I hereby give notice that an ordinary
meeting of the Parks, Arts, Community and Events Committee will be held on:
|
Date:
Time:
Meeting Room:
Venue:
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Thursday, 11
November 2021
10.00 am
This meeting
will be held remotely and can be viewed on the Auckland Council
website: https://councillive.aucklandcouncil.govt.nz/
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Kōmiti Whakarite Pārae, Mahi
Toi, Hapori, Kaupapa / Parks, Arts, Community and Events Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr Alf Filipaina
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Deputy Chairperson
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Cr Dr Cathy Casey
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Members
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Cr Josephine Bartley
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IMSB Member Tony Kake
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Deputy Mayor Cr Bill Cashmore
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Cr Tracy Mulholland
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Cr Fa’anana Efeso Collins
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Cr Daniel Newman, JP
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Cr Pippa Coom
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Cr Greg Sayers
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Cr Linda Cooper, JP
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Cr Desley Simpson, JP
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Cr Angela Dalton
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Cr Sharon Stewart, QSM
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Cr Chris Darby
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Cr Wayne Walker
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Cr Christine Fletcher, QSO
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Cr John Watson
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Mayor Hon Phil Goff, CNZM, JP
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Member Glenn Wilcox
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Cr Shane Henderson
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Cr Paul Young
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Cr Richard Hills
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(Quorum 11 members)
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Maea Petherick
Kaitohutohu Mana Whakahaere Matua /
Senior Governance Advisor
8 November 2021
Contact Telephone: (09) 890 8136
Email: maea.petherick@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Terms of Reference
Responsibilities
This committee deals with the development and monitoring of
strategy, policy and action plans associated with community, social and
cultural activities. The committee will establish an annual work programme
outlining key focus areas in line with its key responsibilities, which include:
·
The Southern Initiative and The Western Initiative
·
sports and recreation, including parks and reserves
·
community facilities and community services
·
acquisition of property relating to the committee’s
responsibilities and in accordance with the LTP
·
grants for regional events, arts and cultural and heritage
organisations, indoor sports and leisure and for the regional community
development programme
·
economic development
·
arts and culture
·
community safety
·
community engagement
·
community development
·
homelessness
·
working with the six demographic advisory panels to give
visibility to the issues important to their communities and help effect change
·
working with the Auckland Domain Committee to give visibility to
the issues important to the Domain and to help effect change.
Powers
(i) All
powers necessary to perform the committee’s responsibilities, including:
(a) approval of a
submission to an external body
(b) establishment
of working parties or steering groups.
(ii) The
committee has the powers to perform the responsibilities of another committee,
where it is necessary to make a decision prior to the next meeting of that
other committee.
(iii) If
a policy or project relates primarily to the responsibilities of the Parks,
Arts, Community and Events Committee, but aspects require additional decisions
by the Planning Committee and/or the Environment and Climate Change Committee,
then the Parks, Arts, Community and Events Committee has the powers to make
associated decisions on behalf of those other committee(s). For the avoidance
of doubt, this means that matters do not need to be taken to more than one of
these committees for decisions.
(iv) The
committee does not have:
(a) the
power to establish subcommittees
(b) powers
that the Governing Body cannot delegate or has retained to itself (section 2).
Code of conduct
For information relating to Auckland
Council’s elected members code of conduct, please refer to this link on
the Auckland Council website - https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/elected-members-remuneration-declarations-interest/Pages/elected-members-code-conduct.aspx
Exclusion of the
public – who needs to leave the meeting
Members of the public
All members of the public must leave the
meeting when the public are excluded unless a resolution is passed permitting a
person to remain because their knowledge will assist the meeting.
Those who are not members of the public
General principles
·
Access to confidential information is managed on a “need to
know” basis where access to the information is required in order for a
person to perform their role.
·
Those who are not members of the meeting (see list below) must
leave unless it is necessary for them to remain and hear the debate in order to
perform their role.
·
Those who need to be present for one confidential item can remain
only for that item and must leave the room for any other confidential items.
·
In any case of doubt, the ruling of the chairperson is final.
Members of the meeting
·
The members of the meeting remain (all Governing Body members if
the meeting is a Governing Body meeting; all members of the committee if the
meeting is a committee meeting).
·
However, standing orders require that a councillor who has a
pecuniary conflict of interest leave the room.
·
All councillors have the right to attend any meeting of a
committee and councillors who are not members of a committee may remain,
subject to any limitations in standing orders.
Independent Māori Statutory Board
·
Members of the Independent Māori
Statutory Board who are appointed members of the committee remain.
·
Independent Māori Statutory Board
members and staff remain if this is necessary in order for them to perform
their role.
Staff
·
All staff supporting the meeting (administrative, senior
management) remain.
·
Other staff who need to because of their role may remain.
Local Board members
·
Local Board members who need to hear the matter being discussed
in order to perform their role may remain. This will usually be if the
matter affects, or is relevant to, a particular Local Board area.
Council Controlled Organisations
·
Representatives of a Council Controlled Organisation can remain
only if required to for discussion of a matter relevant to the Council Controlled
Organisation.
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Parks, Arts,
Community and Events Committee
11 November
2021
|
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ITEM TABLE
OF CONTENTS PAGE
1 Apologies 7
2 Declaration of
Interest 7
3 Confirmation
of Minutes 7
4 Petitions 7
5 Public Input 7
5.1 Senior Advisory Panel - adoption of the
Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau / Auckland
Action Plan 7
5.2 Age Concern Auckland Incorporated -
adoption of the Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki
Makaurau / Auckland Action Plan. 8
6 Local Board
Input 8
6.1 Local Board Input: Albert-Eden Local Board
- Indicative Business Case: maintaining aquatic provision in Albert-Eden 8
7 Extraordinary
Business 9
8 Summary of
Parks, Arts, Community and Events Committee Information - updates, memos and
briefings - 11 November 2021 11
9 Proposed land
exchange Taniwha Reserve and Maybury Reserve, Glen Innes 31
10 Dedication of road reserve
as road - 173R Browns Road Manurewa 51
11 Regional Community
Development Grants 2021/2022 59
12 Community Facilities
Network Plan Action Plan progress report 69
13 Sport and Recreation
Facilities Investment Fund 2021/2022 107
14 Te Pūrongo a Te
Kaunihera o Tāmaki Makaurau Ngā Huanga Māori 2020-2021: Auckland
Council Group Māori Outcomes Report 2020-2021 117
15 Te Kete Rukuruku site
selection - Māori Naming of Regional Parks 165
16 Progress update:
Implementing the recommendations from the Community Occupancy Guidelines review 183
17 Tāmaki tauawhi
kaumātua - Age-friendly Tāmaki Makaurau / Auckland Action Plan 195
18 Indicative Business Case:
maintaining aquatic provision in Albert-Eden 283
19 Consideration of
Extraordinary Items
1 Apologies
An apology from
Cr R Hills has been received.
2 Declaration
of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
3 Confirmation
of Minutes
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That the Parks, Arts, Community and Events Committee:
a)
confirm the ordinary minutes of its meeting,
held on Thursday, 9 September 2021, as a true and
correct record.
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4 Petitions
At the close of
the agenda no requests to present petitions had been received.
5 Public
Input
Standing Order
7.7 provides for Public Input. Applications to speak must be made to the
Governance Advisor, in writing, no later than one (1) clear working day
prior to the meeting and must include the subject matter. The meeting
Chairperson has the discretion to decline any application that does not meet
the requirements of Standing Orders. A maximum of thirty (30) minutes
is allocated to the period for public input with five (5) minutes
speaking time for each speaker.
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5.1 Senior
Advisory Panel - adoption of the Tāmaki Tauawhi Kaumātua-
Age-friendly Tāmaki Makaurau / Auckland Action Plan
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Te take mō te pūrongo
Purpose
of the report
1. Senior
Advisory Panel Co-Chairs, Claire Dale and Gayle Marshall will address the
committee supporting the adoption of the Tāmaki Tauawhi Kaumātua- Age-friendly
Tāmaki Makaurau / Auckland Action Plan.
|
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Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) receive
the public input from Senior Advisory Panel Co-Chairs, Claire Dale and Gayle
Marshall and thank them for attending the meeting.
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5.2 Age
Concern Auckland Incorporated - adoption of the Tāmaki Tauawhi
Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan.
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Te take mō te pūrongo
Purpose
of the report
1. Kevin
Lamb, on behalf of Age Concern Auckland Incorporated, will address the
committee supporting the adoption of the Tāmaki Tauawhi
Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan.
|
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Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) receive
the public input from Age Concern Auckland Incorporated and thank Kevin Lamb
for attending the meeting.
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6 Local
Board Input
Standing Order
6.2 provides for Local Board Input. The Chairperson (or nominee of that
Chairperson) is entitled to speak for up to five (5) minutes during this
time. The Chairperson of the Local Board (or nominee of that Chairperson)
shall wherever practical, give one (1) day’s notice of their wish
to speak. The meeting Chairperson has the discretion to decline any
application that does not meet the requirements of Standing Orders.
This right is
in addition to the right under Standing Order 6.1 to speak to matters on the
agenda.
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6.1 Local
Board Input: Albert-Eden Local Board - Indicative Business Case: maintaining
aquatic provision in Albert-Eden
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Te take mō te pūrongo
Purpose
of the report
1. Albert-Eden
Chair, Margi Watson will address the committee regarding the Indicative
Business Case: maintaining aquatic provision in Albert-Eden.
|
|
Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) receive
the Albert-Eden Local Board Input regarding the Indicative Business Case: maintaining
aquatic provision in Albert-Eden.
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7 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.”
|
Parks, Arts,
Community and Events Committee
11 November
2021
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Summary
of Parks, Arts, Community and Events Committee Information - updates, memos and
briefings - 11 November 2021
File No.: CP2021/10356
Te take mō te
pūrongo
Purpose of the report
1. To
note the progress on the forward work programme appended as Attachment A.
2. To
receive a summary and provide a public record of memoranda, workshop and
briefing papers that may have been held or been distributed to the Parks, Arts,
Community and Events Committee’s (PACE) since 9 September 2021.
Whakarāpopototanga matua
Executive summary
3. This
is regular information-only report which aims to provide public visibility of
information circulated to committee members via memo or other means, where no
decisions are required.
4. The
following papers/memos were circulated to members:
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Date
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Subject
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07/09/2021
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Tāmaki tauawhi
kaumātua - Draft Age-friendly Tāmaki Makaurau Action Plan
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20/09/2021
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Connected
Communities Library Service Update at COVID Alert Level 3
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21/09/2021
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I Am Auckland –
Youth Employment
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28/10/2021
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Click and Collect services
for Auckland Libraries at Alert Level 3, Step 1
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29/10/2021
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Sport and Recreation
Facilities Investment Fund
|
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5/11/2021
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Connected Communities
Service Offering Update
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5. The
following workshops/briefings have taken place:
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Date
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Workshop/briefing
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15/9/2021
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CONFIDENTIAL: Regional
Parks Management Plan Review: Land Classification and hot topics
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22/9/2021
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Draft
Ngā Hapori Momoho | Thriving Communities Strategy
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29/9/2021
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CONFIDENTIAL: Regional
Parks Management Plan Review: Policies
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6. These
documents can be found on the Auckland Council website, at the following link: http://infocouncil.aucklandcouncil.govt.nz
· at
the top of the left page, select meeting “Park, Arts, Community and
Events Committee” from the drop-down tab and click ‘view’;
· under
‘attachments’, select either the HTML or PDF version of the
document entitled ‘extra attachments’.
7. Note
that, unlike an agenda report, staff will not be present to answer
questions about the items referred to in this summary. Committee
members should direct any questions to the authors.
|
Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) note
the progress on the forward work programme appended as Attachment A to the
agenda report
b) receive
the summary of Parks, Arts, Community and Events Committee Information
– updates, memos and briefings – 11 November 2021.
|
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
|
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a⇩
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Forward Work Programme
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13
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b
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MEMO: Connected Communities Library Service Update at
COVID Alert Level 3 (Under Separate Cover)
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c
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MEMO: Tāmaki Tauawhi Kaumātua - Age Friendly
Tāmaki makaurau Draft Action Plan (Under Separate Cover)
|
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d
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MEMO: I Am Auckland - Youth Employment (Under
Separate Cover)
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e
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MEMO: Click and Collect services for Auckland
Libraries at Alert Level 3, Step 1 (Under Separate Cover)
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f
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MEMO: Sport and Recreation Facilities Investment Fund
– funding round (Under Separate Cover)
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g
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MEMO: Connected Communities Service Offering Update
(Under Separate Cover)
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|
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h
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WORKSHOP: Draft Ngā Hapori Momoho | Thriving
Communities Strategy (Under Separate Cover)
|
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Ngā kaihaina
Signatories
|
Author
|
Maea Petherick - Kaitohutohu Mana Whakahaere Matua /
Senior Governance Advisor
|
|
Authoriser
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Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
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Kōmiti
Whakarite Parae, Mahi Toi, Hapori, Kaupapa / Parks, Arts, Community and Events Committee
Forward Work Programme 2021
This committee deals with the
development and monitoring of strategic policies and action plans associated
with regional parks, libraries, arts, communities and events.
The full terms of reference can be found
here: Auckland Council Governing Body Terms of
Reference
This committee meets bi-monthly
commencing in March 2021
|
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Area of work
and Lead Department
|
Reason for work
|
Committee role
(decision and/or direction)
|
Expected timeframes
Highlight the month(s) this is expected to
come to committee in 2021
|
|
|
no meeting
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Mar
|
No meeting
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May
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No meeting
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Jul
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No meeting
|
Sept
|
No meeting
|
Nov
|
No meeting
|
2022
|
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Sport and Recreation Strategic
Action Plan and Parks and Open Spaces Strategic Action Plan
Parks, Sports and Recreation
|
Status report on implementation plan
|
Update: implementation and progress update with the Parks and Open Spaces
Strategic Action Plan update
|
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The Sport & Recreation
Facility Investment Fund
Parks, Sports and Recreation
|
Purpose of the fund is the allocate
$120 million over ten years to support the development of regional and
sub-regional sport and recreation facilities across Auckland.
|
Decision: funding allocation approval for 2021/2022
|
|
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November
|
|
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Golf Investment Plan
Community and Social Policy
|
Council’s strategic approach to
outcomes, priorities and investment in golf.
|
Decision: a draft investment plan
Workshop next steps
|
|
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x
|
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x
|
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Active Recreation Investment and
Visitor Experience
Community and Social Policy
|
Councils strategic approach to
outcome, priorities and investment for active walking, cycling, waterways and
visitor experience on open space, parks, and regional parks
|
Decision: on scope and phasing
|
|
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Regional Parks Management Plan Review
Regional Service Planning, Investment
and Partnerships
|
Statutory review of the omnibus
regional parks’ management plan
Reports:
·
Regional Parks Management
Plan - approval to notify intent to prepare new plan
|
Decision: consider and approve scope, phasing and engagement approach
Progress to date:
Public notification of discussion
paper for consultation 20 August 2020 - link
to decision
Information Memorandum – Regional Parks Management
Plan
15 October 2020 - link
to memo
Information Memorandum – Regional Parks Management
Plan
11 March 2021 - link
to memo
|
|
|
|
|
|
|
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November
|
|
|
|
|
|
|
Economic Development
|
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Community and Social Innovation
update
Community and Social Innovation
|
Provide an update on both the The
Southern Initiative and The Western Initiative approach, priorities and
achievements.
Update will be provided by memo.
|
Inform: Strategic direction regarding both the Southern
Initiative and the Western Initiative approach to social and community
innovation in South Auckland and West Auckland.
|
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x
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|
|
|
|
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|
Social, Community, Cultural Services and
Infrastructure
|
|
Facility Partnerships Policy
Implementation
Regional Service Planning, Investment
& Partnerships
|
Update and approval of facility partnership
opportunities progressed through the application of the Facility Partnerships
Policy
|
Consider:
|
|
|
|
|
|
x
|
|
|
|
|
|
|
|
|
Graffiti Prevention Action Plan
Regional Service Planning, Investment
& Partnerships
(Arts Community & Events)
|
A regional, integrated approach to
preventing graffiti vandalism was confirmed through the 2012 Auckland
Graffiti Vandalism Prevention Plan.
This approach has been reviewed and
updated in 2019, in the context of a refreshed approach to prevention and
enforcement and an acknowledgment of the significant success of the rapid
removal methodology.
|
Decision: on the strategic direction
|
|
|
|
|
|
|
|
|
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|
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Homelessness
Regional Service
Planning, Investment & Partnerships
Connected Communities
&
Community & Social Policy
|
Implementing position and role on
homelessness
Reports:
·
Implementing a cross-sectoral approach to homelessness
|
Decision: on council commitment and implementation action.
Progress to date:
June 2020 – deferred to August
Endorsement of the Kia Whai Kāinga Tātou Katoa
(Auckland’s regional cross-sectoral homelessness plan) Strategic
Framework
20 August 2020 - link
to decision
Information Memorandum: Update on COVID19 and post-COVID19 support
for people who are homeless
20 August 2020 - link
to memo
Information Memorandum: A Night Shelter in Auckland
15 October 2020 - link
to memo
Information Memorandum: Snapshot Homelessness Statistics
13 May 2021 -
link to memo
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Safe Communities
Connected Communities
|
In February 2019 the Community
Development and Safety Committee endorsed the draft application (COM/2019/2), and Auckland became and accredited Safe
Community in May 2019. This is now in operation through the Safety Collective
Tamaki Makaurau I Auckland of which Auckland Council is a member.
|
Decision: On strategic direction. The committee will be asked to consider
and endorse the work of the Safety Collective since Safe Communities Accreditation was achieved in mid-2019.
Consider: Committee-police regular engagement via this committee.
Progress to date:
20 August 2020 deferred to October 2020
Information Memorandum: The Safety Collective
20 August 2020 - link
to memo
Public Input from the Safety Collective Tamaki Makaurau
15 October 2020 - link
to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Event Fund Grants
Allocation
Regional Service Planning, Investment
& Partnerships
(Arts, Community & Events)
|
Regional Events grants
2019/20 Round 2 - 2020/21 Round 1
Two rounds per year
The two annual funding rounds held in recent years
have been combined into one round for the 2020/2021 year
Reports:
·
Regional Event Fund Grants Allocation
2019/2020 - Round Two, Strategic Priorities
·
Regional Event Fund Grants Allocation 2020/2021
|
Decision: Funding allocations for the regional event
fund 2019/2020 round two and 2020/2021 round one for approval.
Progress to date:
Grant allocations for 2019/2020 Regional Event Fund round
two
13 February 2020 - link to decision
Report June 2020 – deferred to August
Grant allocations for the 2020/2021 Regional Event Grant Programme
20 August 2020 - link
to decision
|
|
|
|
|
|
September
|
|
ü
|
|
|
|
|
|
|
Regional
Arts & Culture Grants
Regional Service Planning, Investment
& Partnerships (Arts, Community & Events)
|
Regional Arts & Culture grants
2019/20 Round 2
2020/21 Round 1
Two round per year
Reports:
·
Regional Arts and Culture grant allocation: Round two
2019/2020
·
ACE regional contestable grants priorities FY 20/21
·
Regional Arts and Culture
grant allocation 2020/2021
|
Decision: Funding allocations for the regional arts
and culture fund 2019/2020 round two and 2020/2021 round one for approval.
Progress to date:
2019/2020 Regional Arts and Culture grants
programme
20 August 2020 - link to decision
2020/2021 Regional Arts and Culture grants programme
10 December 2020 - link to decision
Information Memorandum – to provide and update on
the outcomes achieved by the Regional Arts and Culture grants programme
2019/2020
13 May 2021 – link to memo
Presentation: an overview on outcomes of funding received
through the Regional Arts and Culture grants programme round two 2019/2020.
13 May 2021 – link to decision
|
|
|
|
|
|
|
|
ü
|
|
|
|
|
|
|
Regional Community Development
Grants
Regional Service Planning, Investment
& Partnerships
Connected Communities
|
Regional Community Development grants
2019/2020 – one round per year
Reports:
·
Regional Community Development grants 2019/2020
·
Regional Community Development grants 2020/2021
|
Decision: Funding allocations for the regional
community development fund for approval.
Progress to date:
Allocations for the Regional Community
Development grants 2019/2020
13 February 2020 - link
to decision
Allocations for the Regional Community
Development grants 2020/2021
10 December 2020 - link
to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Arts & Culture Work Programme
FY22
Regional Service Planning, Investment
& Partnerships
|
To present the Arts & Culture work
programme for approval for FY22.
This will include public art outside
the city centre.
Note: public art within the city centre
will be considered by the Planning Committee.
|
Decision: approval of Arts & Culture Work Programme
Progress to date
Seek approval of the 2021/2022 Arts and
Culture Regional Work Programme
8
July 2021 – link
to decision
|
|
|
|
|
|
ü
|
|
|
|
|
|
|
|
|
Regional Events Work Programme
FY22
Regional Service Planning, Investment
& Partnerships
|
To present the regional events work
programme for FY22
July 2021
|
Regional Events Work Programme
FY22
Regional Service Planning, Investment
& Partnerships
|
|
|
|
|
|
sept
|
|
x
|
|
|
|
|
|
|
Implementation of improvements
resulting from the review of the Community Occupancy Guidelines 2012
Community & Social Policy
|
The committee resolved that staff
report back on the implementation of approved improvements resulting from the
review of the Community Occupancy Guideline 2012.
|
Decision: current state review and agree next steps
|
|
|
|
sept
|
|
|
|
nov
|
|
|
|
|
|
|
Intercultural Cities Network
Community & Social Policy
|
Consideration of a proposal to join
the Intercultural Cities Network to support implementation and monitoring of
progress on ‘Inclusive Auckland’ actions.
|
Decision: Consider and decide whether Auckland should be a member of the
network
No scope approved
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
WHO Age Friendly City
Community & Social Policy
|
To develop an Age-friendly plan for Auckland
and join the WHO Age-Friendly Cities and Communities Network
|
Decision: on the Age-friendly plan to join the WHO Age-Friendly Cities and Communities
Network
Progress to date:
Update on the Age-friendly Auckland Project,
Tāmaki tuawhi kaumatua
15 October 2020 - link
to memo
|
|
|
|
|
|
x
|
|
|
|
|
|
|
|
|
Thriving Communities Plan Refresh
Community & Social Policy
|
To implement the improvements
identified in the 2018 Thriving Communities Status report including a refresh
of the Thriving Communities Plan
|
Direction approve draft plan for public consultation
Progress to date:
Update elected members on key findings from community
engagement we have undertaken to inform the refresh of the Thriving
Communities Plan
8 July 2021 - link
to memo
|
|
|
|
|
|
|
|
|
|
February 2022
|
|
|
|
|
I am Auckland Implementation and
Evaluation Plan monitoring
Community & Social Policy
|
Annual implementation and evaluation
report
|
Direction: approve three year status review
|
|
|
|
|
|
|
|
ü
|
|
|
|
|
|
|
Grant Policy Monitoring
Community & Social Policy
|
Audit of the application of the
Grants Policy
|
Decision: on audit results
2022
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Toi Whitiki / Arts and Culture
Strategic Action Plan Strategy?
Community and Social Policy
|
Review of progress made on Toi
Whitiki strategy. What has been achieved, what is working well and what needs
to change to improve investment and outcomes.
|
Decision: approve current state review and agree next steps
|
|
|
|
|
|
|
|
ü
|
|
|
|
|
|
|
Mt Albert Pool Indicative Business
Case
Community and Social Policy
|
Indicative Business Case approved for
preparation.
|
Decision: approve preferred option
|
|
|
|
|
|
|
|
november
|
|
|
|
|
|
|
Smokefree Update Report
Community and Social Policy
|
Smokefree report back is due
|
Decision: approve priorities for 2021/2022
Progress to date:
progress update on the implementation
of Auahi Kore Hapori Whānui as part of the Implementation Plan of the
Council’s Smokefree Policy 2017 – 2025 and seek approval of the
2021/22 priorities.
9 Sept 2021 – link
to decision
|
|
|
|
July
|
|
Sept
|
|
ü
|
|
|
|
|
|
|
Connected Communities
|
|
Fines and Charges
Connected Communities
|
Case developed for removing overdue
fines from Auckland Libraries
|
Decision: to move case forward for consideration
Progress to date:
Information Memorandum – Proposal to
remove Library Overdue Fines
11 March 2021 –
link to memo
Information Memorandum – Library Fines
Removal Update
8 July 2021 – link
to memo
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Libraries
Connected Communities
|
Work around the integration with
customer services
|
Decision: on matters relating to regional aspects of the proposed
integration (local boards will decide on local outcomes)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investment and 10-Year Budget work programme
|
|
Community Facilities Network Plan
priorities for Long-term Plan consideration
Regional Service Planning, Investment
and Partnership
|
Indicative business cases for CFNP
priority actions to consider as part of the 2021-2031 Auckland Council
Long-term Plan
|
Decision: on indicative business cases relating to CFNP priorities.
LTP – have a separate process
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Strategic acquisition issues and
opportunities
Community Facilities
|
Understanding current acquisition
issues and options.
|
Inform:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
OTHER
|
|
Convention on the Elimination of
All Forms of Discrimination against Women.
|
In early 2019, council affirmed its
commitment to advancing the goals of the Convention on the Elimination of all
forms of Discrimination against Women (CEDAW).
|
Inform:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Community Engagement
Democracy Services &
Communication and Engagement
|
Community engagement, advance
participatory democracy
|
Inform: progress and issues associated with enhancing community engagement
and participation (Significance and Engagement Policy)
(workshop): Joint workshop with Finance and Performance
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Completed
|
Lead Department
|
Area of work
|
Committee role
(decision and/or direction)
|
Decision
|
|
Youth Centres Review
|
Review councils assistance to youth
centres
|
Decision: on review findings
|
council’s support to youth centres and non-council
youth services
11 June 2020 - link to
decision
|
|
Regional Sport and Recreation
grants programme 2018/2020
|
Review of previous grants allocation
and recommendation for next round
|
Decision: on sport and recreation grants programme objectives and approach
|
allocation of funding
2020/2021 and approve funding budget of $508,000.
20 August 2020 link
to decision
|
|
Community Facilities Network Plan
and Action Plan
|
Update on progress of delivery.
Priority actions will be reflected in
2019/2020 work programmes and draft 2020/2021 work programmes subject to
available resources
|
Consider: Annual update on progress of the Community Facilities Network Plan
Delivery.
|
Report progress on implementation of the Community
Facilities Network Action Plan (2019)
15 October 2020 - link to decision
|
|
Public Art Policy
|
Review of the Public Arts Policy:
what’s working what’s not.
|
Decision:
|
To
seek approval of the 2020/2021 Public
Art Regional Work Programme from the PACE (Parks, Arts,
Community and Events) Committee.
15 October
2020 – link
to decision
|
|
Citizens
Advice Bureaux Services
|
Review of the
Citizens Advice Bureaux Services
Staff to negotiate new funding and strategic relationship
agreements with Auckland Citizens Advice Bureaux Services (ACABx) for the
2019-2021 period. This will also include working with ACABx to develop a
regional network service
provision framework to be completed by 30 September 2020.
|
Decision: on review
|
Form Citizens Advice Bureaux Service Framework Political
Advisory Group
13 February 2020
– link
to decision
Update about
development of the Citizens Advice Bureaux (CAB) regional service
provision framework and CAB insights report
15 October 2020 - link
to decision
|
|
Community Access Scheme
|
Review of the Community Access
Scheme.
|
Decision: approve the extension of the current Community Access Scheme
funding agreements for one year, from 1 July to 30 June 2021, while a review
of the scheme continues.
|
Extension of the
current Community Access Scheme funding agreements for one year 20 August 2020 - link
to decision
Approve repurposing
the existing Community Access Scheme to a contestable operational grant
10 December
2020 - link
to decision
|
|
Investigation in North-west
Community Provision
|
Investigation to identify any current
gaps in services or facilities or in the future
|
Decision: on investigation findings
|
Business case for a destination
aquatic facility with leisure components
10 December 2020 - link
to decision
|
|
Community Facilities Network Plan
Sub Action: Central library strategic review
Libraries and Information and
Community Social Policy
|
A strategic review of the Central
Library has been commissioned to understand how the current building can meet
future need and demand for services, assess the Central Library’s
current and potential future role in the region, and guide decision making
about future investment and development opportunities
|
Decision: consider the strategic review and decide on the direction of the
plan, as well as receive the strategic review
|
Approval to
develop a indicative business case for the central library / Tāmaki
Pātaka Kōreo
10
December 2020 - link
to decision
|
|
Governance of Colin Dale Park
Community and Social Policy
|
To decide on the governance
arrangements for Colin Dale Park. The local board has asked that the committee
consider regional governance for the park.
|
Decision: Agree whether or not Colin Dale Park should be regionally
governed.
|
Approve that the decision-making of
the 44.3-hectare motorsport precinct (SEC 1 SO 422986) at Colin Dale Park be allocated
to the governing body according with section 17(2) of the Local Government
Auckland Council Act and be added to Schedule 1 of the Auckland Council
Long-term Plan.
11 March 2021 - link
to decision
|
|
The Demographic
Advisory Panels
|
The six demographic panels will
engage and report to the committee on a regular basis.
|
Decision: Endorsement of panel strategic work programmes. Expecting this to
be split across two meetings. Co-chairs to present where possible.
|
Demographic Advisory Panels work
programme
13 May 2021 - Link
to decision
|
|
Alcohol Strategy three yearly
review
Community and Social Policy
|
Three year review is due
|
Decision: approve refreshed alcohol strategy
|
seek approval to improve the Auckland council whānau
approach to minimising alcohol related harm in Auckland communities
13 May 2021 -
Link
to decision
|
|
Regional Sport and Recreation
Facilities Operational Grant
|
Allocate $1,023,000 1,063,053 per annum
(allowed for in the LTP) following community Access Scheme being repurposed
to a contestable grant.
$1,063,053
is available in the new contestable operations grant budget. This is
inclusive of both the Community Access Scheme budget and $40,053 that has
been transferred from the Regional Transitional Rates Grants, which comes to
an end in June 2021.
|
Decision: funding allocation approval for 2021/2022
|
To allocate the
2021/2022, 2022/2023 and 2023/2024 Regional Sport and Recreation Facilities
Operating Grant
8 July 2021 - link
to decision
|
|
Aktive and the Auckland Regional
Sports Trusts
Parks, Sports and Recreation
|
Approval of $552,000 strategic
partnership grant to Aktive Auckland & Sport to deliver on agreed
priority initiatives.
|
Decision: allocation of strategic partnership grant funding
|
to approve an
approach for investment for 2021/2022 of $552,00 allocated for sport and
recreation outcomes, budgeted for in the Long-term plan 2021-2031
8 July 2021 - link
to decision
|
|
Regional Sport and Recreation
grants programme
Parks, Sports and Recreation
|
Review of previous grants allocation
and recommendation for next round
|
Decision: funding allocation approval for 2021/2022
|
To allocate funding
from the Regional Sport and Recreation Grants Programme 2021/2022 and to
approve the Regional Sport and Recreation Grants Programme 2022/2023 opening
and closing dates and funding budget of $508,000
8 July 2021
– link
to decision
|
|
Options to expand revenue streams
for sport facilities investment
Community and Social Policy
|
Provide strategic direction to expand
revenue streams to fund future sports facilities investment in the draft Sports
Facilities Investment Plan
|
Decision or Update Direction to expand revenue streams to fund future sports
facilities investment in the draft Sports
Facilities Investment Plan
referred this to the LTP/Annual
Plan process
|
|
|
Takaro
– Investing in play discussion document
Community and Social Policy
|
Development of a play investment plan
|
Decision: consider and approve for public release -
timing to be confirmed
No approval to start
|
|
|
Auckland Paths
Parks, Sports and Recreation
|
Report on implementation plan
Nothing to update
|
Inform: note progress (workshop or memo) - Timing to be confirmed
No update / this work is on going
|
|
|
One Local Initiatives
Community and Social Policy, as well
as Community Facilities
|
Status update on non-transport
“One Local Initiatives”.
|
Inform: update on progress and implementation
completed
|
|
|
Cultural Initiatives Fund /
Marae Programme
Māori
Outcomes
|
Council partners with marae in a
number of ways. A large part of the marae programme across council is
in two parts - the Marae Infrastructure Programme, which seeks to deliver
safe, healthy and warm marae, and the Cultural Initiatives Fund, which is a
contestable grant open to marae and papakāinga. The interim
guidelines for both programmes have been adopted by PACE. Both are due
for review. .
|
Decision: adopt revised/updated guidelines for Marae Infrastructure Programme
and Cultural Initiatives Fund. Confirm the grants to be made to marae
and papakāinga housing from the CIF contestable grant round for 2021/22
|
Marae Infrastructure Programme – Interim
Funding Guideline
13 February 2020 - link
to decision
June deferred to August
Cultural Initiatives Fund grants for marae
pakāinga/ Māori housing 2020/2021
20 August 2020 - link
to decision
Revise out of date resolutions in relation to the
development of a marae on Te Atatū Peninsula
15 October 2020 - link
to decision
To review and approve the Cultural Initiatives
Funding grant for marae development and papakāinga/Maori housing for the
2021/2022 financial year.
8 July 2021 – link
to decision
|
|
Māori Outcomes Framework
Nga Matarae
|
Development of the Māori
Outcomes Framework to guide Council’s evolved approach to achieving
outcomes for Māori
|
Decision: July report on the final measures for ‘Kia Ora Tāmaki Makaurau – a Māori performance measurement
framework
November –
quarter 1 report on measures
|
Māori outcomes framework - Kia ora Tāmaki
Makaurau
20 August 2020 - link
to decision
To seek approval
of Kia ora Tāmaki
Makaurau - Māori outcomes Performance Measurement Framework
8 July 2021 – link
to decision
|
|
Community Facilities Regional Work
Programmes
Community Facilities
|
Update on proposed growth funding
allocation for 2021-2022
|
Decision: on growth funding allocation
|
Progress to
date:
To approve
the 2021/2024 Community Facilities Regional Capital Work Programmes
8 July 2021
– link
to decision
|
|
Investing in Aucklanders (Age
Friendly City)
Community & Social Policy
|
Identify issues and opportunities for
an inclusive friendly city
The pilots will be designed and
implemented over the next 18 months. Regular progress updates will be
provided to this Committee.
|
Direction: on the approach to a friendly, inclusive, diverse city.
A draft Auckland Age-friendly Action
Plan will be presented to PACE for approved consultation in early 2021. A
final Action Plan is expected to come to PACE for endorsement in late 2021.
Incorporated into WHO Age Friendly
programme
|
|
|
Kōmiti Whakarite Parae,
Mahi Toi, Hapori, Kaupapa / Parks, Arts, Community and Events Committee
Forward Work Programme 2022
This committee deals with the development and
monitoring of strategic policies and action plans associated with regional
parks, libraries, arts, communities and events.
The full terms of reference can be found here:
Auckland
Council Governing Body Terms of Reference
This committee meets bi-monthly commencing in February
2022
|
|
Area of work and Lead Department
|
Reason for work
|
Committee role
(decision and/or direction)
|
Expected timeframes
Highlight the month(s) this
is expected to come to committee in 2022
|
|
No meeting
|
Feb
|
No meeting
|
Apr
|
No meeting
|
Jun
|
No meeting
|
Aug
|
Sep
|
|
|
|
|
Social, Community, Cultural Services and
Infrastructure
|
|
Regional Parks Management Plan
Review
Regional Service Planning, Investment
and Partnerships
|
Reserve Act Classification update for
Regional Parks
|
Decision: Reserves Act classifications
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Parks
Management Plan Review
Regional Service Planning, Investment and
Partnerships
|
Statutory review of the omnibus
regional parks management plan
Reports:
·
Regional Parks Management Plan - approval to release plan for
public consultation
·
Decision on hearing panel’s recommendations –
August 2022
·
Approve final Regional Parks Management Plan – September
2022
|
Decision: approve the Regional Parks Management Plan
Progress to
date:
Workshops –
25 May 2021, 15 September 2021, 29 September 2021
Information
Memorandum – Revised timeline for delivery of the draft Regional Parks
Management Plan – 9 July 2021
Local board
workshops – January – February 2021
Information
Memorandum – Summary of suggestions from the community for the Regional
Parks Management Plan – 18 December 2020
Public
notification of discussion paper for consultation 20 August 2020
link
to decision
Information
Memorandum – Regional Parks Management Plan 15 October 2020
link
to memo
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Community Facilities Network Plan
Action Plan
Regional Service Planning, Investment
and Partnerships
|
Community Facilities Network Plan
Action Plan is reviewed and updated every 3 years.
Reports:
Consider progress of existing actions
and assess potential new actions to approve revised action plan (June 2022)
|
Decision: approve revised Community Facilities Network Plan Action
Plan
Progress to
date:
Report progress
on implementation of the Community Facilities Network Plan Action Plan (2019)
November 2021
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sport and
Recreation Strategic Action Plan and Parks and Open Spaces Strategic Action
Plan
Parks, Sports and
Recreation
|
Status report on implementation plan
|
Update: implementation and progress update with the Parks and Open Spaces
Strategic Action Plan update
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Future
management of motorised vehicles driving on Muriwai Beach
Parks, Sports and
Recreation
|
To provide an update on management of
motorised vehicles driving on Muriwai Beach
(workshop)
|
Update: implementation and progress
update on management of motorised vehicles driving on
Muriwai Beach
Progress to date:
Approve implementation measures to
manage and control motorised vehicles accessing Muriwai Beach
link
to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reserve revocation 34R Blanes Road,
Weymouth
Eke Panuku
|
Reserve revocation required to contribute
to asset recycling target and development outcomes.
|
Decision: Approve the recommendation of the revocation of reserve status to
Department of Conservation
Progress
to date: PACE Committee approved commencement of
reserve revocation process on 8 July 2021. Consultation undertaken and will
be reported back to PACE Committee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reserve
revocation 9Z St George Street, Papatoetoe
Eke Panuku
|
Reserve
revocation required to contribute to asset recycling target and development
outcomes.
|
Decision: Approve the recommendation of the revocation of reserve status to
Department of Conservation
Progress
to date: Manukau City
Council’s Policy and Activities Committee approved disposal on 6
October 2009. Consultation undertaken and will be
reported back to PACE Committee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reserve revocation part 27 George
Street, Papatoetoe
Eke Panuku
|
Reserve
revocation required to contribute to asset recycling target and development
outcomes.
|
Decision: Approve the recommendation of the revocation of reserve status
to Department of Conservation
Progress
to date: The Finance and Performance Committee
approved commencement of reserve revocation process on 21 October.
Consultation undertaken and will be reported back to PACE Committee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Mobile & Access Services Review
Connected Communities
|
Update and endorsement of the new
approach for the Mobile and Access service as part of Auckland Libraries
Service offering
|
Endorsement of approach and potential
changes to service will be required once review is completed and
recommendations decided.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Citizen’s Advice Bureaux Update
Connected Communities
|
To provide the committee with an update
on the implementation of the regional network service provision framework.
|
Information and insights update. No
decision required.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Welcoming Communities Accreditation
Connected Communities
|
Update expected on the ‘Welcoming
Communities’ accreditation sought for Auckland Council.
|
Information and direction only. To be
confirmed when memo is expected
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fines Free Removal & Amnesty
Campaign
Connected Communities
|
To provide an overview and impact of the
removal of library fines from overdue items at Auckland Libraries as part of
the Long Term Plan adopted in June 2021.
|
Information and insights only.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Arts &
Culture Work Programme FY23
Regional Service Planning, Investment
& Partnerships
|
To
present the Arts & Culture work programme for approval for FY23.
This will
include public art outside the city centre.
Note: public art within the city
centre will be considered by the Planning Committee.
|
Decision: approve Arts & Culture Work Programme
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Facility Partnerships Policy
Implementation
|
Update and approval of facility
partnership opportunities progressed through the application of the Facility Partnerships
Policy (note this item will only be reported if there are partnership
opportunities to progress)
|
|
As
required
|
|
Regional Funding and Grants
|
|
Regional Event Fund Grants
Allocation
Regional Service Planning, Investment
and Partnerships
|
Regional Events Grants
Two grant allocation rounds per year
enabling payments in financial year quarters one and three.
Reports:
·
Regional Event Grant Allocation (June)
·
Regional Event Grant Allocation (February)
|
Decision: Funding allocations for the Regional Event grants, 2021/2022
round two and 2022/2023 round one, for approval.
Progress to date:
2021/2022 Regional Event Grant
Allocation – first round completed 9 September 2021
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Arts & Culture Grants
Regional Service Planning, Investment
and Partnerships
|
Regional Arts & Culture grants
2022/2023 Round 1
Two rounds per year
Reports:
·
Regional Arts and Culture grant allocation: Round two 2022/2023
|
Decision: Funding allocations for the regional arts and culture grants
programme 2022/2023 round one for approval.
Progress to
date:
2021/2022 Regional Arts and Culture
grants programme round one 9 September 2021
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional
Community Development Grants
Regional Service
Planning, Investment and Partnerships
Connected
Communities
|
Regional Community Development grants
2022/2023 – one round per year
Reports:
·
Regional Community Development grants 2022/2023
|
Decision: Funding allocations for the regional community development fund
2022/2023 for approval
Progress to
date:
Potential for 2 rounds for FY21
– Decision to be made at Nov 21 meeting by committee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Sport
& Recreation Facility Investment Fund
Parks, Sport and
Recreation
|
Purpose of the fund is the allocate
$120 million over ten years to support the development of regional and
sub-regional sport and recreation facilities across Auckland.
|
Decision: funding allocation approval for 2021/2022 and 2022/2023
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Sport and Recreation
Facilities Operational Grant
Parks, Sport and Recreation
|
Allocate $1,063,053 per annum (allowed for in the
LTP) following community Access Scheme being repurposed to a contestable
grant.
$1,063,053 is available in the new
contestable operations grant budget. This is inclusive of both the Community
Access Scheme budget and $40,053 that has been transferred from the Regional
Transitional Rates Grants, which comes to an end in June 2021.
|
Update: progress / information
Progress to date:
To allocate the 2021/2022, 2022/2023
and 2023/2024 Regional Sport and Recreation Facilities Operating Grant. 8
July 2021
link
to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Sport and Recreation
grants programme
Parks, Sport and Recreation
|
Review of previous grants allocation and
recommendation for next round
|
Decision: funding allocation approval for 2022/2023
Progress to date:
To allocate the 2021/2022, 2022/2023
and 2023/2024 Regional Sport and Recreation programme grant. 8 July 2021
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Aktive and the Auckland Regional
Sports Trusts
Parks, Sport and Recreation
|
Approval of $552,000 strategic
partnership grant to Aktive Auckland & Sport to deliver on agreed
priority initiatives.
|
Decision: allocation of strategic partnership grant funding
Progress to date:
to approve an approach for investment
for 2021/2022 of $552,000 allocated for sport and recreation outcomes,
budgeted for in the Long-term plan 2021-2031 - 8 July 2021
link
to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investment and Annual Plan
|
|
Community Facilities Network Plan
priorities for Annual Plan consideration
Regional Service Planning, Investment
and Partnerships
|
Indicative business case for Albany
Library to consider as part of the 2022 Auckland Council Annual Plan
Early 2022 timing to be confirmed
|
Decision: on indicative business cases relating to CFNP priorities.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Community Facilities Regional Work
Programmes
Community Facilities
|
Update on proposed growth funding
allocation for 2022-2023
|
Decision: on growth funding allocation
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Economic Development
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Green New Deal
Community and Social Innovation
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A portfolio of economic stimulus
missions targeting south and west Auckland and Māori and Pasifika
Note: this report will only proceed
if external funding is received for the project
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Decision: execution proposal
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Parks, Arts,
Community and Events Committee
11 November
2021
|
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Proposed land exchange Taniwha Reserve
and Maybury Reserve, Glen Innes
File No.: CP2021/16660
Te take mō te
pūrongo
Purpose of the report
1. To seek approval of a proposed land exchange under the
Reserves Act 1977 of approximately 2,779m² of Taniwha Reserve (shown outlined blue in
Attachment A) with approximately 10,472m² of the
land held by Tāmaki Regeneration Limited (shown outlined red in Attachment
A).
Whakarāpopototanga matua
Executive summary
2. To enable decision-making on whether to approve the land exchange,
staff called for objections in accordance with the Reserves Act 1977 (RA).
3. The public notification process sought feedback on the proposal to
exchange approximately 2,779m² of Taniwha Reserve with approximately 10,472m² of the land held by Tāmaki Regeneration Limited.
4. Council received a total of five submissions. Four submissions were
in support of the proposed land exchange and one submission was against it. For
a copy of the submissions please refer to Attachment B.
5. The objection is considered to be outside the scope of the proposed
land exchange. However, staff responded to the objection via email and the
objector has been invited to express his concerns in front of the Parks, Arts,
Community and Events Committee at its meeting on 11 November 2021.
6. Subject to the objection being successfully resolved, staff
recommend that the committee approve the proposed land exchange. The proposed
land exchange is deemed to be a high priority when assessed against council
policy.
7. There is low risk of a judicial review of council decision-making
processes if the council proceeds with the land exchange. This will be
mitigated by clear communication by council about the reasons for the land
exchange.
8. The Parks, Arts, Community and Events
Committee supports the proposed land exchange.
9. If approved, the Finance and Performance Committee will need to
approve the disposal of part of Taniwha Reserve to complete the land exchange.
The Finance and Performance Committee has the delegations to approve the disposal
of assets.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) acknowledges
that Mr Patrick O’Meara from Panmure Historical Society Incorporated
submitted an objection and wishes to be heard in front of this committee.
b) approve the land exchange of 2,779m²
(subject to survey) of Taniwha Reserve located at 193-195 Taniwha Street, Glen
Innes and legally described as Lot 142 DP 42356 for the land held by Tamaki
Regeneration Company, totalling approximately 10,472m²,
located at:
Adjacent to Maybury Reserve West (Southern Part)
i) 12A,
12B, 12C,12D,12E, 14A, 14B, 14C, 14D, 14E Maybury Street Legally described as
Lot 4 DP 184600 Record of Title NA114C/639.
Area of land
exchange: 1,286m²
ii) 1/12
Maybury Street
Legally
described as Lot 2 DP 184600 Record of NA TitleA114C/637
Estimated
area of land exchange: 118.8m² (subject to survey)
iii) 2/12
Maybury Street
Legally
described as Lot 3 DP 184600 Record of Title NA114C/638
Area of land
exchange: 617m²
iv) Part
4 Maybury Street
Legally
described as Part of Lot 7 DP 187240 Record of Title NA116B/742
Estimated
area of land exchange: 70.1m² - subject to survey
v) Part
8 Maybury Street
Legally
described as Lot 1 DP 184600 Record of Title NA114C/636
Estimated
area of land exchange: 110.7m² - subject to survey
Adjacent to Maybury Reserve - West
vi) 200A,
202 Taniwha Street
Legally
described as Lot 165 DP 43833 Record of Title NA46A/197
Area of
land exchange: 1,072m²
vii) 192,
192A, 198A Taniwha Street
Legally
described as Lot 166 DP 43833 Record of Title NA46A/198
Area of
land exchange: 2,008m²
viii) 184,184A,
184B,190A Taniwha Street
Legally
described as Lot 167 DP 43833 Record of Title NA46A/199
Area of
land exchange: 2,008m²
ix) 180-182A
Taniwha Street
Legally
described as Lot 168 DP 43833 Record of Title NA46A/200
Area of
land exchange: 1216m²
Adjacent to Taniwha Reserve East
x) 45
Epping Street
Legally
described as Lot 128 DP 39662 Record of Title NA43A/178
Area of
land exchange: 751m²
xi) 47
Epping Street
Legally
described as Lot 129 DP 39662 Record of Title NA43A/179
Area of
land exchange: 771m²
xii) Part
49 Epping Street
Legally
described as Lot 130 DP 39662 Record of Title NA43A/180
Estimated
area of land exchange: 774m² - subject to survey
xiii) Part
179A Taniwha Street (to be taken under the Public Works Act 1981)
Legally described as - Fee Simple 1/7share in 3423 m2, Lot 1-2 Deposited Plan
188991 and Leasehold Flat 7 Deposited Plan 189275 and Garage 7 Deposited Plan
189275 Part NA119B/168
Estimated area of land exchange: 329m² - subject to
survey
xiv) Part
179B Taniwha Street (to be taken under the Public Works Act 1981)
Legally described as Fee Simple 1/7 share in 3423 m²,
Lot 1-2 Deposited Plan 188991 and Leasehold Flat 5 Deposited Plan 189275 and
Garage 5 Deposited Plan 189275 Record of Title NA119B/166
Estimated area of land exchange:
26.7m² - subject to survey
c) recommend
that the Finance and Performance Committee approve the disposal of 2,779m²
(subject to survey) of Taniwha Reserve located at 193-195 Taniwha Street, Glen
Innes and legally described as Lot 142 DP 42356 to Tamaki Regeneration Company
to complete the land exchange.
d) agree
that the General Manager, Community Facilities, under delegation from the Chief
Executive, approve the final location, configuration and size of the land
exchange as part of the consent processes of the Maybury/Taniwha land exchange.
Horopaki
Context
10. Tāmaki Regeneration Limited (TRL) owns the majority of
residential land in the Tāmaki area on which it is undertaking a major
residential housing development. This development intensifies housing and
population density which creates a need for TRL and council to provide
sufficient public open space to meet future demand.
11. To
enable efficient development and use of the space part of Taniwha Reserve (approximately 2,779m²) has been identified as
suitable for exchange with land held by TRL (approximately 10,472m²).
12. The
proposed land exchange will be carried out under section 15 of the Reserves Act
1977 (RA) except for the land at 179A and 179B Taniwha Street that will be
taken by declaration under section 20 of the Public Works Act 1981 for
recreation purposes.
13. The Parks, Arts, Community and Events Committee
and PACE approved public notification of the proposed land exchange
under section 15(2) of the RA under the resolutions MT/2021/19 and
PAC/2021/13.
14. Staff
publicly notified the proposed land exchange in accordance with section 15 of
the Reserves Act 1977.
15. A total of 5
submissions were received, including 1 objection.
16. The objector
will be heard in front of PACE at its meeting on 11 November 2021.
Tātaritanga me ngā
tohutohu
Analysis and advice
Public consultation
17. Following
public notification under section 15(2) of RA, a total of 5 submissions
(including 1 objection) were received during the public notification period
between 17 May to 14 June 2021.
18. The sole
objector raised the following questions:
· What is the rationale behind the Panmure/Tāmaki area losing reserve and having them rezoned for housing while
Glen Innes was gaining reserve?
· Is the Ruapōtaka
Marae land part of a Treaty of Waitangi settlement deal and how does it affect
the land exchange in the future?
· The Maungakiekie-Tāmaki Local Board have a direct conflict of interest, as members also sit
on the TRC Board and support this Land Exchange.
· What are the costings for a new Marae and a new community centre?
Staff responded to the above points in
email dated 20 July 2021 – Attachment C.
19. Staff consider that the concerns raised in the objection are out of
the scope of the proposed land exchange, because they do not directly address
the intent and purpose of the proposed exchange, however the objector’s
right to be heard in person under section 120 of the RA remains.
20. Staff recommend the objector be heard in front of the committee.
Staff recommend the exchange of land at Maybury/Taniwha Reserve
21. Staff recommend that the committee approve the proposed land
exchange as it is deemed to be a high priority when assessed against
council’s open space policy.
22. The proposed
land exchange is expected to have positive benefits to the community including:
· improving
access to, and the functionality of, Maybury Reserve and Taniwha Reserve. The
reserves would better meet the needs of existing and future residents.
· improving
crime prevention by increasing road frontage, sightlines and visibility into
the parks from the surrounding roads.
· enabling
any future development of a shared pathway connection between Maybury and
Taniwha reserves to the Glen Innes town centre.
· enabling
the development of a destination playground at Maybury Reserve and the
extension of Ruapōtaka Marae onto Maybury Reserve
West. These actions are listed in the Open Space Network Plan for part of
Panmure, Glen Innes and Saint Johns 2019-2034.
23. The land
exchange would result in an approximate loss of 2,779m² and a gain of
approximately 10,472m² of land to Auckland Council at
no capital cost. The net gain for Auckland Council is approximately 7,693m²
of open space.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
24. Parks
and open spaces serve as ecological corridors. They can promote and protect
native plants and animals, enhance biodiversity and increase resilience to
environmental change. Vegetation captures carbon from the air, helping slow the
accumulation of carbon dioxide in the atmosphere.
25. Vegetated
areas, including grass, help reduce maximum temperature ranges in urbanised
areas. Parks and open spaces can also help reduce flood risk during rainstorms
by buffering peak flows and reducing the volume and velocity of stormwater
runoff.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
26. Staff have
engaged with various internal council stakeholders within the Customer &
Community Services Directorate who were supportive of the proposed land
exchange. No objections were received from other Council group members.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
27. At its
meeting on 28 September 2021, the Maungakiekie-Tāmaki Local Board resolved
[MT/2021/143] to:
a) support the
recommendation by Auckland Council staff that the sole objector to the proposal
is heard in front of an appropriate but yet to be determined forum prior to
PACE committee considering the proposed land exchange: and
e) approve the land exchange of 2,779m² (subject to
survey) of Taniwha Reserve located at 193-195 Taniwha Street, Glen Innes and
legally described as Lot 142 DP 42356 for the land held by Tamaki Regeneration
Company located at:
Adjacent to Maybury Reserve West (Southern Part)
xv. 12A, 12B, 12C,12D,12E, 14A, 14B, 14C, 14D, 14E Maybury Street
Legally described as Lot 4 DP 184600 Record of Title NA114C/639.
Area of
land exchange: 1,286m²
xvi. 1/12 Maybury Street
Legally
described as Lot 2 DP 184600 Record of NA TitleA114C/637
Estimated
area of land exchange: 118.8m² (subject to survey)
xvii. 2/12 Maybury Street
Legally
described as Lot 3 DP 184600 Record of Title NA114C/638
Area of
land exchange: 617m²
xviii. Part 4 Maybury Street
Legally
described as Part of Lot 7 DP 187240 Record of Title NA116B/742
Estimated
area of land exchange: 70.1m² - subject to survey
xix. Part 8 Maybury Street
Legally
described as Lot 1 DP 184600 Record of Title NA114C/636
Estimated
area of land exchange: 110.7m² - subject to survey
Adjacent
to Maybury Reserve - West
xx. 200A, 202 Taniwha Street
Legally
described as Lot 165 DP 43833 Record of Title NA46A/197
Area of
land exchange: 1,072m²
xxi. 192, 192A, 198A Taniwha Street
Legally
described as Lot 166 DP 43833 Record of Title NA46A/198
Area of
land exchange: 2,008m²
xxii. 184,184A, 184B,190A Taniwha Street
Legally
described as Lot 167 DP 43833 Record of Title NA46A/199
Area of
land exchange: 2,008m²
xxiii. 180-182A Taniwha Street
Legally
described as Lot 168 DP 43833 Record of Title NA46A/200
Area of
land exchange: 1216m²
Adjacent
to Taniwha Reserve East
xxiv. 45 Epping Street
Legally
described as Lot 128 DP 39662 Record of Title NA43A/178
Area of
land exchange: 751m²
xxv. 47 Epping Street
Legally
described as Lot 129 DP 39662 Record of Title NA43A/179
Area of
land exchange: 771m²
xxvi. Part 49 Epping Street
Legally
described as Lot 130 DP 39662 Record of Title NA43A/180
Estimated
area of land exchange: 774m² - subject to survey
xxvii. Part 179A Taniwha Street (to be taken under the Public Works
Act 1981)
Legally
described as - Fee Simple 1/7share in 3423 m2,
Lot 1-2 Deposited Plan 188991 and Leasehold Flat 7 Deposited Plan 189275 and
Garage 7 Deposited Plan 189275 Part NA119B/168
Estimated area of land exchange: 329m² - subject
to survey
xxviii. Part
179B Taniwha Street (to be taken under the Public Works Act 1981)
Legally
described as Fee
Simple 1/7 share in 3423 m², Lot 1-2 Deposited Plan 188991 and
Leasehold Flat 5 Deposited Plan 189275 and Garage 5 Deposited Plan 189275
Record of Title NA119B/166
Estimated
area of land exchange: 26.7m² - subject to survey
CARRIED
Tauākī whakaaweawe
Māori
Māori impact statement
28. The following iwi were identified as having an interest in land in
Maungakiekie-Tamaki Local Board area and contacted as part of the engagement
process:
Ngāti Whanaunga Ngāti
Whātua o Kaipara
Waikato-Tainui Ngāi Tai ki Tāmaki
Ngāti Whātua o Ōrākei Te
Rūnanga o Ngāti Whātua
Ngāti Te Ata Te Ākitai Waiohua
Te Ahiwaru - Waiohua Ngāti Pāoa
Ngāti Pāoa Trust Board Te
Kawerau ā Maki
Te Patukirikiri Ngāti
Maru
Ngāti Tamaterā
29. There were no submissions and twelve did not respond to the letter
council sent on 17 May 2021 and follow up emails sent on 8 June 2021 and 22
June 2021.
30. The proposed land exchange was assessed against Council’s open
space policy and staff looked at the Unitary Plan management layers to see if
the sites contain any significant features or heritage designations. There were
none identified.
Ngā ritenga
ā-pūtea
Financial implications
31. The
consideration passing from one party to the other under the proposed land
exchange is treated as being equivalent in all material respects.
32. The estimated
median ongoing maintenance consequential costs (OPEX costs) for the additional
reserves per annum based on the proposed open space plans are as follows:
|
Maybury Reserve – West (southern part)
|
Opex Cost $3,000
|
|
Maybury Reserve – West
|
Opex Cost $6,000
|
|
Taniwha Reserve
|
Opex Cost $2,500
|
|
Estimated total additional Opex costs
|
$11,500 per annum
|
33. Please
note:
· The
above table only shows operational costs to Community Facilities (CF) for the
additional areas. It does not include any required development costs.
· The
maintenance cost will increase year on year as stipulated in the maintenance contract
agreements with the contractors for CPI adjustments.
· The
table does not consider 2,779m² of Council’s reserve land that will
be transferred to TRL and therefore reducing the overall costs to CF by
approximately one third.
· This
land exchange is a part of a major residential housing
development in the Tāmaki area and further
land exchanges between Auckland Council and TRC may well reduce the maintenance
cost to CF.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
34. There is a low risk of judicial review of council decision-making
processes. This will be mitigated by clear communication about the reasons for
the decision to proceed with the exchange.
35. If the land exchange does not proceed, there is a risk of a lost
opportunity to acquire land for future public open space, to meet the
recreation demands of the population in an intensified urban area.
Ngā koringa ā-muri
Next steps
36. The Finance
and Performance Committee will need to approve the disposal of 2,779m² of
Taniwha Reserve to complete the land exchange.
37. Subject to
the approval of the Finance and Performance Committee, council staff will work
with TRL to undertake the processes required to exchange the land. This will
include engaging a surveyor to prepare new land transfer plans, publishing a
notice in the New Zealand Gazette and registering a notice with Land
Information New Zealand.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Aerial photos of land being exchanged
|
39
|
|
b⇩
|
Survey Responses
|
41
|
|
c⇩
|
Response to objection
|
49
|
Ngā kaihaina
Signatories
|
Author
|
Tamara Zunic - Specialist Technical Statutory Advisor
|
|
Authoriser
|
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November 2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Dedication of road reserve as road -
173R Browns Road Manurewa
File No.: CP2021/14114
Te take mō te
pūrongo
Purpose of the report
1. To
approve the dedication of part of a local purpose road reserve as road pursuant
to section 111 of the Reserves Act 1977.
Whakarāpopototanga matua
Executive summary
2. The
property at 173R Browns Road Manurewa is a local purpose road reserve.
3. The
road has been upgraded by Auckland Transport and part of the reserve needs to
be legalised as road.
4. Pursuant
to section 111 of the Reserves Act 1977, where any land is vested for a road
reserve and is required for the purposes of a road, the land may be dedicated
as road by a resolution of the local authority. The road will remain
vested in Auckland Council.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) approve
the dedication of road reserve as road at 173R Browns Road, Manurewa, shown as
Section 3 on Survey Office Plan 459102 (attachment A to the agenda report),
pursuant to section 111 of the Reserves Act 1977.
Horopaki
Context
5. In
about 2013 Auckland Transport undertook improvements to Browns Road, Manurewa,
ahead of a major development of a large block of Ministry of Education land.
6. 173R
Browns Road was created and vested in the Crown as a road reserve on
subdivision in the 1920s. Subsequent legislation vested the reserve in
Manukau City Council and it was redefined as Lot 1 DP 86437 in 1978 with a new
title, and is now subject to the Reserves Act 1977 as a local purpose road
reserve. The land was most likely reserved to provide future road access
to the surrounding land still to be developed.
7. The
Reserves Act 1977 anticipates such reserves being required for road with
section 111 authorising that local authorities may dedicate part or all of a
road reserve as road by a resolution without undertaking any other statutory
processes.
8. The
balance of the road reserve is to be sold to the Ministry of Education for
education purposes and legalisation of the road must be completed to ensure
legal road frontage to the balance land. Refer to plan at Attachment B.
Tātaritanga me ngā
tohutohu
Analysis and advice
9. This
decision will enable the legalisation of council owned land as road, a decision
that would be delegated to an officer if it were not a road reserve.
10. The road has
already been formed and the legalisation is an administrative activity to
complete the Auckland Transport project.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
11. Te
Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets
out two core goals:
· climate mitigation: to reduce greenhouse gas emissions
(GHG) by 50 per cent by 2030 and achieve net zero emissions by 2050
· climate adaptation: to be resilient and adapt to the
impacts and effects of climate change by ensuring we plan for the projected
changes.
12. Auckland
Transport upgraded Browns Road in about 2014 realigning the public footpath
within the subject land. Auckland Transport has confirmed that no further
road widening work is funded or forecast for Browns Road and the road is not on
any future network map for the Supporting Growth Alliance.
13. Therefore,
Auckland Transport and Auckland Council consider the vesting of Section 3 SO
459102 as road will have no climate impact noting:
· There
will be no net loss of green space in terms of pervious surfaces;
· There
will be no net loss of trees;
· There
will be no net increase in impervious surfaces from the existing environment
and therefore no impact in terms of flooding; and
· The
property is not coastal, so there will be no impact on sea level rise.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
14. The road
widening has been undertaken as part of an Auckland Transport project and the
decision is necessary to legalise the new road.
15. As approval
has already been given to sell the balance of the land there is will be no
impact on any other council groups.
16. There is no
risk attached to this decision.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
16. At its business meeting on 13 November 2014,
the Manurewa Local Board agreed (resolution MR/2014/230) to the dedication of part of the reserve for road purposes (106m2 more or
less) to form part of Browns Road, shown as Section 3 SO 459102, and in
accordance with section 111 of the Reserves Act 1977
Tauākī
whakaaweawe Māori
Māori impact statement
17. Auckland
Council is committed to meeting its responsibilities under Te Tiriti o Waitangi
and its broader obligations to Māori.
18. These
commitments are articulated in the council’s key strategic planning
documents, the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan,
Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tāmaki
Makaurau - Māori Outcomes Performance Measurement Framework and Local
Board Plans.
19. The widening
of Browns Road has been completed by Auckland Transport. The legalisation
of the affected land as road is not considered to have an impact on an
activity, facility, or location of importance to Māori.
Ngā ritenga
ā-pūtea
Financial implications
20. There are no
financial implications related to this decision to dedicate part of a road
reserve as road. As a legal road the land will be under
the full control of Auckland Transport in accordance with section 45 of the
Local Government (Auckland Council) Act 2009.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
21. There are no
risks associated with a decision to dedicate part of the road reserve as road
at 173R Browns Road, Manurewa.
Ngā koringa ā-muri
Next steps
22. A resolution
to dedicate part of a road reserve to be road will be lodged with the
Registrar-General of Land who will change the status to road vested in Auckland
Council and amend the land title.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
SO 459102
|
55
|
|
b⇩
|
Aerial photo of 173R Browns Road and surrounding
Education land
|
57
|
Ngā kaihaina
Signatories
|
Author
|
Christine Smith - Specialist Technical Statutory
Advisor
|
|
Authorisers
|
Taryn Crewe - General Manager Community Facilities
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Regional Community Development Grants 2021/2022
File No.: CP2021/11370
Te take mō te
pūrongo
Purpose of the report
1. To
approve the allocations for the Regional Community Development grants programme
2021/2022.
Whakarāpopototanga matua
Executive summary
2. The
Regional Community Development grants programme has been developed in
accordance with council’s Community Grants policy as adopted at the
Regional Strategy and Policy Committee meeting on 4 December 2014
(REG/2014/134).
3. The
contestable programme has a budget of $295,000 for 2021/2022.
4. A
three-year strategic relationship grant of $30,000 was approved to Belong
Aotearoa in the 2019/2020 funding round. The third payment will be made from
the 2021/2022 budget.
5. Eighteen
applications requesting $598,494 were received in this funding round. This is
significantly fewer than previous years.
6. The
funding round closed on 27 September. Feedback from several regular applicants
who did not apply for funding was that organisations were focused on managing
COVID-19 related organisational issues rather than contestable funding
applications.
7. Applications
have been assessed and recommendations made based on the assessment criteria
and the assessment matrix.
8. Staff
recommend approving $201,312 to eight applications that demonstrate
organisational and project quality and meet the priorities of the Regional
Community Development grants programme.
9. This
leaves a balance of funds of $63,688. Staff recommend the
balance of funds be repurposed for Rapid Response COVID-19 Recovery grants.
Connected Communities is forming a Community Impact COVID-19 taskforce focusing
on community COVID-19 recovery solutions. It is recommended the balance of the
Regional Community Development grant budget be used towards community grants to
support this work.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) approve the allocation of $201,312 for the Regional Community
Development grants programme 2021/2022 for the amounts and projects outlined in
the table below; and
b) approve the balance of funds of $63,688 be
repurposed for Rapid Response COVID-19 Recovery grants through the Community
Impact COVID-19 taskforce.
Table: Proposed Regional Community Development grants programme
allocations
|
Group
|
Project
|
Recommended Grant
|
|
Island Base
Trust/Base FM
|
Youth
mentoring Project engaging Māori & Pacific rangatahi in finding
their own voice
|
$26,316
|
|
Every Body
is a Treasure
|
Click Happy
Auckland - An award-winning youth wellbeing program that is tucked inside a
cellphone photography program
|
$25,000
|
|
Sisters
United Trust
|
Crown
Yourself - an in-school weekly programme for Pasifika young women
|
$20,000
|
|
CNSST
Foundation (Chinese New Settlers Services Trust)
|
Thriving
ethnic communities hub: Community engagement, capability, volunteering and
employment
|
$20,000
|
|
The Kindness
Institute
|
Atawhai
– a rangatahi-led kaupapa Māori and tikanga driven resilience and
mental health program based on Te Whare Tapa Whā framework
|
$30,000
|
|
Aotearoa
Resettled Community Coalition
|
Bridging the
Gap – a research project based on lived family experiences of resettled
communities
|
$15,000
|
|
Māngere
East Family Services Centre Inc. [t/a ME Family Services]
|
Timebank
Auckland - Research through Engagement, Empower through Education, and
Activate Communities.
Timebanking
sees users exchange services and grow community capacity.
|
$39,996
|
|
Auckland
Sexual Abuse HELP Foundation
|
HELP
Auckland ‘Dear Em’ Youth Community Engagement and Mobilisation.
Online
community outreach programme ‘Dear Em’, created in collaboration
with young women, for young women.
|
$25,000
|
|
TOTAL
|
|
$201,312
|
Horopaki
Context
10. The Community
Grants policy sets out the policy framework for local board, multi-board and
regional grants programmes.
11. The purpose
of the Regional Community Development grants programme is to support the
implementation of the Thriving Communities: Social and Community Development
Strategic Action Plan and the Empowered Communities Approach by directly
supporting community-led projects that have regional impact.
12. The
contestable Regional Community Development Grants has a budget of $295,000 for
2021/2022. This fund is generally allocated in one annual funding round. This
year, grant applications closed on 26 September. Eighteen applications were
received, requesting a total of $598,494.
13. One three-year strategic relationship grant of $30,000 per annum was
approved in the 2019/2020 funding round with the third year of payment coming
out of this budget.
14. This leaves a
balance of $265,000 for distribution in 2020/2021.
Tātaritanga me ngā
tohutohu
Analysis and advice
15. An assessment
panel of staff and advisors from external organisations assessed the
applications (Attachment A), based on the assessment matrix (Attachment B) that
covers the following factors:
· Organisational capacity and project attributes.
· Alignment to the Empowered Communities Approach.
· Additional priorities from the Community Grants policy.
· Funding for success
(recommending a grant of a level that will allow the group to complete the
project, or complete a key aspect of the project).
Consideration
of COVID-19
16. Some projects
have the potential to be impacted by alert levels. All applicants were asked to
submit a COVID-19 risk management plan with their grant application and will
agree to follow all public health guidance while delivering their activity or
project.
17. Significantly
fewer applications have been received compared to previous years (57 in
2019/2020, 28 in 2020/2021). Conversations with previous applicants who did not
submit applications reported the following:
· the
original closing date of 12 September fell when many organisations were busy
dealing with impacts of Auckland being in COVID-19 Alert Level 4. While staff extended
the closing date for two weeks to 26 September, several groups reported being
too busy to prioritise applying for contestable funding
· previous
project funding had not been fully spent and/or reported on due to dates grants
were approved (reporting 6 weeks after the end of a project) and would not be
completed until December 2021/January 2022
· previous
projects had not been completed within the initial proposed timeframes due to
organisational impacts of COVID-19.
Allocation and budget recommendations
18. The
assessment panel recommends allocating $201,312 to eight projects.
19. The projects
recommended for funding all strongly fit the criteria and priorities of this
fund.
20. Ten projects
are not recommended for funding for the following reasons:
· The
projects do not align as well with the priorities and aims of the Regional
Community Development grants programme policy.
· There
are other ways for council to support the project and staff will follow up
these opportunities with the applicants.
· The
applications and projects require further development and/or the budgets are
not clear.
· The
applications are more closely aligned with priorities for other council grant
funds (e.g. Local Board grants, Regional Arts and Culture or Regional Events
grants) and will be referred to these programmes.
21. This
leaves a remaining budget of $63,688. As this is insufficient funding to run a
second round of the grants programme, staff recommend the balance of funds be
repurposed for Rapid Response COVID-19 Recovery grants. Connected Communities
is forming a Community Impact COVID-19 taskforce focusing on community COVID-19
recovery solutions. It is recommended the balance of the Regional Community
Development grant budget be used towards community grants to support this work.
22. Staff
will follow up with applicants where other options are available to progress
the project.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
23. Applications
to this fund contribute to building communities abilities to be resilient.
Resilience is a measure of adapting and responding to situations which could
include climate change.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
24. Where
applications are for projects that fit better with other areas of council
delivery (e.g. arts or events), staff work with other council units that may
have an interest in projects or administer regional grants.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
25. The regional
grants programme complements local board grants programmes that provide grants
for local projects. While some applicants recommended for funding have received
local board funding for other aspects of their work, projects recommended for
funding at this meeting meet the criteria for regional rather than local board
funding.
Tauākī whakaaweawe
Māori
Māori impact statement
26. The assessment matrix (Attachment B) includes a scoring category as
part of the Empowered Communities Approach for ‘responding to Māori
aspirations in practical and effective ways.’ There is the also the
additional funding priority of ‘supporting Māori outcomes’
that is considered in the applications overall score.
27. This
funding supports both Māori and non-Māori organisations to deliver
outcomes for Māori.
Ngā ritenga
ā-pūtea
Financial implications
28. Staff
recommend allocating $201,312 in this funding round.
29. $30,000 was
pre-committed for the 2021/2022 financial year through one multiyear strategic
relationship grant.
30. Staff recommend
the fund’s balance of $63,688 be repurposed for a Rapid Response COVID-19
Recovery grant for community development organisations.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
31. Ongoing
relationship management with applicants will continue to manage expectations
and provide advice on future applications.
32. Applications
are robustly considered through the assessment process, ensuring potential
risks are identified and mitigated.
33. The risk of
projects not going ahead due to the current COVID-19 lockdown has been
considered. The risk to grants recommended in this funding round will be
further mitigated as applicants have included a plan for delivery under alert
levels 1-4. For projects impacted by the current lockdown, staff will request a
new project timeline from each organisation in the letter advising of the
grant, with payment contingent on an updated project timeline that falls within
the grant period (12 months from the date of approval), or alternative delivery
(e.g. online).
Ngā koringa ā-muri
Next steps
34. Once funding allocation decisions have been confirmed, funding
agreements will be prepared in line with current Auckland Council standard
practice.
35. Where grants
are awarded that do not meet the full amount requested, appropriate outcomes
for the level of funding will be negotiated with the recipients and this will
be reflected in the funding agreement.
36. All applicants will be offered the opportunity to discuss their
application and be coached on areas for future development.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Grants Summary
|
65
|
|
b⇩
|
Assessment Matrix
|
67
|
Ngā kaihaina
Signatories
|
Author
|
Catherine George - Regional Funding Advisor
|
|
Authorisers
|
Mirla Edmundson - General Manager Connected
Communities
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Community Facilities Network Plan Action
Plan progress report
File No.: CP2021/14748
Te take mō te
pūrongo
Purpose of the report
1. To
report progress on implementation of the Community Facilities Network Plan
Action Plan (2019).
Whakarāpopototanga matua
Executive summary
2. Delivery
of the Community Facilities Network Plan (CFNP) Action
Plan ensures a focus on investment priorities and improved planning for
provision of community facilities in a constrained resource environment.
3. The
CFNP and its companion Action Plan guide how Auckland Council plans and
prioritises community facility provision and the services and locations council
invests in.
4. The
CFNP, approved by the Governing Body in August 2015, provides a road map for
council’s investment in the provision of community facilities over the
next 20 years. It contains criteria for identifying and prioritising actions to
deliver on the strategic direction it provides.
5. These
actions are reflected in the CFNP’s companion Action Plan, which outlines
the projects that will be delivered to give effect to the CFNP direction.
6. Every
three years the CFNP Action Plan is reviewed and updated to recognise progress
of existing actions and assess potential new actions. In April
2019 the Governing Body approved the revised Action Plan for the CFNP (ENV/2019/47).
7. Actions
are implemented over time within available resource and finances.
8. To date we have completed or
are working on:
· 80 per cent of business improvements
· 86 per cent of strategic improvements
· 69 per cent of area-based (service and location) actions
9. The
most significant shift since progress on the 2019 Action Plan was reported to
PACE in 2020 is a ~ 14 per cent increase of completed area-based actions (from
40.7 per cent to 55 per cent).
10. Our work on
business and strategic improvement actions is helps us to
enhance the tools and practices we use to achieve the outcomes of CFNP.
11. Area-based
actions are prioritised with a primary focus on ensuring existing assets are
fit for service, with the secondary focus being growth and potential gaps in
council’s community facility network.
12. The economic
slow-down caused by Covid-19 and Auckland Council’s Long-term Plan
2021-2031 (Recovery Budget) has impacted progress on some actions and five per
cent of area-based actions are on hold.
13. The progress being made on actions demonstrates our commitment to
focusing resources on priorities in this constrained environment and on a collectively agreed and mandated programme of work.
14. The approach
for community investment adopted as part of the Recovery Budget supports the
direction of the CFNP.
15. The next
revision of the Community Facilities Network Plan Action Plan is due in 2022.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) receive
the Community Facilities Network Plan Action Plan (2019) progress report.
Horopaki
Context
A strategic approach to investment in
community facilities is needed
16. The
council has a network of over 350 community facilities including community
centres, venues for hire, galleries and theatres, libraries, swimming pools and
leisure centres. This represents a significant ratepayer investment.
17. The community
facility network is variable in distribution and quality due to historic
development patterns and investment approaches.
18. The
challenges of maintaining levels of service across the existing network within
existing funding envelopes while controlling costs, maximising value and
balancing the demands of growth and changing customer behaviour requires a
strategic approach to investment in community facilities and services by
Auckland Council.
We have a blueprint for our investment
in community facilities
19. The
Community Facilities Network Plan (CFNP) adopted in 2015, guides
council’s investment in the provision of community facilities for the
next 20 years. It provides direction on the development of new
facilities, major upgrades of existing facilities, optimisation and potential
divestment of facilities no longer meeting community needs.
20. The
scope of the CFNP includes five types of community spaces:
· arts and culture facilities
· community centres
· libraries
· pools and leisure facilities
· venues for hire (community
or rural halls).
21. The
key drivers of the CFNP are to:
· ensure existing facilities
are fit-for-purpose
· address gaps or
duplication
· meet future demand.
A mandated set of actions helps to achieve the aim of the
Community Facilities Network Plan
22. The
CFNP’s companion Action Plan focuses council’s resources (including
staff time) on the implementation of the network plan and sets the priority
projects to be delivered over a three-year period.
23. Priority
projects are divided in three categories:
|
Category
|
Theme
|
Explanation
|
|
1. Business improvement actions
|
Approach to community facility
provision
|
Actions
to improve our understanding of community facilities, to develop tools to
complement the implementation of the CFNP or to improve the operation of
community facilities.
|
|
2.
Strategic improvement actions
|
Planning
and operational changes that will improve the way we work to achieve the
approach outlined in section 3.3 of the CFNP network plan: Integrate and coordinate
planning across all types of community facilities.
|
|
3.
Area-based actions
|
What
community facilities council invests in
|
These
relate to specific service types and locations and have been assessed as
priority or non-priority based on assessment against criteria in section 5.2.
of the CFNP. These actions help us understand service investment requirements
across the Auckland community facilities network.
|
24. Area-based actions are triggered by one or more of four drivers:
i. Existing
facility has significant fit for purpose or performance issues and/or evidence
of demand for additional provision
ii. An
area with a gap or duplication of provision (as determined by the provision
approach in the CFNP)
iii. An
area with anticipated need arising from population growth (as determined by the
approach to identifying gaps in the CFNP)
iv. An
external catalyst or opportunity.
25. Once identified, actions are prioritised according to 10 criteria
across three categories set in section 5.2 of the CFNP, as detailed in the
following table.
|
Category
|
Sub-category
|
Weighting
|
|
Network
40%
|
Network
contribution
|
10%
|
|
Demand
|
10%
|
|
Catchment
size
|
10%
|
|
Optimisation
or divestment potential
|
10%
|
|
Community
40%
|
Local
board priority
|
15%
|
|
Impact
in the community
|
10%
|
|
Alternative
provision
|
5%
|
|
Catalyst/opportunity
|
10%
|
|
Building
20%
|
Size
and layout
|
10%
|
|
Physical
condition
|
10%
|
Understanding
customer needs
is the primary focus of investigations
26. Investigation
of CFNP area-based actions follow a consistent approach with a primary focus on
identifying and understanding customer reach and impact, alongside
consideration of network provision, growth and demographics. This ensures that any investment in facilities delivers
effectively on the service requirements of communities.
27. Slide 12 in
Attachment A shows the bulk of area-based actions are
investigations involving strategic and/or needs assessments, this reflects
determining customer need as a first step, rather than an assumption
that facility provision is required.
Alignment of Action Plan implementation
with investment cycles
28. Actions are
progressed to align with investment planning cycles. Evidence-based
investigations inform investment requirements and prioritisation across the
network for its 10-year Budget (Long-term Plan), which is reviewed every three
years.
29. Actions with
capital funding in the first five years of the Long-term Plan are progressed as
the first priority, along with network priority actions which fall in spatial
priority areas or those actions which present a significant opportunity for
optimisation or divestment.
The Action Plan is reviewed every three
years
30. Every three
years the CFNP Action Plan is reviewed and updated to recognise progress and
review priorities of existing actions and assess potential new actions. In
April 2019 the Environment and Community Committee approved the revised Action
Plan for the CFNP (ENV/2019/47). The revised Action Plan was the second action
plan since adoption of the CFNP.
31. Staff provide
a yearly progress update on the delivery of the Action Plan to PACE.
32. A revised
CFNP Action Plan is due to be presented to PACE in June 2022.
Tātaritanga me ngā
tohutohu
Analysis and advice
Progress on
delivery of actions demonstrates our resources are focused on an agreed work
programme
33. The
2019 CFNP Action Plan contains actions that are implemented over time within
available resource and finances.
34. To
date staff have completed or are working on:
· 80 per cent of business improvements
· 86 per cent of strategic improvements
· 69 per cent of area-based actions (priority and non-priority actions
combined).
35. The progress being made on business and strategic improvements and
priority area-based actions demonstrates our commitment to focusing resources
on a collectively agreed and mandated programme of work.
36. In addition, we prioritise delivery of area-based actions to ensure
focus across the network and ensuring existing assets are
fit-for-service (refer Attachment A for further detail).
37. The
status of individual actions in the CFNP Action Plan are detailed in Attachment
B. The red text in the attachment indicates a change of status since the 2019
Action Plan was approved.
Business and strategic improvements
advance how we carry out our work and the processes we use
Business improvements
38. Business
improvements enhance our portfolio information and tools to implement the
outcomes of the CFNP.
39. An example of a business improvement initiative (Action 117) that is
in progress is to improve and streamline research methodologies and processes
to provide robust information for planning and monitoring of the effectiveness
of community facilities.
40. Clear
evidence and consistent data will improve our understanding of
use of resources and service impact, to inform quality advice around
decisions and trade-offs.
Strategic improvements
41. Strategic
improvements enable better ways of working to achieve the goals of the network
plan.
42. An
example of a strategic improvement initiative (Action 13) that is in progress
is to undertake a regional review of Auckland’s aquatic network to
understand the impacts of growth, assess future gaps in relation to services
and the lifespan of existing facilities.
43. This
work will help us to work out the optimal provision of aquatic services to meet
the current and future needs of Aucklanders and provide a framework to
guide planning and investment decisions.
Area-based actions
44. Area-based actions are categorised as either priority or
non-priority actions. The following table shows the delivery status across priority and non-priority area-based actions.
|
Area-based actions
|
Per cent complete or in-progress
|
|
Priority
|
78
|
|
Non-priority
|
48
|
45. The
increase in completed area-based actions from 40.7 per cent to 55 per cent is
the most significant shift since progress on the 2019 Action Plan was reported
to PACE in 2020.
There are five area-based actions that are on hold to align with
funding because of resource constraints
46. Progress has
slowed in some areas in response to constraints as we have less delivery
resource, and we have delayed work that requires significant capital investment
to align with funding.
47. Area-based
actions that are paused (five per cent) are reflected as ‘on hold’
in the graphs in Attachment A and noted in red text in Attachment B.
|
Action
|
Facility or area
|
Local board
|
Description
|
Reason for work being
paused
|
|
54
|
Flat Bush
|
Howick
|
Develop a library and multi-use
community facility in Flat Bush.
|
Work is on hold until budget
for this project becomes available in year 3 of the LTP.
|
|
55
|
Flat Bush
|
Howick
|
Investigate options for the
future provision of pools and leisure space to address population growth,
demand and gap in provision.
|
Work is on hold until budget
for this project becomes available in later years of the LTP.
|
|
74
|
Meadowbank Community Centre
|
Ōrākei
|
Upgrade of Meadowbank
Community Centre.
|
A detailed business case
will begin when the local board has approved fitout concept plans which has
been delayed due to delivery capacity.
|
|
125
|
Mt Wellington community
facilities
|
Maungakiekie-Tāmaki
|
Investigate community need
in Mt Wellington, including partnership opportunities.
|
On hold due to
organisational delivery/resourcing capacity.
|
|
135
|
Central West aquatic and
leisure
|
Whau
|
Development of new pool and
recreation centre in central West.
|
Work is on hold until budget
for this project becomes available in year 4 of the LTP.
|
Work on area-based actions is to understand and respond to
community need
48. Understanding
the service needs of customers and communities is the primary focus of
investigations for area-based actions. The investigation
process considers options to respond to identified needs and if required,
establish clear and robust evidence to support advice regarding
appropriate responses and nature of investment required.
49. An example of
an area-based action responding to community need is Action 81, completed in
March 2021, that resulted in the opening of a new community hub in leased
premises, Te Paataka Koorero o Takaanini. The service model and the way it was
developed offers many learnings for how we might approach community services in
the future.
50. The community
was involved in designing the built environment service offering, which is
bilingual and based on an aspiration for a place underpinned by tikanga
Māori where people feel a sense of belonging and of being valued.
Exploring ways to reduce reliance on
capital investment
and integration of services is also a focus of our work on area-based actions
51. An example of
an area-based action that looked for ways to ease pressure on capital funding
was Action 107, an investigation into provision of library facilities in
Ponsonby and Grey Lynn areas that assessed condition and suitability of
existing facilities. This work, completed in September 2020, demonstrated the
continued need for library and community centre services at Leys Institute,
which is closed due to seismic issues.
52. In response
to financial constraints, the recommended option to restore the facility
includes looking for alternative sources of funding such as community
fundraising, philanthropic donations, targeted rates and service property
optimisation.
53. Work
on Action 60 is an example of work that supports integrated service delivery to
provide value for money. The investigation, completed in September 2021, looked
at requirements for library, community, arts and culture services in Northcote
with the aim of supporting the development of combined community services,
including a multi-purpose community hub, as part of Eke Panuku’s Unlock
Northcote town centre redevelopment programme.
54. The
investigation showed the need for council community services
is expected to increase as more housing is developed around the town centre of
Northcote and there is an opportunity to realise value from integrated service
provision and flexibility for customer responsiveness from non-asset-based
service approaches.
The priorities in the CFNP Action Plan are guiding the focus of
our resources in a constrained environment
55. The
impact of Covid-19 and the resulting economic slow-down has had a
significant impact on the council’s revenue and borrowing capacity. The
Long-term Plan 2021-2031 (Recovery Budget), adopted 29 June 2021, highlights:
· a
tight fiscal environment for the immediate future
· the
need to reduce capital expenditure across the council family
· reprioritisation
of projects
· the
unsustainability of maintaining the current community facility network while
meeting the needs of growing and changing communities.
56. The
‘focused investment’ approach for community investment adopted as
part of the Recovery Budget involves moving towards renewal of
priority assets, reduction of our asset portfolio and expansion of provision of
tailored and alternative service delivery such as through integration of
services, partnerships, grants and digital channels.
57. The approach for community investment supports the direction of the CFNP
and in this constrained environment the priorities in
the CFNP Action Plan are guiding the focus of
our resources.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
58. There are
currently no identified climate implications for the delivery of the CFNP
Action Plan investigations.
59. Consideration
of climate impacts happens at a project level during the development of detailed
business cases. These business cases cover climate impacts such as an allowance for environmental initiatives in early cost estimates and sustainability advisors on procurement
evaluation panels.
60. Future business cases will include application of the Community
Facilities – Sustainable Asset Policy adopted in October this year. The
regional policy, the first of three phases under the council’s
Sustainable Asset Standard (SAS), commits council to:
· achieve
carbon neutrality in operations for new asset development
· achieve
a minimum 5-Star Green Star rating (or equivalent certification) on the
development of all new assets with a budget over $10 million
· incorporate
decarbonisation principles into guideline documents for renewals and new asset
development of all community assets.
61. We will
improve the approach to assessment of climate impacts in investigations and
business cases by applying learnings (from across the organisation) as it
matures in its responsiveness to climate change. Staff will also seek to
understand the allowances that need to be made to meet climate impact targets
for Action Plan projects related to the development of new, or improvement of
existing, facilities.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
62. Delivery of
the CFNP Action Plan is resourced by council’s Community and Social
Policy and Regional Service Planning, Investment and
Partnerships teams, subject to capacity. Individual actions are delivered
with participation from other departments and, where relevant, Eke Panuku
Development Auckland.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
63. In-progress
area-based actions are reflected in relevant local board work programmes. Local
boards provide feedback and input throughout the investigations and have
decision making responsibilities.
64. Decision-making for service provision and location sits with local
boards within funding parameters set by the Governing Body.
Tauākī whakaaweawe
Māori
Māori impact statement
65. Section
2.2 of the CFNP outlines how the CFNP will deliver on Māori outcomes.
These include:
· engage
with Māori organisations to understand Māori expectations and investigate
the community needs of Māori groups, and factor this into decision-making
for community facilities
· actively
engage and consult to ensure the planning, development, and operations of
facilities consider Māori needs and aspirations
· work
closely with Māori groups and key stakeholders, including local iwi, to
develop appropriate cultural programmes to be delivered through facilities
· investigate
Māori demographic participation and usage trends, identifying
opportunities to increase the attendance and use of facilities by Māori
and developing appropriate business responses
· provide
visual representations of commitment to Māori to tell stories of their
connections to the place (such as signage) and honouring tikanga
· ensure
that, in any exploration of potential future sites for facilities, Māori
concerns about wāhi tapu are incorporated.
66. Engagement
with Māori is included as part of investigations and continues through the
planning and delivery of responses. Examples include:
· interviews
and hui with mana whenua
· interviews
and hui with mataawaka in local settings to understand community needs
· workshops
and focus groups with local marae
· intercept
surveys with representative samples of the Māori population base
· kanohi
ki te kanohi interviews conducted in Te Reo Māori.
67. Feedback
provided from Māori is specific to the nature of the investigation for
which the engagement occurred. This feedback is used to inform the delivery of
options and responses.
68. Staff will
work with other relevant parts of the council to ensure effective engagement
with Māori.
Ngā ritenga
ā-pūtea
Financial implications
69. There are
currently no identified financial implications for the delivery of the
Community Facilities Network Plan Action Plan, as work is delivered utilising
existing resources and budgets.
70. The ability
and timeframe to implement the actions in the network plan that result in asset
investment is dependent on the level of budget allocated in the LTP for
community facilities.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
|
Risk
|
Mitigation
|
|
Strategic
· implementation of the
Action Plan involves understanding service needs and taking a network view,
which may not match local board priorities
· the aim of the CFNP is to create
efficiencies and improve service delivery to residents, but it may also
require the divestment of poor performing or not-fit-for service spaces in
favour of longer-term planning for better integrated or co-located spaces
|
· continue to socialise and reinforce
the strategic objectives of the CFNP to elected members, key staff and through
all deliverables
· strengthen the evidence base for the
CFNP approach based on the Better Business Case model
|
|
Financial
· budget allocated in the LTP 2021-2031
may be insufficient to deliver some of the action findings. In many
instances, there is no capital or operational budget allocated in the LTP to
deliver on any new provision requirements arising from actions
· the need for significant new
investment identified from actions will be challenging because Covid-19 has
had a significant impact on the council’s revenue and borrowing
capacity
· some investigations may require
changes to current funding identified in the LTP 2021-2031
|
· ensure investigations include looking
at options for funding other than rates or debt
· ensure findings of investigations that
require new investment are supported by indicative business cases
· manage expectations by acknowledging
Recovery Budget constraints
· manage expectation by acknowledging
the delegation for decision-making on investment in new facilities is held by
the Governing Body and is considered as part of long-term planning (decision making for
service provision and location sits with local boards within parameters set
by the Governing Body)
|
|
Timing
· delivery of actions may take longer
because of reduced operational capacity
· timing for some actions (particularly
non-priority actions) may not align with elected members and/or local communities’
expectations
|
· drive delivery to meet targeted
timeframes for priority actions
· manage expectations based on the
principles and direction set by the adopted CFNP
|
Ngā koringa ā-muri
Next steps
71. Actions that
have not yet started will be reflected in future work programmes subject to
available resources.
72. Actions that
have arisen since the adoption of the 2019 CFNP Action Plan will be recommended
for inclusion in the next revision of the plan which is
due in 2022. These include actions to progress findings from completed
investigations, as well as those that meet the criteria for
inclusion in the Action Plan coming through the LTP 2021-2031, local
board direction-setting and input from across the organisation.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
CFNP action plan progress update summary
|
79
|
|
b⇩
|
CFNP action plan 2019
|
95
|
Ngā kaihaina
Signatories
|
Author
|
Tracey Williams - Service and Asset Planning
Specialist
|
|
Authorisers
|
Justine Haves - General Manager Regional Services
Planning, Investment and Partnership
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts, Community
and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Sport and Recreation Facilities
Investment Fund 2021/2022
File No.: CP2021/15824
Te take mō te
pūrongo
Purpose of the report
1. To
allocate the 2021/2022 Sport and Recreation Facility
Investment Fund and confirm final project delivery costs for the sports
field investment programme funded through the 2020/2021 Sport and Recreation
Facility Investment Fund.
Whakarāpopototanga matua
Executive summary
2. On
15 October 2020, the Parks, Arts, Community and Events (PACE) Committee
approved $5.7 million from the Sport and Recreation Facility Investment Fund
for sports field upgrades.
3. The
investment will increase the provision of floodlit training facilities and
reduce weather-related cancellations in the three areas of Auckland with the
greatest need of sports field investment [PAC/2020/56].
4. The
allocation of funding was based on the following indicative project delivery
estimates.
Table 1: Cost estimates for sports field and lighting upgrades
and provisional allocation of the 2020/2021 Sport and Recreation Facility
Investment Fund
|
Park
|
Local
board
|
Approved
|
|
Māngere Centre Park
|
Māngere-Ōtāhuhu
|
$2,000,000
|
|
Papatoetoe
Recreation Ground
|
Ōtara-Papatoetoe
|
$1,900,000
|
|
Mountfort
Park
|
Manurewa
|
$1,800,000
|
|
Total
|
$5,700,000
|
5. Detailed
design and final project delivery costs have now been confirmed. Across the
$5.7 million sports field investment programme, funded through the Sport &
Recreation Facility Investment Fund, there is a mix of projects that have come
in over and under budget.
6. Māngere
Centre Park has come in over budget due to a change to the fields selected for
renovation. Field selection was informed by stakeholder engagement through the
Māngere Centre Park master plan that had not been completed when the
funding allocation (Table 1) was approved. This was acknowledged in the
resolution at the time.
7. Papatoetoe
Recreation Ground and Mountfort Park have come in under budget after detailed
costing.
8. An
opportunity has been identified to add a fourth sports park, Manurewa War
Memorial Park, to the programme which would increase floodlit sports field
provision through an investment partnership approach with the Manurewa Local
Board.
9. To
deliver the upgrade of Māngere Centre Park, Papatoetoe Recreation,
Mountfort Park and to include Manurewa War Memorial Park in the programme it
would be necessary to:
· reallocate
funding within the programme
· allocate
an additional $300,000 from the 2021/2022 Sport and Recreation Facility
Investment Fund and authorise conversion of the funds from opex to capex.
10. It is
recommended that Manurewa War Memorial Park be added to the sports field
investment programme and investment into Māngere Centre Park be increased,
as per table two. These changes will not compromise the outcomes of the
original resolution [PAC/2020/56].
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) approve $300,000 from
the 2021/2022 Sport and Recreation Facility Investment Fund to be managed by
Community Facilities as part of a targeted sports field investment programme.
b) endorse the request that
the Finance & Performance Committee approve the change in budget to convert
$300,000 operational budget to capital budget to properly account for the
Māngere Centre Park project.
c) authorise the General
Manager - Community Facilities to oversee allocation of the sports field
investment programme funded through the Sport and Recreation Facility
Investment Fund into the following parks:
i) Māngere
Centre Park
ii) Papatoetoe Recreation
Ground
iii) Mountfort Park
iv) Manurewa War Memorial Park
d) note the upcoming
funding round of the Sport and Recreation Facilities Investment Fund opening on
15 November 2021.
Horopaki
Context
11. The Sport and
Recreation Facility Investment Fund supports the development of sport and
recreation facilities to address gaps in provision and
allow council to proactively respond to the changing sport and recreation
preferences of Aucklanders.
12. The Long-term
Plan (LTP) 2018-2028 allocated $120 million to the fund over ten years.
13. Investment
fund applications are assessed against the four investment principles in
council’s Increasing
Aucklanders’ Participation in Sport: Investment Plan 2019-2039.
14. On 15 October
2020, the PACE committee approved $5.7 million for sports field upgrades to
increase the provision of floodlit training facilities and reduce
weather-related cancellations in the three areas of Auckland in greatest need
of investment [PAC/2020/56]:
· Māngere
Centre Park - $2 million
· Papatoetoe
Recreation Ground - $1.9 million
· Mountfort
Park - $1.8 million
15. An additional
$4.2 million was allocated to community-led projects in that funding round.
16. Detailed
design and final costing have been completed for the sport field upgrades,
meaning projected underspend and overspend is confirmed. Overspend is directly
linked to a change in the surface area being upgraded at Māngere Centre
Park. All projects include a contingency of at least 10 per cent that may not
be required.
17. An additional
$300,000 is available to allocate through the 2021/2022 Sport and Recreation
Facility Investment Fund.
18. The
remaining 2021/2022 Sport and Recreation Facility Investment Fund budget ($5,206,060)
has been deferred into 2022/2023 to create the $15.3 million contestable grant
round, leaving the $300,000 to allow tactical responses to emerging
opportunities, such as those described in this paper.
19. The next
contestable round of the investment fund opens on 15 November 2021, with PACE
decision on funding allocation to be made in September 2022.
20. $15.3 million
is available for the 2022/2023 funding round. Further information is available
on the Auckland Council website.
Māngere
Centre Park
21. The original
allocation of $2 million to Māngere Centre Park was subject to completion
of the park master plan that would inform park development.
22. Auckland’s
current Covid-19 lockdown has prevented completion of the master plan. The
master plan will be completed when in-person stakeholder engagement is
permitted.
23. Stakeholder
feedback collated prior to lockdown was aligned in that the upgrade of fields
one, four and five should be prioritised to maximise outcomes for winter and
summer sport as well as informal use.
24. The original
budget of $2 million was based on the upgrade of fields one, two and three.
25. Cost
escalation (refer to Table 2) is a result of the additional earthworks to level
the field (roughly indicated by the dotted red line in Image 1) and increased
surface area (fields one, four and five instead of one, two and three) being
upgraded, that also includes kilikiti/cricket wickets. Budget is now confirmed
to be $2,479,129.
26. Whilst the
Māngere Centre Park master plan has not yet been adopted, it has been
confirmed that the proposed sports field upgrades fit within all designs to
date, and the adopted master plan will reflect this work (Image 1).
Image 1: Māngere Centre
Park – proposed sports field layout in the draft master plan that is yet
to be adopted by the Māngere-Ōtāhuhu Local Board
Papatoetoe
Recreation Ground
27. $1.9 million
was tagged to the renovation and lighting of fields one and two, which have
significant drainage issues (Image 2).
28. Final project
costs (Table 2) have come in under budget but meet the original brief in full.
Image 2: Papatoetoe Recreation Ground
– proposed area for sports field and lighting upgrade
Mountfort
Park and Manurewa
War Memorial Park
29. Mountfort
Park and Manurewa War Memorial Park are both located within the Manurewa Local
Board area.
30. The original
sports field investment programme, funded through the Sport and Recreation
Facility Investment Fund, included field and lighting upgrades at Mountfort
Park.
31. The 2021
sports field supply and needs analysis (SANS) confirmed there is a need for
increased sports field capacity at both Mountfort Park and Manurewa War
Memorial Park.
32. The Manurewa
Local Board has allocated an additional $500,000 from renewals and Locally
driven initiatives (LDI) capex budget to invest into lighting at Manurewa War
Memorial Park (refer to Table 2).
33. The Manurewa
Local Board has requested that a portion of the $1.8 million currently
allocated to Mountfort Park, be reallocated towards sports field upgrades at
Manurewa War Memorial Park [MR/2021/176].
Image 3 & 4: Mountfort Park (left) and Manurewa War Memorial
Park (right) - proposed areas for sports field and lighting upgrade
Tātaritanga me ngā tohutohu
Analysis and advice
34. Across the
$5.7 million sports field investment programme, funded through the Sport and
Recreation Facility Investment Fund, there is a mix of projects that have come
in over and under budget in final costing.
35. The budget
shortfall at Māngere Centre Park can be
met by reallocating budget surplus from the Papatoetoe Recreation Ground and
allocating an additional $300,000 from the 2021/2022 Sport and Recreation
Facility Investment Fund.
36. Updated
costings for Mountfort Park (refer to Table 2) show the project will come in
under budget.
37. An
opportunity has been identified to add a fourth sports park, Manurewa War
Memorial Park, to the programme which would increase floodlit sports field
provision through an investment partnership approach with the Manurewa Local
Board, who have allocated $500,000 from renewals and LDI capex budget to invest
into lighting at Manurewa War Memorial Park [MR/2021/93].
38. Reallocating
the surplus budget from Mountfort Park to Manurewa War Memorial Park, from
within the original $1.8 million budget, will increase sports field capacity
and better meet the needs of more sports codes and informal park users.
39. The
proposed areas to be upgraded are fields six and seven at Mountfort Park and
the designated training area (DTA) at Manurewa War Memorial Park.
Table 2: Confirmed overspend/underspend across all sports field
projects
|
Project
|
Budget
|
Confirmed Delivery Cost
|
Overspend/ Underspend
|
|
Māngere
Centre Park
|
$2,000,000
|
$2,479,129
|
-$479,129
|
|
Papatoetoe
Recreation Ground
|
$1,900,000
|
$1,720,871
|
$179,129
|
|
Mountfort
Park
|
$1,800,000
|
$1,389,671
|
$410,329
|
|
Manurewa
War Memorial Park
|
*$500,000
|
$910,329
|
-$410,329
|
|
2021/2022
Sport and Recreation Facility Investment Fund
|
**$300,000
|
n/a
|
**$300,000
|
|
Total
|
$6,500,000
|
$6,500,000
|
$0
|
*Confirmed local board
budget
**Funding yet to be allocated
40. Due to
Covid-19 related delays, for grant administration efficiency and to put in
place grant process improvements, $4.5 million from the 2021/2022 Sport and
Recreation Facility Investment Fund was deferred to create one $15.3 million
contestable funding round in 2022/2023.
41. This funding
round opens 15 November 2021 and grant allocation decisions are scheduled for
September 2022.
42. $300,000 was
retained in the 2020/2021 financial year, anticipating some cost escalation
within the sports field investment programme, from a variation in scope at
Māngere Centre Park.
43. No
alternative options for allocation of the $300,000 have been considered. If
unallocated in 2021/2022, the funding would be allocated in a future year of
the fund.
44. Staff have considered
three options:
· Option
one: expand the sports field programme to include Manurewa War Memorial Park,
and fund the projects as based on detailed costs received and updated
understanding of needs
· Option
two: fund the projects to a greater or lesser extent than recommended
· Option
three: fund the projects as per the original indicative cost estimates.
Option
One (recommended)
45. Allocate
$300,000 from the 2021/2022 Sport & Recreation Facility Investment Fund to
the sports field investment programme, taking the total budget from $5.7
million to $6 million.
46. Reallocate
the sports field investment programme, funded through the Sport and Recreation
Facility Investment Fund, as follows:
Table 3: Proposed funding allocation for each project
– recommended option
|
Park
|
Local
board
|
Allocation
|
|
Māngere
Centre Park
|
Māngere-Ōtāhuhu
|
$2,479,129
|
|
Papatoetoe
Recreation Ground
|
Ōtara-Papatoetoe
|
$1,720,871
|
|
Mountfort
Park
|
Manurewa
|
$1,389,671
|
|
Manurewa
War Memorial Park
|
Manurewa
|
$410,329
|
|
Total
|
$6,000,000
|
47. Analysis of option
one – fund the projects as based on detailed costs received and
updated understanding of needs.
Table 4: Option one analysis – recommended option
|
Positives
|
Negatives
|
|
All
field and lighting upgrades will be completed at Māngere Centre Park and
Papatoetoe Rec by June 2022
|
Risk
that reduced budget for Papatoetoe and Mountfort will be perceived as reduced
outcomes. This risk is considered low likelihood and minor impact. No reduced
outcomes are planned at either site – both projects will be delivered
in full.
|
|
Lighting
will be installed at Mountfort Park and Manurewa War Memorial in summer 2021,
with field upgrades starting October 2022
|
|
|
Leverages
an additional $500,000 from the Manurewa Local Board to achieve field upgrade
objectives and more strongly aligns with their priorities
|
|
Option
Two
48. Analysis of option
two - fund the projects to a greater or lesser extent than recommended.
Table 5: Option Two Analysis
|
Positives
|
Negatives
|
|
Potential
small financial saving depending on reduction of funding.
|
A
reduction of $300,000 from the Māngere Centre Park budget would be the
equivalent removing the lighting from two fields, thereby reducing the
capacity by circa 20 hours per week. The return on investment of lights on
upgraded fields should be realised where possible.
|
Option
Three
49. Analysis of option
three - fund the projects as per the original indicative cost estimates.
Table 6: Option Three Analysis
|
Positives
|
Negatives
|
|
Papatoetoe
Rec and Mountfort Park would be delivered as planned.
|
Māngere
Centre Park will not be delivered this financial year. It has been
shortlisted as a potential training venue for the FIFA Women’s World
Cup, so could miss out if groundworks do not get underway this earthworks
season.
|
|
|
No field
upgrade at Manurewa War Memorial Park. Less aligned to direction from the
Manurewa Local Board and would result in upgraded lights with limited field
quality, reducing the return on investment.
|
Tauākī whakaaweawe
āhuarangi
Climate impact statement
50. Environmental
impact is a project delivery consideration for Project Managers leading sports
field upgrades.
51. All projects
are upgrading soil-based to sand-based fields that will improve drainage.
52. LED energy
saving lights will be used in all lighting projects.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
53. The advice in
this report has been developed by Parks, Sport and Recreation and Community
Facilities staff, with support from Local Board Services and Finance.
54. The advice in
this report regarding the FIFA Women’s World Cup has been developed with
input from Auckland Unlimited who will manage the programme of training venue
upgrades when FIFA have made their final venue selection.
55. FIFA have
identified Māngere Centre Park as one of ten shortlisted training venues
in Auckland for the FIFA Women’s World Cup 2023. FIFA and Auckland
Unlimited are in the process of costing all venue upgrades against tournament
requirements, which will inform final venue selection and budget allocation
from multiple funding sources which may include Auckland Unlimited, Auckland
Council, Sport New Zealand and MBIE.
56. Any FIFA
tournament related investment into Māngere Centre Park is likely to be
tagged to clubroom upgrades and an increase in the lighting level on field one
from 200 Lux (council’s community level lighting standard) to 300 Lux.
57. The
provisional cost of that upgrade is around $66,000 and delivery would tie in
with the existing project delivery timetable if Māngere Centre Park is
selected by FIFA.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
58. The Manurewa
Local Board consider the upgrade of Manurewa War Memorial Park to be a local
board priority, including it as their One Local Initiative project, which is
now deferred to 2024/2025.
59. At
its 21 October 2021 business meeting, the Manurewa Local Board approved designs
for installation of lighting and sand carpet playing surface for Rugby 6 and
Rugby 7 fields at Mountfort Park and the Designated Training Area at Manurewa
War Memorial Park.
60. The Manurewa
Local Board also directed staff to seek a reallocation of ‘surplus’
budget from Mountfort Park to Manurewa War Memorial Park [MR/2021/176].
61. The
recommendation to split the existing investment across Mountfort Park and
Manurewa War Memorial Park better reflects the local boards position, provides
improved training facilities for multiple sports and will ensure a better
return on investment from the local boards financial commitment, by upgrading
fields as well as lights.
62. Transferring
all budget from Mountfort Park to Manurewa War Memorial is not recommended as
both have identified community need, the previous funding decision will have
raised some community expectation and there remains an opportunity to revisit
the One Local Initiative programme in future years.
Tauākī whakaaweawe
Māori
Māori impact statement
63. Mana whenua
were supportive of the potential for positive Māori sport and recreation
outcomes when the field upgrades in Māngere, Papatoetoe and Manurewa were
originally proposed.
64. Sport and
Recreation staff have attended mana whenua workshops regarding opportunities
around the next contestable round of the Sport and Recreation Facility
Investment Fund before it goes live on 15 November 2021. Further mana whenua
views will come through in that report cycle.
Ngā ritenga
ā-pūtea
Financial implications
65. The fund is a
regional budget allocated through the LTP 2018-2028. The fund is budgeted as
follows for the next four years:
· 2021/2022
– $300,000 (confirmed – to be allocated by direct award)
· 2022/2023
– $15.3 million (confirmed – to be allocated through contestable
grant round)
· 2023/2024
– $15.4 million (provisional – subject to annual budget
confirmation)
· 2024/2025
– $17.6 million (provisional – subject to annual budget
confirmation)
66. The fund is
operating expenditure (opex). It is normally grant funded towards
community-owned facility projects for which council does not have ongoing
operational or renewal cost obligations.
67. The fund can
also be invested into council-owned sport and recreation assets, for which
council does carry the burden of ongoing operational and renewal cost.
68. When council
builds new or expanded assets it uses capex budgets which include, through each
LTP, provision for ongoing operational and renewal costs (i.e. consequential
opex). The amount of consequential opex provided for in the LTP includes
provision for council’s own capex investment and an assumption from
assets that are delivered by third parties and vested to council.
69. Use
of the fund (opex budget) to deliver council owned assets means that the normal
consequential opex provision for council capex investment does not
automatically apply. It is necessary to undertake an opex-to-capex conversion
in order to secure the consequential opex. This consequential opex can be
sourced, on a case-by-case basis, from the vested asset budget.
70. The previous
PACE report endorsed the request that the Finance & Performance Committee
approve the change in budget to convert $5.7 million operational budget to
capital budget to properly account for the council-led projects.
71. It is
recommended that an opex-to-capex conversion also be applied to the $300,000
allocated from the 2021/2022 Sport and Recreation Facilities Investment Fund.
72. Staff have
estimated that the consequential opex costs arising from the proposed
investment are minimal as it is an improvement in assets rather than a new
asset.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
73. If the
recommendations in this report are not approved, there is a risk council will
not realise its return on investment at Māngere Centre Park as field
upgrades will be completed without lighting which will fail to deliver the
intended benefit. The community sport need for midweek floodlit training venues
was the driver for investment.
74. In
addition, if groundworks at Māngere Centre Park are not progressed within
the current earthworks season (ending May 2022) it will not be suitable as a
potential training venue for the FIFA Women’s World Cup.
75. Covid-19
lockdown restrictions are a noted risk, but construction is a permissible
activity within the current Covid Alert Level Three.
76. Delivery
delays for specialised lighting are circa 16 weeks at present, however lighting
upgrades can be undertaken at any time of the year upon their arrival.
77. Sports field
upgrades will be managed during the summer earthworks window. There are no
foreseen issues in terms of delivery timeframes as all equipment and labour is
within the Auckland boundary. Project Managers will work closely with suppliers
and orders are ready to be processed when budget is approved.
78. All project
budgets contain a contingency of at least 10 per cent, that may not be required.
In a worst-case scenario of unforeseen costs the number of light poles could be
reduced. This is however unlikely as the Māngere and Papatoetoe project
costs are based on tenders received and the Mountfort and Manurewa War Memorial
costs are based on detailed design costs with a larger contingency to mitigate
risk.
79. There is a
risk that a reduced budget for Papatoetoe and Mountfort will be perceived as
reduced outcomes. This risk can be mitigated by clear communication to
stakeholders. The original scope at both Papatoetoe and Mountfort was to
upgrade two fields and their lights. Both projects will be delivered in full
within the budget allocated. Surplus funds are to be redirected to other sports
field upgrades.
Ngā
koringa ā-muri
Next steps
80. Contracts
will be signed with contractors for earthworks to begin and lighting orders to
be placed on the following projects in summer 2021:
· Māngere
Centre Park (fields and lighting)
· Papatoetoe
Recreation Ground (fields and lighting)
· Mountfort
Park (lighting)
· Manurewa
War Memorial Park (lighting).
81. Detailed
design will be carried out for field upgrades at Mountfort Park and Manurewa
War Memorial Park in early 2022, for field upgrades to start in October 2022.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
Nick Harris - Sport & Recreation Team Lead
|
|
Authorisers
|
Mace Ward - General Manager Parks, Sports and
Recreation
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Te Pūrongo a Te Kaunihera o
Tāmaki Makaurau Ngā Huanga Māori 2020-2021: Auckland Council
Group Māori Outcomes Report 2020-2021
File No.: CP2021/16555
Te take mō te
pūrongo
Purpose of the report
1. To
present the annual Auckland Council Group Māori
Outcomes Report: Te Pūrongo a Te Kaunihera o Tāmaki Makaurau Ngā
Huanga Māori 2020-2021.
Whakarāpopototanga matua
Executive summary
2. The
Auckland Council Group Māori Outcomes Report 2020-2021 shows how the
council group is contributing to the 10 mana outcomes of Kia Ora Tāmaki
Makaurau, and the LTP 10-year budget priorities.
3. The
council group published its first Māori Outcomes Report in 2019. This
third edition flows on from earlier reports and provides information on
performance, including how the council group has been supporting a Māori
response and recovery from COVID-19. Each report aims to provide a
comprehensive picture of annual progress to decision makers across the council
group, Māori partners, elected members, leaders in governance, and
whānau Māori.
4. Highlights
for the 2020-2021 year include:
· Approval
by PACE Committee of ‘Kia Ora Tāmaki Makaurau – a Māori
outcomes performance measurement framework’
· Support
for Māori led COVID-19 response and recovery initiatives through the
Manaaki Fund 2020 which saw a total of $2.9m granted
· The
Māori Outcomes Fund achieving its highest ever annual spend of $17.6
million
· Toi
o Tāmaki / Auckland Art Gallery hosting the Toi Tū Toi Ora exhibition
which was the largest exhibition in the 132-year history of the Gallery. Toi
Tū Toi Ora received a record number of Māori visitors and showcased
several up and coming and established Māori artists.
5. A
key learning for the year is the need to move towards a Māori-led funding
approach by partnering with Māori organisations with similar aspirations
and outcomes. Work is underway on this through a Māori led initiatives
fund.
6. Separate
to the annual Māori outcomes report is the 6-monthly measures report for
Kia Ora Tāmaki Makaurau. The inaugural measures report for the July 2021
– Dec 2021 period will be presented to the PACE committee in the new
year.
7. The
Auckland Council Group Māori Outcomes Report: Te Pūrongo a Te
Kaunihera o Tāmaki Makaurau Ngā Huanga Māori 2020-2021 will be
publicly published with copies distributed to key partners including mana
whenua iwi and mataawaka entities.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) receive
the annual Auckland Council Group Māori Outcomes Report: Te Pūrongo a
Te Kaunihera o Tāmaki Makaurau Ngā Huanga Māori 2020-2021.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
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Te Pūrongo a Te Kaunihera o Tāmaki Makaurau
Ngā Huanga Māori 2020-2021: Auckland Council Group Māori
Outcomes Report
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119
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Ngā kaihaina
Signatories
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Author
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Lou-Ann Ballantyne - Head of Māori Strategic
Outcomes
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Authoriser
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Claudia Wyss - Director Customer and Community
Services
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Parks, Arts,
Community and Events Committee
11 November
2021
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Parks, Arts,
Community and Events Committee
11 November
2021
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Te Kete Rukuruku site selection -
Māori Naming of Regional Parks
File No.: CP2021/16102
Te
take mō te pūrongo
Purpose of the report
1. To confirm the scope, considerations and recommendations for
Māori naming of regional parks using Te Kete Rukuruku (TKR) process, a
Māori naming and storytelling programme.
2. To confirm the intention to invite mana whenua to provide Māori
names as dual names for six regional parks and a sole Māori name for
Ōmana Regional Park.
Whakarāpopototanga matua
Executive summary
3. In September 2018 the Environment and Community Committee resolved
(ENV/2018/114) to endorse in principle the inclusion of regional parks and
cemeteries in the Te Kete Rukuruku (TKR) programme.
4. This decision was in accordance with policy in the current Regional
Parks Management Plan 2010 that identifies the reinstatement of traditional
Māori names.
5. In August 2021 a workshop was held with the Parks, Arts, Community
and Events (PACE) committee to outline the TKR process and provide research on
known history of seven existing English park names. Additional information has
been identified since the September workshop and a full summary is included as
Attachment A.
6. In addition, mana whenua requested that Ōmana Regional Park be
included in the first tranche for renaming as Ōmana is not the full and
correct Māori name for that site.
7. At the workshop PACE supported the inclusion of eight sites,
including Ōmana Regional Park, being considered for naming as tranche one
and expressed a preference for dual naming where a Māori name is added to
the existing English name.
8. Subsequent to the workshop it has been confirmed that council has a
binding agreement to retain the name of Scandrett Regional Park and further
discussion is required with both the Scandrett family and mana whenua prior to
this site being selected for Māori naming.
9. Consultation with key park stakeholders indicates support for dual
naming.
10. It is recommended that seven of the eight parks are included as part
of the TKR programme for Māori naming in the first tranche, noting that
six parks will have dual names and one park will have a sole Māori name.
11. The Draft Regional Parks Management Plan is due to go out for public
consultation in December 2021. Should the committee resolve to adopt dual
Māori names and correct sole Māori names this information can be
included within the draft plan and the public informed through the management
plan process.
12. A mātauranga agreement is being developed that commits Auckland
Council to upholding the correct use of Māori names and to use them only
for purposes of community outreach or education.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) endorse
the Te Kete Rukuruku programme and process for Māori naming of regional
parks, noting that it supports the visibility of te reo Māori and seeks to
capture and tell the unique stories of Tāmaki Makaurau
b) invite
mana whenua to provide a Māori name and narrative for the following parks
and reserves;
· Ambury
Regional Park
· Duder
Regional Park
· Glenfern
Sanctuary
· Long
Bay Regional Park
· Ōmana
Regional Park
· Shakespear
Regional Park
· Wenderholm
Regional Park
c) support further discussions with the Scandrett family and mana
whenua with a view to including Scandrett Regional Park for dual naming in a
subsequent tranche
d) note that it is expected the Māori names will be adopted by the
committee for use as dual names to enrich the stories of our parks and support
the Māori language to be visible, heard, spoken and learned, with the
exception of Ōmana Regional Park where a sole Māori name will be
adopted
e) acknowledge the intent for Auckland Council to enter a mātauranga agreement that commits to
upholding the correct use of Māori names and to use them only for purposes
that have a community outreach or educational purpose (non-commercial use).
Horopaki
Context
13. Te Kete Rukuruku is a culture and identity programme that collects
and tells the unique Māori stories of Tāmaki Makaurau / Auckland. A
subset of this programme is the Māori naming of parks and places, which
involves the reclamation or identification of Māori names and narratives
across Tāmaki Makaurau. It is a partnership between Auckland Council and
all 19 mana whenua groups that have interests across the region, led by mana
whenua.
14. A key outcome of the programme is for te reo Māori to be seen,
heard, learned and spoken. The programme contributes to reclaiming our
Māori identity and strengthening our relationships with mana whenua.
15. In 2020/2021 a total of 242 Māori names were adopted for local
parks in Whau, Manurewa, Māngere-Ōtāhuhu, Waitākere Ranges,
Henderson-Massey and Ōtara-Papatoetoe local board areas. Work continues
with mana whenua on naming in other local board areas currently in the TKR
programme.
16. In September 2018 the Environment and Community Committee resolved
(ENV/2018/114) to endorse in principle the inclusion of regional parks and
cemeteries in the TKR programme.
17. Mana whenua have the mātauranga and the mana for deciding on
appropriate Māori names for the whenua and these names should not be
subject to public debate. If the committee do not consider it appropriate for a
site to receive a Māori name, then iwi should not be invited to name it.
18. Once the parks are confirmed by formal resolution and mana whenua
are invited to provide Māori names the committee enters a partnership with
iwi and commits to adoption of the names as received.
19. The adoption of dual or sole Māori names supports and delivers
on multiple council policies and plans including:
a. the
Auckland Plan outlining council’s commitment to support te Reo to
flourish
b. council’s
Long-term Plan 2021-2031 strategic priority of the promotion of te reo
Māori
c. the
Māori Language Policy whose actions include increasing bilingual signage
and dual naming.
20. Auckland Council’s Māori Language
Policy was adopted by the Governing Body in 2016 (resolution number
REG/2016/89). The policy recognises council’s commitment to meeting its
responsibilities under Te Tiriti o Waitangi. It notes that the Māori
language and culture forms a critical part of a Māori identity. Reclaiming
or identifying Māori names for parks provides a significant opportunity to
fulfil the policy intent.
21. The Māori Language Policy acknowledges that
te reo Māori is an official language of Aotearoa and should receive equal
status to English and NZ Sign Language.
22. The Māori Plan 2017 and Issues of
Significance (IMSB) states for “Greater value to
be placed on Māori culture including marae and te reo Māori”.
Actions include reviewing policy to rename, co-name and create new names for
sites to reflect Māori heritage and history.
23. The current Regional Parks Management Plan 2010 identifies the
reinstatement of traditional Māori names within the following policies:
· Policy 9.1.1 d)
v) reinstating traditional names for a park, part
of a park or a park feature in accordance with policy 15.1.8
· Policy 13.2.5.2 Give priority to providing on-site interpretation where it:
c) increases awareness and understanding
of tangata whenua values and their historic connection to the park in
accordance with policy 9.1.1
· Policy 15.1.8 Reinstate traditional names, or rename a park, part of a park or a
park feature in accordance with policy 15.1.4 where:
a) the current name has not been formally
adopted or a previous decision has overlooked significant occupation history or
events associated with the park
· Policy 15.1.9 Consider dual names for parks, features and facilities.
TKR is a Māori naming programme for council’s parks
and places
24. The scope of the TKR programme, and particularly the Māori
naming of parks and places, is defined as the naming, renaming or dual naming
of parks and places throughout Tāmaki Makaurau.
25. The programme recognises there was a rich layer of Māori names
that existed across Tāmaki Makaurau. It provides an opportunity for
Aucklander’s to learn te Reo, Māori history and Māori values
relevant to places throughout Tāmaki Makaurau.
26. It is expected that, in most cases, Māori naming will be dual
naming. Dual naming means that a Māori name is added to the existing name
thereby enriching the stories about that place or facility without taking
anything away. For the public this means signage will present both names with
the English name following the Māori name. This is in accordance with
council’s Māori language policy and signage guidelines.
27. Dual naming also means that a Māori name sits alongside another
name that is not related in its meaning. In other words, the two names are not
translations of each other but independent and unique.
28. TKR does not include the physical signage as part of the programme
scope. Once names are adopted signage will be replaced,
primarily as part of the existing renewal programme.
Overview of naming process
29. The naming process can be broadly summarised into six steps:
i) Select
parks to be named and undertake any necessary consultation with community
groups and stakeholders.
ii) Committee
confirm the list of parks and reserves to be named through formal resolution.
iii) The
confirmed list of sites is provided to iwi who will discuss and agree on who
will name each park.
iv) Iwi
undertake their own research and provide a name and a narrative outlining the
meaning or story behind the name. The name may be an ancestral name that has been
attached to that area prior to European occupation or it could be a
contemporary name often relating to historical activities or geographical
features.
v) The
names are presented to the committee by mana whenua at a ‘hui tuku
ingoa’. This is an opportunity to hear about the names and the stories
behind them directly from iwi. This is not a public meeting and is intended to
strengthen relationships and understanding between council and mana whenua.
vi) A
report is presented at a committee meeting for formal adoption of the
Māori names. The names are entered into Auckland Council’s website
and gazetted. Stakeholders are advised of the new names and events to inform
and celebrate the names with the community may be held.
Gazettal
30. The council,
as landowner, can name parks and places by resolution through the exercise of
its power of general competence under section 12 of the Local Government Act.
31. Where the
land is vested in council and held as reserve under the Reserves Act the
council may name or change the name of a reserve by notice in the Gazette
(s16(10) Reserves Act).
32. As part of
the TKR process any sites subject to the Reserves Act will be gazetted
following adoption.
Communication and consultation
33. Any decision regarding the naming of a park must be made in
accordance with the decision-making requirements in Part 6 of the Local
Government Act 2002. Part 6 requires consideration of the views and preferences
of people likely to be affected by or have an interest in the decision. There
is discretion on how to fulfil this requirement which is likely to be
proportional to the significance of the matter under consideration.
34. Dual naming previously undertaken by TKR has not often involved
consultation with the public as nothing is being taken away. Where an existing
name is being removed and sole naming considered a more consultative approach
is advised.
35. The regional parks team has contacted key stakeholders and families
associated with the eight parks being considered for naming and this feedback
is shown in table one.
36. Further
public consultation will not be undertaken by TKR or mana whenua as part of the
naming process. It is not appropriate for the Māori names to become the
subject of public debate.
37. A new draft Regional Parks Management Plan is intended to be
released for public consultation in December 2021 once endorsed by the PACE
committee. This is an opportunity to inform the public about any decision made
by the committee to seek the addition of Māori names to regional parks.
38. Once names are adopted, communications plans are developed to engage Aucklanders in these stories.
Through this we:
· support
Aucklanders to possess a greater knowledge of the Māori narrative in
Tāmaki Makaurau
· increase pride in
this unique identity and engender greater understanding and appreciation of the
region’s Māori whakapapa.
39. A key objective is to show how this programme brings to life the
council’s broader plan of ensuring more te reo Māori is seen, heard
and spoken across the region and to showcase the rich Māori history of
Tāmaki Makaurau.
40. Community
events may be organised in liaison with Regional Parks, TKR and Council’s
Civic Events team to acknowledge, celebrate and publicise the adoption of the
names.
Tātaritanga me ngā
tohutohu
Analysis and advice
41. In August 2021 a workshop was held with PACE to outline the TKR
process and provide a list of potential sites with associated research on
existing names.
42. Seven regional parks currently have English only names and these
were identified as a logical starting point for introduction of Māori
names:
· Ambury Regional Park - Māngere-Ōtāhuhu
· Duder Regional Park - Franklin
· Glenfern Sanctuary - Aotea / Great Barrier
· Long Bay Regional Park - Hibiscus and Bays
· Scandrett Regional Park - Rodney
· Shakespear Regional Park - Hibiscus and Bays
· Wenderholm Regional Park – Rodney
43. Mana whenua requested that Ōmana Regional Park also be included
in the first tranche of sites for naming. Ōmana is
an abbreviation of the ancestral name of the pā site that was located
here.
44. Direction provided at this workshop included:
· support for the
progression of Māori naming through the TKR process
· a preference for
dual naming where the English name is retained
· support for eight
regional parks as the proposed scope for the first tranche
· confirmation that
consultation with key park stakeholders, including the families who have
historical connections with the existing names, should occur
· a report be
presented to PACE for a decision on the inclusion of these eight parks in the
TKR Māori naming programme.
45. Engagement with key stakeholders has been undertaken by the regional
parks team over the last two months and no opposition was received to the
addition of Māori names to the existing English names. Feedback is
outlined in table one below.
Table
One
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Regional Park
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Comments
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AMBURY
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Ambury Pony Club
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No concerns with dual
name.
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Friends of the Farm
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Generally supportive,
written confirmation pending.
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Ambury Riding Centre
(Riding for the Disabled)
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No concerns with name
change. Sought confirmation that it wouldn’t impact their name.
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DUDER
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Duder family
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Would like the Duder name
to be first before the Māori name. Requested the name Whakakaiwhara be
considered in reference to the headland pā.
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GLENFERN
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Glenfern Sanctuary
Trust and Ngāti Rehua Ngātiwai ki Aotea
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There has been
a series of hui between mana whenua, Glenfern Sanctuary Trust, Aotea/Great
Barrier Local Board and council staff on the draft Regional Parks Management
Plan (RPMP). The renaming of the park was discussed during this process.
They all
support Māori naming for Glenfern Sanctuary continuing within the draft
RPMP process.
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ŌMANA
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Graham Strachan
(previous owner)
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No concerns with the full
Māori name being considered.
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LONG BAY
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Long Bay Okura Great
Parks Society
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No response received.
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Torbay Historical
Society
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In favour of adoption of a
Māori name as a dual name. Would like the English name to come first.
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SCANDRETT
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Joan Scandrett
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Supportive of dual naming
provided the name “Scandrett” comes first.
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Other Scandrett family
members
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No additional feedback
from other family members has been received.
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SHAKESPEAR
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Defence
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No response received.
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Y Lodge
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Favourable response to the
addition of a Māori name as a dual name.
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Water Care
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No response received.
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SOSSI
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Verbal favourable response
at a SOSSI meeting. Raised concern over any additional costs associated with
a new name.
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WENDERHOLM
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Friends of Couldrey
House
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Favourable response from
Secretary. Further feedback pending.
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46. Consultation with stakeholders indicates that dual naming of the
sites is generally supported.
47. Additional information has been obtained regarding the histories of
the existing English names since the workshop (refer to Attachment A).
48. The Duder family, the Scandrett family and the Torbay Historical
Society have requested that the English name precede the Māori name, but
this is not supported by council policy or TKR naming guidelines.
49. Auckland Councils Māori Language Policy 2016 stipulates that the
Māori language shall precede English with exceptions generally only being
considered for health and safety reasons.
50. The sale and purchase agreement for Scandrett Regional Park includes
a requirement for council to retain that name.
51. The Scandrett family’s support of a dual name is subject to
their family name appearing before the Māori name. This is not consistent
with council policy and TKR are unable to recommend such an exception.
52. There is no obligation or legal requirement for council to retain
the Duder name. Please refer to Attachment A for more details. The wishes of
the family are acknowledged, and it is recommended that the family name is
retained but it should be consistent with council policy with the Māori name first.
53. Similarly, for Long Bay Regional Park council policy would be
followed for dual naming with the English following the Māori name.
54. We have not identified any legal requirements to retain the existing
English names for any of the regional parks except for Scandrett Regional Park.
55. Further public feedback on whether the names are adopted as sole
names or dual names could be sought as part of the draft management plan
consultation process. However, as stakeholder feedback strongly indicates a
preference for dual names, it is not recommended to consider removal of the
English names at this time.
56. TKR recommend that:
a) Māori
names be adopted for six regional parks for use as dual Māori/English
names to enrich the stories of our parks and support the Māori language to
be visible, heard, spoken and learned, with
b) a sole
Māori name being adopted for Ōmana as this park has no existing
English name.
57. We do not recommend the inclusion of Scandrett Regional Park in the
first tranche for the following reasons:
· There is a legal
obligation for council to retain the name of Scandrett Regional Park.
· The Scandrett
family’s support of a dual name is conditional on the English name
preceding the Māori name which is inconsistent with council policy and TKR
guidelines.
· Robust discussion
with mana whenua has not been able to occur prior to this report being written.
58. It is recommended that further discussion occur with the Scandrett
family and mana whenua to consider the inclusion of Scandrett Regional Park in
a subsequent tranche.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
59. There are no substantive climate change impacts relating to this
project.
60. The
inclusion on signage of Māori names of parks adopted
through the TKR programme is planned to align with signage renewal projects, or
by re-skinning when necessary. This minimises environmental impacts and
unnecessary wastage of resource.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
61. The Te Kete Rukuruku project is a regional programme that delivers
on council’s Māori Language Policy and Kia Ora Te Reo, which is a
priority within Kia Ora Tāmaki Makaurau, the organisations’
Māori Outcome Performance Management Framework. It also delivers on
Kia Ora Te Ahurea (the Māori culture and identity outcomes) as the
programme helps to reclaim our Māori identity and unique point of
difference in the world.
62. The programme aligns with the aspirations of the Independent
Māori Statutory Board (IMSB) as articulated in the Schedule of Issues of
Significance 2017, Māori Plan.
63. Te Kete Rukuruku facilitates a partnership between council and iwi
with the naming and narratives being led by mana whenua. It seeks to bring
rigour to the process of naming across the council group over time.
64. The programme has also triggered the development of new bilingual
signage templates that may be used across the organisation in the future.
65. Whilst led by the TKR, this naming mahi is supported by the Regional
Parks team who have undertaken consultation with regional park stakeholders and
have allocated budget for the project’s implementation.
66. Parks, Sport and Recreation Portfolio Managers provide additional
support acting as a conduit between local boards and the project team as
required. The naming programme contributes towards
multiple cross silo outcomes within the council group.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
67. By adopting dual names, the existing English name is retained, and
nothing is lost. The addition of a Māori name and narrative contributes to
wider understanding and usage of the Māori language and their associated
stories applicable to that area. It helps to enrich park user experience and
promotes a deeper connection between local communities and the cultural history
of these sites.
68. A memo was provided to all 21 local boards
informing them of the proposal to begin Māori naming of regional parks and
providing the opportunity for feedback.
69. Informal feedback was received as outlined in
table two below:
Table two
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Local Board
details
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Feedback
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Aotea /
Great Barrier Local Board
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We support
Māori naming for Glenfern Sanctuary continuing within the draft RPMP
process
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Bob Wichman,
Howick Local Board
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In my opinion the
sensible, economical and logical way to proceed with this process, is to dual
name the parks if so desired, but to only replace any signage when the signs
need to be replaced due to age, deterioration or damage.
The Council has far too
much debt already and should consider my suggestion as a means of showing
good fiscal management.
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Beth
Houlbrooke, Deputy Chair Rodney Local Board
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It would be appropriate to
retain the Scandrett name even if as a dual named park. Friends of Regional
Parks should be contacted, and their views sought.
|
70. Formal feedback was received from the Ōrākei Local Board
(resolution number OR/2021/161), that the
Ōrākei Local Board:
a) provide
the following feedback on Te Kete Rukuruku: Māori Naming of Regional Parks
tranche one:
i) support in principle the initial dual naming of the selected
regional parks
ii) note
the purpose of the proposed dual naming is to add contemporary and ancestral te
reo Māori names to the regional parks presently having names in the
English language
iii) do
not support the removal of English names from any parks
iv) agree
that dual naming provides the opportunity with on-site interpretation signage
to create better awareness and understanding of the background to both the
Māori and English names
v) consider
that the dual names be given equal status in terms of script, font and emphasis
on all signage
vi) note
that the large tracts of land which are now designated as regional parks have
both Māori and English heritage. English names are commonly used for
regional parks naming to acknowledge previous land ownership, and/or to
acknowledge the generous public-spirited gifting of that land for the
recreational benefit of Aucklanders and visitors
vii) note
that the Board is not aware of the previous European ownership of the land now
known as Ōmana Park or how it was acquired for a regional park, although
it was part of William Fairburn’s Maraetai Mission Station.
71. No opposition to the adoption of dual names was received from any
local boards.
72. When
the names are adopted and their narratives received, Auckland Council is
permitted to use them for community outreach and educational purposes
(non-commercial).
Tauākī whakaaweawe
Māori
Māori impact statement
73. TKR helps to increase Māori identity and belonging and is
aligned with outcomes in the Auckland Plan.
74. TKR contributes towards outcomes from the Te Reo Māori Action
Plan 2020-2023. The action plan brings to life the Māori Language Policy
(2016) and describes actions to champion a bilingual city where te reo
Māori is seen, heard, spoken and learned.
75. Adopting Māori names and showcasing narratives for parks and
reserves will increase the visibility of te reo Māori in the committee
area, will safeguard the stories of mana whenua and help ensure their survival.
76. TKR seeks to establish a best practice approach to Māori naming
and the collection and sharing of stories.
77. Mātauranga agreements are being developed to ensure that names
and stories are protected by the council, that we will uphold their correct use
and use them only for purposes that have a community outreach or educational
purpose (non-commercial use).
78. As a partnership programme, all aspects of providing names and
narratives are led by the mana whenua of Tāmaki Makaurau. This is
appropriate as mana whenua are those with the mana in this area to carry the
responsibility for Māori naming.
79. There are many resident mataawaka (Māori who live in Auckland
and are not in a mana whenua group) who will have a great interest in these new
names and narratives. This provides an opportunity for committees to engage
with their mataawaka Māori organisations and invite them to embrace and
help champion the names and narratives once the names are adopted.
80. All 19 mana whenua groups are invited to be part of the TKR
programme with eleven iwi having been actively involved in naming sites across
the region so far.
Ngā ritenga
ā-pūtea
Financial implications
81. Regional parks operational budget will cover the reimbursement to
mana whenua for their time to support research and ratification of Māori
names.
82. The total amount required to complete the naming process will be
finalised once iwi have confirmed their naming interests. So far seven iwi have
confirmed an interest. Based on seven iwi naming, costs for the first tranche
are estimated at $27,000. This will increase if additional iwi register an
interest once formally invited to name the parks.
83. Regional Parks is responsible for renewal of existing signage with
funding from the renewal programme, replacements will incorporate the new names
as and when signage is renewed. In the interests of good fiscal management, it
is not recommended that all signage is immediately replaced but undertaken over
time as renewals are scheduled.
84. Reskinning of signage as an exception to the above recommendation
can be considered on a case-by-case basis when renewal is not warranted for a
considerable time. It is expected that this would be kept to the minimum
required.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
85. Several risks and issues were highlighted at the outset of this
programme or added as the programme has progressed. These risks are carefully
managed throughout the process and mitigated in a variety of ways as outlined
in the table below.
Table three
|
Potential
Risks
|
Mitigation
|
|
Multiple
mana whenua having an interest in the parks,
with differing views on naming.
|
Timeframes are
extended when required to allow robust discussion amongst iwi. The approach
of the programme has been to focus on a quality agreed outcome.
|
|
Extended delays in the adoption of Māori names
continuing the predominance of English only names and missing renewal
opportunities.
|
Splitting the
tranche to allow for adoption of names as they are finalised rather than
waiting for completion of the entire tranche.
|
|
Potential negative public reaction to Māori names.
|
The existing
English name can be retained with the Māori name being added
Communications
once the Māori names are adopted to ensure a full understanding of the
names and their meanings.
|
|
High costs of replacement signage.
|
Signage will be
replaced as it comes up for renewal or will be reskinned if necessary and
replacement is not warranted.
|
Ngā koringa ā-muri
Next steps
86. Once the sites are resolved the TKR team will provide mana whenua
with the confirmed list for naming.
87. A hui will be held with specific iwi who have an interest in naming
in these parks to discuss the list of sites to identify and agree on which iwi
will be naming each site.
88. It is difficult to accurately predict a timeline for finalising this
agreement, but it is expected that the sites will be allocated amongst iwi by
the end of February 2022.
89. Once the allocation of sites is agreed then naming research will
commence with most iwi requiring a further 2-3 months for this purpose. Some
iwi require a longer time frame for their naming process and once sites are
allocated a firmer time frame will be able to be provided.
90. After the shared process discussion is complete, and iwi have agreed
on who will be naming each site, a memo update will be provided to PACE with an
estimated timeline for delivery of the names.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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Regional Park Naming History
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177
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Ngā kaihaina
Signatories
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Author
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Dawn Bardsley - Naming Lead
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Authorisers
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Anahera Higgins - Te Kete Rukuruku Programme Manager
Justine Haves - General Manager Regional Services
Planning, Investment and Partnership
Claudia Wyss - Director Customer and Community
Services
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Parks, Arts,
Community and Events Committee
11 November
2021
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Parks, Arts,
Community and Events Committee
11 November
2021
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Progress update: Implementing the
recommendations from the Community Occupancy Guidelines review
File No.: CP2021/15530
Te
take mō te pūrongo
Purpose of the report
1. To provide an update on the implementation of
the recommendations from the Community Occupancy Guidelines 2012 review
and seek approval of implementation priorities.
Whakarāpopototanga matua
Executive summary
2. Auckland
Council provides community organisations access to council assets via
approximately 1,300 community leases. Given the underlying value of these
assets, community leases are a substantial form of community investment.
3. Processes
and decisions for community leases are guided by the Community Occupancy
Guidelines 2012. A 2018 review found that the guidelines were being applied
as intended, but the benefits delivered by leases were not captured or clearly
articulated. The review also identified issues associated with equity,
consistency, transparency and financial sustainability.
4. Subsequently,
the Environment and Community Committee approved the following two areas of
improvement and an accompanying work programme to be completed
by the end of 2020 [CP2021/15530]:
· improvement area one: introducing an outcome
evaluation framework throughout the leasing cycle to assist decision-making and
monitoring
· improvement area two: increasing equity,
consistency and transparency and financial sustainability of community leases.
5. The
work programme is currently being delivered. However, implementation
has been slower than expected over the past three years. The operations team
leading the implementation has identified the following contributing factors:
· longer-than-expected
lead time to develop, test and refine the new processes
· legal constraints on existing leases, meaning that new
processes can only be implemented for new leases, and not on renewals
· resourcing
issues and COVID-19 restrictions which have impacted on engagement with
community groups, site inspections and general delivery.
6. Staff recommend that the
implementation of the work programme be prioritised over the next 12 to 18
months to deliver the following:
· new
lease templates and processes are fully implemented to all new leases
(approximately 200 each year)
· new
leases are granted and managed in a way that meets best practice guidelines:
the benefits delivered by the new leases are clearly articulated and are
measured, tracked and reported over time
· the
implementation of new processes is piloted on a small sample of renewals
· the
lessons learnt and recommended future refinements are detailed in a short
report.
7. Staff
will report back on progress in 18 months.
8. There
is a risk that delivery capacity reduces due to financial constraint or COVID
-19 impacts. This will be managed through simplifying processes, piloting and
reprioritising within the operational department and/or with the Committee.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) note
that progress to implement the changes from the review of the Community
Occupancy Guidelines 2012 has been slower than expected due to longer lead
time, legal constraints and resourcing issues
i) agree
that staff prioritise implementation of the 2018 review changes over the next
12 to 18 months. Staff will report back on progress in 18 months when it is
expected that:
ii) the new templates and processes are fully
implemented to all new leases (approximately 200 of them each year)
iii) the new leases are granted and
managed in a way that meets best practice guidelines: the benefits
expected to be delivered from the new leases are clearly stated; they are
measured, tracked and reported over time
iv) the implementation of new
templates and processes has been piloted on a small sample of renewals to
better understand whether and how they can be rolled out more broadly than to
new leases
v) a short report will be produced to highlight the
lessons learnt from this next phase of work and any further recommendations to
improve the leasing cycle.
Horopaki
Context
Community leases are a significant council investment to the
benefit of Aucklanders
9. Auckland
Council provides community organisations access to council assets via
approximately 1,300 community leases. The underlying value[1]
of the buildings and open spaces that are leased makes them a significant form
of community investment.
Local boards have the delegated authority for decision-making
for leases
10. The Governing
Body has responsibility to set a regional policy to ensure that community
leases deliver outcomes that align with the Auckland Plan 2050 and other
relevant strategic priorities.
11. Local
boards have delegated authority to approve community leases in response to
community needs. Their decision-making needs to consider regional objectives,
ensure the delivery of community benefits as well as comply with relevant
legislative requirements.
12. The Governing
Body approved the Community Occupancy Guidelines 2012 to inform local
board decision-making for community leases and to provide a consistent approach
throughout the community leasing cycle as follows:
The review of the guidelines was undertaken to assess its impact
13. The
review of the Community Occupancy Guidelines 2012 was commissioned by
the Environment and Community Committee [CP2017/08531] in 2018. The review
assessed the leasing process against international best practice criteria such
as relevance, impact, effectiveness, efficiency, equity, financial sustainability,
consistency, and transparency.[2]
14. The
2018 review found that the Community Occupancy Guidelines 2012 were
being applied as intended, but it was difficult to show how existing leases
delivered benefits to the community. Issues identified through the 2018 review,
in measuring and monitoring benefits throughout the leasing cycle included:
15. The 2018
review also identified a range of issues associated with equity, consistency,
transparency and financial sustainability.
Two improvement areas approved - to enhance outcome delivery,
align with best practice
16. The
Environment and Community Committee approved [CP2021/15530] a work programme, to be completed by the
end of 2020, to deliver against the two improvements areas:
· improvement area one: aims to
enable the council to better respond to growth and changing community needs.
The changes will help the council make decisions that reflect the underlying
value of council assets and the impacts delivered
· improvement area two: aims to
ensure good practices are applied to the leasing processes and quality
standards are met at each stage of the process.
Tātaritanga me ngā
tohutohu
Analysis and advice
Implementation of lease improvements has been slower than expected
17. The
work programme for improvement areas one and two is currently being delivered.
18. However,
the operations team leading the implementation has reported that progress
has been slower than expected because:
· longer-than-expected
lead time to develop, test and refine the new processes (particularly for
measuring and monitoring benefits)
· legal
constraints on existing leases, meaning that new processes can only be
implemented for new leases, and not on renewals
· resourcing
issues and COVID-19 restrictions, which impacts on engagement with community
groups and site inspections, as well as general delivery.
19. At
the time of the review, the operations team had advised that new processes
could be developed and implemented at once. This has proven to be more
complicated than anticipated, as the development of many components of the new
processes, particularly for measuring and monitoring benefits, is iterative.
New processes require testing and refining, and staff and community groups
require training and education, making progress slower than expected initially.
Changes to lease processes to identify, assess and report
community benefits
20. A
summary of progress towards delivering improvement area one, objectives and
impacts, including, resources, activities, and implementation issues are:
21. A key focus
since 2018 has been on improving our understanding of the benefits and impacts
community leases deliver. This includes:
· changes
in the lease contract to set expectations on community outcomes, and
appropriate targets and key performance indicators (KPIs) to monitor progress[3]
· adjustments
in the assessment process to ensure robust assessment of community outcomes
when determining the most suitable candidate for a new community lease
· an
additional legal clause in the community lease contracts to enforce delivery
and reporting of community outcomes from community organisations.
Changes to processes to set clear expectations for Māori
outcomes
22. Engagement
with mana whenua during the review of the guidelines in 2018 highlighted major
issues in identifying, measuring and reporting Māori outcomes.
23. Since then,
there has been a special emphasis on clarifying expectations for Māori
outcomes in the lease contracts. The changes were developed by the Māori
Outcomes team in conjunction with the Māori Values reports.
24. When the
council grant new leases in the future, there will be three standard key
performance indicators:
· Māori
membership – the percentage of Māori in membership. This percentage
should reflect the percentage of Māori population in the local board area
(for example, 16 per cent in Otāra-Papatoetoe, as the local board area has
16 percent of the population identified as Māori)
· Māori
outcomes – total number of programmes, activities and services provided
to enhance Māori health and wellbeing for the financial year
· Māori
participation – total number of Māori participating in programmes,
activities, and services in the financial year.
Adjustment to streamline processes throughout the leasing
cycle
25. Staff have
made sure that major changes are streamlined in every stage of the lease cycle.
This will ensure integrity, consistency and transparency of the process.
26. For example,
expectations of outcome delivery are incorporated from the beginning of the
application stage, and then throughout the assessment, decision-making and
monitoring stages to ensure consistent and continuous considerations and
monitoring of outcomes until the date the lease expires.
Digitalisation of the reporting and monitoring process
27. The current
reporting and monitoring processes are manual and resource intensive. Current
staff resource is insufficient to carry out those process to a satisfactory
standard without significant delays.
28. Staff have
secured $60,000 of funding from the council’s internal Organisation
Strategy and ICT Portfolio for the 2020/2021
financial year to develop an indicative business case for an online
reporting tool for sport leases. This work will confirm the cost of an IT
solution, which would significantly reduce staff time required for monitoring
and reporting. Sport New Zealand has expressed an interest in contributing to
the cost as it believes the IT solution will deliver multiple benefits to both
council and community sports.
29. Funding for
other types of community leases has not yet been sourced.
30. A
summary of progress towards delivering improvement area two, objectives and
impacts, including, resources, activities and implementation issues are:
31. Similar to
improvement area one, some progress has been made in delivery against
improvement area two such as:
· revising
the expression of interest (EOI) process to improve inclusiveness and equity of
access through leases
· adjusting
local board reporting templates to ensure consistency and transparency in
decision-making.
32. A number of projects for improvement area two are yet to progress,
primarily due to limited staff capacity.
33. Review
of the rent pricing structure is underway but has also not been completed.
Preliminary findings will be workshopped with the Parks, Arts, Communities and
Events Committee in November 2021.
34. As
outlined above, changes to templates and processes, while in the pipeline, have
not been implemented to leases. This means that there has not yet been an
improvement in maximising benefits and impacts delivered from community leases.
It remains difficult to show the benefits (or outcomes) existing leases deliver
to the community. Leasing processes have not yet met best practice guidelines
for: equity, consistency, transparency and financial sustainability.
Staff recommend the work programme for the two improvement areas
to be implemented as top priority in the next 12 to 18 months
35. Staff have
identified the next steps to deliver on the work programme and make
improvements to both the processes and decision-making for community leases.
Tables A1 and A2 in the attachment provide detailed information on the current
status of each action in the work programme under the two improvement areas,
and the next steps and responsible departments.
36. Staff
recommend that the next steps be implemented as a priority in the next 12 to 18
months. Staff will report back on progress in 18 months. By then, it is
expected that:
· the new templates
and processes are fully implemented to all new leases (approximately 200 of
them each year)
· the new leases are
granted and managed in a way that meets best practice guidelines: the
benefits expected to be delivered from the new leases are clearly stated; they
are measured, tracked and reported over time
· the implementation
of new templates and processes has been piloted on a small sample of renewals
to better understand whether and how they can be rolled out more broadly than
to new leases
· a short report will
highlight the lessons learnt from this next phase of work and any further
recommendations to improve the leasing cycle.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
37. There is no
climate impact from this progress report back.
38. Community
leases affect how open space and community facilities are used. The climate
impacts of proposed activities associated with community leases are assessed at
the application and renewal stages.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
39. This report
was developed in collaboration with the operations team who is leading the
implementation of the review changes.
40. The proposed
changes will lead to different ways of working and additional demands on
existing staff in the short term. The pressure can be met in the short-term
within the current departmental budgets.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
41. All 21 local
boards were consulted during the 2018 review. Their views were incorporated in
the findings and helped shaped the work programme for the review changes.
42. Staff will
work with local board advisors and seek local board feedback on changes in the
work programme that relate to their decision-making, for example the
development of a new local board reporting template to improve transparency and
consistency of advice.
Tauākī whakaaweawe
Māori
Māori impact statement
43. Staff engaged
with the Mana Whenua Forum twice during the review in 2018.
Main issues raised by the forum are:
· inconsistency
and lack of cultural awareness when engaging with the Mana Whenua Forum, iwi
and Māori organisations, particularly for community lease decisions that
involve use or development of land
· lack
of exposure for mana whenua and Māori organisations to information about
the application process and prospective leases
· lack
of consideration about how Māori outcomes could be achieved and measured.
44. Staff
considered these concerns as part of the review recommendations. They are
addressed through the actions under the two improvement areas. In particular,
the changes to the expression of interest (EOI) will allow better engagement
with relevant iwi and Māori organisations. Changes made to the Community
Outcomes Plans will enable better and consistent measurement, monitoring and
reporting of Māori outcomes over time.
Ngā ritenga
ā-pūtea
Financial implications
45. The proposed
changes will lead to additional demands on existing staff in the short term.
The costs can be met in the short-term within the current departmental budgets.
46. There is
additional cost to digitalise the reporting process for sports leases. The
digitalisation options for sports leases are being investigated as part of an
indicative business case. Digitalisation the reporting process for other types
of leases is not yet scoped or budgeted.
47. Over the
medium-term Auckland Council can expect efficiency gains from digitalisation
and more streamlined processes.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
|
Risk
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Possible mitigations
|
|
If capacity for delivery reduces due to financial
constraint or COVID -19 impacts, then the delivery of improvements
could be less than anticipated or take longer.
|
Simplify processes and ensure expectations are managed
at the lease application stage.
Reprioritise work programme within the operating
department and/or with the committee.
Pilot significant changes before committing to the roll
out to all leases.
|
Ngā koringa ā-muri
Next steps
48. A steering
group consisting of relevant General Managers will oversee and prioritise
resources towards implementation of lease improvements to achieve improved
outcomes and equity.
49. Staff will
report back on progress in 18 months. Any capacity issues that may lead to a
need to reprioritise the lease improvement work programme will be agreed with
the Committee.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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Detailed status update and next steps for the two
improvement areas
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193
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Ngā kaihaina
Signatories
|
Author
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Nancy Chu - Principal Policy Analyst
|
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Authorisers
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Carole Canler - Senior Policy Manager
Kataraina Maki - General Manager - Community and
Social Policy
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
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Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Tāmaki tauawhi kaumātua -
Age-friendly Tāmaki Makaurau / Auckland Action Plan
File No.: CP2021/14296
Te take mō te pūrongo
Purpose of the report
1. To
adopt the Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau
/ Auckland Action Plan.
Whakarāpopototanga matua
Executive summary
2. The
number and diversity of older Aucklanders is growing, and this creates
challenges and opportunities for improving the age-friendliness of our
environment, infrastructure, and services now and in the future.
3. Older
people experience barriers to participation across all areas of life.
4. The
Tāmaki Tauawhi Kaumātua - Age-friendly Tāmaki Makaurau /
Auckland Action Plan (Action Plan) is our commitment to supporting older
Aucklanders to participate fully in their communities.
5. It
is a region-wide, cross-sector plan that commits the council,
council-controlled organisations (CCOs) and sector partners to improve outcomes
for older Aucklanders through the delivery of tangible and meaningful
actions.
6. Over
3,000 Aucklanders shared their thoughts on what is needed to improve the
age-friendliness of Tāmaki Makaurau / Auckland. These insights informed
the draft Action Plan.
7. Engagement
with kaumātua and whānau to hear what is important to Māori led
to the development of our unique Age-Friendly Tāmaki Makaurau / Auckland
Framework (the Framework).
8. The
Framework aims to be inclusive of all peoples, combining the World Health
Organisation (WHO) domains with te ao Māori concepts to reflect the
bicultural foundations of Aotearoa and the diversity of Tāmaki Makaurau /
Auckland.
9. Seventeen
local boards support the draft Action Plan. Thirteen have provided feedback on
how the Action Plan could be strengthened.
10. Community
consultation on the draft Action Plan took place in September/October
2021. Over 2,500 submissions were received. Seventy-five per cent of
respondents supported the Framework. Seventy-one per
cent thought that the proposed actions in the 10 domains will make a positive
difference for older Aucklanders.
11. Positive
feedback included that the plan is inclusive of people from all backgrounds and
provides a useful step in building an inclusive community.
12. Some common
issues raised related to the use of Māori concepts and te reo, concern
over council’s role and funding, and how the impact of the plan will be
monitored.
13. Staff are
proposing some changes in response to community, local board and Seniors
Advisory Panel feedback. Most are minor changes or additional actions provided
by partners. Other changes, such as the addition of a glossary, are to improve
clarity and understanding of the plan.
14. The Action
Plan is constrained by actions needing to be delivered within existing
resources, or as and when new funding can be secured. Greater or quicker impact
could be possible in the future if budget is not such a limitation.
15. By working
together, the council and cross-sector partners can, however, leverage
resources to achieve greater collective impact and prioritise efforts to where
it is needed most.
16. Over time the
plan will help embed an age-friendly approach to the way council and partners
design and deliver services and infrastructure. This will result in ongoing and
incremental change that makes a tangible impact on the lives of older people.
17. Once adopted,
staff will immediately seek membership for Auckland to join the World Health
Organisation’s Global Network of Age-friendly Cities and Communities (WHO
Network).
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) adopt
the Tāmaki tauawhi kaumātua - Age-friendly Tāmaki Makaurau /
Auckland Action Plan in Attachment A of the agenda report and all the proposed
changes as outlined in Attachment B of the agenda report.
b) delegate
approval of the final Action Plan incorporating all the proposed changes as
outlined in Attachment B of the agenda report and any other minor edits, as
maybe required, to the Chair and Deputy Chair of the Committee.
c) approve
that subject to a) and b) staff take the necessary steps to seek membership of
the World Health Organisation Network of Age-friendly Cities and Communities in
early 2022 and report the outcome in due
course.
Horopaki
Context
18. Auckland
Council has a strong interest in the wellbeing of older people, because:
· Tāmaki
Makaurau / Auckland is home to New Zealand’s largest population of older
people[4]
- this number will more than double between 2018 and 2043
· of the current 65+
population, most are well-placed but some face hardship and this will increase[5]
· diversity in life
stage, needs and abilities, culture, language, living situation and financial
stability affect how older people contribute and participate in the community.
19. In view of
this, in July 2018 Auckland Council’s Environment and Community Committee
resolved to become an Age-friendly City and seek membership to the World Health
Organisation’s Global Network of Age-friendly Cities and Communities (ENV/2018/88).
20. The network
includes cities that are committed to supporting each other and creating
inclusive and accessible environments for all people to enjoy. It identifies
eight interconnected domains of urban life that contribute to improving the
wellbeing and participation of older people.
21. To obtain
membership to the network, staff led a process to develop a region-wide
cross-sector Action Plan that will deliver over 100 actions to improve the
age-friendliness of Tāmaki Makaurau / Auckland.
22. The
Action Plan has been created to ensure infrastructure, activities and services
are developed or adapted to respond to the diverse needs of Auckland’s
growing and increasingly more diverse ageing population.
Tātaritanga me ngā tohutohu
Analysis and advice
The problem/opportunity
23. Tāmaki
Makaurau / Auckland’s older population is growing faster than any other
age-group and faces challenges and barriers to participation across all areas
of life.
24. Our older
people are taonga, and deserve to live full, meaningful lives where they can
participate and be valued for the contribution they make to our
communities.
Our
services and infrastructure need to respond and adapt to older peoples’
diverse needs
25. Tāmaki
Makaurau / Auckland’s growing and increasingly diverse ageing population
means we need short-term as well as longer-term, system-level solutions to
ensure older people can actively participate in their communities now and in
the future.
26. The burden on
the environment, infrastructure and on services such as healthcare will expand
exponentially as the older population grows to a projected 432,800 Aucklanders
by 2043. To enable older people to live active and full lives in Tāmaki
Makaurau, we need to ensure infrastructure, activities and services are
developed or adapted to respond to their diverse needs.
Older Aucklanders told us they face challenges related to
accessibility across all areas including public space, buildings, transport,
and housing options
27. In
developing the Action Plan older people told us they need:
Older
Aucklanders can find it difficult to access information and to keep up to date
with technology
28. In developing
the Action Plan older people told us they need:
Older
people can feel invisible, disconnected, and discouraged from taking an active
role in their community
29. In developing
the Action Plan older people told us they need:
Our response to the problem/opportunity
30. The
development of Tāmaki Tauawhi Kaumātua – Age-friendly
Tāmaki Makaurau / Auckland Draft Action Plan (Attachment A).
31. This is a
cross-sector action plan that responds to the diverse needs and aspirations of
older Aucklanders to improve their wellbeing and quality of life; and to make
Tāmaki Makaurau / Auckland a more age-friendly region.
Strengths
A
cross-sector action plan will deliver collective impact in an innovative,
sustainable, and equitable way
32. Staff worked
with a range of organisations and communities who are active in advancing the
wellbeing of older Aucklanders including:
· nineteen
organisations with different specialities, such as health, recreation, and
housing
· regional
and local organisations, ensuring a breadth of reach across communities.
33. Together
we identified and developed actions that will help address the challenges and
opportunities raised by older Aucklanders. This approach:
· enables
collaboration between the council, age-sector organisations, and communities
· creates
opportunities to leverage resources and deliver greater collective impact over
time
· develops
an action platform for organisations to build upon
· encourages
interest and participation from other organisations to be part of delivery
· recognises
that improving the age-friendliness of Tāmaki Makaurau / Auckland relies
on many different groups and agencies playing their part
· ensures
the delivery of actions that have impact for older Aucklanders of all
ethnicities, abilities, and beliefs.
34. It is
anticipated that having a shared vision for an age-friendly Tāmaki
Makaurau / Auckland will continue to build momentum within the organisations
who are responsible for delivering actions.
35. The intent is
that over time an age-friendly lens will become embedded in the way the council
and partners design and develop services and infrastructure across the region.
36. The result of
this will be ongoing action and incremental change that makes a tangible impact
on the lives of older people.
The
Action Plan includes a mixture of over 100 new and existing actions
37. Impact will
be delivered through a mix of short, medium, and long-term actions. They
are spread across all ten domains, but not equally.
38. Some domains
have more actions than others, for example the Housing domain has fewer actions
than the Respect and Social Inclusion domain. This is because some things, such
as refurbishing Haumaru Housing units take time and money to implement whereas
supporting community-led social activities can use existing resource or may
build upon activities that are already happening.
39. Council’s
actions are primarily focused in the domain areas where most council services
are provided. These are:
· Te
Taiao; council maintains outdoor spaces and facilities for the community
· Respect
and Social Inclusion; council hosts region-wide and local community events and
activities that foster belonging and inclusion for diverse Aucklanders
· Communication
and Information; council informs communities about what is happening and offers
support through libraries and community centres.
It has a
unique Age-Friendly Tāmaki Makaurau / Auckland Framework to reflect our
bicultural foundations
40. Staff
developed the Age-friendly Tāmaki Makaurau / Auckland Framework in
response to feedback from kaumātua.
41. The Framework
provides a holistic frame to the plan that integrates the WHO domains with Te
Whare Tapa Whā - a Māori wellbeing framework and te ao Māori
values.
42. It includes
two additional domains and expanded another:
· Kaumātua
and Kuia and Culture and Diversity domains were added to reflect Tāmaki
Makaurau / Auckland’s diversity and bicultural foundations
· Outdoor
spaces and Buildings was expanded to become Te Taiao – the Natural and
Built Environment.
43. The Framework
is unique to Tāmaki Makaurau / Auckland. It ensures the actions within the
plan are meaningful, achievable, and impactful for older Aucklanders.
44. The Framework
will continue to be used to guide how we collectively improve and evaluate the
age-friendliness of Tāmaki Makaurau / Auckland.
The
Action Plan will have a wider community and intergenerational impact
45. The actions within the plan will benefit
older people and others in the community now and in the future. For example,
ensuring all buses are accessible will benefit small tamariki / children and
disabled community members.
46. 
Many
activities within the plan help people of all ages and stages, and what we do now
to improve older Aucklander’s accessibility and quality of life will also
benefit future generations.
Constraints and limitations
It will
take time to see the full, long-term impacts of the Action Plan
47. The
Tāmaki Tauawhi Kaumātua – Age-friendly Tāmaki Makaurau /
Auckland Action Plan will deliver impact over time.
48. Some actions
will be delivered immediately or are in progress, others will take time. For
instance, making roads, buildings and parks more accessible will be achieved
over time, subject to the roll-out of relevant capital works and renewal
programmes.
Auckland
Council, CCOs and partner organisations are constrained by the financial impact
of COVID-19 and operating within existing budget and resources
49. The Action
Plan has been developed on the basis that everyone is operating in a
constrained financial environment and actions will be delivered within existing
resources.
50. The current
assumption is that:
· no
additional budget will be available
· where
new funding is required, it will need to be reprioritised from elsewhere,
secured through grants, or considered through budget-setting processes.
51. Consequently,
the first one to five years of the action plan focus on existing or new actions
that are easier and more affordable to carry out within existing budgets.
52. There is
potential for this to change as the Action Plan evolves and if more funding
becomes available in the medium to long term (5-10 years).
Success
relies on cooperation, ongoing commitment, and resources to support
collaboration
53. The Action
Plan relies on the dedication and commitment of the council and partner
organisations working together to improve the age-friendliness of Tāmaki
Makaurau / Auckland:
· many
of the partner organisations are community-led with limited capacity and
dependant on ongoing public funding
· larger
entities and agencies (including government and council departments) may have
competing priorities
· success
is dependent on all parties continuing to prioritise age-friendly outcomes and
delivering the actions they have developed.
54. This plan is
a snapshot in time of agreed actions. There will be partners and other
organisations that will want to add actions and/or amend and amplify existing
actions.
55. To
accommodate this, it is intended that the Action Plan is a “living
document” with new actions able to be added as we progress. These can be
included as part of annual progress reports.
56. Resources
will also be needed to support sector collaboration. It will take time and
effort to facilitate organisations working together and supporting each other
to build an age-friendly Tāmaki Makaurau / Auckland.
57. As part of
the council’s commitment to the plan, council staff will play a backbone
and coordinating role. This includes bringing partners together as part of an
implementation group and monitoring delivery and evaluating impact.
Community views
58. Staff
undertook extensive community engagement in 2019-2020 to ensure the voices of
diverse older Aucklanders were at the heart of the plan. We developed surveys,
held workshops across the region, hui with kaumātua and had one-on-one
interviews with rainbow community members.
59. Targeted
engagement was facilitated by Te Kōtahi a Tāmaki, Age
Concern, Toa Pacific, New Zealand Indian Senior Citizens Association, Hindu
Elders Foundation Inc and The Selwyn Foundation to ensure we heard the diverse
voices of older Aucklanders.
60. Over 3,000
people shared their vision for an Age-friendly Auckland and told the council
what actions they think will support older people to live full, active and
healthy lives.
61. Two reports
were produced on the findings, the Community Engagement Findings Report and the
Age-friendly Tāmaki Makaurau Report.[6]
These were shared with elected members, stakeholders, and the community. These
reports were also published on the council Age-friendly website. These reports informed the
development of the Draft Action Plan.
Community feedback on the Draft Action Plan
62. The Draft
Action Plan was open for community engagement for four weeks from September 6
– October 4, 2021. We received 2,516 submissions. This included: 2,226
People’s Panel surveys, 278 “Have your say” surveys and 12
pieces of feedback via email.
63. A summary of
the general themes is set out in more detail in Attachment C.
Many
submitters acknowledge the plan is “a step in the right direction on a
long path”
64. Seventy-five
per cent supported the Framework and seventy-one per cent of respondents
thought the proposed actions will make a positive difference for older
Aucklanders – “It's an awesome plan catering for all our Older
Aucklanders no matter who they are or where they come from”.
65. Much of the
feedback also reinforced what we heard during our extensive community
engagement in 2019-2020 about the needs of older people.
66. Positive
feedback included that the plan is inclusive of people from all backgrounds and
provides a useful step in building an inclusive
community.
67. The sentiment
in many comments was that this is the right thing to do because “older
people should be valued for the contribution they have made to society”,
and continue to make, and some need the extra support that actions in this plan
outline.
68. In supporting
the Draft Action Plan people told us:
Some
expressed concerns about the council’s role, funding, the plan being too
focused on some groups; and how we monitor impact
69. 
Some
of the feedback raised concerns about council’s role, funding constraints
and the need for the plan to be for everyone:
70. The general
themes or issues identified in the community feedback and our responses are set
out below.
|
General theme/issue
|
Response
|
|
Concerns
about cost to the ratepayer and actions that are not core council business
“I do not
believe that the council should be funding these kinds of activities.”
“Great idea but
outside Council's capacity and capability.”
“This should not
be a council function draining our rates from essential core services. This
should be provided by central government from general rates.”
|
· The
Action Plan has been developed on the basis that everyone is operating in a
constrained financial environment and actions will be delivered within
existing resources.
· The
actions in the plan are funded from existing budgets of the organisations
involved, it is not just a council plan.
· The
Local Government (Community Well-being) Amendment Act 2019
extends the responsibilities of local government to include “improving
the social, environment, and cultural wellbeing of our communities”.
The action plan is consistent with this and council’s commitment to
participation and belonging. Council’s actions relate to the levers
within its remit.
|
|
Need to fund and
resource what is proposed
“Aspirational. Don't know how this will be funded or
affordable in future.”
“What funding is
being proposed for this and who will staff it.”
|
· We
acknowledge the Action Plan is constrained by actions needing to be delivered
within existing resources, or as and when new funding can be secured. Greater
or quicker impact could be possible in the future if budget is not such a
limitation.
· The
Action Plan has been developed on the basis that everyone is operating in a
constrained financial environment and actions will be delivered within
existing resources.
· Sourcing
of funding is the responsibility of the organisation/s identified.
· Organisations
may work collaboratively to source new funding or additional investment when
required.
· Working
collaboratively and by leveraging collective influence funding can be jointly
advocated/applied for.
|
|
Proof will be in the
implementation
“A comprehensive plan - the proof will be in the
doing.”
|
· Many
of the actions have already begun implementation, they vary from short,
medium, and long term. As the plan gains momentum, we expect impact to grow.
· Our
annual progress reports will provide details on the impact and success of
actions.
|
|
Too focused on some
ethnic groups and not inclusive of all older people
“Once again this
will benefit some but definitely not all.”
“This area seems
aimed at special interest groups.”
Not relevant to them
– too ‘Māori’ or focused on other ethnicities
”I feel that
central & local government are so fixated on Māori that they are
heading towards creating separatism. We are & have been New Zealanders
but current proposals risk threatening this.”
“While
I appreciate and support the aim to be culturally inclusive, the needs of non
Europeans are overly emphasised, as is common with most Council
communications and publications.”
|
· Many
comments were concerned about the actions being only targeted at a particular
group(s).
· Many
of the key actions are aimed at everyone, such as transport and the
accessibly of outdoor spaces and building, these will benefit all older
people.
· The
actions in the plan cover many different cultures and backgrounds. Some
actions are specific to ethnic groups including Chinese, Māori, and
Tuvaluan community. Other actions are more broadly targeted for all older
Aucklanders.
· The
plan is united in its goal to achieve a more age-friendly Auckland for all
people. Some partner organisations focus their actions on their community.
· The
Te Whare Tapa Whā health model is a holistic model that covers physical
health, spiritual health, family health and mental health. It is an inclusive
model.
|
|
Language – too
much te reo Māori
Common perception that
the plan is geared towards Māori and is not multi-cultural or inclusive.
|
· The plan is written in both English and Māori.
· To further support readers, we are proposing to add a
glossary of terms.
|
|
Safety issues outside the
home have come through stronger – how to make Auckland safer, worries
about impact of COVID-19, people worried about violence or threat of
“Doesn't seem to
provide practical aid and safety for our elderly.”
“get some safety
back in city streets so oldies are safe after dark attending events.”
|
· General
safety issues have come through quite strongly during this community
engagement, this was not a strong area of concern during our community
engagement in 2019-2020.
· Staff
will continue to work with organisations to highlight the importance of
safety to older people and we will continue to develop future actions that
reflect this feedback.
· Staff
will work with the Safety Collective more closely to help to address some
gaps and highlight the concerns and experiences of older Aucklanders.
|
|
Need to get the basics
right/focus on the basics – toilets, seating footpaths and roads
"By far the most
important consideration for 65+ people is access to nearby toilet
facilities.”
“…they
want to get out and enjoy the environment, but they want solid/strong chairs
with sides, that are high enough off the ground that they can easily lift
themselves up...”
|
· We
heard how important these things are to older people both during our original
community engagement and again in the latest consultation.
· This
feedback has been passed on and the council group are working on improving
these. As Auckland is a large region, these things do take time, but they are
happening.
|
|
Need to value the
contribution, knowledge, wisdom, and skills of older people
“Ensure older
people can contribute their vast experience and knowledge to the
community.”
“No matter the
age or background people with do better when they feel valued, have a purpose
and can contribute to society.”
|
· We
agree. The action plan values the knowledge, wisdom and skills of older
people and organisations have included actions to provide more intergenerational
activities and volunteering opportunities for older people.
|
|
Monitoring and
Evaluation
“All
the initiatives are very worthy but please monitor and evaluate their
effectiveness, so we don’t waste resources.”
“Aspirational,
now it is up to those providing the application of the plan to make it
work.”
|
· An
implementation group is being established of partner and action-holders
responsible for delivering actions. This group will include a representative
from the council’s Senior Advisory Panel.
· An
evaluation and monitoring plan is being developed that will support council
and partners to track progress.
· An
annual progress report will provide details on the impact and success of our
actions. This will be reported to elected members and shared with partners
and other stakeholders. The plan will be
reviewed in 2027.
|
Staff
propose changes to the Draft Action Plan in response to community and local
board feedback
71. The changes
we propose in response to community, Seniors Advisory Panel and local board
feedback are set out in Attachment B. Most are minor rather than substantive
changes to the plan’s intent.
72. Some partners
and local boards have requested to add additional actions,
these are included in the proposed changes set out in Attachment B.
73. Other changes have been proposed to provide further explanation or
clarification and improve understanding of the plan. Including:
· reiterating
the wider benefit of the action plan - “anything that’s age
friendly is good for the whole community”.
· a
glossary of partners. Some respondents were not familiar with the organisations
in the plan or what they did.
· a
glossary of terms.
· art
and culture being added to the Social Participation domain to recognise the
value of this to health and wellbeing.
· acknowledgement
that the actions included in the plan are a “snapshot in time”
rather than an exhaustive list, of the work carried out by local boards and
organisations to support an age-friendly environment.
74. Through
further proofing we have also picked up minor errors, corrections and
formatting changes that will be made to the final document, some of these are
not specifically listed.
Tauākī whakaaweawe āhuarangi
Climate impact statement
75. During our
engagement we heard, particularly from kaumātua, that environmental
wellbeing was missing from the WHO framework. The wellbeing of the natural
environment is important to our own wellbeing, and we have a role in looking
after our environment in all its forms.
76. In response,
we have expanded the existing WHO domain Outdoor Spaces and Buildings to
include te taiao (the natural environment), to recognise that the
environment’s wellbeing and our own are connected.
77. Sixty-eight
per cent of respondents thought that the actions in this domain would be of
benefit.
78. There will be
activities we need to carry out in the course of our work, like community
engagement and attending workshops, that will have an impact on climate change
e.g., transport emissions. We can partially mitigate impacts through virtual
engagement, use of electric vehicles and public transport. Other actions taken
by the council will also help to mitigate any climate impacts actions may have
e.g., flexible working policy, electric bikes.
Ngā whakaaweawe me ngā
tirohanga a te rōpū Kaunihera
Council group impacts and views
79. This Action
Plan includes actions developed with CCOs including Auckland Transport and
Auckland Unlimited.
80. The Seniors
Advisory Panel acted as kaitiaki throughout the process, providing advice,
guidance and feedback and contributing to workshops and action planning
sessions.
81. The Seniors
Advisory Panel will continue to provide support and guidance on the Action Plan
as it is delivered.
82. One member of
the Panel will be part of the Implementation Group.
83. Auckland
Council, Seniors Advisory Panel and CCOs are aware of the impacts of the Action
Plan and their role in implementation.
Ngā whakaaweawe ā-rohe me
ngā tirohanga a te poari ā-rohe
Local impacts and local board views
84. Local boards
have a strong interest in the wellbeing of older people. All local boards have
outcomes that foster social inclusion and participation among their residents
and have age-friendly specific goals and actions.
85. Staff
attended local board workshops in August/ September 2021 to share the Draft
Action Plan and then reported it to their business meetings for formal support
in September/ October 2021.
86. Seventeen local
boards supported the plan, nine with feedback for consideration and eight with
no comments or feedback.
87. Three local
boards received the plan with feedback, and one (Rodney) provided feedback but
did not indicate its support or otherwise for the plan.
88. Thirteen
local boards provided feedback on how the Action Plan could be strengthened. A
summary of this feedback with staff responses are set out in Attachment D.
89. All local
boards have provided actions to the plan. These are examples of how local
boards represent their communities, deliver activities and events, and support
local organisations that contribute to an age-friendly region.
Tauākī whakaaweawe Māori
Māori impact statement
90. The Action
Plan is relevant to Māori as tangata whenua and supports:
· Māori
Identity and Wellbeing outcome within the Auckland Plan 2050
· Kia
Ora Tāmaki Makaurau (Auckland Council’s
Māori Outcomes Framework) strategic priorities of: Kia ora ahurea
– Māori Identity and Culture, Kai ora te marae – Marae Development,
Kia ora te taiao – Kaitiakitanga and Kia ora to Whānau,
Whānau and Tamariki Wellbeing.
· Independent
Māori Statutory Board’s (IMSB) Schedule of Issues of Significance
2021 key directions of Developing Vibrant Communities, Promote Distinctive
Identity and Improve Quality of Life
· Mana
Whenua Kaitiaki Forum Ngā Pou outcomes of Wellbeing, and Culture and
Identity.
91. In the 2018
Census older Māori made up over four per cent of the Tāmaki Makaurau
/ Auckland over-65 population.
92. Older Māori
have lower levels of equity, income and rely heavily on superannuation. Actions
that are focused on kaumātua delivered by Māori organisations and
others will make a positive impact on wellbeing.
93. The
involvement of kaumātua, whānau and organisations has been
influential on the design of the Framework, work on implementation, and
ensuring this is a living document.
Engagement
to better understand the needs of kaumātua and Te Ao Māori
94. To ensure the
Action Plan is relevant and effective for kaumātua, mana whenua and
mataawaka were invited to a dedicated hui in February 2020. The hui was
organised in partnership with Te Kōtahi a Tāmaki and hosted at
Manurewa Marae.
95. As part of
engagement with Mana Whenua for the Thriving Communities Refresh, we also asked
about the needs and opportunities to support kaumātua.
Recognition
of tangata whenua, hauora Māori concepts and Te Tiriti o Waitangi are
important to kaumātua
96. Kaumātua
also told us they want the plan to:
· improve
building and marae accessibility – safety of our kaumātua
· utilise
marae more e.g., events, programmes, line dancing, tai chi, learning te reo
· support
more age-appropriate housing
· create
more disability parking
· make
more te reo visible everywhere
· incorporate
environmental recognition – care for Papatuanuku and te taiao
· make,
sport, recreation, and activity opportunities available for older people
· make
digital communication affordable.
97. Te ao
Māori values from the Independent Māori Statutory Board’s Māori Plan
for Tāmaki Makaurau are also imbedded in the Framework. These values
underpin the way people and organisations will work together to deliver this
plan with, and for, our communities.
98. The
Age-friendly Tāmaki Makaurau / Auckland Framework incorporates the WHO
framework, Te Whare Tapa Whā and te ao Māori. The unique Framework
contributes to the awareness, education and understanding of Māori
perspectives.
99. Overall
Māori identified positive impacts for kaumātua and the wider
community.
100. In the recent community
engagement on the Draft Action Plan six per cent of respondents identified as
Māori. Sixty-five per cent of these respondents supported the Framework,
“This framework identifies the importance of our future, of our elderly,
of race and culture, and opportunities to connect to each other and available
services and supports”.
101. Most feedback we
received was supportive of the integration of hauora concepts and the additions
of the Kaumātua and Kuia and Te Taiao Domains, as it “promotes the
intrinsic relationship that is required with the environment in order to
facilitate wellbeing...”
102. There was support for
the proposed actions under the Kaumātua and Kuia domain in particular to
“reinforce the importance of upholding and celebrating the cultural
identity of Māori that is recognised through Te Tiriti o Waitangi by
enabling Māori Kaumātua and Kuia to connect and share their
culture.”
103. Some thought that
improvements could be made to the Framework. These improvements or issues and
our responses are set out below.
|
Improvement/issue
|
Response
|
|
Support for
implementing more whānau centred and intergenerational activities that
highlight the wisdom, cultural knowledge, values and tikanga, of
kaumātua as experts in history and language
“Intergenerational
activities are extremely valuable within Te Ao Māori, encouraging
kōrero, connection and sharing of whakapapa, history, tikanga, reo, and
mātauranga/knowledge between all generations. Our kaumātua are the
holders of wisdom and it is important to ensure that a space is created to
ensure that this knowledge is passed on to our tamariki and rangatahi.”
|
· We
agree. The plan values the knowledge and wisdom of kaumātua.
Organisations have included actions to provide more intergenerational
activities opportunities for older people.
· There are opportunities for other initiatives to be
implemented.
|
|
Needs to be
inclusive of all cultures
“Inclusion for
all people of different ethnic groups is essential to keep people included
and have a voice.”
“For
the most part maybe seems a bit culturally separatist although differences
and understanding need to be addressed…”
|
· The
actions in the plan cover many different cultures and backgrounds. Some
actions are specific to ethnic groups including Chinese, Māori, and
Tuvaluan community. Other actions are more broadly targeted for all older
Aucklanders.
· The
plan is united in its goal to achieve a more age-friendly Auckland for all
people. Some partner organisations focus their actions on their community.
· Many
of the key actions are aimed at everyone, such as transport and the accessibly
of outdoor spaces and building, these will benefit all older people.
|
|
Ensure
provision for rural residents
“We
ask that social initiatives be available to those in rural communities...
Kaumātua and elderly in rural areas face greater isolation and adverse
health outcomes.”
|
· The
plan is united in its goal to achieve a more age-friendly Auckland for all
people.
· It
is noted that more initiatives can be targeted for older people in rural
areas.
· This will be shared with the partners and action
holders for consideration.
|
|
Concerns
about cost or funding of the plan and need to concentrate on core services
“The council
is branching into areas outside of its core obligations to ratepayers.”
|
· The
Action Plan has been developed on the basis that everyone is operating in a
constrained financial environment and actions will be delivered within
existing resources.
· The
actions in the plan are funded from existing budgets of the organisations
involved, it is not just a council plan.
· The
Local Government (Community Well-being) Amendment Act 2019 extends the
responsibilities of local government to include “improving the social,
environment, and cultural wellbeing of our communities”. The action
plan is consistent with this and council’s commitment to participation
and belonging. Council’s actions relate to the levers within its remit.
|
|
Ensure
recognition for the contribution kaumātua make
“kaupapa
which look to recognize and build on the significant contribution of
kaumātua to their whānau, hapū, iwi and communities.”
|
· We
agree. The plan values the contribution kaumātua have and continue to
make.
· Additional
text has been included to recognise this contribution. (Attachment B)
|
Ngā ritenga ā-pūtea
Financial implications
104. The Action Plan has been
designed to be delivered within the existing budgets and resources of the
council, CCOs and sector partners.
105. Where additional
investment is desired by Auckland Council to implement new or joint actions
this will need be considered through long-term plan or annual plan processes.
106. The costs associated
with the council providing a backbone and coordination role will be covered
through existing budgets and resourcing. There is no specific cost associated
with the application to the WHO Network.
Ngā raru tūpono me ngā
whakamaurutanga
Risks and mitigations
|
IF
<event>…
|
THEN
<impact>
|
Possible
mitigations
|
|
If
the impact of COVID-19 effects the resources or capacity for delivery and
collective action with partners
|
Then
delivery maybe less than anticipated.
|
Work
closely with partners to ensure any problems with delivery are communicated
clearly to the community.
Work
with partners to identify alternative resources and funding.
|
|
If
budget cuts are made due to COVID-19 or financial stress on Auckland Council
|
Then
this may reduce staff ability to provide the backbone and coordination role.
|
Work
with partners to identify alternative resource.
|
Ngā koringa ā-muri
Next steps
107. Once adopted, staff will
immediately seek membership to the WHO Global Network of Age-friendly Cities
and Communities. It is anticipated that we will be able to report the outcome
to the committee early 2022.
108. Staff are working with
partners to establish an Implementation Group to coordinate ongoing
implementation. A monitoring and evaluation plan is also being developed to
enable us to measure impact.
109. An annual progress
report will provide details on the impact and success of our actions. This will
include an update on the delivery of actions against the identified measures of
success, high-level wellbeing indicators and examples of good and promising
practice.
110. The annual progress
report will be presented to the Parks, Arts, Community and Events Committee,
the WHO and shared with local boards and all organisations supporting delivery.
It is anticipated the first report will be in the first quarter of
2023.
111. The Tāmaki Tauawhi
Kaumātua – Age-friendly Tāmaki Makaurau / Auckland Action Plan
will be reviewed every five years.
112. Baseline research was
carried out in 2017 - The Older Aucklanders: A Quality-of-Life Status Report.
The research is across the domains that contribute to quality of life and
wellbeing. This research is being conducted again this year and will be carried
out every five years to help monitor progress and guide the development of
future actions.
Ngā
tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Tāmaki tauawhi kaumātua - Age-friendly
Tāmaki Makaurau / Auckland Draft Action Plan
|
211
|
|
b⇩
|
Proposed Changes to Tāmaki tauawhi kaumātua
- Age-friendly Tāmaki Makaurau/Auckland Action Plan
|
257
|
|
c⇩
|
General Themes from Community Engagement
|
265
|
|
d⇩
|
Local Board Views
|
273
|
Ngā kaihaina
Signatories
|
Authors
|
Rebecca Kruse - Policy Advisor
Cleo Matthews - Policy Analyst
|
|
Authorisers
|
Liz Civil - Manager Community Policy
Kataraina Maki - General Manager - Community and
Social Policy
Claudia Wyss - Director Customer and Community Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
Indicative Business Case: maintaining
aquatic provision in Albert-Eden
File No.: CP2021/16813
Te take mō te
pūrongo
Purpose of the report
1. To
consider an indicative business case for the continued provision of aquatic
services in the Albert-Eden Local Board area.
Whakarāpopototanga matua
Executive summary
2. Funding
is included in the Long-term Plan 2021-2031 for a new aquatic facility in the
Whau Local Board area, to address a gap in services identified in the community
needs investigation for Central West Auckland (comprising of the Whau area, the
eastern fringe of the Waitākere area and the
western suburbs of the Albert‐Eden area).
3. The
2015 Framework Agreement, which sets the governance model for the Mt Albert
Aquatic Centre, requires Auckland Council to investigate how to maintain
aquatic services provision in Albert-Eden in the future. The
need for on-going aquatic provision in Albert-Eden was established in 2017 by
the community needs investigation for Central West Auckland.
4. Staff
have developed an indicative business case to inform decision-making on future
provision of aquatic services in Albert-Eden.
5. Five
solutions to maintain aquatic services in Albert-Eden were considered:
· Option 0: Status quo (provision at Mt Albert Aquatic Centre)
· Option
1: Expansion of Mt Albert Aquatic Centre to improve pool capacity, access and
parking
· Option
2: New aquatic facility integrated with Mt Albert Community and Leisure Centre
· Option
3: Smaller new aquatic facility on council-owned land, retaining access to Mt
Albert Aquatic Centre
· Option 3.1: Larger
new aquatic facility on council-owned land, no community access to Mt Albert
Aquatic Centre.
6. Staff
recommend continuing delivering aquatic services using Mt Albert Aquatic
Centre (Option 0). The facility can operate long-term: it is in
satisfactory condition and has a 50-year Licence to Occupy to
2048, plus two rights of renewal.
7. No
investment in expanding Mt Albert Aquatic Centre or in building a new aquatic
facility is required to maintain aquatic services in Albert-Eden in the
short-to-medium term.
8. This
recommendation is based on an investigation of community needs, an assessment
of strategic alignment and an economic analysis.
· The
investigation of community needs confirms the need to maintain aquatic
provision in Albert-Eden as demand is expected to increase
with population growth and changing preferences.
· There
is a strong strategic case to maintain aquatic services provision in
Albert-Eden. It aligns with national and local strategic objectives and
contributes to Auckland Plan 2050 outcomes. It responds to a clear investment
logic.
· There
is a weak economic case to invest in expanding the existing facility or
building a new one. Solutions other than the status quo require large capital
investments and only provide net benefits 30 years after investment at the
earliest. This is because all investment options deliver capacity that exceeds
anticipated demand over the next 30 years.
9. As
required in the 2015 Framework Agreement, staff are working with partners to
identify and implement a solution to address operational issues associated with
shared parking and access at Mt Albert Aquatic Centre.
10. Mt Albert
Aquatic Centre is near, or at capacity with near 370,000 annual visitors. The facility’s ability to meet demand in the medium-term is
highly dependent on a new aquatic centre in Whau, anticipated
to open around 2028. After the Whau aquatic
centre opens, Mt Albert Aquatic Centre is likely to be at capacity again from
2033.
11. Staff
recommend that community needs for aquatic services in Albert-Eden be
investigated in 2029/30 or earlier if the planned aquatic facility in Whau is
delayed.
12. Albert-Eden
Local Board considered the indicative business case at its September 2021 meeting
and does not support staff recommendations. The local board continues to
advocate for a long-term solution to aquatic services provision in its area.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) receive
the indicative business case for aquatic provision in Albert-Eden, which found
that:
i) there
is a need for on-going aquatic services provision in the Albert-Eden Local
Board area
ii) Mt
Albert Aquatic Centre can operate long-term as it is in satisfactory condition and operates under a 50-year license to
occupy to 2048, plus one right of renewal for 25 years to 2073, and then a
further final option to renew for a term to be agreed by the parties
iii) there
is a weak economic case for investment to expand Mt
Albert Aquatic Centre or to build a new facility in the
Albert-Eden Local Board area
iv) Mt
Albert Aquatic Centre is near, or at capacity
v) the
facility’s ability to meet future demand for aquatic services in the
medium-term is highly dependent on the planned aquatic facility in the Whau
Local Board area
vi) capacity
is anticipated to become an issue again at Mt Albert Aquatic Centre from 2033
as population growth drives demand.
b) agree
that no further investigation of investment options to maintain aquatic
services in the Albert-Eden Local Board area as part of a detailed business
case be undertaken
c) agree
maintaining the delivery of aquatic services in the Albert-Eden Local Board
area at Mt Albert Aquatic Centre (Option 0: Status quo)
d) agree
that no investment in expanding Mt Albert Aquatic Centre
or in building a new aquatic facility is required to maintain aquatic services
in the Albert-Eden Local Board area until further work as per resolution e)
below
e) agree
adding the following action to the Community Facilities Network Plan (CFNP)
Action Plan: “Investigate community needs for aquatic services in the
Albert-Eden Local Board area” for delivery in 2029/30 or earlier if the
planned aquatic centre in the Whau Local Board area is delayed.
f) Note
that staff continue to work with the Pool Trust to address operational
matters around shared carparking and access at Mt Albert Aquatic Centre.
Horopaki
Context
A
long-term solution for aquatic facilities in Mt Albert is a priority for
Albert-Eden Local Board
13. Mt
Albert Aquatic Centre was developed in partnership between Auckland Council, Mt
Albert Grammar School, Ministry of Education, and the Mt Albert Grammar School
Community Swimming Pool Trust.
14. A Framework Agreement developed in 2015 sets a new governance model for the facility. It establishes a requirement for Auckland Council
to investigate how to maintain aquatic services provision in the Albert-Eden
area in the future.
15. Albert-Eden Local Board has been advocating for the continuing
provision of aquatic facilities. One of the key
initiatives in the Albert-Eden Local Board Plan 2020, under “Outcome 5:
Parks and community facilities meet a wide range of needs” is to:
“Continue to advocate
to the Governing Body through the council’s 10-year Budget process for a
replacement pool in Mt Albert or another appropriate Albert-Eden site.”
The
need for continued aquatic services provision in Albert-Eden was previously established
16. A
community needs investigation for Central West Auckland carried out in 2017
examined aquatic and leisure service provision in an area comprising the Whau
Local Board area, the eastern fringe of the Waitākere Local Board area and the western suburbs of
the Albert‐Eden Local Board area.
17. The
investigation established the need for:
· a new aquatic
and leisure facility in the Whau area to address gaps in services and support
growth
· on-going aquatic provision in the Albert-Eden area to maintain
service levels now and into the future.
18. Funding
is included in the Long-term Plan 2021-2031 for a new aquatic facility in Whau.
The facility is anticipated to open by 2028.
19. An indicative business case has been developed
to consider the case for investment to maintain aquatic services provision in
Albert-Eden. The indicative business case is provided in Attachment A.
Indicative
business cases provide evidence to support decision-making
20. Auckland
Council uses a three-step process to investigate large-scale capital projects
and new investment in community facilities or services. This approach is based
on the business cases model developed by New Zealand Treasury.
Figure 1: Council’s methodology for investment
21. The first
step begins with a needs assessment and aims to ascertain whether there is or
will be a gap in provision. This entails:
· research
into the profile of the community
· a
summary of recent social research
· a
community facility stocktake (both council and non-council facilities)
· a
gap analysis which assesses current provision against Auckland Council policy.
22. The second
step is an indicative business case. It considers the merits of any proposed
investment and provides decision makers with an early indication of a preferred
way forward. The indicative business case:
· confirms
the need for provision or investment and need for change
· outlines
how the proposal aligns with the organisation’s strategic intent
· considers
the feasibility of a range of options, which includes comparing their costs and
benefits in the view to ensure value for money.
23. The third
step is a detailed business case. It recommends a preferred option that
optimises value for money and seeks approval from decision makers to finalise
the arrangements for successful implementation.
Tātaritanga me ngā
tohutohu
Analysis and advice
24. Staff have
prepared an indicative business case for the continued provision of aquatic
services in Albert-Eden. It comprises a needs assessment, a strategic case and
an economic case. The key findings are outlined below.
The
need to maintain aquatic services provision in the Albert-Eden Local Board area
is confirmed
25. There is an existing and growing need for aquatic services in
Albert-Eden.
26. Demand is
driven by a growing and changing population:
· The Albert-Eden Local Board area was home to 98,622 residents in 2018.
· The majority of
residents in 2018 were of European descent (59.7 per cent) and 32.0 per cent
identified as Asian ethnicity (compared to 28.2 per cent in Auckland).
· The population is
becoming increasingly ethnically diverse. Albert-Eden’s Asian population
has increased by 6,249 people, or 24.7 per cent, between the 2013 and the 2018
census.
· The resident population is expected to increase from near 100,000 to
over 150,000 people over the next 30 years.
· Population will grow by an average of 1.8 per cent per year between 2021 and 2028 and by an average of
1.2 per cent per year between 2028
and 2057.
· This
growth rate is not as fast as the Auckland average of 2.6 per cent over the
next 30 years.
Mt
Albert Aquatic Centre provides aquatic services to Albert-Eden residents
27. Current
aquatic services in Central West Auckland (study area shaded purple in the map
below) are largely provided by Mt Albert Aquatic Centre. Other
facilities servicing the Albert-Eden population include Olympic Aquatic Centre,
Tepid Baths, Cameron pool, the privately-owned Mt Eden pool as well as
learn-to-swim providers.
28. The planned facility in Whau (illustrated by a black dot in the map
below) will also be within a short distance to Mt Albert residents.
Figure 2: Current and planned aquatic provision
Note: The black circle shows the potential catchment for
the planned facility in Whau for which the exact location is not known yet. The
location shown in the figure
above is illustrative only.
Mt
Albert Aquatic Centre can operate long-term
29. An
asset assessment carried out in 2019 found Mt Albert Aquatic Centre to be in satisfactory condition. A $3.2m
upgrade in 2015 plus regular maintenance and renewal mean that it can operate
long-term.
30. The
facility received numerous awards post-improvements, winning the New Zealand
Recreation Association Outstanding Pool of the Year 2017 and
the Innovation Award Winner 2017 and 2018.
31. It is owned by the Mt Albert Grammar School Community Swimming Pool
Trust (or the Pool Trust, an Auckland Council-controlled organisation) under a 50-year Licence to Occupy to 2048, plus one right of renewal for
25 years to 2073, and then a further final option to renew for a term to
be agreed by the parties.
32. The facility is near, or at capacity, with near 370,000 annual
visits. Demand projections suggest that the facility:
· is unlikely to meet increased short-term demand for aquatic services between 2021 and
2028
· will be able to meet
medium-term demand from 2028 as a new aquatic facility in the Whau area opens
and displaces around 70,600 visits a year from Mt Albert Aquatic Centre
· is likely to reach
capacity again from around 2033 and therefore unable to meet long-term demand.
There
is a strong strategic case to maintain aquatic services provision in Albert-Eden
33. The
investment proposal is: “to maintain aquatic services provision in the
Albert-Eden Local Board area.”
34. The
investment proposal aligns with national and local strategic objectives and
contributes to Auckland Plan 2050 outcomes.
35. It
responds to a clear investment logic as shown below.
Figure 3: Investment Logic Map
Note:
Percentages refer to weight given to each problem or investment objectives
The findings of the indicative business
case are presented graphically below
Five
options were short-listed
36. Five options
were short-listed from a long list to maintain aquatic provision in
Albert-Eden:
· Option 0: Status quo
· Option 1: Expansion of Mt Albert Aquatic Centre to improve pool
capacity, access and parking
· Option 2: New aquatic facility integrated with Mt Albert Community
and Leisure Centre
· Option 3: Smaller new aquatic facility on council-owned land,
retaining access to Mt Albert Aquatic Centre
· Option 3.1: Larger new aquatic facility on council-owned land, no
community access to Mt Albert Aquatic Centre.
37. Option
1 is contingent on all Pool Trust partners agreeing to further developing the
facility.
There is a weak economic case for investment
38. All
investment options were assessed against the status quo option as part of a
cost benefit analysis, concluding to a weak economic case to
expand the current facility or to invest in a new facility.
39. The
cost benefit analysis reached several conclusions:
· Option 1: Expansion of Mt Albert Aquatic Centre has the highest a
benefit cost ratio: for every
dollar spent, $1.15 in measured benefits is expected to be realised. Benefits are expected to outweigh costs from 2055, or 30 years
after investment. This is because expanding Mt Albert Aquatic Centre creates an
over-supply of aquatic services as illustrated by the red line in Figure
4.
· Option 2: New aquatic facility integrated with Mt Albert Community
and Leisure Centre is not expected to deliver benefits substantially higher
than costs, with a benefit cost ratio of 1.02. Again, benefits outweigh
benefits more than 30 years after investment.
· The remaining options deliver no value for money. Costs of provision
for Option 3 and Option 3.1, proposing a new aquatic and leisure facility on
council-owned land, outweigh benefits.
· Overall results vary only marginally when assumptions such as
visitor numbers displaced by the new facility in the Whau area and construction
costs are adjusted in a sensitivity analysis.
Table 1: Net present value and benefit cost ratio for
each option
|
|
Capital costs
|
Net present value
|
Benefit cost ratio
|
|
Option
1
Expansion
of Mt Albert Aquatic Centre
|
$21.9
m
|
$2.9 m
|
1.15
|
|
Option
2
New
aquatic facility integrated with Mt Albert Community and Leisure Centre
|
$27.7
m
|
$0.4 m
|
1.02
|
|
Option
3
Smaller
new aquatic facility on council-owned land, retaining access to Mt Albert
Aquatic Centre
|
$40.0
m
|
-$8.0 m
|
0.78
|
|
Option
3.1
Larger
new aquatic facility on council-owned land, no community access to Mt Albert
Aquatic Centre
|
$42.9
m
|
-$9.0 m
|
0.77
|
*Highest values
in green, lowest values in red
Source: MartinJenkins,
2021.
Figure 4: Comparison of demand for aquatic services in Albert-Eden to
capacity options
Source:
MartinJenkins, 2021.
The
investment options compare unfavourably to other local
projects
40. Benefit-cost
ratios for the four investment options compare unfavourably to those for recent
investment proposals using the same methodology.
41. Table 2 provides a comparison of the Mt Albert Aquatic provision
cost-benefit analysis results with four Auckland Council Local Board projects
assessed in 2019 and 2020.
Table 2: Comparison of the Mt Albert Aquatic investment
options with other projects
|
Project
|
Net
present value
|
Benefit
cost ratio
|
Capital cost
|
|
Mt Albert
aquatic centre investment options
|
|
Option 1
|
$2.9 m
|
1.15
|
$21.9 m
|
|
Option 2
|
$0.4 m
|
1.02
|
$27.7 m
|
|
Option 3
|
-$8.0 m
|
0.78
|
$40.0 m
|
|
Option 3.1
|
-$9.0 m
|
0.77
|
$42.9 m
|
|
“One Local
Initiative” projects
|
|
Henderson-Massey –
Destination aquatic centre
|
|
Option 2
Option 3
Option 4
Option 5
|
$108.5 m
$72.9 m
$67.8 m
$67.9 m
|
3.71
2.92
2.61
2.71
|
$53.5 m
$53.3 m
$65.7 m
$57.4 m
|
|
Rodney indoor
sport facility (Kumeu/Huapai)
|
$14.6 m
|
1.8
|
$10.5 m
|
|
Upper Harbour indoor sport facility (Whenuapai)
|
$50.0 m
|
2.7
|
$18.5 m
|
|
Manurewa –
Community facility and sports field
upgrade
|
|
Partial option
|
$1.7 m
|
1.3
|
$5.5 m
|
|
Full option
|
-$3.5 m
|
0.7
|
$11.9 m
|
|
Franklin – Karaka sports park upgrade
|
|
Partial option
|
$2.1 m
|
1.1
|
$18.4 m
|
|
Full option
|
-$14.4 m
|
0.6
|
$40.4 m
|
Source:
MartinJenkins, 2021.
All
options but the status quo provide benefits to the school
42. Mt Albert Grammar School has reported several issues related to the
aquatic facility. These are included in the Investment
Logic Map.
43. Addressing those issues would provide benefits to the school. Those
benefits cannot be quantified but are assessed below.
Table 3: Benefits assessment
|
Option 0
|
Option 1
|
Option 2
|
Option 3
|
Option 3.1
|
|
Safety
benefits associated with no longer sharing a driveway
|
None
|
High
|
High
|
High
|
High
|
|
Benefits
from increased parking
|
None
|
High
|
High
|
High
|
High
|
|
Better
utilisation of school property
|
None
|
No
|
Medium
|
Medium
|
Medium
|
|
Greater
access to pool lanes for training and games
|
None
|
Low
|
High
|
Medium
|
High
|
|
Address school’s concerns
|
None
|
Low
|
High
|
Medium
|
High
|
Source:
Adapted from MartinJenkins, 2021.
44. All investment options provide benefits to the school. The status
quo option does not.
45. With
a fast-growing roll, space on school ground is in short
supply. Options for which there is no community access to the current facility
(options 2 and 3.1) deliver the highest level of benefits to the school. Option 1 does not address the school’s concern regarding
better utilisation of school property and the school
might not be amenable to an expansion of the existing pool.
Staff
have developed criteria to assess the five options
46. Staff
developed assessment criteria to enable the comparison of the options in line
with New Zealand Treasury’s Better Business Case framework.
Table 4: Success Factors
|
Success factor
|
Description
|
|
Strategic
fit
|
Meets Auckland
Council strategic intent and contributes to Auckland Plan outcomes by
ensuring continued aquatic services provision in Albert-Eden in the future
|
|
Business
needs
|
Fulfil the
current and future needs for aquatic and leisure services in the local
catchment
|
|
Value for
money
|
Provides the
highest cost-benefit ratio, benefit levels being dependent on the size of the
catchment served by the facility
|
|
Address
school’s concerns
|
Addresses Mt
Albert Grammar School’s concerns regarding accessway, car parking,
access to lanes and better use of the site
|
The
status quo fares the best against the success factors
47. A
summary of the options assessed against the success factors is provided in the
table below.
48. Option
1 Expansion of Mt Albert Aquatic Centre is the best of the
four investment options. However, it delivers low value for money, with a
benefit cost ratio of 1.15 and net benefits 30 years after investment.
Furthermore, Option 1 does no address school issues and is therefore unlikely
to gain the necessary traction amongst the Pool Trust’s partners. It is
therefore not a preferred option.
49. The other investment options are discarded as they provide no to
very low value for money.
50. The assessment concludes to Option 0 being the preferred option,
noting short-term capacity constraints.
Table 5: Assessment against success factors
|
Option 0
|
Option 1
|
Option 2
|
Option 3
|
Option 3.1
|
|
Strategic
fit
|
High
|
High
|
High
|
High
|
High
|
|
Business
needs
|
Met, but some short-term capacity
constraints
|
Met
|
Met
|
Met
|
Met
|
|
Value
for money
|
No investment
|
Low
|
Very low
|
No
|
No
|
|
Address
school’s concerns
|
No*
|
Low
|
High
|
Medium
|
High
|
|
Overall
assessment
|
Preferred option
|
Not a preferred option
|
Not a preferred option
|
Not a preferred option
|
Not a preferred option
|
* Staff
and partners are currently investigating alternative solutions to address school’s operational
concerns.
Staff
recommend maintaining the status quo and further investigating service gap in
2029/30
51. Staff
recommend Option 0: Status quo as the preferred option to continue using Mt
Albert Aquatic Centre to deliver aquatic services in the Albert-Eden area.
52. Mt
Albert Aquatic Centre can continue to operate long-term.
The facility is in satisfactory condition and has a 50-year
Licence to Occupy, plus two rights of renewal.
53. This indicative business case has
highlighted likely capacity issues at Mt Albert Aquatic Centre in the long-term. Staff recommend that a
community needs investigation for aquatic services in the Albert-Eden Local
Board area be carried out in 2029/30 or earlier if the planned facility in the
Whau area is delayed. This will provide an evidence base to address potential
gap in aquatic services and plan for future investment.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
54. Consideration of climate impacts happens at a project level during
the development of detailed business cases.
55. There is no
climate impact associated with the recommendations in this report.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
56. Staff from
Parks Sport and Recreation, Service Strategy and Integration, and Service and
Asset Planning were involved in the development of this report.
57. The
indicative business case in Attachment A was reviewed by the Chief Economist
Unit and the General Manager: Value for Money.
58. Staff from
Parks Sport and Recreation are working in collaboration with Mt Albert Grammar
School to investigate medium-term solutions to car parking and access issues at
the facility. Short-term solutions are currently in place.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
59. Albert-Eden
Local Board advocates for the continuing provision of aquatic facilities in Mt
Albert based on the outcome of the Framework Agreement Mt Albert Aquatic Centre
2015. This agreement set a 10-year expectation to find a way of providing
aquatic provision in the Central West area into the future.
60. In
2016 the Albert-Eden Local Board requested officers to progress investigation
for a continued long-term need for aquatic provision in the Mt Albert area,
including options analysis, site assessment, and estimating cost implications.
61. One
of the key initiatives in the Albert-Eden Local Board Plan 2020, under
“Outcome 5: Parks and community facilities meet a wide range of
needs” is to “continue to advocate to the
Governing Body through the council’s 10-year Budget process for a
replacement pool in Mt Albert or another appropriate Albert-Eden site.”
62. Continued
aquatic provision in the Albert-Eden area would deliver a range of benefits to
users as well as to the wider community.
63. Albert-Eden Local Board has been kept informed of progress
throughout the development of the indicative business case. Recent workshops
include:
· presentation
of the results of cost-benefit analysis in April 2021
· presentation
of the overall findings as well as the high-level operational solutions being
investigated in relation to car parking and access at the facility in September
2021.
64. Staff also
presented the results of the cost-benefit analysis to a Pool Trust Joint
Liaison meeting in April 2021 at which Mt Albert Grammar School’s
principal was present.
65. At its
business meeting in September 2021, the local board resolved not to support
staff recommendations. The resolution verbatim is included below.
|
Resolution number AE/2021/147
MOVED by Chairperson L Corrick, seconded by Member G
Easte:
That the
Albert-Eden Local Board:
a) receive the Indicative Business Case; Aquatic
Provision in Albert-Eden Local Board report.
b) do not support the findings or proposed
options for progression as it does not address the community access and
capacity issues with the pool or driveway access to the facility.
c) draw the Parks, Arts, Community and Events
(PACE) committee’s attention to the following matters:
i) note that a long-term solution for aquatic
facilities in the Albert-Eden area is a priority for the local board and
noted in the Local Board Plan “we will continue to maintain and upgrade
these facilities, and advocate for aquatic facilities to remain in our area
in the future”.
ii) the local board advocated for funding for the
pool in the Long-term Plan (LTP) 2021-2031.
iii) note that the board was advised in 2015 that
the $2M upgrade undertaken that year was only intended to extend the life of
the building for 5-10 years and did not address the access, parking, or
capacity issues.
iv) note that driveway access into the site is not
included in Option 0 (Status Quo) and urge council staff to progress a
solution with urgency however note that the Albert-Eden Local Board has no
funding allocated to this recently suggested project.
v) the recommended option does not address the
demand over the next 30 years and demand will only be met for a short
five-year period from 2029-2033 and that demand being met is fully
conditional on the new Whau Pool opening in 2029.
vi) The Mt Albert Aquatic Indicative Business Case
(IBC) BCR for Option 0 and Option 1 score higher than the Karaka Sports Park
partial upgrade and Options 0, 1, 2, 3, and 3.1 all score higher than the
Karaka Sports Park full upgrade which is a One Local Initiative on the
funding list for in Years 4-10 of the LTP.
vii) note that the Net Promoter Score for the pool
is negative in financial year (FY) 2019 and FY20 and that a score below zero
is an indication that there are a lot of issues to address and note this
score indicates that a greater percentage of people do not recommend the
facility to others over those that recommend the facility to others.
viii) The Investment Logic Map weighting of 15 per
cent being the lack of capacity at the pool for both the school and the
community is too low when compared with 70 per cent weighting for parking and
vehicle access and note that the Investor Objectives descriptors in Figure
4.2 appear to be in the incorrect order.
d) request that the Pool Trust (Mt Albert Grammar
School Community Pool Trust) are given the opportunity to provide feedback on
the Indicative Business Case to the Parks, Arts, Community and Events (PACE)
committee and the Albert-Eden Local Board.
e) request a workshop with staff to discuss
current operational issues at the Mt Albert Aquatic facility.
|
66. Local
board resolutions, staff responses and any changes made
to the recommendations to the Parks, Arts, Community and Events Committee as a
result are outlined in Attachment B.
Tauākī whakaaweawe
Māori
Māori impact statement
67. Central West
Auckland has a slightly lower percentage of Māori
(7 per cent) compared to the Auckland average (11 per cent). Māori,
in general, are more active, younger and are over-represented on the
deprivation index compared to the general population. The provision of
affordable sport opportunities is important to this group.
68. In 2018, just
over 50 per cent of Māori in Auckland were physically active. Of those who
are physically active, 14.3 per cent participate in swimming.
69. The lack of
aquatic provision in the local area is a barrier to participation in aquatic
services. The transport cost to neighbouring facilities is an issue for lower
socio-economic groups. Maintaining provision in the Albert-Eden area means they
can continue to participate.
70. Provision of
aquatic services in Central West Auckland contribute to Māori outcome
‘Priority 2: Whānau and Tamariki Wellbeing’ in the Auckland
Plan 2050.
Ngā ritenga
ā-pūtea
Financial implications
71. There is no financial implication from this report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
72. A
comprehensive risk assessment has been undertaken. There are multiple risks
associated with the options to deliver against the investment proposal,
outlined in the table below.
73. One of the
main identified risks is a delay in delivery of the planned aquatic centre in
the Whau Local Board area. As discussed as part of the needs assessment Mt
Albert Aquatic Centre is unlikely to meet increased demand for aquatic services
forecast between 2021 and 2028. Its ability to meet demand from 2028 is
entirely dependent on the new Whau facility increasing capacity across the network.
74. A further
risk is that there is no planning to meet long-term demand, as capacity
constraint is likely again from 2033. A community needs investigation for
aquatic services would ensure gap in provision and solutions to meet demand can
be fully considered.
Table 6: Initial risk analysis
|
Main Risks
|
Consequence (H/M/L)
|
Likelihood (H/M/L)
|
Comments and Risk Management Strategies
|
|
Optimism
bias
|
M
|
H
|
Conduct
sensitivity analysis of cost-benefit results. These have been conducted and
are provided in the report.
|
|
Delay in
delivery of the Whau aquatic centre
|
H
|
M
|
The Whau
aquatic facility is planned for construction in 2025 and expected to open in
2028. This will enable Mt Albert Aquatic Centre to meet demand for the
following five years. Financial constraints or unforeseen circumstances
may delay construction. Any delay would have a significant impact on Mt
Albert Aquatic Centre’s ability to meet medium-term demand.
|
|
No further
planning to meet long-term demand
|
H
|
M
|
Analysis shows likely
capacity constraints at Mt Albert Aquatic Centre from 2033, five years after
the Whau facility opens. A community needs investigation for aquatic services
would ensure gap in provision and solutions to meet demand can be fully
considered.
|
|
Non-mitigation
of facility issues with option
|
H
|
H
|
The Framework
Agreement that sets the governance structure for Mt Albert Aquatic centre,
puts an obligation on Auckland Council to work with the school and Trust to
find a solution that establishes a new access point to the pool and
additional parking.
|
|
Potential
for conflicting use with Central Interceptor
|
M
|
L
|
Option 2 (new
aquatic facility integrated with Mt Albert Community and Leisure Centre)
would require coordination with Watercare if progressed. This is due to the
Central Interceptor project occupying the Mt Albert War Memorial carpark from
late 2020 to mid-2022, making the site extremely constrained. If the Central
Interceptor project is delayed this may have flow-on effects to the Mt Albert
Community Centre expansion.
|
Ngā koringa ā-muri
Next steps
75. Staff
recommend not to proceed to a detailed business case in this instance, which is
typically the next stage of planning following completion of an indicative
business case.
76. The
Status quo option does not address Mt Albert Grammar School’s issues
related to shared parking and access. Under the Framework
Agreement for Mt Albert Aquatic Centre, Auckland Council has an obligation to
work with the Pool Trust and Mt Albert Grammar School to address current
operational issues. Staff are currently investigating alternative solutions.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Indicative Business Case: Maintaing aquatic
provision in Albert-Eden
|
299
|
|
b⇩
|
Local board views and staff considerations
|
353
|
Ngā kaihaina
Signatories
|
Author
|
Carole Canler - Senior Policy Manager
|
|
Authorisers
|
Kataraina Maki - General Manager - Community and
Social Policy
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
|
Parks, Arts,
Community and Events Committee
11 November
2021
|
|
