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

 

Date:

Time:

Venue:

 

Tuesday, 7 December 2021

4.00pm

This meeting will proceed via Microsoft Teams. Either a recording or written summary will be uploaded on the Auckland Council website.

 

Henderson-Massey Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Vanessa Neeson, JP

 

Deputy Chairperson

Brenda Brady, JP

 

Members

Chris Carter

 

 

Peter Chan, JP

 

 

Dr Will Flavell

 

 

Matt Grey

 

 

Brooke Loader

 

 

Ingrid Papau

 

 

(Quorum 4 members)

 

 

 

Brenda Railey

Democracy Advisor

 

2 December 2021

 

Contact Telephone: 021 820 781

Email: brenda.railey@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


Henderson-Massey Local Board

07 December 2021

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputations: Te Atatu Pony Club - update                                                        5

8.2     Deputations: Lila Kuka - community garden                                                    6

8.3     Deputations: RiverCare Group - sewage overflow                                           6

9          Public Forum                                                                                                                  7

10        Extraordinary Business                                                                                                7

11        Ward Councillors' Update                                                                                             9

12        Future of Corbans Wine Shop                                                                                    11

13        Demolition of the Ex-Camp Manager's House, Tui Glen Reserve                         17

14        Review of expressions of interest and the grant of a new community lease to Sport Waitakere Trust, 545 Don Buck Road, Massey                                                        23

15        Local Board Transport Capital Fund 2021-2023 Allocation                                    37

16        Adoption of the ‘Harbourview-Orangihina Community Restoration Plan            47

17        Approval for a new private road name at 33-37 Red Hills Road, Massey           129

18        Approval for a new private road name at 44 Millbrook Road, Henderson          135

19        Auckland Council’s Performance Report: Henderson-Massey Local Board for quarter one 2021/2022                                                                                               141

20        Council-controlled Organisations Quarterly Update: Quarter One, 2021-2022  211

21        Ngā Hapori Momoho | Thriving Communities Draft Strategy                               243

22        Draft Significance and Engagement Policy 2022                                                   279

23        Auckland Transport - proposed speed limit changes (Tranche 2A)                   335

24        Local government elections 2022 - order of names on voting documents        391

25        Governance Forward Work Calendar                                                                      401

26        Confirmation of Workshop Records                                                                        405

27        Consideration of Extraordinary Items

 


1          Welcome

 

2          Apologies

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

 

3          Declaration of Interest

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

            The following are declared interests of elected members of the Henderson-Massey Local Board.

Member

Organisation

Position

Brenda Brady, JP
(Deputy Chair)

-        Safer West Community Trust

Trustee

Chris Carter

 

-        St Lazarus Trust

-        Waitemata District Health Board

-        Waitakere Badminton Club

Member

Member

Member

Peter Chan, JP

 

-        Cantonese Opera Society of NZ

-        Asian Leaders Forum

-        NZ-Hong Kong Business Association

-        NZ-China Business Association

-        Auckland Chinese Environment Protection Association (ACEPA)

-        Whau Coastal Walkway Trust

Member

Member

Member

Member

Advisor

 

Trustee

Matt Grey

-        West Auckland Youth Development Trust

-        Billy Graham Youth Foundation

Director

Board Member

Dr Will Flavell

 

-        Asia New Zealand Leadership Network

-        COMET

-        Te Atatū Tennis Club

-        Waitākere Literacy Board

Member

Employee

Board Member

Board Member

Brooke Loader

-         Waitākere Licensing Trust

-         Te Atatu Peninsula Business Association

-         Neighbourhood Support

-         Te Atatu Glendene Community Patrol

Member

Associate Member

Member

Volunteer

Vanessa Neeson
(Chair)

-        Village Green Quilters

-        Ranui Advisory Group

-        Waitakere Badmington Club

Member

Chairperson

Patron

Ingrid Papau

-        Liberty Impact Community Trust

-        #WeLoveTuvalu Community Trust

-        Neighbourhood Support

-        Liberty Church

-        Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member

 


 

            Member appointments

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

External organisation

 

Leads

Alternate

Central Park Henderson Business Association

Brenda Brady and Brooke Loader

 

Heart of Te Atatu South

Brenda Brady and Brooke Loader

 

Massey Matters

Will Flavell and Peter Chan

 

Ranui Advisory Group

Vanessa Neeson (Chair) and Ingrid Papau

 

Te Atatu Peninsula Business Association

Peter Chan and Ingrid Papau

 

Waitakere Ethnic Board

Ingrid Papau and Peter Chan

 

Waitakere Healthlink

Peter Chan

Chris Carter

Te Whau Pathway Trust

Matt Grey and Brenda Brady

 

 

 

4          Confirmation of Minutes

That the Henderson-Massey Local Board:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 16 November 2021 and the extraordinary minutes of its meeting, held on Tuesday, 30 November 2021, including the confidential section, as true and correct.

 

 

5          Leave of Absence

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

 

6          Acknowledgements

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

 

7          Petitions

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

 

8          Deputations

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 Henderson-Massey 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: Te Atatu Pony Club - update

Te take mō te pūrongo

Purpose of the report

1.       To receive a deputation from Te Atatu Pony Club.

Whakarāpopototanga matua

Executive summary

2.       Ashley Barker, Te Atatu Pony Club (the Club) events secretary and Kristy Dobrec, coach coordinator, will be in attendance to provide an update on the Te Atatu Pony Club’s activities.

3.         Te Atatu Pony Club is a volunteer-led sporting organisation supporting (predominantly) girls and young women to achieve their equestrian goals and has been an intrinsic part of the Te Atatu community for almost 50 years.

4.         The Club operates out of Harbourview Orangihina Reserve.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the presentation on the Te Atatu Pony Club’s activities and thank Ashley Barker, events secretary and Kristy Dobrec, coach coordinator for their attendance.

 

 

 

8.2       Deputations: Lila Kuka - community garden

Te take mō te pūrongo

Purpose of the report

1.       To receive a deputation from Lila Kuka.

Whakarāpopototanga matua

Executive summary

2.       Lila Kuka will be in attendance to discuss the proposal for a community garden and hub in Te Atatū.  Lila is a mum, environmental advocate and passionate community member.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the presentation on the proposal for a community garden and hub in Te Atatū and thank Lila Kuka for her attendance.

 

Attachments

a          Lila Kuka community garden proposal presentation.................................... 417

 

 


 

8.3       Deputations: RiverCare Group - sewage overflow

Te take mō te pūrongo

Purpose of the report

1.       To receive a deputation from RiverCare Group.

Whakarāpopototanga matua

Executive summary

2.       Alan Clist, coordinator for RiverCare Group, will be in attendance to discuss the sewage overflow and public health issue at Te Wai o Pareira (Henderson Creek).

3.         RiverCare Group is determined to make addressing the ongoing contamination a priority and will discuss the outcome of a recent meeting with Watercare’s CEO Jon Lamonte.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the presentation on the sewage overflow and public health issue at Te Wai o Pareira (Henderson Creek) and thank Alan Clist on behalf of the RiverCare Group, for his 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.”


Henderson-Massey Local Board

07 December 2021

 

 

Ward Councillors' Update

File No.: CP2021/17742

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive a verbal update from the Waitākere Ward Councillors.

Whakarāpopototanga matua

Executive summary

2.       A period of 10 minutes has been set aside for the Waitākere Ward Councillors to have an opportunity to update the Henderson-Massey Local Board on regional matters.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      thank Councillors Linda Cooper and Shane Henderson for their update.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

Future of Corbans Wine Shop

File No.: CP2021/18213

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval to design and install a heritage information sign at the original site of the Corbans Wine Shop and to investigate and implement reconstruction of the building, at an alternative site, when ABS: Capital Expenditure – Local Renewal funding is available. 

Whakarāpopototanga matua

Executive summary

2.       On 7 February 2018, the Corbans Wine Shop in Henderson, sustained significant damage as the result of being hit by a vehicle.

3.       On 12 February 2021, another vehicle collided with the building causing irreparable structural damage. Council’s Senior Asset Assessor assessed the building on the day of the incident and recommended immediate deconstruction due to its highly unstable condition and proximity to major infrastructure including the western railway line, Great North Road and the adjoining footpath.

4.       The building was deconstructed, and the building materials have been retained and stored at an offsite location.

5.       Staff are seeking formal approval to design and install a heritage information sign on the original site of the Corbans Wine Shop and when funding is available, to proceed with a project to investigate and implement the reconstruction of the building on an alternative site.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the installation of a heritage information sign on the original site of the Corbans Wine Shop.

b)      approve the future reconstruction of the Corbans Wine Shop at an alternative agreed site when ABS: Capital Expenditure – Local Renewal funding is available.

Horopaki

Context

6.       The Corbans Wine Shop (the building) was constructed in 1913 and is a Category A heritage listed building.

7.       Between 1913 and 1918, the building was used as premises for the sale of alcohol. Due to being situated on the Great North Road or eastern side of the railway line, its location made it exempt from a 1909 law change that saw the western part of Henderson become a no alcohol license district.

8.       As Henderson has developed over the years, the western railway line and Great North Road have both been widened, and the building is now situated directly on the boundary of both major infrastructural assets.

9.       The building has not been used in recent history.

10.     On 7 February 2018, a car travelling on Great North Road collided with the building, causing significant structural damage. Following the incident, the building was braced to provide stability, and this enabled the building to remain upright. A preliminary structural assessment determined that the extent of the damage was such that in order to reinstate the building to the required building standards (including seismic strengthening), it would need to be dismantled and rebuilt.

11.     Auckland Council’s Risk and Assurance team advised at the time that only the value of the building in its condition prior to the damage would be compensated. The building was in a poor condition prior to the accident and therefore only a portion of the rebuild costs could be covered through insurance. At this time, the project to rebuild the building was put on hold until ABS: Capital Expenditure – Local Renewal funding could be made available, and the building remained braced and fenced off.

12.     On 12 February 2021, another vehicle collided with the Corbans Wine Shop and this incident resulted in additional and significant damage to the building. Council’s Senior Asset Assessor assessed the building on the day of the incident and recommended immediate deconstruction of the building due to its highly unstable condition and close proximity to infrastructure including the western railway line and Great North Road. Vibrations from passing trains added to the risk of the building’s collapse and should this have occurred; it would have resulted in building debris falling onto the train tracks and the public footpath. All reusable building materials are being stored offsite for future use.

Service level requirement

13.     The building was not in a suitable condition or location for community activation prior to sustaining damage in the first vehicle strike and it was vacant.

14.     The sole community value was therefore tied to its heritage value, which is considerable in the context of Henderson and Auckland. This is evidenced by the Category A listing, which is reserved for places that have exceptional overall heritage significance to the Auckland region or a greater geographic area.

15.     Should the building be reconstructed on an alternative site, it would meet modern building standards and may provide a community use beyond its heritage value.

Tātaritanga me ngā tohutohu

Analysis and advice

16.     The following options analysis has been undertaken by staff:

Table 1: options analysis for future of Corbans Wine Shop.

Option

Criteria

Finance

Risk

Implementation

Capex funding level

A – continue to store materials with no further action.

Medium (reputational – heritage)

No action

No cost

Comments

Positives: ABS: Capex - Local Renewal funding would be redirected to other asset renewal or refurbishment projects.

Negatives: Does not support heritage outcomes and is not supported by Auckland Council Heritage Asset Advisory Team, the Corban Estate Heritage Trust or community heritage advocacy groups.

Weighting: low

B – full or majority rebuild on current site

Medium (health and safety risk and reputational - financial)

Option requires approval of ABS: Capex – Local Renewal funding as a part of the Community Facilities work programme

High cost

Required work: To rebuild the Corbans Wine Shop with seismic load capacity design to building code requirements.  Specialist health and safety planning for high risk works in the rail corridor is required given the close proximity to the rail corridor and there is a high likelihood of rail service shutdown requirements during building works. Traffic and pedestrian management will result in closure of one lane during the build.

Comments

Positives: Strongly supports heritage outcomes and is supported by the Auckland Council Heritage Asset Advisory team.

Negatives: There is potential for future damage from traffic incidents and there is now a precedent of this occurring. The location would preclude any future community activation.

Weighting: Low

C – design and installation of a heritage information sign at the original site of the building. To rebuild the wine shop utilising salvaged and new materials at an alternative site (alternative site to be agreed with the local board).

Low - Medium risks (reputational – financial)

Option requires approval of ABS: Capex – Local Renewal funding as a part of the Community Facilities work programme

Medium cost

Required work: Design and installation of a heritage information sign which describes the history of the wine shop on the original site.

Rebuild of the wine shop on a new site utilising a combination of materials salvaged in the deconstruction of the building in February 2021 and suitable new materials.

Comments

Positives: Supports heritage values - there is a precedent of heritage buildings being relocated within Henderson (e.g. The Falls and cottages in Tui Glen Reserve).

Removes opportunity for future vehicle damage.

Provides future potential of community activation.

Negatives: Building will not be reconstructed on its original site which is historically significant.

Weighting: High

D – retention of existing building materials in storage. Installation of a heritage information heritage sign at the original site of the building.

Medium (reputational)

This option requires allocation of ABS: Capex – Local Renewal funding as a part of the Community Facilities work programme

Low cost

Required work: Design and installation of an information/interpretive heritage sign at the original site of the wine shop.

Comments

Positives: The installation of a heritage information sign would recognise the heritage of the original location.

ABS: Capex - Local Renewal funding would be redirected to other asset renewal or refurbishment projects.

The materials could be used in the future should funding allow.

Negatives: Would not receive support from Auckland Council Heritage Asset Advisory Team or community heritage advocacy groups.

Weighting: Medium

 

17.     Staff recommend option C - design and installation of a heritage information sign describing the history of the Corbans Wine shop, on the original site and to rebuild of the wine shop on a new agreed site utilising a combination of materials salvaged in the deconstruction of the building in February 2021 and suitable new materials.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

19.     A project to rebuild the Corbans Wine Shop on a new agreed site will consist of reusing salvaged building materials from the original building where possible, reducing the requirements for new materials, therefore supporting the recycling of materials. The project will look to reduce waste going to landfill.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20.     Staff have discussed the deconstruction of the building with an Auckland Council Heritage Advisor to better understand the heritage values of the Corbans Wine Shop. Input from the Heritage Advisor will be sought in the future should the local board wish to proceed with reconstruction in future years.

21.       Presently, a master plan is being developed by the Service Investment and Programming team for Corban Estate which considers existing assets and their current use, future needs and inter-dependencies at the site. If the local board approve the relocation of the wine shop, Corban Estate will be one of the sites to be considered.

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

Local impacts and local board views

22.     The proposed relocation and strengthening of the Corbans Wine Shop could potentially enable future community use on a new agreed site. Prior to deconstruction, the building was unused.

23.     Staff received high level interest from the Waitakere Arts and Cultural Development Trust (governing body of Corban Estate Art Centre) in rebuilding the wine shop in the Corban Estate grounds for use to display art works or as a small art studio.

24.     The Henderson-Massey Local Board Plan 2020 supports heritage values within its boundaries. This is outlined in Outcome 1: Henderson-Massey is a great place to live, work and play – neighbourhoods and town centres reflect local pride, prosperity and heritage, and community places and spaces are a valuable resource to support healthy active communities.

25.     Community Facilities staff discussed the proposed options at a local board workshop in June 2021. Local board members were in support of the retention of existing building materials for storage and for its reconstruction at an alternative site. Support was also received for the installation of a heritage information sign at the original site of the building.

26.     In October 2021 Auckland Council received correspondence from Heritage New Zealand of their intention to assess Corban Estate for potential entry on the New Zealand Heritage List. This demonstrates the historical significance of the site and its built assets.

Tauākī whakaaweawe Māori

Māori impact statement

27.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

28.     Where aspects of the work programme are anticipated to have an impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

29.     The Henderson-Massey Local Board approved and approved in principle, the following funding in its Customer and Community Services Work Programme 2021/2022 on 15 June 2021.

30.     SP ID 2024 of $20,000 of Locally Driven Initiative (LDI) Capex funding in 2021/2022 can be used for the Corbans Wine Shop heritage information sign project.

31.     Funding is approved in principle for SP ID 2003 (Corban Estate Old Wine Shop – rebuild heritage building) in 2022/2023 and 2023/2024:

Table 2: outlines approved and approved in principle funding in the Henderson-Massey Local Board Customer and Community Services Work Programme 2021/2022 for these projects.

SP ID

Activity Name

Activity Description

Budget Source

FY2020/2021 and prior

FY2021/2022

FY2022/2023

FY2023/2024

Total

2024

Henderson-Massey – install heritage / cultural interpretative signage/art works

Investigate, design and install heritage and cultural interpretative signage or art works in identified sites/parks.

FY21/22 – FY22/23 – investigation and design

FY21/22 – FY23/24 – physical works

Risk Adjusted Programme (RAP) project.

LDI: Capex

$0

$20,000

$40,000

$60,000

$120,000

2003

Corban Estate Old Wine Shop – rebuild heritage building

This project will rebuild the old wine shop which was situated on the side of Great North Road outside Corban Estate. The building was removed in early 2021 after being hit by a car for the second time and being deemed unsafe.

FY19/20 – FY22/23 – investigation and consenting

FY23/24 – physical works

Risk Adjusted Programme (RAP) project.

ABS: Capex – Local Renewal

$62,256

$0

$20,000

$290,000

$372,256

32.     The funding outlined in Table 1 above, for 2022/2023 and 203/2024 is a high-level estimate only and the local board will be advised of funding requirements when further investigation and design is undertaken.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     The COVID-19 pandemic could have a further negative impact on the delivery of programmed work from alert level changes or the supply of materials.

Ngā koringa ā-muri

Next steps

34.     Subject to local board approval a heritage information sign will be designed and installed at the original site of the Corbans Wine Shop during 2022.

35.     When funding is available a project will commence in investigate a suitable site to reconstruct the building.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

Demolition of the Ex-Camp Manager's House, Tui Glen Reserve

File No.: CP2021/18209

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for the demolition of the ex-Camp Manager’s house, at Tui Glen Reserve.

Whakarāpopototanga matua

Executive summary

2.       The ex-Camp Manager’s house at Tui Glen Reserve was built around 1915/1916 and became the residence of the Camp Manager, Claude Brookes and his family shortly after. Tui Glen Motor Camp was registered in 1925 and is believed to be the first motor camp in New Zealand. The campground was closed by Wāitakere City Council in 2002.

3.       The ex-Camp Manager’s house is in very poor condition, having been unoccupied for over fifteen years and sustaining significant damage as the result of a fire in November 2021. The building is structurally unsound, and some parts of the building are clad in asbestos containing material. The house is prone to unauthorised entry and vandalism.

4.       Staff recommend the demolition of the house. This is due to the following factors:

·     the very poor condition of the house

·     the estimated high cost to refurbish/rebuild the house

·     anticipated costly renewal and refurbishment requirements for other well used community facilities across the local board network, utilising limited funding

·     the unknown service level needs for such a building, and

·     the vulnerable nature of the building to unauthorised entry and vandalism.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the demolition of the ex-Camp Manager’s house at Tui Glen Reserve and reinstatement of the area to lawn.

Horopaki

Context

Historic use of the ex-Camp Manager’s house

5.       The ex-Camp Manager’s house (the house) at Tui Glen Reserve was built circa 1915/1916. From November 1916, Claude and Gertrude Brookes lived in the house and in 1925 Tui Glen was registered as a motor camp and picnic area and is believed to be the first in New Zealand. Claude Brookes was the Tui Glen Camp Manager for many years.

6.       Wāitakere City Council closed the campground in 2002, and several heritage buildings were later restored and are used or remain closed.

7.       The house sits within a Category B Heritage overlay within Tui Glen Reserve. Category B places are deemed to have overall heritage significance to the locality or greater geographic area.

8.       The house is one of several buildings within Tui Glen Reserve but is in very poor condition relative to the other buildings on the reserve. The ex-Camp Manager’s house is categorised as condition five on the Community Facilities asset register and defined as ‘Failed or failure imminent/safety risk.’ Additionally, a later addition to the house is clad in asbestos containing material.

9.       Notably, Glen Oaks cottage and McLeods Cottage are both categorised as condition two on the Community Facilities asset register. Condition two is defined as ‘Acceptable physical condition, minimal short term failure risk but potential for deterioration. Only minor work required, if any’.

Current use and issues

10.     The ex-Camp Manager’s house has not been used for any purpose for fifteen years or more and is in very poor condition. It has widespread rot in the structural timbers, barge boards, cladding and window joinery.

11.     There is clear evidence of sustained unauthorised occupation of the building by rough sleepers seeking shelter and this has led to vandalism throughout, with evidence of historic fire damage in one room.

12.     The house is not in a suitable condition for use of any kind.

13.     Whilst council staff and contractors have endeavored to secure the house by boarding up entrance points, the unauthorised occupation has increased since the start of the August 2021 pandemic lockdown with building openings being removed entirely, and asbestos cladding being broken. This situation creates a health and safety risk for rough sleepers, park neighbours and park users. Staff and contractors continue to try to manage the situation on an ongoing basis with the support of the police.

14.     On 10 November 2021, a fire within the house caused further damage to the structure supporting the roof. A structural assessment undertaken shortly after the fire deemed the building to be structurally unsound and recommends removal. The source of the fire is being investigated by the police. The house has been secured with construction fencing in an effort to stop entry.

15.     Due to the building’s heritage listing, resource consent approval is required to remove the remainder of the house. However due to the structural instability of the house, staff are seeking to utilise the emergency works provision under the Resource Management Act for the urgent demolition of the building.

Service level requirements

16.     Community Facilities Community Leasing team has identified that there is a strong demand within the Henderson-Massey Local Board area for premises for community leasing purposes, however the ex-Camp Manager’s house would require considerable ABS: Capex – Local Renewal funding investment to be bought up to a suitable standard for leasing as a community space. Consideration has been given to this and is outlined in Table 1 below.

17.     Staff have not received any enquires in recent years for community use of public buildings at Tui Glen Reserve, however McLeod Cottage has been leased in the past and could be considered for community leasing in the future.

Tātaritanga me ngā tohutohu

Analysis and advice

18.     Staff have considered a range of options for the future of the house. This involves consideration of the current condition of the house and the existing health and safety issues, it’s heritage value in relation to the Tui Glen Motor Camp, service level requirements for community buildings within Tui Glen Reserve and the cost of each option and its relevance to a wider asset renewal/refurbishment programme of community facilities throughout the Henderson-Massey Local Board area.

19.     The following options analysis has been undertaken by staff:

Table 1: options analysis for future of ex-Camp Manager’s house.

Option

Criteria

Finance

Risk

Implementation

Capex funding level

A – no further action.

High risk (health and safety, reputational)

No action

Ongoing operational / maintenance costs

Comments:

Positives: Low funding requirements in the short term.

Negatives:

·      Continued health and safety issues for neighbours adjacent to the house, park users and rough sleepers who frequently break into the house.

·      Continued anti-social behaviour and vandalism.

·      Ongoing operational costs required for boarding up the house and required security measures.

·      Council will continue to receive complaints about the condition of the building, the anti-social behaviour that is occurring and the lack of action to remedy the situation.

Weighting: very low

B – full demolition and rebuild of original structure only, on current site.

Low-Medium risk (financial)

This option requires allocation of ABS: Capex – Local Renewal funding as a part of the Community Facilities work programme

High level cost estimate of $1,229,000- $1,279,000

Required work: Demolition of the existing structure and a total rebuild of original early part of the house, to building code requirements using new materials and savaged materials from the existing building, if possible. Specialist health and safety planning and implementation for asbestos removal.

Comments

Positives:

·      Option will potentially retain the heritage value of the building and receive support from Auckland Council Heritage Asset Advisory team.

·      Option could provide a building for community groups and organised activities.

·      Reduction in anti-social behaviour by creating a building which is suitable for occupation.

Negatives:

·      Option requires significant financial investment. Costings provided are high level estimates and further investigation is required to establish the true cost of the project. Presently, buildings costs are prone to fluctuation and supply of materials is failing to deliver on demand.

·      Due to the poor condition of the building, inclusion of a project to rebuild the house would become a priority and require the deferral of other projects which seek to refurbish highly used community facilities. This situation would potentially increase maintenance costs and delay urgent and important planned work.

Weighting: Medium

C – full refurbishment of entire structure on current site

Low - Medium risk (financial)

This option requires allocation of ABS: Capex – Local Renewal funding as a part of the Community Facilities work programme

High level cost estimate of $913,000-$1,023,000

Required work: Full refurbishment of the building on the current site, utilising existing structure where possible.

 

Comments

Positives:

·      Option will retain heritage value of the building and receive support from the Auckland Council Heritage Asset Advisory Team.

·      Option could provide a building for community groups and organised activities.

·      Reduction in anti-social behaviour by creating a building which is suitable for occupation.

Negatives:

·      Option requires significant financial investment. Costings provided are high level estimates and further investigation is required to determine the volume of salvageable materials and establish the true cost of the project. Presently, buildings costs are prone to fluctuation and supply of materials is failing to deliver on demand.

·      Due to the poor condition of the building, inclusion of a project to rebuild the house would become a priority and require deferral of other projects which seek to refurbish highly used community facilities. This situation would potentially increase maintenance costs and delay urgent and important planned work.

Weighting: Medium

D – demolition of the building and reinstatement of the site to lawn.

Installation of a heritage information sign at the original site of the building.

Low risk (reputational and financial)

This option requires allocation of Opex Renewal funding as a part of the regional work programme

High level cost estimate of $146,000-$200,000

Required work: Resource Consent approval, asbestos management and removal, decommissioning of services, demolition and removal of existing structures, reinstatement of the site to lawn. Design and installation of a heritage information sign at the site of the ex-Camp Manager’s house.

 

Comments

Positives:

·      Option offers a safer, more appealing site with clear sightlines.

·      The installation of an information/interpretative sign will recognise the location of the original building and its use.

·      Option will remove a place hosting repeated anti-social activities.

·      ABS: Capex - Local Renewal funding will be directed to high use assets for their renewal or refurbishment.

Negatives:

·      Option will not receive support from Auckland Council Heritage Asset Advisory Team or community heritage advocacy groups.

Weighting: High

20.     Staff recommend option D – demolition of the building and reinstatement of the site to lawn, followed by the design and installation of a heritage information sign which describes the history of the ex-Camp Manager’s house.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

22.     A project to demolish the ex-Camp Manager’s house will see that any salvageable building materials are reused for other work where possible. All other material will be taken to a registered waste site.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     Prior to the fire on 10 November 2021, advice from the Auckland Council Heritage Advisor gave support to Option B or C – to refurbish the original part or the entire house. Consideration has been given by Councils Built Heritage team to the extent of the fire damage and its impact to the structural integrity of the house. They have reluctantly agreed to the demolition of the ex-Camp Manager’s house under section 330 of the Resource Management Act, enabling emergency work to be undertaken to demolish it.

24.     Parks Services have considered the options outlined above for the future of the house and their impacts on this area of Tui Glen Reserve as follows:

·    the option to do nothing is not supported.

·    the option to refurbish or rebuild the house would be supported with a better understanding of the future use of the building and the impact that the financial investment would have on the wider asset renewals programme.

·    staff indicated that there are more benefits in removing the house, particularly due to the current health and safety issues it poses. These benefits include improved connections through the park, improved sightlines and pedestrian movement through the park, a more attractive and welcoming entrance to the park and a decline in antisocial behaviour in this currently secluded area of the park.

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

Local impacts and local board views

25.     The proposed demolition of the ex-Camp Manager’s house will have various impacts on the local community. Neighbours adjacent to the reserve and the house have expressed concerns about the condition and unauthorised use of the house over the past few years and would welcome a resolution to the current situation.

26.     Local historical groups may oppose the demolition of the building and are more likely to encourage the refurbishment of the house, citing the loss of heritage values as a reason.

27.     Community Facilities staff discussed proposed options for the future of the house with the Local Board at a workshop on 2 November 2021. Local board members were in support of the demolition of the ex-Camp Manager’s house due to its poor condition and health and safety risks posed by the building and by the unauthorised use.

28.     At the November 2021 workshop, board members requested that council staff investigate the use of other buildings within the reserve for community use as a priority, namely McLeod Cottage.

Tauākī whakaaweawe Māori

Māori impact statement

29.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

30.     Where aspects of the work programme are anticipated to have an impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

31.     Funding for the demolition of the ex-Camp Manager’s house and the subsequent reinstatement of the site to lawn, will be sought from the regional opex fund.

32.     Funding for the design and installation of a heritage information sign can be included in the project SP ID 2024, in future years. Details of this project are shown in table 2 below.

Table 2: outlines approved and approved in principle funding in the Henderson-Massey Local Board Customer and Community Services Work Programme 2021/2022:

SP ID

Activity Name

Activity Description

Budget Source

FY2021/2022

FY2022/2023

FY2023/2024

Total

2024

Henderson-Massey – install heritage / cultural interpretative signage/art works

Investigate, design and install heritage and cultural interpretative signage or art works in identified sites/parks.

FY21/22 – FY22/23 – investigation and design

FY21/22 – FY23/24 – physical works

Risk Adjusted Programme (RAP) project.

LDI: Capex

 $20,000

 $40,000

 $60,000

 $120,000

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     The COVID-19 pandemic could have a further negative impact on the delivery of programmed work from alert level changes or the supply of materials.

Ngā koringa ā-muri

Next steps

34.     Subject to local board approval and funding availability, Community Facilities will demolish the house, reinstate the site to lawn and install an information sign depicting the heritage of the house as a camp manager’s residence.

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

Review of expressions of interest and the grant of a new community lease to Sport Waitakere Trust, 545 Don Buck Road, Massey

File No.: CP2021/18759

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To review the expressions of interest applications to occupy the ex-Massey Library space, 545 Don Buck Road Massey, and grant a new community lease to Sport Waitakere Trust.   

Whakarāpopototanga matua

Executive summary

2.       In September 2019, Auckland Council invited expressions of interest from community groups and organisations interested in leasing the ex-Massey Library space located at 545 Don Buck Road, Massey.  An analysis and assessment of the applications was undertaken by staff and the results of the assessment indicated Sport Waitakere Trust attained the highest score.

3.       In August 2020, the Henderson-Massey Local Board resolved to grant a new community lease to Sport Waitakere Trust (HM/2020/111).  In September 2020, Auckland Council publicly notified the proposal to grant the lease to Sport Waitakere Trust and invited submissions or objections from persons with an interest in the proposal.

4.       Following public notification, two submissions were received, one objection from Niutao Community Trust and one submission from Sport Waitakere Trust in support of the proposed community lease.  Both submitters requested to be heard.

5.       In March 2021, a hearing was held relating to the proposed granting of a community lease.

6.       To ensure fairness and transparency, staff recommended all applicants who submitted expressions of interest be given the opportunity to apply, based on the revised assessment criteria.

7.       In July 2021, public notification calling for expressions of interest to lease the ex-Massey Library space was advertised in the Western Leader and on the Auckland Council website.  Notifications were also forwarded to those groups listed on the community leasing interest register who indicated an interest in leasing buildings in the Henderson-Massey Local Board area.

8.       Two viewings were held in August 2021.  The closing date to receive applications was extended to 6 September 2021.  All interested parties who attended the viewings or requested application information received a copy of the expression of interest application form, Auckland Council Community Occupancy Guidelines 2012, site maps, floor plans and a copy of the revised criteria to be used to assess the applications. 

9.       Sport Waitakere Trust attained the highest score after the analysis and assessment of applications.  This report recommends Henderson-Massey Local Board approve a new community lease to Sport Waitakere Trust, for the site located at 545 Don Buck Road, Massey.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve a new community lease to Sport Waitakere Trust for the council-owned site being 939m² (more or less), located on the land legally described as Lot 1 Deposited Plan 174335, 545 Don Buck Road, Massey (Attachment A), on the following terms and conditions:

i)        term – five years with one five year right of renewal   

ii)       rent - $1.00 plus GST per annum if demanded

iii)      maintenance fee - $1,000 plus GST per annum

iv)      provision of a community outcomes plan as approved by Henderson-Massey Local Board members and attached to the lease document.

b)      approve a collaboration opportunity between Sport Waitakere Trust and Recreate NZ and for a memorandum of understanding to be formalised between the two parties within three months of the date of resolution.

c)      approve a lease commencement date three months from the resolution date to allow for renovations and logistics for the move to be undertaken.

d)      note that all other terms and conditions of the proposed new community lease will be in accordance with the Auckland Council Community Occupancy Guidelines 2012 and Local Government Act 2002.

Horopaki

Context

10.     This report considers the recommendation for a new community lease following an expressions of interest process for the leasing of the council owned ex library space located at 545 Don Buck Road, Massey.

11.     The Henderson-Massey Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community leasing matters.

Tātaritanga me ngā tohutohu

Analysis and advice

The Land

12.     The land is described as Lot 1 Deposited Plan 174335 comprising 1.9343 hectares more or less and is currently held in fee simple by the Auckland Council under the Local Government Act 2002.

13.     Under Section 138 of the Local Government Act, no consultation or public notification is required for this decision as the site is not a park.

The Facility

14.     The ex-library space is in the building known as Pukewhakataratara/Massey Leisure Centre. Improvements to the land include the building, a carpark and outdoor futsal court.

15.     The space was purpose built as a library and is approximately 939m2 in area.  It is mainly open plan with a smaller area that provides separate offices. It has structural pillars throughout, multi-level floors and exposed ceiling trusses.  There is a basic kitchen and toilets which are shared with other users of the facility.

16.     The Massey Library and Citizens Advice Bureau previously occupied the library space providing learning, literacy and information services.  These services were co-located with YMCA who occupied the leisure centre portion of the building to provide recreation and early childhood services.  Massey Library and CAB relocated to Te Manawa in Westgate in March 2019. 


 

Expressions of Interest Process

17.     On 29 July 2021, public notification calling for expressions of interest to lease the library space was placed in the Western Leader and on the Auckland Council website.  The closing date for applications was 6 September 2021. 

18.     Notice was also forwarded to those groups listed on the community leasing interest register who indicated an interest in leasing buildings and/or land in the Henderson-Massey Local Board area.

19.     Viewings were held at the site on 10 and 11 August 2021.  Thirteen groups attended and staff were on-site to answer questions.  At the close of the expressions of interest process, applications from 10 community groups were received.

20.     To be eligible for a community lease, community groups should: 

·     be an incorporated society or charitable trust and meet the criteria prescribed in the Auckland Council Community Occupancy Guidelines 2012

·     ideally, based and working in the Henderson-Massey community

·     be able to identify positive community outcomes that will occur as a result of the proposed tenancy

·     be able to specify how the services or programs offered align with the objectives in the Henderson-Massey Local Board Plan 2020

·     ideally, be able to optimise the use of the council facility

·     ideally, be able to share the facility with other community groups.

Applicants

21.     At the close of the expressions of interest process, applications from 10 of the following community groups were received:

·     Sport Waitakere Trust

·     Henderson Budget Service Incorporated and Dayspring Trust

·     The Life Centre Trust Auckland (Life Community)

·    Ngā Takiwā O Tāmaki Trust

·     Auckland Marklin Club Incorporated

·     The Recreators Limited and The Massey Community Men’s Shed Charitable Trust

·     Niutao Community Trust

·     Umoja Migrant Services

·     Women Entrepreneurship Centre Charitable Trust

·     Recreate NZ

22.     All 10 applicants met the criteria outlined in the Auckland Council Community Occupancy Guidelines 2012.

Assessment of Applications

23.     To ensure fairness, transparency, and an objective analysis of the expressions of interest applications, four council staff assessed and weighted the applications using the revised criteria including:

·     the ability to advocate to Auckland Council to meet the changing and growing demands for the spaces used by the community

·     membership is open, inclusive and cost effective

·     evidence services and activities contribute to removing barriers and social isolation

·     evidence rangatahi are supported and have a sense of belonging

·     evidence services and activities contribute to Māori wellbeing

·     evidence services provide greater connection to community and culture

·     evidence provisions are provided to reduce waste and reduce carbon footprint

·     recycling plan is provided

·     evidence ‘green thinking’ is a key part of groups culture

·     ethnic diversity and the needs of youth are fully addressed

·     services are easy to access

·     groups are self-supporting and financially viable

24.     An overview of applications is summarised below based on evidence submitted by applicants.  Some applicants did not provide information utilising the revised assessment criteria and this was evident when staff assessed and weighted their applications against the specified criteria.

Overview of applicants

Sport Waitakere Trust

Background

25.     Sport Waitakere Trust was incorporated on 31 October 2005 and registered as a charitable entity under the Charities Act 2005 on 5 May 2008.  The Trust is not membership based and is currently operating from a temporary prefab located on the grounds of the Waitematā Rugby Football Club.  The Trust has 15 part-time volunteers, five paid part time staff and 30 paid full-time staff.   

26.     Its purpose is to enable healthy and active lives in communities by providing programmes, workshops, activations, mentoring, resources, events and support at low to no cost to the community.  Their application reflects environmental changes as the community navigates the long-term effects of Covid-19 and the inequities it has exacerbated.  The application illustrates there is overwhelming support from many organisations and agencies who wish to work together to improve community wellbeing and reduce the barriers of inequity with a focus on Māori, Pasifika and other ethnic and migrant communities.

Intended delivery of activities

27.     Described in its application, the Trust would be an umbrella for a Massey based hub.  Its vision of everyone connected, healthy and active can be best served from a space big enough to allow for connections and collaboration.  Several organisations and programmes have expressed interest in sharing this space and the Trust see this as a perfect opportunity to partner with like-minded organisations and provide a welcoming, inclusive and thriving space.  Connecting local community agencies at a reasonable cost with easy access for the community is a cost-effective model and scarce resources can be re-invested into the community.  The range of resources bought together in one place by its partners will make the site a wealth of resources for community organisations in the west.  The vision is for all staff to seamlessly work out of each hub depending on what area of the west they are working in, thus saving in travel time and reducing carbon emissions.

28.     Initial organisations wishing to partner at the time of this application are Belong Aotearoa, Massey Matters, Netball Northern, Te Puna Manawa – HealthWEST, Toi Tangata, Waitākere Hockey Turf Trust and Walsh Trust. 

29.     If granted the lease, the Trust would ensure organisations across the west are aware of the opportunity to use the space and the services available from this site creating an efficient model, accommodating some of the diversity and complexity of the community services sector.


 

Henderson Budget Service Incorporated and Dayspring Trust

Background

30.     Henderson Budget Service was incorporated on 1 November 1993 and operate from the Community Waitākere building located at Alderman Drive, Henderson. There are two part-time volunteers and four paid part time staff.  The service is not membership based. 

31.     Its purpose is to ensure whanau and individuals are provided with financial mentoring and support and rangatahi are equipped with the knowledge to make sound financial decisions. 

Intended delivery of activities

32.     In its application, the vision for the library space is to continue to deliver one on one financial mentoring and link clients to other support services.  HBS would like to offer free space to Community Law and Employment navigators to help people into employment and get support on legal matters.  HBS holds regular monthly meetings for training and learning purposes and will be inviting smaller budgeting services to join. 

33.     HBS works with Kainga Ora ‘sustaining tenancies program’ providing financial mentoring and support to tenancies in jeopardy and has a relationship with E Tipu E Rea Whanau Services and NZ Police to support their AWHI program ‘Alternative Ways for Helping Interventions’.  HBS has been funded to provide a Rangatahi Financial Navigator and a purpose-built booking system designed by volunteers has been developed. 

Dayspring Trust

Background

34.     Dayspring Trust was incorporated on 18 January 1989 and has been at its New Lynn location for nearly 20 years supporting families all over the wider West Auckland area.  The Trust is not membership based and has 4 paid full-time staff, 11 paid part-time staff and four part time volunteers.  The Trust currently offers space to Mainly Music, Baby Sensory Waitākere, Link Vineyard Church & Walsh Trust.

35.     Its purpose is to provide specialised maternal mental health support and a range of opportunities for women to connect, heal and improve their confidence in parenting.  The Trust provide free, low-cost counselling, parenting courses, support groups, community classes, Circle of Security Parenting programs, community sewing classes and a $2 creche for parents while they attend programs.  The Trust also runs the only community-based Attachment Therapy program in New Zealand. 

Intended delivery of activities

36.     In its application, the Trust wish to transform the space into a shared space for many social services to operate out of as well as having community space for hire for other groups to use when the Trust are not utilising the space.  The Trust has been funded to provide a Rangatahi Counsellor.  

37.     The Trust and HBS services have similar kaupapa and genuinely wish to work in collaboration with the community to develop the library space and offer other community groups access to meet their aims and objectives.  The space is ideal due to its location and walking distance to the shops, bus services and WINZ.  Both organisations have a number of links to other services locally and believe this will only compliment and strengthen the services they provide.

The Life Centre Trust Auckland (LIFE Community)

Background

38.     Life Community has been registered as a charitable trust since 6 April 2008.  Membership is open and inclusive and there are 40 paid part-time staff, 290 part-time volunteers and 127 paid full-time staff.  These numbers include the employees of LIFE Community and all its subsidiaries. 

39.     The Life Centre Trust Auckland currently operates from multiple locations across Auckland with the Head Office located at Normanby Road, Mt Eden including seven community kitchens at Wesley Community Centre, Te Puke Main Hall, Hub West, Glen Innes Community Hall, Manurewa Marae, Papakura Marae and Mngere East Rugby Club.  The Trust also has five rental properties across Auckland (two in Orewa, two in Warkworth and one in Snells Beach).  The purpose of this application is not to relocate any of the current premises but to expand the community impact by establishing a community hub in West Auckland.  Life Community provides a range of services including free meals, employment placement services, youth services, foundational learning, youth education and higher education.

Intended delivery of activities

40.     In its application, the Trust wish to provide a hub that will be accessible to the wider West Auckland community where generations and whanau can meet, rangatahi can be encouraged and upskilled and vulnerable people can find help and hope.  The space will be a large highly usable multiuse space that can host 250 people and be utilised by community groups, cultural groups and enable hui presentations and performances.

41.     The intention is to utilise the space as a dining hall, allowing the centre to continue to operate other programs while also providing meals for those most in need.  Classrooms and meeting rooms will also be provided for engagement and education, break-out rooms, office space and storage.  The overall design has three components: all inviting, connection focused foyer that fosters creativity, innovation and genuine relationships. The Trust will work to ensure the design and activities meet the objectives set by the Henderson-Massey Local Board, as detailed in the most recent long-term plan so that the facility plays a key part in addressing current challenges in the community.  

Ngā Takiwā O Tāmaki Trust

Background

42.     Ngā Takiwā O Tāmaki Trust was incorporated on the 1 October 2020 and incorporated as a Charitable Trust in October 2021 and is currently based in the basement of the West Harbour Marae, Te Piringatahi O Te Maungaarongo Marae.  The Trust requires a larger space due to the expansion of its services.  Membership is fully open and inclusive, and there are 85 part-time volunteers, six paid part-time staff, and seven full-time staff. 

43.     The Trust is an iwi-based community development and social service agency providing services throughout the Auckland region.  The Trust provide a range of therapeutic support, wellbeing services and community development and engagement programmes aimed at helping families stay connected.  The Trust formed in March 2020 as a response to COVID-19 lockdown with the aim to support families and individuals in a bid to provide kai, wai and hauora care and support.  The Trust supply access to social support services that uphold the values of manaakitanga, tino rangatiratanga and kotahitanga for whānau and communities in Tāmaki Makaurau. 

Intended delivery of activities

44.     In its application the Trust wish to provide improved social and health wellbeing outcomes for whānau and members of the Tāmaki Makaurau communities, improve access to employment, training and/or vocational transitioning, and improve individual and whānau life choices that promote positive outcomes in social justice, education, health and wellbeing. 

Auckland Marklin Club Incorporated

Background

45.     Auckland Marklin Club (AMC) Incorporated was incorporated on 23 January 1989 and is a pro-active group of model railway enthusiasts with six part-time volunteers and 25 members.  The club has no premises, making it impossible for the club to build permanent railway layouts for exhibition purposes and attract new membership.  Meetings are held at private residences and a portable layout consisting of modules owned by individual club members enables the club to provide exhibitions to the community. 

46.     Its purpose is to promote the model railway hobby in general and appeals to a large spectrum of people because of the involvement of skills and knowledge.  The club envision 25-30 people attending club meetings and workshops and 500 attending exhibitions.

Intended delivery of activities

47.     In its application, the club indicated the library space could be used to set up a permanent railway layout for exhibition purposes and the hosting of workshops.  The club would utilise 300m2 for clubrooms and layout and are happy to work with organisations with similar space requirements to derive the best outcomes for the community.

The Recreators Limited and The Massey Community Men’s Shed Charitable Trust

The Recreators Limited

Background

48.     The Recreators is a Limited Liability Company and was registered as a Charitable Trust on 5 October 2020.  The Recreators operate as a mobile service and there are two paid employees, two permanent contractors and workshop facilitators.  Equipment is housed by staff and there is also a storage unit in Henderson.  

49.     The Recreators are an upcycle collective with members from across Tāmaki Makaurau.  Its purpose is to promote upcycling by learning to ‘do it yourself’ through community workshops, purchasing pre-made products or by collaborating on a custom circular design.  The Recreators are a diverse and inclusive collective of upcycling creatives who believe that making with reclaimed materials promotes positive mental wellbeing as well as protecting Papatūānuku.  Their mission is to enable the community to reimagine waste into value and in less than three years 755 workshops have been delivered to approximately 6000 participants.

Intended delivery of activities

50.     In its application, the vision for the library space is to be part of a community led Remakery that will provide skills and employment opportunities, turning waste into value for West Aucklanders and youth.  The vision is a creating, making space that delivers practical and innovative pathways to provide skills and employment for future generations by unlocking the value of localised waste streams.  It will create a unique, inclusive and diverse community movement that will connect its creative people and entrepreneurs to ideas, resources, equipment and education to support a sustainable, low carbon way of living.  The Massey Remakery will enable the community to learn and master tools, experiment with waste resources and regenerative practices and build a resilient community that sustains the natural environment, reduces waste and prepares for the impacts of climate change.

The Massey Community Men’s Shed Charitable Trust

Background

51.     The Massey Community Men’s Shed Charitable Trust was incorporated on 20 January 2015.  The Mens Shed operate from a small premises at Don Buck Road, Massey and house equipment and resources at members’ homes.  There are 12 part-time volunteers and membership is open and inclusive.  The Men’s Shed has grown significantly and the size of its current premises restricts the ability to continue to grow and offer increased services to the community. 

52.     The Men’s Shed offers a safe workshop environment for the community to come together, stay engaged, share skills and work on practical tasks.  Over the past eight years the Mens Shed has provided and participated in a wide number of programmes and activities including Massey Library Holiday Programme, Massey Maker Kids, Massey Community Treasure Huts, Neighbours Day, Christmas in the Park and repurposing and upcycling salvaged materials into worm farms and composting systems.


 

Intended delivery of activities

53.     In its application, The Men’s Shed indicated the library site would be used to expand the range of services and increase membership and work on practical tasks and community projects.  The space would be partitioned so that equipment is accessible to people who have the skills and approval to use the equipment safely. 

54.     The Men’s Shed is keen to partner with other organisations and envisage tenants with dedicated areas, plus a common area that would be shared on a bookable basis amongst a larger number of other community user groups.  A preference to share the site has not been found but the Men’s Shed is open to sharing the site with other interested applicants and once fully established would anticipate a similar patronage to other well-established Men’s sheds.

55.     Once established in a larger venue, the Men’s Shed will be able to expand its capabilities and offer increased and broader activities and services to include member benefits, community outreach, community workshop open sessions, after school and holiday events for children, activities and events for youth in collaboration with local youth groups and development of a technology area.

Niutao Community Trust

Background

56.     Niutao Community Trust was incorporated on 1 August 2001.  Membership is open and inclusive, and the Trust are currently operating from a range of facilities across West Auckland including Massey Hub, Corban’s Pacifica Arts Centre, Rutherford College Gymnasium and other community centres run by private organisations.  The Trust wish to establish themselves in one facility where they can expand their current services and programmes to the community.  These services and programmes will be open to all Henderson-Massey residents to use.  The Trust has five full time volunteers, 39 part time volunteers and 1200 active members. 

57.     The Trust has been involved in the West Auckland community for the past 20 years.  The focus of its programmes and activities has been promoting their language and culture.  The Trust run Tuvalu language week programming, arts exhibitions and workshop in Auckland and around New Zealand.  In 2019, the Trust ran the inaugural Tuvalu Arts Festival in collaboration with Corbans Pacifica Arts Centre and also run an after-school homework club with a focus on literacy for children in Ranui.

Intended delivery of activities

58.     In its application, The Trust indicated that Covid has exacerbated inequity in the Pacific and Māori community in West Auckland.  It is imperative that this community space be used to minimise and mitigate these inequities.  The next phase of its programmes will be designed with communities and other system stakeholders including Auckland Council to deliver responsive programming for its ethnically diverse community.

59.     As a community hub, the Trusts vision for the facility is that it will create social entrepreneurial opportunities for the community across art works and products.  There will be opportunities to work with migrant business owners and Māori as well as current business involved in creative arts.

60.     The Trust is building strong networks and relationships with tangata whenua and mana whenua in Auckland and has established relationships with Te Atatū Marae who are a constituent marae of Te Kawerau ā Maki and have a growing relationship with Te Piringatahi O Te Maungaarongo Marae in Massey.  The Trust is starting to establish connections with other hapu and whanau including Ngāti Whātua o Orakei and Ngāti Te Ata and plan to establish a relationship with Ngā Wāhine Toko I Te Ora to collaborate on how they can support and grow Wāhine Toa.


 

Umoja Migrants Services New Zealand

Background

61.     Umoja Migrant Services New Zealand was incorporated on 17 April 2014 and is currently utilising space at Railside Avenue, Henderson.  Umoja has open and inclusive membership with 120 members.  There are three part-time volunteers and four full-time volunteers. 

62.     Umoja is a community-based organisation which has a vision of maintaining secure and competent environments for families, children and young people in the community.  The organisation opened a Learning Centre for disadvantaged pupils and students in Henderson to help them to access online resources for their homework and group discussion sessions.  These centres will be located in various cities in New Zealand, beginning with Waitākere, North Shore, Manukau and facilitated by volunteers.  Umoja is looking to establish rescue and refugee centres in Auckland, Hamilton, and Christchurch to help families in difficult situations and resourcing funds to build affordable aged villages in Auckland, Hamilton, Nelson and Wellington.

Intended delivery of activities

63.     In its application, Umoja’s vision for the library space is to expand its services.  Activities have increased and Umoja find the space it currently has is too small and requires a large space for its community learning centre, youth fitness and gym in collaboration with Sport Waitākere, healthy eating, culture and contemporary cooking sessions.  All these activities support community wellbeing and are places where children will be able to access technology for free, learn and do homework.  Umoja do not wish to share the library space with others.

Women Entrepreneurship Centre Charitable Trust

Background

64.     Women Entrepreneurship Centre Charitable Trust was incorporated on 1 August 2016.  The Trust do not have members and has five part-time volunteers and three paid part time staff.  The Trust does not have an office space and the team works from home and hires community spaces to run workshops.  The Trust want to have a permanent office space to run workshops and provide a dedicated space for new start-ups to work.  

65.     The Trust is a not-for-profit organisation based in Auckland working towards empowerment of women/men through inspiring, educating and entrepreneurial leadership.  The Trusts process in entrepreneurship and leadership involves awareness programs, training, skills development, mentoring, business incubation, information sharing and networking and marketing assistance.  It aims to develop community leadership, entrepreneurial thinking, creating social and economic values through innovative education programmes, free business workshops, research, mentoring, consultancy and events among women of all ages and cultures.

Intended delivery of activities

66.     In its application, the vision for the library space is to offer involvement at an early stage in a women’s journey of entrepreneurship by establishing a community practice supporting community, cultural and family contexts.  The Trust will also serve as a conduit with the main objective to create awareness, educate, inspire and empower women entrepreneurs to reach their full potential.  The Trust has identified three phases of its operation, pilot programme phase, providing education and support to women entrepreneurs and launching start-ups.  At this stage the Trust is in phase 1 and 2.  After running the centre for two years, a review of its performance, milestones and objectives will be measured for future direction. 


 

Recreate NZ

Background

67.     Recreate NZ was established as an organisation in 2002 and has been registered as a charitable entity since 23 October 2007.  Recreate has open and inclusive membership with 150 part-time volunteers, 26 paid part-time staff and one paid full-time staff member. Recreate had a community lease for a building in Mt Eden which council is now demolishing.  Recreate currently occupies temporary premises. 

68.     Its kaupapa is ‘Life changing experiences for youth with disabilities’ while providing support to their families.  Recreate are committed to enhancing the intellectual, social, emotional and physical development and independence of young people with disabilities.  Recreate currently delivers over 5,000 placement opportunities across a range of 550 adventure, recreation, social, education, life and work-skills programmes in the Auckland, Waikato, Wellington, Bay of Plenty and Christchurch regions each year.

Intended delivery of activities

69.     In its application, the library space would serve as the Head office and base of operations for 15 employees, being Disability Youth workers, Programme Facilitators, Administration and Accounts staff.  Recreate employs four of its disabled youth as office and vehicle cleaners who would be based at the library space.

70.     Weekly operations would encompass a minimum of 15-25 young people attending mid-week programmes, including,  Life skills modules, YMCA fitness, cooking, public transport and budgeting, careers club, community groups supporting SPCA, undertaking beach clean ups, composting, Moxie Work Skills programmes, First Fridays, Urban Youth, Girls Club, Lads club, Recreate NZ Youth Board regular meetings, monthly dinner clubs, school holiday programmes, social clubs, youth space and new participant and volunteer registrations giving Recreate the opportunity to showcase its programmes and events run for disabled youth.

Conclusion on applications

71.     All 10 applications were initially assessed against the criteria developed as a result of recommendations from the earlier hearing and as agreed with the local board. Not all applicants took the opportunity to provide information supporting the criteria and these applications were not progressed beyond the initial assessment.

72.     Conforming applications were further assessed and weighed against each other, using the agreed criteria. Four staff assessed the applications and challenged each other on the conclusions reached to ensure the assessments were objective.

73.     During the assessment process, a collaboration opportunity between Sport Waitakere Trust and Recreate NZ was identified. Both were applicants to the expressions of interest process.   Initial discussions indicate there are shared objectives between Sport Waitakere Trust and Recreate NZ and details of a collaboration will be agreed during the first three months of the lease. 

74.     In the assessment, Sport Waitakere Trust scored the highest, followed by Niutao Community Trust, and The Recreators Limited and The Massey Community Men’s Shed Charitable Trust.

75.     Thirteen criteria were identified and agreed with the board to weight the applications.  Sport Waitakere provided robust evidence, were strong in the majority of the criteria and were very strong with respect to the following criteria:

-      ability to advocate to Auckland Council to meet the changing and growing demands for the spaces used by the community

-      rangatahi are supported and have a sense of belonging

-      māori well being

-      ethnic diversity and youth.

76.     Sport Waitakere is the most established of the three with a significant reach into the community, supporting a range of organisations, and wide support across the area’s population. The other two groups are less established and are still developing, and do not offer the range of community support that Sport Waitakere does.  

Public Notification

77.     Under Section 138 of the Local Government Act, no consultation or public notification is required for this decision as the site is not a park. 

Tauākī whakaaweawe āhuarangi

Climate impact statement

78.     Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:

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

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

79.     To improve environmental outcomes and climate change impacts, community outcomes plans advocate that the lease holder:

-     use sustainable waste, energy and water efficiency systems

-     use eco labelled products and services

-     seek opportunities to reduce greenhouse gas emissions from lease-related activities.

80.     The designated impact level of the recommended decision on green-house gas emissions falls within the “no impact” category because the proposal continues an existing activity and does not introduce new sources of emissions.

81.     The site at 545 Don Buck Road, Massey is not an area predicted to be a flood plain area or flood prone area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

82.     In compiling the report and recommendations, staff have obtained input from colleagues in the Arts, Community and Events Department and Facilities Management.  No concerns were raised regarding this proposal. 

83.     The proposed new lease has no identified impact on other parts of the council group.  The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

84.     On 16 November 2021, applications were reported to a Henderson-Massey Local Board workshop for discussion and identification of a preferred tenant group.  A proposed collaboration opportunity between Sport Waitakere and Recreate NZ was identified. 

85.     The recommendation for a new community lease to a preferred tenant supports the Henderson-Massy Local Board Plan 2020 outcomes:

·     Henderson-Massey is a great place to live, work and play

·     a thriving, inclusive and engaged community

·     thriving Māori culture and identity.

86.     The Auckland Council Community Occupancy Guidelines 2012 recommends a lease term for council-owned land and/or buildings of five years with one further five year right of renewal.

87.     Sport Waitakere intends to renovate the space to facilitate their use.  This will be at significant cost and in discussions with staff have suggested a longer-term lease with one further right of renewal of five years to enable them to derive the full benefit of the expenditure.

88.     The Henderson-Massey Local Board may, at its discretion, choose to vary from these recommendations on a case-by-case basis as they deem appropriate.  The guidelines suggest that where a term is varied, it aligns to one of the recommended terms contained in the guidelines.

Tauākī whakaaweawe Māori

Māori impact statement

89.     A community outcomes plan will be developed to include activities that support collaboration opportunities and Auckland Council’s commitment to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori.

Ngā ritenga ā-pūtea

Financial implications

90.     Rent will be $1.00 plus GST per annum and the maintenance fee will be $1,000 plus GST per annum.  The Lead Financial Advisor for the Henderson-Massey Local Board has indicated there are no other financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

91.     If the Henderson-Massey Local Board resolve not to grant the new lease, the council-owned building will remain vacant which in turn will have a negative impact on the desired local board outcomes.  Buildings that are left vacant are more susceptible to being vandalised.

92.     At the workshop on 16 November the local board expressed a desire to ensure the space is not used just as office space and supports a wider range of activities by the collaborating groups. This can be mitigated with the provision of either specific terms in the lease or criteria in the Community Outcomes Plan to be developed as part of the lease.

93.     Because of the delay and uncertainty in resolving this matter Sport Waitakere have not progressed detailed planning of the move to the former library space. To allow time for planning, renovation and the logistics of the move to be undertaken, staff suggest the commencement date of the lease be three months from the date of the approval resolution.  

Ngā koringa ā-muri

Next steps

94.     Subject to the Henderson-Massey Local Board granting a community lease, council staff will work with key representatives to finalise the lease agreement. 

95.     A community outcomes plan will be negotiated with Sport Waitakere Trust and will be approved via a memorandum to the Henderson-Massey Local Board.  

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site Map of Massey Leisure Centre, 545 Don Buck Road, Massey

35

     

Ngā kaihaina

Signatories

Authors

Michelle Knudsen - Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

PDF Creator


Henderson-Massey Local Board

07 December 2021

 

 

Local Board Transport Capital Fund 2021-2023 Allocation

File No.: CP2021/17781

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To allocate the Henderson-Massey Local Board’s 2021-2023 Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2.       This report provides an update to the Henderson-Massey Local Board (local board) on its LBTCF for the current political term (until 30 June 2023).

3.       The local board has $2,878,729 remaining in its LBTCF budget following the June 2021 adoption of the Regional Land Transport Plan 2021-2031 (RLTP).

4.       The Henderson-Massey Local Board requested Rough Order of Costs on the following projects, noting that these are not listed in order of priority:

1)   Henderson Home and School Zone

2)   Routes from the Henderson’s cycleway network proposal

3)   Henderson Creek cycleway renewals with a focus on the Central Park Drive section

4)   Lighting project for the walkway between Central Park Drive and the NorthWest cycleway

5)   Introduction of place name signage at key entry points to Henderson-Massey Local Board suburbs.

6)   Footpath connection (map below) of the roadside at the corner of Landmark Drive and Danica Esplanade, Te Atatu Peninsula (late addition).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      allocate $2,878,729 of its 2021–2023 Local Board Transport Capital Fund to the projects as follows:

Project

Approx. cost

Henderson School zones Option 2 - Completing only the scope in proximity to schools

$935,000

Tui Glen Henderson Creek Shared Path - Section B and C path upgrade and lighting

$1,506,500

Tui Glen Henderson Creek Shared Path Lighting – Section A

$149,500

Central Park Shared Path Lighting - 141 Central Park Drive Cycle Connection Walkway

$120,750

Bike racks at Te Atatu South Community Centre

$2,500

Footpath connection of the roadside at the corner or Landmark Drive and Danica Esplanade, Te Atatu Peninsula

$25,000

 

Horopaki

Context

5.       Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. As set out in our Local Board Engagement Plan, AT reports on a regular basis to local boards. The regular reporting commitment acknowledges the important role local boards play in the governance of Auckland on behalf of their local communities.

6.       AT has been reporting in 2021 on projects and operations in the local board areas by way of a monthly bulletin. Information on local board consultations and updates on the status of the Local Board Transport Capital Fund (LBTCF) have been conveyed either by memo or email.

7.       The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by AT. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of AT’s work programme. Projects must also be:

·     safe

·     not impede network efficiency

·     be in the road corridor (although projects running through parks can be considered if there is a transport outcome.

Tātaritanga me ngā tohutohu

Analysis and advice

1) HENDERSON HOME AND SCHOOL ZONE

Background

8.       As part of AT’s Residential Speed Management programme, the Henderson-Massey Local Board requested AT to provide a scheme plan to make road safety improvements on local residential streets in the Henderson north area. This area is bounded by Swanson Road, Lincoln Road and Universal Drive.

9.       The proposed improvements support AT's commitment to reducing the number of deaths and serious injuries on our roads by 60 per cent over the next 10 years. The local board is supportive of the proposal to improve road safety and reduce speed in the area and resolved to fund this project from its Local Board Capital Transport Fund. (Resolution HM/2019/138 dated 17 September 2019 - $1.7 million).

10.     A scheme design was completed along with internal and external consultation in February 20209?. Unfortunately, due to the 2020 emergency budget there was only enough budget to deliver the Edwards Avenue portion of the design, which was completed earlier this year. Now that budgets have been restored, staff have reviewed the cost estimates and can provide advice about delivering parts of the original scheme design.

Comments

11.     The proposal was to install traffic calming measures such as threshold treatments, raised pedestrian crossings, raised speed tables, speed humps, road marking upgrades, and some new street lighting.

12.     Three options for delivery are proposed:

a)    Option 1 - completing the remaining scope of the scheme design.

b)    Option 2 - completing only the scope in proximity to schools.

c)    Option 3 - completing only Pomaria Road and Fairdene Avenue which currently have operating speeds above the desired 30 kilometres per hour.


 

Rough Order of Costs

a)    Option 1 - remaining Scope $1,470,000

b)    Option 2 - scope in proximity to schools $935,000

c)    Option 3 - Pomaria Road and Fairdene Avenue $740,000.

2) HENDERSON CYCLE ROUTES

Background

13.     The Henderson Massey Local Board requested a Rough Order of Cost to design and construct portions of the Henderson cycleway network including the Ranui to Swanson link, Rathgar Road, Lincoln Road, and the McLeod Road to Henderson link.

Comments

14.     Concept designs have been completed for the cycle network which meet current design requirements. Cost estimates for these concepts have also been completed and are listed below:

a)    Ranui to Swanson (Metcalf Road) - $29.4 million

b)    Rathgar Road – $9.7 million. Please note this project is currently being considered as part of the cycleway programme business case review and will likely be delivered by AT

c)    Lincoln Road - $16.8 million. note that discussions with AT stakeholders indicate this project is likely to be delivered by AT

d)    McLeod Road – $20.3 million.

Conclusion

15.     Costs of the cycle routes are well beyond any allocation the Local Board can commit to. Furthermore, whilst low-cost options may be implemented the works would be at risk of being redundant should cycleway programme funding become available in the future. For the above reasons and the risks associated with these complex projects it is not recommended that LBTCF budget be put towards any of these projects.

3) TUI GLEN (HENDERSON CREEK) SHARED PATH UPGRADE

Background

16.     The Henderson Massey Local Board requested a Rough Order of Cost to upgrade the Tui Glen shared path that runs adjacent to the Henderson Creek. The existing path is generally a 2-metre-wide concrete path and does not have lighting. The path is on the Auckland Council Asset register and is currently maintained by Auckland Council Community Facilities.

17.     A 400-metre section of path (Section A) has suffered from ground movement over the years which has resulted in significant cracking and movement of some low retaining walls. Auckland Council Community Facilities have a current project to upgrade this section to a 3 metre path however, lighting of the path was not included in the scope of this upgrade due to budget constraints.

18.     The remainder of the path (Section B and C) west of Central Park Drive between School Road and where it crosses Henderson Creek behind West Wave (via a 1.5 metre wide bridge) is a total of 960 metres long and is in average condition with some cracking, but no ground movement issues. It is this 1360 metre section (400 metre + 960 metre) that is discussed in this report.

Section C – Tui Glen to bridgeWest Wave PoolsSection B – Central Park Drive to Tui GlenFuture School Rd RouteSection A – Community Facilities ProjectMap

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Comments

19.     Community Facilities have a renewal project covering the 400 metre section of path (Section A). They have funding to upgrade the path to 3 metres but no funding to introduce lighting.  Funding is required to upgrade the remaining Sections B and C to 3 metres.  Funding is required to introduce lighting to all sections of the path.

Rough Order of Costs

a)    Section A - Lighting

Community Facilities Project to enhance quality of path by introducing full lighting (400 metres):

·    Rough Order of Cost for contribution to CF project - $149,500.

 

b)    Section B and C Combined Path Upgrade and Lighting

Full length (960 metres) of remaining path from Central Park Drive to bridge across Henderson Creek, upgraded to 3 metres wide shared path and install full lighting:

·    Upgrade Path and Install Lighting Rough Order of Cost - $ 1,506,500.

            If the Local Board wants to stage the delivery the cost to do so is outlined below:

a)    Option to only deliver Section B, Lighting Included

Upgrade section from Central Park Drive to the North end of Tui Glen Reserve and install full lighting (610 metres):

·    Upgrade Path and Install Lighting Rough Order of Cost - $954,500.

 

b)    Option to only deliver Section C, Lighting Included

Upgrade section from the North end of Tui Glen Reserve to bridge across Henderson Creek and install full lighting (350 metres). Upgrade Path and Install Lighting:

·   Rough Order of Cost - $552,000.

 

c)    Section B and C Combined Path Upgrade, no Lighting

Full length (960m) of remaining path from Central Park Drive to bridge across Henderson Creek, upgraded to 3 metres wide shared path:

·   Rough Order of Cost - $1,127,000.

 

d)    Option to only deliver Section B, no Lighting

Upgrade path from Central Park Drive to the North end of Tui Glen Reserve (610 metres):

·   Rough Order of Cost - $724,500.

 

e)    Option to only deliver Section C, no Lighting

Upgrade section from the North end of Tui Glen Reserve to bridge across Henderson Creek (350 metres):

·    Rough Order of Cost- $402,500.

4) PROJECT HM2021-04 – CENTRAL PARK DRIVE SHARED PATH LIGHTING

Background

20.     The Henderson Massey Local Board requested a Rough Order of Cost to design and construct lighting for the walkway between Central Park Drive and the northwest cycleway.  It is understood that this project refers to lighting of the cycle connection walkway that runs adjacent to Carters Building Supplies at 141-143 Central Park Drive as shown below:

 

A picture containing text

Description automatically generated

 

A picture containing outdoor, ground, way, road

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Rough Order of Costs

21.     The Rough Order of Cost to provide lighting using 5 metre LED lights at approximately 30 metre intervals, similar to the Northwestern Cycleway lighting is $120,750.

5) PROJECT HM2021-05 – SUBURB SIGNAGE

Background

22.     The Henderson Massey Local Board requested a Rough Order of Cost to install suburb signage at key locations (locations to be confirmed and agreed with Local Board). Rough cost assumes place name signage (example below) in nine suburbs with four signs per suburb:

Icon

Description automatically generated with medium confidence

Rough Order of Costs

23.     The Rough Order of Cost to install signage is $70,000.

6) FOOTPATH CONNECTION OF THE ROADSIDE AT THE CORNER OR LANDMARK DRIVE AND DANICA ESPLANADE, TE ATATU PENINSULA

Background

24.     The Henderson Massey Local Board requested a Rough Order of Costs for a footpath connection (map below) of the roadside at the corner or Landmark Drive and Danica Esplanade, Te Atatu Peninsula. 

Rough Order of Costs

25.     The Rough Order of Cost to install the footpath connection is $25,000.

A picture containing grass

Description automatically generated

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     AT engages closely with council on developing strategy, actions, and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and council’s priorities.

27.     AT’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network. These projects all support pedestrian and/or cyclist safety therefore contributing to climate change actions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28.     The impact of information in this report is mainly confined to AT.  Where LBTCF projects are being progressed by Auckland Council’s Community Facilities group, engagement on progress has taken place.  Any further engagement required with other parts of Council will be carried out on an individual project basis.

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

Local impacts and local board views

29.     AT discussed the LBTCF with the Henderson-Massey Local Board at a workshop on 28 September 2021.  AT staff are available to support further discussions with members to support their decision-making on this item.

Tauākī whakaaweawe Māori

Māori impact statement

30.     The proposed decision is to allocate funding and has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

31.     Allocating the local board’s 2021-2023 Transport Capital Fund budget as recommended will expend nearly all the outstanding funds in this political 2021-2023 term.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32.     The impact of the latest COVID-19 lockdown has not been factored into these recommendations. There is a risk that budgets might be impacted by budget cuts resulting from the August/September 2021 lockdown.

33.     After the last lockdown in 2020, projects that were already contracted out once the Emergency Budget was resolved continued to be delivered, therefore the local board is advised to allocate funding to its preferred projects as soon as possible.

Ngā koringa ā-muri

Next steps

34.     Once the local board has approved the allocation of the 2021-2023 Capital Transport Fund AT will work to contract out the project as soon as possible.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Authors

Owena Schuster, Elected Member Relationship Partner,

Authorisers

Claire Dixon, Head of Community Engagement, Western Hub

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

Adoption of the ‘Harbourview-Orangihina Community Restoration Plan

File No.: CP2021/17204

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the ‘Harbourview-Orangihina Restoration Plan’.

Whakarāpopototanga matua

Executive summary

2.       This report presents the ‘Harbourview-Orangihina Restoration Plan’ (referred to as the ‘restoration plan’ in this report) for the local board’s consideration and adoption (see Attachment A).

3.       In the 2018/2019 financial year, the local board allocated $40,000 from the ‘General Restoration (SH16/20 Mitigation) fund’ towards the development of the restoration plan for for Harbourview-Orangihina reserve (resolution HM/2018/156).

4.       The restoration plan was developed in alignment with the Henderson-Massey Local Board Plans 2017 and 2020. In particular, the restoration plan supports the local board’s aspirations in the 2020 Local Board Plan for ‘everyone contributes to building resilience and living sustainably’ which includes the specific initiative to ‘implement the Harbourview-Orangihina Ecological restoration plan’.

5.       The restoration plan was developed as an outcome of the Harbourview-Orangihina Masterplan (adopted February 2019). The Masterplan sets out a clear guide for future development and the ongoing use of the park to ensure that future design and decision making reflects, respects and enhances the unique values of the park.

6.       The development of the restoration plan builds on the collaborative approach taken in developing the Masterplan. Mana whenua representatives, community members, community organisations and various council departments were all involved in its development.

7.       The restoration plan includes a background of site history, current ecology, threats, current management, guiding principles, recommendations and community opportunities for restoration, including timelines and draft costings.

8.       Once adopted, the restoration plan will be implemented, where possible, using a combination of support and advocacy for new and existing projects, and direct local and regional funding.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      adopt the ‘Harbourview-Orangihina Community Restoration Plan’.

b)      note that an allocation of $50,000 of the Harbourview-Orangihina Targeted Rate was approved in 2020/2021 to be used for the implementation of the Restoration Plan.

c)      delegate to the Chair the ability to approve minor amendments to the ‘Harbourview-Orangihina Community Restoration Plan’.

 

Horopaki

Context

9.       Harbourview-Orangihina Park is an 85-hectare, approximately two kilometre long area of coastal council reserve land located on the eastern fringes of Te Atatū Peninsula.

10.     As described in the Harbourview-Orangihina Master Plan, the park is a “dynamic and sensitive coastal landscape, and a place of significant ecological, archaeological, cultural heritage and recreational value. The park is home to outstanding geological formations, rare and endangered fauna, and its coastal saltmarsh environment is of regional importance”.

11.     The Harbourview-Orangihina Master Plan identified the development of a restoration plan to provide knowledge of the history, cultural importance and existing conditions at the park and guidance for the community on how they can restore the park to a healthy functioning environment.

12.     As a response to this, in the 2018/2019 financial year, the local board allocated $40,000 from the ‘General Restoration (SH16/20 Mitigation) fund’ towards the development of the restoration plan for for Harbourview-Orangihina Reserve (resolution HM/2018/156).

Tātaritanga me ngā tohutohu

Analysis and advice

The plan was developed in consultation with mana whenua and the community

13.     A central theme of the restoration plan, based on feedback, is the importance of the involvement of people in the restoration of the park.

14.     Restoration of the park provides opportunities for people to increase their understanding of the site's unique ecosystems, flora and fauna and to practically connect with nature, Te Ao Māori and mātauranga Māori relating to the natural values and area in association with mana whenua.

15.     The restoration plan was developed in consultation with mana whenua (Te Kawerau ā Maki and Ngāti Whātua Ōrākei), community and local community partners. The process for developing the restoration plan commenced in December 2019 and continued through to September 2021.

16.     Consultation included open community workshops, targeted mailouts of the draft plan and specific invites to community groups or individuals already with very keen or vested interest in the Harbourview-Orangihina whenua to provide feedback or attend workshops.

17.     This development period for the restoration plan was longer than originally anticipated due to periods of interruption stemming from the COVID-19 pandemic response.

The plan takes a whole of system approach

18.     The restoration plan provides information on target and current ecosystem guidance including the constraints, tasks recommended sequencing and skills needed. It also provides recommendations for a range of actions to be undertaken to restore the park. These recommendations are listed below and are further detailed in Attachment A to this report:

·     Mauri Tu: progressively eradicate or reduce the impact of animal and plant pests:

-      strategically reduce environmental weeds across the entire site

-      continue and expand pest animal control

-      connect to wider community pest and weed control efforts – establish a “halo”

·     Protect and enhance habitat for wetland and taonga shore birds:

-      protect existing shorebird roosting sites

-      consider creating an artificial shorebird roost site

-      investigate fauna species reintroductions

-      wetland re-creation and enhancement.

·     Ki uta ki tai: take a catchment-based approach to restore water quality, watercourses (streams and drains), ponds and wetlands:

-      council to consider a review of the stormwater pond management

-      streamside planting.

 

·     Innovative and sensitive management of archaeological sites

 

·     Ngahere Rākau Whenua: Restoration Planting

 

·     Reduce the conflict between dogs and wildlife.

19.     Drafts of the restoration plan were presented to the local board at workshops held on 10 November 2020 and on 8 June 2021. Local board feedback was incorporated into the final version.

Implementation of the plan

20.     The intention of the restoration plan is for implementation and ownership by the whole community.

21.     The Henderson-Massey Local Board has indicated that it will support the implementation of the restoration plan where possible through a variety of mechanisms including:

·     advocacy

·     funding support to enable local project delivery

·     leadership (delivering projects directly as well as enabling and encouraging others)

·     partnerships

·     promotion

·     monitoring and recognition

·     the support of a project manager/coordinator role.

22.     Staff requested $50,000 of the Harbourview targeted rate budget to implement the restoration plan, which was approved by the local board for the 2020/2021 financial year (HM/2020/116). As the plan had not been completed, this budget has not been spent and was carried over to the 2021/2022 year (HM/2021/92).

23.     The $50,000 is being used to increase the amount of weed control and bring the park up to the standard where it can be maintained under the Community Facilities’ Ecological Restoration Contract.

24.     Contractors begun weeding work in August 2021, which ceased during the COVID-19 level 4 lockdown but resumed under level 3 conditions in September 2021. The contractors are controlling key weeds on the park such as Chinese privet, pampas and Japanese honeysuckle. The initial physical works are starting from the northern third of the reserve on the lower wetland terrace, working southward.

25.     The removal of pest plants will enable areas to be opened up for planting. Numerous public community planting days are planned for 2022 by Parks, Sport and Recreation partnering with a number of community organisations including the Te Atatū Marae Coalition, Community Waitākere, Sustainable Coastlines and the Te Taiao Network.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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


 

27.     The ‘Harbourview-Orangihina Restoration Plan’ will deliver on actions within some of the priority areas from Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan including natural environment and food by building resilience of indigenous biodiversity, habitats and ecosystems, growing our urban ngahere (forest), and encouraging local and seasonal food with mahinga kai.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28.     Key staff from across the council group contributed to the development of the restoration plan, including representatives from Environmental Services, Community Facilities, Park Services and Healthy Waters.

29.     Targets in the restoration plan relating specifically to the council group are those outlined in existing council group plans and strategies.

30.     Input from key staff from across the council group will continue throughout the implementation of the restoration plan and will also contribute to periodic review and update of the restoration plan. 

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

Local impacts and local board views

Local impacts

31.     Harbourview-Orangihina is a popular site for the local community from passive to active recreation to a large number of people involved in a variety of restoration actions taking place at the park.

32.     The restoration plan gives these groups information on how to go about restoring the park and should improve the ecological outcomes at the park as a result. Taking part in restoring the park will improve the local understanding and connection with the land and help build a closer knit community.

Local board views

33.     The restoration plan supports the Henderson-Massey Local Board’s aspirations for ‘everyone contributes to building resilience and living sustainably’.

34.     Henderson-Massey Local Board members considered the draft version of the restoration plan at workshops held on 10 November 2020 and 8 June 2021. Feedback received in the workshops from the local board was positive, with minor edits incorporated into the final version of the restoration plan.

35.     The intention of the restoration plan is for implementation and ownership by the whole community. The Henderson-Massey Local Board will support the implementation of the restoration plan where possible with appropriate council departments taking the lead on different aspects of the project.

Tauākī whakaaweawe Māori

Māori impact statement

36.     Engagement with local Māori in the development of the restoration plan included representatives of Ngāti Whātua Ōrākei and Te Kawerau ā Maki and the Te Atatū Marae Coalition Trust.

37.     Feedback from mana whenua and the Te Atatū Marae Coalition Trust through the development of the restoration plan indicated a need to be holistic when considering on the environment. In addition, to focus on people as part of the solution, which will benefit both the environment of the park and community well-being.


 

38.     The development of a marae on the park will provide Māori and the wider community the ability to have a greater connection to the park and the environment. The marae will be kaitiaki of the reserve and provide a hub for the community to learn tikanga, mātauranga Māori. The local board and the council will be able to support the marae in their aspirations for the park and greatly increase both environmental and Māori outcomes for this area.

39.     The Henderson-Massey Local Board Plan describes some of the ways the local board will work with Māori in Henderson-Massey Local Board area, and these mechanisms will guide implementation of this restoration plan.

Ngā ritenga ā-pūtea

Financial implications

40.     The ‘Harbourview-Orangihina Community Restoration Plan’ is aspirational and as such, many of the proposed actions are not currently funded within regional or local board budgets.

41.     Priorities for funding include an additional hydrological survey to enable detailed wetland re-creation, weed control, and a project manager or coordinator to continue implementation of the plan and ensure that the many different groups and council departments are coordinated and working towards the common goal of restoring the park.

42.     There is funding available within the Harbourview targeted rate fund, the local board approved $50,000 from this fund to be spent on implementation of the plan in 2020/2021 (which was subsequently carried over until 2021/2022 due to delays in completing the plan).

43.     Further requests for funding from the Harbourview targeted rate fund may be made for the priorities described above. However, this fund may also be requested for other priority projects within the Harbourview-Orangihina Masterplan, some of which could consume a large proportion of the fund (for example, capital works including a toilet block).

44.     In addition, there are opportunities to leverage some programmes such as the natural environment targeted rate which are currently being delivered within the wider council group such as the Urban Ngahere strategy. This will deliver on some of the aspirations of the restoration plan.

45.     The intention of the restoration plan is implementation and ownership by the whole community. As such, projects outlined in the restoration plan may be subject to change, due to community interest and any legislative changes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46.     There is a risk that initiatives within the plan may not be implemented due to budgetary constraints from council and non-council sources. To minimise the risk, it has been communicated in the restoration plan that the intention of the plan is implementation and ownership by the whole community.

47.     Another risk is the lack of resource in terms of time and ability to coordinate between council departments and the many community groups working on the park. It is recommended this project needs a project manager or coordinator.

48.     Reinstating the wetland may require considerably more budget than initially forecast. Additional hydrological investigations are required and then detailed design plans and resource consent will need to be sought prior to any works being undertaken.

49.     Many of the Māori outcomes in the plan will be greatly facilitated once the marae is on the park. Delays in marae development could result in delays in some of these Māori outcomes. However, work will continue with mana whenua and the Te Atatū Marae Coalition to ensure wherever possible Māori outcomes identified in the plan are met.

Ngā koringa ā-muri

Next steps

50.     Once the plan is adopted, Environmental Services staff will share the finalised plan with mana whenua, community groups and Council departments with responsibilities on the park. The relevant council departments will then meet and decide who will take the lead on the implementation of priority projects within their work plans and determine funding sources. This will be then reported back to the local board.

51.     The initial weed control for the northern third of the park will be completed within the 2021/2022 year and will be maintained under the Ecological Restoration Contract (Community Facilities) under a basic specification (General Park). Additional funding would be required to bring the remaining two thirds of the park up to standard in a staged process.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Harbourview-Orangihina Restoration Plan dated 31 May 2021

53

     

Ngā kaihaina

Signatories

Authors

Nick FitzHerbert - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Approval for a new private road name at 33-37 Red Hills Road, Massey

File No.: CP2021/17504

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Henderson-Massey Local Board to name a new private road, being a commonly owned access lot (COAL), created by way of a subdivision development in Stage 4 at 33-37 Red Hills Road, Massey.

Whakarāpopototanga matua

Executive summary

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

3.       On behalf of the developer and applicant, Acanthus Limited, agent Andrew Allsopp-Smith of Myland Partners has proposed the names presented below for consideration by the local board.

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

5.       The proposed names for the new private road in Stage 4 at 33-37 Red Hills Road are:

·    Papai Lane (applicant’s preference)

·    Pūrua Lane (alternative)

·    Kuharu Lane (alternative)

·    Puna Lane (alternative).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the name Papai Lane for the new private road created by way of subdivision in Stage 4 at 33-37 Red Hills Road, Massey, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60337852 and SUB60337854, and road naming reference RDN90096604).

Horopaki

Context

6.       Resource consent reference BUN60337852 (subdivision reference number SUB60337854) was issued in March 2020 for the creation of 27 residential super lots, eight public roads, one commonly owned access lot (COAL) and seven drainage reserves to vest in eight stages.

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

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

9.       In this instance, the COAL requires a name because it serves more than five lots. This can be seen in Attachment A, where the COAL is highlighted in blue. 

Tātaritanga me ngā tohutohu

Analysis and advice

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

11.     The Guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

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

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

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

12.     Theme: The Applicant proposed the following names, as detailed in the table below:

Proposed name

Meaning (as described by applicant)

Papai Lane

(applicant’s preference)

Te Reo Māori word meaning: (noun) excellence, good state

Chosen for suitability, good looks, goodness, high quality of the property of this land

 Pūrua Lane

(alternative)

Te Reo Māori word meaning: (modifier) by twos, in pairs, two by two

Chosen for the location of the road, as parallel to Puwha Street and Road 13

Kuharu Lane

(alternative)

Te Reo Māori word meaning: (noun) Purple sunset shell

Puna Lane

(alternative)

Te Reo Māori word meaning: (noun) spring (of water), well, pool.

Chosen as a link to the stream on the site.

 

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

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

15.     Road Type: ‘Lane’ is an acceptable road type for the new private road, suiting the form and layout of the COAL. The Subdivision Specialist Team has approached the applicant to consider using the road type ‘Ara’, however the applicant has deemed that the type ‘Lane’ would be more suitable for the names proposed.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

21.     On 1 November 2021 the applicant contacted mana whenua, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

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

·     Ngāti Whātua o Kaipara (Ngā Maunga Whakahii o Kaipara Development Trust)

·     Ngāti Whātua Ōrākei (Ngāti Whātua Ōrākei Trust)

·     Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

·     Te Kawerau ā Maki (Te Kawerau Iwi Settlement Trust)

·     Te Rūnanga o Ngāti Whātua (Te Rūnanga o Ngāti Whātua).

22.     A response received was from Ngāti Te Ata who confirmed all proposed names are acceptable.

23.     No further responses, comments or feedback were received. The level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

24.     This site is not listed as a site of significance to mana whenua and only Te Reo Māori names are proposed.

Ngā ritenga ā-pūtea

Financial implications

25.     The road naming process does not raise any financial implications for the Council.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site and Location plan for 33-37 Red Hills Road, Massey

133

     

Ngā kaihaina

Signatories

Authors

Andrea Muhme - Subdivison Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Approval for a new private road name at 44 Millbrook Road, Henderson

File No.: CP2021/17771

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Henderson-Massey Local Board to name a new private road, being a commonly owned access lot (COAL), created by way of a subdivision development at 44 Millbrook Road, Henderson.

Whakarāpopototanga matua

Executive summary

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

3.       On behalf of the developer and applicant, Millbrook West Limited, agent Tania Li of Candor3 Limited has proposed the names presented below for consideration by the local board.

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

5.       The proposed names for the new private road at 44 Millbrook Road are:

·    Ara Māra Hua (applicant’s preference)

·    Citrus Grove (alternative)

·    Langston Rise (alternative).

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the name ‘Ara Māra Hua’ for the new private road created by way of subdivision at 44 Millbrook Road, Henderson, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60368439 and SUB60368481, and road naming reference RDN90096903).

Horopaki

Context

6.       Resource consent reference BUN60368439 (subdivision reference number SUB60368481) was issued in October 2021 for the construction of 57 new residential freehold units and one commonly owned access lot (COAL).

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

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

9.       In this instance, the COAL requires a name because it serves more than five lots. This can be seen in Attachment A, where the COAL is highlighted in grey. 

Tātaritanga me ngā tohutohu

Analysis and advice

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

11.     The Guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

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

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

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

12.     Theme: The applicant’s proposed names and their meaning are as follows:

Proposed name

Meaning (as described by applicant)

Ara Māra Hua

(alternative)

Te Reo Māori word meanings:

Māra - (noun) garden, cultivation

Hua – (noun) fruit, berry, product

The land used to be full of fruit trees and covered in a garden and some bush.

Citrus Grove

(alternative)

The land was previously a citrus orchard for the family that owned the land. The land also had lots of other fruit trees and was covered in a garden and some bush.

Langston Rise

(applicant’s preference)

The Langston family has owned the land where this development is being built for the past 100 years. They both lived and farmed on the land. It is in reference to early settlers in the area.

 

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

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

15.     Road Type: ‘Ara’, ‘Grove’ and ‘Rise’ are acceptable road types for the new private road, suiting the form and layout of the COAL.

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


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

21.     On 30th August mana whenua were contacted by the applicant, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

·     Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust)

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

·     Ngāti Whātua o Kaipara (Ngā Maunga Whakahii o Kaipara Development Trust)

·     Ngāti Whātua Ōrākei (Ngāti Whātua Ōrākei Trust)

·     Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

·     Te Kawerau ā Maki (Te Kawerau Iwi Settlement Trust)

·     Te Rūnanga o Ngāti Whātua (Te Rūnanga o Ngāti Whātua).

22.     By the close of the consultation period, no responses, comments, or feedback had been received. Dependent on the scale of the development and its level of significance, not all road naming applications receive comments from mana whenua.

23.     This site is not listed as a site of significance to mana whenua and one Te Reo Māori name is proposed.

Ngā ritenga ā-pūtea

Financial implications

24.     The road naming process does not raise any financial implications for the Council.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site and Location Plans for 44 Millbrook Road, Henderson

139

     

Ngā kaihaina

Signatories

Authors

Andrea Muhme - Subdivison Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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PDF Creator


Henderson-Massey Local Board

07 December 2021

 

 

Auckland Council’s Performance Report: Henderson-Massey Local Board for quarter one 2021/2022

File No.: CP2021/17923

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Henderson-Massey Local Board with an integrated performance report for quarter one, 1 July-30 September 2021.

Whakarāpopototanga matua

Executive summary

2.       This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2021/2022 work programme.

3.       The key activity updates from this period are:

·     the local parks service provision plan for the Redhills growth area in Massey was completed in July 2021

·     the service provision for natural and artificial shade in Henderson-Massey parks was also completed and adopted by the local board in July 2021

·     a major upgrade to the playground at Moire Park in Massey progressed well in this quarter and is now at the council consenting phase.

4.       All operating departments with agreed work programmes have provided an update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred, or merged).

5.       The following activities are reported with a status of red (behind delivery, significant risk):

·     the Birdwood Winery building at Te Rangi Hiroa Reserve requires refurbishment in the next three to five years. This will affect lease renewal for the Western District Model Railway Club and The West City Darts Association.

6.       The financial performance report compared to budget 2021/2022 is in attachment B. There are some points for the local board to note:

·     net operating performance overall for Henderson Massey local board area is two percent over budget for the quarter ended September 2021

·     operating expenditure is six percent below budget and operating revenue of $767,000 running at 44 percent below planned budget levels

·     capital expenditure is approximately 92 percent below budget for the quarter (after allowing for the reimbursement of prior year costs)

·    associated cost escalations and supply chain risks are recognised to possibly further impact future delivery.

7.         The Customer and Community Services capital expenditure budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value.


 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the performance report for quarter one ending 30 September 2021.

b)      note that the Customer and Community Services Capex work programme been updated to reflect financial deferrals (Attachment C).

Horopaki

Context

8.       The Henderson-Massey Local Board has an approved 2021/2022 work programme for the following operating departments:

·     Customer and Community Services

·     Infrastructure and Environmental Services

·     Local Economic Development

·     Plans and Places

·     Auckland Unlimited.

9.       The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Chart, bar chart

Description automatically generated

COVID-19 restrictions

10.     Auckland has faced COVID-19 restrictions (Level 3 and 4) from 17 August 2021 - six weeks of quarter one (just under half the period this report covers).

11.     Asset based services were significantly impacted as all regional and community facilities were closed.

12.     Impacts to individual activities are reported in the work programme update (attachment A).

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

13.     The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme by RAG status

The graph below shows the activity status of activities which shows the stage of the activity in each departments the work programmes. The number of activity lines differ by department as approved in the local board work programmes. 

Graph 3: Work programme by activity status and department

Chart, bar chart, waterfall chart

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Key activity updates

14.     The local parks service provision plan for the Redhills growth area was completed in July 2021. This plan will anticipate the local parks needs of the growing community at Redhills, Massey. The plan will be used as a guide for development and discussions with the community, local board and land developers.

15.     The service provision for natural and artificial shade in Henderson-Massey parks was completed and adopted by the local board in July 2021. This plan identifies development opportunities for providing shade trees and shade structures in local parks.

16.     Following an extensive investigation, consultation and design process, the major upgrade to the playground at Moire Park in Massey is now at the council consent phase and the new playground equipment has been ordered. The physical works will then commence when Covid-19 restrictions allows.

Activities with significant issues

17.     The Birdwood Winery building at Te Rangi Hiroa Reserve requires refurbishment in 3 to 5 years. This will trigger seismic upgrade requirements and will likely require resource and building consent. This will affect lease renewal for the Western District Model Railway Club and The West City Darts Association. Staff will workshop in Quarter 3 to discuss options with the Henderson-Massey Local Board.

Activities on hold

18.     The following work programme activities have been identified by operating departments as on hold:

·     the rebuild of the Corban Estate Old Wine Shop heritage building is on hold as council staff work through the process for installing heritage signage on the site where the building was removed in early 2021 following damage sustained from a car hitting the structure for the second time.

·     the refurbishment of Mill Cottage heritage building in Henderson is on hold until budget is available in the upcoming financial year.

Changes to the local board work programme

Deferred activities

19.     There were no deferred activities for this quarter from the 2021/2022 work programme.

Cancelled activities

20.     Refurbishment of the toilet black at the Sturges Park and Ride in Henderson was cancelled as upon further inspection it was deemed in good condition and only minor maintenance work was carried out.

Activities merged with other activities for delivery

21.     There were no activities merged with other activities in this quarter.

Activities with changes

22.     There were no work programmes activities with changes which needed to formally approved by the board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

24.     Work programmes were approved in June 2021 and delivery is underway. Should significant changes to any projects be required, climate change impacts will be assessed as part of the relevant reporting requirements. Any changes to the timing of approved projects are unlikely to result in changes to emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25.     When developing the work programmes council group impacts and views are presented to the local boards. As this is an information only report there are no further impacts identified.

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

Local impacts and local board views

26.     This report informs the Henderson-Massey Local Board of the performance for ending 30 September 2021.

Tauākī whakaaweawe Māori

Māori impact statement

27.     Local libraries continued to hold activities and events to whakatipu i te reo Māori (grow the Māori language) and celebrate te ao Māori and strengthen responsiveness to Māori. This included Karapu Korero club, with the opportunity to learn conversational Māori at Te Atatū Library, and Matariki celebrations hosted by Rānui Library and Te Manawa, where children and parents attended such events as Matariki star cookie making, Rongoa, bag making, and crafts.

28.     Te Kete Rukuruku (Māori naming of parks and places) Tranche Two names and sites were agreed with Iwi and the local board and will be formalised in early 2022. This project involves Māori naming (and associated story telling) of local parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori. The outcome being a dual Māori/English name or a sole Māori name.

29.     The investigation for the concept design options for the driveway for the proposed Te Atatū Marae at Harbourview-Orangihina Park in Te Atatū Peninsula is underway. A preferred option has been decided on by all relevant stakeholders with next steps being the development of the design and obtaining all relevant council consents for the build.

Ngā ritenga ā-pūtea

Financial implications

30.     This report is provided to enable the Henderson-Massey Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programmes. There are no financial implications associated with this report.

Financial Performance

31.     Operating expenditure of $7.44 million is $482,000 below budget.  Asset Based Services operating expenditure (ABS Opex) is $516,000 below budget and Locally Driven Initiatives operating expenditure (LDI Opex) is $34,000 over budget. Some programmes and community initiatives have been disrupted under COVID-19 constraints however, several programmes were completed or ahead of schedule, namely Northwest Wildlink, Youth development and community placemaking initiatives, events and Arts Broker funding has more than offset these for the first quarter.

32.     Operating revenue of $767,000 is $607,000 below budget. The shortfall is mainly due to the closure of West Wave Aquatic centre, the remainder in venues for hire and library facilities. This is mitigated by expenditure being under budget for these facilities.

33.     Capital Expenditure of minus $355,000 is below budget by $2.3 million. A dispute resolution between Council and a contractor resulted in reimbursement of costs which has impacted in the first quarter results together with delivery of capital programmes either impacted by COVID-19 disruptions or at early stages of development.

34.     The financial report for the three months ended September 2021 for the Henderson Massey local board area is in Attachment B.

Revised Capital Expenditure Budget

35.     Capital expenditure budgets are revised to reflect changes in timing of delivery for individual projects.

36.     Projects that were still in progress as at 30 June 2021 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

37.     If a multi-year capital project was completed earlier than anticipated, the budget is reduced or brought forward to 30 June 2021 to reflect early completion.

38.     Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

39.     The net budgetary impact of these changes is reflected in the revised budget for the board.

40.     The Customer and Community Services Capex work programme financial allocations have been updated in accordance with the carry forwards (refer attachment C).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41.     While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

42.     Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

43.     The local board will receive the next performance update following the end of quarter two, December 2021.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Henderson-Massey Local Board work programme update quarter one 2021

147

b

Henderson-Massey Local Board financial performance quarter one 2021

185

c

Henderson-Massey Local Board CCS capex work programme quarter one 2021

191

     

Ngā kaihaina

Signatories

Authors

Tracey Wisnewski - Local Board Advisor

Authorisers

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Council-controlled Organisations Quarterly Update: Quarter One, 2021-2022

File No.: CP2021/18862

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Henderson-Massey Local Board with an update on council-controlled organisation (CCO) work programme items in its area, along with proposed changes to the Henderson-Massey Local Board Joint CCO Engagement Plan.

Whakarāpopototanga matua

Executive summary

2.       A number of general changes are proposed for the Local Board Joint CCO Engagement Plans, as part of ongoing work to improve and refine the approach to engagement with CCOs.

3.       The four substantive CCOs – Auckland Transport, Auckland Unlimited, Eke Panuku Development Auckland, and Watercare – may also propose specific changes.

4.       General changes are shown in Attachment A. Attachments B-D include work programme updates from Auckland Transport, Auckland Unlimited and Watercare.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the changes to the Joint council-controlled organisations Engagement Plan 2021/2022 as outlined in Attachment A.

Horopaki

Context

5.       Each local board has agreed an engagement approach with the four CCOs for the 2021/2022 local work programme. 

6.       While the local board approves the Joint CCO Engagement Plan each year, it remains a live document and CCOs are encouraged to keep the document up to date.

7.       Changes are also proposed by Local Board Services, where improvements can be made to all 21 engagement plans.

8.       This report may include the following types of changes:

·     additional work programme items, and proposed engagement level

·     proposed changes to the engagement approach with the local board

·     proposed changes to the extent of community engagement.

9.       In addition, as part of implementing the Joint CCO Engagement Plan, the four CCOs provide a quarterly update on projects listed in the engagement plan.

10.     We are introducing these new reports gradually, so for quarter one the report may not include updates from all four CCOs.

11.     For Quarter Two reporting, we expect to have updates from all four CCOs for all local board areas.

Tātaritanga me ngā tohutohu

Analysis and advice

Changes proposed by Local Board Services

12.     The original discussions with local boards used the five levels of engagement outlined by the International Association for Public Participation (IAP2): inform, consult, involve, collaborate and empower. Feedback from local boards indicated that using all five levels was unwieldy, and in particular that there was confusion and disagreement about when ‘empower’ might be used.

13.     We are proposing that we reduce the engagement levels down to a simplified three step model of inform, consult and collaborate. This helps to better distinguish between projects and to clarify the kinds of engagement that are expected at each step.

14.     We have also moved the CCO work programme tables from being embedded within the engagement plan, to being a series of four attachments. This makes it easier to use the work programmes as the basis for quarterly reporting.

15.     Minor changes may have also been made to names of Local Board Services and/or CCO contacts.

16.     These changes are all shown as tracked changes in Attachment A – Henderson-Massey Local Board Joint CCO Engagement Plan 2021/2022.

Auckland Transport

17.     Auckland Transport’s work programme updates for Quarter One are provided as Attachment B.

18.     Auckland Transport has not proposed any changes to the work programme. 

Auckland Unlimited

19.     Auckland Unlimited’s work programme updates for Quarter One are provided as Attachment C.

Changes to the Auckland Unlimited work programme

20.     Auckland Unlimited had previously responded to local board requests to include more information on major events by adding a line item for each event.

21.     As part of ongoing work to improve and refine this process, we are proposing to replace all the individual major event lines with the three following lines:

·     delivered Events (Diwali, Lantern Festival, Pasifica, Tāmaki Herenga Waka)

·     sponsored Events (i.e., Elemental)

·     supported Events (i.e., FIFA World Cup, World Choir Games).

22.     This change reduces the number of amendments and additions required to the engagement plan each quarter as events are completed and provides a more consistent update pattern going forward. 

23.     These proposed changes are reflected in Attachment A.

Eke Panuku Development Auckland

24.     Eke Panuku has not provided updates for this quarter’s report. Eke Panuku will be joining the combined reporting framework for quarter two.

25.     Eke Panuku has not proposed any changes to the engagement plan work programme. 

Watercare

26.     Watercare’s work programme updates for Quarter One are provided as Attachment D.

27.     Watercare has not proposed any changes to the work programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28.     Updating the Joint CCO Engagement Plan between the local board and Auckland Council’s substantive council-controlled organisations does not have a direct impact on climate, however the projects it refers to will.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

32.     Local board engagement plans enable local boards to signal to CCOs those projects that are of greatest interest to the local board, and to ensure that engagement between the local board and the four CCOs is focussed on those priority areas.

33.     Joint CCO engagement plans also give local boards the opportunity to communicate to CCOs which projects they expect to be of most interest to their communities.

Tauākī whakaaweawe Māori

Māori impact statement

34.     Updating and adopting the Joint CCO Engagement Plan 2021/2022 may have a positive impact on local engagement with mana whenua and mataawaka.

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

Ngā ritenga ā-pūtea

Financial implications

36.     The receipt of the Joint CCO Engagement Plan 2021/2022 update for the quarter ending 30 September 2021 does not have financial impacts for local boards.

37.     Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

39.     The local board will receive the next quarterly update for the quarter ending 31 December 2021 in March 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Henderson-Massey Local Board Joint CCO Engagement Plan 2021-2022

215

b

Auckland Transport 2021-2022 Q1 report - Henderson-Massey Local Board

231

c

Auckland Unlimited 2021-2022 Q1 report - Henderson-Massey Local Board

239

d

Watercare work programme 2021-2022 Q1 report - Henderson-Massey Local Board

241

     

Ngā kaihaina

Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Ngā Hapori Momoho | Thriving Communities Draft Strategy

File No.: CP2021/17310

 

  

 

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 Henderson-Massey 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 per cent 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 per cent 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 per cent) of Pasifika people and 46 per cent of young people in Auckland are living in overcrowded and unsuitable homes[2].

24.     Only 50 per cent of Aucklanders feel a sense of belonging in their neighbourhoods, and 49 per cent 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 2022-2025.

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 per cent of Aotearoa’s Māori population live in Tāmaki Makaurau, making up 11.5 per cent 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 and 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

251

     

Ngā kaihaina

Signatories

Authors

Mackenzie Blucher - Graduate Policy Advisor

Dave Jaggs - Senior Policy Advisor

Authorisers

Kataraina Maki - General Manager - Community and Social Policy

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Draft Significance and Engagement Policy 2022

File No.: CP2021/17721

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek feedback from local boards on the draft Significance and Engagement Policy 2022 (the draft policy).

Whakarāpopototanga matua

Executive summary

2.       The Significance and Engagement Policy, adopted in 2014, is undergoing a policy refresh to make it more contemporary and user-friendly.

3.       The goal of the policy refresh is to provide for a simplified decision-making process through a high-level guiding document that allows for case-by-case assessments.

4.       Minor updates are needed in both the significance and engagement components of the policy.

5.       Updates around the significance component of the draft policy include:

·     the assessment of significance in terms of a continuum

·     taking a cumulative approach to a package of proposals or decisions

·     adjusting the list of strategic assets to include only assets critical for the delivery of services and clarifying that most strategic assets are identified as groups or networks of assets to reflect the way in which they deliver services

·     adding guidance for assessing the significance of decisions for assets that do not meet the criteria for being strategic.

6.       Updates around the engagement component of the draft policy include:

·     simplifying existing text to make the policy more user-friendly

·     ensuring the engagement principles capture a more diverse Tāmaki Makaurau

·     capturing the need to safeguard staff, elected members and the community during consultation and engagement

·     giving more visibility to the connection between the policy and the forthcoming and separate refresh of the Engagement Guidelines, which will support staff to operationalise the policy.

7.       The draft policy was adopted for public consultation by Governing Body at its 23 September 2021 meeting, resolution number GB/2021/111.

8.       Public consultation ran from 27 September to 18 October 2021.

9.       Adoption of the final policy is projected for February 2022.

Ngā tūtohunga

That the Henderson-Massey Local Board:

a)      provide feedback on the draft Significance and Engagement Policy as part of the overall consideration for final adoption in February 2022.

Horopaki

Context

10.     The Significance and Engagement Policy (the 2014 policy) was created and adopted in 2014 to fulfill the legislative requirements outlined in section 76AA of the Local Government Act 2002 (the LGA).

11.     The Significance and Engagement Policy is a key document for decision-making and the consultation process. It is comprised of two interrelated sections on significance and engagement.

12.     The significance section sets out how and when communities can expect the council to engage before making decisions, describes the council’s approach to determining the significance of proposals and decisions, and lists the council’s strategic assets.

13.     The engagement section provides high-level principles on how to engage inclusively with the diverse communities of Tāmaki Makaurau. These high-level principles ensure that engagement is fit-for-purpose according to the level of significance.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     Staff have undertaken a policy refresh as the 2014 policy has not undergone changes since its initial adoption.

15.     An internal assessment of the 2014 policy found that that it was largely easy to use, but minor improvements would allow for more efficient decision-making and more fit-for-purpose engagement processes.

16.     General high-level updates and clarifications are being proposed for the draft policy to create a more contemporary policy.

17.     The Significance and Engagement Policy is not intended to be a prescriptive policy document, and any accepted changes to the draft policy will not change the purpose for which it is used.

18.     The proposed changes to the Significance and Engagement Policy 2021 were reported to the Governing Body at its meeting on 23 September – see Attachment A Significance and Engagement Policy: Approval of draft policy for consultation, also found online with associated documents.

Consultation

19.     Formal public consultation was held from 27 September to 18 October 2021. The consultation document is part of Attachment A, or online here.

20.     Given COVID-19 lockdown restrictions across the region, consultation was conducted entirely virtually and consisted of:

·     consultation materials and online feedback forms made available on the council’s engagement website (AK Have Your Say)

·     virtual workshops with community partners with demographic advisory panels

·     working with community partners to reach diverse groups.

21.     All feedback has been captured and will be reported through to the Governing Body meeting in February 2022 to inform decision-making on the final policy.

22.     A summary of the regional feedback received from submitters is set out in Attachment B and local board specific feedback in Attachment C.


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     Accepting the proposed changes to the draft policy allows for a fit-for-purpose and contemporary significance and engagement policy that will encourage a richer engagement process during future consultations around climate change issues.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     Any strategic asset under the draft policy that is held or managed by a substantive Council Controlled Organisation (CCO) will be identified in the CCO Accountability Policy. CCO’s must comply with that policy when making decisions on strategic assets under their control.

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

Local impacts and local board views

25.     Local boards play a key role in engaging with their local communities. The change to enable more fit-for-purpose consultation and engagement for some asset-based decisions may provide local boards with greater flexibility to customise some engagement processes to better meet the needs of their community.

26.     Local board chairs were invited to a workshop held on 4 August 2021 that also included the Parks, Arts, Community and Events, and Finance and Performance committees for a high-level overview on proposed amendments to the draft policy.

27.     Formalised local board views from this workshop and report will be incorporated into the February 2022 Governing Body report for the policy adoption.

Tauākī whakaaweawe Māori

Māori impact statement

28.     The refresh of the Significance and Engagement Policy will strengthen the council’s capacity and capability to engage with and meet the needs of the Māori community. This will be achieved through the delivery of bespoke training initiatives and resources which align to best practice engagement that responds to the needs and is supported by Māori. Kia Ora Tāmaki Makaurau provides a foundation to build council’s engagement approach and supports initiatives already underway such as Te Matapuna 2 as a pilot for spatial-based engagement. Work on relationship agreements is progressing, and there is good support for capacity contracts. Further work is required to streamline engagement forums to ensure they are fit for purpose and respond to priorities from Māori.

29.     Ongoing collaboration on the development of the Māori engagement practice and approach will inform the Engagement Guidelines and will ensure council’s size and engagement reach is leveraged effectively. This collaboration will ensure that the operational execution of the Engagement Guidelines is well-informed and aligned with best practice in te ao Māori.

30.     This focus on practice, capacity and capability will guide operational performance so that the aspirations for Māori engagement in Tāmaki Makaurau are progressed, aligned and achievable. Further work on Kia Ora Tāmaki Makaurau performance measures will be aligned with the engagement approach as it continues to be developed.

Ngā ritenga ā-pūtea

Financial implications

31.     The proposed changes to the significance section of the policy assists in the assessment of significance and may reduce the financial costs of engagement approaches that are not fit-for-purpose.

32.     Reclassifying some assets as non-strategic will also remove the burden of audit costs if the council seeks to make any future decisions around changing ownership or control of those assets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     The recommendation requesting local board views does not present any risk. The risks associated with refreshing the draft policy are set out in the report to the 23 September Governing Body meeting in Attachment A.

Ngā koringa ā-muri

Next steps

34.     Feedback from the consultation along with local board views will be reported to the 24 February 2022 Governing Body meeting as part of the materials for the finalised draft policy approval.

35.     The final Significance and Engagement Policy 2022 is proposed to be implemented following approval at the same Governing Body meeting.

 

Attachments

No.

Title

Page

a

Significance and Engagement Policy: Approval of draft policy for consultation

283

b

Summary of regional feedback

323

c

Local Board specific feedback

331

     

Ngā kaihaina

Signatories

Authors

Justine Yu - Senior Advisor - Fin Policy

Eddie Tuiavii - Principal Advisor - Democracy and Engage

Authorisers

Ross Tucker - General Manager, Financial Strategy and Planning

Kenneth Aiolupotea - General Manager Democracy and Engagement

Oliver Roberts – Acting General Manger Local Board Services

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

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07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Auckland Transport - proposed speed limit changes (Tranche 2A)

File No.: CP2021/18000

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To formalise local board feedback on Tranche 2A of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2.      Through Vision Zero, Auckland Transport (AT) has adopted the goal of eliminating road transport related deaths and serious injuries (DSI) within the Auckland road network by 2050. One of the faster and most cost-effective ways to prevent DSI is to set safe and appropriate speed limits for the function, safety, design and layout of roads.

3.       As part of Tranche 1 of Auckland Transport’s Safe Speeds Programme, safe speed limits were set on many high risk urban and rural roads and within town centres across Auckland between June 2020 and June 2021.

4.       Roads where safe speed limits were set on 30 June 2020 have experienced a 67 per cent reduction in fatalities, 19 per cent reduction in all injury crashes, and a minor reduction in serious injuries[4]. Total deaths and serious injuries (DSI) reduced on these roads by seven per cent, compared to an upward trend in road trauma seen on the rest of the road network.

5.       Further changes to speed limits are now being proposed for a number of roads across Auckland where current speed limits are not deemed safe and appropriate. This is referred to as Tranche 2A of the Safe Speeds Programme.

6.       Details of the changes proposed in each local board area are provided in Attachment A.

7.       Public Consultation on Tranche 2A closed on 14 November 2021. A summary of the consultation feedback is provided in Attachment B.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      provide feedback on Tranche 2A of Auckland Transport’s proposed speed limit changes.

Horopaki

Context

8.       AT is the road controlling authority for all roads within the Auckland transport system. Generally, this is the local road network which includes public roads and beaches but excludes State Highways for which Waka Kotahi New Zealand Transport Agency has responsibility.

9.       Reviewing and ensuring that speed limits across Auckland are set at speeds that are appropriate for road function, safety, design and use, is one of the key measures that AT is undertaking to improve safety on Auckland’s roads. Setting safe and appropriate speed limits will contribute to a reduction in deaths and serious injuries on our roads and ensure speed limit consistency on the network.

10.     Setting safe and appropriate speed limits also supports AT’s Vision Zero approach (adopted by the AT Board in September 2019), which provides that no deaths or serious injuries are acceptable while travelling on our transport network.

11.     AT controls more than 7,300 kilometres of roads and - through the Safe Speeds Programme - is working through a multi-year programme to review all speed limits across its network.

12.     Speed limits must be reviewed and set (by bylaw) in accordance with the Land Transport Rule: Setting of Speed Limits 2017. In line with government strategy and legislation, AT is prioritising high risk roads for review.

13.     Previously, AT made the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) which set new speed limits for the highest risk roads following AT’s first tranche of speed limit reviews. Within this first tranche, speed limits were reviewed on around 10 per cent of the local road network. Where new safe and appropriate speed limits were required to be set, these came into effect from mid-2020 to mid-2021.

All road performance

14.     Roads where speed limits were changed on 30 June 2020 have experienced a 67 per cent reduction in fatalities, 19 per cent reduction in all injury crashes, and a minor reduction in serious injuries. Total deaths and serious injuries (DSI) reduced by seven per cent.

15.     This equals four lives saved and 48 less injury crashes on roads treated with safe and appropriate speeds.

Rural road performance

16.     Rural roads where speeds were changed on 30 June 2020 have seen a 78 per cent reduction in fatalities and a small reduction in serious injuries.

17.     This equates to a DSI reduction of 16 per cent on the rural network where speed limit changes have been made. The overall number of crashes is similar to pre-implementation, but the crash severity rates have reduced, this is what would be expected on higher speed roads.

18.     While it will take additional time to confirm that these trends are sustained, initial indications are promising.

19.     AT is now proposing further speed limit changes for a number of roads across Auckland after reviewing and finding that their current speed limits are not safe and appropriate. This is part of the second tranche of reviews under the Safe Speeds Programme (Tranche 2A).

Tātaritanga me ngā tohutohu

Analysis and advice

20.     AT is proposing to amend the Speed Limits Bylaw 2019 and set new safe and appropriate speed limits for 823 roads across Auckland with a total length of 614 kilometres (approximately eight per cent of the road network), with these new limits proposed to come into force mid-2022.

21.     AT has reviewed the existing speed limits for each of the roads identified and found they are not safe and appropriate for the function, design and use of the roads. This means there is now a legal obligation to improve the safety of the roads. Making no change is not an option. This means AT is required to either:

·     set a new safe and appropriate speed limit or

·     install engineering measures to improve the safety of the road, like road widening, resurfacing, barriers, road markings, speed humps etc.

22.     Physical constraints and the corresponding costs involved mean that it isn’t viable to ‘engineer up’ these roads to support their existing speed limits. Setting safe and appropriate speed limits is one of the fastest and most cost-effective ways of reducing the number of deaths and serious injuries on our roads.

Community Engagement

23.     Public consultation on the Safe Speeds Programme Tranche 2A took place from 27 September to 14 November 2021, including:

·     a flyer mailout to 340,257 properties and PO Boxes on/near the roads where changes to speed limits are proposed

·     advertising in the NZ Herald, community newspapers, specialist/ethnic media:

Central Leader, East & Bays Courier, Eastern Courier, Manukau Courier, North Harbour News, North Shore Times, Nor-West News, Papakura Courier, Rodney Times, Franklin County News, Western Leader, Hibiscus Matters, Pohutukawa Times, Chinese Herald, Mandarin Pages, Ponsonby News

·     radio advertising on: Niu FM, Radio Samoa and Radio Waatea

·     radio interviews and adlibs on: Niu FM, Radio Samoa and Radio Waatea

·     media release and on-going media management

·     published an article in Our Auckland

·     translated consultation materials into Te Reo Māori, Tongan, Samoan, Simplified Chinese, Korean and NZ Sign Language

·     sent flyers, posters and hardcopy Freepost feedback forms, in multiple languages to every library and service centre in Auckland

·     put posters on trains, buses and ferries that could reach 280,000 commuters each day

·     15 online webinars.

24.     Feedback has been provided through a number of channels:

·     online via http://AT.govt.nz/haveyoursay

·     via a survey

·     via a mapping tool

·     at public hearings held on 25 November.

25.     Local boards have also had the opportunity to present at public hearings.

26.     A summary of feedback from the local community has been provided in Attachment B. This includes feedback on specific streets in your area, as well as broad feedback about the Safe Speeds Programme more generally.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27.     The primary climate change benefit of safe and appropriate speed limits is that they support and encourage greater take-up of walking, cycling and micro mobility by reducing the risk to vulnerable road users, making these modes more attractive. This supports emissions reductions.

28.     For town centres where speed limits were reduced and safety improvements introduced under the first tranche of speed limit changes, there has been strong positive feedback, with 19 per cent of respondents advising they are now participating in at least one active mode activity (e.g. walking or cycling) more often since the projects have been completed.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29.     The Safe Speeds Programme has been endorsed by the Auckland Transport Board, the Auckland Council Planning Committee and conforms with direction from the Government Policy Statement on Land Transport 2018/19 – 2027/28 and the Auckland Transport Alignment Project.

30.     In March 2021, Auckland Transport staff held a workshop with Auckland Council’s Planning Committee to provide an update to Councillors on Vision Zero, road safety performance over the past three years and sought feedback on the direction and priorities for Tranche 2 of the programme. The Committee expressed informal strong support for the direction of the Safe Speeds Programme, with a number of members supportive of the programme moving faster into their community areas.

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

Local impacts and local board views

31.     Public submissions and feedback are provided in Attachment B.

32.     This report provides the opportunity for local boards to provide feedback on changes proposed in Tranche 2A.

33.     Feedback provided in relation to Tranche 1 has also been considered by Auckland Transport in the development of the current proposals.

34.     For the residential areas where speed limits have been reduced under the first tranche of the Safe Speeds Programme, there has been strong positive feedback on the safety improvements, with 79 per cent of respondents commenting that the area feels safer overall. As noted above, 19 per cent of respondents advised they are now participating in at least one active mode activity (e.g. walking or cycling) more often since the projects have been completed.

Tauākī whakaaweawe Māori

Māori impact statement

35.     Engagement on Tranche 2 has been undertaken with kaitiaki at northern, central and southern transport hui during 2021 alongside detailed engagement on the rural marae workstream, which is part of the second stage of Tranche 2.

36.     Mana whenua are, in general, supportive of the Safe Speeds Programme and positive safety, community and environmental outcomes arising through safe and appropriate speed limits. There is, in particular, strong engagement and support for the rural marae workstream which forms part of the second phase of Tranche 2.

37.     Further engagement will be undertaken following the public engagement period to determine feedback on and support for the final proposal.

Ngā ritenga ā-pūtea

Financial implications

38.     There are no financial implications arising from local boards providing feedback on the Safe Speeds Programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39.     Delays due to COVID-19 and lockdown in the Auckland Region have added complexity to both public consultation and implementation timelines.

40.     When Auckland moved into Alert Level Four, a temporary pause was put on all new consultations to allow time to adapt our consultation strategy and increase our digital engagement. The following measures were undertaken to ensure a quality engagement process:

·     the consultation start date was delayed by three weeks from 6 September to 27 September

·     the consultation length was extended from 5 to 7 weeks

·     the number of online events during the consultation was significantly increased

·     digital advertising spend was increased, and digital engagement plans were put in place with Auckland Council’s Engagement Partners who helped reach our diverse communities.

41.     Steps have also been taken to ensure flexibility in the implementation timeline, and local boards will be kept up to date with any changes to the dates that the new speed limits will take effect.

Ngā koringa ā-muri

Next steps

42.     Early in 2022, Auckland Transport will finalise an analysis and feedback report, including feedback from both the public and local boards.

43.     On 31 March 2022, staff will present this report and recommendations to the Auckland Transport Board.

44.     The new speed limits are proposed to come into force on 31 May 2022 for the majority of roads, and 13 June 2022 for roads associated with schools, allowing for school speed changes to be made at the start of a school week.

45.     These dates may need to be revised due to the impacts of Covid-19 and to take into account consultation feedback. Local boards will be kept updated if any changes are made.

46.     More speed limit changes (Tranche 2B) are planned to be publicly consulted in 2022. AT has engaged with all local boards affected by Tranche 2B and will continue to keep local boards updated as the speed reviews are finalised.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

List of changes proposed for local board area

341

b

Summary report of consultation feedback on speed limit changes

343

     

Ngā kaihaina

Signatories

Authors

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Oliver Roberts - Acting General Manager Local Board Services

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Local government elections 2022 - order of names on voting documents

File No.: CP2021/18321

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide feedback to the Governing Body on how names should be arranged on the voting documents for the Auckland Council 2019 elections.

Whakarāpopototanga matua

Executive summary

2.       The Local Electoral Regulations 2001 provide a local authority the opportunity to decide by resolution whether the names on voting documents are arranged in:

·     alphabetical order of surname

·     pseudo-random order or

·     random order.

3.       Pseudo-random order means names are listed in a random order and the same random order is used on every voting document.

4.       Random order means names are listed in a random order and a different random order is used on every voting document.

5.       The order of names has been alphabetical for the 2010, 2013, 2016 and 2019 Auckland Council elections. An analysis conducted on these election results shows there is no compelling evidence that candidates being listed first were more likely to be elected. The analysis is contained in Attachment A.

6.       Staff recommend that the current approach of alphabetical printing is retained for the 2022 council elections, as the benefits to the voter outweigh any perception of a name order bias problem. 

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      recommend to the Governing Body that candidate names on voting documents should continue to be arranged in alphabetical order of surname. 

 

 


 

Horopaki

Context

Options available

7.       Clause 31 of The Local Electoral Regulations 2001 states:

(1)  The names under which each candidate is seeking election may be arranged on the voting document in alphabetical order of surname, pseudo-random order, or random order.

(2)  Before the electoral officer gives further public notice under section 65(1) of the Act, a local authority may determine, by a resolution, which order, as set out in subclause (1), the candidates' names are to be arranged on the voting document.

(3)  If there is no applicable resolution, the candidates' names must be arranged in alphabetical order of surname.

(4)  If a local authority has determined that pseudo-random order is to be used, the electoral officer must state, in the notice given under section 65(1) of the Act, the date, time, and place at which the order of the candidates' names will be arranged and any person is entitled to attend.

(5)  In this regulation, -

pseudo-random order means an arrangement where -

(a)  the order of the names of the candidates is determined randomly; and

(b)  all voting documents use that order

random order means an arrangement where the order of the names of the candidates is determined randomly or nearly randomly for each voting document by, for example, the process used to print each voting document.

Previous elections

8.       In 2013, the council resolved to use alphabetical order of names. A key consideration was an additional cost of $100,000 if the council chose the random order. From 2016, there has been no additional cost to use random order, due to changes in printing technology. 

9.       For the 2019 elections the following table outlines decisions of those regional and metropolitan councils whose data was available:

Council

Order

Auckland Council

Alphabetical

Bay of Plenty Regional Council

Random

Environment Southland Regional Council

Alphabetical

Hawke's Bay Regional Council

Alphabetical

Northland Regional Council

Alphabetical

Otago Regional Council

Alphabetical

Taranaki Regional Council

Alphabetical

Waikato Regional Council

Random

West Coast Regional Council

Alphabetical

Christchurch City Council

Random

Dunedin City Council

Random

Hamilton City Council

Random

Hutt City Council

Random

Invercargill City Council

Random

Napier City Council

Random

Nelson City Council

Random

Palmerston North City Council

Random

Porirua City Council

Random

Tauranga City Council

Random

Upper Hutt City Council

Random

Wellington City Council

Random

 

Tātaritanga me ngā tohutohu

Analysis and advice

Options for 2022

Pseudo-random order and true random order

10.     Random order printing removes the perception of name order bias, but the pseudo-random order of names simply substitutes a different order for an alphabetical order. Any perceived first-name bias will transfer to the name at the top of the pseudo-random list. The only effective alternative to alphabetical order is true random order, which means the order on every voting document is different.

11.     A disadvantage to both the random printing options is voter confusion as it is not possible for the supporting documents such as the directory of candidate profile statements to follow the order of a random voting paper. Making voting more difficult carries the risk of deterring the voter.

Alphabetical order

12.     The advantage of the alphabetical order printing is that it is familiar, easier to use and to understand. When a large number of candidates compete for a position it is easier for a voter to find the candidate the voter wishes to support if names are listed alphabetically.

13.     It is also easier for a voter if the order of names on the voting documents follows the order of names in the directory of candidate profile statements accompanying the voting document. The directory is listed in alphabetical order. It is not possible to print it in such a way that each copy aligns with the random order of names on the accompanying voting documents.

14.     The disadvantage of alphabetical printing is that there is some documented evidence, mainly from overseas, of voter bias to those at the top of a voting list.

Analysis of previous election results

15.     An analysis of the council’s election results for 2010, 2013, 2016 and 2019 is contained in Attachment A. It shows that any bias to those at the top of the voting lists is very small. The analysis looked at:

·    the impact of ballot position on the number of votes received by candidates (i.e. the impact on the vote share) for local boards and wards

·    the impact of ballot position on whether an individual was elected or not (i.e. the impact on election outcomes).

16.     This analysis of Auckland Council elections data show that while there might be a small impact of being listed first on the percentage share of votes received in local board elections, there is no compelling evidence that candidates being listed first were more likely to be elected in the last four elections. Given the relatively small sample size and variability in the data, these analyses may be less able to detect the real effects. Therefore, conclusions should be drawn with caution. That said, it is reasonable to conclude that results from the last four elections were not significantly affected using alphabetical ordering on voting documents.

17.     Staff recommend that the current approach of alphabetical printing is retained for the 2022 council elections, as the noted benefits to the voter outweigh any perception of a name order bias problem that analysis of previous election results show does not exist. 

Tauākī whakaaweawe āhuarangi

Climate impact statement

18.     The order of names on voting documents does not have an impact on climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     The order of names on voting documents does not have an impact on the wider group.

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

Local impacts and local board views https://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/local-impacts-local-board-views-reports.aspx

20.     Feedback from local boards will be reported to the Governing Body when it is asked to determine the matter by resolution.

Tauākī whakaaweawe Māori

Māori impact statement

21.     The order of names on voting documents does not specifically impact on the Māori community. It is noted that candidates can provide their profile statements both in English and Māori and that such profile statements are contained in the candidate profile booklet in alphabetic order. Having voting documents in alphabetic order makes it easier for any voter to match the candidate in the profile booklet.

Ngā ritenga ā-pūtea

Financial implications

22.     There is no additional cost to the printing of voting documents if names are ordered using the random method.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23.     If names are ordered alphabetically, there is the risk of perceived bias.  If names are randomised there is the risk of increasing the complexity of the voting experience and deterring voters. The analysis that has been conducted shows that the risk of bias is very small.

Ngā koringa ā-muri

Next steps

24.     The feedback from the local board will be reported to the Governing Body.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Ballot order effects and Auckland Council elections - November 2021

397

     

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Rose Leonard - Manager Governance Services

Louise Mason - GM Local Board Services

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Governance Forward Work Calendar

 

File No.: CP2021/17743

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To present the Henderson-Massey Local Board with a governance forward work calendar.

Whakarāpopototanga matua / Executive summary

2.       The governance forward work calendar (the calendar) for the Henderson-Massey Local Board is in Attachment A. The calendar is updated monthly, reported to business meetings and distributed to council staff.

3.       The calendar aims to support local boards’ governance role by:

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

·    clarifying what advice is expected and when

·    clarifying the rationale for reports.

 

4.       The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.

 

Ngā tūtohunga / Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the governance forward work calendar for December 2021.

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Henderson-Massey Local Board governance forward work calendar for December 2021.

403

     

Ngā kaihaina / Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

Confirmation of Workshop Records

 

File No.: CP2021/17744

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To present records of workshops held by the Henderson-Massey Local Board.

Whakarāpopototanga matua / Executive summary

2.       Briefings/presentations provided at the workshops held are as follows:

          2 November 2021

1.    PSR Work Programme Update

       Kaitiaki Ranger Programme

2.    Annual Planning W2 - Annual Budget regional topics

3.    HMLB's forward work programme update

4.    Introduction to Luana Walker (new CAEC Director)

5.    Ex-Massey Library space, 545 Don Buck Road, Massey

6.    Tui Glen – ex-Camp Managers House

       Member update and informal board member discussion

          6 November 2021

1.    Henderson-Massey Quick Response Grants Round Two 2021/2022

2.    Significance and Engagement Policy refresh

3.    HMLB's forward work programme update

4.    Development Contributions policy

5.    LB Annual Planning W3 - Annual Budget regional input & Advocacy

6.    Youth-led kaupapa (Proposal for a youth-led Covid response)

       Member update and informal board member discussion

          16 November 2021

1.    Ex-Massey Library space, 545 Don Buck Road, Massey

2.    LB Annual Planning W4 - Finalise consultation content

30 November 2021

1.    Auckland Transport monthly update

2.    HMLB's forward work programme update

Member update and informal board member discussion

3.    PSR Work Programme update

4.    Opanuku Link

5.    Community Facilities monthly update

6.    Auckland Transport capital works programme

           

Ngā tūtohunga / Recommendation/s

That the Henderson-Massey Local Board:

a)      note the workshop record for 2, 6 and 30 November 2021.

 

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Henderson-Massey Local Board workshop notes for 2, 9, 16 and 30 November 2021.

407

     

Ngā kaihaina / Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 


Henderson-Massey Local Board

07 December 2021

 

 

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Henderson-Massey Local Board

07 December 2021

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.2      Attachment a    Lila Kuka community garden proposal presentation Page 417


Henderson-Massey Local Board

07 December 2021

 

 

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[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] For the 12-month period 1 July 2020 to 30 June 2021, compared to an average of the prior five years.