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

 

Date:

Time:

Venue:

 

Thursday, 19 May 2022

2.00pm

via Microsoft Teams

 

Hibiscus and Bays Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Gary Brown

 

Deputy Chairperson

Victoria Short

 

Members

Andy Dunn

 

 

Janet Fitzgerald, JP

 

 

Gary Holmes

 

 

Julia Parfitt, JP

 

 

Alexis Poppelbaum

 

 

Leanne Willis

 

 

(Quorum 4 members)

 

 

 

Charlie Inggs

Democracy Advisor

 

16 May 2022

 

Contact Telephone: 027 208 5284

Email: charlie.inggs@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Hibiscus and Bays Local Board

19 May 2022

 

 

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

9          Public Forum                                                                                                                  5

10        Extraordinary Business                                                                                                5

11        Endorsing Business Improvement District targeted rate grants for 2022/2023     7

12        Hibiscus and Bays Local Board Grants Programme 2022/2023                            15

13        Hibiscus and Bays Local Parks Management Plan                                                 27

14        Local board feedback on Auckland Transport's proposed speed limit changes 59

15        Draft Auckland Golf Investment Plan                                                                        69

16        Te Kete Rukuruku Tranche One - Adoption of Māori names and installation of bilingual signage                                                                                                        107

17        Five new public roads at Kowhai Road, Millwater                                                 117

18        Members' Reports                                                                                                      127

19        Governance forward work calendar                                                                        137

20        Hibiscus and Bays Local Board workshop records                                              141

21        Consideration of Extraordinary Items

 


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Hibiscus and Bays Local Board:

a)         confirm the ordinary minutes of its meeting, held on Thursday, 12 May 2022, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

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

 

9          Public Forum

 

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

 

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.”


Hibiscus and Bays Local Board

19 May 2022

 

 

Endorsing Business Improvement District targeted rate grants for 2022/2023

File No.: CP2022/00319

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To request the local board to recommend that the Governing Body sets the targeted rates for the Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay Business Improvement District programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

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

3.       Auckland Council supports business associations operating BID programmes, including Browns Bay Business Association, Mainstreet Ōrewa (trading as Destination Ōrewa Beach), Mairangi Bay Business Association and Torbay Business Association, by collecting a targeted rate from commercial properties within a defined geographic area.  The funds from the targeted rate are then provided by way of a BID grant to the relevant business association.

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

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

6.       At their AGM, Torbay Business Association members voted to retain the same BID targeted rate amount as the current year $18,365.

7.       Mairangi Bay Business Association’s members opted to raise by $1,500 (up 2.2 per cent to $69,000) their BID targeted rates for 2022/2023.

8.       Browns Bay Business Association voted to increase their targeted rates by $5,000 up to $155,000 for 2022/2023.

9.       Destination Ōrewa Beach proposed a $271,665 BID targeted rate for 2022/2023. This amount is $10,448 more than 2021/2022 ($261,216).

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

11.     For the council to be confident that the funds provided to the BIDs are being used appropriately, the council requires each BID to comply with the Business Improvement District Policy (2016) (Hōtaka ā-Rohe Whakapiki Pakihi), known as the BID Policy. 

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

13.     Staff are satisfied the Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay business associations sufficiently comply with the BID Policy.

14.     Staff propose the Hibiscus and Bays Local Board receives this report and recommends to the Governing Body the striking (setting) of the BID targeted rates sought by the four business associations.

15.     After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables the business associations to contribute to a strong local economy and connected communities, thereby supporting the aspirations of the Hibiscus and Bays Local Board Plan 2020.

16.     Like all BID-operating business associations, Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay can play an important role in supporting local businesses to mitigate some of the flow-on effects from the pandemics and lockdowns.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      recommends to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District programmes:

i.        $155,000 for Browns Bay Business Association Incorporated

ii.       $271,665 for Mainstreet Ōrewa Incorporated (Destination Ōrewa Beach)

iii.      $69,000 for Mairangi Bay Business Association Incorporated

iv.      $18,365 for Torbay Business Association Incorporated.

 

Horopaki

Context

Business Improvement District programmes promote economic well-being and collaboration with the council

17.     The Auckland Council Growth Model 2021-2051 reports that Tāmaki Makaurau is projected to include approximately 660,000 more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland’s town centres and commercial precincts.

18.     Business Improvement Districts are rohe within Auckland where local business and property owners have agreed to work together, with support from the council, to improve their business environment, encourage resilience and attract new businesses and customers.

19.     The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

20.     BID programmes provide the opportunity for the council group to support business associations, including Browns Bay Business Association, Mainstreet Ōrewa (trading as Destination Ōrewa Beach), Mairangi Bay Business Association and Torbay Business Association, to seize on the opportunities from Auckland’s growth and respond locally to changing economic conditions.

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

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

22.     The economy continues to be impacted by the economic flow-on effects of the pandemic and related lockdowns, affecting both retail-based town centres and commercial precincts.

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

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

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

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

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

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

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

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

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

Diagram

Description automatically generatedThe business association sets the BID targeted rate grant amount to deliver its work programme

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

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

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

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

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

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

34.     The Hibiscus and Bays Local Board approved a similar recommendation for the four BID programmes last year (resolution number HB/2021/47), as did 17 other local boards that have BID programmes operating in their rohe.

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

35.     The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Budget 2022/2023 and its striking (setting) of the targeted rates.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

38.     Staff are satisfied the Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay business associations have sufficiently met the requirements of the BID Policy.

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

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

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

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

·   Business plan for the coming year – one-year programme with key performance indicators, based on the strategic plan, to be resourced, measured and achieved

·   Indicative budget for the following year – Auckland Council’s 10-year Budget 2021-2031 requires targeted rates to be identified a year in advance to inform the annual budget process which sets all rates

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

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

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

·   AGM minutes - provisional minutes of each business association’s 2021 AGM meeting which contain the resolution, voted on by members, confirming the BID grant amount for the 2022/2023 financial year.

40.                                   

40.     In addition, BID operating business associations must inform the council staff of progress with other compliance requirements, including:

·   Incorporated Society registration of the business association along with all required documents up to date and filed

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

41.     The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council. The table below summarises the requirements for the four Business Improvement Districts within the Hibiscus and Bays Local Board rohe as of 10 March 2022.

42.                                   

Table 1: Business associations’ compliance with the BID Policy as of 10 March 2022

Requirement

FY 2021/2022

 

Graphical user interface, website

Description automatically generated with medium confidence

Graphical user interface, application

Description automatically generated

Text

Description automatically generated 

 

   A close-up of some teapots

Description automatically generated with low confidence

Strategic Plan*

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green 2019-2024

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green2021-2023

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green 2021-2026

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green2020-2025

Audited financials

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

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

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

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

Annual Report

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

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

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

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

Business Plan

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

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

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

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

Indicative budget

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

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

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

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

Board Charter

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

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

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

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

Annual Accountability Agreement

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

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

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

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

Annual meeting w/ local board

3 March 2022

3 March 2022

3 March 2022

3 March 2022

Programme Agreement

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green valid to June 2023

 Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green valid to Nov 2023

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green valid to June 2023

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Green valid to June 2023

Incorporated society registration

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

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

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

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

2021 AGM provisional minutes

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

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

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

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

Resolving problems

Nothing to record

Nothing to record

Nothing to record

Nothing to record

43.                                   

42.     As the Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay business associations have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the striking (setting) of the targeted rates.

Browns Bay, Mairangi Bay and Ōrewa increase their BID target rate grants, Torbay maintain status quo for 2022/2023

43.     As shown in Table 2 below, three of Hibiscus and Bays’ four BID-operating business associations changed their BID targeted rate amounts for 2022/2023 while Torbay maintained the fiscal status quo.

44.     At their respective AGMs, Torbay Business Association ($18,365) voted to retain the same BID targeted rate amount as the current year.

45.     Mairangi Bay Business Association’s members opted to raise by $1,500 (up 2.2 per cent to $69,000) their BID targeted rate for 2022/2023.

46.     Browns Bay Business Association voted to increase its targeted rate amount by $5,000 up to $155,000.

47.     Destination Ōrewa Beach proposed a $271,665 BID targeted rate grant for 2022/2023. This amount is $10,449 more than the 2021/2022 BID grant sum ($261,216). 

A regional perspective

48.     Across Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates – by between 1.6 per cent and 10 per cent - for 2022/2023 while 24 maintained the fiscal status quo.

Table 2: BID targeted rate comparisons: 2022/2023 c.f. 2021/2022

 

   BID

2022/2023

 

2021/2022

 

Increase / %

 

 

Graphical user interface, website

Description automatically generated with medium confidence

 

 

$155,000

 

 

$150,000

 

$5,000 +3.33%

LAST INCREASED: 2016

 

Text

Description automatically generated

 

$69,000

 

$67,500

 

 

$1,500 + 2.2%

LAST INCREASED: 2019

 

A close-up of some teapots

Description automatically generated with low confidence

 

$18,365

 

 

$18,365

 

 

Nil

LAST INCREASED: 2021

 

 

Graphical user interface, application

Description automatically generated

 

$271,665

 

$261,216

 

 

$10,449 +4%

LAST INCREASED: 2020

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

50.     BID programmes can impact on climate change through carbon-reducing ‘shop local’ campaigns to transitioning to energy-efficient lighting and championing waste reduction and recovery programmes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51.     Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The BIDs ensure the views and ambitions of their members are provided to elected representatives and staff across the council group, including Council Controlled Organisations (CCO), on those plans, policies, projects and programmes which impact them.

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

Local impacts and local board views

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

53.     Each BID values its strong and enduring governance-to-governance relationship with the Hibiscus and Bays Local Board. The contributions by the local board’s ‘BID representatives’ (and alternates) have, for many years, promoted mutual understanding, collaboration and aligned economic outcomes.

Visions, plans aligned

54.     Business associations and the local board share an interest in the East Coast Bays and Hibiscus Coast and are ambitious for their future and people. They also share goals that include economic prosperity, community identity, placemaking and pride.

55.     The four BID programmes tangibly support the economic and community-building aspirations of the Hibiscus and Bays Local Board Plan 2020, most notably in Outcome 1: A connected community and Outcome 2: A strong local economy. From their constitutions to their activities, the Business Improvement Districts exist to enhance their business districts, celebrate Te Raki Pae Whenua and sustain the economic viability of their targeted ratepaying members.

Local rohe, local benefit, local funding

56.     Recommending that the Governing Body sets the targeted rates for the Browns Bay, Destination Ōrewa Beach, Mairangi Bay and Torbay business associations means that these BID programmes will continue to be funded from targeted rates on commercial properties in their rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

57.     Several local boards, including Hibiscus and Bays, provide additional funding to local business associations, however accountability for any local board grants is set by funding agreements between the local board and the business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

58.     At the 2018 Census, Māori represented 6.5 per cent of the population living in the Hibiscus and Bays Local Board area, compared to 11.5 per cent of Auckland. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

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

60.     The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties.

61.     If the Governing Body agrees with the BID targeted rates proposed by the local boards, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

66.     Economic disruption created by the pandemic continues to impact Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local business owners.

Ngā koringa ā-muri

Next steps

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

68.     After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID targeted rate grant payments, effective from 1 July 2022.

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Gill Plume - BID Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

Hibiscus and Bays Local Board Grants Programme 2022/2023

File No.: CP2022/05928

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Hibiscus and Bays Local Board Contestable Grants Programme 2022/2023, including the Facilities Grant, and Transitional Rates Grants.

2.       To adopt the Hibiscus and Bays Local Board Local Economic and Business Grant 2022/2023

Whakarāpopototanga matua

Executive summary

3.       The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

4.       The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

5.       The Transitional Rates Grant is intended to support groups with property rates relief, who previously received legacy rates remission or postponement schemes.

6.       The Local Economic Development and Business Grant funding is intended to assist business associations with funding for planning and developing programmes and projects to support and grow local businesses, who contribute to the area’s local economic prosperity.

7.       This report presents the Hibiscus and Bays Local Board Grants Programme 2022/2023, including the Local Facilities Grant for adoption (Attachment A to the agenda report).

8.       This report also presents the Hibiscus and Bays Local Board Local Economic and Business Grant 2022/2023 for adoption (Attachment B of the agenda report).

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      adopt the Hibiscus and Bays Local Board Contestable Grants Programme 2022/2023, including the Facilities Grant, and Transitional Rates Grants.

b)      adopt the Hibiscus and Bays Local Board Local Economic and Business Grant 2022/2023.

Horopaki

Context

9.       The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities, and services that benefit Aucklanders.

10.    The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. This local board grants programme guides community groups and individuals when making applications to the local board.

11.     The local board community grants programme includes:

·            outcomes as identified in the local board plan

·            specific local board grant priorities

·            which grant types will operate, the number of grant rounds, and opening and closing        dates

·           any additional criteria or exclusions that will apply

·           other factors the local board consider to be significant to their decision-making.

12.     Once the Local Board Contestable Grants and Facilities Grants programme 2022/2023 has been adopted, the types of grants, grant rounds, criteria, and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Transitional Rates Grants

13.     Auckland Council supported legacy remission schemes to support community and sporting groups until 30 June 2018 at which time a transitional grants mechanism was adopted by the Governing Body as part of LTP 2018-28, for three years.

14.     Resource required to administer these grants beyond 30 June 2021 was unavailable and local boards were approached by Lead Financial Advisors, on behalf of the Governing Body, in March 2021 to determine the best way forward per local board area.

15.     The Hibiscus and Bays Local Board supported the retention of the transitional rates grants budget under ABS with local board discretion and for higher value rates grants to continue administered through the local board’s grant programme.

16.     To ensure visibility of grant recipients and to transparently assess recipients against local board funding priorities, Transitional Rates Grants Objectives and Criteria were developed in a workshop on 12 April 2022 (attachment A to the agenda report).

Local Economic and Business Grant

17.     The Local Economic and Business Grant 2022/2023 is only open to Business Associations and Business Improvement Districts in the Hibiscus and Bays Local Board area. Applications to this grant must demonstrate alignment with the Hibiscus and Bays Local Board Grant Outcomes and funding priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

18.     The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Hibiscus and Bays Local Board Contestable Grants, Facilities Grant and Legacy Rates Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2022/2023.

19.     The local Economic and Business Grant Funding programme will also support activities that meet the Hibiscus and Bays Local Board Plan 2020. The funding priorities and priorities for eligibility are further explained in Attachment B of this report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20.     The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

23.     The local board grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

24.     The Hibiscus and Bays Local Board Local Economic and Business Grant, is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

25.     All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

26.     The allocation of grants to community groups is within the adopted 10-year budget (long term plan) 2021-2031 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27.     The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the local board grants programme.

Ngā koringa ā-muri

Next steps

28.     An implementation plan is underway, and the Local Board Contestable Grants and Facilities Grant programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Local Board Grant Programme 2022/2023

19

b

Hibiscus and Bays Local Board Local Economic and Busines Grant

25

     

Ngā kaihaina

Signatories

Author

Ann Kuruvilla - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

Hibiscus and Bays Local Parks Management Plan

File No.: CP2022/05830

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the hearings panel draft Hibiscus and Bays Local Parks Management Plan recommendations and submissions.

2.       Following the approval of the hearings panel recommendations for the local board to approve the final Hibiscus and Bays Local Parks Management Plan.

Whakarāpopototanga matua

Executive summary

3.       The Hibiscus and Bays Local Parks Management Plan has been finalised following public consultation and a hearing.

4.       The Hibiscus and Bays Local Parks Management Plan includes all local parks held under the Local Government Act 2002 and Reserves Act 1977 in the local board area except for parks contained within the Mairangi Bay Beach Reserves Management Plan 2015.

5.       The Hibiscus and Bays Local Parks Management Plan will provide a policy framework to manage use, protection and development of the parks within the local board area.

6.       The local board approved the draft Hibiscus and Bays Local Parks Management Plan for public consultation in March 2020 (resolution number HB/2020/44). Due to the COVID-19 pandemic response, public consultation on the draft Hibiscus and Bays Local Parks Management Plan was delayed until July 2020.

7.       A picture containing text, sky

Description automatically generatedThe draft Hibiscus and Bays Local Parks Management Plan is presented in two volumes, with appendices:

 

 

 

 

 

 

 

 

 

 

 

 

 

8.       Submissions on the draft Hibiscus and Bays Local Parks Management Plan closed on 4 September 2020, following the two-month submissions period required by the Reserves Act 1977. 103 submissions (of which two were late submissions) were received on the draft Hibiscus and Bays Local Parks Management Plan and 24 submitters requested the opportunity to speak to their submission at a hearing.

9.       In November 2020, the local board appointed a hearing panel, consisting of an independent hearing commissioner and two local board members (resolution number HB/2020/150).

10.     The role of the hearing panel was to hear objections and submissions; and make recommendations to the local board about amendments to the draft Hibiscus and Bays Local Parks Management Plan following the hearing process, and the extent to which objections and submissions are allowed or accepted or disallowed or not accepted.

11.     Following receipt of submissions and having considered the submission points made, the hearing panel recommended a number of changes to the notified draft Hibiscus and Bays Local Parks Management Plan. These are included as attachments to the Hearing Report (Attachment A to the agenda report).

12.     The local board has the decision to approve/reject the panel’s recommendations for submissions in the draft Hibiscus and Bays Local Parks Management Plan, and to approve/reject the panel’s recommendation to approve the amendments to the draft Hibiscus and Bays Local Parks Management Plan.

13.     Following the acceptance of the panel’s recommendations, we recommend that the local board approve the final Hibiscus and Bays Local Parks Management Plan with any minor amendments being delegated to the local board chairperson for approval.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the hearing panel’s recommendations for the draft Hibiscus and Bays Local Parks Management Plan 2020

b)      approve the final Hibiscus and Bays Local Parks Management Plan 2022

c)      delegate to the local board chairperson approval of minor amendments to the final Hibiscus and Bays Local Parks Management Plan 2022.

 

Horopaki

Context

Background information

14.     The Hibiscus and Bays Local Board has decision-making responsibility for all local parks in the Hibiscus and Bays Local Board area.

15.     The Reserves Act 1977 requires a reserve management plan be developed for most types of reserves administered by the local board.

16.     The Hibiscus and Bays Local Parks Management Plan which initially was called the Open Space Management Plan, is a statutory reserve management plan prepared in line with section 41 of the Reserves Act 1977.

17.     The local parks management plan will provide a policy framework to manage use, protection and development of parks within the local board area.

18.     The scope of the draft Hibiscus and Bays Local Parks Management Plan (the plan) is shown in the table below:

In scope

Out of scope

ü land held under this Reserves Act 1977

ü land held under the Local Government Act 2002 (LGA)

û reserves included in the Mairangi Bay Beach Reserves Management Plan 2015

û land for which the local board does not have allocated decision-making responsibility, e.g.  roads

û regional parks land

19.     The final plan, once adopted, will replace all existing reserve management plans in the local board area, except the Mairangi Bay Beach Reserves Management Plan 2015.

20.     It will establish a policy for the management of all local parks in the local board area and mean that the council will comply with the requirements of the Reserves Act 1977 to have a reserve management plan (for most types of reserves held under the Reserve Act 1977).

21.     The timeline below gives an overview of key decisions in developing the plan:Engagement with mana whenua throughout development of plan

The Hibiscus and Bays Local Parks Management Plan – in a nutshell

22.     The plan structure is outlined below and covers 284 parks that extend over approximately 604 hectares of land. 

23.     Volume 1 contains background information, the Hibiscus and Bays Local Board context and the management planning framework and general policies that apply to all local parks in the local board area.

24.     Volume 2 contains the individual parks information and management intentions for all local parks under the local board’s jurisdiction.

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Tātaritanga me ngā tohutohu

Analysis and advice https://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/climate-impact-statement-reports.aspx

25.     The draft plan was open for public feedback between 2 July and 4 September 2020. Council received 103 submissions on the draft plan and 24 submitters requested the opportunity to speak to their submission at a hearing.

26.     An analysis of the submissions and staff-recommended changes to the draft plan were reported to the hearing panel which comprised of an independent commissioner as chairperson and two local board members.

27.     The hearing was held on 11 February 2021 and following deliberations, the hearings panel produced a report on their recommendations.

28.     The hearing panel’s report can be found in Attachment A.  We have summarised the changes to the draft plan as recommended by the hearing panel below:

Recommended changes to plans

Overview of submissions the changes respond to

Strengthen introductory provisions in Volume 1

Volume 1 introductory framework to clarify

·        how the current draft plan is different from previous management plans

·        the overall scope of the draft plan

·        the review of the draft plan

·        the relationship with other relevant statutory plans and instruments, such as bylaws and strategic plans

·        how the draft plan will be applied.

Clarify bylaws

Queries raised about:

·        how loss of off-leash dog areas is compensated for and how areas for this activity are considered when planning new parks

·        difference between Auckland Transport and Auckland Council bylaws

·        aim of the Waste Management and Minimisation Bylaw (2019) and Waste Management and Minimisation Plan Plan (2018).

Amend map keys

Highlight that management focus areas (MFAs) apply only to recreation reserves and Local Government Act 2002 land only.

Hyperlink concept plans

To hyperlink concept plans and/or include them as an appendix to the plan

Provide an index which lists all parks by suburb

Order the plan by suburb/area

Strengthen Greenways network information

Inclusion of information for parks being part of the greenways network as adopted via the Hibiscus and Bays Greenways | Local Paths Plan (2016)

Strengthen policy relating to plants and animals

Include factors relevant for plant selection when planning restoration plantings

Adding references to

·    the importance of education programmes, and getting public involvement

·    the importance of community gardens and planting of fruit trees

·    planting plants that are used in rongo (traditional Māori medicine) or for traditional cultural harvest

·    importance of nature for play and provision of shade.

Strengthen policy relating to park development

Reference the need for shade within parks and the need to consider impacts of climate change and sea level rise when developing or re-developing parks

Strengthen leases and licences information

Identify parks within which leases or licences are currently held, and broadly indicate the area of lease (typically by lot description). The plan includes current and contemplated activity types rather than specific organiastion details (lessees). If there are changes within the contemplated activity types, then no public notification is required. The lease information can be updated, and the LB can authorize changes without public notification.

Identify connectivity

Signaling connectivity with nearby parks

Identify parks at risk of coastal inundation

Identifying those parks potentially at risk of coastal inundation during storm events

Identify parks under the jurisdiction of other agencies

Noting where parts of the park are under the jurisdiction of other agencies - the Department of Conservation (marginal strips), Auckland Transport (unformed or formed legal roads)

Identify endangered species or significant natural features

Amended significant natural values for endangered species or significant natural features not identified in the draft plan

Identify key persons after whom a park is named or associated

Amended heritage values identifying key persons after whom a park is named or associated

Acknowledgement of the involvement and role of volunteers and friends

Include acknowledgement of the involvement and role of volunteers and friends

Clarify and strengthen management principles and management intentions

Browns Bay Village Green, Campbells Bay (Huntly Road) Reserve, Centennial Park, Edith Hopper Park, Freyberg Park, Gulf Harbour Village Reserve, Hardley Reserve, Jelas/Moffat Esplanade Reserve, Karaka Cove, Link Crescent Reserve, Manly Park, Metro Park East, Orewa Reserve, Silverdale War Memorial Park, Shadon - Springtime Reserve, Stanmore Bay East Beach Reserve, Stanmore Bay Park, Tindalls to Coal Mine Bay Esplanade, Western Reserve

Clarify and strengthen Other Information section

Bushglen Reserve, Campbells Bay (Huntly Road) Reserve, Centennial Park, Karaka Cove, Pacific Parade Coastal Reserve, Whangaparāoa Community Centre

 

29.     Subject to the approval of the hearing panel’s recommendations, the draft Hibiscus and Bays Local Parks Management Plan has been amended to reflect these recommendations. We recommend the final Local Parks Management Plan be approved (Attachments B – F of the agenda report).

Tauākī whakaaweawe āhuarangi

Climate impact statement

30.     The decisions in this report are largely administrative and we anticipate them to have no direct impact on greenhouse gas emissions. However, the future management direction set in the plan for local parks, emphasises the role of local parks in climate change mitigation and adaptation.

31.     Part C in Volume 1 of the draft plan includes a climate change and natural hazards policy, which sets objectives to manage parks in a way that minimises and mitigates the impacts of climate change and improves the resilience of parks by adapting to the effects of climate change, especially in coastal areas.

32.     Other policies which aim to manage the impacts of climate change are:

·    access and parking - by not providing for peak use parking and encouraging active forms of transport

·    plants and animals - by encouraging plantings to increase urban canopy cover and manage riparian margins

·    park development - by encouraging utilisation of green building practices in design, construction and operation of park development.

33.     Part D in Volume 2 of the draft plan identifies potential coastal hazards at an individual park level and in some cases includes management intentions which aim to address potential hazards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34.     A council project group has met regularly to support the project, understand implications of the plan and ensure alignment with other council plans and projects. This group included staff from Community Facilities, Parks, Sport and Recreation and Community and Social Policy.

35.     Other council departments and Council Controlled Organisations have provided specialist input into the development of the plan including Infrastructure and Environmental Services, Legal Services, Local Board Services, the Chief Sustainability Office, Auckland Transport, Eke Panuku and Auckland Unlimited. 

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

Local impacts and local board views

36.     Input from the community has helped staff to draft and refine the plan as outlined above and in the March 2020 report to approve the draft plan (HB/2020/44). During the consultation period we received 103 submissions on the draft plan.

37.     The local board are the decision makers for the final Hibiscus and Bays Local Parks Management Plan. Two local board members sat on the hearing panel and had input on the recommended changes to inform final amendments to the plan.

Tauākī whakaaweawe Māori

Māori impact statement

38.     The Reserves Act 1977 is one of the acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act 1977, the local board must give effect to the principles of te Tiriti o Waitangi.

39.     The plan acknowledges council’s obligation to iwi under the Te Tiriti o Waitangi / the Treaty of Waitangi in local parks management planning.

40.     Mana whenua were invited to be involved in the development of the plan. This opportunity was taken up by Ngāti Manuhiri, Te Kawerau ā Maki, Ngāti Whātua o Kaipara, and Ngaati Whanaunga.

41.     Points of interest and input from mana whenua related to the management of natural and coastal areas, sites and areas of cultural significance and the ability for mana whenua to provide input into future decisions on local parks.

42.     The plan seeks to embed te ao Māori / the Māori world view and values throughout the document. Section 7 of the document outlines core Māori values and how they should be considered in the management of local parks.

43.     Many of the above can also contribute to the hauora (well-being) of both mana whenua and mataawaka.

Ngā ritenga ā-pūtea

Financial implications

44.     Adoption of the final plan will not incur any immediate financial implications for the local board but implementing the management intentions and policies as outlined in the final plan will need the local board to consider financial implications as part of any future decisions and changes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45.     The following table outlines relevant risks and mitigations.

Risk

Mitigation

The plan does not include information regarding financial implications for any future decisions and changes for the parks.

Specialist input will provide further information on financial costs and implications to assist local board with any future decision making.

 

Effective handover of the final plan and identification of priority decisions and changes for parks will be crucial.

Ngā koringa ā-muri

Next steps

46.     The next step following the approval of the plan will be to publish the plan on the Auckland Council website and have written copies available in local libraries and the Hibiscus and Bays Local Board office.

47.     We will also provide a handover to departments responsible for implementation of the plan.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hearing Panel Report - 2022

35

b

Volume 1 - Part A to C (Under Separate Cover)

 

c

Volume 2 - Part D (Under Separate Cover)

 

d

Volume 2 - Hibiscus Coast (A - L) (Under Separate Cover)

 

e

Volume 2 - Hibiscus Coast (M - Z) (Under Separate Cover)

 

f

Volume 2 - Appendices

47

     

Ngā kaihaina

Signatories

Author

Sheryne Lok - Service and Asset Planner

Authorisers

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

Local board feedback on Auckland Transport's proposed speed limit changes

File No.: CP2022/05801

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek local board feedback on Phase Three (previously called Tranche 2B) of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council and Auckland Transport have adopted the Vision Zero goal of eliminating road transport-related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3.       Setting safe and appropriate speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. Evidence from changes made in 2020 demonstrates that safe and appropriate speed limits are effective in reducing road trauma.

4.       Auckland Transport is conducting a phased review of speed limits and recently completed public consultation on proposed Phase Three changes with the community. A list of changes proposed within this local board area is provided as Attachment A to the agenda report.

5.       Public consultation on changes proposed in Phase Three closed on 3 April 2022 and a summary of public responses is provided as Attachment B to the agenda report. Local boards are now invited to provide their feedback.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      provide feedback on speed limit changes proposed as part of Phase Three of Auckland Transport’s Safe Speeds Programme.

 

Horopaki

Context

6.       Auckland Transport (AT) is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

7.       Waka Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and injured on New Zealand’s roads to zero by 2050.

Alignment with Auckland Council Policy

8.       Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

9.       Since receiving endorsement from Auckland Council and from the Auckland Transport Board, Auckland Transport has progressively reviewed roads across Auckland and reduced speed limits on many roads.

10.     In this phase, the focus has been on town centres, roads near schools, high-risk rural roads, rural marae, and roads requested by the community.

11.     Public consultation on the Safe Speeds Programme Phase Three took place from 28 February - 3 April 2022, and included the following measures:

a)      flyer mailout to 340,257 properties and PO Boxes near roads where changes to speed limits are proposed

b)      advertising in the NZ Herald, community newspapers, specialist, and ethnic media

c)      radio advertising on Niu FM, Radio Samoa and Radio Waatea

d)      radio interviews and adlibs on Niu FM, Radio Samoa and Radio Waatea

e)      media releases

f)       social media campaigns

g)      an article published in OurAuckland

h)      translation of consultation materials into Te Reo Māori, Braille and NZ Sign Language

i)        flyers, posters and hardcopy FreePost feedback forms in multiple languages to every library and service centre in Auckland

j)        fifteen online webinars, including a Mandarin language webinar

k)      a community drop-in session on Aotea Great Barrier.

12.     The community was able to provide their thoughts via a number of channels:

a)      online via http://AT.govt.nz/haveyoursay

b)      a paper survey

c)      a web-based mapping tool

d)      emails direct to the Safe Speeds Programme Team

e)      at public hearings held on 6 April 2022.

13.     Local boards received localised reports on public feedback in early May (Attachment B) and now have the opportunity to provide feedback on Phase Three proposed speed limit changes within their local board area.

Tātaritanga me ngā tohutohu

Analysis and advice https://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/analysis-advice-reports.aspx

14.     Auckland Transport manages more than 7,300 kilometres of roads for Auckland Council. This includes setting speed limits, and since ‘Vision Zero’ was adopted Auckland Transport has been progressively reviewing and amending speed limits. Changes have been made only after engaging with both the community and local boards.

15.     Auckland Transport’s first phase of reviewing and setting new speed limits was developing the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) that enabled AT to set new speed limits for Auckland’s highest risk roads.

16.     The impact of the changes made in this bylaw have been significant and support the claim that by setting safe and appropriate speed limits in Auckland, we reduce community harm.

17.     Since 30 June 2020, in areas where speed limits were changed, fatal crashes have almost halved (down by 47 per cent) during the 18-month period since this action was taken.[1]

18.     This change was most significant on rural roads where roads with reduced speed limits recorded a 71 per cent reduction in fatal crashes and more than a 25 per cent reduction in serious injury crashes.

19.     In selected locations, speed limit changes are complemented by physical speed calming measures such as speed bumps, raised pedestrian crossings, kerb changes and road marking. These physical measures help reinforce the safe and appropriate speed limits and assist with pedestrians and cyclists crossing busy roads. Physical measures are installed based upon risk, with a focus on locations such as town centres, residential areas and roads near schools.

20.     It will take time to confirm that these trends are sustained, however this initial impact is promising and indicates the effectiveness of the ‘Vision Zero’ approach. Overseas data records a similar impact on harm reduction and Auckland Transport’s advice to local boards is that the programme is working and should be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     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.

22.     In town centres where speed limits were reduced and safety improvements introduced during Phase One of speed limit changes, there has been strong positive feedback, with 19 per cent of people saying they now participate in at least one active mode (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

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

Local impacts and local board views

24.     Auckland Transport has held workshops with local boards throughout the various phases of the Safe Speeds programme.

25.     Summaries of local submissions on changes proposed in Phase Three were provided to local boards in early May to inform their consideration of this topic.

26.     This report seeks feedback from the local board on the proposed speed limit changes within Phase Three of the Safe Speeds Programme. 

Tauākī whakaaweawe Māori

Māori impact statement

27.     Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsive to and inclusive of Māori.

28.     AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in Auckland to deliver effective and well-designed transport policy and solutions. AT also recognises mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website at https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

29.     Safe speeds make our roads safer for active road users, which encourages more people to walk, cycle and use public transport. Te Ora ō Tāmaki Makaurau is the well-being framework developed by the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri. Safer roads contribute to more people walking or cycling, which in turn supports this framework developed by Mana Whenua.

30.     Waka Kotahi’s 2021 study ‘He Pūrongo Whakahaumaru Huarahi Mō Ngā Iwi Māori – Māori Road Safety Outcomesprovides data demonstrating that Māori are disproportionately more likely to be hurt or killed on New Zealand roads. The Safe Speeds Programme is expected to result in significant positive impacts for Auckland’s Māori communities.

31.     Engagement with iwi at the AT northern, central and southern transport kaitiaki hui took place on the wider programme during 2021, and in early 2022 to introduce the Interim Speed Management Plan. Detailed engagement with individual rural marae as part of Phase Three commenced mid-2021 and is ongoing, with each marae typically requiring a tailored approach that takes into account localised safety issues.

32.     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 Phase Three.

Ngā ritenga ā-pūtea

Financial implications

33.     Although there are no specific financial implications arising from local boards providing feedback on the Safe Speeds Programme this programme has considerable financial implications.

34.     In 2017, the social cost of road harm in Auckland was about $1.1 billion.[2] These costs are paid by all Aucklanders. There is the cost of health care for those injured and - for some - lifetime rehabilitation and support. There is a cost to families, businesses and the region of those who can no longer live and work as they did before due to road deaths and serious injuries.

35.     Reducing the harm caused by road accidents impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs all of which are of direct financial benefit to the communities that local boards represent.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36.     Delays due to COVID-19 and lockdown in the Auckland Region have added complexity to both public consultation and implementation timelines. The following measures were undertaken to ensure a quality engagement process:

·    the consultation length was extended from four to five weeks

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

·    digital advertising spend was increased and included Mandarin language public webinars and social media advertising.

37.     Steps have also been taken to ensure flexibility in the implementation timeline.

Ngā koringa ā-muri

Next steps

38.     The new speed limits are proposed to come into force at the end of November 2022.

39.     The November 2022 date may need to be revised due to the impacts of COVID-19 and to take into account consultation feedback. Local boards will be kept up to date if any changes are made.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Phase 3 Speed Limit Changes

65

b

Safe Speeds Programme Public feedback on proposed speed limit changes March/April 2022 (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Annie Ferguson – Communications and Engagement, Auckland Transport

Ben Stallworthy – Elected Member Relationship Partner, Auckland Transport

Authorisers

Nathan Cammock – Programme Director, Auckland Transport

Louise Mason - General Manager Local Board Services

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

Table

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Hibiscus and Bays Local Board

19 May 2022

 

 

Draft Auckland Golf Investment Plan

File No.: CP2022/05800

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek tautoko / support for the draft Auckland Golf Investment Plan titled Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2.       To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3.       Staff recommend that the local board support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.  

4.       There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

·     increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

·     increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

·     best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

5.       If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6.       The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in mid-2022. Local board feedback will help inform their decision-making.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      tautoko / support the draft Auckland Golf Investment Plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report (Attachment A to the agenda report)

b)      tautoko / support the three policy objectives set in the draft Auckland Golf Investment Plan:

i)        increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

ii)       increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

iii)      best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

c)      tautoko / support the decision-making framework set in the draft Auckland Golf Investment Plan, in which future use of publicly owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes.

 

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7.       There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.[3]

8.       Public access to this land, other than to play golf, is limited which means that some Aucklanders are missing out.

9.       There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10.     This makes exclusive use of publicly owned land by a single sports code unsustainable.

The draft investment plan builds on community engagement, research and analysis

11.     Development of the draft plan involved community engagement, research and analysis.

12.     Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11 refers].

13.     The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14.     Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52 refers]:

·     a policy statement setting out the vision, investment principles and the scope of council’s investment

·     a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15.     A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16.     Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17.     An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18.     Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19.     The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.

 

 

 

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20.     Staff have developed a draft Auckland Golf Investment Plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21.     It proposes three policy objectives:

·     increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

·     increase equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

·     best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

22.     The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23.     The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24.     Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.[4]

25.     It focuses decision-making on how best to manage public assets to benefit all members of society.

26.     Alternate approaches, where council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27.     These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28.     In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93 refers].

29.     The draft plan is consistent with council policy on sport investment.[5] It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30.     A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31.     Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32.     Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

 

 

 

 

 

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

1

 

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

 

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

 

DELIVERS increased accountability and transparency

 

2

 

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

 

DELIVERS increased equity and sport and recreation participation rates

 

3

 

FROM asset-based investment in traditional mid-level (development) golf courses

Auckland golf courses meet the needs of a relatively narrow segment of population[6]

TO a broad golf service offering across the network that appeals to a wider group of people

Providing a broad range of golf experiences and pathways that attract and retain participants with services targeted at low participation groups

 

DELIVERS increased equity and golf participation rates

 

4

 

FROM variable environmental management of publicly owned golf land

Some golf courses are high users of water, fertilisers, pesticides and energy

 

TO best practice in ecosystem management and biodiversity conservation that meets clearly defined targets

A kaitiakitanga framework ensures publicly owned golf land is environmentally sustainable, energy neutral and carbon positive

 

DELIVERS increased natural and environmental benefits

 

 

33.     If the draft plan is adopted, these changes can be implemented as leases end, or by agreement with current leaseholders.

Decision-makers will consider a range of evidence and options before any future investment

34.     The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

35.     Decisions will be informed by an indicative business case with a full range of policy options assessed against the plan’s investment objectives and principles. This will help inform decisions that local boards make about golf leases.

36.     Development of the indicative business cases will commence three to five years prior to the end of a current lease for golf courses on publicly owned land. Eight of these leases end before 2028.

 

Figure 2: Proposed decision-making framework (see page 21 of Attachment A for a larger version)

Timeline

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Future investment decisions will involve the governing body and local boards

37.     If the golf investment plan is adopted, the governing body and local boards will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

38.     Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

39.     During the development of indicative business cases for individual publicly owned golf land, joint working groups can be set up to consider policy options and implementation requirements. This would ensure close collaboration between decision-makers.

There are some trade-offs associated with adopting the plan and the key shifts

40.     Key Shift 1 (a robust investment framework) means taking a consistent regional approach to future decision-making rather than making one-off decisions as current leases end. It also means that a full range of policy options will be considered as part of an indicative business case, rather than simply going through a new lease process.

41.     Implementation will require a joint approach involving the governing body and local boards, reflecting and adapting to changing decision-making allocated to local boards.

42.     Key Shift 2 (sport and recreation for all Aucklanders) means making space for other sport and recreation activities on publicly owned golf land.

43.     In most cases, it is anticipated that these activities can co-exist alongside golf on publicly owned land.

44.     Key Shift 3 (a broad golf service offering) could mean making changes to the types of services or facilities available. For example, a driving range and an introductory golf could be provided in place of an existing 18-hole golf course.

45.     Any such change would have varied support between new and experienced golfers.

46.     Key Shift 4 (sustainable environmental practices) means that all golf courses on publicly owned land will need to meet a minimum environmental benchmark.

47.     Six golf courses on publicly owned land would not currently meet this benchmark.

48.     Some of them are participating in a pilot run by Auckland Council’s Infrastructure and Environmental Services department to improve environmental practices, but decisions may need to be made as to whether additional council support is provided.

There are strengths and weaknesses to the plan

49.     There are strengths and weaknesses to the draft plan as well as some limitations and constraints (see Table 1).

50.     A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access to publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51.     Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52.     The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53.     Another weakness is that the draft plan does not specify any level of future council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.


 

Table 1: High-level analysis of the merits of the draft plan


 

 

We are engaging again with Aucklanders to get their views

54.     Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

55.     A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

·     Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,074 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas.

·     The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

56.     Consultation with the sport and recreation sector as well as golf clubs and leaseholders through a series of virtual meetings runs until 27 May 2022.

The views of Aucklanders in 2022 varied on the draft plan

57.     Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

·     51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal

·     59 per cent of Have Your Say respondents ‘don’t support’ the plan.

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

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Have Your Say: Overall opinion on the draft plan

Chart type: Pie. 'Field2' by 'Field1'

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People’s Panel

62% Support

19% Partially support

15% Don’t support

 

44% Support

30% Partially support

20% Don’t support

 

72% Support

16% Partially support

9% Don’t support

 

54% Support

24% Partially support

14% Don’t support

 

62% Support

20% Partially support

15% Don’t support

 

40% Support

32% Partially support

20% Don’t support

 

70% Support

18% Partially support

9% Don’t support

 

 

Policy Objective 1 (increasing public access)

 

Policy Objective 2 (a broad range of golf experiences)

 

Policy Objective 3 (ecosystem management and biodiversity)

 

Key Shift 1 (a robust investment framework)

 

Key Shift 2 (sport and recreation for all Aucklanders)

 


Key Shift 3 (a broad golf service offering)

 


Key Shift 4 (sustainable environmental practices)

 

Have Your Say

21% Support

19% Partially support

59% Don’t support

 

28% Support

32% Partially support

37% Don’t support

 

53% Support

21% Partially support

22% Don’t support

 

26% Support

24% Partially support

44% Don’t support

 

21% Support

16% Partially support

63% Don’t support

 

20% Support

24% Partially support

45% Don’t support

 

44% Support

20% Partially support

27% Don’t support

 

58.     There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

59.     On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

60.     Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

61.     They also welcome opportunities for new play spaces, walking, jogging and cycling paths.

The golf sector opposes the draft plan in its current form

62.     The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

63.     Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

64.     Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

65.     They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

66.     Staff will analyse all of the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

67.     Staff recommend that you support the adoption of this plan.

68.     There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework.

69.     If adopted, the plan will help increase Aucklander’s access to publicly owned land.

70.     It will also help increase equity and participation in sport and recreation, including golf.

71.     Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

72.     Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

73.     A kaitiakitanga framework will ensure golf courses employ best practice in ecosystem management and biodiversity conservation.

74.     If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

·     ecology

·     landscape and cultural heritage

·     energy consumption and waste reduction

·     water resource

·     climate change

·     pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

75.     Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

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

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

76.     Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

·     there is inequity for people living with disabilities

·     Asian and Pacific Aucklanders have lower sport and recreation participation rates

·     women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

77.     The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

78.     If the draft plan is adopted, the governing body and local board allocated decision-making responsibilities will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

79.     Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

80.     Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

81.     Staff held a local board member briefing on 4 April 2022, providing an overview of the draft plan and responded to questions.

82.     This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks formal views on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

83.     The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

·     Whanaungatanga /… Access to public facilities 

·     Rangatiratanga /…Māori are actively involved in decision-making and management of natural resources

·     Manaakitanga /… Access to clean parks and reserves

·     Wairuatanga /… Indigenous flora and fauna

·     Kaitiakitanga /…Māori are kaitiaki of the environment.

84.     Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

85.     There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

86.     If the draft plan is adopted, the costs of undertaking indicative business cases would be funded within existing department budget.

87.     The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

88.     Adoption of a plan for future council investment in golf manages risk as well as increasing transparency and accountability.

89.     If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

90.     The Parks, Arts, Community and Events Committee to consider adoption of the plan in mid- 2022. The agenda report will include local board feedback.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Where all Aucklanders benefit from publicly owned golf land

81

  

 

 

 

 

 

 

 

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Louise Mason - General Manager Local Board Services

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

Te Kete Rukuruku Tranche One - Adoption of Māori names and installation of bilingual signage

File No.: CP2022/04951

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt 21 te reo Māori park names and receive the associated narratives.

2.       To approve the installation of bilingual park signage in D’Oyly Reserve.

Whakarāpopototanga matua

Executive summary

3.       On 27 July 2018 the Hibiscus and Bays Local Board resolved to invite mana whenua to name parks selected by the chairperson and deputy chairperson as part of Te Kete Rukuruku, the Māori naming of parks and community places programme (HB/2018/123).

4.       The Māori name will be added to the existing park name resulting in a dual name for the site. The English name is not removed.

5.       A Hui Tuku Ingoa was held on 26 April 2022 where mana whenua presented 21 names to the local board.

6.       This report advises on the adoption of these names, provides information about the narratives that have been received and seeks approval for the installation of bilingual signage in D’Oyly Reserve.

7.       Communications to inform the stakeholders and communities about the naming of the parks will commence once the names have been adopted.

8.       Where reserves are classified under the Reserves Act 1977, gazettal of the dual park names will also occur once the names are adopted.

9.       D’Oyly Reserve is the preferred location for the installation of bilingual signage. A small whakarewatanga – community park launch can be organised to acknowledge and celebrate the adoption of these names and unveil the new signage at D’Oyly Reserve.

10.     Sites for naming in tranche two should now be considered.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      adopt the following 21 te reo Māori names for parks as dual names.

New Māori name

Existing Name

Address

Parāone

11 Parkside Drive

11 Parkside Drive

Whai-rahi

30 Beachwood Drive

30 Beachwood Drive

Mangō

45 Beachwood Drive

45 Beachwood Drive

Ngaro Ngahere Pūriri 

8 Puriri Boulevard

 8 Puriri Boulevard

Waiake

Aicken Reserve

948 Beach Road Torbay

Tangaroa

Beachwood Stormwater Pond

2 Beachwood Drive Hatfields

 Oo-korimako

Bellbird Rise Reserve

4 Bellbird Rise Murrays Bay

Whenua-roa

D'Oyly Reserve

63 Charlotte Street Stanmore Bay 

Whata-ika

Duck Creek Reserve

4 Duck Creek Rd Stillwater

Matuku moana

Fitzwilliam Drive Reserve

76 Fitzwilliam Drive Reserve          

Te Taha o Nukumea

Forest Glen Esplanade

R37 Forest Glen Orewa

Poa Taniwha

Huntly Road Reserve

8 Huntly Road Campbells Bay

Te Ara Pūriri

Kensington Drive Accessway

Kensington Drive Orewa

Te Hononga o Te Awa

Longmead Reserve

13 Mulgan Way Browns Bay

Kawerau

Metro Park - West

51R Butler Stoney Cres

Pārekareka

Montrose Terrace Reserve

13 Montrose Terrace

Manu Ōi

Portal Place

5 Portal Place   Murrays Bay    

Te Ngahere ki Mua

Roberta Crescent

46 Roberta Cres Orewa

Pārekareka

Sidmouth Street 

13 Sidmouth Street   

Uru-ora

Stredwick Reserve

70 Stredwick Drive Torbay

Te Kura Wahine

Willow Lane Duck Creek Rd Corner

Willow Lane Stillwater 

 

b)      receive the narratives that tell the story behind each of the names, as outlined in Attachment A to the agenda report.

c)      acknowledge that Auckland Council has agreed to enter into a mātauranga agreement that commits to upholding the correct use of the name and to use it only for purposes that have a community outreach or educational purpose (non-commercial use).

d)        authorise the gazettal of park names listed in Attachment A to the agenda report, for parks classified under the Reserves Act 1977, in accordance with section 16 (10) of the Reserves Act noting D’Oyly Reserve will be gazetted as Whenua-roa / D’Oyly Reserve.

e)        approve D’Oyly Reserve as the preferred location for the installation of bilingual signage.

 

Horopaki

Context

11.     Te Kete Rukuruku (TKR) is a culture and identity programme that collects and tells the unique Māori stories of Tāmaki Makaurau / Auckland. It is a partnership between Auckland Council and all 19 mana whenua groups that have interests across the region, led by mana whenua.

12.     The objectives of the programme are to:

·       build and strengthen relationships with mana whenua

·       celebrate the Māori identity which is Tāmaki Makaurau / Auckland’s unique identity in the world

·       enable te reo Māori to be seen, heard, spoken and learned in our daily lives.

13.     A key component of the programme is the reintroduction of ancestral and contemporary Māori names to the city’s parks and places.

14.     The adoption of dual or sole Māori names supports and delivers on multiple council policies and plans including:

a.   the Auckland Plan outlining council’s commitment to support te reo to flourish

b.   the council’s Long-term Plan 2021-2031 strategic priority of the promotion of te reo Māori

c.   the Māori Language Policy whose actions include increasing bilingual signage and dual naming.

15.     Mana whenua have the mātauranga and the mana for deciding on appropriate Māori names for the whenua and these names should not be subject to public debate. TKR process, as previously agreed with mana whenua and local boards, is that te reo Māori names are researched and provided by mana whenua and public feedback is not sought. In some cases, the Māori names have been attached to the park or area for hundreds of years, well prior to the English name being adopted.

16.     Once the names are adopted by the local board communication and public notification will commence.

17.     Māori names may be adopted as either dual names, where the existing English name is retained and nothing is taken away, or sole names where the existing English name is removed and replaced with a sole Māori name.

18.     As part of the process one bilingual exemplar park is identified within each tranche. Signage in this park will be reviewed and either upgraded or replaced to include both Māori and English text. Upon project completion, all signage within the selected park will be bilingual.

19.     Once the names are adopted signage will be replaced only when it is due for renewal, except for the bilingual exemplar park selected. Should the local board wish to upgrade signage sooner to reflect the new names, funding would be required from its Locally Driven Initiatives budget.

Gazettal

20.     The council as landowner can name parks and places by resolution through the exercise of its power of general competence under section 12 of the Local Government Act 2002. Local boards are the allocated decision-makers for the naming of local parks as resolved by the Governing Body 28 June 2018 resolution GB/2018/106.

21.     Where the land is vested in council and held as reserve under the Reserves Act, the council may name or change the name of a reserve by notice in the Gazette (s16(10) Reserves Act).

22.     As part of the TKR process any sites subject to the Reserves Act 1977 will be gazetted once the local board has adopted the names.

Background

23.     The rationale and benefits of the TKR programme, as well as the process for identifying and adopting names and narratives, were agreed by Hibiscus and Bays Local Board at its business meeting on 27 July 2018. (HB/2018/123).

24.     At this meeting the Hibiscus and Bays Local Board also resolved to invite mana whenua to name parks selected by the chairperson and deputy chairperson. Twenty-one sites were subsequently selected and were included in the local board’s annual work programme as tranche one.

25.     The Māori names were presented to the local board by mana whenua at a hui tuku ingoa on the 26 April 2022 and are now ready for adoption. The names along with a brief narrative outlining the meaning behind them is detailed in Attachment A to the agenda report.

 

Tātaritanga me ngā tohutohu

Analysis and advice

Name adoption

26.     TKR process, as endorsed by the local board, includes the commitment to honour the names presented at the hui tuku ingoa and to adopt them as received.

27.     No parks were identified for sole Māori naming in tranche one. It is recommended that the Hibiscus and Bays Local Board adopt the names as dual names where there is an existing English name.

28.     The local board may wish to consider sole Māori naming for parks where the current name is only an address, and it is clear no name has been previously adopted.

29.     The local board may also subsequently choose to remove an English name from a park and have a sole Māori name. Consultation with stakeholders and those with an interest in the park is at the local board’s discretion but is recommended if the board wishes to pursue this as an option.

30.     Montrose Terrace Reserve and Sidmouth Street form one contiguous site even though the site is recorded with two English names. Mana whenua have provided one name for this site.

Bilingual signage in D’Oyly Reserve

31.     In tranche one the local board was offered the opportunity to select one park where all signage will be upgraded to be fully bilingual. This signage is funded from Long-term Plan regional funding for Māori outcomes.

32.     At a workshop in May 2020 the local board confirmed its support for D’Oyly Reserve to receive this bilingual signage.

33.     The new signage will include:

·    dual language entrance signage, stating the te reo Māori and English names

·    bilingual wayfinding, information, and bylaw signage

·    a bilingual interpretative sign to tell the story behind the te reo Māori name.

34.     With a view to spending Aucklanders’ money wisely, existing signs will be reskinned, unless they are damaged or worn and need to be replaced. A signage audit is underway, and visuals will be provided to the local board prior to installation.

35.     D’Oyly Reserve is recorded in the council’s asset register as D’Oyly / Stanmore Bay Weir Reserve. Discussions with the Parks and Places Specialist indicate that the reserve is commonly known as D’Oyly Reserve. Currently there appears to be no signage on site using either name.

36.     A memo was sent on 2 May 2022 to the local board for feedback on the removal of Stanmore Bay Weir from this park name. Feedback received indicated the local board support the retention of D’Oyly Reserve as the English name. Upon adoption this reserve will be gazetted as Whenua-roa / D’Oyly Reserve and any new signage will reflect the gazetted name.

37.     Bilingual signage will visibly raise the profile of te reo Māori in the public domain. It will provide the opportunity to learn the story behind the name as well as making it easy for the public to familiarise themselves with and use te reo.

38.     If the local board does not approve the installation of bilingual signage at D’Oyly Reserve, it is probable that there will continue to be no signage identifying the reserve or the name. Capital funds would be required, either when another physical works project is planned or if the local board decides to allocate funding for signage from its Locally Driven Initiatives budget.

39.     For the reasons outlined above it is recommended that the local board approve the installation of bilingual signage in D’Oyly Reserve.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40.     There are no substantive climate change impacts relating to this matter.

41.     The inclusion of Māori names on signs, when adopted through the TKR programme, is planned to align with signage renewal projects. If renewal is not required existing signs may be re-skinned but in most cases the name is not updated until renewal occurs. This minimises environmental impacts and unnecessary wastage of resource.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42.     Te Kete Rukuruku delivers on Auckland Council’s Māori Language Policy and Kia Ora Te Reo, which is a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes) as the programme helps to reclaim Māori identity and our unique point of difference in the world.

43.     The programme aligns with the aspirations of the Independent Māori Statutory Board (IMSB), as articulated in the Schedule of Issues of Significance 2017, Māori Plan.

44.     This programme is a partnership programme with the naming and narratives being led by mana whenua. It seeks to bring rigour to the process of naming across the council group over time.

45.     The programme has also triggered the development of new bilingual signage templates that may be used across the organisation in the future.

46.     Community Facilities staff are responsible for renewal of existing signage and will incorporate the new dual name as and when signage is renewed.

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

Local impacts and local board views

47.     Through partnering with mana whenua on this project, it is envisaged that relationships between mana whenua and local boards will be strengthened.

48.     The programme’s recommendation of dual naming adds an additional name and narrative to each park, as opposed to taking anything away from the community. Dual language naming signage and bilingual signage help to enrich park user experience.

49.     The provision of Māori naming and bilingual signage in parks is aligned to the Hibiscus and Bays Local Board Plan 2020:

·    Outcome one: A connected community.

·    Objective: We have a strong relationship with Māori and embrace our Māori identity, heritage, and culture.

·    Key initiative: Increase the exposure of te reo Māori in our local board area through naming and signage opportunities.

50.     When the 21 names have been adopted and their narratives received Auckland Council is permitted to use them for community outreach and educational purposes. The names and narratives will not be used for commercial purposes.

 

Tauākī whakaaweawe Māori

Māori impact statement

51.     Te Kete Rukuruku continues to establish a best practice approach to Māori naming and the collection and sharing of stories.

52.     This project helps to increase Māori identity and belonging and is aligned with outcomes in the Auckland Plan.

53.     The project contributes towards outcomes from the Te Reo Māori Action Plan 2020-2023. The action plan brings to life the Māori Language Policy (2016) and describes actions to champion a bilingual city where te reo Māori is seen, heard, spoken, and learned.

54.     Adopting the Māori name and narrative for 21 parks will increase the visibility of te reo Māori in the local board area. It will safeguard the stories of mana whenua and help to ensure their survival.

55.     Mātauranga agreements are being developed to ensure that names and stories are protected by the council. It is important that the council upholds their correct use and uses them only for purposes that have a community outreach or educational purpose i.e. non-commercial uses.

56.     As a partnership programme, all aspects of providing names and narratives have been led by the mana whenua of Tāmaki Makaurau. This is appropriate as mana whenua are those with the mana in this area to carry the responsibility for Māori naming.

57.     There are a large number of resident mataawaka (Māori who live in Auckland but are not in a mana whenua group) who will have a great interest in these new names and narratives. This provides an opportunity to engage with mataawaka Māori organisations and invite them to embrace and help champion the names and narratives once the names are adopted.

Ngā ritenga ā-pūtea

Financial implications

58.     The Hibiscus and Bays Local Board carried forward $23,000 of its Locally Driven Initiatives funding for this programme into the current financial year. Tranche one includes 21 parks that will receive dual names within this financial year. To complete delivery of the names $8,000 is required. This funding provides a partial contribution to mana whenua for their time in supporting the process including research and ratification.

59.     The local board may choose to hold a small community event (whaka-rewa-tanga) to unveil the bilingual signage in D’Oyly Reserve and celebrate the adoption of the names. The local board should advise the TKR team if they wish to hold such an event so this can be organised in liaison with the Civic Events team. There is enough funding remaining to fund such an event.

60.     Considering all final costs and allowing for a whakarewatanga to be held in June, $13,000 savings are expected for tranche one.

61.     The local board allocated $21,000 for tranche two this financial year. Now that tranche one is complete work will commence on tranche two and this funding has been identified to be carried forward for this purpose in FY 2022/2023. No additional funding is required.

62.     Updated dual name signage for these parks will be delivered over time by Community Facilities teams within existing renewals programmes.

63.     Bilingual signage for D’Oyly Reserve is fully funded by Long-term Plan regional funding for Māori outcomes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. Several risks and issues were highlighted at the outset of this programme or added as the programme has progressed. These risks are carefully managed throughout the process and mitigated in a variety of ways as outlined in the table below:

Potential Risks

Mitigation

Multiple mana whenua having an interest in the parks, with differing views on naming.

Timeframes are extended when required to allow robust discussion amongst iwi. The approach of the programme has been to focus on a quality agreed outcome.

Extended delays in the adoption of Māori names, continuing the predominance of English only names and missing renewal opportunities.

Splitting the tranche to allow for adoption of names as they are finalised rather than waiting for completion of the entire tranche.

Potential negative public reaction to Māori names.

The existing English name can be retained with the Māori name being added. Communications once the Māori names are adopted to ensure a full understanding of the names and their meanings.

High costs of replacement signage.

Signage will be replaced as it comes up for renewal with the only exception being the bilingual signage at D’Oyly Reserve. Signage here will be reskinned if replacement is not warranted.

 

Ngā koringa ā-muri

Next steps

65.     Where land is vested in the council and held as a reserve under the Reserves Act the council may name or change the name of a reserve by notice in the Gazette. Where reserves are classified under the Reserves Act 1977, gazettal of the dual park names will occur once the names are adopted.

66.     The names will be entered into the council’s website, GIS and SAP systems as soon as possible after adoption.

67.     Upon Hibiscus and Bays Local Board’s formal adoption, the process for installation of bilingual signs at D’Oyly Reserve will commence, with anticipated delivery in June 2022.

68.     Community Facilities teams will be advised of the adopted names so any signage being renewed will include the new Māori name.

69.     If requested by the local board a small community event (whaka-rewa-tanga) can be organised in D’Oyly Reserve to unveil the new signage and celebrate the adoption of the names. This will be organised by the Civic Events team in liaison with TKR, mana whenua and Local Board Services.

70.     Staff will organise a workshop to discuss potential sites for inclusion in tranche two for naming.

Communications approach

71.     The council’s communications staff will work with the local board and mana whenua, with support from the TKR programme team, to develop and implement a communication plan specific to the Hibiscus and Bays Local Board.

72.     Local board communication channels will be used to get messages out, including Facebook pages and e-newsletters. The local communication team will also work with local boards to develop media opportunities with board members to share the messages with their networks.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Tranche One Names List for Adoption

115

     

Ngā kaihaina

Signatories

Author

Dawn Bardsley - Te Kete Rukuruku Naming Lead

Authorisers

Anahera Higgins - Maori Outcomes Delivery Manager - Kia Ora Te Reo

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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Five new public roads at Kowhai Road, Millwater

File No.: CP2022/05468

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Hibiscus and Bays Local Board to name five new public roads created by way of subdivision development at Kowhai Road, Millwater.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names.  These guidelines state that where a new road needs to be named as a result of a subdivision or development the applicant shall be given the opportunity of suggesting their preferred new road names for the local board’s approval.  These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region.

3.       The applicant has proposed the following names for the consideration of the local board:

Preferred Name

Alternative

Road 1 – Skulander Crescent                      

Streambank Crescent, Streamside Crescent

Road 2 – Pekanga Road

Branch Road, Streambank Road

Road 3 – Kaupeka Road

Branch Road, Streambank Road

Road 4 – Tauhere Road

Branch Road, Boscage Road

Road 5 – No road 5

 

Road 6 – Dulcie Way

Limb Place, Twig Place

 

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.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve names as follows for the five public roads for the subdivision being undertaken by WFH Properties Limited at Kowhai Road, Millwater in accordance with section 319(1)(j) of the Local Government Act 1974.

i)        Skulander Crescent         (Road 1)

ii)       Pekanga Road                 (Road 2)

iii)      Kaupeka Road                 (Road 3)

iv)      Tauhere Road                 (Road 4)

v)      Dulcie Way                      (Road 6)

Horopaki

Context

5.       The multi-lot subdivision, (Council Ref SUB60305557), now completed, was approved on 12 March 2019.

6.       Site and location plans of the subdivision can be found in Attachments A & B to the agenda report.

7.       In accordance with the Standards, all public roads and all private roads serving more than five lots require a name in order to ensure safe, logical and efficient street numbering.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       Auckland Council Road Naming Guidelines (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

9.       The guidelines provide for road names to reflect one of the following local themes with the use of Maori names being actively encouraged:

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

·   a particular landscape, environmental or biodiversity theme or feature

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

10.     The applicant has chosen names that they consider appropriate for the locality. In this regard the names and their relevance are detailed in the table below:

Proposed name

Meaning (as described by applicant)

Skulander Crescent

The Skulanders lived in this area from the early 1900’s. Thomas Skulander managed the Wade Lime Works.  The family were involved in the Board of Education petition to add another school to the area due to it being such a long walk to the Wade.

Pekanga Road (Supported by Ngati Manuhiri Charitable Trust)

In Māori means to branch off, side or branch road. Branches off the existing Kowhai Road.  This creates a theme around the native bush in the area as the road appears to branch out like a Kowhai tree when viewing north south.

Kaupeka Road (Supported by Ngati Manuhiri Charitable Trust)

In Māori means to branch out, spread – also branches off the existing Kowhai Road.

Tauhere Road (Supported by Ngati Manuhiri Charitable Trust)

In Māori means to link, connection, linkage – this is a key road as it bridges two parts of the development over the stream or northern tributaries of the Orewa River.

Dulcie Way

Dulcie Skulander was the daughter of Thomas (see above) and was a prominent female figure in the area, successfully passing her top exams at school and then taking up work at the local Orewa House.

Streambank Crescent/Road

No meaning / no background given

Streamside Crescent

No meaning / no background given

Branch Road

No meaning / no background given

Twig Place

No meaning / no background given

Limb Place

No meaning / no background given

Boscage Road

Mass of trees or shrubs, wood, grove or thicket.

 

11.     The proposed name options 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.

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

13.     The road types ‘Road, Crescent, Way and Place are acceptable road types for the new roads.

14.     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

15.     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

16.     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

17.     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

18.     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.

19.     On 31 March 2022 mana whenua were contacted by council on behalf of WFH Properties Limited through the Resource Consent Unit’s central facilitation process as set out in the Guidelines. Representatives of the following groups with a general interest in the area were contacted:

·    Te Rūnanga o Ngāti Whātua

·    Ngāti Whātua o Kaipara

·    Ngāti Whātua Ōrākei

·    Ngāi Tai Ki Tāmaki

·    Te Kawerau ā Maki

·    Te Ākitai Waiohua

·    Ngāti Te Ata Waiohua

·    Ngāti Paoa Trust Board

·    Ngati Paoa Iwi Trust

·    Ngāti Maru

·    Ngāti Whanaunga

·    Ngāti Manuhiri

·    Ngāti Wai

·    Te Patukirikiri

20.     Prior to making the application the Applicant consulted directly with the Ngāti Manuhiri Charitable Trust who supported the names Pekanga Road, Kaupeka Road and Tauhere Road.

21.     By the close of the Councils mana whenua consultation period, including with the Ngāti Manuhiri Charitable Trust, no further responses had been received. 

22.     The level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

26.     Approved road names are notified to Land Information New Zealand which records them on its New Zealand wide land information database which includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Millwater Final Stage Scheme Plan

123

b

Millwater Final Stage Locality Plan

125

     

Ngā kaihaina

Signatories

Author

Bruce Angove, Subdivision Advisor, Orewa

Authorisers

David Snowden - Team Leader Subdivisions, Northern Resource Consenting and Compliance

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

Members' Reports

File No.: CP2022/04802

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for members to update the Hibiscus and Bays Local Board on matters they have been involved in over the last month.

Whakarāpopototanga matua

Executive summary

2.       An opportunity for members of the Hibiscus and Bays Local Board to provide a report on their activities for the month.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the reports from deputy chairperson V Short and local board members A Dunn, J Fitzgerald and A Poppelbaum.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Member Report - V Short

129

b

Member Report - A Dunn

131

c

Member Report - J Fitzgerald

133

d

Member Report - A Popplebaum

135

     

Ngā kaihaina

Signatories

Author

Charlie Inggs - Democracy Advisor

Authoriser

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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Hibiscus and Bays Local Board

19 May 2022

 

 

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19 May 2022

 

 

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19 May 2022

 

 

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Governance forward work calendar

File No.: CP2022/04803

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Hibiscus and Bays Local Board with a governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       This report contains the governance forward work calendar, a schedule of items that will come before the Hibiscus and Bays Local Board over the coming months until the end of the electoral term. The governance forward work calendar for the local board is included in Attachment A to the agenda report.

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

·    ensuring advice on agendas and workshop material is driven by local board priorities

·    clarifying what advice is required

·    clarifying the rationale for reports.

4.       The calendar will be updated every month. Each update will be reported back to business meetings. It is recognised that at times items will arise that are not programmed.  Local board members are welcome to discuss changes to the calendar.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      note the governance forward work calendar.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance forward work calendar

139

     

Ngā kaihaina

Signatories

Author

Charlie Inggs - Democracy Advisor

Authoriser

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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19 May 2022

 

 

Hibiscus and Bays Local Board workshop records

File No.: CP2022/06490

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       Attached are the Hibiscus and Bays Local Board workshop records for April 2022.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      note the workshop records for April 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Workshop  Records - April 2022

143

     

Ngā kaihaina

Signatories

Author

Charlie Inggs - Democracy Advisor

Authoriser

Lesley Jenkins - Local Area Manager

 

 


Hibiscus and Bays Local Board

19 May 2022

 

 

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[1] Annual figures for the 18-month period 30 June 2020 to 31 December 2021, when compared to the prior five-year baseline period.

[2] https://www.transport.govt.nz/statistics-and-insights/safety-annual-statistics/sheet/social-cost-of-road-crashes

[3] MartinJenkins (2018). Cost-Benefit Analysis: Publicly-owned Auckland Golf Courses

[4] M. Moore (1995). Creating Public Value: Strategic Management in Government

[5] This is an important consideration in the context of section 80 of the Local Government Act 2002: Identification of inconsistent decisions

[6] O’Connor Sinclair (2013). Auckland Golf Facility Strategy