Agenda of Puketāpapa Local Board - Thursday, 18 November 2021

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

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

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 21 October 2021, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputations - Character Coalition Incorporated

Te take mō te pūrongo

Purpose of the report

1. To present to the Puketāpapa Local Board on the impact of Auckland Council’s response to the National Policy Statement on Housing and Urban Development on the Special Character Areas in the local board area.

Whakarāpopototanga matua

Executive summary

2. John Burns will be in attendance to present on behalf of the Character Coalition Incorporated on the impact of Auckland Council’s response to the National Policy Statement on Housing and Urban Development on the Special Character Areas in the local board area.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) thank John Burns from Character Coalition Incorporated for this attendance.

Attachments

a 20211118 Puketāpapa Local Board, Deputation Character Coalition......... 239

8.2 Deputations - David Riley

Te take mō te pūrongo

Purpose of the report

1. David Riley high school teacher and children’s writer will present on the literacy projects that he has been doing in South Auckland. He would like to share ideas that he would like to try in the Puketāpapa Local Board area.

Whakarāpopototanga matua

Executive summary

2. David Riley high school teacher and children’s writer to present on the literacy projects that he has delivered in South Auckland, especially working with Pasifika young people and elders. He would like to expand these projects into other parts of Auckland, to help improve literacy and grow the amount of Pacific literature. He will share his ideas that he would like to try in this local board area so that if you hear about these ideas you might remember him as the one who shared them with you.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) thank David Riley for his presentation and attendance.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Puketāpapa Local Board

18 November 2021

Ngā Hapori Momoho | Thriving Communities Draft Strategy

File No.: CP2021/16734

Te take mō te pūrongo

Purpose of the report

1. To seek support for the draft Ngā Hapori Momoho/Thriving Communities Strategy 2022-2032

Whakarāpopototanga matua

Executive summary

2. Ngā Hapori Momoho | Thriving Communities was adopted in 2014 as council’s strategy for community and social wellbeing. A review of the plan in 2018 identified it needed to be refreshed to align with the Auckland Plan 2050 outcomes and better address the changes and challenges in Tāmaki Makaurau.

3. These challenges include growing socio-economic disparities, population growth and intensification, the impacts of climate change and more recently COVID-19. These impact on communities’ ability to thrive.

4. Through the refresh process we heard from diverse communities across the region on what is needed to help them thrive. These insights have shaped the draft strategy.

5. The draft Ngā Hapori Momoho | Thriving Communities strategy sets out the high-level direction for the next 10 years to respond to these challenges and to what communities told us was important.

6. The draft strategy has four main outcome areas which are the building blocks for thriving:

· Manaakitanga | Quality of life:

All Aucklanders enjoy the essentials of a good life and fulfil their potential

· Whanaungatanga | Community Connection

Aucklanders are connected and feel as though they belong

· Kotahitanga | Collective action:

All Aucklanders can participate and they take collective action to meet common goals

· Kaitiakitanga | Sustainable futures:

Aucklanders are connected to and care for the environment.

7. The high-level outcomes are supported by objectives that cascade to three key shifts in the way we work: from one-size fits all to targeting our responses, from adhoc and siloed to working in integrated ways, shifting from council as expert to enabling community leadership.

8. Four investment principles focus resources to impact on community challenges. This will ensure there is a strong, intentional link between aspiration, investment and action, and that we focus on communities who experience the greatest inequities.

9. A key constraint is that there is currently no additional budget attached to the proposed strategy. This means the pace of change will be reliant on future budget and implementation planning to either seek new investment or to refocus existing resources to the strategy’s objectives.

10. Another limitation is that many of the barriers to people thriving relate to complex socio-economic factors where the council is not the primary deliverer.

11. The draft strategy will be reported to the Parks, Arts, Community and Events Committee in February 2022 for adoption.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) support the draft Ngā Hapori Momoho | Thriving Communities Strategy 2022 – 2032 as set out in Attachment A to this report.

Horopaki

Context

12. The Auckland Plan Participation and Belonging outcome in particular sets the aspiration that ‘All Aucklanders will be part of and contribute to society, access opportunities, and have the chance to develop to their full potential’.

13. Ngā Hapori Momoho | Thriving Communities was adopted in 2014 as council’s community and social wellbeing plan. It is a core plan to deliver the Auckland Plan 2050 which has a strong focus on fostering an inclusive Auckland where everyone has the chance to thrive.

14. In 2018 a review of Ngā Hapori Momoho identified several improvement areas. This included refreshing the strategy to better align it to the new Auckland Plan 2050 and to address the changes and growing challenges facing Auckland.

Diverse community voices have shaped the draft strategy approach

15. The new draft Ngā Hapori Momoho | Thriving Communities strategy has been informed by feedback from the diverse communities of Tāmaki Makaurau, key sector stakeholders, partners, and mana whenua. These voices are central to both the content of the draft strategy and how it will be used.

16. During 2019 and 2020 staff looked at feedback from over 50 previous public engagements, and then undertook face-to-face interviews, focus groups and online hui. We heard from over 400 community groups and leaders from across the region on what it means to thrive and what council can do to support that.

17. Staff presented the findings from this community engagement to local boards in April 2021 which can be accessed here.

Tātaritanga me ngā tohutohu

Analysis and advice

Auckland is facing local and international challenges impacting thriving communities

18. At the 2018 Census there were nearly 1.6 million usual residents in Auckland, an increase of 11% since the 2013 Census, and this is projected to grow to 2.4 million by 2050^{^[1]}.

19. Tāmaki Makaurau is very diverse – it is home to the largest Polynesian population of any city in the world, and 40% of the population were born overseas.

20. Whilst many of those living in Auckland can make the most of all this region has to offer, there are still many who have limited capability to access social and economic resources and opportunities compared to the general population.

21. Many Aucklanders do not have access to the things they need to thrive. This restricts their ability to fully participate in society and in activities that have meaning and value to them.

22. Tāmaki Makaurau’s strong economic growth has not been shared equally, with Māori and Pasifika communities making considerably less each week than the rest of the Auckland population.

23. Over a third (38.5%) of Pasifika people and 46% of young people in Auckland are living in overcrowded and unsuitable homes^{^[2]}.

24. Only 50% of Aucklanders feel a sense of belonging in their neighbourhoods, and 49% have felt isolated and lonely^{^[3]}.

25. Tāmaki Makaurau is facing some key challenges over the next 10-20 years that provide the strategic drivers for the refreshed strategy. We need to respond to these if we want to maintain social cohesion and ensure all our people and communities are thriving.

Challenge 1	Challenge 2	Challenge 3
Growing wealth and income inequality will mean too many whānau cannot thrive.	The pace and scale of growth and social change could undermine Aucklander’s sense of belonging and connection.	Our changing climate will make outcomes worse for those communities already struggling.

26. More recently other significant changes both locally and globally are contributing to why we need a strategy that takes an intentional approach to supporting thriving, inclusive and sustainable communities

Changing the way council works can help address community challenges

27. In recognition of the 2018 review findings and from our community and stakeholder engagement, we know there needed to be some key shifts in the underlying thinking and approach of the council. We also need to be explicit in our priorities. Key shifts proposed include the following:

	FROM	TO	WHAT CHANGES WILL WE MAKE?
1	Ad hoc and siloed	Integrated and connected	We will work across the Auckland Council group, with government and across communities and sectors to support Aucklanders to thrive. We will share data, evidence and learning. We will prioritise interventions which support coordination and collective impact to deliver on the multiple outcomes which impact Aucklander’s wellbeing (social, environmental, cultural and environmental).
2	One-size-fits all	Targeted approaches	We will change our current services, activities and ways of working to better meet the needs of whānau and communities, particularly those experiencing the greatest disparity in outcomes. We will tailor services and activities to meet local needs and opportunities.
3	Council as expert	Council as enabler	We will support communities (whānau, hapū, iwi, people) to lead their own responses. We will enable them to define, deliver, and monitor the things that enable them to thrive. We will measure our success based on the outcomes we enable rather than just the services and activities that we deliver.

What we want to achieve – an overview of the draft strategy

28. To guide how we respond to these identified challenges and to support the key shifts we need to make, the draft strategy sets out four outcomes and six objectives. The outcomes set out where communities want to be in the future. Objectives identify where to focus to get there.

Outcomes: Four building blocks for thriving

29. The draft strategy has four main outcome areas which if achieved would contribute to thriving communities.

· Manaakitanga | Quality of life

All Aucklanders enjoy the essentials of a good life and fulfil their potential

· Whanaungatanga | Community connection

Aucklanders are connected and feel as though they belong

· Kotahitanga | Collective action

All Aucklanders can participate and they take collective action to meet common goals

· Kaitiakitanga | Sustainable futures
Aucklanders are connected to and care for the environment.

Objectives: Where should we focus our action

30. To help give direction on how we might achieve the intended outcomes, we have identified six objective areas which will provide guidance on what actions could be taken by the organisation to contribute to the outcomes.

31. While we have grouped action areas under each objective many of these will contribute to multiple objectives. Many are focussed on addressing complex societal challenges which council does not have all the levers, resource or influence to directly address.

32. These objectives do however provide direction on how we can use the levers available to us (such as our procurement power) to affect and influence change, within our control.

Investment principles will help us to invest in what will make the greatest difference

33. The draft strategy proposes we invest our resource to make the biggest impact and this will be guided by four key principles:

34. Auckland Council also has a range of roles and levers that we can use to effect change in conjunction with partners to help communities thrive.

35. Our presence in and understanding of the community is one of our most powerful tools. This can be utilised in several areas: urban form, procurement, community facilities, our workforce, transport, community development and grants.

Strengths of the draft strategy

36. As an outcome focused strategy, it provides focus and direction, but is not prescriptive on processes or actions. It provides scope for creative and innovative responses to achieving the outcomes and objectives.

37. The high-level outcomes and objectives in the draft strategy cascade to key shifts, investment principles and to three-year implementation plans. This will ensure there is a strong and intentional link between aspiration, investment and action.

38. The draft strategy also presents both council and partners with an opportunity to do things differently, apply new approaches and have the flexibility to respond to local needs in ways that are appropriate and effective.

39. This is important as it not only addresses current challenges but allows flexibility to respond to emerging challenges in the future as our intended end outcomes will not change.

40. It also presents us with an opportunity to partner with our communities to incorporate existing and emerging approaches from global research as well as those generated in Aotearoa, so that we are using all tools available to collectively to achieve the outcomes.

Constraints and limitations of the draft strategy

41. Ngā Hapori Momoho | Thriving Communities is a 10-year strategy focused on long-term outcomes. It will take some time to see progress and the impact of actions, especially given the complexity of the challenges.

42. A key limitation is that many of the barriers to people thriving relate to complex socio-economic factors that council does not hold the primary levers for.

43. Council is, however, well-placed to use all of its resources and levers more effectively and work alongside central government and communities to support change.

44. A key constraint is that there is no additional budget to support delivery of the draft strategy, so the pace of change will be subject to how effectively existing resources and budget can be realigned and directed to the draft strategy’s new objectives.

45. New investment will need to be considered as part of future annual and long-term budget processes.

46. There is opportunity, however, for reprioritisation of existing resource and investment to be considered as part of implementation planning. The outcome of this will be reported to the governing body as part of the first three-year implementation plan (FY22-25).

47. The draft strategy relies heavily on the significant cooperation and commitment across the council, elected members and community partners for it to be effective. This in turn relies on visible and active leadership, and ongoing monitoring of progress and impact.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. During engagement, we heard from communities that the environment was a significant contributor to their wellbeing. Climate Change and environmental degradation are a threat to the way our communities aspire to live in Tāmaki Makaurau.

49. The Kaitiakitanga outcome was created to reflect the voices of mana whenua and community, through prioritising environmental wellbeing and encouraging community action and sustainability. Actions developed in the Thriving Communities three-year implementation plans will need to consider the connection between the wellbeing of our communities and the wellbeing of the environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. This is a proposed strategy for the whole council group and will also be used to challenge and guide council teams and CCO’s in their implementation roles.

51. Staff and teams from across the council and CCO’s have been involved in the refresh process, including attending a series of workshops to help identify existing and future actions to support what communities told us was important.

52. Going forward staff will work closely with the council group on implementation planning and the development of the first three-year implementation plan.

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

Local impacts and local board views

53. Local boards have a strong interest, and play a key role, in creating thriving communities in their areas. All local boards have local board plan outcomes that support thriving communities, and many are already working towards several Thriving Communities objectives.

54. Community engagement included communities from across all local board areas.

55. The findings from the engagement phase were shared with elected members and engagement participants in early 2021. They were also published on the Thriving Communities Have Your Say page.

56. Staff attended local board workshops in October 2021 to share the high-level draft strategy. Local boards were broadly supportive of the approach and provided helpful feedback that has helped shape the revised draft. Common themes in local board feedback include:

· concern for isolated communities

· a strong desire to build the strategy into work plans. Boards could see the benefit of the approach and were eager to turn this into a practical response through their local plans

· concerns about funding the strategy, and opportunities to leverage existing or additional resource to support their communities.

Tauākī whakaaweawe Māori

Māori impact statement

57. The 2018 Census found that over 23% of Aotearoa’s Māori population live in Tāmaki Makaurau, making up 11.5% of Auckland’s population – the highest Māori population in any city in Aotearoa.

58. The average age of Auckland’s Māori population is 24.9 years, compared to Auckland’s average of 34.7 years. As this young population grows and reaches working age, Māori will be a critical part of supporting our economy and ageing population.

59. Although Māori make up a large proportion of Tāmaki Makaurau’s population, they have not equitably shared in our economic growth. In 2018 the median income for all Aucklanders was $34,000, but for Māori it was $27,000.

60. By focusing on achieving equitable outcomes for Māori, this strategy will make a positive impact on the social, cultural and economic wellbeing of tangata, whānau and hapori.

Engagement to understand the needs of Māori communities

61. To ensure the strategy is relevant and effective for Māori, staff undertook individual engagement interviews with 17 mana whenua iwi and two mataawaka organisations.

62. Key inputs into the strategy from the engagement process include:

· an environment objective to reflect the importance of whenua to wellbeing and thriving

· focus on achieving equity

· recognition that whakawhanaungatanga and connection is central to thriving communities

Delivering Māori outcomes

63. The council’s direction for delivering Māori outcomes is set out in Kia Ora Tāmaki Makaurau, which reflects the aspirations of Auckland ‘s Māori communities.

64. The draft strategy supports the Schedule of Issues of Significance 2021 by addressing the four pou of social, cultural, economic, and environmental wellbeing for Māori in Tāmaki Makaurau.

65. Mana whenua and mataawaka will have an opportunity to provide further feedback on the draft plan in November 2021.

Ngā ritenga ā-pūtea

Financial implications

66. There is currently no additional budget attached to the proposed Ngā Hapori Momoho /Thriving Communities strategy. This means in the short term it will need to be delivered within existing budgets and resources of council and CCOs. Where any additional investment is required, this will need to be considered through the long-term plan or annual plan processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

If <event>:

Then <impact>:

Possible mitigations:

If it is not clear that the draft strategy should drive reprioritisation of existing resources.

It may create expectations that there will be additional budget to support the implementation of the draft strategy.

All public-facing communications and guidance about the draft strategy will make it clear it is intended to focus & re-prioritise existing resources.

Future budget and implementation planning will identify how actions will be funded from existing budgets or through seeking new investment.

If the draft strategy is viewed as too ‘high level’ and does not provide clear enough direction.

The draft strategy may fail to have any meaningful impact on the way the organisation delivers services and therefore would have no meaningful impact on the desired outcomes.

Develop a strong implementation plan and ensure there is visible and active senior leadership to drive implementation.

The objectives will provide appropriate level of direction without being too prescriptive.

Incorporating a measurement framework in the implementation plan to help understand impact.

Ngā koringa ā-muri

Next steps

67. Community engagement on the draft strategy will be undertaken in November 2021.

68. This feedback and local board resolutions will be reported to the Parks, Arts, Community and Events Committee in February 2022, when the committee considers the draft strategy for adoption.

69. The draft strategy will be supported by a three-year implementation plan with tailored actions, and a monitoring and evaluation framework to track progress and impact. These two items are being developed for consideration in April 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Ngā Hapori Momoho \| Thriving Communities Strategy 2022-2032	17

Ngā kaihaina

Signatories

Authors

Mackenzie Blucher - Graduate Policy Advisor

Dave Jaggs - Senior Policy Advisor

Authorisers

Kataraina Maki - General Manager - Community and Social Policy

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 November 2021

Draft Contributions Policy 2021

File No.: CP2021/16922

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from local boards on the draft Contributions Policy 2021.

Whakarāpopototanga matua

Executive summary

2. Development contributions allow for an equitable and proportionate share of the total cost of growth-related capital expenditure to be recovered from the development community.

3. The Finance and Performance Committee adopted the draft Contributions Policy 2021 for consultation at its meeting on 16 September 2021 (FIN/2021/84).

4. Local board feedback is being sought to inform the Finance and Performance Committee’s consideration of the adoption of the Contribution Policy 2021 in December 2021.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) provide feedback on the draft Contributions Policy 2021 on the following key consultation topics:

i) updating policy for capital projects in the 10-year Budget 2021-2031

ii) inclusion of projects beyond 10-years to the policy in stages starting with Drury

iii) requiring developers to pay their contributions earlier

iv) proposal to support Māori development with grants

v) any other issues.

Horopaki

Context

5. Auckland’s population is expected to grow by 260,000 in the next ten years on top of the rapid population growth experienced in the last decade, bringing the projected population to approximately 1.9 million by 2031.

6. Construction of 145,800 new dwellings is forecast in the next ten years. To support the development enabled by the Auckland Unitary Plan, the council is facing immediate demands for infrastructure in key growth areas and in response to construction on upzoned land, plan changes and the impact of the National Policy Statement on Urban Development.

Tātaritanga me ngā tohutohu

Analysis and advice

7. Development contributions allow for an equitable and proportionate share of the total cost of growth-related capital expenditure to be recovered from the development community. The Contributions Policy sets out how the council will recover from new development an appropriate and fair share of the cost of infrastructure investment attributable to growth. There were four key consultation topics:

i) Updating policy for capital projects in the 10-year Budget

The draft policy provides for the recovery of $2.4 billion of development contributions revenue from $9.0 billion of projects with a growth component included in the10-year budget. The draft policy also included updated forecasts of population growth and dwelling construction. The combined impact of these changes is to lower the weighted average Development Contributions price from $23,900 to $21,100.

ii) Inclusion of projects beyond 10-years to the policy in stages starting with Drury

Extensive work has been undertaken in recent years on the infrastructure requirements to support growth in the investment priority areas. However, further work is required before these costs can be included in the contributions policy. Area specific amendments to the contributions policy will be proposed for consultation as the information becomes available.

The first step in the Contributions Policy 2021 will be to add a programme of expenditure to fund some of the key infrastructure required to support growth in the Drury area. The impact of this change is to raise the Development Contributions price in Drury to $84,900 from between $11,000 and $18,300.

iii) Requiring developers to pay their contributions earlier

The council proposed that Development Contributions be paid at the time of building consent for all development (residential and non-residential) except non-commercial development on Māori land (explained further below). This requires Development Contributions due at building consent to be paid 6 to 24 months earlier than under the current policy and reverses the changes made to the policy in 2019. When combined with the other changes proposed this lowers the weighted average Development Contributions price to $19,300.

iv) A proposal to support Māori development with grants

The draft policy proposed continuing the support for marae development and papakāinga and Māori housing^{^[4]} on Māori land through grants available through the Cultural Initiatives Fund. These grants can cover payment of development contributions in appropriate circumstances, along with other kinds of development costs.

8. The proposed changes to the Contributions Policy 2021 were reported to the Finance and Performance Committee at its meeting on 16 September- see Attachment A Draft Contributions Policy 2021.

Consultation

9. Formal public consultation was held in September and October 2021. To support the consultation a number of documents were made available on the Have Your Say website, https://akhaveyoursay.aucklandcouncil.govt.nz/dc-policy.

10. Two online Have Your Say events were held to provide opportunities for developers and other interested parties to learn more about the draft policy, ask questions and provide their feedback. A third event was also held to allow interested parties to present their views directly to the Finance and Performance Committee. All comments have been captured and will be reported through to the Finance and Performance Committee to inform decision-making on the final policy.

11. A summary of the feedback received from submitters is set out in Attachment B: Draft Contributions Policy 2021 – Analysis of feedback received.

Tauākī whakaaweawe āhuarangi

Climate impact statement guidance

12. Recommendations in this report have a neutral climate impact as they relate to the funding of capital investment rather than decisions on the activities to be undertaken.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views guidance

13. The information presented on the projects included in the draft Contributions Policy 2021 was developed in conjunction with the following council-controlled organisations and council units:

· Auckland Transport

· Eke Panuku Development Auckland

· Healthy Waters

· Community Facilities

· Community and Social Policy.

14. The Chief Economist Unit and Research Investigations and Monitoring Unit supported analysis of the impact of higher development contributions on the pace of development and on land and house prices.

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

Local impacts and local board views

15. The development contribution price varies by location depending on the cost of infrastructure required to support development in an area.

16. Local board feedback is being sought to inform the Finance and Performance Committee’s consideration of the adoption of the Contribution Policy 2021 in December 2021.

Tauākī whakaaweawe Māori

Māori impact statement

17. Recent legislative changes require the contributions policy to support the development of Māori land. Feedback from iwi on the draft policy was sought as part of consultation and via engagement with the Tāmaki Makaurau Mana Whenua Kaitiaki Forum. All developers, including mana whenua, were provided an opportunity to present their feedback to the Finance and Performance Committee on 12 October.

18. The Tāmaki Makaurau Mana Whenua Kaitiaki Forum have provided their feedback which has been included in Attachment B: Draft Contributions Policy 2021 – Analysis of feedback received.

Ngā ritenga ā-pūtea

Financial implications

19. The 10-year budget assumes development contributions revenue of $2.7 billion. After completing the analysis of the cost of investments in the 10-year budget that can be recovered with development contributions and the impact of the proposed policy changes, it is estimated that the revenue will be $2.6 billion. The achievement of this revised revenue forecast requires as a first step the implementation of a contributions policy updated for the capital expenditure decisions in the 10-year budget and the other changes proposed in this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. The recommendation requesting local boards views does not present any risk. The risks associated with amending the contributions policy are set out in the report to the 16 September Finance and Performance Committee, Attachment A: Development Contributions Policy 2021 Consultation.

Ngā koringa ā-muri

Next steps

21. Feedback from the public consultation will be reported to the Finance and Performance Committee workshop on 10 November 2021.

22. Potential changes to the draft will be reported at the Finance and Performance Committee workshop on 1 December 2021. Staff will report to Finance and Performance Committee for the final policy adoption on 9 December 2021. Local board feedback will be included in the report.

23. The Contributions Policy 2021 is proposed to be implemented in January 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Development Contributions Policy 2021 report to the Finance and Performance Committee	49
b ⇩	Draft Contributions Policy 2021 – Analysis of feedback received	65

Ngā kaihaina

Signatories

Author

Andrew Duncan - Manager Financial Policy

Authorisers

Ross Tucker - General Manager, Financial Strategy and Planning

Glenn Boyd - Acting General Manager Local Board Services

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 November 2021

Puketāpapa Quick Response Round One 2021/2022, grant allocations

File No.: CP2021/16429

Te take mō te pūrongo

Purpose of the report

To fund, part-fund or decline the applications received for Puketāpapa Quick Response Round One 2021/2022.

Whakarāpopototanga matua

Executive summary

1. This report presents applications received for the Puketāpapa Quick Response Round One 2021/2022 (Attachment B).

2. The Puketāpapa Local Board adopted the Puketāpapa Local Board Community Grants Programme 2021/2022 on 15 April 2021 (Attachment A). The document sets application guidelines for community contestable grants.

3. The local board has set a total community grants budget of $124,417 for the 2021/2022 financial year. A total of $50,272.70 was allocated in previous grant round, this leaves a total of $74,144.30 to be allocated to two quick response and one local grants round.

4. Ten applications were received for Puketāpapa Quick Response, Round One 2021/2022, requesting a total of $17,629.09.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) agree to fund, part-fund or decline each application in Puketāpapa Quick Response Round One 2021/2022 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2215-101	David Riley	Arts and culture	Towards the distribution of children's book bundles at primary and intermediate schools in Puketāpapa.	$2,000.00	Eligible
QR2215-111	Scottish Celtic Music Group	Arts and culture	Towards the cost of hall hire and online advertising for the "Hillsborough Ceilidh community dance".	$950.00	Eligible
QR2215-103	Carlson Toy Library Charitable Trust	Community	Towards the purchase of replacement toys, storage and labels for the toy library.	$2,000.00	Eligible
QR2215-104	Community Collective Limited	Community	Towards the Social Media Coordinator’s wages and the marketing costs for the "De-Construction Adventure Playground".	$1,826.53	Eligible
QR2215-105	Blue Light Ventures Incorporated	Community	Towards the printing and production costs of the "Street Smart" life skills resource handbook for 400 Year-13 students in Puketāpapa schools, Marcellin College, and Lynfield College.	$1,400.00	Eligible
QR2215-106	Puketāpapa Business Voice Incorporated	Community	Towards a one-year subscription to accounting software and PBV Facilitator's cost for providing bookkeeping services for six months.	$1,972.00	Eligible
QR2215-110	Youthline Auckland Charitable Trust	Community	Towards the Helpline telecommunications costs from 1 December 2021 to 30 June 2022.	$1,500.00	Eligible
QR2215-109	Environmental Education for Resource Sustainability Trust	Environment	Towards the purchase of native plants and classroom recycling bins for schools and preschools in Puketāpapa.	$1,998.40	Eligible
QR2215-102	Foundation Coaching Incorporated	Sport and recreation	Towards the venue hire, coaching, and equipment cost for the "Hockey Coaching 101 Clinic"	$2,000.00	Eligible
QR2215-108	The Auckland Table Tennis Association Incorporated	Sport and recreation	Towards the purchase of one table tennis table, and wages for the development coach for the 'Junior Development” programme.	$1,982.16	Eligible
Total				$17,629.09

Horopaki

Context

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

2. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme.

3. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

4. The Puketāpapa Local Board adopted the Puketāpapa Local Board Community Grants Programme 2021/2022 on 15 April 2021 (Attachment A). The document sets application guidelines for community contestable grants.

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

6. The local board has set a total community grants budget of $124,417 for the 2021/2022 financial year. A total of $50,272.70 was allocated in previous grant round, this leaves a total of $74,144.30 to be allocated to two quick response and one local grants round.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

7. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

9. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

10. A summary of each application received through Puketāpapa Quick Response, Round One 2021/2022 is provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

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

12. Five applicants applying to Puketāpapa Quick Response Round One 2021/2022 indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

13. The allocation of grants to community groups is within adopted 10 Year Budget 2021/2031 and local board agreements.

14. The local board has set a total community grants budget of $124,417 for the 2021/2022 financial year. A total of $50,272.70 was allocated in previous grant round, this leaves a total of $74,144.30 to be allocated to two quick response and one local grants round.

15. Ten applications were received for Puketāpapa Quick Response, Round One 2021/2022, requesting a total of $17,629.09.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

18. Following the Puketāpapa Local Board allocating funding for round one of the quick response grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Puketāpapa Local Board Grants Programme 2021/2022	85
b ⇩	Puketāpapa Quick Response Round One 2021/2022 - grant applications	89

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Rhonwen Heath - Head of Rates Valuations & Data Mgmt

Nina Siers - Local Area Manager

Puketāpapa Local Board

18 November 2021

Three Kings Local Parks Needs Assessment

File No.: CP2021/16993

Te take mō te pūrongo

Purpose of the report

1. To adopt the Three Kings Local Parks Needs Assessment 2020 (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Three Kings Local Parks Needs Assessment (2020) outlines high-level opportunities for the future development of both Three Kings Reserve and Western Reserve, two of the most high-profile parks in central Three Kings.

3. The assessment considers the impact of future population growth in this area, which will increase the demand for both active and passive recreation facilities and the use of community buildings and spaces.

4. The assessment identifies seven key principles for future development of these spaces to improve parks service experience and meet the needs of this growing community. Emphasis was given to the needs of on-site stakeholders, leaseholders, and current park user groups.

5. The assessment directly responds to key outcomes in the 2020 Puketāpapa Local Board Plan and builds on previous strategic work including the Three Kings Plan (2014) and Plan Change 11 Response. Feedback from the Puketāpapa Local Board has been incorporated into the assessment.

6. This is intended to be the first stage in the future development of concept plans for both parks. Outcomes identified for further investigation will help to guide parks development in both the short and long term.

7. Key principles can also be applied across the wider parks network within Three Kings, helping to guide wider parks development and local board advocacy within private and public housing development sites in the future.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) adopt the Three Kings Local Parks Needs Assessment 2020 (Attachment A) to assist the local board in making decisions to improve their network of parks within Three Kings.

Horopaki

Context

8. To ensure informed decision making for the management and development of a network of parks, a holistic view is recommended. This should consider both the current and future needs of parks users and the park services provided within each park, to create a robust and fit-for-purpose network.

9. Across financial years 2019/20 and 2020/21, the Puketāpapa Local Board funded the production of the Three Kings Local Parks Needs Assessment, to better understand the network of parks within this area and both the current and future needs of these highly valued spaces (PKTPP/2019/105 - PKTPP/2020/110).

10. The Three Kings area is forecast for major growth in the coming decade. This includes residential development taking place within the Three Kings Quarry Precinct, as well as forecast housing development on Kainga Ora owned sites in the immediate area.

11. Previous work to develop the Three Kings Plan (2014) identified the high-level ambitions of the local board for the development of this area. This assessment seeks to build on this work and take the first step in the future development of open spaces.

12. As two of the most high-profile parks within central Three Kings, Three Kings Reserve (Suburb Park) and Western Reserve (Neighbourhood Park) were selected for this assessment. The intention was to identify both principles for future development, and specific opportunities for further exploration.

13. Presented at a high-level, and not proposing physical asset solutions, these principles and opportunities can be applied across the wider parks network of Three Kings, including within both private and public development sites.

14. A thorough analysis of current park use, and the provision of parks services across many parks in the local area provided an improved understanding of the current and future pressures facing these two open spaces.

15. The needs assessment involved consultation and information gathering from current park user groups and key stakeholders (listed on page 3-4 of Attachment A) to determine their issues and aspirations for each space. This involved group meetings, one-on-one meetings, emails and phone calls. While no consultation or engagement was conducted with the general public, the assessment did build on the results of engagement obtained previously during development of the Three Kings Plan.

16. The assessment also considered other strategic documents already prepared by Auckland Council, including provision and planning work previously completed for the local board by the Community Parks team as well as regional strategic documents such as the Parks and Open Spaces Strategic Action Plan (2013).

17. This enabled the development of seven key principles for future development, outlined below, as well as a shortlist of possible outcomes for future investigation and delivery.

18. As a strategic document, this information is a starting point for discussions with the local board, mana whenua and wider community to guide improvements to these key open spaces. Further investigation, consultation and design will be required as each opportunity is progressed.

19. Funding constraints currently faced by Auckland Council in the wake of the COVID-19 pandemic limits short term opportunities for investment and means that any park developments which are progressed must provide the greatest benefit to both park users, as well as deliver a quality parks network.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The number of people living within a ten-minute walk of these two reserves is likely to increase significantly in the near future. This will result in an increased demand for both active and passive recreation facilities, including informal open space. Demand for and use of the existing community spaces within Three Kings Reserve is also likely to increase.

21. Three Kings and Western Reserve, together with Te Tātua Riukiuta - Big King are key open spaces for the Three Kings suburb and form an integral part of the Three Kings town centre. While Three Kings Reserve is very well used for organised sport, events, informal recreation and community activities, Western Reserve is currently considered under-utilised with poor accessibility and safety concerns.

22. Neither open space provides adequate play provision and are identified as a gap in the Puketāpapa Play Network Assessment (2021). Accessibility of the reserves and safety of carparking areas have also been identified as inadequate.

23. New parks anticipated for delivery as part of the Three Kings Quarry Precinct development will cater for some of the increased demand for sports fields and passive recreation. However, provision of high-quality open spaces that are easily accessible from existing residential areas is also required.

24. Consultation with key park stakeholders identified the following community needs for parks in the area

· Increased sports field hours during winter

· Additional facilities for sports in the summer months

· Retention of more open space for informal active recreation outside of organised sport

· Children’s play provision within the reserves

· Improved facilities for medium scale events

· Maximise flexible use of the tennis courts

· Accessible, safe and legible connections within and between the reserves

· Improved pedestrian and cycling connectivity within the town centre and surrounding residential zones

· Improving the safety of the car parking areas

· Enhancing the cultural significance of the reserves and their connection to the Maunga

25. The combination of the needs of parks users, a holistic view of parks services across the network, and previously adopted strategic direction has led to the development of seven key principles for future development of these two important open spaces.

26. These key principles are outlined in detail on page 22 of the assessment, and summarised below:

· Provide for organised sporting activity in line with future trends in participation, and to enable flexible use by multiple sporting codes.

· Provide new readily accessible play facilities in accordance with needs identified in the Puketāpapa Play Network Assessment (2021).

· Provide high quality informal passive and active recreation opportunities for local residents.

· Maintain and enhance community buildings and bookable spaces and improve access between them.

· Improve Three Kings Reserve as a venue for small to medium scale events.

· Retain and enhance visual and pedestrian connectivity between the reserves and the Maunga, town centre, quarry precinct and surrounding area.

· Recognise and celebrate the cultural significance of the reserves in collaboration with mana whenua.

27. Building on these key principles, and the community/network needs previously identified, several key recommendations for future exploration are presented on page 34 of the assessment. Additional commentary relating to each recommendation and the issues identified through stakeholder consultation can be found in the document Appendices (pages 37-42).

28. Engagement with the community and mana whenua partners should be initiated as recommendations are progressed to ensure that development is both in line with the key principles outlined, as well as tailored to the growing community.

29. The key principles should also be applied to the wider network of parks, including those intended to be vested to council as part of future private and public development within the area.

30. Staff recommend that the local board adopts the Three Kings Local Parks Needs Assessment to inform future development within these reserves and help guide decision-making and advocacy for local parks across the wider area over the next decade and beyond.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Any formal development of parks infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and to a lesser extent through ongoing maintenance. This needs to be carefully considered when creating new parks assets.

32. The Three Kings Local Parks Needs Assessment enables strategic investment into parks services within parks in central Three Kings, identifying opportunities which would provide greatest value to local communities and the wider network. This ensures investment is targeted appropriately and therefore minimises impact on the climate and environment.

33. This work is likely to lead into further planning for each park, likely identifying opportunities for implementation of other adopted environmental plans and strategies, such as the growing phase of the Puketāpapa Urban Ngahere Strategy.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. Various council teams and departments were involved in the production of this assessment, and information which they have provided on sports and active recreation trends, community facility use, wider development implications, and park user needs is outlined within the document. This included Parks Sport and Recreation, Arts, Community & Events, Community Facilities, Development Project Office, Healthy Waters and Community Places.

35. This assessment will assist both Community Facilities and Parks, Sport and Recreation (PSR) to plan future OPEX and CAPEX work programmes, to improve Three Kings parks through programmed investigation, capital works and renewals projects in the future.

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

Local impacts and local board views

36. This project aligns directly to an outcome in the Puketāpapa Local Board Plan;

Outcome 4: Well-planned neighbourhoods and vibrant public spaces; A well-used network of facilities and public spaces that are inviting, safe, and promote wellbeing.

37. The PSR 19/20 Work Programme was approved by the Puketāpapa Local Board in July 2019 (PKTPP/2019/105). The Three Kings Local Parks Needs Assessment was included in this programme. Funding was carried forward into the following financial year to complete the project following disruptions due to COVID-19 (PKTPP/2020/110).

38. Workshops were held with the local board to discuss this project in August 2019 to confirm the project scope, in July 2020 to seek feedback on the 80% draft document, and again in October 2020 to seek feedback on the final draft document. The Senior Local Board Advisor was also consulted as a key stakeholder on the needs assessment.

39. The local board expressed a desire to ensure that planning for open space in this area was guided by the needs and aspirations of existing park stakeholders, and in line with previous work done on the Local Area Plan. They also sought to ensure that the document would help guide other park development in the area. Additional outreach was undertaken following the October 2020 workshop to ensure all appropriate stakeholders had provided input.

40. Strategic investment into park development following opportunities identified within this plan will help to build upon the existing network of play to create a holistic and equitable play network and deliver exceptional value to our communities.

41. It also provides a set of parks development principles which can be used as a backbone for advocacy and direction setting for parks development occurring alongside both private and public housing developments.

Tauākī whakaaweawe Māori

Māori impact statement

42. The Tāmaki Maunga Authority were engaged with as a key stakeholder, given the proximity of the Maunga. Feedback received was included in the needs assessment.

43. Meaningful engagement with mana whenua will be enabled as opportunities from the plan are progressed into feasibility, investigation and design. Iwi will have the opportunity to express interest in projects at an early stage and indicate how they would like to be involved.

Ngā ritenga ā-pūtea

Financial implications

44. Locally Delivered Initiatives (LDI) investment will be required to initiate further exploration of opportunities identified within the assessment. Staff will work with Community Facilities to identify possible avenues for funding as part of the future work programmes. Future work programmes will be discussed with the local board.

45. Advocacy opportunities, such as working with developers to deliver outcomes from the plan, will be explored. This would provide the benefit to new growth communities while working within the current financial constraints.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. The investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

47. The key principles within this document will continue to guide discussions between council staff and developers within this area, to ensure that any parks and open space vested to council respond effectively to the needs identified within this assessment. The Parks Planning team will continue to support the local board on developer led proposals.

48. If recommended outcomes are agreed, including the production of a parks service outcome / concept plan for Western Reserve, staff will work with the local board to identify possible opportunities for funding as part of future PSR and Community Facilities work programmes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Three Kings Local Parks Needs Assessment 2020	135

Ngā kaihaina

Signatories

Authors

Selina Powell - Democracy Advisor

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Nina Siers - Local Area Manager

No.	Title	Page
a ⇩	Puketāpapa Local Board feedback on the Resource Management (Enabling Housing Supply and Other Matters) Amendment Bill	183

No.	Title	Page
a ⇩	Puketāpapa Local Board feedback - waste strategy	187

No.	Title	Page
a ⇩	Puketāpapa Local Board Light Rail Feedback - August 2021	193

No.	Title	Page
a ⇩	Harry Doig's Member Report, 01 October - 31 October 2021	205
b ⇩	Fiona Lai's Member Report, 01 October - 31 October 2021	207
c ⇩	Bobby Shen's Member Report, 01 October - 31 October 2021	209
d ⇩	Jonathan Turner's Member Report, 01 October - 31 October 2021	211

[1] Stats NZ (2020). 2018 Census data – Auckland region. Retrieved from https://www.stats.govt.nz/tools/2018-census-place-summaries/auckland-region

[2] Stats NZ (2020). 2018 Census household crowding. Retrieved from https://www.stats.govt.nz/

[3] Allpress, J. and Reid, A. (2021). Quality of Life survey 2020: results for Auckland. Auckland Council technical report, TR2021/16

[4] Māori housing grants are only available for housing developments undertaken in conjunction with an urban marae and must fill the same general purpose as papakāinga

Chairperson	Julie Fairey
Deputy Chairperson	Jon Turner
Members	Harry Doig
	Ella Kumar, JP
	Fiona Lai
	Bobby Shen

No.	Title	Page
a ⇩	Puketāpapa Workshop Record, 14 October 2021	227
b ⇩	Puketāpapa Workshop Record, 21 October 2021	229
c ⇩	Puketāpapa Workshop Record, 28 October 2021	231
d ⇩	Puketāpapa Workshop Record, 04 November 2021	233

Author	Samantha Tan Rodrigo - Local Board Advisor
Authoriser	Nina Siers - Local Area Manager