Agenda of Ōrākei Local Board - Thursday, July 15, 2021

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

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

4 Confirmation of Minutes

That the minutes of the Ōrākei Local Board meeting, held on Thursday, 17 June 2021, including the confidential section as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Part 13 of the Board’s Standing Orders 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 Ōrākei 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.

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

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.

9.1 Public Forum - Natalia Escobar - Eastern Suburbs Pump Track Project

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the local board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Natalia Escobar, Nigel Richardson and Andrew Spencer will be in attendance to present to the local board on the Eastern Suburbs Pump Track Project proposal. A video link to the proposal is here.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the presentation and thank Natalia Escobar, Nigel Richardson and Andrew Spencer for their attendance.

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.”

Ōrākei Local Board

15 July 2021

Adoption of the Ōrākei Urban Ngahere 10 Year Action Plan 2021

File No.: CP2021/05744

Te take mō te pūrongo

Purpose of the report

1. To present the proposed direction for tree planting over the next 10 years and seek the local board’s approval of the Ōrākei Urban Ngahere 10-Year Action Plan.

Whakarāpopototanga matua

Executive summary

2. The regional Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau / Auckland’s Urban Forest Strategy responds to changes in ngahere canopy cover and potential climate change impacts. The strategy’s target is to increase tree canopy cover across all local board areas in Tāmaki Makaurau to 30 per cent by 2050.

3. In 2018/2019, the Ōrākei Local Board funded an implementation plan to understand the current canopy cover and plan for increasing ngahere cover in the local area. The three stages of the implementation plan are ‘knowing’, ‘growing’ and ‘protecting’.

4. The first part of the ‘knowing’ stage involved analysis of the 2013 Light Detecting and Ranging Technology (LiDAR) data for the Ōrākei Local Board tree canopy cover. A report identifying cover of 20 per cent was adopted by the local board in 2019.

5. Further work is currently being undertaken to analyse more recent LiDAR data. Initial findings show that net canopy coverage has decreased by one per cent between 2013 and 2016-2018 Ōrākei Local Board.

6. The final part of the ‘knowing’ stage has been to develop a 10-year action plan that identifies target areas where trees can be planted to help increase canopy cover in the local board area.

7. This report is seeking adoption of the Ōrākei Urban Ngahere 10-Year Action Plan (Attachment A).

8. The local board’s adoption of the action plan will set the direction for tree planting over the next 10 years and enable planning and preparation for the ‘growing’ phase to commence in June 2021.

9. It is recommended that the action plan is reviewed every three years to align with local board plan development.

10. The triennial review will update the board on planting progress and enable planning to be undertaken to maintain existing as well as highlighting next steps to further increase canopy cover.

11. Each year an annual planting plan, including site specific analysis, tree selection, soil and environmental condition analysis, will be prepared. The annual planting plan will require local board funding.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) adopt the Ōrākei Urban Ngahere 10 Year Action Plan.

b) request that Parks, Sport and Recreation staff review the Ōrākei Urban Ngahere 10-Year Action Plan every three years and provide a report updating the local board on progress of delivery of the action plan.

c) request that Parks, Sport and Recreation staff review the Ōrākei Urban Ngahere Action Plan implementation work programme annually and provide a report to the local board on the delivery of new tree plantings.

d) delegate authority to the Chairperson or the General Manager - Parks, Sport and Recreation, to make minor changes and amendments to the text and design of the Ōrākei Urban Ngahere (Forest) 10-year Action Plan’.

Horopaki

Context

12. In 2016 staff studied the extent of urban forest canopy coverage across Tāmaki Makaurau using information captured from an aerial flight using LiDAR survey technology.

13. A detailed tree canopy analysis report was developed by staff from the Research Investigation Monitoring Unit (RIMU) and a regional strategy was developed, which the Governing Body approved in October 2018.

14. The regional strategy’s objective is to increase regional tree canopy cover to 30 per cent, with no local board area having less than 15 per cent canopy cover by 2050.

15. Local boards’ role in reaching this target is to develop local implementation plans to address the canopy loss in their local board area. The local implementation plan has three stages: ‘knowing’, ‘growing’ and ‘protecting’.

16. The ‘knowing’ stage of this planning included analysis of the cover that currently exists across the local board area and a comparison of the net change over a three to five-year period. The percentage canopy cover analysis measures all vegetation on public and private land that is over three metres in height.

17. The Ōrākei Urban Ngahere (Forest) Analysis Report was approved by the local board on 19^th September 2019 (OR/2019/195). It found that the average tree canopy cover across the local board area was 20 per cent based on the findings of the 2013 LiDAR work.

18. The findings from the analysis report have been used to help inform development of the Ōrākei Urban Ngahere 10-Year Action Plan, providing guidance on how to redress the canopy loss.

19. The action plan will provide long-term direction on planting new trees across the local board area with a goal to increase overall tree canopy coverage.

20. Adoption and implementation of the action plan will lead to:

· planting of new specimen trees

· undertaking enrichment planting in local parks

· working with Auckland Transport to increase tree cover in the road corridor

· providing guidance and direction for community groups and council departments undertaking or organising community planting events.

21. Targets and areas to focus planting efforts are outlined in the action plan. Planting trees in these areas will increase canopy cover, establish or enhance ecological corridors for wildlife and provide shade for key areas in parks and reserves.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The action plan has been informed by findings from the canopy analysis report. Findings in the analysis report were based on a LiDAR survey that was completed in 2013.

23. A follow-up LiDAR survey was carried out in 2016-2018 and findings suggest a net decrease in canopy cover of 1 per cent in the local board area between 2013 and 2016. This equates to a net decrease in overall tree canopy coverage amounting to approximately 4.67 square hectares less tree canopy cover when compared to 2013. The overall net loss of canopy coverage took place on privately owned land mainly whilst there were some positive increases in tree coverage on publicly owned land.

24. The comparative findings are negative, revealing a net loss of larger trees and net overall coverage on privately owned land decreasing. Analysis of the 2018 data is still being finalised and will be reported to the local board in early June 2021.

25. Site assessments have been carried out to investigate suitable locations for planting new specimen trees based on the information in the analysis report. The primary areas of assessment were parks with playgrounds and local streets that could provide green corridor connections between local parks.

26. These investigations, along with extensive site visits and subject matter expert input, have helped to inform the proposed locations and set the target for planting that is outlined in the action plan.

27. The target for the local board is to maintain existing, and to increase, tree canopy cover in the road corridor and on public reserve land over a 10-year period. This will require the planting of at least one hundred and fifty large growing specimen trees annually. Doing this annually will increase overall tree canopy coverages on publicly managed land by 2030.

28. The adoption of the action plan and its implementation (over a 30-year period) will lead to incremental changes that will help work towards achieving above the regional target of 30 per cent canopy cover.

29. Staff have recommended a realistic target for the local board to work towards in the action plan. It is forecast that with small increases in new planting and decreases in tree removal year on year; the current 19 per cent cover is at least maintained with potentially an incremental increase as the new plantings mature over the next 10 years.

30. Reporting on implementation of the plan every three years aligns with local board plan development. This will enable the local board to review the target and planting strategy, plan for the next areas of planting and consider the allocation of budgets required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Implementation of the strategy and the action plan is an example of an integrated approach to help mitigate emissions, build resilience over the longer term and enable adaptation to the impacts of climate change to meet Auckland Council’s climate goals.

32. The strategy is identified as a key action in Te Tāruke-ā-Tāwhiri - Auckland’s Climate Plan 2020.

33. Increasing the stock of trees and vegetation in Tāmaki Makaurau will increase carbon sequestration and contribute towards reducing net greenhouse gas emissions.

34. Increasing trees and vegetation also provides various natural functions that assist with adaptation to the climate change impacts for humans and other species, such as:

· providing a shading and cooling effect to counter rising temperatures

· slowing and reducing stormwater runoff to assist in managing increased rainfall events

· improve air quality by trapping particulates and filtering vehicle pollutants

· providing additional habitat for indigenous species to occupy, enhancing their resilience to climate change impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Collaboration across Parks, Sport and Recreation (PSR), Infrastructure and Environmental Services (I&ES) and Community Facilities (CF) departments has been key to the development of the action plan.

36. CF staff has helped inform where the current maintenance and renewal programme for trees can be strengthened to improve the overall diversity and increase the extent of the tree canopy cover.

37. PSR staff will work with CF staff in developing the renewals programme to ensure an ongoing programme of tree renewal occurs to replace poor and ailing stock and to replant where dead, dying or diseased trees are removed.

38. Staff will continue to collaborate and develop a tree planting programme and implementation plan for the delivery of new tree plantings in the 2021 planting season and beyond.

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

Local impacts and local board views

39. The early draft action plan was workshopped with the local board on 10 September 2020. At the workshop board members were presented the draft plan and were asked to provide feedback.

40. The feedback received was analysed and incorporated into the updated version of the action plan that was workshopped with the local board on 4 March 2021. Feedback received at the workshop has been incorporated into the final draft of the action plan on attachment A to this report.

41. As directed by the local board in March, council staff have contacted and met with members of the Eastern Bays Songbird Project to provide detail on the programme and identify areas where cooperation may be possible.

Tauākī whakaaweawe Māori

Māori impact statement

42. The strategy was workshopped with mana whenua during its development in three workshops during 2017 and 2018. Feedback and views discussed at the hui helped to shape the final version of the strategy.

43. The use of native trees for all new tree planting is a strong view of mana whenua, and as such natives are the first choice for planting as outlined in the strategy. Native trees are also identified as the preference for planting in the action plan.

44. New tree plantings will benefit local Māori and the wider community by providing increased opportunities for access to nature and providing shade in the local park network.

45. Mana whenua will be updated in the coming months on the local implementation programme and will be engaged to support in providing tree planting advice and to provide a cultural narrative in the choice of species for local areas.

Ngā ritenga ā-pūtea

Financial implications

46. The adoption of the action plan will conclude the ‘knowing’ stage of the local board’s implementation of the strategy, which is funded by the Locally Driven Initiative (LDI) OPEX budget.

47. Delivery of the ‘growing’ stage will be funded by CAPEX from various budgets. These include LDI, Asset Based Services (ABS), the Natural Environment Targeted Rate (NETR) and the Mayor’s Million Trees budgets that are allocated by the Governing Body.

48. In 2021/2022 staff are proposing that the local board allocates $30,000 LDI CAPEX in the annual local board Community Facilities work programme for the delivery of the strategy. The adoption of the action plan will direct priorities for this funding and ensure the right trees are planted in the right place in the 2021/2022 planting season.

49. To ensure the target outlined in the action plan is met, it is recommended that LDI CAPEX is allocated annually to the local board’s Community Facilities annual work programme to continue planting new trees. The amount of funding required will be quantified annually based on priorities to advance new tree plantings.

50. LDI OPEX will be sought each year for development of site-specific plans, for board approval to enable delivery of the local board’s annual tree planting programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. The trajectory of loss of tree canopy cover across the Ōrākei Local Board area is expected to continue on private land as the area develops. New tree planting on public land is necessary to help offset these changes over the longer term.

52. Sufficient time is required to plan and prepare for planting. Should the local board not adopt the plan there is a risk that the ‘growing’ stage of the strategy will not be able to start in June 2021.

53. The 10-year action plan outlines a detailed ‘Planting Opportunities List’ to ensure the right tree is planted in the right place. Should the local board not adopt the action plan there is a risk that trees planted in 2021 will not be appropriate for their location.

54. There is a risk of poor maintenance of plants once they are in the ground. Adoption of the action plan will help mitigate this risk and enable staff to employ best practice tree planting and ongoing maintenance methods.

Ngā koringa ā-muri

Next steps

55. Following adoption of the action plan, annual planting plans will be completed that identify areas for planting in 2021, 2022 and 2023. These assessments will advise staff in CF, Auckland Transport and other delivery partners on priorities for the ‘growing’ stage.

56. Annual updates on the ‘growing’ stage will be reported to the local board. These reports will be provided by departments that are leading the tree planting and collated by Parks Sports and Recreation staff to enable high level reporting on total numbers of new trees planted.

57. In 2023, staff will review the strategy, report to the board on successes and challenges and recommend direction for planting and funding allocation for the following three years.

58. Once analysis of the 2018 data is complete the Ōrākei Urban Ngahere (Forest) Analysis Report 2019 will be updated with an addendum. Staff will seek adoption of the addendum by the local board in June 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Ōrākei Urban Ngahere 10 Year Action Plan (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Howell Davies - Senior Advisor - Urban Forest

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Trina Thompson - Local Area Manager

Ōrākei Local Board

15 July 2021

Approval of the Ōrākei Local Board Auckland Unlimited work programme 2021/2022

File No.: CP2021/09492

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōrākei Local Board Auckland Unlimited (AUL) work programme 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s AUL work programme and associated budgets for approval for delivery within the 2021/2022 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board has identified in the Ōrākei Local Board Plan 2020:

· Our town centres and local businesses are increasingly vibrant and prosperous.

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Young Enterprise Scheme Kick Start Days Sponsorship ($2000).

5. The proposed work programme has a total value of $2000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2021/2022 financial year.

6. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the Ōrākei Local Board Auckland Unlimited (AUL) work programme 2021/2022 (attachment A to the agenda report), which includes:

i) Young Enterprise Scheme Kick Start Days Sponsorship - $2,000.

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Ōrākei Local Board Plan 2020. The specific outcomes that are reflected in the work programme are:

· Our town centres and local businesses are increasingly vibrant and prosperous.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s AUL work programme 2021/2022 are detailed below. See Attachment A for further detail.

Young Enterprise Scheme Kick Start Days Sponsorship

10. The Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students.

11. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

12. The funding from the local board will support through sponsorship, the delivery of the overall YES program, including the Kick Start days in February 2022 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days are the first day students get to meet the Young Enterprise team, and find out about their 2022 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

15. The proposed AUL work programme has been considered by the local board in a series of workshops from December 2020 to May 2021. The views expressed by local board members during the workshops have informed the recommended work programme.

16. The activities in the proposed work programme align with the Ōrākei Local Board Plan 2020 outcomes specifically:

· People in our communities feel safe, engaged and connected

· A prosperous local economy supporting business growth and opportunity.

Tauākī whakaaweawe Māori

Māori impact statement

17. Table 1 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 1: Māori impact assessment of proposed activities

Activity name	Māori impact
Young Enterprise Scheme Kick Start Days	Young Enterprise Scheme Kick Start Days will support YES Māori students at participating schools to benefit from the experience and learnings from the YES

Ngā ritenga ā-pūtea

Financial implications

18. The proposed AUL work programme budget for 2021/2022 is $2000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

20. Table 2 shows the identified significant risks associated with activities in the proposed 2021/2022 work programme.

Table 2: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Young Enterprise Scheme Kick Start Days

There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.

To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.

Medium

21. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

22. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2022. Activity progress will be reported to the local board on a quarterly basis.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōrākei Local Board Auckland Unlimited (AUL) work programme 2021/2022	17

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager

Trina Thompson - Local Area Manager

Ōrākei Local Board

15 July 2021

New commercial lease to Sheko Limited (t/a Ferg's Kayaks) at The Landing, 8-12 Tamaki Drive, Ōrākei.

File No.: CP2021/09845

Te take mō te pūrongo

Purpose of the report

1. To grant a new commercial lease to Sheko Limited to use the former Coastguard building at The Landing, 8-12 Tamaki Drive, Ōrākei.

Whakarāpopototanga matua

Executive summary

2. The Landing is a publicly accessible triangular-shaped local park that accommodates various marine-related operators and activities. One operator is Fergs Kayaks, based at the former Coastguard building and the adjacent Pokanoa building, both located on the property's eastern edge.

3. Fergs Kayaks is a retailer and service provider operating from The Landing since circa 1999. They sell (and rent) kayaks, surf skis, stand-up paddleboards and related accessories and offer water sports lessons and tours to the local and broader community.

4. The previous lease expired on 2 October 2018, and while the council developed the 2013 concept plans projects, Fergs Kayaks occupied their premises on a month-by-month basis.

5. In October 2020, Fergs Kayaks applied to the council for a new lease for the premises at The Landing.

6. This report recommends that the Ōrākei Local Board grant Sheko Limited (T/A Fergs Kayaks) a new commercial lease to use the former Coastguard building.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) grant Sheko Limited a new commercial lease for the occupation of the former Coastguard building at The Landing, 8-12 Tamaki Drive, Ōrākei, subject to:

i) An initial term of five years, commencing on 1 July 2021

ii) A renewal term of five years

iii) A termination notice period of nine months if Auckland Council determines that the premises are required to develop The Landing.

iv) All other terms and conditions to be per the Auckland Council standard commercial lease template.

b) approve the interim use of part of the Pokanoa building by Sheko Limited for storage until completion of the Pathways to the Sea 2021 Concept Plan refresh or in circumstances where Auckland Council requires the building for development or for any other purpose.

Horopaki

Context

7. The Ōrākei Local Board is the allocated authority relating to local, recreation, sport, and community facilities, including leasing matters over parks and reserves within the local board area.

Land and building

8. The 3.209 hectares of land known as The Landing at 8-12 Tamaki Drive, Ōrākei, is legally described as Lot 1 DP 175464 and is contained in Record of Title NA108A/49.

9. By Gazette Notice 1997 In8580, the Ministry of Conservation vested Lot 1 DP 175464 in Auckland City Council in trust. The land is held under the Local Government Act 2002 for recreation purposes, and the Crown retains the underlying ownership.

10. Fergs Kayaks occupies two buildings located in the eastern corner of the land. The former Coastguard building and two-thirds of the single-level adjacent Pokanoa building.

11. The two-level former Coastguard building has a footprint of approximately 330m². It is assessed at being in average to poor condition (condition grade 4), commensurate with its age, location, construction method and usage. It also contains asbestos in the roofing material.

12. The Pokanoa building, used by Fergs Kayaks for storage, has a footprint of about 330m² and is in poor condition.

Lease

13. In December 2015, the Ōrākei Local Board resolved that Pānuku Development Auckland offer Sheko Limited a lease of the Coastguard Building for three years.

14. Auckland Council later (May 2016) granted a Deed of Lease with Sheko Limited that commenced on 2 October 2015 and expired on 2 October 2018.

15. Some time after the lease commenced, Sheko Limited entered an informal sub-lease arrangement with Auckland Sailing Club (ASC) to use part of the Pokanoa building for storage. ASC has subsequently relocated to the Akarana Marine Sports Charitable Trust (AMSCT) building. The future use of the Pokanoa building will be considered as part of the Pathways to the Sea 2021 Concept Plan refresh.

16. The 2016 Deed of Lease allows Sheko Limited to continue occupying the premises on a periodic tenancy beyond the expiry date. However, it also entitles Auckland Council to terminate the tenancy on three months' written notice, should Council require the premises for any purpose.

Tātaritanga me ngā tohutohu

Analysis and advice

New lease proposal

17. Sheko Limited will continue offering the same marine-related services and activities as currently offered for the proposed new lease term.

18. The new lease terms offer Sheko Limited the security to invest in or improve its offering to benefit the community.

19. The nine-month termination notice period gives Auckland Council time to plan and schedule projects that may emanate from the 2021 Concept Plan refresh.

Public notification

20. Auckland Council’s Public Law specialists advise that there is no statutory requirement to undertake public consultation before granting a lease with Fergs Kayaks. Their advice is on the basis that the proposed lease would not exclude or substantially interfere with the public's access to The Landing.

21. Notwithstanding the above, throughout recent stakeholder engagement sessions for The Pathways to the Sea 2021 concept plan refresh, there was strong support for the delivery of a multi-sport paddling centre as set out in 2013 plan for The Landing. Fergs Kayaks is identified, along with other stakeholder groups, as a user/occupier (of the paddling centre) in the concept plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. There is no impact on greenhouse gas emissions because the new lease continues an existing activity and does not introduce new sources of emissions.

23. Climate change has the potential to impact on the former Coastguard and Pokanoa buildings. Although they fall outside any flood plain or flood-prone area, the buildings fall within the 1-in-100-year coastal inundation zone, as shown in the aerial image below.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. Parks, Sports and Recreation (PSR) staff support the grant of a new lease to Fergs Kayaks on the basis that the operator provides members of the public, many with no experience, the opportunity to enjoy water-based recreation on the Waitematā Harbour and venture out to important cultural sites such as Rangitoto.

25. In addition, PSR staff support also the proposed termination notice period as it contributes to realising the outcomes envisaged in either the 2013, or refreshed 2021, Pathways to the Sea concept plan.

26. The proposed new commercial lease has no identified impact on other parts of the council group. Therefore, council-controlled organisations' views were not required to prepare the advice in this report.

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

Local impacts and local board views

27. The Ōrākei Local Board, at a workshop on 24 September 2020 expressed their support for a new lease to Sheko Limited.

28. The activities offered by Sheko Limited align with the activities contemplated in the 2013 concept plan for The Landing at Pokanoa Point, Okahu Bay, and the 2021 update (in draft) of that original concept plan.

29. In addition, the proposed lease supports the following Ōrākei Local Board Plan 2020 outcomes:

· Outcome three: All parks and open space areas are attractive and well-used places for both active and passive recreation

· Outcome one: Our communities are connected, engaged and resilient. The proposed lease provides social and recreational opportunities for the community to connect and enhance the value and appreciation of the coastal and marine environment.

Tauākī whakaaweawe Māori

Māori impact statement

30. Staff approached Ngāti Whātua Ōrākei for comment on the proposed lease to Sheko Limited, as part of The Landing's concept plan refresh engagement. They raised no concerns or objections.

Ngā ritenga ā-pūtea

Financial implications

31. The standard commercial lease template requires that each party pays its costs towards the negotiation and preparation of the lease.

32. Staff will obtain a new rental valuation of the building and premises to ensure a current market rental. The valuation costs will be borne by Community Facilities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. The nine-month lease termination notice period gives Auckland Council time to plan future projects, but the same notice period may prove challenging for Sheko Limited to secure alternative premises. Council will provide as much notice and be as flexible as possible with Sheko Limited if a lease termination is contemplated.

Ngā koringa ā-muri

Next steps

34. Subject to local board approval, staff will obtain a market rental valuation of the property and conclude a lease with Sheko Limited.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ferg's Kayaks - Plan showing the location of the two building footprints	25

Ngā kaihaina

Signatories

Author

Jeremy Fourie - Commercial Property Manager

Authorisers

Taryn Crewe - Acting General Manager Community Facilities

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	Quotations for Rabbit Pellets and Hire Equipment	29

Ōrākei Local Board

15 July 2021

Draft proposal to make a new Signs Bylaw

File No.: CP2021/09852

Te take mō te pūrongo

Purpose of the report

1. To seek support on the draft proposal to make a new Auckland Council and Auckland Transport Ture ā-Rohe mo nga Tohu 2022 / Signs Bylaw 2022 and associated controls before it is finalised for public consultation.

Whakarāpopototanga matua

Executive summary

2. To enable the local board to decide whether to support a proposal to make a new signs bylaw and associated controls, staff have prepared a draft proposal.

3. The draft proposal is the culmination of decisions by the Regulatory Committee and Board of Auckland Transport on the review of the current Signage Bylaw 2015. These decisions were made at meetings to consider the review’s findings in June 2020 and options in October 2020 and April 2021 and provided direction on the content of the draft proposal.

4. The draft proposal would continue to enable council to manage the problems signs can cause in relation to nuisance, safety, misuse of public places^{^[1]}, the Auckland transport system and environment.

5. The main draft proposals in comparison to the current bylaws about signs are to:

· combine the current Signage Bylaw 2015 and Election Signs Bylaw 2013

· increase the current portable sign prohibited area to cover the entire City Centre Zone

· increase the maximum area of flat wall-mounted signs in the Heavy Industry Zone to 6m2 (currently 2.88m2 for sale of a property and 5m2 for goods, services or events)

· retain the intent of the rules in the current bylaws (unless otherwise stated) in a way that is up to date and more certain

· use a bylaw structure, format and wording more aligned to the Auckland Unitary Plan and current council drafting standards.

6. Staff recommend that the local board support the draft proposal.

7. There is a reputational risk that the draft proposal or the local board’s support do not reflect the views of people in their local board area. This risk would be partly mitigated by the opportunity for the local board to provide views on public feedback prior to a final decision.

8. Local board support on the draft proposal will help develop a proposal for the Regulatory Committee to recommend to the Governing Body and for the Board of Auckland Transport. Public consultation is scheduled for September and October, deliberations for March 2022 and a final Governing Body and Board of Auckland Transport decision for April 2022.

Ngā tūtohunga

Recommendation/s

That the Local Board:

a) support the draft Statement of Proposal in Attachment A of this agenda report to make a new Auckland Council and Auckland Transport Ture ā-Rohe mo nga Tohu 2022 / Signs Bylaw 2022 and associated controls for public consultation.

Horopaki

Context

The draft proposed Bylaw and controls regulate most signs in Auckland

9. The draft proposed new Auckland Council and Auckland Transport Ture ā-Rohe mo nga Tohu 2022 / Signs Bylaw 2022 and associated controls seek to manage the problems signs can cause in relation to nuisance, safety, misuse of public places, Auckland transport system and environment.

10. The draft proposed new bylaw and controls:

· would continue to provide for signs related to activities on the same property as long as they meet certain conditions for their design, construction and duration of display

· would continue to limit signs unrelated to the day-to-day activities on the land it is located (for example signs on footpaths)

· would continue to provide more opportunities to display signs about elections, polls and referendums during an election period that would not normally be allowed

· would continue to be enforced by the Licencing and Regulatory Compliance unit using a graduated compliance model (information / education / enforcement)

· would remain part of a wider regulatory framework[2]

· must be adopted using a public consultative process and commence before 28 May 2022 to avoid a regulatory gap (the Signage Bylaw 2015 expires on 28 May 2022).

The proposal is the outcome of a statutory review of the current signage bylaw

11. The Regulatory Committee (committee) and Board of Auckland Transport (board) requested staff commence the process to make a new bylaw and controls following a statutory review of the Auckland Council and Auckland Transport Signage Bylaw 2015 (refer diagram below).

2015 Signage Bylaw review process

12. Staff have prepared a draft proposal to implement the decision of the committee and board (Attachment A). The draft proposal includes the reasons and decisions which led to the proposed new bylaw and controls and provides a comparison between the current bylaws and the proposed new bylaw and controls.

The local board has an opportunity to provide its views on the draft proposal

13. The local board has an opportunity to support the draft proposal in Attachment A by resolution to the Regulatory Committee and the Board of Auckland Transport before it is finalised for public consultation.

14. The board could support the draft proposal for public consultation, recommend changes or defer comment until after it has considered public feedback on the proposal.

Tātaritanga me ngā tohutohu

Analysis and advice

The draft proposal improves how council manages signs in Auckland

15. The draft proposal makes a new bylaw and controls about signs to better manage the problems signs can cause in relation to nuisance, safety, misuse of public places, Auckland transport system and environment.

16. The table below summarises the main proposals in comparison to the current bylaws:

Main proposals	Reasons for proposals
· To make a new bylaw and associated controls that combine the current Signage Bylaw 2015 and Election Signs Bylaw 2013. · The current bylaws will be revoked.	· reduce confusion from having two bylaws about signs. · clarify intention to provide more opportunities to display election signs during pre-election periods than would otherwise be allowed for a sign that does not relate to activities on the property.
· To increase the current portable sign prohibited area to cover the entire City Centre Zone.	· prioritise the area for pedestrians and place-making activities. · remove potential safety risks, nuisance and clutter. · improve accessibility for mobility and vision-impaired pedestrians.
· To increase the maximum area of flat wall-mounted signs in the Heavy Industry Zone to 6m².	· allow more visible display of information in an area which has a larger built form and a lower priority on amenity values. (current maximum is 2.88m² for sale of a property and 5m² for goods, services or events on a property).
· To retain the intent of the rules in the current bylaws (unless otherwise stated) in a way that is up to date and more certain.	· retain the effect of rules considered to still be appropriate. · ensure rules are current, clear, and easier to understand and comply with.
· To use a bylaw structure, format and wording more aligned to the Auckland Unitary Plan and current council drafting standards.	· ensure rules are easier to understand and comply with. · comply with current council bylaw drafting standards. · assist future reviews of the Auckland Unitary Plan in relation to the most appropriate distribution of sign rules.

The draft proposal complies with statutory requirements

17. The draft new bylaw and controls has been prepared in accordance with statutory requirements to:

· help manage the problems signs can cause in relation to nuisance, safety, misuse of public places, the Auckland transport system and environment

· use a structure, format and wording that are easier to read, understand and comply with than the current bylaws about signs and meet current council bylaw drafting standards

· be authorised by statute, not be repugnant to other legislation, or be unreasonable

· not give rise to any implications and not be consistent with the Bill of Rights Act

· not be inconsistent with other Acts, regulations and bylaws (refer footnote 2).

Staff recommend the local board support the draft proposal

18. Staff recommend that the local board consider whether to support the draft proposal by resolution to the Regulatory Committee and Board of Auckland Transport.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. There are no implications for climate change arising from this decision.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The draft proposal impacts the operations of several council departments and council-controlled organisations. This includes Auckland Council’s Licencing and Regulatory Compliance Unit and Parks, Sports and Recreation Department, Auckland Unlimited, Panuku and Auckland Transport.

21. Relevant staff are aware of the impacts of the draft proposal and their implementation role, and the proposal is being developed jointly with Auckland Transport.

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

Local impacts and local board views

22. The draft proposal impacts local governance, for example it regulates signs about community events and signs on local facilities and parks.

23. Representative local board views were provided in April 2021 through a joint working group established by the Regulatory Committee and Board of Auckland Transport.^{^[3]} Group members unanimously supported a new bylaw and controls that would be more aligned to the Auckland Unitary Plan and provided suggestions on the detailed content of the Bylaw.^{^[4]}

24. The Regulatory Committee and Board of Auckland Transport considered these views on 20 April 2021 (REG/2021/20) (29/04/2021:18). The committee and board directed staff to draft a new bylaw and controls. Group suggestions on detailed content have been considered in preparing the draft proposal.

25. This report gives the local board an opportunity to provide its support on the draft proposal by resolution to the Regulatory Committee and Board of Auckland Transport.

26. The local board will have further opportunity to provide its views to a Bylaw Panel on how the Panel should address matters raised in public feedback to the proposal related to its local board area.

Tauākī whakaaweawe Māori

Māori impact statement

27. The proposal contributes to the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and the Auckland Plan 2050’s Māori Identity and Wellbeing outcome by supporting Māori who want to make their businesses uniquely identifiable and visible.

28. The proposal also helps protect all people living in Tāmaki Makaurau from the potential harms and nuisances that signs can cause.

29. People identifying as Māori presented views during the 2015 signage bylaw review. This feedback primarily identified ways to improve inappropriate signage standards. The draft proposal addresses those views by clarifying and updating standards.

30. Staff will engage with mana whenua and mataawaka during the public consultative process to ensure Māori are able to provide their views on the proposal.

Ngā ritenga ā-pūtea

Financial implications

31. There are no financial implications to the local board for any decisions to support the draft proposal for public consultation. The Governing Body and the Board of Auckland Transport will consider any financial implications associated with public notification at a later date.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The following risk has been identified:

If...	Then...	Mitigation
The draft proposal or the local board’s support do not reflect the view of people in the local board area.	There may be negative views about council’s process to develop the proposal.	The local board will have an opportunity to consider any public feedback and provide its formal views to a Bylaw Panel on how the Panel should address the matters raised in the feedback prior to the final decision being made.

Ngā koringa ā-muri

Next steps

33. Staff will present a proposal and any local board support to the Regulatory Committee and Board of Auckland Transport in August 2021.

34. If at any time a joint bylaw is not able to progress, Auckland Council will continue to progress a bylaw for sign-related matters it is responsible for.

35. If the Governing Body of Auckland Council and the Board of Auckland Transport decide to proceed with a joint bylaw, the subsequent steps include public consultation, local board views on public feedback, Bylaw Panel deliberations and a final decision by the Governing Body of Auckland Council and Board of Auckland Transport (refer to the diagram in Context).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Draft proposal for new signs bylaw and controls	37

Ngā kaihaina

Signatories

Authors

Victor Faletutulu - Graduate Policy Advisor

Steve Hickey - Policy Analyst

Authorisers

Paul Wilson - Senior Policy Manager

Trina Thompson - Local Area Manager

Ōrākei Local Board

15 July 2021

PDF Creator

Ōrākei Local Board

15 July 2021

Joint CCO Engagement Plan 2021-2022

File No.: CP2021/09744

Te take mō te pūrongo

Purpose of the report

1. For the local board to adopt its Joint Council-Controlled Organisations (CCO) Engagement Plan 2021-2022.

Whakarāpopototanga matua

Executive summary

2. The review panel for the independent review of Auckland Council’s substantive council-controlled organisations presented its findings to the Governing Body and local board chairs in August 2020. All 64 recommendations were adopted.

3. Recommendations 6, 34, and 53 were designated as those that CCOs would work with local boards to implement. Recommendation 34 (b) of the 2020 CCO Review advised the preparation of joint CCO engagement plans for each local board.

4. A template for the joint engagement plan has been developed in conjunction with local board members and CCO staff over the last six months. While it will be signed, it will be a live document that will be updated as required.

5. Workshops have been held at all 21 local boards with CCO staff. Local boards have provided their views on CCO delivery and engagement in their area, and the degree of engagement they expect for each project or programme, both for the local board and for the community.

6. These discussions have formed the basis of the Joint Engagement Plan 2021-2022 that is provided as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) adopt the Joint Engagement Plan 2021-2022 as agreed between the local board and Auckland Council’s substantive Council-Controlled Organisations: Auckland Transport, Auckland Unlimited, Panuku Development Auckland, and Watercare

b) note that the Joint Engagement Plan is a live document that will be updated as needed, with changes reported to the local board each quarter.

c) authorise the chair of the local board to sign this agreement on behalf of the local board, in conjunction with representatives from the four CCOs.

Horopaki

Context

7. In November 2019, the Governing Body approved the draft terms of reference for an independent review of Auckland Council’s substantive council-controlled organisations (CCOs) (GB/2019/127).

8. These terms of reference required the independent review panel to consider whether CCOs were an efficient and effective model for delivering services, and whether the CCO decision-making model had enough political oversight, public transparency and accountability.

CCO Review Findings

9. The independent panel presented the findings of the CCO Review to the Governing Body and local board chairs on 11 August 2020.

10. The review made 64 recommendations noting that the recommendations should be considered as a package. On 27 August 2020, the Governing Body resolved to agree in principle all of the review’s recommendations (GB/2020/89).

11. Local boards provided input to the CCO Review by:

· participating in the CCO Review process

· providing feedback on the final report to the Governing Body in August 2020.

12. The 64 recommendations were divided up into categories of work:

· those to be implemented by the council’s chief executive

· those the council’s chief executive would work with CCO chief executive(s) to implement

· those that the Panuku Development Auckland board would consider and report back on

· those that CCOs would work with local boards to implement; this last group includes recommendations 6, 34, and 53.

13. Recommendation 34 was that CCOs and local boards reset how they engage with one another, by means of:

a) a workshop to develop a more meaningful way for CCOs and local boards to work together

b) the preparation of joint CCO engagement plans for each local board

c) more initiative by local boards in integrating their own planning with CCO planning

d) liaison between CCOs and local boards at a more senior level so CCOs can quickly remedy local board concerns

e) the preparation of joint CCO six-monthly reports for each local board

f) the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

14. This report focusses on activities undertaken to deliver part (b) of recommendation 34, the preparation of a joint CCO engagement plan for each local board.

Tātaritanga me ngā tohutohu

Analysis and advice

Developing a joint CCO engagement plan template

15. Prior to the 2020 CCO Review, the Governance Manual for substantive council-controlled organisations set the expectation that each CCO would prepare a local board engagement plan every three years, by 31 July following local board elections, and report to local boards accordingly. These engagement plans were created separately by the five CCOs, and were generic across all 21 local boards.

16. Recommendation 34 (b) of the 2020 CCO Review advised the preparation of joint CCO engagement plans for each local board.

17. A template for the joint engagement plan has been developed iteratively over the last six months, with input from Auckland Council, Auckland Transport, Auckland Unlimited, Panuku Development Auckland, and Watercare staff.

18. The template includes:

· CCO responsibilities

· local board commitments

· local board plan outcomes and objectives

· names of local board members and staff from the CCOs and local board services

· leads and/or delegations in place

· an overview of the IAP2 Public Participation Spectrum that is used to indicate the degree of engagement in each project

· work programme tables for each CCO.

19. The sections on CCO responsibilities and local board commitments have largely been imported from previous engagement plans, or directly from the Governance Manual.

20. Local board plan outcomes and objectives have been included to ensure these are front and centre when CCOs are working with local boards.

21. While directly addressing recommendation 34(a), the joint engagement plan also addresses other elements of recommendation 34 as follows:

· documents key contacts, including senior CCO representatives of the organisation well placed to quickly respond to and resolve local concerns (34d)

· gives local boards the opportunity to highlight projects likely to be most significant to them as governors, and contributes to a “no surprises” environment

· the process of developing, agreeing and documenting levels of engagement for each project or programme is the first step towards ensuring the communication of clear, up-to-date information from CCOs to local boards on projects in their area (34f).

22. This template was shared with local boards for feedback via the Chairs’ Forum (December 2020 and May 2021) and via a memo in May 2021.

23. It will be used for the 2021 financial year, with feedback from this 2021 process taken into account and any necessary changes incorporated for future years.

A workshop to develop a more meaningful way for CCOs and local boards to work together

24. In delivering parts (a) and (b) of recommendation 34, staff have linked the two outcomes together and supported local boards and CCOs to customise the content of each local board’s engagement plan via a joint workshop.

25. Staff from the four CCOs have attended joint workshops facilitated by Local Board Services at each of the 21 local boards between May and July 2021.

26. These workshops have provided local boards with the opportunity to share their views on CCO delivery and engagement in their area. They included an outline of each CCO’s work programme relating to the local area, and local boards have provided their views on the degree of engagement they expect for each project or programme.

27. The local board also indicated their preference for whether and how community engagement is undertaken for each project.

Customised engagement plans

28. The discussions that took place at the joint workshops are reflected in the customised version of the engagement plan provided for this local board as Attachment A.

29. This plan represents a point in time, and will be subject to change over the course of the year. It is a “live document” that will be updated when needed. Major changes to the CCO work programme, or to the agreed level of local board and public engagement, will be workshopped with the local board ahead of any change. Minor changes will be summarised and reported on each quarter.

30. Work programme items that will be confirmed with the formal adoption of the Long-term Plan 2021-2031 (LTP) will be included as they become available. This includes items from the Economic Development Action Plan, and the Regional Land Transport Plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. The adoption of the Joint Engagement Plan 2021-2022 between the local board and Auckland Council’s substantive Council-Controlled Organisations does not have a direct impact on climate.

32. Each CCO must work within Te Taruke-a-Tawhiri: Auckland's Climate Action Framework and information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Adopting the Joint Engagement Plan 2021-2022 is likely to have a positive impact on other parts of the council as well as between the respective CCOs within each local board area.

34. These plans will be shared with the integration teams that implement local board work programmes, and will give council staff greater visibility of CCO work programmes.

35. To avoid or reduce disruption, staff will align the processes for the local board work programme and the updating of the CCO engagement plans over time.

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

Local impacts and local board views

36. Local board engagement plans will enable local boards to customise engagement between CCOs and communities in their areas, by signalling those issues and projects which are of most significance within their communtiies.

37. Local boards provided input to the CCO Review by:

· participating in the CCO Review process

· providing feedback on the final report to the Governing Body in August 2020.

38. Local boards have been kept up to date on the development of the engagement plan template via:

· input and feedback at December 2020 Chairs’ Forum

· update at May 2021 Chairs’ Forum

· a memo to all local board members in May 2021.

Tauākī whakaaweawe Māori

Māori impact statement

39. Adopting the Joint Engagement Plan 2021-2022 is likely to have a positive impact on local engagement with mana whenua and mataawaka.

40. While both CCOs and local boards have engagement programmes with Māori, the engagement plan will allow a more cohesive and coordinated approach to engagement, with more advance planning of how different parts of the community will be involved.

Ngā ritenga ā-pūtea

Financial implications

41. The adoption of the Joint Engagement Plan 2021-2022 between the local board and Auckland Council’s substantive Council-Controlled Organisations does not have financial impacts for local boards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. It is likely that there will be changes made to work programme items in the engagement plan during the year, or to the level of engagement that the board or the community will have. This risk is mitigated by ensuring that the document states clearly that it is subject to change, contains a table recording changes made since it was signed, and will be re-published on the local board agenda quarterly, to ensure public transparency.

Ngā koringa ā-muri

Next steps

43. With the engagement plans completed for all 21 local boards, staff will develop a reporting framework that best responds to the type of projects and the level of engagement to which local boards and CCOs have agreed.

44. CCOs will work with local boards to ensure that any major changes to the work programme or to engagement levels are workshopped with the board, and well documented.

45. Minor changes will be noted within the live document and shared with the local board each quarter.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Ōrākei Local Board Joint CCO Engagement Plan 2021-2022 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Kat Ashmead, Senior Advisor Operations and Planning, Local Board Services

Authorisers

Louise Mason - GM Local Board Services

Trina Thompson - Local Area Manager

Ōrākei Local Board

15 July 2021

Resource management system reform: Natural and Built Environment Bill exposure draft submission

File No.: CP2021/09943

Te take mō te pūrongo

Purpose of the report

1. To provide information on Auckland Council’s upcoming submission on the Natural and Built Environments Act exposure draft and invite local board input.

Whakarāpopototanga matua

Executive summary

2. The Government is undertaking comprehensive reform of the Resource Management Act (RMA).

3. Cabinet has agreed to the repeal and replacement of the RMA with three pieces of legislation: a Natural and Built Environments Act, a Spatial Planning Act, and a Managed Retreat and Climate Change Adaptation Act.

4. The first area of focus is the proposed Natural and Built Environments Bill. Key aspects of this have been released in an exposure draft which will form the basis of a select committee inquiry. Submissions on to the inquiry close on 4 August 2021.

5. The Natural and Built Environments Bill and Spatial Planning Bill are likely to be introduced in early 2022 and are expected to be in place by early 2023.

6. Auckland Council will make a submission on the Bill and local board input into that submission is sought, closing on 26 July 2021.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) provide feedback on the Natural and Built Environments Act exposure draft for inclusion in the Auckland Council submission, noting that feedback is required by the close of business on 26 July 2021.

Horopaki

Context

Resource management system reform

7. The Government is undertaking comprehensive reform of the resource management system.

8. The first stage of this reform was a review which started in 2019 by The Resource Management Review Panel (the Panel). The Panel reported back to the Minister for the Environment in June 2020 in its report New Directions for Resource Management in New Zealand. The report set out a proposed future resource management system, including indicative drafting of legislation for key provisions.

9. Through this the council arrived at various positions through its submission to the Panel which staff will use to guide submission development on the next stages of reform.

10. After receiving the Panel’s report, Cabinet decided to proceed with Resource Management Act reform largely modelled on the Panel’s recommendations.

11. Cabinet agreed to the following objectives for reform:

· protect and where necessary restore the natural environment, including its capacity to provide for the wellbeing of present and future generations

· better enable development within environmental biophysical limits including a significant improvement in housing supply, affordability and choice, and timely provision of appropriate infrastructure, including social infrastructure

· give effect to the principles of Te Tiriti o Waitangi and provide greater recognition of te ao Māori, including mātauranga Māori

· better prepare for adapting to climate change and risks from natural hazards, and better mitigate emissions contributing to climate change

· improve system efficiency and effectiveness, and reduce complexity, while retaining appropriate local democratic input.

12. Cabinet agreed to the repeal and replacement of the RMA with three pieces of legislation (names may be subject to change):

· The Natural and Built Environments Act (NBA) to provide for land use and environmental regulation (this would be the primary replacement for the current RMA)

· The Strategic Planning Act (SPA) to integrate with other legislation relevant to development (such as the Local Government Act and Land Transport Management Act) and require long-term regional spatial strategies

· The Managed Retreat and Climate Change Adaptation Act (CAA) to enable and address issues associated with managed retreat and funding and financing adaptation.

13. It is intended that the NBA and SPA be introduced to Parliament in by early 2022, with their passage through the house likely to take around a year.

The NBA exposure draft and Select Committee Inquiry Process

14. This exposure draft of the NBA has been released to enable early public engagement on some aspects of the proposed legislation and inform the development of the final bill. This will be conducted through a select committee inquiry.

15. The purpose of the inquiry is to provide feedback on the extent to which the provisions in the exposure draft of the Natural and Built Environments Bill will support the resource management reform objectives stated in paragraph 10.

16. The scope of the select committee inquiry is limited to:

· matters covered by the exposure draft or in the support material

· collating a list of ideas for making the new system more efficient, more proportionate to the scale and/or risks associated with given activities, more affordable for the end user, and less complex, compared to the current system.

17. There are many aspects of the final NBA which are not in the exposure draft. The council will have an opportunity to submit on these matters when the final NBA bill is introduced in early 2022. These matters include:

· process to develop the National Planning Framework

· consenting

· existing use rights

· allocation of resources, and economic instruments

· compliance, monitoring and enforcement

· water conservation orders

· heritage orders

· designations

· subdivision

· transitional provisions

· provision for urban design, including urban tree cover

· the function and roles of Ministers and agencies, as well as regional councils and territorial authorities in the system.

18. The inquiry is open for public submission with a closing date of 4 August 2021. The select committee will report back to the Minister for the Environment by 18 October 2021.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of the Natural and Built Environments Act exposure draft

19. The exposure draft contains the proposed clauses relating to:

· key definitions

· purpose and related provisions (including the concept of Te Oranga o te Taiao)

· Te Tiriti o Waitangi

· environmental limits including their purpose and key requirements

· environmental outcomes which the National Planning Framework and all Natural and Built Environments Plans must promote

· implementation principles

· aspects of the Natural and Built Environments Plans (NBEPs) including what they are to contain and the nature of the committees which are proposed to develop them. These plans would take place at a regional level and replace current land use environmental plans e.g. the Auckland Unitary Plan.

· aspects of the National Planning Framework (NPF) including what outcomes must be covered by it, and the mechanism for its development. This framework would replace the current system of national direction (e.g. National Policy Statements and National Environmental Standards).

20. A parliamentary paper is also provided that provides rationale for the clauses in the exposure draft.

Purpose and related provisions

21. The exposure draft proposes the purpose of the act as to enable:

· Te Oranga o te Taiao to be upheld, including by protecting and enhancing the natural environment

· people and communities to use the environment in a way that supports the well-being of present generations without compromising the well-being of future generations.

22. In this context the concept Te Oranga o te Taiao is suggested to incorporate:

· the health of the natural environment

· the intrinsic relationship between iwi and hapū and te taiao

· the interconnectedness of all parts of the natural environment

· the essential relationship between the health of the natural environment and its capacity to sustain all life.

23. According to the support material Te Oranga o te Taiao is intended to be connected to, and supported within, other NBA provisions that provide for the better alignment of the relationship management to Te Tiriti o Waitangi and te ao Māori. This includes environmental outcomes and implementation principles.

24. Wellbeing is defined to encompass the four well-beings, and the environment is defined to include the natural environment as well as people and communities and the built environment they create.

25. The proposed purpose largely aligns with the council’s submission to the Panel.

Principles of Te Tiriti o Waitangi

26. The exposure draft’s proposed Principles of Te Tiriti o Waitangi clause requires that any person exercising functions or powers under that act must give effect to the principles of te Tiriti o Waitangi. This is stronger than the current RMA equivalent which requires the principles to be taken into account. The proposed clause reflects the council’s submission to the Panel.

27. The supplementary information states that it is intended that the NBA would contain direction and guidance as to how this clause is to be implemented. This could be an area for feedback in the council’s submission.

Environmental limits

28. Environmental limits prescribe the minimum standards of the system to protect the ecological integrity of the natural environment and/or human health.

29. Limits (either in terms of a minimum state or the maximum allowable harm of stress permitted) are required for air; biodiversity, habitats, and ecosystems; coastal waters; estuaries; freshwater; and soil. These limits could be different for different locations or circumstances.

30. Limits can be either qualitative or quantitative and will be either prescribed through the NPF or through NBEPs.

31. The exposure draft’s clauses relating to environmental limits largely align with council’s submission in the matters it covered and the requirement for a precautionary approach.

Environmental Outcomes

32. These outcomes must be promoted by the National Planning Framework and all Natural and Built Environments Plans.

33. Given their importance in the new system the proposed outcomes in the draft exposure draft will be a key focus for council’s submission.

34. They cover outcomes related to:

· the quality of air, freshwater, coastal waters, estuaries, and soils

· ecological integrity

· outstanding natural features and landscapes

· areas of significant indigenous vegetation and significant habitats of indigenous fauna

· access and character of the coast, lakes, rivers, wetlands, and their margins

· the relationship of iwi and hapū, and their tikanga and traditions, with their ancestral lands, water, sites, wāhi tapu, and other taonga

· the mana and mauri of the natural environment

· cultural heritage, including cultural landscapes

· protected customary rights

· greenhouse gas emissions

· urban areas

· housing supply

· rural areas

· infrastructure services

· natural hazards and climate change.

35. These outcomes go further than the current RMA’s equivalent (matters of national importance and other matters) particularly by including the mana and mauri of the natural environment, cultural landscapes, climate change mitigation, urban areas and housing supply, rural areas, and provision of infrastructure services.

Key clauses for the National Planning Framework

36. The NPF will include and replace existing forms of national direction and combine their existing functions and powers. This approach was supported by council’s submission to the Panel.

37. Its purpose will be to provide integrated direction on matters of national significance or where consistency nationally or across parts of New Zealand would be desirable.

38. The NPF will:

· prescribe environmental limits or enable plans to do so

· set out provisions directing the following outcomes: the quality of air, freshwater, coastal waters, estuaries, and soils; ecological integrity; outstanding natural features and landscapes; areas of significant indigenous vegetation and significant habitats of indigenous fauna; greenhouse gas emissions; urban areas; housing supply; rural areas; infrastructure services; and natural hazards and climate change

· contain provisions to help resolve conflicts relating to the environment, including conflicts between or among any of the environmental outcomes.

39. In doing the above it must include strategic goals such as the vision, direction, and priorities for the integrated management of the environment within the environmental limits; and how the well-being of present and future generations is to be provided for within the relevant environmental limits.

40. The NPF may also include provisions on any other matter that accords with the purpose of the national planning framework.

41. The process for the preparation of the NPF is not provided in the exposure draft. The supporting material suggests that this could take several forms such as a board of inquiry or independent panel with a simplified process for less significant matters, or there could be a standing independent body to maintain consistency and integration.

42. The support material states that the eventual process is intended to provide for:

· a role for iwi, hapū and Māori that gives effect to the principles of Te Tiriti

· effective and proportionate public consultation

· appropriate evidence and technical expertise including mātauranga Māori, and independent advice

· opportunities for early engagement with decision-makers, including local government

· robust evaluation and analysis

· consideration of the precautionary approach, integrated management, cumulative effects, and the purpose of the Act.

43. The support material acknowledges the need for further work to determine the role for iwi, hapū and Māori in the process and substance of the NPF.

Implementation principles

44. The exposure draft contains placeholder language on the principles that people who are in involved in the system must follow.

45. The current principles cover integrated management of the environment; kawa, kaitiakitanga, and mātauranga Māori; public participation; participation by iwi and hapū; authority and responsibility of each iwi and hapū to protect and sustain the health and well-being of te taiao; cumulative effects; and the precautionary approach.

Key clauses for the Natural and Built Environments Plans

46. Cabinet agreed that regulatory planning be conducted at a regional level through a single plan. This would see around 14 plans created nationally and would be similar in nature to the current Auckland Unitary Plan (AUP) which combines the functions of regional and district plans. Plans would be subject to an independent hearings panel (IHP) process in line with the development of the AUP.

47. The exposure draft proposes that the purpose of plans would be to further the purpose of the Act by providing a framework for the integrated management of the environment in the region that the plan relates to.

48. The supplementary information makes it clear that the government is still considering the best approach to plan preparation and decision making. In the absence of a clear policy preference the exposure draft adopts the Panel’s approach of permanent bodies made up of one member from each local authority of the region, a number of mana whenua representatives, and one representative of the Minister of Conservation reflecting their interests in relation to the Coastal Marine Area.

49. The supplementary material sets out the following matters relating to committees where they are seeking specific feedback:

· size and scope of the committees (e.g. whether all councils are represented, whether the size of the committee varies by region, proportionality of membership between central and local government and mana whenua, and whether there is an optimal size for efficiency)

· local authority membership (e.g. whether there are elected members, experts or officials, and the selection method)

· mana whenua membership (e.g. selection method and the approach to representation)

· number of local authorities and mana whenua members (e.g. whether the same in all regions for all issues)

· how the planning committee secretariat will be funded (noting the Panel’s recommended approach was for local authorities to fund the secretariat)

· legal status of planning committees.

50. The exposure draft is silent on who would chair these planning committees and method of appointment. The panel recommended that these committees would be fully autonomous meaning their decisions would not be subject to further approval from local authorities, with local authorities able to submit on the plans to the IHP.

51. There may be some matters for which local authorities would also carry out local planning for, although the exposure draft is not clear on these matters or the process for doing this.

System efficiencies

52. The support material includes a list of examples of how the system could be more efficient and less complex. The select committee is invited to add to this list and council could provide suggestions as part of its submission.

Further material

53. The exposure draft and support material can be found here: https://environment.govt.nz/publications/natural-and-built-environments-bill-parliamentary-paper-on-the-exposure-draft/

54. Further information and summary documents on resource management system reform can be found here: https://environment.govt.nz/what-government-is-doing/areas-of-work/rma/resource-management-system-reform/

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. The proposed decisions this report seeks are procedural and do not have any direct impacts on climate change.

56. The Panel’s report paper acknowledges addressing climate change challenges as being a key consideration in future-proofing our resource management system.

57. A reformed resource management system is expected to significantly impact Auckland Council’s roles and responsibilities as Auckland prepares for and is more adapted to the effects of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. Relevant council departments and Council Controlled Organisations have been identified and contributions will be sought from them in developing the council group’s response to the NBA exposure draft.

59. The potential impacts on the council group and activities will become clearer once the NBA, SPA, and CAA are introduced in bill form.

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

Local impacts and local board views

60. Local board views are being sought during the development of council’s submission and will be reported back to the Planning Committee. Local board resolutions will be included as part of council’s submission.

Tauākī whakaaweawe Māori

Māori impact statement

61. The decisions this report seeks do not directly impact on Māori, however both the resource management system review and specific issues likely to be covered in the NBA exposure draft are likely to be of significant interest to and have a significant impact on Māori.

Ngā ritenga ā-pūtea

Financial implications

62. The submission can be developed within existing budget provision and as part of business-as-usual central government advocacy activity.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. No risks related to the local board input into this process have been identified.

Ngā koringa ā-muri

Next steps

64. Local board resolutions on the NBA exposure draft will be included in the Auckland Council submission on this matter.

65. The NBA exposure draft is likely to be introduced in early July with an expected submission period of four weeks.

66. The SPA and NBA are likely to be introduced in December 2021 or early in 2022 and their progress through the house is likely to take around a year. This will include the usual opportunity to submit to the select committee.

67. The CAA will be introduced at some point in the first half of 2022 and will also involve a select committee submission opportunity.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Mark Macfarlane - Senior Policy Advisor

Authorisers

Louise Mason - GM Local Board Services

Helgard Wagener - Acting Policy and Planning Manager

Trina Thompson - Local Area Manager

Ōrākei Local Board

15 July 2021

Eke Panuku Development Auckland - Ōrākei Local Board Six-Monthly Report to 31 March 2021

File No.: CP2021/06721

Te take mō te pūrongo

Purpose of the report

1. To update the Ōrākei Local Board on Eke Panuku Development Auckland (Eke Panuku) activities within the local board area and the region, for the period from 1 September 2020 to 31 March 2021.

2. This report is for information only and no decision-making is required.

3. This report covers our urban regeneration programme in relation to the local board area from 1 September 2020 to 31 March 2021.

4. It also includes information on property management, purchases and sales in relation to the local board area, which Eke Panuku undertakes on behalf of Auckland Council.

5. Please note that this report is for seven months. This is to align future reports with other Eke Panuku reporting cycles.

Whakarāpopototanga matua

Executive summary

6. This report is a record of events for the Ōrākei Local Board area during the stated period.

7. Eke Panuku is supporting the urban regeneration in the Ōrākei Local Board area through the development of council-owned property such as the completion of the Ōrākei Community Centre on 1 October 2020, the construction of a community centre in Meadowbank, transit-oriented development being progressed in conjunction with Auckland Transport on council-owned land in the Ōrākei Basin, and delivering the agreed outcomes for the car park at 6 Clonbern Road, Remuera.

8. While Eke Panuku is an urban regeneration agency, its other function within the Ōrākei Local Board area is to manage properties owned by Auckland Council.

9. Eke Panuku currently manages 15 leases in the Ōrākei Local Board area.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the Eke Panuku Development Auckland - Ōrākei Local Board Six-Monthly Report to 31 March 2021.

b) note that the report is for information only and no decision-making is required.

Horopaki

Context

10. Eke Panuku Development Auckland is the council-controlled organisation that delivers urban regeneration in Tāmaki Makaurau (Auckland). Urban regeneration is the planning of neighbourhoods and the improvement of buildings and spaces to strengthen communities and the economy to make it an even better place to live.

11. Our city is facing rapid growth. Quality development is required to accommodate this growth and to ensure people love and can afford to live in Auckland. We imagine a city of strong neighbourhoods. We work across many neighbourhoods throughout our city from large, long-term urban regeneration plans to small projects on specific sites to meet the needs of the city’s long-term growth - including more types of homes people can afford. We work alongside the locals, other parts of the council and businesses to regenerate our city in ways that benefit both our local communities and Auckland as a whole.

12. We deliver returns for the council, and at the same time, we ensure our assets contribute positively to the neighbourhoods of Tāmaki Makaurau. We manage around $2.4 billion of land and buildings owned by the Auckland Council.

13. In the period 1 September 2020 to 31 March 2021, we continued our urban regeneration programme across the region, brought a $22.8m return to the council via property management, purchased six properties on behalf of the group, and sold nine properties as part of either our neighbourhood regeneration or as directed by Auckland Council.

Tātaritanga me ngā tohutohu

Analysis and advice

Service Property Optimisation – Ōrākei Local Board area

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

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

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

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

Meadowbank Community Centre

18. The plans for the redevelopment of the Meadowbank community centre are progressing well. The essential design outcomes have been agreed upon between parties. The council’s Regional Service Planning, Investment and Service and Asset Planning Team is satisfied that the agreed concept design plan will deliver the service requirements to the community.

Ōrākei Community Centre

19. The fit-out of the Ōrākei Community Centre was completed on 1 October 2020.

Urban regeneration – Ōrākei Local Board area

Transit-oriented developments

20. This is a joint programme between Auckland Transport and Eke Panuku which seeks to increase density and intensification around transport nodes and provide the Auckland region with additional housing supply and a range of housing typologies.

21. The objectives are to increase density and intensification around transport nodes, increase public transport patronage, active modes and safe access and future proof for imminent strategic transport requirements. The programme also seeks to achieve strong urban regeneration and urban design outcomes, increase housing supply and delivery a range of housing typologies as a priority. It will release capital / latent value from the park and ride sites, and enable the ability to partner with developers capable of delivery.

22. Eke Panuku and Auckland Transport are progressing development opportunities for the aggregated council-owned land in the Ōrākei basin adjoining the Ōrākei train station park and ride.

23. Auckland Transport and Eke Panuku continue to collaborate on a co-governance model for the programme to define each organisation's respective roles and responsibilities, along with the Ōrākei site-specific transport requirements.

Clonbern Road carpark

24. In the Ōrākei Local Board area, Eke Panuku staff are progressing the implementation of a development strategy for the Clonbern Road car park at 6 Clonbern Road, Remuera following the council’s decision that the asset is no longer required for transport infrastructure or service purposes. The development strategy seeks to fulfil strategic car parking provision requirements and optimise development outcomes for Remuera town centre. Geotech work begun in October 2020 is now completed, safety works, including the installation of a safety barrier and boundary fence, were completed on-site following the demolition of the car park structure.

84-100 Morrin Road, St Johns

25. Following a limited contestability sales process, Eke Panuku is currently working with a preferred development partner to assess and agree the extent and method of site remediation. Once remediation is agreed upon, it is expected that the developer will deliver high-quality medium density housing on a majority of the site.

26. A portion of the site will be retained to protect and enhance Te Tauoma also known as Purchas Hill.

78 Merton Road

27. The proposed relocation of the BMX track at 78 Merton Road is being assessed. The requirements for retaining the BMX track on part of the site are now being reviewed.

Property management and properties of Ōrākei Local Board interest

28. Eke Panuku manages 15 leases in the Ōrākei Local Board area.

29. The Ōrākei Local Board has expressed interest in updates on properties within the Eke Panuku property portfolio. The table below provides an update on matters of significance for the reporting period:

Property	Status
3-5 Tāmaki Drive, Ōrākei	Mini-golf site. A new two-year lease has been approved by Ōrākei Local Board and expires 1 August 2022. The local board is working with council on options to reinstate the site to a park, hence only a two-year lease was approved by the board.
Liston Park/Abbotts Way	Vodafone and Spark have telco towers on-site, new terms approved by the local board.
Former Mission Bay Bowling Club, 6A Nihill Cres/9 Tagalad Road	This 5083m2 property is made up of two sites containing a vacant bowling club green and buildings. The sites were acquired separately by the former Auckland City Council in 1933 and 1998. Both sites are treated as reserves subject to the Reserves Act 1977. Following the bowling club ceasing its occupancy in 2016, the council’s Community Facilities department requested that Eke Panuku take over the management of this site. Council’s Parks, Sports and Recreation staff recently assessed this property to determine its suitability for a future use and Community Facilities staff have undertaken a condition assessment of the building located on the property. Eke Panuku continues to manage this site pending council decision making and mandate about the future use.

Acquisitions

30. Eke Panuku has purchased no properties on behalf of Auckland Council departments in the Ōrākei Local Board Area during the reporting period 1 September 2020 to 31 March 2021.

Disposals

31. On behalf of the Auckland Council, Eke Panuku sells properties that are no longer required by the Auckland Council group for service use.

32. The decision to sell these properties is made by Auckland Council’s Governing Body with advice from its finance team.

33. Eke Panuku does not have a decision-making role in the sale of properties that are surplus to the council’s requirements.

34. The role of Eke Panuku is to provide property transaction services. Proceeds from these sales are returned to Auckland Council to be reinvested in council services.

35. Work is underway on the following properties which have been approved for sale :

Property	Status
22 Tahapa Crescent	A community hall no longer fit for purpose; the site was approved for sale by the Ōrākei Local Board in 2018 as part of the Meadowbank service property optimisation project.

36. There were no unconditional agreements reached in the Ōrākei Local Board Area during the reporting period.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. The Eke Panuku Priority Location programmes support the regeneration of existing town centres while also addressing climate mitigation and adaptation.

38. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Our priority locations are transport-oriented communities that utilise existing infrastructure and transport links and we seek to make local walking and cycling safe and viable alternatives to the private vehicle. Eke Panuku has also adopted a Homestar-6 minimum standard to ensure we can reduce energy, water and landfill waste. We are working to adopt similar standards for our public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

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

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

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

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

· Initiatives to build community resilience.

40. In October, the Eke Panuku executive team agreed to a work programme of priority actions to help Eke Panuku deliver on the council’s sustainable procurement objectives which Eke Panuku has adopted. Targeting these objectives will help further leverage the economic, social and environmental benefits of Eke Panuku urban regeneration projects and the products and services we procure as a business. Implementation of these priority projects has commenced which focus on embedding sustainable procurement into Eke Panuku procurement processes and systems, including the inclusion of climate considerations into procurements for capital works and renewals.

41. The Eke Panuku Climate Change Strategy was adopted by the Eke Panuku Board in November. The strategy guides how Eke Panuku will support the implementation of Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. Eke Panuku cannot achieve its vision alone. Our complex operating environment means we need the expertise of others. Therefore, building and maintaining strong relationships and partnerships, and working together with others in general, is an ongoing focus for us.

43. Eke Panuku Development Auckland works collaboratively with other Auckland Council departments, council controlled organisations (CCOs) and Crown agencies to deliver joined-up urban regeneration in our neighbourhoods.

44. Impacts and views are considered both on a programme and project level for the neighbourhoods we work in, to maximise community outcomes.

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

Local impacts and local board views

45. Any local or sub-regional impacts are considered on a programme and project basis.

46. Eke Panuku regularly engages with local boards on its projects and programmes within local board areas.

Tauākī whakaaweawe Māori

Māori impact statement

47. Eke Panuku supports the aspirations described in the Auckland Plan 2050.

48. Eke Panuku has worked closely with our mana whenua partners to understand their priorities in Tāmaki Makaurau. Mana whenua have shared their top five aspirations with Eke Panuku. Below is a summary:

· Governance: We involve mana whenua in transparent decision-making.

· Culture: We will increase our practice of kaitiakitanga (by all) and increase the visibility of Māori identity and culture in our projects.

· Economic: We will create more commercial investment, procurement, and engagement opportunities for Māori.

· Social: We will foster a sense of community and connectedness and help enhance the well-being of Māori here in Tāmaki Makaurau.

· Natural environment: We will work together to ensure we are working towards significant improvements to te mauri o te taiao.

49. Eke Panuku continues to make progress on the Eke Panuku Mana Whenua Outcomes Framework actions and presented a six-month status report to mana whenua in February 2021.

50. Eke Panuku has achieved 36/40 significant initiatives in the 2020-2021 financial year. Highlights include the numerous whakawātea with our mana whenua partners to celebrate significant milestones to build the stage for the 2021 America’s Cup.

51. Following the Emergency Budget 2020/2021, Eke Panuku is still working with mana whenua to identify potential development and disposal opportunities. Eke Panuku has invited mana whenua to register commercial interests in properties Eke Panuku is preparing to dispose of on the market.

52. Eke Panuku has started a pilot programme focused on growing the capability of young leaders to enable placemaking activities. The programme, He Pia He Tauira, has hosted several wānanga with tauira to prepare for upcoming activities.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

55. This report must be received to meet the requirements of the Local Government Act 2002.

Ngā koringa ā-muri

Next steps

56. The next six-monthly report will cover the period from 1 April 2021 to 30 September 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Joanna Glasswell - Head of Corporate Affairs

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	Ōrākei Local Board Chairman and Board report - July 2021	199

No.	Title	Page
a ⇩	Governance Forward Work Calendar - July 2021	209

[1] For example, local parks, reserves, civic spaces, footpaths and roads.

[3] Local board representatives were Margie Watson (Albert-Eden Local Board) and Mike Turinsky (Howick Local Board)

[4] Suggestions included: retaining the current size of signs advertising commercial sexual services in non-residential areas as there is insufficient evidence to justify a change; requiring council event signs to meet the Bylaw’s standards; clarifying requirements for landowner approval and the definition of community event; clarifying how election signs are regulated between parliamentary and local elections, and within and outside of the election period..

Chairperson	Mr Scott Milne, JP
Deputy Chairperson	Troy Elliott
Members	Troy Churton
	Colin Davis, JP
	Sarah Powrie
	Margaret Voyce
	David Wong, JP

No.	Title	Page
a ⇩	Ōrākei Local Board workshop record - 3 June 2021	215
b ⇩	Ōrākei Local Board workshop record - 10 June 2021	217

Author	Kim Lawgun - Democracy Advisor
Authoriser	Trina Thompson - Local Area Manager