I hereby give notice that an ordinary meeting of the Waitākere Ranges Local Board will be held on:

 

Date:

Time:

Venue:

 

Thursday, 26 May 2022

4.00pm

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

 

Waitākere Ranges Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Saffron Toms

 

Deputy Chairperson

Greg Presland

 

Members

Mark Allen

 

 

Michelle Clayton

 

 

Sandra Coney, QSO

 

 

Ken Turner

 

 

(Quorum 3 members)

 

 

 

Jenny Bramley

Democracy Advisor

 

20 May 2022

 

Contact Telephone: 021 734 927

Email: Jenny.bramley@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Waitākere Ranges Local Board

26 May 2022

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               6

5          Leave of Absence                                                                                                          7

6          Acknowledgements                                                                                                       7

7          Petitions                                                                                                                          7

8          Deputations                                                                                                                    7

8.1     Deputation: Kowhai Reserve Pump Track representatives                            7

8.2     Deputation: Golf New Zealand - draft Auckland Golf Investment Plan          8

9          Public Forum                                                                                                                  8

10        Extraordinary Business                                                                                                8

11        Waitākere Ward Councillors' Update                                                                        11

12        Endorsing Business Improvement District (BID) target rates for 2022/2023       13

13        Waitākere Ranges Local and Multi-Board Round Two 2021/2022 grant allocations    21

14        Waitākere Ranges Local Board Grants Programme 2022/2023                           263

15        New road name in the Tessa Properties Limited subdivision for 4A Claywest Place, Glen Eden                                                                                                                                     273

16        Urgent Decision - Reallocation of funding - Piha Returned Services Association ANZAC Day commemorations                                                                                                       281

17        Submission on Te mahere urutaunga ā-motu (tuhinga hukihuki): Draft National Adaptation Plan                                                                                                                              289

18        Waitākere Ranges Toilet Provision Assessment 2022                                          317

19        Waitākere Ranges Drinking Fountain Provision Assessment 2022                    351

20        Accessible Design within Parks in Waitākere Ranges                                          371

21        Community Facilities Network Plan revised Action Plan (2022)                          381

22        Local board feedback on Auckland Transport's proposed speed limit changes 411

23        Draft Auckland golf investment plan                                                                       623

24        Auckland Council’s Quarterly Performance Report: Waitākere Ranges Local Board for quarter three 2021/2022                                                                                                          663

25        Chair's Report - Saffron Toms                                                                                 711

26        Workshop Records                                                                                                    713

27        Governance Forward Work Programme                                                                 715

28        Consideration of Extraordinary Items

 


1          Welcome

 

Chairperson Saffron Toms opened the meeting and welcomed those present in person and online.

 

2          Apologies

 

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

 

3          Declaration of Interest

 

Members were 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.

Specifically, members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Waitākere Ranges Local Board:

Board Member

Organisation/Position

Mark Allen

·         Community Waitākere – Executive Officer

·         Bethells Valley Fire – Senior Fire Fighter

·         Waitākere Licensing Trust – Trustee

Michelle Clayton

·         Glen Eden Community House – Treasurer

·         Glen Eden Residents’ Association – Member

·         Waitākere Community Organisation Grants Scheme (COGS) – Committee Member

·         The Personal Advocacy and Safeguarding Adults Trust – Trustee

·         Glen Eden Returned Services Association (RSA) – Member

·         Glen Eden Railway Trust – Member

·         Te Wahi Ora Charitable Trust - Trustee

Sandra Coney

·         Cartwright Collective – Member

·         Women’s Health Action Trust – Patron

·         New Zealand Society of Genealogists – Member

·         New Zealand Military Defence Society – Member

·         Pest Free Piha – Partner is the Coordinator

·         Piha Tennis Club – Patron and Partner is the President

·         Piha Wetland Trust – Partner is a Trustee

·         Waitākere Ranges Pest Free Alliance – Partner is the Co-Chair of this group

·         Waitematā District Health Board – Elected Member & Chair of Hospital Advisory Committee

 


 

 

Board Member

Organisation/Position

Greg Presland

·         Whau Coastal Walkway Environmental Trust – Trustee

·         Combined Youth Services Trust – Trustee

·         Glen Eden Bid – Member

·         Titirangi Ratepayers and Residents Association – Member

·         Waitākere Ranges Protection Society - Member

·         Titirangi RSA - Member

Saffron Toms

·         Titirangi Community House – Secretary

·         Huia-Cornwallis Residents and Ratepayers Association – Committee Member

Ken Turner

·         Huia-Cornwallis Residents and Ratepayers Association – Committee Member

 

Member appointments

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

External community group or organisation

Lead

Alternate

Aircraft Noise Community Consultative Group

Mark Allen

Saffron Toms

Ark in the Park

Mark Allen

Sandra Coney

Friends of Arataki and Waitākere Regional Parkland Incorporated

Michelle Clayton

Sandra Coney

Glen Eden Business Improvement District (Glen Eden Business Association)

Michelle Clayton

Greg Presland

Glen Eden Playhouse Theatre Trust

Ken Turner

Mark Allen

Te Uru Waitākere Contemporary Gallery

Mark Allen

Saffron Toms and Sandra Coney

The Rural Advisory Panel

Ken Turner

Saffron Toms

.

 

4          Confirmation of Minutes

 

That the Waitākere Ranges Local Board:

a)         confirm the minutes of its ordinary meeting, held on Thursday, 28 April 2022, and the minutes of its extraordinary meeting, held on Thursday, 12 May 2022, as true and correct.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

8.1       Deputation: Kowhai Reserve Pump Track representatives

Te take mō te pūrongo

Purpose of the report

1.       To receive a deputation from Daniel Stuart and Davian Lorson representing Kowhai Reserve Pump Track.

Whakarāpopototanga matua

Executive summary

2.       Daniel Stuart and Davian Lorson, who are frequent users of the Kowhai Reserve Pump Track, will be in attendance to present to the Board aiming to secure land-owner approval to allow a digger on-site at the Kowhai Reserve Pump Track to assist with upgrades and additions to the existing track. The representatives would also like to speak to the board about a process to help source fill/dirt that could be deposited at the track as well as seeking advice on any funding options that may be available to assist making track improvements.

3.       Volunteers from the local community, supported by the Auckland Mountain Bike Club, have worked together to develop and maintain the pump/jump bike track at Kowhai reserve, Glen Eden on and off since 2015. https://www.facebook.com/kowhaireserve

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      receive the deputation from Kowhai Reserve Pump Track representatives and thank Daniel Stuart and Davian Lorson for their attendance.

 

 


 

 

8.2       Deputation: Golf New Zealand - draft Auckland Golf Investment Plan

Te take mō te pūrongo

Purpose of the report

1.       Hana-Rae Seifert, Legal Counsel and Thiem Nguyen, General Manger – Golf and Community will be in attendance to present to the Waitākere Ranges Local Board their concerns regarding the draft Auckland Golf Investment Plan.

Whakarāpopototanga matua

Executive summary

2.       Golf New Zealand requests that the Local Board support the restart of the process to build a draft Auckland Golf Investment Plan from a place of accuracy, fairness and sufficient collaboration.

3.         Golf New Zealand is the leadership body for Golf in New Zealand. Many people in the Waitākere Ranges local board area have their lives enriched through golf. The organisation works with golf courses across Auckland. Therefore, they believe that the draft Auckland Golf Investment Plan may have significant impacts on the Waitākere Ranges community.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      receive the presentation on draft Auckland Golf Investment Plan and thank Hana-Rae Seifert, and Thiem Nguyen for their attendance.

 

Attachments

a          26 May 2022, Waitākere Ranges Local Board; Deputation: Golf New Zealand memo and infographic.................................................................... 721

 

 

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.”


Waitākere Ranges Local Board

26 May 2022

 

 

Waitākere Ward Councillors' Update

File No.: CP2022/02184

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive an update from Waitākere Ward Councillors’ Linda Cooper and Shane Henderson.

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

 

Ngā tūtohunga                                       

Recommendation/s

That the Waitākere Ranges Local Board:

a)      thank Waitākere Ward Councillors’ Linda Cooper and Shane Henderson for their verbal update.

 

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Author

Jenny Bramley - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

Endorsing Business Improvement District (BID) target rates for 2022/2023

File No.: CP2022/00324

 

  

 

Te take mō te pūrongo

Purpose of the report

1.      To recommend to the Governing Body the setting of the targeted rates for the Glen Eden Business Improvement District (BID) programme for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

2.       Business Improvement Districts (BIDs) 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 Glen Eden Business Association, by collecting a targeted rate from business rated properties within a defined geographic area. The funds from the targeted rate are then provided by way of a BID target rate 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 BID programmes. One of these is to annually recommend BID targeted rate grants 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 association’s BID strategic priorities.

6.       Glen Eden Business Association members approved a BID grant sum of $95,000 for 2022/2023. This figure is an increase of 3.3 per cent ($3,080) from the current financial year.

7.       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.

8.       For the council to be confident that the funds provided to the BID-operating business associations are being used appropriately, the council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi), known as the BID Policy. 

9.       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.

10.     Staff are satisfied the Glen Eden Business Association sufficiently complies with the BID Policy.

11.     Staff propose the Waitākere Ranges Local Board receives this report and recommends to the Governing Body the striking (setting) of the BID targeted rate sought by Glen Eden as part of the council’s Annual Budget 2022/2023 decision-making.

12.     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 Glen Eden Business Association to implement programmes that contribute to Outcome 1: The Waitakere Ranges Heritage Area is protected and enhanced, and connections with surrounding communities are strengthened, thereby supporting the aspirations of the Waitākere Ranges Local Board Plan 2020.

13.     The Waitākere Ranges BID programme, managed by the BID-operating business association, will continue to play an important role in supporting their members facing two global challenges. A BID programme can support local businesses to mitigate some of the flow-on effects from the COVID 19 pandemic through business resilience and recovery initiatives. A BID programme can also facilitate opportunities that address the climate change emergency, with a focus on sustainability.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      recommends to the Governing Body the setting of the targeted rate for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District (BID) programme:

i)        $95,000 for Glen Eden Business Association.

 

Horopaki

Context

BID programmes promote economic well-being and collaboration with the council

14.     Tāmaki Makaurau is projected to include approximately 660,000 (SOURCE: Auckland Council Growth Model 2021-2051 (“i11v6”) more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and business precincts.

15.     Business Improvement Districts (BIDs) 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, promote innovation and attract new businesses and customers.

16.     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.

17.     BID programmes provide the opportunity for the council group to work with business associations to seize on the opportunities from Auckland’s growth. 

18.     BID programmes encourage collaboration to achieve greater 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

19.     The economy continues to be impacted by the flow-on effects from the COVID-19 pandemic, affecting both retail-based town centres and commercial precincts.

20.     BID-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

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

22.     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 targeted rate grant to the relevant business association.

23.     This revenue is paid to the business association 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 rate grant

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

25.     The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating and disestablishing BID programmes; 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 generated

The business association sets the BID targeted rate grant amount to deliver its work programme

26.       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 grant amount, the association’s board must consider what the local business and property owners can afford.

27.     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.

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

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

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

30.     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 rates 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.

31.     The Waitākere Ranges Local Board approved a similar recommendation for the BID programme last year (resolution number WTK/2021/58), as did 17 other local boards that have BID programmes operating in their rohe.

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

32.     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.

33.     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

34.     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 business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Glen Eden Business Association complies with the BID Policy

35.     Staff are satisfied that Glen Eden Business Association has sufficiently met the requirements of the BID Policy.

36.     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 – detailed one-year programme, based on the strategic plan, to be resourced and achieved.

·   Indicative budget for the following year – Auckland Council’s Annual Budget 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 – the provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID grant amount for the 2022/2023 financial year.

 

37.     In addition, BID-operating business associations are required to inform the council staff of progress with other compliance requirements, including:

·   Incorporated Society registration – a current registration of the business association along with all required documents up to date.

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

 

38.     The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council, as summarised in the table below.

 

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

 

Requirement

Financial Year 2020/2021

 

A picture containing fruit, food

Description automatically generated

Strategic Plan*

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

Audited financials

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

Annual Report

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

Business Plan

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

Indicative budget

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

Board Charter

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

Annual Accountability Agreement

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

Annual meeting w/ local board

 7 April 2022

Programme Agreement

Tick, Mark, Ok, Perfect, Check, Done, Sign, Good, Greenvalid to 2023

Incorporated society registration

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

2020 AGM minutes (provisional)

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

Resolving problems or issues

Nothing to record

 

39.     As Glen Eden Business Association has sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the setting of the targeted rate.

 

Glen Eden Business Association retains the same BID grant amount for 2021/2022

40.     As shown in Table 2 below:

·    Glen Eden’s BID targeted rate for 2022/2023 - $95,000 – is an increase of 3.3 per cent ($3,080) from the current financial year.

 


 

Table 2: BID targeted rates comparison: 2022/2023 c.f. 2021/2022

 

 

   BID

 

2022/2023

 

2021/2022

 

Increase / %

 

 

 

A picture containing fruit, food

Description automatically generated

 

 

$95,000

 

 

 

$91,920

 

 

+ 3.3% ($3,080)

LAST INCREASED: 2021/2022

 

41.     Of Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates for 2022/2023 with the percentage increase ranging from between 1.6 per cent to 10 per cent. 

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

43.    From running carbon-reducing ‘shop local’ campaigns to promoting online channels and championing waste reduction and recovery programmes, there are many examples of BID programmes leading the local business sector’s response to the climate change emergency.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44.    Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including CCOs, on those policies, plans, programmes and projects that impact them.

45.    The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events and sustainability programmes.

46.    The BID-operating business associations also work constructively with both Panuku and Auckland Transport on often controversial proposals and projects.

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

Local impacts and local board views

47.     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 alternates) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

Visions, plans aligned

48.     The BID-operating business association and local board share an interest in the local rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.


 

49.     Glen Eden BID programme tangibly support the vision and aspirations of the Waitākere Ranges Local Board Plan 2020, best expressed in Outcome 1: The Waitakere Ranges Heritage Area is protected and enhanced, and connections with surrounding communities are strengthened.

Local rohe, local benefit, local funding

50.     Recommending that the Governing Body sets the targeted rates for Glen Eden Business Association means that the BID programme will continue to be funded from targeted rates on commercial properties within its current rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plan.

51.     Waitākere Ranges Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and each 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

52.    Māori make up more than 12.7 per cent of the population living in the Waitākere Ranges Local Board area, compared to 11.5 per cent of Auckland (SOURCE: 2018 CENSUS)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

53.    There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in their 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.

54.    The BID 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.  This cost may be harder to meet at a time when businesses continue to be financially impacted by the flow-on effects of the COVID-19 lockdown restrictions. 

55.    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

56.    There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rates for this business association.

57.    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.

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

59.    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.

60.    Economic disruption created by the flow-on effects of COVID-19 lockdowns will continue to be felt, in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses.

Ngā koringa ā-muri

Next steps

61.    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 2022/2023.

62.    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 to the Glen Eden Business Association. This enables each BID to implement programmes that improve their local business environment and support businesses as they recover from the flow-on effects from the COVID 19 lockdowns and help address the climate change emergency through sustainability initiatives.

 

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

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

Waitākere Ranges Local and Multi-Board Round Two 2021/2022 grant allocations

File No.: CP2022/00985

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To fund, part-fund or decline applications received for Waitākere Ranges Local and Multi-Board Grants Round Two 2021/2022.

Whakarāpopototanga matua

Executive summary

2.       The Waitākere Ranges Local Board adopted the Waitākere Ranges Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

3.       This report presents applications received in the Waitākere Ranges Local Board Grants Round Two 2021/2022 (Attachment B) and Multi-Board Grants Round Two 2021/2022 (Attachments C).

4.       The Waitākere Ranges Local Board has set a total community grants budget $81,889.00 for the 2021/2022 financial year. An additional $16,420.00 was allocated to the community grants budget, increasing it to $98,309.00.

5.       A total of $21,520.00 was allocated to Local Grant Round One, $8,000.00 to Multi-Board Round One, and $13,562.05 to Quick Response Round One. This leaves $55,226.95 remaining to be spent.

6.       Twelve applications were received for Waitākere Ranges Local Board Grants Round Two, requesting $74,735.06. Seventeen applications were received for Multi-Board Grants Round Two 2021/2022, requesting $79,192.10.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      agree to fund, part-fund, or decline each application in the Waitākere Ranges Local Board Grants Round Two 2021/2022, listed in the following table:

Application ID

Organisation

Requesting funding for

Amount requested

LG2219-201

Act One Productions

Towards venue hire of Lopdell House and marketing of the Christmas show 'The Runaway Reindeer' from November 2022 and December 2022

$3,897.50

LG2219-202

Paulina Godoy

Towards venue hire of community centres to run Cabbage Mami Coaching (August 2022 - December 2022)

$1,000.00

LG2219-203

Manawaka Ao

Towards artist fees and materials to run two workshops online (March 2022 - April 2022)

$1,000.00

LG2219-204

The Upside Downs Education Trust

Towards one-year subsidised costs of fortnightly speech and language therapy for eight children in various homes and schools in the Waitakere Ranges local board area from June 2022 to May 2023

$6,500.00

LG2219-205

Glen Eden Community & Recreational Centre

Towards privacy film and window treatment at the Glen Eden Community Recreational Centre (June 2022 - September 2022)

$9,130.14

LG2219-206

Playhouse Theatre Incorporated

Towards venue hire of Playhouse Theatre for the theatre production of Peter Pan Junior in June 2022

$5,548.00

LG2219-209

Youthline Auckland Charitable Trust

Towards training and managing the Youthline Helpline volunteers in Waitakere Ranges (June 2022 - December 2022)

$5,000.00

LG2219-212

Wayne Mackenzie

under the umbrella of The Laingholm & District Citizens Association 1998 Inc

Towards cost of printed local history books of the Laingholm and Parau districts (project duration July 2022 to April 2023)

$5,000.00

LG2219-214

Piha Bowling Club

Towards project between June 2022 and July 2022 of the construction and installation of the new honours board at the Piha Bowling Club

$1,937.22

LG2219-215

Greater Glen Eden

Towards morning tea and Christmas hampers for the elderly in Glen Eden Villages - Westview and Harmony (November 2022 - December 2022)

$3,000.00

LG2219-216

Raukatauri Music Therapy Trust

Towards room rental and travel costs to Titirangi Community House to deliver music therapy sessions (June 2022 - May 2023)

$6,158.00

LG2219-217

New Zealand Bird Rescue Charitable Trust (t/a BirdCare Aotearoa)

Towards the delivery of a catastrophic weather event impacting wildlife tabletop exercise at the Trust Arena (June 2022 - September 2022)

$26,564.20

 

 

 

 

Total

 

 

$74,735.06

 

b)      agree to fund, part fund, or decline each application in the Waitākere Ranges Multi-Board Grants Round Two 2021/2022, listed in the following table:

Application ID

Organisation

Requesting funding for

Amount requested

MB2022-202

Re-Creators Charitable Trust

Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland (June 2022 - March 2023)

$5,696.00

MB2022-204

The Auckland Association Incorporated

Towards ongoing operating expenses for facilitating softball leagues and tournaments in the Auckland Region from July 2022 to December 2022

$3,000.00

MB2022-206

Waitākere Adult Literacy Inc.

Towards rent and tutor wages to carry out literacy and numeracy programmes at Great North Road New Lynn (June 2022 - December 2023)

$3,000.00

MB2022-220

Bellyful New Zealand Trust

Towards meal production, volunteer support, and delivery costs in Auckland (June 2022 - December 2023)

$3,000.00

MB2022-221

Kiwi Harvest Ltd

Towards the operating costs of the food rescue project in Highbrook from June 2022 to June 2023

$5,000.00

MB2022-225

Outline Aotearoa Incorporated

Towards cost of the peer support service programme`s volunteer training, clinical supervision, advertising, stationery, insurance and information technology service

$1,500.00

MB2022-226

Social Enterprise Auckland/ Impact Hub Auckland

Towards business events with a focus on equity and climate from June 2022 to June 2023

$4,445.00

MB2022-230

Recreate NZ

Towards volunteer expenses, youth facilitators, and activities to run 'Urban Youth' in Auckland (June 2022 - April 2023)

$2,800.00

MB2022-232

Garden to Table Trust

Towards the salary, mileage, and home office costs of three regional coordinators of the "Garden to Table Food Education Programme"

$4,000.00

MB2022-236

Big Buddy Mentoring Trust

Towards operational costs (such as wages, rent, transport, equipment) to recruit volunteer mentors for young boys with no father in their lives in Auckland (September 2022 - September 2023)

$10,000.00

MB2022-237

Pet Refuge New Zealand Charitable Trust

Towards administration costs for the Pet Refuge shelter in Rosedale Auckland (June 2022 - December 2022)

$2,000.00

MB2022-238

Zeal Education Trust - Waitakere

Towards youth worker wages and resources for Zeal Nights in west Auckland (July 2022 - June 2023)

$3,900.00

MB2022-239

The Operating Theatre Trust t/a Tim Bray Theatre Company

Towards Gift a Seat funding for 2,700 children to attend The Whale Rider in their local area for free (September 2022 - December 2022)

$9,131.50

MB2022-241

Crescendo Trust of Aotearoa

Towards programme costs to deliver Mahi Waiata (The Gig) at Crescendo Studio in August 2022 (June 2022 - May 2023)

$5,886.27

MB2022-245

Sport Waitakere Trust

Towards developing ethnic leaders project in Henderson from September 2022 to August 2023

$4,333.33

MB2022-248

KidsCan Charitable Trust

Towards items to deliver the KidsCan programme in schools and early childhood centres in Auckland (June 2022 - December 2022)

$10,000.00

MB2022-256

PHAB Association (Auckland) Incorporated

Towards Covid Recovery - Supporting Well Being and Resilience in Sandringham, St Lukes, Mt Roskill, New Lynn, Henderson, Te Atatu, Waitakere and Royal Oak

$1,500.00

 

 

 

 

Total

 

 

$79,192.10

 

Horopaki

Context

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

8.       The local board grants programme sets out:

·   local board priorities

·   lower priorities for funding

·   exclusions

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

·   any additional accountability requirements.

9.       The Waitākere Ranges Local Board adopted the Waitākere Ranges Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

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

Tātaritanga me ngā tohutohu

Analysis and advice

11.     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. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12.     The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

13.     Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts.

14.     Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

17.     Local boards are responsible for the decision-making and allocation of local board community grants. The Waitākere Ranges Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

18.     The Board is requested to note that section 50 of the Community Grants Policy states:
“We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

19.     A summary of each application received through 2021/2022 Waitākere Ranges Local and Multi-Board Grants Round Two is provided in Attachments B and C.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21.     The Waitākere Ranges Local Board adopted the Waitākere Ranges Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

22.     This report presents applications received in the Waitākere Ranges Local Board Grants Round Two 2021/2022 (Attachment B) and Multi-Board Grants Round Two 2021/2022 (Attachments C).

23.     The Waitākere Ranges Local Board has set a total community grants budget $81,889.00 for the 2021/2022 financial year. An additional $16,420.00 was allocated to the community grants budget, increasing it to $98,309.00.

24.     A total of $21,520.00 was allocated to Local Grant Round One, $8,000.00 to Multi-Board Round One, and $13,562.05 to Quick Response Round One. This leaves $55,226.95 remaining to be spent.

25.     Twelve applications were received for Waitākere Ranges Local Board Grants Round Two, requesting $74,735.06. Seventeen applications were received for Multi-Board Grants Round Two 2021/2022, requesting $79,192.10.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27.     Following the Waitākere Ranges Local Board allocating funding for this round, grants staff will notify the applicants of the local board’s decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waitākere Ranges Local Board Grant Programme 2021/2022

25

b

2021/2022 Waitākere Ranges Local Grants, Round Two Application Summary

29

c

2021/2022 Multi-board Local Grants Round Two Application Summary

97

     

Ngā kaihaina

Signatories

Author

Rikka Barbosa - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Waitākere Ranges Local Board Grants Programme 2022/2023

File No.: CP2022/04873

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Waitākere Ranges Local Board Grants Programme 2022/2023.

Whakarāpopototanga matua

Executive summary

2.       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.

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

4.       This report presents the Waitākere Ranges Local Board Grants Programme 2022/2023 for adoption (Attachment A).

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      adopt the Waitākere Ranges Local Board Grants Programme 2022/2023.

 

Horopaki

Context

5.       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.

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

7.       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.

8.       Once the local board 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.


 

Tātaritanga me ngā tohutohu

Analysis and advice

9.       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 Waitākere Ranges Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10.     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

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

12.     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

13.     The 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.

Tauākī whakaaweawe Māori

Māori impact statement

14.     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

15.     The allocation of grants to community groups is within the adopted Long-Term Plan 2018 -2028 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16.     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 grants programme.

Ngā koringa ā-muri

Next steps

17.     An implementation plan is underway, and the local board grants 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

Waitākere Ranges Community Grants Programme 20222023

265

     

Ngā kaihaina

Signatories

Author

Rikka Barbosa - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

New road name in the Tessa Properties Limited subdivision for 4A Claywest Place, Glen Eden

File No.: CP2022/05931

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for a name for a new private road being a commonly owned access lot (COAL) created by way of the subdivision for 4A Claywest Place, Glen Eden.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council has road naming guidelines that 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.

3.       The agent Inderjit Singh on behalf of the applicant, Tessa Properties Limited, has submitted the following names for the new private road:

·    Meg Lane (applicants preferred name)

·    Phormium Lane (alternative)

·    Gaden Lane (alternative).

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      approve the name ‘Meg Lane’ for the Commonly Owned Access Lot constructed within the subdivision being undertaken by Tessa Properties Limited at 4A Claywest Place, Glen Eden in accordance with section 319(1)(j) of the Local Government Act 1974.

 

Horopaki

Context

4.       Resource consent has been obtained for a 40 lot residential subdivision & a COAL at 4A Claywest Place, Glen Eden and the council references are BUN60374293 and SUB60374297.

5.       A site plan of the road and development can be found in Attachment A.

6.       A location map of the proposed development can be found in Attachment B.

7.       In accordance with the national addressing standards the private road requires a name as it serves more than 5 lots.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       Auckland Council’s road naming criteria typically require that road names reflect:

-     A historical or ancestral linkage to an area.

-     A particular landscape, environment or biodiversity theme or feature; or

-     An existing (or introduced) thematic identity in the area.

-     The use of Māori names is actively encouraged.

 

9.       The applicant has proposed the names set out in the following table.

Proposed New Road Name

Meaning

Road Naming Criteria

Meg Lane (applicants preferred name)

Meg is short for Megalodon an extinct species of the largest shark that has ever lived. New Zealand has been fortunate to preserve one of the largest fossil collections in the world we also acquire the earliest world records for this species.

See link for research journal https://www.tandfonline.com/doi/abs/10.1080/00288306.1972.10421956

We were also fortunate to host the production of the 2018 movie ‘The Meg’ filmed at Kumeu film studios employing NZ tops divers and Marine biologist.

 

 

Meets criteria.

Phormium

Lane

(alternative name)

 

Phormium is a prominent plant in the area.

 

Meets criteria.

Gaden Lane

(alternative name)

 

Gaden is the name of the stream, (Gaden Stream) that runs adjacent to the site.

 

Meets criteria.

 

10.     Land Information New Zealand (LINZ) have confirmed that the proposed and alternative names are acceptable.

11.     Local iwi in the Auckland area were written to by the applicants’ agent and invited to comment. The replies are detailed in the Maori impact statement.

12.     The proposed names are deemed to meet the council’s road naming guidelines and the officer’s recommendation is to approve the applicant’s choice.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13.     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

14.     The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impacts on any council groups.

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

Local impacts and local board views

15.     The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Tauākī whakaaweawe Māori

Māori impact statement

16.     The naming of roads is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity. To aid Local Board decision making, the ‘Auckland Council Road Naming Guidelines’ includes:

·        The Objective of recognising ancestral linkages to areas of land by engagement with mana whenua and the allocation of road names as appropriate and a Principle that Māori road names are actively encouraged, and;

·        An agreed process to enable mana whenua to provide timely feedback on all proposed road names in a manner they consider appropriate.

17.     The road names proposed in this report have been provided to all mana whenua by the applicant for consideration:

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

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

·        Ngāti Whātua Ōrākei (Ngāti Whātua Ōrākei Trust)

·        Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

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

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

·        Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)

The following replies were received:

-     Ngā Maunga Whakahii o Kaipara Development Trust provided the following ‘This application is outside of our Resource Management area of interest under our Settlement and therefore we are happy to support the position of those that have mana whenua’.

-     Te Kawerau ā Maki provided the following ‘We are the mana whenua with a cultural lead in Glen Eden. We do not object to the suggested names’.

No other replies were received.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20.     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

21.     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

4A Claywest Place Site Plan

275

b

4A Claywest Place Location Map

277

     

Ngā kaihaina

Signatories

Author

Dale Rewa - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

PDF Creator



Waitākere Ranges Local Board

26 May 2022

 

 

PDF Creator


Waitākere Ranges Local Board

26 May 2022

 

 

Urgent Decision - Reallocation of funding - Piha Returned Services Association ANZAC Day commemorations

File No.: CP2022/06741

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note that an urgent decision was made to reallocate funding to the Piha Returned Services Association (Piha RSA) for $1,445 for delivery of its ANZAC Day service on 25 April 2022.

Whakarāpopototanga matua

Executive summary

2.       At its meeting on 5 December 2019 the Waitākere Ranges Local Board resolved (WTK/2019/165) the following in relation to urgent decision-making:

     That the Waitākere Ranges Local Board:

a)    adopt the urgent decision-making process for matters that require a decision where it is not practical to call the full board together and meet the requirement of a quorum.

b)    delegate authority to the chair and deputy chair, or any person acting in these roles, to make urgent decisions on behalf of the local board.

c)    agree that the relationship manager, chair and deputy chair (or any person/s acting in these roles) will authorise the urgent decision-making process by signing off the authorisation memo.

d)    note that all urgent decisions will be reported to the next ordinary meeting of the local board.

4.       Planning of ANZAC Day services was widely impacted by Covid-19 restrictions and an underspend of $41,700 was identified across the Waitākere Ranges local board area.

5.       The budget was reallocated to other projects as part of a wider package of underspends at the 24 March 2022 business meeting (WTK/2022/1).

6.       Staff subsequently received a request from Piha Returned Services Association (Piha RSA) on 4 April 2022 for $1,445 for delivery of its ANZAC Day service on 25 April 2022.

7.       An urgent decision was required because the service was being held on 25 April 2022 and the next meeting of the local board was 28 April 2022.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:                                            

a)      note the urgent decision made on 19 April 2022 to approve the reallocation of $1,445 of budget:

-     from ID531: Customer and Community Services – Community grants

-     to ID527: ANZAC Day services Waitākere Ranges

for the 2022 Piha RSA ANZAC Day programme.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

13 April 2022, Waitākere Ranges Local Board urgent decision request, Piha RSA ANZAC Day Service, Memo

281

     

Ngā kaihaina

Signatories

Author

Jenny Bramley - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Submission on Te mahere urutaunga ā-motu (tuhinga hukihuki): Draft National Adaptation Plan

File No.: CP2022/06754

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide local boards with:

·    a brief overview of the draft National Adaptation Plan (the Plan), including a strategic overview, roles and responsibilities for local government, and a summary of critical and supporting actions

·    a brief overview of proposals for managed retreat and flood insurance

·    likely themes for Auckland Council’s submission

·    the timeframes for developing Auckland Council’s submission and opportunities to provide input.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council is preparing for a submission on the draft National Adaptation Plan which was released by the Ministry for the Environment on 27 April 2022 for public consultation. The deadline for submissions is 3 June 2022.

3.       The submission will be informed by the council’s adopted Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, Auckland Council’s climate change commitments and previous relevant consultation submissions.

4.       The submission will focus on the extent to which the draft National Adaptation Plan enables and/or inhibits climate change adaptation action for Auckland Council. The submission is likely to set out potential gaps and concerns for Auckland Council. In particular, the role and responsibilities of local government in relation to the Plan, and the extent to which critical actions outlined in the Plan support Auckland Council to fulfil its defined legislative roles and responsibilities. Both risks and opportunities for central government will be highlighted.

5.       In addition, views and perspectives on managed retreat, flood insurance and associated critical issues to be considered in the development of new legislation will be explored.

6.       To meet the submission deadline of 3 June 2022, delegated authority to approve the council’s final submission outside a scheduled committee meeting will be sought at a Governing Body meeting on 26th May.

7.       A draft submission will be circulated on 18 May 2022 to Environment and Climate Change Committee members, local board members, the Tāmaki Makaurau Mana Whenua Forum and Iwi Chairs.

8.       Feedback received from Environment and Climate Change Committee members by 25 May will be considered for incorporation into the final submission.

9.       Feedback received from local boards, the Tāmaki Makaurau Mana Whenua Forum and Iwi Chairs by 27 May 2022 will be appended to the final submission.


 

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      provide feedback on the draft National Adaptation Plan and managed retreat to be appended to Auckland Council’s submission.

 

Horopaki

Context

11.     Te mahere urutaunga ā-motu (tuhinga hukihuki): draft national adaptation plan (NAP) is the first central government-led adaptation plan for Aotearoa/New Zealand. The NAP presents an all-of government approach, that maps out a range of ‘critical actions’, ‘supporting actions’ and ‘proposed actions’ for the next six years.

12.     The NAP will prepare central government, local government, businesses, industry, iwi/Māori and communities to adapt to effects associated with unavoidable climate change that are occurring and will continue to occur. The NAP will sit alongside the Emission Reduction Plan, which Auckland Council has already made a submission on. 

13.     The NAP is required under the Climate Change Response Act 2002, to set out government’s approach to adapting to the effects of climate change. Under this Act, the NAP must take into account:

·    the economic, social, health, environmental, ecological, and cultural effects of climate change, including effects on iwi and Māori

·    the distribution of the effects of climate change across society, taking particular account of vulnerable groups or sectors

·    the ability of communities or organisations to undertake adaptation action, including how any action may be funded

·    scientific and technical advice.

14.     The NAP is preceded by several pivotal government climate reports, namely the Climate Change Adaptation Technical Working Group Report (2018) and National Climate Change Risk Assessment 2020 (NCCRA).

15.     The NAP responds to both reports with a particular emphasis on shaping regulatory frameworks and institutions to align with the changing climate context, aligning statutory and policy directions to account for changing risks, establishing coordination across government and with sectors, bringing together scattered climate information and supporting access to climate data sets and information.

16.     The NAP also responds directly to the forty-three priority climate risks outlined in the NCCRA. Of these forty-three risks, the NCCRA identified ten most significant risks that require urgent action within the next six years to reduce their impacts. The key risk areas of focus include, natural environment, homes, buildings and places, infrastructure, communities, economy and financial systems, and governance. A summary of the NCCRA can be found at https://environment.govt.nz/what-government-is-doing/areas-of-work/climate-change/adapting-to-climate-change/first-national-climate-change-risk-assessment-for-new-zealand/

17.     Consultation is also being undertaken on problems and key policy issues in relation to flood insurance and managed retreat. This report also gives a brief overview of these two issues.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of National Emissions Reduction Plan discussion document

Purpose

18.     The overarching vision of the NAP is:

·    ‘our people, places and systems are resilient and able to adapt to the effects of unavoidable climate changes in a fair, low-cost and ordered manner’

19.     The goals of the NAP are threefold:

·    reduce vulnerability to the impacts of climate change

·    enhance adaptive capacity and consider climate change in all decisions at all levels

·    strengthen resilience to climate change.

20.     The above goals have three key areas of focus:

·    reform institutions to be fit for a changing climate

·    provide data, information, tools and guidance to allow everyone to assess and reduce their own climate risks

·    embed climate resilience across government strategies and policies.

21.     The actions identified in the NAP focus on six outcome areas discussed further below.

·    system-wide

·    natural environment

·    homes, buildings and places

·    infrastructure

·    communities

·    economy and finance.

22.     Each outcome area has a set of objectives to address the risks for that area. Each objective has one or more actions to achieve that objective. The actions are categorised as critical actions, supporting actions and future actions.

23.     Treaty of Waitangi responsiveness is included through the support for a Māori based framework, known as Rauora (appended). This is complemented by a series of actions that specifically target Māori and others that will be significant to Māori. Notably, one key action is ‘establishing a foundation to work with Māori on climate actions’. There are three main components to this action. Firstly, funding for Māori partnership and representation. The purpose of this is to enable strategic input from Māori and to advance equitable governance arrangements over the emissions reduction plan and the NAP. Additionally, there is funding to support Māori to define, measure and implement a national Māori climate strategy and action plan. Lastly, support will be afforded to kaupapa Māori, tāngata Māori actions and solutions for the climate emergency.

24.     An Interdepartmental Executive Board is being established to oversee the emissions reduction plan and NAP. The Board will monitor and report on overall progress. The Climate Change Response Ministers Group will oversee the plan and drive progress.

25.     The NAP will be monitored by He Pou a Rangi – Climate Change Commission. A bi-annual monitoring and evaluation report will be submitted by the Commission to the Minister of Climate Change.  This process provides an opportunity for the Government to review and adjust the actions and manage changing uncertainty and risk. Beyond, the findings will also contribute to New Zealand’s international commitments to report on New Zealand’s progress towards building resilience.

Roles and responsibilities for local government outlined in the draft National Adaptation Plan

26.     Responsibility shared by all: The NAP identifies that responsibility for adaptation will be shared by all New Zealanders and that central government will not bear all the risks and costs. Risk and costs will be shared between asset or property owners, their insurance companies, their banks, local government and central government.

27.     Roles of different sector groups: The NAP provides an overview of the roles that different sectors of society including central government, local government, iwi/Māori, private sector, community and individuals and academia play.

28.     Local government at front line: The NAP recognises that local government (city, regional, district and unitary councils) is on the front line in preparing for and dealing with climate impacts and risks. The role of local government is outlined in the NAP as being centred around the following:

·    local government have statutory responsibilities to make key decisions on how to use and manage land and other natural resources to avoid and/or mitigate impacts of natural hazards

·    responsibility to plan for and invest in improving community resilience

·    local government own a significant amount of assets, including infrastructure and forests that are all at risk

·    for most communities, local authorities are the government bodies that are closest to their needs and represent local views. Examples of this connection include the role of local authorities in land-use planning, water resources, three waters services, flood risk management, biodiversity and biosecurity, roading and emergency management

·    local government enhances community resilience through public education and local planning processes

·    responsiveness to iwi and Māori groups and other community groups

·    links to the private sector with a reliance on supply chains, production systems and a thriving economic environment.

29.     Priority risks for local government: The plan outlines water security, communities and natural ecosystems as priority risk areas for local government. Additionally, new and changing legislation will impact the role of local government.

30.     Central role: Local government plays a central role in managing natural hazard risks, which the impacts of climate change are contributing to increasing risk and vulnerability. Councils also have responsibilities for civil defence and emergency management and provide a critical link between climate change adaptation policy and communities. These links are established through its planning and emergency management functions and community engagement.

31.     NAP response: In response to the above priority risk areas for local government, the NAP responds in the following ways:

·    supports local government to take adaptation action, and outlines a programme of work to provide guidance and resources to encourage action

·    aims to help local government plan for future impacts and not just respond to events as they occur

·    takes a long-term view by ensuring governance and decision-making frameworks are fit for purpose and climate resilience is integrated into government strategies and policies

·    aims to build coordination and collaboration between central and local government, communities, iwi/Māori and businesses as we work together on innovative and effective adaptation solutions.

32.     The objectives and actions which respond to the various risk areas are summarised in the following section of this memorandum.

Critical and supporting climate actions

33.     The climate actions are organised under six main sections: System-wide; Natural Environment; Homes, Buildings and Places; Infrastructure ; Communities and Economy and Finance . A full detailed outline of actions is included in Appendix 3 of the NAP.

34.     The actions are categorised as critical actions, supporting actions and future actions.

35.     System-Wide Actions (p 25- 38)

·    there are three main objectives that shape the actions in this chapter. The objectives are centred around appropriate frameworks and settings to enable people and communities enabling access to information and data sets to manage their own risks, the development of tools and guidance governance; and the embedding of climate resilience. These actions seek to establish the foundation for adaptation action in this first NAP

·    critical actions include legislative changes over the next six years: reform of the resource management system (2022-2023); legislation to support managed retreat (2022-2025), reform institutional arrangements for water services (2022-2025); modernise the emergency management system (2022-2028); and a review of the future of local government (2022-2023)

·    a range of supporting actions are also outlined in the following areas: establishing a foundation to work with Māori on climate actions; natural hazards; natural disaster resilience; emergency management; and establishment government oversight and coordination.

36.     Natural Environment (p 43-51) 

·    there are three main objectives that shape the actions of this chapter. The objectives are centred around healthy ecosystems, robust biosecurity to reduce new pests and diseases and working with nature to build climate resilience

·         the actions are designed to achieve these objectives and address the natural environment risks in the NCCRA. In particular, they address the risks to:

-        risks to coastal ecosystems, including the intertidal zone, estuaries, dunes, coastal lakes and wetlands, due to ongoing sea-level rise and extreme weather events

-        risks to indigenous ecosystems and species from the enhanced spread, survival and establishment of invasive species due to climate change.

37.     Homes Buildings and Places (p53-60)

·    there are four main objectives to this chapter that shape the actions. The objectives are centred around climate resilient homes and buildings that meet social and cultural needs, new and existing places are planned and managed to minimise risks to communities, strengthening of Māori connection to whenua and places of cultural significance, threats to cultural heritage sites are understood and impacts minimised

·    the actions are designed to achieve these objectives and address the risk to buildings due to extreme weather events, drought, increased fire weather and ongoing sea  level rise

·    other risks addressed through these actions include risks to:

-        Māori social, cultural, spiritual and economic wellbeing from loss and degradation of lands and waters, as well as cultural assets such as marae

-        Māori and European cultural heritage sites due to projected ongoing sea-level rise, extreme weather events and increasing fire weather.


 

38.     Infrastructure (p63-70)

·    there are three main objectives that shape the actions to this chapter. The objectives are centred around reducing vulnerabilities to assets exposed to climate change, ensuring all new infrastructure is fit for climate change, and the use of renewal programmes to improve climate adaptative capacity

·    the actions in this chapter are designed to achieve these objectives and address the built environment risks in the NCCRA

·    in particular, they address the risk to potable water supplies (availability and quality) due to changes in rainfall, temperature, drought, extreme weather events and ongoing sea-level rise.

39.     Communities (p74-81)

·    there are four main objectives that shape the actions to this chapter. The objectives are centred around enabling communities to adapt, supporting vulnerable people and communities, support communities when disrupted and displaced, a health system that is prepared and can support vulnerable communities affected by climate change

·    the actions are designed to achieve these objectives and address the human domain risks in the National Climate Change Risk Assessment (NCCRA). In particular:

-        social cohesion and community wellbeing are at risk due to displacement of individuals, families and communities due to climate change impacts

-        that climate change could exacerbate existing inequities and creating new and additional inequities due to differential distribution of climate change impacts.

40.     Economy and Finance (p84-88)

·    there are two main objectives that shape the actions of this chapter. The objectives are centred around supporting sectors, businesses and regional economies to adapt and economic stability and growth through a resilient financial system. The actions are varied and include for example a focus on freight and supply chain, fisheries reform, aquaculture, climate-related disclosure and the regulating financial entities.

Managed retreat

41.     The Ministry for the Environment is also consulting on a high-level framework for a managed retreat system, and related insurance matters.

42.     These two issues relate to the following critical actions within the NAP:

·    reform the Resource Management System

·    pass legislation to support managed retreat

·    develop options for home flood insurance issues.

43.     Five key objectives and six principles have been identified to guide the development of managed retreat legislation (the Climate Adaptation Act). The consultation documentation also identifies:

·    a high-level process for managed retreat

·    roles and responsibilities, with specific reference to local government

·    issues associated with property transfer (including consideration for Māori land)

·    implications for Māori.

44.     Feedback is also sought on the interaction of insurance with managed retreat.

45.     For local government, the potential risks and costs associated with managed retreat and liabilities associated with flood insurance are likely to be key discussion points.

Likely themes for Council’s submission

46.     Council’s submission on the NAP will focus on the extent to which the NAP enables and/or inhibits climate adaptation for Auckland Council.

47.     In particular, the role and responsibilities of local government in relation to the NAP, and the extent to which critical actions outlined in the NAP support Auckland Council to fulfil their defined legislative roles and responsibilities. Both risks and opportunities will be highlighted.

48.     The submission will also consider council’s views and perspectives in relation to the extent that the NAP enables and/or inhibits their current and future commitments to mana whenua.

49.     The submission will also consider managed retreat, insurance and associated critical issues to be considered in the development of new legislation for managed retreat.

Timeframe for development of the National Emissions Reduction Plan

Milestone

Date

Discussion document released

27 April 2022

MfE Local Government Workshop

10 May 2022

MfE Local Government Workshop

17 May 2022

Draft submission available

18 May 2022

Deadline for appended feedback

27 May 2022

Consultation period closes

3 June 2022

Tauākī whakaaweawe āhuarangi

Climate impact statement

50.     The National Adaptation Plan has the potential to strongly influence Auckland’s ability to take a precautionary approach to preparing for climate change, as adopted by council through Te Tāruke -ā-Tāwhiri: Auckland's Climate Plan.

51.     Council’s submission to the NAP consultation document can reiterate its position and advocate for a NAP that places Auckland in the best position to achieve its, and Aotearoa’s adaptation goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52.     Feedback from relevant council departments and Council Controlled Organisations on the draft submission will be sought. The council-group was involved in establishing existing council positions.

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

Local impacts and local board views

53.     Local authorities will play are key role in implementation of the proposed National Adaptation Plan, as they:

·    are the closest government bodies to communities and represent local views

·    have a responsibility to plan for and invest in improving community resilience

·    enhance community resilience through public education and local planning processes.

Local board views are being sought on the draft National Adaptation Plan and managed retreat and will be appended to council’s final submission.

54.     The consultation documentation Kia urutau, kia ora: Kia āhuarangi rite a Aotearoa – Adapt and thrive: Building a climate-resilient New Zealand, which summarises consultation on the draft National Adaptation Plan and managed retreat, is appended to this document and can be downloaded at https://environment.govt.nz/publications/adapt-and-thrive-building-a-climate-resilient-aotearoa-new-zealand-consultation-document/. 

55.     Additional information on engagement, including a video summary of the draft National Adaptation Plan can be found at https://environment.govt.nz/what-you-can-do/have-your-say/climate-change-engagement/

Tauākī whakaaweawe Māori

Māori impact statement

56.     The National Climate Change Risk Assessment and the NAP acknowledge that all risks are relevant to Māori and some may disproportionately affect certain whānau, hapū and iwi, as well as Māori interests, values, practices and wellbeing. They also recognise the Government’s responsibility to give effect to Te Tiriti principles.

57.     The NAP draws on key concepts of the Rauora framework (Attachment 3) that brings together Māori values and principles into an indigenous worldview (te ao Māori) of climate change, and is complemented by a series of actions that specifically target Māori to enable strategic input and advance equitable governance. This aligns well with the direction in Te Tāruke -ā-Tāwhiri: Auckland's Climate Plan.

58.     Feedback on the draft National Adaptation Plan and managed retreat is being sought from the Tāmaki Makaurau Mana Whenua Forum and Iwi Chairs and will be appended to the council’s final submission.

Ngā ritenga ā-pūtea

Financial implications

59.     To work effectively, the future system requires appropriate funding mechanisms for its different roles and activities.

60.     The MfE is exploring what provisions and guidance can be provided in the future system, to set clear expectations regarding who should pay for what, and to support the availability and use of appropriate funding tools. Proposals will use existing guidance on charging in the public sector and look at applying this to the context of the future central government-led adaptation plans.

61.     Implementation and operation of the national adaptation plan will require significant investment from the council. Central government’s approach to sharing these costs is unclear. These costs will be driven by factors such as the transition from the current system, establishment and support of joint committees, development of new plans and strategies, changed workforce needs, and increased legal action. In addition, there are likely to be impacts on the ways the council approaches financial and infrastructure planning.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62.     There is little risk in making a submission on the consultation on the NAP.

63.     Risks in relation to local government’s role in implementation of the NAP, e.g., funding and financing, will be considered as part of council’s response.


 

Ngā koringa ā-muri

Next steps

64.     Local board resolutions on the draft National Adaptation Plan will be appended to the Auckland Council submission on this matter.

65.     Below are the key dates for input into the submission:

·    18 May 2022: draft submission circulated to local board members

·    27 May 2022: final date for any formal local board feedback to be appended to the submission.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Te mahere urutaunga ā-motu (tuhinga hukihuki): Draft National Adaptation Plan (Under Separate Cover)

 

b

Consultation document: Kia urutau, kia ora: Kia āhuarangi rite a Aotearoa – Adapt and thrive: Building a climate-resilient New Zealand. Draft National Adaptation Plan and Managed Retreat (Under Separate Cover)

 

c

Insight into the Rauora Indigenous Worldview Framework for the National Climate Change Adaptation Plan

297

     

Ngā kaihaina

Signatories

Authors

Jacob van der Poel - Advisor Operations and Policy

Lauren Simpson - Principal Sustainability & Resilience Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Waitākere Ranges Toilet Provision Assessment 2022

File No.: CP2022/06238

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Waitākere Ranges Toilet Provision Assessment 2022 (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       Auckland Council has a role to play in the provision of public toilets within public open space. Toilets enable people to spend longer in open spaces, particularly for families with young children, seniors and those with specific access needs. 

3.       The Waitākere Ranges Toilet Provision Assessment was undertaken to review the current provision of public toilets in the local board area, develop provision principles and identify opportunities to improve the public toilet network. 

4.       Four locations have been identified for new public toilets, one location for major alterations and four locations for further investigation. These opportunities align to the toilet provision principles.

5.       This assessment will support the local board to prioritise investment into toilet provision across its local board area. Opportunities have been prioritised to assist in targeted investment. Identified opportunities are high level and will require further site-specific feasibility.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      adopt the Waitākere Ranges Toilet Provision Assessment 2022 (Attachment A).

 

Horopaki

Context

6.       The Waitākere Ranges Local Board approved the Toilet Provision Assessment as part of their 2020/2021 work program, carried forward into 2021/2022. This assessment was undertaken using staff time, with no local board funding requested.

7.       The Waitākere Ranges Toilet Provision Assessment 2022 (Attachment A) is an assessment of the current public toilet network, provides provision principles (why to invest) and identifies opportunities (how and where to invest) to improve toilet provision. The document also provides design considerations to ensure alignment to best practice outcomes.

8.       The purpose of this assessment is to assist the Waitākere Ranges Local Board to understand the current network, make informed decisions and identify priority locations for future investment into public toilet facilities. The key outcome is to guide the investment into new public toilets and upgrades the network of existing facilities.

9.       This project aligns with the Parks and Open Spaces Strategic Action Plan 2013, to support different amenities on parks based on typology, and the Active Recreation Strategic Action Plan 2017, by providing supporting infrastructure to enhance sporting activities.

Tātaritanga me ngā tohutohu

Analysis and advice

10.     There are currently 65 toilet facilities provided across the Waitākere Ranges Local Board area. This is a very large number, particularly when compared with other local board areas. These toilet facilities are of mixed type and quality and can be found in local parks, regional parks, civic spaces/transport hubs and community facilities (libraries, leisure/community centres). In addition, there are 18 supporting facilities, such as clubs or community hubs. The below table summarises the current facility locations:

Location Type

# Toilet Facilities

Local Parks

22

Regional Parks & Cemeteries

34+4

Civic Space / Transport Hub

3

Community Facilities (Libraries, Leisure, Community Centres)

2

Community Hubs

4

Club Only Access

14

 

11.     Public toilets require significant investment for construction and ongoing maintenance.  Toilet provision principles have been developed alongside the local board to identify when this investment would provide a significant benefit. Provision principles are outlined below:

·    Suburb or destination typology open space and/or has features or amenities which encourage users to spend an extended period of time

·    The sports park holds at least one full field equivalent

·    The park provides a destination or suburb sized playground or play space

·    It is situated on a strategic cycle way or significant recreational walkway route as indicated in the Greenways Plan and Auckland Transport Cycle Micro Mobility Network

·    Neighbourhood centre/civic space which enables community activity

·    A public toilet has been included in a previously endorsed plan.

12.     These provision principles have been used to assess the current public toilet network and have informed the identification of opportunities to improve public toilet provision within those areas that the Local Board have governance over, specifically within local parks, places, and community facilities.

13.     Four locations have been identified for new public toilets, one location for major alterations and four locations for further investigation for possible future removal. These opportunities align to the toilet provision principles and would improve the public toilet network. The location, rationale and priority for each of these investment opportunities is detailed in Attachment A, pages 13-17.

14.     The assessment includes a section on design considerations. Topics such as sustainability, universal design, inclusion of murals, signage, and safety are listed in Attachment A, pages 18-19. These design considerations will assist project managers in the development of high-quality toilet facilities for both new assets and renewal works.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15.     Strategic application of the provision principles to identify priority opportunities will guide future investment into toilet provision. This ensures that new toilets are strategically located, to ensure council assets are only located as and where needed, leading to reduced construction emissions. 

16.     Carbon emissions can be reduced by incorporating sustainability into the design or renewal of toilet facilities. Sustainable designs can reduce the amount of power and water used, improve maintenance requirements, and use locally sourced materials which will reduce the carbon footprint over its asset life. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17.     Staff from Community Facilities and the wider Parks, Sports and Recreation department were involved in the development of the toilet provision principles.

18.     The Community Facilities department will lead the more detailed investigation phase into opportunities for both new toilets and renewal of existing. 

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

Local impacts and local board views

19.     A high-quality network of public toilet facilities will directly respond to the following outcome listed in the Waitākere Ranges Local Board Plan (2020):

Outcome seven – We have infrastructure and facilities which support and enhance our neighbourhoods and town centres.

Objective – Well maintained, accessible parks, facilities and public spaces.

Initiative – Deliver a targeted programme of improvements to local parks to encourage people to spend time outdoors.

20.     New public toilets facilities require significant investment for their construction and ongoing maintenance. As such, they must provide significant benefits to the community for investment to be justified. Staff have applied the provision principles to identify the best opportunities for future investment into public toilet facilities within the Waitākere Ranges, to enable informed decision making and ensure value for money for Aucklanders.

21.     In 2021 the local board funded an accessible parks assessment of 10 local parks.  Outcomes identified in the toilet provision assessment will address some aspects of the accessibility assessments by identifying opportunities to improve public toilet facilities. This will ensure that facilities are designed to best practice standards, especially for those with access needs.

22.     A workshop was held with the Waitākere Ranges Local Board to discuss current toilet provision on 10 September 2020 and draft provision principles on 3 December 2020. A further workshop was held to receive feedback on the final draft assessment on 3 March 2022.

23.     Members were informally supportive of the approach taken, and of opportunities identified within the document. There was some concern about possible optimisation of facilities and members requested these were investigated further prior to any decisions being made. This informed recommendations within the final document.

Tauākī whakaaweawe Māori

Māori impact statement

24.     Mana whenua will be engaged to provide input into the planning and design stages of future development opportunities.

Ngā ritenga ā-pūtea

Financial implications

25.     There are no direct financial implications for adopting the assessment. To initiate the new opportunities identified within the assessment, investment of Capital Locally Driven Initiatives (LDI CAPEX) budget will be required. Individual projects will require investigation and design to determine more accurate feasibility and costings. 

26.     Opportunities for major renewal work, or investigating further optimisation, can be aligned with the Community Facilities toilet renewal programme. This programme will be discussed with the local board, as part of future work programme planning, as well as any additional LDI CAPEX funding requirements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27.     There is a risk in adopting the provision assessment when there is no capital funding identified to deliver the recommendations. Like most planning documents, this may raise community expectations of delivery which may need to be managed through appropriate communications.

28.     There is also a risk that the investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

29.     Following the adoption of the Waitākere Ranges Toilet Provision Assessment 2022, the assessment will be used to inform the Community Facilities future work programme to progress and investigate the opportunities as funding and programming allows.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waitākere Ranges Toilet Provision Assessment 2022

319

     

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Waitākere Ranges Drinking Fountain Provision Assessment 2022

File No.: CP2022/06242

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Waitākere Ranges Drinking Fountain Provision Assessment 2022 (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       Auckland Council has a role to play to increase the availability of drinking water in public open spaces to help reduce the impact of sugary drinks on our communities.

3.       The benefits of drinking fountains are significant. Any improvements to the drinking fountain network within Waitākere Ranges will help to result in:

·    Improved access to potable water in public open spaces.

·    Better physical and oral health and reduced levels of obesity.

·    Less plastic waste and improved environmental health.

·    Increased activation of parks and reserves.

·    More active and better- connected communities.

4.       The Waitākere Ranges Drinking Fountain Provision Assessment 2022 aims to identify where drinking fountains are currently installed across parks and open spaces in the local board area and suggest possible locations for additional drinking fountains to create a robust network.

5.       This assessment will support the local board to prioritise investment into drinking fountain provision across its local board area. The assessment includes a prioritised list of 19 proposed new drinking fountains and outlines a staged approach to implementation over the next five to ten years, focusing initially on the highest priority sites.

6.       Identified opportunities are high level and will require further site-specific feasibility.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      adopt the Waitākere Ranges Drinking Fountain Provision Assessment 2022 (Attachment A).

 

Horopaki

Context

7.       Provision of drinking fountains is a highly desired service for park users, particularly within sports parks, destination parks, along active commuter routes, and within civic areas.

8.       In recent years increased importance has been placed on community health and wellbeing, with a focus on the issue of obesity. Access to unhealthy sugary drinks has been shown to have contributed to the rise of obesity. As a result, the Ministry of Health strongly encourages the consumption of water over sugary drinks. This is reflected in the National Healthy Food and Drink Policy 2018.

9.       Auckland Council has a role to play to increase the availability of drinking water in public open spaces. While a proposed level of service for drinking fountains in public open spaces is in development, there is currently no policy as to where and why drinking fountains should be considered for installation in parks and open spaces.

10.     The Waitākere Ranges Local Board approved the Drinking Fountain Provision Assessment as part of its 2020/2021 work programme, carried forward into 2021/2022. This assessment was undertaken using staff time, with no discretionary local board funding requested.

11.     The Waitākere Ranges Drinking Fountain Provision Assessment 2022 (Attachment A) is an assessment of the current drinking fountain network, provides provision principles (why to invest) and identifies opportunities (how and where to invest) to improve provision in the future. The document also provides design considerations to ensure alignment to best practice outcomes.

12.     The purpose of this assessment is to assist the Waitākere Ranges Local Board to understand the current network, make informed decisions and identify priority locations for future investment into drinking fountains.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     There are currently 19 drinking fountains installed across 18 parks within the Waitākere Ranges Local Board area (see Attachment A). This includes 15 drinking fountains within local parks and five within regional parks and cemeteries. An additional five drinking fountains are located just over the border in other local board areas which are likely also serving Waitākere Ranges residents.

14.     To build on the existing network of drinking fountains, consideration must be given to principles of where a new installation would best enhance public use of the space. New drinking fountains require reasonably significant investment for their construction, water connection and ongoing maintenance. Therefore, they must provide benefits to the community for investment to be justified.

15.     Parks Services staff have considered relevant literature around the provision of drinking fountains, and the needs of park users, to produce a list of principles to identify appropriate locations for new drinking fountain installations. Provision principles are outlined below:

·    The park is used for formal organised sport / active recreation purposes.

·    The park or civic space is a hub for community activity and congregation.

·    The park is on a high-use active transport, walking or hiking route identified in the    greenways plan.

·    The park provides a destination or suburb sized playground or play space.

·    The park is a high-use destination space and may have significant natural attractions

·    The park supports large events

·    A drinking fountain has been included in a previously endorsed plan.

16.     These provision principles have been used to assess the current drinking fountain network and have informed the identification of opportunities to improve provision within those areas over which the local board have governance, specifically within local parks, places, and community facilities.

17.     New drinking fountains were proposed for 19 sites, and prioritised for delivery in Attachment A.

18.     The rough cost of a single installation is subject to further investigation and design work. Costs are expected to vary dependent on model, design, drainage, water connection, meterage, and other factors. The final onsite location of new drinking fountains will also require further investigation, which will take into account drainage requirements, user needs (people and dogs), cultural impacts (distance from toilet) and level of use.

19.     The delivery of a robust network of drinking fountains across the Waitākere Ranges will help to reduce the impact of sugary drinks in the local community, and in combination with other programmes such as Wai Auckland, will help to turn the tide on obesity in Auckland.

20.     In order to deliver a robust network of drinking fountains throughout the Waitākere Ranges Local Board area, the local board should consider funding an ongoing programme of delivery, focusing initially on high priority sites before moving down the list over time.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     Strategic application of the provision principles to identify priority opportunities will guide future investment into toilet provision. This ensures that new toilets are strategically located, to ensure council assets are only located as and where needed, leading to reduced construction emissions. 

22.     Carbon emissions can be reduced by incorporating sustainability into the design or renewal of toilet facilities. Sustainable designs can reduce the amount of power and water used, improve maintenance requirements, and use locally sourced materials which will reduce the carbon footprint over its asset life. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     Staff from Community Facilities and the wider Parks, Sports and Recreation department were involved in the development of the drinking fountain provision principles.

24.     The Community Facilities department will lead the more detailed investigation phase into opportunities for both new drinking fountains and renewal of existing. 

25.     Future delivery of drinking fountains will also impact the Community Facilities Operations, Management and Maintenance team, who are responsible for maintenance and safety of parks and assets such as drinking fountains.

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

Local impacts and local board views

26.     A high-quality network of drinking fountains will directly respond to the following outcome listed in the Waitākere Ranges Local Board Plan (2020):

Outcome seven – We have infrastructure and facilities which support and enhance our neighbourhoods and town centers.

Objective – Well maintained, accessible parks, facilities and public spaces.

Initiative – Deliver a targeted programme of improvements to local parks to encourage people to spend time outdoors.

27.     Improvement to the drinking fountain network aligns with the infrastructure strategy of the Wai Auckland initiative. This is a collaborative initiative between the Ministry of Health, Auckland District Health Boards, Auckland Council, and Healthy Auckland Together (made up of 21 other key stakeholders and organisations within Auckland). It aims to displace sugary drinks through improving accessibility to potable water and through education and community engagement.

28.     A workshop was held with the Waitākere Ranges Local Board to discuss existing drinking fountain provision on 10 September 2020 and draft provision principles on 3 December 2020. A further workshop was held to receive feedback on the final draft assessment on 7 April 2022.

29.     Members were informally supportive of the approach taken, and of opportunities identified within the document.

Tauākī whakaaweawe Māori

Māori impact statement

30.     Obesity is an issue which disproportionately impacts Māori and Pacific communities within Auckland. Improved access to healthy eating and drinking options for Māori is a key outcome in the 2017/2018 Māori Health Plan for the Auckland and Waitemata District Health Boards.

31.     Mana whenua will be engaged to provide input into the planning and design stages of future development opportunities.

Ngā ritenga ā-pūtea

Financial implications

32.     There are no direct financial implications for adopting the assessment. To initiate the new opportunities identified within the assessment, investment of Capital Locally Driven Initiatives (LDI CAPEX) budget will be required. Individual projects will require investigation and design to determine more accurate feasibility and costings. 

33.     The rough cost of installation is expected to vary dependent on model, design, drainage, water connection, meterage, and other factors. Further investigation and design work will be required to determine more accurate costs.

34.     Opportunities for major renewal work, or further investigation leading to possible consolidation of the network can be aligned with the Community Facilities minor asset renewal programme. This programme will be discussed with the local board, as part of future work programme planning, as well as any additional LDI CAPEX funding requirements.

35.     Drinking fountains identified in the document may also be delivered as part of larger projects with alternative funding sources, such as town centre upgrades, significant housing development or planned projects on parks.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36.     There is a risk in adopting the provision assessment when there is no capital funding identified to deliver the recommendations. Like most planning documents, this may raise community expectations of delivery which may need to be managed through appropriate communications.

37.     There is also a risk that the investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed.

Ngā koringa ā-muri

Next steps

38.     Following the adoption of the Waitākere Ranges Drinking Fountain Provision Assessment 2020, the assessment will be used to inform the Community Facilities future work programme to progress and investigate the opportunities as funding and programming allows.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Waitākere Ranges Drinking Fountain Provision Assessment 2022

355

     

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Accessible Design within Parks in Waitākere Ranges

File No.: CP2022/06247

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the key principles of universal design of parks and open spaces as outlined within in the Accessible Design within Parks in Waitākere Ranges document (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       Parks improve mental, social and physical wellbeing, and are therefore an important component of Auckland’s urban design. Parks should be accessible to everyone, regardless of age, culture or ability.

3.       The number of Aucklanders with access needs is currently one in five. This is predicted to increase. Therefore, accessibility must be a key component when planning and designing parks and open spaces.

4.       Improved accessibility is reflected in one of the outcomes of the Auckland Plan 2050; Belonging and Participation. Focus Area Two under this outcome includes the provision of accessible services, and social and cultural infrastructure that is responsive in meeting the evolving needs of the community.

5.       In Financial Year (FY) 2021/2022, the Waitākere Ranges Local Board funded an investigation and report into the accessibility of ten of the highest-profile local parks within the local board area (resolution number WTK/2021/80). The project involved an on-site assessment by two accessibility experts and the production of an accessibility report for each park.

6.       The reports identify universal design principles for parks and open space, grouped into three categories based on the experience of planning, arriving, and enjoying a visit to a park. Each report also outlines specific accessibility issues related to each principle within these parks and recommends actions to improve them. These reports will be shared across council departments and Council Controlled Organisations (CCOs) for consideration and possible inclusion in future local board work programmes.

7.       Adoption of these principles will ensure that they are embedded in the decision-making process during planning for future park asset renewals and development. Over time this will increase the number of accessibly designed parks within the Waitākere Ranges.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      adopt the key principles of accessible design for parks and open spaces as outlined in the Accessible Design within Parks in Waitākere Ranges document (Attachment A).

 

Horopaki

Context

8.       Parks are fundamental spaces for every neighbourhood, providing a focus for social, cultural and recreational activities, and improving the mental and physical health and resilience of communities. Auckland Council has a responsibility to provide facilities and public open spaces which are inclusive and welcoming to everyone, regardless of their age or ability, including those with specific access needs.

9.       One of the six outcomes of the Auckland Plan 2050 is Belonging and Participation. Focus Area Two under this outcome includes the provision of accessible services, and social and cultural infrastructure that is responsive in meeting the evolving needs of the community.

10.     One in five people in Auckland currently have difficulty accessing parks unless they have been designed for the ‘access citizen’. An access citizen is defined by accessibility consultants Be Lab as someone who:

·        has difficulty reading small print or is blind

·        uses a wheelchair or is unable to walk easily

·        has trouble hearing in noisy places or is deaf

·        is from a different country using a different language

·        is out and about with family or young children

·        finds it difficult to read and understand things unless provided in plain English.

11.     The number of people in Auckland who are access citizens is expected to grow as the population continues to age. Stats NZ reported in 2018 that 10.4 per cent of Waitākere Ranges residents were currently over 65 years old. By 2050 it is estimated that 25 per cent of residents will be over 65, and 50 per cent of them will have access needs.

12.     Auckland Council’s Disability Operational Action Plan outlines high level goals for creating accessible buildings, places and spaces. Actions to achieve this goal include consideration of accessibility needs in the design of our capital projects and improving knowledge and communication of accessibility issues and opportunities. The end goal is for Auckland to become a fair, inclusive, accessible and well-connected city, built with universal design as a key objective.

13.     Universal design, also referred to as ‘accessibility for all’, means that everyone receives the same experience regardless of age, culture or ability. Universal design goes beyond minimum standards of compliance to ensure a level of quality is achieved that is suitable for a wider spectrum of the population.

14.     In the context of parks, universal design promotes safe, accessible, barrier-free play and recreation opportunities for people of all ages and abilities. Many universal design outcomes are already included in the Auckland Design Manual, which is used to guide development within Auckland.

15.     The Waitākere Ranges Play Provision Assessment 2020 identified several barriers to play for those with accessible needs, flagging eighteen sites where accessibility should be improved. This document also recommended that a subsequent expert assessment focusing on accessibility within parks was prioritised.

Tātaritanga me ngā tohutohu

Analysis and advice

16.     In FY21/22, the Waitākere Ranges Local Board funded an investigation and report into the accessibility of local parks within the local board area (resolution number WTK/2021/80).

17.     To review accessibility within parks in the Waitākere Ranges, ten of the highest profile parks were chosen for on-site assessment by two accessibility experts. These experts were also members of the access needs community, and able to provide lived experience.

18.     The ten parks selected for audit were as below:

·    Parrs Park

·    Armour Bay and Takaranga Reserves

·    Titirangi Beach Reserve

·    Harold Moody and Duck Park

·    Prospect Park

·    Ceramco Park and Kaurilands Reserve

·    Swanson Station Park

 

 

19.     Following these site audits, key principles were developed outlining high level improvements to the access citizen’s experience of parks in the Waitākere Ranges. The principles have been categorised into the three stages of visiting a park, summarised below and expanded in further detail within Attachment A:

 

Planning a visit to the park

Planning involves the provision of information to enable an access citizen to plan their visit to a park, and so that they know what to expect when they arrive.

 

Arriving and getting into the park

Arriving is the experience of travelling to a park and being able to safely navigate from the carpark or park entrance into the park itself.

 

Enjoying the park

Enjoying is the experience of park users while within the park itself. Parks should bed resigned following principles of Universal Design, including both the landscaping and assets within the park.

 

20.     These key principles help to deliver several actions set out in Auckland Council’s Disability Operational Action Plan and provide an in-depth and local focus for the implementation of universal design within parks and open space in the Waitākere Ranges. These principles are consistent with the advice in the Auckland Design Manual, with additional parks focus.

21.     In addition to endorsing principals of accessible design for future implementation within parks projects, the Waitākere Ranges Local Board may wish in the future to allocate funding to improvements to address key concerns raised in the park-specific accessibility audits.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

23.     The application of universal design within parks may cause additional carbon emissions through path widening, additional assets and removal of impervious surfaces, particularly when assets are being replaced/upgraded before the end of their life. However, investment in targeted locations as identified within the report will ensure that money is spent on the areas of greatest need, minimising the impact on the climate and environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     The advice outlined within the site-specific accessibility reports will assist council departments and CCO’s undertaking development within parks in the future, including Community Facilities, Healthy Waters, Auckland Transport and Watercare. This will result in improved outcomes for the accessible needs community of the Waitākere Ranges.

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

Local impacts and local board views

25.     Endorsement and implementation of the principles outlined above helps to meet several objectives identified within the Waitākere Ranges Local Board Plan 2020, including Outcome five, “our communities experience wellbeing, belonging and participation” and Outcome seven, “We have infrastructure and facilities which support and enhance our neighbourhoods and town centres”.

26.     Specifically, this links to a key initiative from the plan to “deliver a targeted programme of improvements to local parks to encourage people to spend time outdoors”, under the objective of well maintained, accessible parks, facilities and public spaces.

27.     Workshops were held with the local board to discuss this project in September 2021 and March 2022. Recommendations from the site-specific reports were presented at the March workshop. Local board informal feedback was positive, with support for the key principles of accessible design outlined within.

Tauākī whakaaweawe Māori

Māori impact statement

28.     Accessible design helps to improve the use of a space for all people, irrespective of culture or race. This investigation was not seen to impact Māori any more significantly than other cultures and communities.

29.     The project was discussed with Te Kawerau ā Maki in August 2021, who expressed strong support for equitable access to parks and open spaces. No specific actions related to Māori were identified at this hui.

Ngā ritenga ā-pūtea

Financial implications

30.     Implementation of the key principles of accessible design identified in this report as part of future development or renewal projects may increase the budget requirements for those projects. Potential budget increases will be discussed with the local board at a project level by the relevant department as part of regular work programme planning.

31.     The specific actions identified to improve accessibility at ten key parks in the Waitākere Ranges will be explored further by the Community Facilities department to inform financial requirements for future implementation.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32.     Should the board not endorse the key principles of accessible design in parks, the ability for access citizens to explore and visit parks in the Waitākere Ranges Local Board area will not improve in future. Rejection of these key principles could be implied as contrary to outcomes identified in the Waitākere Ranges Local Board Plan 2020.

33.     Given the current financial constraints that Auckland Council faces, there may be insufficient budget to deliver on actions identified within the ten audited parks. To mitigate this, it is suggested that the local board consider funding implementation spread over several years across future work programming.

Ngā koringa ā-muri

Next steps

34.     The key principles of accessible design within parks, as identified, will be passed on to appropriate council departments and CCOs for consideration in any future development projects within parks in the Waitākere Ranges.

35.     Priority actions to improve accessibility within the ten parks audited in the Waitākere Ranges will be passed on to the Community Facilities department for further exploration to inform future local board work programmes.

36.     Staff will continue to work with the Waitākere Ranges Local Board and the local community in future years to identify further opportunities to improve accessibility within the local board area.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Accessible Design within Parks in Waitākere Ranges

375

     

Ngā kaihaina

Signatories

Author

Thomas Dixon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05588

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the revised Community Facilities Network Plan Action Plan (2022) including progress and completion of actions since 2015 and prioritisation of actions over the next three years.

Whakarāpopototanga matua

Executive summary

2.       The Community Facilities Network Plan (CFNP) is a strategic document outlining how Auckland Council will invest in community facilities. It was approved by Regional Strategy and Policy Committee in August 2015.

3.       The accompanying Action Plan prioritises actions and projects that will be undertaken to implement the CFNP. The CFNP contains criteria for identifying and prioritising actions. 

4.       Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions. The Action Plan was last updated in 2019.

5.       The Action Plan has been revised for 2022 using the methodology outlined in the CFNP. It contains 33 new actions.

6.       There are now 155 total actions in the Action Plan including:

·    65 completed actions

·    36 actions underway

·    50 actions to start

·    4 actions on hold.

7.       Implementation of priority actions within the revised Action Plan will initially focus on:

·    completing 36 actions that are already underway

·    starting four new area-based actions located in Investment Priority Areas

·    starting two network-wide strategic improvement actions.

8.       Feedback from local boards will be part of the report to the Parks, Arts, Community and Events Committee in August 2022 (when considering the adoption of the Action Plan).

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)   support the revised Community Facilities Network Plan Action Plan (2022), provided in Attachment A.

 

 

 

Horopaki

Context

What is the Community Facilities Network Plan and Action Plan?

9.       The Community Facilities Network Plan and its companion Action Plan were approved in 2015 by the Regional Strategy and Policy Committee (REG/2015/57).

10.     The Community Facilities Network Plan (CFNP) guides the council’s investment in the provision of community facilities and services. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation, and potential divestment of facilities no longer meeting community needs.

11.     The CFNP addresses provision for:

·    arts and culture facilities

·    community centres

·    libraries

·    pools and leisure facilities

·    venues for hire (community or rural halls).

12.     The CFNP’s accompanying Action Plan prioritises projects to:

·    ensure existing facilities are fit for purpose

·    address gaps or duplication in provision and needs for community facilities

·    meet future demand arising from population growth and changing users’ expectations.

13.     Together the CFNP and its companion Action Plan support council’s goal to focus community service investment on:

·    quality over quantity

·    addressing service gaps where growth is significant

·    improving portfolio performance.

The Action Plan is revised every three years

14.     Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions.

15.     The Action Plan was last reviewed in 2018 and adopted by the Environment and Community Committee in April 2019 (ENV/2019/47).

16.     Progress on the Action Plan is reported annually to the relevant committees. The last update was provided to the Parks, Arts, Community and Events Committee in November 2021 (PAC/2021/58).

17.     A summary of progress on the revised 2022 Action Plan is provided in Attachment B. It shows that 65 actions are completed, 36 actions are underway, 50 actions have not started, and 4 actions are on hold.

Actions are structured by category, theme and progress 

18.     There are three categories and two themes of actions in the Action Plan (refer Table 1).

Table 1: CFNP Action Plan categories

19.     The 2022 Action Plan presents actions in two parts.

·    Part A – new actions (identified since the last review) and actions carried over from the previous review which have not been started.

·    Part B – actions underway at the time of the review and previously completed actions.

Departments work together to identify business and strategic improvement actions

20.     The development of new business and strategic improvements involved Community & Social Policy, Community Facilities, and Regional Service Planning, Investment & Partnerships. These departments worked together to support quality advice and to improve the way we plan and prioritise delivery of community services.

The identification of area-based actions follows a set process

21.     The process for the development of area-based actions in Part A of the 2022 Action Plan is set by the CFNP and shown in Figure 1.

Figure 1: Review process for 2022 CFNP Action Plan

 

22.     Potential area-based actions for Part A were identified from a range of sources:

·    political resolutions requesting the addition of items to the Action Plan

·    work arising from completed actions in the Action Plan 2019

·    the 10-year Budget 2021-2031

·    local board plan initiatives and work programmes

·    input from business intelligence and across the Auckland Council organisation

·    actions not started in the Action Plan 2019.

Area-based actions are prioritised through the weighting of network, community, and building criteria

23.     Once identified, the master list of area-based actions was assessed based on the prioritisation criteria outlined in section 5.2 of the CFNP (refer Table 2).

Table 2: Prioritisation criteria for area-based actions as defined by the CFNP

24.     The tools used to conduct the assessment included population data, geospatial information, asset condition information, and in some instances needs assessments and business cases.

The priorities in the CFNP Action Plan guide the focus of our resources

25.     The impact of Covid-19 and the resulting economic slow-down has had a significant impact on the council’s revenue and borrowing capacity. The 10-year Budget (Recovery Budget), adopted 29 June 2021, highlights:

·    a tight fiscal environment for the immediate future

·    the need to reduce capital expenditure across the council family

·    reprioritisation of projects

·    the unsustainability of maintaining the current community facility network while meeting the needs of growing and changing communities.

26.     The ‘focused investment’ approach for community investment, adopted as part of the 10-year Budget, means we must focus on renewing priority assets, reducing our asset portfolio, expanding provision of tailored/alternative service delivery models and exploring partnership opportunities.

27.     The approach for community investment supports the direction of the CFNP and in this constrained environment, priority actions determined by the criteria in the CFNP are guiding the focus of our resources.

Tātaritanga me ngā tohutohu

Analysis and advice

The revised CFNP Action Plan 2022

28.     The revised Action Plan 2022 is provided in Attachment A.

29.     Table 3 shows the distribution of all actions in the Action Plan 2022 and progress of actions since the Community Facilities Network Plan was adopted in 2015.

Table 3: Summary of the 2022 CFNP Action Plan

30.     Attachment B shows the progress status of the revised 2022 Action Plan, as well as the distribution of actions across local boards, service type and priority status.

31.     The progress being made on actions demonstrates staff’s commitment to focusing resources on a collectively agreed and mandated programme of work, as well as the commitment to delivering agreed priorities in a constrained environment.

The focus of the CFNP Action Plan work programme 2022/2023

32.     The focus of next year’s work will be towards completing priority actions that; are already in progress, are located in Investment Priority Areas (identified in the 10-year Budget) or are strategic improvements with a network-wide reach (refer Table 4).

33.     This focus ensures our effort is scalable and our advice about investment in community facilities is more effective. The efficiency created will allow us to concentrate on the priority actions that have not yet been started.

Table 4: Summary of proposed work programme for 2022/2023

Tauākī whakaaweawe āhuarangi

Climate impact statement

34.     Consideration of climate impact happens at a project level. There are no direct climate impacts arising from this report on the action plan.

35.     Future detailed business cases will include application of the Community Facilities – Sustainable Asset Policy. The regional policy, the first of three phases under the council’s Sustainable Asset Standard (SAS), commits council to:

·    achieve carbon neutrality in operations for new asset development

·    achieve a minimum 5-Star Green Star rating (or equivalent certification) on the development of all new assets with a budget over $10 million

·    incorporate decarbonisation principles into guideline documents for renewals and new asset development of all community assets.

36.     The assessment of climate impacts in investigations and business cases will improve by applying learnings from across the organisation in its responsiveness to climate change. Staff will also seek to understand the allowances that need to be made to meet climate impact targets for Action Plan projects related to the development of new facilities, or the improvement of existing facilities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37.     During the development of the Action Plan 2022 input has been sought from the following departments:

·    Regional Service Planning, Investment and Partnerships

·    Local Board Services

·    Parks Sports and Recreation

·    Financial and Business Performance

·    Connected Communities

·    Community Facilities

·    Community and Social Policy.

38.     Delivery of the Action Plan 2022 is resourced by council’s Community & Social Policy and Regional Service Planning, Investment & Partnerships teams subject to capacity. Individual actions are delivered with participation from other departments and, where relevant, Eke Panuku Development Auckland.

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

Local impacts and local board views

39.     Local boards provided feedback on direction and specific content during the development of the Community Facilities Network Plan and Action Plan prior to adoption in 2015. 

40.     Key initiatives from local board plans (2020) were an input of the review process for the development of the 2022 CFNP Action Plan (refer Figure 1).

41.     The CFNP’s prioritisation criteria applies the highest weighting of 15 per cent to local board priority to ensure local board’s views influence the overall assessment of actions. 

42.     Progressing area-based actions are reflected in relevant local board work programmes. Local boards provide feedback and input throughout the investigations and have decision making responsibilities as per schedule the 10-year Budget 2021-31

43.     Decision-making for service provision and location sits with local boards within funding parameters set by the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

44.     The Community Facilities Network Plan outlines, in Section 2.2, how it will deliver on Māori outcomes. These outcomes include:

·    engage with Māori organisations to understand Māori expectations and investigate the community needs of Māori groups, and factor this into decision-making for community facilities

·    actively engage and consult to ensure the planning, development, and operations of facilities consider Māori needs and aspirations

·    work closely with Māori groups and key stakeholders, including local iwi, to develop appropriate cultural programmes to be delivered through facilities

·    investigate Māori demographic participation and usage trends, identifying opportunities to increase the attendance and use of facilities by Māori and developing appropriate business responses

·    provide visual representations of commitment to Māori to tell stories of their connections to the place (such as signage) and honouring tikanga

·    ensure that, in any exploration of potential future sites for facilities, Māori concerns about wāhi tapu are incorporated.

45.     Engagement with Māori is included as part of investigations and continues through the planning and delivery of responses. Examples include:

·    interviews and hui with mana whenua

·    interviews and hui with mataawaka in local settings to understand community needs

·    workshops and focus groups with local marae

·    intercept surveys with representative samples of the Māori population base

·    kanohi ki te kanohi interviews conducted in Te Reo Māori.

 

46.     Feedback provided from Māori is specific to the nature of the investigation for which the engagement occurred. This feedback is used to inform the delivery of options and responses.

47.     Staff will work with other relevant parts of the council to ensure effective engagement with Māori.

Ngā ritenga ā-pūtea

Financial implications

48.     There are currently no identified financial implications for the delivery of the Community Facilities Network Plan Action Plan 2022 as work is delivered utilising existing resources.

49.     Investment decisions and associated funding implications are reported separately to the relevant decision-maker(s).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50.     There is a risk that development of the Action Plan 2022 may not match local board priorities, as implementation of the Action Plan involves understanding service needs and taking a network view. This risk is mitigated by:

·    continuing to socialise and reinforce the strategic objectives of the CFNP to elected members, key staff, and through all deliverables 

·    clarifying local board plans were reviewed and any potential community service-related content was considered for potential inclusion as an action

·    including One Local Initiative projects into the Action Plan 2022.

51.     There is financial risk that:

·    budget allocated in the 10-year Budget 2021-2031 may be insufficient to deliver some of the action findings

·    the need for significant new investment identified from actions will be challenging due to the impact Covid-19 has had on the council’s revenue and borrowing capacity

·    some investigations may require changes to the funding identified in the 10-year Budget 2021-2031.

52.     This financial risk is mitigated by:

·    ensuring investigations include looking at options for funding other than rates or debt

·    ensuring findings of investigations that require new investment are supported by indicative business cases

·    managing expectations by acknowledging budget constraints

·    managing expectations by acknowledging the delegation for decision-making on investment in new facilities is held by the Governing Body and is considered as part of long-term planning (decision-making for service provision and location sits with local boards within parameters set by the Governing Body).

53.     There is a timing risk that delivery of actions may take longer because of reduced operational capacity and may not align with elected members and/or local communities’ expectations.  This risk is mitigated by driving delivery to meet targeted timeframes for priority actions and managing expectations based on the principles and direction set by the CFNP.

Ngā koringa ā-muri

Next steps

54.     Local board resolutions will be included in the report to the Parks, Arts, Community and Events Committee when they consider adoption of the Action Plan in August 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A - Community Facilities Network Plan (CFNP)

389

b

Attachment B - Focus of Community Facilities Action Plan 2022

405

     

Ngā kaihaina

Signatories

Authors

Tracey Williams - Service and Asset Planning Specialist

Angela Clarke - Head of Service Investment & Programming

Authorisers

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

Louise Mason – General Manager Local Board Services

Adam Milina - Local Area Manager

 

 



Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

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

File No.: CP2022/05859

 

  

 

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.

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. Local boards are now invited to provide their feedback.

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges 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)    15 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

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 micromobility 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

Attachment A - Phase 3 Speed Limit Changes - Waitakere Ranges Local Board

415

b

Attachment B - Safe Speeds Programme Public feedback on proposed speed limit changes March/April 2022

419

     

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

Adam Milina – Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

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Draft Auckland golf investment plan

File No.: CP2022/05676

 

  

 

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 you 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 Waitākere Ranges Local Board:

a)      support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report (Attachment A)

b)      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)      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)

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'.

Description automatically generated

Have Your Say: Overall opinion on the draft plan

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

Description automatically generated

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 a formal view 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

635

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

Adam Milina - Local Area Manager


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Auckland Council’s Quarterly Performance Report: Waitākere Ranges Local Board for quarter three 2021/2022

File No.: CP2022/06652

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Waitākere Ranges Local Board with an integrated quarterly performance report for quarter three, 1 January – 31 March 2022.

Whakarāpopototanga matua

Executive summary

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

3.       The work programme is produced annually and aligns with Waitākere Ranges Local Board Plan outcomes.

4.       All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged. There are no activities with a red status this quarter.

5.       Most activities remain ‘in progress’.

6.       Although we have recently moved to down alert level restrictions the impacts on the local boards operating performance overall may have longer lasting effects.

7.       The financial performance compared to year-to-date budget 2021/2022 is provided as Attachment B to the agenda report. There are some points for the local board to note. Overall, the net operational financial performance of the local board is approximately eleven percent over budget for the nine months ended March 2022. Revenue is below budget for the year to date due to facility restrictions/closures to respond to alert level restrictions, offset by lower operating expenditure. Operating expenditure is approximately ten percent above budget and operating revenue running at two percent below planned budget levels.

8.       Capital expenditure is approximately 24 percent ahead budget for the nine months to March 2022. Disruption to the capital programme due to associated cost escalations and supply chain risks are recognised to possibly further impact future delivery.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      receive the performance report for quarter three ending 31 March 2022.


 

 

Horopaki

Context

9.       The Waitākere Ranges Local Board has an approved 2021/2022 work programme for the following:

·        Customer and Community Services

·        Infrastructure and Environmental Services

·        Plans and Places

·        Auckland Emergency Management

·        The West Worx.

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

Graph 1: Work programme activities by outcome

COVID-19 restrictions

11.     From 23 January 2022, Auckland moved back into traffic light red setting under the COVID-19 Protection Framework, which has impacted council and community-delivered event planning and programming.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

 

 

 

Graph 2: Work programme performance by RAG status

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

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter three

13.     Most activities remain in progress, with a number of local Capex renewal projects reported as completed throughout the course of the year.

14.     Covid-19 related restrictions continued to impact delivery of some activities:

·        ID503: Open Studios: Studios Waitākere had been rescheduled to 12-13 February 2022. It was to have featured nearly 90 artists and over 40 studios registered from across the Waitākere local board area. The broker assisted artists and venues to navigate vaccine pass requirements before the event was subsequently cancelled. This seeded the idea to future-proof the event by developing an online platform that could showcase and generate sales for the artists and studios who register for Open Studios Waitākere. The viability of this idea is still in development.

Activities with significant issues

15.     No activities have been identified as having significant issues (red).

Activities on hold

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

·        24452: Titirangi War Memorial Park - renew amenity lighting is identified as on hold. The timescale for this project is 2021/2022 - investigation and design, 2022/2023 - physical works. Scoping work is currently underway, and the next steps will be to complete this in preparation for the required physical work to renew the carpark lighting in financial year 2022.

Changes to the local board work programme

Deferred activities

17.     No activities are deferred from the current work programme into future years:

Cancelled activities

18.     No activities are cancelled.

Activities merged with other activities for delivery

19.     No activities have been merged with other activities for efficient delivery.

Activities with changes

20.     The following work programmes activities have changes which were formally approved by the board at the business meeting of 24 March 2022:

Table 1: Work programmes change formally approved by the board

ID/Ref

Work Programme Name

Activity Name

Summary of Change

Resolution number

ID 517:

Customer and Community Services

Māori Responsivenes s: Kaiwhakaawe - Māori broker and Māori-led engagement – $20,000

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/1

 

ID 531:

Customer and Community Services

Community  grants Waitākere Ranges – $16,420

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/2

ID 532:

Customer and Community Services

Māori Responsivenes s: Mana whenua engagement (Top up funding for New Resident’s Welcome Pack) – $4,200

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/3

ID 722:

Infrastructure and Environmental Services

Climate action  programme – $10,000

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/4

ID New:

Customer and Community Services

Emergency grant to Titirangi community House – $10,039

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/5

ID New:

Customer and Community Services

Business development  strategy and plan for Titirangi Community House – $15,000

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/6

 

ID New:

Customer and Community Services -

Chemical wash and tidy up of Glen Eden Village - $10,000.

Reallocation from underspent / unspent LDI opex budgets.

Resolution number WTK/2022/7

 

 

21.     The following work programmes activities have been amended to reflect minor change, the implications of which are reported in the table below. The local board was informed of these minor changes and they were made by staff under delegation.

Table 2: Minor change to the local board work programmes

ID/Ref

Work Programme Name

Activity Name

Change

Reason for change

Budget Implications

ID 527:

Customer and Community Services

 

Anzac services Waitākere  Ranges

$1,445

Late need identified by staff. Urgent decision approved by Chair and Deputy Chair.

$1,445 allocated to ID 527: Anzac services from ID 531: Community  

grants

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

23.     Work programmes were approved in June 2021 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

24.     The local board is currently investing in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

·     722: Climate Action Programme. A three-year community-based climate action programme to guide design, prioritisation, and implementation of mitigation actions. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25.     When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

26.     This report informs the Waitākere Ranges Local Board of the performance for quarter three ending 31 March 2022.

Tauākī whakaaweawe Māori

Māori impact statement

27.     The following projects contain a specific approach to progressing Māori responsiveness through the local board work programme. A number of other actions and activities are embedded in line items throughout the work programme.

·     504: Community Arts Programmes, Glen Eden, to develop and support art activities and initiatives to be delivered in Glen Eden, that activate local spaces and engage the community as participants and audience (currently a Matariki Festival event – Ahi Kaa).

In Q3 the funding agreement was administered. The participants and event organiser have met to continue evolving the event celebrating Matariki in Glen Eden Town Centre in 2022. 

·     517: Māori Responsiveness: Kaiwhakaawe (Māori broker) and Māori-led engagement, to support the Kaiwhakaawe to strengthen relationships with Māori, respond to key aspirations and deliver Māori outcomes.

The Waitākere Ranges local board contributes funding to the Kaiwhakaawe role based at Hoani Waititi Marae, and to activities that build relationships across West Auckland Māori communities.

·     523: Fund Hoani Waititi Marae Trust to operate and maintain Hoani Waititi Marae to be open and available for public use, commencing 1 July 2021 and terminating on 30 June 2026.

Hoani Waititi Marae has a lease renewal for next 33 years starting from 6 February 2021. The renewal has been approved by the local board as the allocated authority. Hoani Waititi Marae has agreed to a 5-year funding agreement which runs until 30 June 2026.

·     532: Māori Responsiveness: Mana whenua engagement, to support and fund regular operational hui with Te Kawerau Iwi Tribal Authority to strengthen relationships with iwi, respond to key aspirations and deliver Māori outcomes. Support and fund involvement of mana whenua in community-led projects to deliver Māori outcomes in areas of priority for iwi. Support where needed iwi-led projects such as the development of a Marae at Te Henga.

·     848: Te Kete Rukuruku, Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori. The outcome sought is a dual Māori/English name or a sole Māori name.

·     1257: (Libraries) Whakatipu i te reo Māori. We grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori. We champion and embed le reo Māori in everyday communication. We celebrate and promote te ao Māori through events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki, and Te Wiki o te Reo Māori. We seek opportunities to engage with local lwi and mana whenua to collaborate on initiatives.

·     28167: Sunvue Park, develop cultural park features – engage with locally based Māori youth to facilitate the design and installation of cultural features in Sunvue Park. 2020/2021 - investigation and design (working with students), 2021/2022 - 2022/2023 - physical works. Risk Adjusted Programme (RAP) project. The next stage for this is for the Local Board to formally approve a concept design. Tender documents are to be completed.

Ngā ritenga ā-pūtea

Financial implications

28.     This report is provided to enable the Waitākere Ranges Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programme. There are no financial implications associated with this report.  

Financial Performance

29.     Operating expenditure overall of $6.5 million is $631,000 above budget.

30.     Asset Based Services operating expenditure is $591,000 above budget. This is primarily as a result of both higher maintenance/operating costs under the full facility/arboriculture contracts and on community assets as well as timing of grant at Te Uru/Lopdell facility and payments towards heritage protection area projects ahead of schedule.

31.     Locally Driven Initiatives operating expenditure is roughly in line with budget. Although we have had disruptions due to COVID-19 restrictions a number of programmes were ahead of schedule, these were offset by projects having to be deferred to later in the year.

32.     Operating revenue of $451,000 is $10,000 below budget. The shortfall is mainly in venues for hire facilities shortfall and Libraries impacted by Covid-19 restrictions

33.     Capital Expenditure of $1.24 million is above budget by $242,000 primarily due to renewal work at Armour Bay reserve ahead of planned schedule.

34.     The financial report for the nine months ended March 2022 for the Waitākere Ranges local board area is in Appendix B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

36.     The approved Customer and Community Services capex work programme include projects identified as part of the Risk Adjusted Programme (RAP).  These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the financial year if projects intended for delivery in the current financial year are delayed due to unforeseen circumstances.

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

Ngā koringa ā-muri

Next steps

38.     The local board will receive the next performance update following the end of quarter four (30 June 2022).

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A: Waitākere Ranges Local Board - 1 January – 31 March 2022 Work Programme Update

669

b

Attachment B: Waitākere Ranges Local Board - 1 January – 31 March 2022 Financial Appendix

703

     

Ngā kaihaina

Signatories

Author

Raewyn Curran - Senior Local Board Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

Chair's Report - Saffron Toms

 

File No.: CP2022/02176

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To provide an update on projects, meetings, and other initiatives relevant to the local board’s interests.

Whakarāpopototanga matua

Executive summary

2.       Local board members are responsible for leading policy development in their areas of interest, proposing and developing project concepts, overseeing agreed projects within budgets, being active advocates, accessing and providing information and advice.

 

Ngā tūtohunga / Recommendation

That the Waitākere Ranges Local Board:

a)      receive Chair Saffron Toms’ May 2022 verbal report.

 

 

 

Ngā tāpirihanga / Attachments

There are no attachments for this report.     

Ngā kaihaina / Signatories

Authors

Jenny Bramley - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

Workshop Records

 

File No.: CP2022/02190

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To present records of workshops held by the Waitākere Ranges Local Board.

Whakarāpopototanga matua / Executive summary

2.       A workshop record providing a brief summary of the general nature of the discussion is reported to the next business meeting, along with, where considered appropriate under the Local Government Official Information and Meetings Act 1987, related supporting material.

3.       Waitākere Ranges Local Board workshops are open to the public. This means that public and/or media may be in attendance and workshop materials including presentations and supporting documents will be made publicly available unless deemed confidential.

 

Ngā tūtohunga / Recommendation/s

That the Waitākere Ranges Local Board:

a)      receive the workshop record and supporting materials for 7, 14 and 28 April 2022.

 

 

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Waitakere Ranges Local Board Workshop Record 7 April 2022 (Under Separate Cover)

 

b

Waitakere Ranges Local Board Workshop Record 14 April 2022 (Under Separate Cover)

 

c

Waitakere Ranges Local Board Workshop Record 28 April 2022 (Under Separate Cover)

 

     

Ngā kaihaina / Signatories

Author

Jenny Bramley - Democracy Advisor

Authorisrs

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

Governance Forward Work Programme

File No.: CP2022/02208

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Waitākere Ranges Local Board with its updated governance forward work programme calendar (the calendar).

Whakarāpopototanga matua

Executive summary

2.       The calendar for the Waitākere Ranges Local Board is in Attachment A. The calendar is updated monthly and reported to business meetings.

3.       The calendar is part of Auckland Council’s quality advice programme and aims to support local boards’ governance role by:

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

·    clarifying what advice is expected and when

·    clarifying the rationale for reports.

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

 

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a)      receive the governance forward work programme for May 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Programme 26 May 2022

715

     

Ngā kaihaina

Signatories

Author

Jenny Bramley - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Waitākere Ranges Local Board

26 May 2022

 

 

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Waitākere Ranges Local Board

26 May 2022

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.2      Attachment a    26 May 2022, Waitākere Ranges Local Board; Deputation: Golf New Zealand memo and infographic                                                     Page 721


Waitākere Ranges Local Board

26 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