETBA), by collecting a targeted rate from commercial properties within a defined geographic area. The funds from the targeted rate are then provided by way of a BID grant to the relevant business association.

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

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

6.       HVA members approved a BID grant sum of $179,390 for the 2021/2022 financial year. This figure has increased by 5 per cent from the current financial year.

7.       GETBA members approved a BID grant sum of $545,000 for the 2021/2022 financial year. This figure is unchanged from the current financial year.

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

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

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

11.     Staff are satisfied both HVA and GETBA sufficiently comply with the BID Policy.

12.     Staff propose the Howick Local Board receives this report and recommends to the Governing Body the striking (setting) of the BID targeted rates sought by HVA and GETBA as part of the council’s Annual Budget 2021/2022 decision-making.

13.     After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2021. This enables HVA and GETBA to implement programmes that contribute to Outcome 5. A prosperous local economy supporting business growth and opportunity, thereby supporting the aspirations of the Howick Local Board Plan 2020.

14.     Howick’s BID programmes, managed by the two BID-operating business associations, will continue to play an important role in supporting its members facing two global challenges. A BID programme can support local businesses to mitigate some of the economic flow-on effects from the COVID-19 lockdowns through business resilience and recovery initiatives. A BID programme can also facilitate opportunities that address the climate change emergency, with a focus on sustainability.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      recommend to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2021/2022 for the following Business Improvement District (BID) programmes:

i)        $179,390 for Howick Village Association.

ii)       $545,000 for Greater East Tāmaki Business Association.

 

Horopaki

Context

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

15.     Tāmaki Makaurau is projected to include approximately 660,000 more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and commercial precincts.

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

17.     BID programmes provide the opportunity for the council group to partner with business associations to seize on the opportunities from Auckland’s growth. 

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

BID programmes provide essential support in building business resilience and aiding economic recovery

19.     The economy continues to be impacted by the flow-on effects from the COVID-19 pandemic and related lockdowns, affecting both retail-based town centres and industrial precincts.

20.     BID-operating business associations provide the local business leadership required to help their members to mitigate some of the economic effects of the pandemic through business resilience and recovery initiatives.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

31.     The Howick Local Board approved a similar recommendation for the BID programmes last year (resolution number HW/2020/51), as did 17 other local boards that have BID programmes operating in their rohe.

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

32.     The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Budget 2021/2022 and its striking (setting) of the targeted rates.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Both Howick Village and Greater East Tāmaki business associations comply with the BID Policy

35.     Staff are satisfied that and GETBA have sufficiently met the requirements of the BID Policy.

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

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

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

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

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

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

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

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

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

·   Annual General Meeting (AGM) minutes – the provisional minutes of each business association’s 2020 AGM meetings which contain the resolution, voted on by members, confirming the BID grant amount for the 2021/2022 financial year.

37.     In addition, BID-operating business associations are required to inform the council staff of progress with other compliance requirements, including:

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

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

38.     The BID Policy sets an annual compliance deadline of 10 March 2021 for the information to be forwarded to the council, as summarised in the table below.

Table One:  Business associations’ compliance with the BID Policy as of 10 March 2021

Requirement

Financial Year 2019/2020

May be an image of text that says '出 HOWICK VILLAGE'

May be an image of text that says 'getba Greater East Tamaki Business Association Inc.'

Strategic Plan

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green2014 - 2024  

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green2017 - 2022

Audited financials

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Annual Report

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Business Plan

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Indicative budget

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Board Charter

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Annual Accountability Agreement

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Annual meeting w/ local board

29 October 2020

29 October 2020

Programme Agreement

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Greenvalid to Dec 2023

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Greenvalid to Oct 2022

Incorporated society registration

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

2020 AGM minutes (provisional)

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green

Resolving problems or issues

Nothing to record

Nothing to record

39.     As both HVA and GETBA have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the setting of the targeted rates.

 

Howick Village Association increased its BID targeted rate grant and Greater East Tamaki Business Association retained its BID targeted rate grant for 2021/2022

40.     As shown in Table Two below shows:

·   Howick Village Association’s proposed BID targeted rate for the 2021/2022 financial year - $179,390 – has increased from the current financial year

·   Greater East Tāmaki Business Association’s proposed BID targeted rate for the 2021/2022 financial year - $545,000 – is unchanged from the current financial year.

Table Two: BID targeted rates comparison: 2021/2022 c.f. 2020/2021

 

   BID

 

2021/2022

 

2020/2021

 

Increase / %

 

 

May be an image of text that says '出 HOWICK VILLAGE'

 

 

$179,390

 

 

 

$178,480

 

 

+$8,542 +5%

LAST INCREASED: 2020/2021

 

May be an image of text that says 'getba Greater East Tamaki Business Association Inc.'

 

 

 

$545,000

 

 

 

$545,000

 

 

Nil

LAST INCREASED: 2020/2021

41.     Of Tāmaki Makaurau’s 50 BID-operating business associations, 21 increased their targeted rates for 2021/2022 with the percentage increase ranging between 1.7 per cent to 10 per cent. One BID reduced its income after a one-off increase in the 2020/2021 financial year to fund America’s Cup-related activities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

43.     From running carbon-reducing ‘shop local’ campaigns to promoting online channels and championing waste reduction and recovery programmes, there are many examples of BID programmes leading the local business sector’s response to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44.     Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including Council-controlled Organisations (CCOs), on those policies, plans, programmes and projects that impact them.

45.     The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events and sustainability programmes.

46.     The BID-operating business associations also work constructively with both Panuku and Auckland Transport on often controversial proposals and projects.

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

Local impacts and local board views

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

Visions, plans aligned

48.     The BID-operating business associations and local board share an interest in the local rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

49.     HVA and GETBA BID programmes tangibly support the vision and aspirations of the Howick Local Board Plan 2020, best expressed in Outcome 5. A prosperous local economy supporting business growth and opportunity.

Local rohe, local benefit, local funding

50.     Recommending that the Governing Body sets the targeted rates for the Howick Village and Greater East Tāmaki business associations means that these BID programmes will continue to be funded from targeted rates on commercial properties in their respective rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

51.     Howick Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and each business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

52.     Māori make up more than 5.7 per cent of the population living in the Howick Local Board area, compared to 11.5 per cent of Auckland. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

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

54.     The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programmes.  In practice, this cost is often passed on to the business owners who occupy these properties.  This cost may be harder to meet at a time when businesses continue to be financially impacted by the flow-on effects of the COVID-19 lockdown restrictions. 

55.     The council last year extended its Rates Remission and Postponement Policy to commercial property owners as part of the Annual Budget 2020/2021 to help mitigate the impact of the targeted rate on those who are struggling financially. This policy will continue for the 2021/2022 financial year.

56.     If the Governing Body agrees with the BID targeted rates proposed by the business associations, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

61.     Economic disruption created by the flow-on effects of COVID-19 lockdowns will continue to be felt in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses.

Ngā koringa ā-muri

Next steps

62.     If the local board supports this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the Annual Budget 2021/2022.

63.     After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2021, to the Howick Village and Greater East Tāmaki business associations. This enables the BIDs to implement programmes that improve the local business environment and support businesses as they recover from the flow-on effects from the COVID 19 lockdowns and help address the climate change emergency through sustainability initiatives.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Local Board Views on Plan Change 60 - Open Space (2020) and Other Rezoning Matters

File No.: CP2021/05853

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To invite the local board to provide its views on the council initiated Plan Change 60 – Open Space (2020) and Other Rezoning Matters (PC60).

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, including plan changes. A local board can present local views and preferences when that view is expressed by the whole local board.[1]

4.       On 28 January 2021, Auckland Council notified Plan Change 60. Submissions closed on 1 March 2021. The plan change includes 105 sites (in some cases, a site comprises more than one lot) and aims to rezone land to:

(a)  recognise land recently vested or acquired as open space

(b)  correct zoning errors or anomalies (including rezoning land to better reflect its use)

(c)  facilitate Panuku Development Auckland’s (Panuku) land rationalisation and disposal process or

(d)  facilitate Kainga Ora’s and Auckland Council redevelopment of certain neighbourhoods.

5.       One hundred and six submissions have been received on the proposed plan change. The vast majority of these oppose Panuku’s rezoning and land disposal. In summary there are 15 submissions in support of the plan change, four in support but seeking amendments, 85 in opposition and two out of scope.

6.       No iwi authority has made a submission in support or opposition to Plan Change 60.

7.       This report is the mechanism for the local board to resolve and provide its views on Plan Change 60 should it wish to do so. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      provide local board views on Plan Change 60 - Open Space (2020) and Other Rezoning Matters.

b)      appoint a local board member to speak to the local board views at a hearing on Plan Change 60.

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

Horopaki

Context

8.       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]

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 plan change, along with submissions.

10.     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.

11.     This report provides an overview of the proposed plan change to the Auckland Unitary Plan (AUP), and a summary of submissions’ key themes.

12.     The report does not recommend what the local board should convey, should the local board decide to convey its views on plan change 60. 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.

13.     The key theme from submissions is opposition to the proposed rezonings relating to Kainga Ora/Auckland Council redevelopment and Panuku’s land rationalisation and disposal. Attachment A identifies the land parcels that are the subject of submissions.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     Plan Change 60 affects land across the Auckland region.

15.     The purpose of the proposed plan change is to rezone land to either:

(a)  recognise land recently vested or acquired as open space

(b)  correct zoning errors or anomalies (including rezoning land to better reflect its use)

(c)  facilitate Panuku’s land rationalisation and disposal process or

(d)  facilitate Kainga Ora’s and Auckland Council redevelopment of certain neighbourhoods.

16.     The Section 32 Report and details of the plan change are available from the council’s website at Plan Change 60. The council’s planner, and other experts, will evaluate and report on:

·   section 32 Report that accompanies the plan change

·   submissions and

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

17.     Submissions were made by 106 people/organisations as outlined below.

Table One: Number of submissions received and their view

Submissions

Number of submissions

In support

15

In support but requesting change(s)

4

In opposition

85

Out of scope

2

Total

106

 

18.     Key submission themes are listed below.

Oppose the rezoning of:

·   142 Triangle Road, Massey (Maps 4 & 37)

·   1-5 Lippiatt Road, Otahuhu (Map 73)

·   23 Waipuna Road, Mount Wellington (Map 75)

·   12R Rockfield Road, Ellerslie (Map 76)

·   11R Birmingham Road, Otara (Map 77)

·   2R Keeney Court, Papakura (Map 78)

·   Walkway adjacent to 45 Brandon Road, Glen Eden (Map 79)

·   45 Georgina Street, Freemans Bay (Map 81)

·   36 Cooper Street, Grey Lynn (Map 82)

·   13 Davern Lane, New Lynn (Map 85)

·   67 East Street, Pukekohe (Map 86)

·   Princes Street West, Pukekohe (Map 87)

·   R105 Stott Avenue, Birkenhead (Map 93)

·   26 Princes Otahuhu (Map 96).

Support the rezoning but request an alternative zone:

·   2157 East Coast Road, Stillwater (Map 71).

Both support for and opposition to the rezoning:

·   50 Mayflower Close, Mangere East (Map 100)

·   62 Mayflower Close, Mangere East (Map 105).

Support for rezoning or further information required:

·   1337 Whangaparaoa Road, Army Bay (Map 104).

19.     The key reasons for submission opposing the plan change include:

·   opposed to the rezoning of pocket parks – they are needed to support intensification and for social and environmental benefits

·   loss of valuable reserve land

·   few parks in the area

·   significant negative effect on enjoyment of our neighbourhood/ adverse effects on property and locality

·   park has significant cultural heritage associations and natural value

·   contradicts Auckland Unitary Plan heritage policies

·   inadequate public notification

·   green areas needed in more intensive housing areas

·   contrary to climate change/greenhouse effects – green spaces are needed for low carbon Auckland Council

·   inconsistent with Auckland Unitary Plan objectives and policies

·   park has trees which will be lost with rezoning and development

·   site is an overland flow path and flood plain

·   property values will be adversely affected

·   loss of walkway and critical linkage

·   sale of spaces is desperate revenue gathering/selling due to COVID-19 is short-sighted

·   subsequent building will severely impact on sunlight and amenities of adjoining sites

·   contrary to Auckland Council’s declaration of a climate emergency, open space network plans, National Policy Statement – Urban Development – well functioning environments, open space provision policy, Auckland Plan 2050, the Urban Ngahere Strategy

·   site is a Significant Ecological Area and part of a wildlife corridor and refuge

·   inconsistent with Local Boards goal of increasing tree canopy.

20.     Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website: Plan Change 60

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     Several submissions raised specific climate concerns. These relate to the loss of locally accessible open space and the associated vegetation, particularly mature trees.

22.     The council’s climate goals as set out in Te Taruke-a-Tawhiri: 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.

23.     The local board could consider if Plan Change 60:

·   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 proposed plan change 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

24.     Panuku is a council-controlled organisation that resulted from the merging of Auckland Council Property Limited and Waterfront Auckland. One of the roles of Panuku is the release of land or properties that can be better utilised by others.

25.     In conjunction with Auckland Council’s Stakeholder and Land Advisory team, Panuku have identified 26 council-owned parcels of land which are either surplus to requirements or they are part of a Panuku regeneration project (i.e. a series of projects and initiatives, designed to kickstart the transformation process and bring about changes that will help centres prosper in the future). Those parcels considered to be surplus to requirements have been cleared for sale by Auckland Council.

26.     Auckland Council’s decision to dispose of or sell the land parcels is separate from the zoning of the land. Zoning is a method used to implement the Auckland Unitary Plan’s objectives and policies and to achieve the purpose of the Resource Management Act 1991 (RMA). The merit of any rezoning of land (from open space to residential or business) therefore must be assessed against the purpose of the RMA and the relevant Auckland Unitary Plan objectives and policies. Other relevant considerations which will be considered in the section 42A hearing report include the Auckland Plan 2050, Auckland’s Climate Plan and the Urban Ngahere Strategy and open space network plans.

27.     Auckland Transport made a submission in relation to the rezoning of 1337 Whangaparaoa Road, Army Bay. The key matter raised is the traffic effects of rezoning the Whangaparaoa Golf course from Residential – Single House to Open Space – Sport and Active Recreation zone.

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

Local impacts and local board views

28.     The plan change affects sites throughout the Auckland region and feedback is therefore sought from all local boards.

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 the local board plan and local board agreement

·   responsibilities and operation of the local board.

30.     A memo was sent to all local boards on 27 October 2020 outlining the proposed changes, the rational for them and the likely plan change timeframes.

31.     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

32.     If the local board chooses to provide its views on Plan Change 60 it may also comment on matters that may be of interest or importance to Māori generally. In the 2018 census, approximately 11.5 per cent (or 181,194) of the Auckland region’s population identified as Māori.

33.     Plans and Places consulted with all iwi authorities when it prepared Plan Change 60. On 27 October 2020, a memorandum outlining the draft proposed plan change was sent to all Auckland’s 19 mana whenua entities and the Tupuna Maunga Authority as required under the RMA.

34.     Comments were received from:

·   Ngāti Manuhiri – asking for an extension of time to 11 December 2020 to enable a discussion with their governance arm

·   Waikato Tainui – they will support manawhenua to take the lead role on such plan changes

·   Tupuna Maunga Authority – their interest is those sites that are within Height Sensitive Areas or regionally Significant Volcanic Viewshafts.

35.     No iwi authorities made a formal submission.

36.     The hearing report will include analysis of Part 2 of the RMA which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.[3] The plan change does not trigger an issue of significance as identified in the Schedule of Issues of Significance and Māori Plan 2017.[4]

Ngā ritenga ā-pūtea

Financial implications

37.     Panuku’s land rezoning and rationalisation (26 land parcels) is part of the Auckland Council’s financial recovery.

38.     The draft Long-term Plan 2021-2031 proposes the selling of surplus properties and reinvesting the proceeds into critical infrastructure for the city. Over the next three years, Auckland Council is seeking to increase these sales to return $70 million a year to invest in Auckland.

39.     The 26 land parcels that are part of this plan change form part of the $70 million return sought.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40.     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 local board to express its views and preferences if it so wishes

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

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

42.     The power to provide local board views regarding the content of a plan change 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

43.     The planner will include, and report on, any resolution(s) of the local boards in the Section 42A 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.

44.     The planner will advise the local boards of the decision on the plan change request by memorandum.

 

Tony Reidy, Senior Policy Planner, Regional, North, West & Islands Planning, Plans and Places Department

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Tony Reidy – Senior Policy Planner, Regional, North, West & Islands Planning, Plans and Places

Authorisers

Eryn Shields - Team Leader, Regional, North West and Islands

John Duguid - General Manager, Plans and Places

Louise Mason – General Manager, Local Board Services

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Economic Development Action Plan: Draft for feedback

File No.: CP2021/05956

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide feedback on the draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

Whakarāpopototanga matua

Executive summary

2.       The council organisation and council-controlled organisations have worked collaboratively to develop the draft Economic Development Action Plan. This plan defines and agrees, for the next three years, the council family’s economic objectives and priorities and determines a coordinated course of action. The plan is limited to actions that are within the remit of the council and council-controlled organisation (CCO) activities.

3.       The draft plan aligns with the 10-year budget and will inform the work programmes of relevant council family departments. The work is supported by the chief executives of he tcouncil and all substantive council-controlled organisations.

4.       The draft plan outlines detailed actions within six areas of focus (‘workstreams’) as outlined in Attachment A. It reflects the guiding principles of transitioning towards a regenerative and low carbon economy, supporting economic opportunities for Māori, and responding to our communities of greatest need.

5.       There will be targeted engagement on the draft plan, including with iwi, advisory panel members and business groups. Feedback will be sought until 14 June 2021.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      receive the draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

b)      provide feedback by 14 June 2021 for consideration in the final draft Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

Horopaki

Context

6.       In August 2020, the CCO Review Panel delivered its report alongside 64 recommendations which were endorsed in full by the Governing Body. The review stated that the council and all substantive council-controlled organisations (CCOs) should together define the economic outcomes for Auckland and agree on how to achieve and measure them. The review also acknowledged the need for better coordination and definition of responsibilities for local economic development within the council family. The Economic Development Action Plan forms part of council’s response to that review.

7.       The plan is not a long-term strategy and does not replace the Economic Development Strategy 2012. The priorities and focus over the next three years, however, consider direction from council’s existing strategies i.e., the Auckland Plan 2050, Economic Development Strategy 2012, Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and Kia Ora Tāmaki Makaurau: Council’s Māori Outcomes Framework.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       Comprehensive background work to support the development of the action plan has been completed by the Chief Economist Unit (CEU), the Auckland Plan Strategy and Research Department (APSR) and Auckland Unlimited. This includes a report from the CEU providing a profile of Auckland’s economy over the last 10 years, the impact of COVID-19 on the Auckland economy, and the main roadblocks to recovery. The same report also identified areas where the council group can have a material impact on economic development. Key areas are:

·   assets

·   procurement

·   land use and zoning

·   regulatory processes

·   travel network

·   town centres

·   pricing

·   skills and investment attraction

·   tourism attraction

·   social support services

·   coordination of responses through partnerships.

9.       There has also been an extensive review of plans and strategies across the council and CCOs to identify common economic development themes. These were: innovation and technology, Māori economy, regenerative, resilient, low carbon economy, workforce transition, competitive high-value sectors, local economic development, infrastructure, and culture and creativity.

10.     This background work formed the basis for six workstreams:

·   Destination Tāmaki Makaurau: attracting people and investment

·   Local Tāmaki Makaurau: enabling thriving local economies

·   Skilled Tāmaki Makaurau: supporting quality jobs and skill development

·   Future Tāmaki Makaurau: preparing businesses for the future

·   Enabled Tāmaki Makaurau: infrastructure enabling economic development

·   Enabled Tāmaki Makaurau: regulations that enable economic development.

11.     Each workstream has both the council and CCO staff representation. These workstreams have developed a set of actions with responsibilities and timeframes as detailed in this draft plan. A monitoring framework will be developed to ensure roles, responsibilities and accountabilities of council and each CCO are clearly defined as they relate to the actions in the draft plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12.     Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan has provided direction to the development of the draft plan, aspiring to a more resilient economy that is regenerative, inclusive, local and enables Aucklanders to thrive.

13.     The draft action plan has embedded the guiding principle of ‘transitioning to a regenerative and low carbon economy’ into each of its six workstreams. The development of actions is underpinned by kaitiakitanga and considers how resources used give back to nature and increase value through reuse and renewal. Where applicable, actions broadly encourage a decrease in greenhouse gas emissions, low carbon products and services, climate innovation, and less dependency on natural resources.

14.     The actions presented in this draft action plan will go through a further climate impact assessment using tools developed by the Chief Sustainability Office. The results of this assessment will be incorporated into the final plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15.     The draft plan responds to the CCO review recommendation for the council and all CCOs to together define the economic outcomes for Auckland and agree on how to achieve and measure them. The actions in the draft plan will be shared and accountabilities of council and each CCO well defined. Some CCOs will have a more active role than others.

16.     The scope and development of the Economic Development Action Plan has been agreed to through the council and CCO Chief Executives’ group. This group is updated with progress on the plan as appropriate. The project team includes a representative and contribution from each CCO. 

17.     The scope of the plan is limited to actions that are within the remit of council and CCO activities. A review and discussion document of the council group’s levers that materially contribute to economic development formed the basis for this draft plan (refer to Attachment B).

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

Local impacts and local board views

18.     Each workstream of the plan will have a local impact, acknowledging the interdependency of local economies and the regional economy. The draft plan includes the focus area ‘Local Tāmaki Makaurau: enabling thriving local economies’ and has been informed by the recent local board plans’ local economic priorities.

19.     The Local Tāmaki Makaurau workstream seeks to clarify what the Auckland Council group will do to support the local economies of Auckland. This includes setting out the roles that each part of the group plays in delivering actions, while also setting the foundations to help the group identify the economic places (sub-regional and local) of Auckland and deliver outcomes at the local level.

20.     A memo was distributed on 17 February 2021 to inform local board members of the development of the council’s Economic Development Action Plan 2021-24 and to outline the process for local board feedback to the plan. At the request of the local board chairpersons, the draft plan will be provided at all local board business meetings in May 2021 with written feedback by formal resolution provided to the project leads by 14 June 2021.

Tauākī whakaaweawe Māori

Māori impact statement

21.     Kia Ora Tāmaki Makaurau has provided direction to the development of the draft plan, in particular, the Kia ora te Umanga mahi objective of supporting economic opportunities for Māori businesses and iwi organisations. The draft plan has also considered direction from the Auckland Plan 2050, the Kaitiaki Forum’s strategic plan and the Independent Māori Statutory Board’s Issues of Significance (2017) as they relate to Māori economic development.

22.     The draft action plan has embedded the guiding principle of ‘supporting economic opportunities for Māori’ into each of its six workstreams. The development of actions will consider partnership opportunities with mana whenua and mataawaka, a focus on equity and addressing systemic barriers, and identifying new economic opportunities for Māori.

23.     The project team have communicated with iwi from the commencement of the project to determine and initiate the preferred process of engagement for each iwi. This draft plan will be sent to all iwi for input and feedback through to 14 June 2021.

Ngā ritenga ā-pūtea

Financial implications

24.     The scope of the Economic Development Action Plan states that actions will be funded within the existing 10-year Budget 2021-2031 and therefore, no additional funding is required. The draft plan identifies some actions that rely on external funding sources and partnerships.

25.     At the advice of the finance division, budget alignment is demonstrated in the draft plan at both the group of activity and CCO / council directorate level.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26.     The draft plan outlines actions that require a commitment from the responsible directorate to include in their work programmes and within their existing budgets. The monitoring framework will include regular progress reporting to ensure effective implementation of the action plan.

27.     This action plan is an internal document, outlining work to be done within the remit of council and its CCOs. The content of the plan builds on earlier consultation undertaken in the development of key strategies that have provided direction. Input and feedback for this action plan has therefore been targeted to key groups.

Ngā koringa ā-muri

Next steps

28.     The draft plan will be distributed to the key groups that have been engaged from the commencement of the project. Feedback will be considered until 14 June 2021.

29.     The final Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24 and its monitoring framework will be presented to the Parks, Arts, Community and Events committee on 8 July 2021 for adoption.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Economic Development Action Plan (Under Separate Cover)

 

b

Auckland's economic recovery and council's role (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Janelle Breckell - Principal Strategic Advisor

James Robinson – Head of Strategy and Planning, Auckland Unlimited

Authorisers

Jacques Victor – General Manager, Auckland Plan Strategy and Research

Louise Mason – General Manager, Local Board Services

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

Approval for a new private road name at 197 Botany Road, Howick

File No.: CP2021/04754

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Howick Local Board to name a new private road (a private accessway), created by way of a development at 197 Botany Road, Howick. The development is to establish a retirement village.

Whakarāpopototanga matua

Executive summary

2.       The Auckland Council Road Naming Guidelines (the Guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider / developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.

3.       On behalf of the developer and applicant, Metlifecare, Alice Couchman of Metlifecare has proposed the names presented below for consideration by the Local Board.

4.       The proposed road name options have been assessed against the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the Standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana Whenua have been consulted in the manner required by the Guidelines.

5.       The proposed names for the new private road at 197 Botany Road are:

·    Fairway Avenue (Applicant Preferred)

·    Caddie Lane (first alternative)

·    Evergreen Avenue (second alternative).

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      approve the name Fairway Avenue (applicant’s preferred name) for the new private road created by way of development to establish a retirement village at 197 Botany Road, Howick, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60342419).

Horopaki

Context

6.       Resource consent reference BUN60342419 was issued in November 2019 for the construction of a retirement village comprising one amenities building, one care building and 15 residential apartment buildings. A maximum of 256 residential apartment units and 60 care suits will be established within the site.

7.       Site and location plans of the development can be found in Attachment A.

8.       In accordance with the Standards, any road including private ways, commonly owned access lots (COALs), and right of ways, that serve more than five lots or units generally require a new road name in order to ensure safe, logical and efficient street numbering.

9.       Therefore, in this development, only the ‘core’ road requires a road name because it serves more than five units. This can be seen in Attachment A, where the road that requires a name is highlighted in yellow.

10.     The other internal roads do not need to be named as Metlifecare have internally determined building and apartment numbering, which has been approved by LINZ.

Tātaritanga me ngā tohutohu

Analysis and advice

11.     The Guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval

12.     The Guidelines provide for road names to reflect one of the following local themes:

·   a historical, cultural, or ancestral linkage to an area; or

·   a particular landscape, environmental or biodiversity theme or feature; or

·   an existing (or introduced) thematic identity in the area.

13.     Metlifecare's development at 197 Botany Road is for the Fairway Gardens retirement village and has a large focus on integrating and co-existing its development with the existing golf course landscape and its history. This theme will be a significant feature and amenity for its residents. Many of the existing streets have road names related to golf or notable golf players, such as ‘Bob Charles Drive’, ‘Putters Place’ and ‘Cascades Road’. For this reason, Metlifecare's preference would be to have the road named to align with this vision i.e. the golfing theme that is in keeping with the Golflands area.

Table One: Proposed names and meanings:

Proposed name

Meaning (as described by the Applicant)

Fairway Avenue

(Applicant preferred)

Part of a golf course between a tee and the corresponding green, where the grass is kept short.

Caddie Lane

(first alternative)

A person who carries a golfer's clubs and provides other assistance during a match.

Evergreen Avenue

(second alternative)

An evergreen is a plant which has foliage that remains green and functional through more than one growing season. Metlifecare’s landscaping proposal includes many evergreen trees in keeping with the adjacent Golf course.

14.     All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the Guidelines and the Standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

15.     Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

16.     ‘Avenue’ and ‘Lane’ are acceptable road types for the new private road, suiting the form and layout of the private accessway.

17.     The Applicant contacted Pakuranga Golf Club, Golfland Motel and Elim Christian College for feedback on the proposed names. The Pakuranga Golf Club General Manager has responded in support of ‘Fairway Avenue’. No further responses have been received to date.

18.     Mana whenua were also consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19.     The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20.     The decision sought for this report has no identified impacts on other parts of the Council group. The views of Council-controlled Organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

21.     The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

22.     To aid local board decision making, the Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The Guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

23.     On 7 April 2021 mana whenua were contacted by the council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

·   Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)

·   Ngāti Maru (Ngāti Maru Rūnanga Trust)

·   Ngāti Pāoa (Ngāti Paoa Iwi Trust)

·   Ngāti Pāoa (Ngāti Paoa Trust Board)

·   Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust

·   Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

·   Ngāti Whanaunga (Ngāti Whanaunga Incorporated)

·   Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)

·   Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

·   Te Patukirikiri (Te Patukirikiri Incorporated)

·   Waikato – Tainui (Te Whakakitenga o Waikato Incorporated).

24.     By the close of the consultation period indicated in the Guidelines, the only response received was from Waikato-Tainui who indicated support for mana whenua to take the lead role in this matter.

25.     No mana whenua have identified an interest or responded to the request for feedback to date and the applicant has signaled a desire to proceed to a decision on the basis of the names supplied.

26.     Noting the scale of the development and that the site is not listed as a site of significance to mana whenua, it is considered that a suitable period of time has been made available to receive commentary from mana whenua and, as no feedback has been received, the naming process can continue.

Ngā ritenga ā-pūtea

Financial implications

27.     The road naming process does not raise any financial implications for the council.

28.     The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29.     There are no significant risks to the council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

30.     Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site & Location Plans

75

     

Ngā kaihaina

Signatories

Author

Andrea Muhme - Planner

Authorisers

David Snowdon - Team Leader Subdivision

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

PDF Creator

PDF Creator


Howick Local Board

17 May 2021

 

 

Governance forward work calendar

File No.: CP2021/00037

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Howick Local Board with its updated governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       The governance forward work calendar for the Howick Local Board is in Attachment A. The calendar is updated monthly, reported to meetings and distributed to council staff.

3.       The governance forward work calendars were introduced in 2016 as part of Auckland Council’s quality advice programme and aim to support local boards’ governance role by:

·   ensuring advice on meeting agendas is driven by local board priorities;

·   clarifying what advice is expected and when; and

·   clarifying the rationale for reports.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      note the governance forward work calendar included as Attachment A of the agenda report.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance forward work calendar

79

     

Ngā kaihaina

Signatories

Author

Vanessa Phillips - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

PDF Creator


Howick Local Board

17 May 2021

 

 

Workshop records

File No.: CP2021/00047

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       This item attaches the workshop records taken for the period stated below.

Whakarāpopototanga matua

Executive summary

2.       Under Standing Order 12.1 workshop records shall record the names of members attending and a statement summarising the nature of the information received, and nature of matters discussed.  No resolutions are passed, or decisions reached but are solely for the provision of information and discussion.

3.       This report attaches the workshop records for the period stated below.

 

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a)      note the workshop records for workshops held on 1, 8, 15, 22 and 29 April 2021 and included as attachments to the agenda report.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Workshop record 1 April 2021

83

b

Workshop record 8 April 2021

85

c

Workshop record 15 April 2021

87

d

Workshop record 22 April 2021

89

e

Workshop record 29 April 2021

91

     

Ngā kaihaina

Signatories

Author

Vanessa Phillips - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 


Howick Local Board

17 May 2021

 

 

PDF Creator

PDF Creator


Howick Local Board

17 May 2021

 

 

PDF Creator

PDF Creator


Howick Local Board

17 May 2021

 

 

PDF Creator

PDF Creator


Howick Local Board

17 May 2021

 

 

PDF Creator


Howick Local Board

17 May 2021

 

 

PDF Creator 



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

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

 

[3] Resource Management Act 1991, section 8.

[4] Schedule of Issues of Significance and Māori Plan 2017, Independent Māori Statutory Board

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