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

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 21 June 2022

2.00pm

This meeting will proceed via MS Teams and a written summary will be uploaded to the Auckland Council website.

 

Albert-Eden Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Margi Watson

 

Deputy Chairperson

Kendyl Smith

 

Members

Lee Corrick

 

 

Graeme Easte

 

 

Rachel Langton

 

 

Julia Maskill

 

 

Will McKenzie

 

 

Christina Robertson

 

 

(Quorum 4 members)

 

 

 

Michael Mendoza – Democracy Advisor

 

17 June 2022

 

Contact Telephone: 021 809 149

Email: Michael.Mendoza@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Albert-Eden Local Board

21 June 2022

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputation - Suzanne Speer – Eden Epsom Residential Protection Society Incorporated                                                                                                          5

9          Public Forum                                                                                                                  6

9.1     Public Forum - Gordon Ragg - Patron of No. 3 (Auckland City) Squadron Air Training Corps                                                                                                      6

10        Extraordinary Business                                                                                                6

11        Adoption of the Albert-Eden Local Board Agreement 2022/2023                            9

12        Approval of the 2022/2023 Albert-Eden Local Board Customer and Community Services work programme                                                                                          27

13        Approval of the Albert-Eden Local Board Plans and Places work programme 2022/2023                                                                                                                      85

14        Approval of the 2022/2023 Albert-Eden Local Board Infrastructure and Environmental Services Work Programme                                                              91

15        2022/2023 Joint Council-controlled Organisation Local Board Engagement Plans and 2021/2022 Quarter 3 Update                                                                              103

16        Community Facilities Network Plan revised Action Plan (2022)                          141

17        Local board feedback on Auckland Transport's Draft Parking Strategy (2022) 171

18        Draft Auckland golf investment plan                                                                       177

19        Sport and Recreation Facilities Investment Fund 2022 - Local Board views     217

20        Local board feedback on the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021                                  223

21        Local board feedback on proposed supporting plan changes to accompany the Medium Density Residential Standards and National Policy Statement on Urban Development plan change                                                                                        247

22        Urgent decision - Albert-Eden Local Board feedback on draft National Adaptation Plan                                                                                                                              271

23        Albert-Eden-Puketāpapa Ward Councillors' Updates                                           279

24        Chairperson's Report                                                                                                281

25        Board Members' Reports                                                                                          287

26        Albert-Eden Local Board 2022 Governance Forward Work Calendar                 289

27        Albert-Eden Local Board Workshop Records                                                        293

28        Consideration of Extraordinary Items

 


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Albert-Eden Local Board:

a)         confirm the minutes of its ordinary meeting, held on Tuesday, 17 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 Albert-Eden 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 - Suzanne Speer – Eden Epsom Residential Protection Society Incorporated

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Suzanne Speer – Eden Epsom Residential Protection Society Incorporated, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Suzanne Speer – Eden Epsom Residential Protection Society Incorporated, will be in attendance to deliver a presentation to the local board, outlining the group’s advocacy for retaining the special character areas in the city and in particular in North Epsom.

3.       A copy of a submission from the Eden Epsom Residential Protection Society Incorporated is appended to this report as Attachment A.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Suzanne Speer – Eden Epsom Residential Protection Society Incorporated, for her attendance and Deputation presentation.

 

Attachments

a          Submission from Eden Epsom Residential Protection Society Incorporated.................................................................................................. 311

 

 

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.

 

9.1       Public Forum - Gordon Ragg - Patron of No. 3 (Auckland City) Squadron Air Training Corps

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Gordon Ragg - Patron of No. 3 (Auckland City) Squadron Air Training Corps, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Gordon Ragg - Patron of No. 3 (Auckland City) Squadron Air Training Corps, will be in attendance to deliver a Public Forum presentation regarding the squadron’s current lease situation at Carrington Unitec Precinct and to seek the local board’s assistance to identify possible new sites for the squadron to occupy.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Gordon Ragg - Patron of No. 3 (Auckland City) Squadron Air Training Corps, for his attendance and Public Forum presentation.

 

 

 

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.”


Albert-Eden Local Board

21 June 2022

 

 

Adoption of the Albert-Eden Local Board Agreement 2022/2023

File No.: CP2022/07948

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the local content for the Annual Budget, which includes the Albert-Eden Local Board Agreement 2022/2023, the message from the chair, and local board advocacy.

2.       To adopt a local fees and charges schedule for 2022/2023.

Whakarāpopototanga matua

Executive summary

3.       Each financial year, Auckland Council must have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

4.       From 28 February to 28 March 2022, council consulted on the proposed Annual Budget 2022/2023. Local boards considered this feedback and then held discussions with the Finance and Performance Committee on 25 May 2022 on regional issues, community feedback, and key local board initiatives and advocacy areas.

5.       Local boards have now considered local content for the Annual Budget 2022/2023 which includes a local board agreement, a message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2022/2023.

6.       On 29 June 2022, the Governing Body will meet to adopt Auckland Council’s Annual Budget 2022/2023, including 21 local board agreements.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      adopt the local content for the Annual Budget, which includes the Albert-Eden Local Board Agreement 2022/2023, the message from the chair, and local board advocacy (Attachment A).

b)      adopt a local fees and charges schedule for 2022/2023 (Attachment B).

c)      delegate authority to the Chair to make any final changes to the local content for the Annual Budget 2022/2023 (the Albert-Eden Local Board Agreement 2022/2023, message from the chair, and local board advocacy).

d)      note that the resolutions of this meeting will be reported back to the Governing Body when it meets to adopt the Annual Budget 2022/2023, including each Local Board Agreement, on 29 June 2022.

 

Horopaki

Context

7.       Local board plans are strategic documents that are developed every three years to set a direction for local boards. Local board plans influence and inform the Annual Budgets which outlines priorities, budgets and intended levels of service over a one-year period. For each financial year, Auckland Council must also have a local board agreement, as agreed between the Governing Body and the local board, for each local board area.

8.       Throughout the development of the Annual Budget 2022/2023, local board chairs (or delegated local board representatives) have had the opportunity to attend Finance and Performance Committee workshops on key topics and provide local board views on regional issues being considered as part of the Annual Budget 2022/2023.

9.       From 28 February to 28 March 2022, the council consulted with the public on the Annual Budget 2022/2023. One locally held event was held in the Albert-Eden Local Board area to engage with the community and seek feedback on both regional and local proposals.

10.     A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was included as an attachment on the 10 May 2022 business meeting agenda.

11.     Local boards considered this feedback, and then held discussions with the Finance and Performance Committee at a workshop on 25 May 2022 on regional issues, community feedback and key local board initiatives and advocacy areas.

Tātaritanga me ngā tohutohu

Analysis and advice

12.     Both staff and the local board have reviewed the local feedback received as part of  consultation on Annual Budget 2022/2023 and local boards have received a report analysing the local feedback. It is now recommended that local boards adopt local content for the Annual Budget 2022/2023 (Attachment A), including the Local Board Agreement 2022/2023, the message from the chair, and local board advocacy, as well as a local fees and charges schedule for 2022/2023 (Attachment B).

Tauākī whakaaweawe āhuarangi

Climate impact statement

13.     The decisions recommended in this report are procedural in nature and will not have any climate impacts themselves.

14.     Some of the proposed projects in the Local Board Agreement may have climate impacts. The climate impacts of any projects council chooses to progress with will be assessed as part of the relevant reporting requirements.

15.     Some of the proposed projects in the Local Board Agreement will be specifically designed to mitigate climate impact, build resilience to climate impacts, and restore the natural environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16.     Local boards worked with council departments to develop their local board work programmes for 2022/2023 that will be adopted at June business meetings. The local board work programmes help inform the local board agreements.

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

Local impacts and local board views

17.     This report seeks local board adoption of its content for the Annual Budget 2022/2023 and other associated material, including the Local Board Agreement 2022/2023.

Tauākī whakaaweawe Māori

Māori impact statement

18.     Many local board decisions are of importance to and impact on Māori. Local board agreements and the Annual Budget are important tools that enable and can demonstrate council’s responsiveness to Māori.

19.     Local board plans, which were developed in 2020 through engagement with the community including Māori, form the basis of local priorities. There is a need to continue to build relationships between local boards and iwi and where relevant the wider Māori community.

20.     Of those who submitted to the Annual Budget 2022/2023 from the Albert-Eden Local Board area 69 identified as Māori.  Seven iwi entities with an interest in the Albert-Eden Local Board rohe also made a submission to the Annual Budget 2022/2023. These submissions were provided to the local board for consideration at local board workshops during the development of its local board agreement.

21.     Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

22.     The local board agreement includes the allocation of locally-driven initiatives (LDI) funding and asset-based services (ABS) funding to projects and services for the 2022/2023 financial year.

23.     LDI funding is discretionary funding allocated to local boards based on the Local Board Funding Policy (included in the Annual Budget), which local boards can spend on priorities for their communities. Local boards can also utilise LDI funding to increase local levels of service if they wish to do so.

24.     Funding for ABS is allocated by the Governing Body to local boards based on current levels of service to run and maintain local assets and services including parks, pools and recreation facilities, community facilities, and libraries.

25.     A local fees and charges schedule for 2022/2023 is adopted alongside of the Local Board Agreement 2022/2023. The fees and charges have been formulated based on region-wide baseline service levels and revenue targets. Where fees and charges are amended by a local board that results in lower revenue for the council, the shortfall will need to be made up by either allocating LDI funds or reducing expenditure on other services to balance overall budgets. 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26.     Decisions on the local content of the Annual Budget 2022/2023, including the Local Board Agreement 2022/2023 and a local fees and charges schedule for 2022/2023, are required by 23 June 2022 to ensure the Governing Body can adopt the final Annual Budget 2022/2023, including each Local Board Agreement, at its 29 June 2022 meeting.

Ngā koringa ā-muri

Next steps

27.     The resolutions of this meeting will be reported to the Governing Body on 29 June 2022 when it meets to adopt the Annual Budget 2022/2023, including 21 local board agreements.

28.     It is possible that minor changes may need to be made to the attachments before the Annual Budget 2022/2023 is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Chair to make any final changes if necessary.

29.     Local board agreements set the priorities and budget envelopes for each financial year. Work programmes then detail the activities that will be delivered within those budget envelopes. Work programmes will be agreed between local boards and operational departments at business meetings in June 2022.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Local content to support the Annual Budget 2022/2023

13

b

Local fees and charges schedules 2022/2023

25

      

Ngā kaihaina

Signatories

Author

Renee Burgers - Lead Advisor Plans and Programmes

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated

Map

Description automatically generated

Text

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Graphical user interface, text, application

Description automatically generated

Graphical user interface, text, application

Description automatically generated

Graphical user interface, text

Description automatically generated

Text

Description automatically generated with medium confidence

Graphical user interface, table

Description automatically generated

Text

Description automatically generated

Graphical user interface, text, application

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated

Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Approval of the 2022/2023 Albert-Eden Local Board Customer and Community Services work programme

File No.: CP2022/07755

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Albert-Eden Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       This report presents the 2022/2023 Albert-Eden Local Board Customer and Community Services work programme for approval from the following departments:

·    Connected Communities

·    Community Facilities

·    Parks, Sports, and Recreation

·    Regional Service Planning, Investment and Partnerships

3.       In addition, the 2023/2024 Customer and Community Services work programme and the 2023/2024 and 2024/2025 Customer and Community Services - Community Facilities Department work programme are presented for approval in principle.

4.       To support the delivery of the local board’s outcomes and aspirations highlighted in the Albert-Eden Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

5.       The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6.       The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between October 2021 and May 2022.

7.       The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8.       Within the Customer and Community Services work programme, the Community Facilities Department has identified several projects for the 2023/2024 and 2024/2025 financial years as part of the Risk Adjusted Programme (RAP).

9.       Approval is sought for the planning and design of the RAP projects to commence during the 2022/2023 financial year, so that they can be prioritised if other already approved projects cannot be delivered or are delayed due to unforeseen reasons.

10.     The work programme includes projects proposed to be funded from regional budgets subject to approval by the Parks, Art, Community and Events Committee, including Landslide Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11.     There is still a degree of uncertainty about the delivery of activities due to the unpredictability of COVID-19. In the event of further COVID-19-related disruptions, some activities within the work programme are able to be modified should changes to restrictions and resourcing eventuate. Changes to some activities may lead to delays in delivery and/or the need to adjust project budgets.

12.     Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori Outcomes is implicit within the entire work programme.

13.     Once approved in June 2022, the local board will receive quarterly progress updates on the delivery of the 2022/2023 work programme.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve the 2022/2023 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b)      approve in principle the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report), noting that the locally-driven initiatives (LDI) operating expenditure (Opex) allocations will be balanced to budgets in the associated future years’ work programme.

c)      approve in principle the 2024/2025 Customer and Community Services - Community Facilities only work programme (Attachment A to the agenda report), noting that the locally-driven initiatives (LDI) operating expenditure (Opex) allocations will be balanced to budgets in the associated future years’ work programme.

d)      approve the Risk Adjusted Programme projects identified in the 2022/2023 Customer and Community Services work programme (Attachment A to the agenda report).

e)      note that funding for the Coastal Renewals, Landslide Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Parks, Arts, Community and Events Committee.

Horopaki

Context

14.     The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead.  It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

Diagram

Description automatically generated

15.     Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2022/2023 Customer and Community Services work programme in turn aligns to not only the local board plans but the appropriate Auckland Council plans, policies and strategies.

16.     Work programme activities align to one or more of the following 2020 Local Board Plan outcomes:

·        Outcome 1 - Resilient, connected and empowered communities who value diversity

·        Outcome 2 - Neighbourhoods that reflect & value our heritage & unique identity now and into the future

·        Outcome 3 - High-quality natural environments and sustainable lifestyles

·        Outcome 4 - A strong local economy with thriving town centres

·        Outcome 5 - Parks and community facilities meet a wide range of needs

·        Outcome 6 - Safe, easy and sustainable options for moving around

17.     Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

18.     The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and implemented to meet the unique needs of the local community.

19.     Development of the work programme follows an integrated approach to planning activities by the following departments of the directorate::

Tātaritanga me ngā tohutohu

Analysis and advice

20.     The work programme demonstrates the phasing of programme and project delivery for the 2022/2023 financial year.

21.     Delivery of the work programme commences from 1 July 2022, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

22.     New activities and investments, and potential carry-forward items also form part of the work programme.

23.     Table one summarises the approval status required for the three financial years presented within the work programme.

 

 

 

 

 

 

Table one: Customer and Community Services local board work programme approvals

Department

2022/2023

2023/2024

2024/2025

Community Facilities

Approve

Approve in principle

Approve in principle

All other Customer and Community Services departments

Approve

Approve in principle

N/A

 

24.     Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

25.     Approval of unique multi-year projects, particularly capital works, in the 2022/2023 work programme may lead to contractual commitments to the future budget needed to complete the project in 2023/2024 or 2024/2025.

26.     The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting years two and three of the three-year work programme.

27.     The local board will be updated by staff on the delivery of the programme by way of quarterly performance reports.

Proposed amendments to the 2022/2023 work programme

28.     The local board approved the 2021/2022 Customer and Community Services work programme in June 2021 and approved in principle the 2022/2023 and 2023/2024 work programmes.

29.     The 2022/2023 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

30.     Table two highlights the new activities in the work programme:

Table two: work programme activities that are new

ID

Activity name

Lead department

Budget

3006

AE: Sport and active recreation facilities plan implementation

CCS: PSR – Active Recreation

$30,000

3491

Review of the Albert/Eden Local Board Lease Policy 2017

CCS: Community Facilities – Community Leases

$0

3516

Service outcome assessment of four community parks

CCS: PSR – Park Services

$0

3522

Marist Rugby League Football Club, Murray Halberg Park

CCS: Community Facilities – Community Leases

$0

36656

Aberfoyle Street - new - link pedestrian path

C&CS: Community Facilities – Project Delivery

$591,000

32011

Eric Armishaw Park - renew - coastal pathway

C&CS: Community Facilities – Project Delivery

$70,000

31589

Mt Albert Aquatic Centre - renew - minor equipment FY22/23 - FY24/25

C&CS: Community Facilities – Project Delivery

$75,000

32012

Pt Chevalier Library - renewal - roof and supporting structure

C&CS: Community Facilities – Project Delivery

$635,000

 

31.     Table three highlights the activities that were approved in principle in June 2021 but have stopped, or proposed activities that did not start, and are therefore not included in the 2022/2023 work programme:

Table three: work programme activities that have been removed from the work programme

Previous ID

Activity name

Lead department

19

AE: Urban Ngahere – Prepare the 2022/2023 annual planting plan

CCS: PSR – Park Services

55

Build Capacity: Western Springs community recycling centre network development

CCS: Connected Communities – Community Delivery

1017

AE: Fitness Provision Assessment

CCS: PSR – Park Services

1018

AE: Improved dog access information for parks and reserves

CCS: PSR – Park Services

1510

Windmill Reserve service assessment

CCS: PSR – Park Services

2769

CFWD AE: Parks services planning programme

CCS: PSR – Park Services

2803

Carry over for completion - CARRY FORWARD AE: Urban Forest (Ngahere) Knowing FY20

CCS: PSR – Park Services

2825

Carry over for completion - CARRY FORWARD AE: Sport and Rec Facility Plan

CCS: PSR – Active Recreation

 

COVID-19 considerations for Customer and Community Services

32.     The work programme includes activities that respond to the impacts of COVID-19 by providing:

·     safe and welcoming spaces

·     inclusive events to bring the community back together

·     community support, including grants

·     stronger connections with other organisations, including Council Controlled Organisations, iwi and Māori organisations, business associations, community organisations and central government agencies, which also serve Auckland’s communities.

33.     There is still a degree of uncertainty about the delivery of these activities due to the unpredictability of COVID-19. In the event of further COVID-19 related disruption some activities within the work programme are able to be modified should changes to restrictions and resourcing eventuate. Changes to some activities may lead to delays in delivery and/or the need to adjust project budgets.

34.     Current capex delivery challenges include increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs.

35.     Current supply chain issues, obtaining building materials, may lead to delays in project delivery. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages.

Māori Outcomes

36.     Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to Māori participation and development.

37.     Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori Outcomes is implicit within the entire work programme.

38.     A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

39.     The local boards recognise the importance of building meaningful relationships with mana whenua, maatawaka and whānau, and understanding Māori aspirations.

40.     Table four shows the outcomes, objectives and key initiatives from the local board plan recognise these areas of common interest.

Table four: local board plan Māori outcomes, objectives and initiatives

Outcomes

Objectives

Initiatives

Outcome 1: Resilient, connected and empowered communities who value diversity

People are included, interconnected and celebrate our diversity

 

·    Support mana whenua in sharing Māori cultural knowledge and practices through storytelling projects, celebrating Te Reo Māori and responding to Māori aspirations

Outcome 2: Neighbourhoods that reflect and value our heritage and unique identity now and into the future

Māori cultural heritage is valued and protected

 

·    Share Māori knowledge, history and stories so Māori identity can be recognised, appreciated and seen on the landscape, e.g. incorporating Te Ao Māori into playground design or interpretative signage in parks

·    Dual naming - work with mana whenua to complete Māori naming and associated storytelling for identified parks to value and promote Auckland’s Māori identity and the use of Te Reo Māori

Outcome 3: High-quality natural environments and sustainable lifestyles

Our environment is protected and restored

 

·    Work with mana whenua on restoration initiatives to implement mātauranga Māori (Māori knowledge) and design into projects, for example implementing the Tohu, a symbol representing the awa (stream), into signage throughout Te Auaunga / Oakley creek area

·    Implement the Albert-Eden Local Board Urban Ngahere (Forest) project, which aims to protect existing trees and increase the plantings of new trees through an annual programme

41.     There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses. 

42.     The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

43.     Kia Ora Tāmaki Makaurau, council’s Māori Outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council. 

44.     The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

45.     Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: local board work programme Māori outcome areas

Strategic priority area

Kia Ora Tāmaki Makaurau outcome

Kaitiakitanga

Kia Ora te Taiao

Māori business, tourism and employment 

Kia Ora te Umanga

Māori identity and culture 

Kia Ora te Ahurea

Marae development

Kia Ora te Marae

Papakāinga and Māori housing 

Kia Ora te Kāinga

Realising rangatahi potential 

Kia Ora te Rangatahi

Te reo Māori 

Kia Ora te Reo

Whānau and tamariki wellbeing

Kia Ora te Whānau

 

46.     The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo. 

47.     In a COVID-19 recovery environment there is increasing focus on Kia Ora te Umunga /   Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy. 

48.     Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

49.     Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

50.     Table six outlines the different budget types and their purpose that fund the work programme.

Table six: work programme budget types and purpose

Budget type

Description of budget purpose

Locally-driven Initiatives (LDI)

A development fund used to advance local operational and capital activities at the discretion of the local board

Asset-based Services (ABS)

Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities

Local renewals

A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities

Growth (local parks and sports field development)

Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs

Coastal

A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons

Landslide prevention

A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region

Specific purpose funding

Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects

One Local Initiative (OLI)

Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028

Long-term Plan discrete

Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure

Kauri Dieback Funding

Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards

External funding

Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

51.     The capital projects to be delivered in the Albert-Eden Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

52.     The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

53.     The capital works projects have been geo-spatially mapped to indicate the location of projects within the local board area (Attachment C). Some projects are unable to be mapped as they reference multiple locations, or the work locations are yet to be determined.

Risk Adjusted Programme

54.     The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

55.     Several capital projects in the 2023/2024 and 2024/2025 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

56.     Local board approval is sought for the commencement of these projects in the 2022/2023 financial year, so that they can be prioritised if other already approved projects cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

57.     Some activities from the Landslide Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Parks, Arts, Community and Events Committee for approval after 30 June 2022.

58.     The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme. 

Process for changes to the approved work programme

59.     Some projects in the work programme require further local board decisions as they progress through the delivery process.

60.     Where further decisions are anticipated they have been indicated in the work programme, and decisions will be sought as required through local board business meetings.

61.     Amendments to the work programme or specific projects may also be required as projects progress, in response to more detailed design and costing information, community consultation, consenting requirements and similar factors.  

62.     Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

63.     The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

64.     Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

65.     Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

66.     As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

67.     In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

68.     Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

69.     Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

70.     At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes delivering the Mayor’s tree planting initaitives, transitioning unproductive farmland on regional parks to permanent native forest, and delivering ecological restoration projects with community groups.

71.     Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and Local Board Plans.

72.     As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

73.     Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

74.     The activities in the Albert-Eden Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

75.     Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

76.     The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

77.     An example of collaboration on delivery is the kauri dieback programme which is delivered by the Community Facilities, Parks, Sport and Recreation and the Infrastructure and Environmental Services directorate.

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

Local impacts and local board views

78.     The feedback received from the local board through a series of workshops from October 2021 to May 2022 has informed the proposed Customer and Community Services work programme.

79.     A focus area of the work programme is to respond to the Recovery Budget, the communities of greatest need and build capacity within the community, including through community-led delivery and partnerships.

80.     Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

81.     The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

82.     Attachment B shows local board projects or programmes that are ranked as delivering ‘high’ Māori Outcomes. They involve ongoing collaboration with Māori or are delivered by Māori. 

83.     Projects or programmes in Attachment A may also contribute to Māori Outcomes but are not highlighted as they are identified to have a moderate or low impact. 

84.     Engagement with Māori is critical and, if not already completed, will occur on a programme or project basis, prior to any work commencing, and be reported back separately to the local board. 

85.     Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

86.     Each activity line has a budget allocation in one or more of the financial years e.g. 2022/2023, 2023/2024 and 2024/2025. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

87.     The 2022/2023 activities recommended for local board approval can be accommodated within 2022/2023 budgets and staff resources.

88.     The budgets allocated to activities in the financial years 2023/2024 and 2024/2025 are indicative and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

89.     Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Albert-Eden Local Board budget allocation

Local budgets

2022/2023 (approve)

2023/2024 (approve in principle)

2024/2025 (approve in principle – Community Facilities only)

Operational (Opex): Locally-driven Initiatives (LDI)

1,462,490

            1,472,490

            1,498,548

Opex: Asset-based Services (ABS)

13,143,723

          13,156,061

          13,254,431

Capital (Capex): Local Asset Renewals - Budget (ABS)

4,073,858

3,924,544

3,486,602

Capex: Local Asset Renewals - Proposed Allocation (ABS)

4,073,858

3,924,544

3,486,602

Advanced Delivery RAP*

0

 

 

Capex: Local Asset Renewals - Unallocated budget (ABS)

0

0

0

Capex: Locally-driven Initiatives (LDI) – Budget

190,000

190,000

912,612

Capex: Locally-driven Initiatives (LDI) - Proposed Allocation

189,567

97,699

215,706

Advanced Delivery RAP*

433

 

 

Capex: Locally-driven Initiatives (LDI) - Unallocated budget

0

92,301

696,906

Capex: Growth projects Allocation

0

0

0

Capex: Coastal projects Allocation

0

0

0

Capex: Landslide Prevention projects Allocation

0

0

0

Capex: Specific Purpose Funding - Allocation

100,000

113,182

0

Capex: One Local Initiative

0

0

0

Capex: Long-term Plan discrete

0

0

250,000

Capex: Natural Environment Targeted Rate

0

0

0

Capex: External Funding Allocation

91,000

500,000

0

* See paragraph 54-56 for RAP explanation

90.     The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future Long-term Plan processes. If decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

91.     Any 2021/2022 opex budget unspent on 30 June 2022, will be assessed for carry-forward to the 2022/2023 work programme. Carry-forwards will be added to the work programme as separate activity lines and will be reflected in the revised budget.

92.     During delivery of the 2022/2023 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

93.     The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 30 June 2022. Approval of the work programme after the start of the financial year could result in delays to delivery.

94.     The majority of operational (opex) activities in the work programme are ongoing and annually occurring. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

95.     Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk

Mitigation

Non-delivery, time delays and budget overspend of activities that are managed through the work programme.

Having agreed processes to amend the work programme if activities need to be changed or cancelled.

Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.

Unknown risks associated with trialling a new activity for the first year.

Risks and mitigations for new activity lines are considered during the scoping phase, continually assessed and reported to the local board.

Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.

Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.

The COVID-19 pandemic may continue to negatively impact on the progress and deliverability of the work programme.

Development of the work programme has included consideration of potential impacts on delivery due to COVID-19 for all activities.

Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. 

Where activities need to be cancelled the local board can reallocate the budget to other activities.

The COVID-19 pandemic and other geopolitical factors may result in further inflationary and supply chain pressures.

Potential inflationary pressures have been modelled into key forecasts; however uncertainties remain.

The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

 

Ngā koringa ā-muri

Next steps

96.     Delivery of the Customer and Community Service work programme is scheduled to start on 1 July 2022 and continue until 30 June 2023.

97.     Regionally funded projects are an exception and will commence after they have been approved by the Parks, Arts, Community and Events Committee in July 2022.

98.     The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2022.

99.     When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A - Albert-Eden Customer and Community Service Work Programme 2022/2023

43

b

Attachment B - Māori Outcomes Albert-Eden

79

c

Attachment C - Capital Works and Leasing Work Programme Map

81

d

Attachment D - Climate Impacts Albert-Eden

83

     

Ngā kaihaina

Signatories

Authors

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Connected Communities

Tania Pouwhare - General Manager Community & Social Innov

Taryn Crewe - General Manager Community Facilities

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

Authorisers

Claudia Wyss - Director Customer and Community Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Diagram

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated with medium confidence


Table

Description automatically generated


Table

Description automatically generated


Text

Description automatically generated with low confidence


A picture containing table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated with medium confidence


A picture containing table

Description automatically generated


Table

Description automatically generated


Diagram

Description automatically generated with low confidence


A picture containing table

Description automatically generated


Table

Description automatically generated with medium confidence


Table

Description automatically generated with low confidence


Table

Description automatically generated


Table

Description automatically generated


Diagram

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated with medium confidence


Table

Description automatically generated with low confidence


Table

Description automatically generated with low confidence


Chart, timeline

Description automatically generated with medium confidence


A picture containing table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

A picture containing diagram

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Map

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated


Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Approval of the Albert-Eden Local Board Plans and Places work programme 2022/2023

File No.: CP2022/08190

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Albert-Eden Local Board Plans and Places work programme.

Whakarāpopototanga matua

Executive summary

2.       This report presents the board’s Plans and Places work programme for approval for delivery within the 2022/2023 financial year (see Attachment A).

3.       The work programme responds to the following outcome that the local board identified in the Albert-Eden Local Board Plan 2020:

·    Resilient, connected and empowered communities who value diversity.

4.       Plans and Places has one activity on the Albert-Eden work programme for the 2022/2023 financial year, namely undertaking an integrated area plan for the Mt Roskill redevelopment area, which is part of the Albert-Eden and Puketāpapa local board areas. This is an existing project which is underway and will continue into the 2022/2023 financial year. The following will be undertaken during the financial year 2022/2023:

·    completing the final (web) version of the integrated area plan

·    developing an implementation plan for the integrated area plan.

5.       This work programme activity is funded through the regional budget and is not from within the board’s draft locally-driven initiatives (LDI) budget for the 2022/2023 financial year.

6.       Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve the Albert-Eden Local Board Plans and Places work programme 2022/2023 (Attachment A).

 

Horopaki

Context

7.       Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8.       The work programme responds to the outcomes and objectives that the local board identified in the Albert-Eden Local Board Plan 2020. The specific outcome that is reflected in the work programme is:

·     Resilient, connected and empowered communities who value diversity.

Tātaritanga me ngā tohutohu

Analysis and advice

9.       The proposed activities for delivery as part of the board’s Plans and Places work programme 2022/2023 is the undertaking of an integrated area plan for the Mt Roskill redevelopment area, which is part of the Albert-Eden and Puketāpapa local board areas. This is an existing project which is underway and will continue into the 2022/2023 financial year. The following will be undertaken during the financial year 2022/2023:

·     completing the final (web) version of the integrated area plan

·     developing an implementation plan for the integrated area plan.

10.     See Attachment A for further detail.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11.     The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change. However, the integrated area plan will contribute to the council’s climate goals as set out in Te Tatuke-a-Tawhiri: Auckland’s Climate Plan which are:

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12.     The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

13.     The integrated area plan for the Mt Roskill redevelopment area, which is part of the Albert-Eden and Puketāpapa local board areas, is being undertaken in close collaboration with relevant council departments and CCOs.

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

Local impacts and local board views

14.     The proposed Plans and Places work programme has been considered by the local board in a series of workshops from October 2021 to May 2022. The views expressed by local board members during the workshops have informed the recommended work programme.

15.     The activities in the proposed work programme align with the Albert-Eden Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

16.     Mana whenua are playing an integral role in the development of the integrated area plan for the Mt Roskill redevelopment area and this will continue until the area plan has been completed. The following mana whenua have participated closely with the Plans and Places team and the working group guiding the development of the integrated area plan:

·     Ngāti Whātua Ōrākei

·     Te Ākitai Waiohua

·     Te Ahiwaru Waiohua

·     Ngaati Whanaunga

·     Te Kawerau ā Maki

·     Ngāti Tamaoho

·     Ngāi Tai ki Tāmaki

·     Ngati Maru

·     Te Patukirikiri

·     Te Rūnanga o Ngāti Whātua

·     Ngati Te Ata Waiohua.

Ngā ritenga ā-pūtea

Financial implications

17.     The development of the integrated area plan is funded through the regional budget and not from within the board’s draft locally-driven initiatives (LDI) budget for the 2022/2023 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18.     It is envisaged that the development of the integrated area plan will be completed during the 2022/2023 financial year. If due to unforeseen circumstances, this activity is delayed, it will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

19.     Delivery of the activity in the approved work programme will commence on 1 July 2022 and continue until 30 June 2023. Activity progress will be reported to the local board on a quarterly basis.

20.     Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Plans and Places Work Programme 2022/2023

89

     

Ngā kaihaina

Signatories

Author

Fiona Sprott - Team Leader - Planning

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Approval of the 2022/2023 Albert-Eden Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2022/08034

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Albert-Eden Local Board’s Infrastructure and Environmental Services work programme and approve in principle the 2023/2024 work programme.

Whakarāpopototanga matua

Executive summary

2.       This report presents the Albert-Eden Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2022/2023 financial year, and for approval in principle for the subsequent financial year, 2023/2024 (see Attachment A).

3.       The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2022/2023 is year two of the three-year cycle. Many of the programmes included in this report were approved in principle in the 2021/2022 work programme.

4.       The work programme responds to the outcomes and objectives identified in the Albert-Eden Local Board Plan 2020.

5.       The work programme has been developed through a series of workshops between November 2021 and May 2022, where the local board provided feedback to staff on programme and activity prioritisation.

6.       The local board indicated its support for the following activities to be delivered in 2022/2023, with budgets as listed below:

·        Bike Hub - $10,000

·        Climate Action Programme - $40,000

·        EcoNeighbourhoods - $55,000

·        Maungakiekie Songbird - $10,000

·        Te Auaunga / Oakley Creek pest plant control buffer programme - $20,000

·        Urban Ark Strategic Plan implementation - $40,000

·        Waitītiko / Meola Creek Restoration - $18,000.

7.       The proposed work programme has a total value of $193,000, which can be funded from within the board’s draft locally-driven initiatives (LDI) budget for the 2022/2023 financial year. Approval in principle is also being sought for activities in the 2023/2024 financial year.

8.       The indicative programmes and budgets for 2023/2024 are subject to change and will be confirmed on an annual basis through the approval of the respective work programmes.

9.       Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve its 2022/2023 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):

Activity name

2021/2022 budget for approval

Bike Hub

$10,000

Climate Action Programme

$40,000

EcoNeighbourhoods

$55,000

Maungakiekie Songbird

$10,000

Te Auaunga / Oakley Creek pest plant control buffer programme

$20,000

Urban Ark Strategic Plan implementation

$40,000

Waitītiko / Meola Creek Restoration

$18,000

Total

$193,000

b)      approve in principle the 2023/2024 Infrastructure and Environmental Services work programmes (Attachment A to the agenda report).

c)      note that the indicative programmes and budgets for 2023/2024 are subject to change and will be confirmed on an annual basis through the approval of the respective work programmes.

Horopaki

Context

10.     Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).

11.     The proposed work programme responds to the outcomes and objectives identified in the Albert-Eden Local Board Plan 2020. The specific objectives reflected in the work programme are:

·        our environment is protected and restored

·        our community has sustainable lifestyles and takes climate action

·        people are resilient and can adapt to change

·        our community has more transport options and we see a shift in transport modes used by the community.

12.     The following adopted strategies and plans also guided the development of the work programme:

·        Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

·        Regional Pest Management Plan

·        Waiora Healthy Waterways Programme.

13.     The development of the work programme has been informed by staff assessments and identification of local environmental priority areas and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Albert-Eden Local Board Plan 2020 environmental objectives, as detailed above.

15.     The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

16.     This report seeks local board approval for budgets and activities in year two of the three-year work programme (2022/2023), and approval in principle for 2023/2024.

17.     Approving in principle does not commit the local board to funding in future years, as the budget for year three will still need to be approved on an annual basis. However, approval in principle will help staff, contractors and community groups to plan activities and resourcing in the longer-term.

18.     Budgets for year three are subject to change, as the programmes are further refined or if local board priorities shift.

19.     The proposed activities for delivery as part of the board’s 2022/2023 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:

Bike Hub - $10,000

20.     The local board has indicated that it would like to continue to fund a bike hub programme. The board has supported this programme for four years and allocated $10,000 towards this programme in 2021/2022.

21.     Staff recommend that the local board allocates $10,000 of its locally-driven initiatives operational budget towards the bike hub programme in the 2022/2023 financial year, which will support:

·        the operation of the Tumeke Cycle Space Bike Hub established at Gribblehirst Park

·        completing aspects of the Bike Hub container installation delayed by COVID-19 lockdowns, including exterior painting and signage and shade-sail/awning

·        trialling a range of opening hours to optimise the service for the community and volunteers

·        employment of a part time community coordinator to work alongside volunteers to ensure regular, expanded opening hours and a predictable and consistent community service.

22.     Approval in principle is also sought for $10,000 towards this programme from the local board in 2023/2024.

Climate Action Programme - $40,000

23.     The local board has indicated that it would like to continue to fund a local climate action programme for the Albert-Eden Local Board area in 2022/2023. The board provided $20,000 towards this programme in 2021/2022.

24.     Staff recommend that the board provides $40,000 of its locally-driven initiatives operational budget towards this programme in the 2022/2023 financial year. This budget would enable:

·        establishment of a Local Climate Activator to drive community implementation of the Climate Action Plan which is expected to be completed in 2022.

·        investment to support collaboration and amplify community climate action.

25.     Approval in principle is also sought for $40,000 towards this programme from the local board in 2023/2024.

EcoNeighbourhoods - $55,000

26.     The local board has indicated that it would like to continue to fund its EcoNeighbourhoods programme in the 2022/2023 financial year. The board provided $55,000 towards this programme in 2021/2022.

27.     An EcoNeighbourhood group comprises of groups of six or more neighbours from different households within the local board area, with an objective to adopt sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods.

28.     Staff recommend that the local board allocate $55,000 of its locally-driven initiatives operational budget towards the continuation of this programme in the 2022/2023 financial year. This will be the ninth year that the local board has provided funding towards this programme, including $55,000 in the 2020/2021 and 2021/2022 financial years.

29.     The 2022/2023 budget will enable up to 22 EcoNeighbourhood groups to receive up to 12 hours of facilitation support from the programme manager. The groups can receive up to $1,000 worth of support including incentives, discounts and training to support behaviour change.

30.     EcoNeighbourhood groups decide what sustainable living actions they wish to undertake and a programme manager supports these groups to take action. The activities that groups have undertaken or will undertake include carbon footprinting, beekeeping, sustainable food production, water conservation, waste minimisation, energy reduction, and biodiversity initiatives.

31.     Approval in principle is also sought for $55,000 towards this programme from the local board in 2023/2024.

Maungakiekie Songbird - $10,000

32.     The local board has indicated that it would like to fund the Maungakiekie Songbird programme around the Maungakiekie maunga. The board provided $15,000 to co-fund this programme with the Maungakiekie-Tāmaki Local Board in 2021/2022. Staff recommend that the board allocate $10,000 locally-driven initiatives funding towards this in 2022/2023.

33.     The $10,000 funding requested for this programme from the Albert-Eden Local Board will be used to support a community coordinator to provide advice, tools and resources to the community, businesses and schools to undertake pest control and monitoring around the Maungakiekie maunga.

34.     This programme will help support native wildlife and birdsong to flourish in and around the maunga. Schools, communities and businesses will be empowered to take actions to improve their local environment. Funding of $15,000 is also being sought from the Maungakiekie-Tāmaki Local Board to increase environmental outcomes across the maunga and surrounding areas.

35.     Approval in principle is also sought for $10,000 towards this programme from the Albert-Eden Local Board and $15,000 from the Maungakiekie-Tāmaki Local Board in 2023/2024.

Te Auaunga / Oakley Creek pest plant control buffer programme - $20,000

36.     The local board has indicated it would like to continue to fund the Te Auaunga pest plant buffer programme for the 2022/2023 financial year. The local board allocated $20,000 towards this programme in 2021/2022. Staff recommend that the board allocate $20,000 locally-driven initiatives funding towards this in 2022/2023.

37.     This programme will support private landowners living next to high-value parks and reserves to control invasive weeds. The programme will begin with private properties adjoining Te Auaunga (Oakley Creek). 

38.     The aim of the programme is to reduce weed densities on private properties and create a buffer to protect high-value parks and reserves from continued weed invasion. This will include:

·        identifying key buffer areas around Te Auaunga (Oakley Creek), with support from the local community group, Friends of Oakley Creek

·        identifying target weed species to be included for control

·        liaising with, providing advice and support for landowners and occupiers to undertake weed control with permission from the landowner.

39.     Approval in principle is also sought for $20,000 towards this programme from the local board in 2023/2024.

Urban Ark Strategic Plan implementation - $40,000

40.     The local board has indicated it would like to continue to support the Urban Ark programme in the 2022/2023 financial year. This programme will continue to expand the work of Urban Ark Manawa Taiao through funding for a coordinator, facilitator costs and resources.

41.     Funding for this project will support community groups to restore native habitat and protect native biodiversity by undertaking pest control and planting native trees and shrubs.

42.     Urban Ark Manawa Taiao is a collaborative community-led initiative that works at a landscape scale, currently working across both the Albert-Eden and Waitematā Local Board areas. The group helps to coordinate and support community conservation groups in the central suburbs of Westmere, Point Chevalier, Kingsland, Western Springs, Morningside and Grey Lynn, with a goal of providing habitats where indigenous wildlife can thrive.

43.     The programme has been jointly funded with the Waitematā Local Board. In 2020/2021 both local boards provided $15,000 each toward this programme. In 2021/2022, Albert-Eden Local Board had a higher investment of $40,000. This increase in funding in part reflects the programme incorporating the Epsom Rock Forest Landowner Assistance Programme which had $10,000 of funding in 2020/2021. Staff recommend that the board allocate $40,000 to this programme for the 2022/2023 financial year.

44.     Approval in principle is also sought for $40,000 towards this programme from the local board in 2023/2024.

Waitītiko / Meola Creek Restoration - $18,000

45.     The local board has indicated support for the continuation of the Waitītiko / Meola Creek restoration programme in the 2022/2023 financial year. Local community groups and schools across the Albert-Eden and Waitematā Local Board areas will continue to be supported in their work to restore the riparian margins of the Waitītiko awa. The programme will encourage new groups through community events and education, as well as create linkages to local pest control initiatives.

46.     This programme supports a catchment approach to restoring Waitītiko by empowering community and school groups to undertake water quality monitoring and riparian restoration planting.

47.     This project is jointly funded with the Waitematā Local Board as the stream passes through both local board areas. The Waitematā Local Board has a proposed investment of $21,000 for the 2022/2023 financial year.

48.     In 2021/2022 the local board funded $28,000 towards this programme, while Waitematā contributed $21,000. Staff recommend that the board allocate $18,000 to this work programme in 2022/2023.

49.     Approval in principle is also sought for $28,000 towards this programme from the Albert-Eden Local Board and $21,000 from the Waitematā Local Board in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

50.     In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

51.     Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

52.     Table 1 outlines the activities in the 2022/2023 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name

Climate impact

Bike Hub

This programme aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints. It also aims to increase community resilience through increased sustainable living and increased community connections.

Climate Action Programme

In alignment with priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, specifically the ‘Community and Coast’ priority actions, this programmes will support Aucklanders to become more resilient and reduce their carbon footprint.

The programme aims to reduce emissions by identifying gaps and strategic opportunities and collaborations that will build on existing local activity.

EcoNeighbourhoods

This programme aims to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.

Maungakiekie Songbird

Protection of native trees through undertaking pest plant and animal control in these work programmes will increase carbon sequestration. Carbon sequestration is the long-term removal, capture or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon dioxide pollution and to mitigate global warming.

Te Auaunga / Oakley Creek pest plant control buffer programme

Urban Ark Strategic Plan implementation

Waitītiko / Meola Creek Restoration

Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53.     The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

54.     In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services and Healthy Waters.

55.     Several of the proposed programmes will include collaboration with Parks, Sports and Recreation, including the Waitītiko / Meola Creek restoration programme.

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

Local impacts and local board views

56.     The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Albert-Eden Local Board area. Particular focus areas for the 2022/2023 work programme include Gribblehirst Park, Maungakiekie, Te Auaunga and Waitītiko.

57.     The projects noted above align with the local board plan outcome ‘high-quality natural environments and sustainable lifestyles’. The proposed work programme has been considered by the local board in a series of workshops from November 2021 to May 2022. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

59.     The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

60.     Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

61.     Table 2 outlines the activities in the 2022/2023 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name

Māori outcome description

Maungakiekie Songbird

The Tupuna Maunga Authority will be collaborated with throughout the programme.

Waitītiko / Meola Creek Restoration

Te Mahurehure Marae sits adjacent to the awa and a relationship with the marae is ongoing within the restoration programme and kaitiakitanga of the awa.

62.     Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

63.     The proposed environment work programme for 2022/2023 totals to $193,000 of the board’s locally-driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

64.     Budgets for activities in the 2023/2024 financial year are indicative. While local board approval in principle is being sought for a future year through this report, formal approval will be sought on an annual basis, once budgets and programme costs are confirmed.

65.       An overall LDI opex carry-forward provision for projects to be carried forward from 2021/2022 to 2022/2023 was approved by the Finance and Performance Committee as part of the annual budget adoption. Work programme activities to be carried forward from 2021/2022 will be finalised post 30 June 2022. Local boards will receive detail of carry-forwards in their first scheduled performance report for 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66.     If the proposed Infrastructure and Environmental Services Work Programme is not approved before the start of the financial year, there is a risk that activities may be delayed or not delivered within the financial year.

67.     The COVID-19 pandemic could have a negative impact on the delivery of local board work programmes. Some activities may not be able to be delivered fully if COVID-19 restrictions are increased.

68.     Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

69.     Table 3 shows the key risks associated with activities in the proposed 2022/2023 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Bike Hub

The location of the bike hub at Gribblehirst Park means that the programme must continue to align with relevant landowner approvals and community leases for the site.

Staff from across council will collaborate with Gribblehirst Hub and Tumeke Cycle Space to enable the bike hub operate at the site.

 

Low

Climate Action Programme

The programme depends on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the Albert-Eden Climate Action Plan.

Staff will ensure the contractor has local knowledge to effectively engage with community groups.

 

Low

EcoNeighbourhoods

The collective knowledge of this programme sits with three people (two contractors and a staff member), should both contractors be lost then there would be a significant workload to maintain the programme.

Contractors have expressed a willingness to continue with this programme.

 

Low

Maungakiekie Songbird

The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.

The contractor has experience in community engagement and has already established work in the Maungakiekie-Tāmaki and Albert-Eden Local Board areas.

Low

Te Auaunga / Oakley Creek pest plant control buffer programme

The long-term sustainability of the programme will require ongoing community leadership and co-ordination to support both individuals and groups across the local board area.

This programme has been running well over the last two years and the contractors have experience with community engagement.

 

Low

Urban Ark Strategic Plan implementation

There is a risk that the coordinator is unwilling to renew contract, and a new position would have to be advertised.

The contractor has expressed supporting for continuing the programme.

 

Low

Waitītiko / Meola Creek Restoration

The stream restoration outcomes are dependent on community participation.

Volunteer groups have a long-term commitment to caring for waterways, which will encourage high community participation.

Low

70.     Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

71.     Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2023. Activity progress will be reported to the local board on a quarterly basis.

72.     Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Infrastructure and Environmental Services Work Programme 2022/2023 - Albert-Eden Local Board

101

     

Ngā kaihaina

Signatories

Author

Prasanthi Cottingham - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

A picture containing table

Description automatically generated


A picture containing table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

2022/2023 Joint Council-controlled Organisation Local Board Engagement Plans and 2021/2022 Quarter 3 Update

File No.: CP2022/07832

 

  

 

Te take mō te pūrongo

Purpose of the report

1.          For the Albert-Eden Local Board to adopt its Joint Council-controlled Organisation (CCO) Local Board Engagement Plan 2022/2023.

2.       To provide the Albert-Eden Local Board with an update on CCO work programme items in its area.

Whakarāpopototanga matua

Executive summary

3.       Joint CCO Local Board Engagement Plans have been agreed between local boards and CCO staff during workshops held in April and May 2022, and through subsequent follow up conversations.

4.       The substantive document, once adopted, will be in place for two years. The attachments to the plan will be amended throughout the year to ensure the plan is up to date and fit for purpose.

5.       Updates will be provided to local boards each quarter to show both changes to the plan itself, and to provide updates on the work programme items included in the attachments to the plan.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      adopt the Joint Council-controlled Organisation Local Board Engagement Plan 2022/2023 as agreed between the local board and Auckland Council’s substantive Council-Controlled Organisations: Auckland Transport, Eke Panuku Development Auckland, Tātaki Auckland Unlimited and Watercare.

b)      note that the attachments to the Joint Council-controlled Organisation Local Board Engagement Plan 2022/2023 will be updated as needed, with changes reported to the local board each quarter.

c)      authorise the chair of the local board to sign this agreement on behalf of the local board, alongside representatives from the four Council-controlled Organisations.

 

Horopaki

Context

6.       In 2020, the CCO Review report recommended the introduction of a joint CCO local board engagement plan for each local board.

7.       In mid-2021, the first Joint CCO Local Board Engagement Plans were agreed and adopted.

8.       Since then, staff have worked to develop and refine both the process to agree the documents, and the format of the documents themselves.

9.       During April and May 2022, workshops were held between each local board and representatives from the four substantive CCOs.

10.     During May, staff have worked to ensure that the final document is representative of the discussions held at workshops, and that any outstanding questions have been resolved. 

11.     The substantive part of the engagement plan is designed to be in place for two years. In subsequent years, this document is likely to remain in use for three years, following the completion of the Local Board Plan.

12.     The attachments to the plan include information that is likely to require updating such as staff contacts and project updates and will be amended throughout the year to ensure the plan is up to date and fit for purpose.

13.     Quarterly updates will be provided to each local board to show both changes to the plan itself, and updates on the work programme items included in the attachments to the plan.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     Workshops between local boards and CCO staff have provided local boards with the opportunity to share their views on CCO delivery and engagement in their area. Each workshop included an outline of each CCO’s work programme within the local board area, and local boards have provided their views on the degree of engagement they expect for each project or programme.

15.     The Joint CCO Local Board Engagement Plan 2022/2023 addresses key elements of recommendations made by the CCO Review, including:

·        documenting key contacts, including senior CCO representatives of the organisation well placed to quickly respond to and resolve local concerns

·        giving local boards the opportunity to highlight projects likely to be most significant to them as governors, contributing to a “no surprises” environment

·        ensuring the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

16.     While it is still early days in terms of local board members and staff adjusting to the new way of working together, initial feedback has been positive.

17.     Work programme items that will be confirmed with the formal adoption of 2022/2023 budgets will be included as they become available.

Updates to the engagement plan

18.     Staff have updated the attachments to the engagement plan where there have been:

·        new board members

·        changes to local board members delegations

·        staff changes within Local Board Services or CCOs.

19.     All changes are reflected in Attachment A – Albert-Eden Local Board Joint CCO Engagement Plan 2022/2023.

 Auckland Transport

20.     The following activities have been added:

·       Regional programmes: Parking Strategy, Interim Speed Management Plan, Activities in the road corridor bylaw, Safe Speeds Programme and Regional Public Transport Plan, at consult level.

·       Support local board applications to regional transport funds, at consult level.

·    New North Road Pak n Save, at inform level.

·    Mt Eden and Landscape Road crossing, at inform level.

21.     The following changes to engagement approach have been made:

·    Local projects arising from City Rail Link work (i.e. bus route 64), from consult to inform.

·    Oakley Creek Slip Remediation, from consult to inform.

22.     The following activities have been removed:

·    Schools programme and community programme.

Tātaki Auckland Unlimited

23.    The following activities have been added:

·    Supporting a resilient and regenerative Māori economy - Taki Hua economic strategy, at consult level.

·    Rangatahi youth enterprise summit, at consult level.

·    Te Mahere Aronga 2021 – 2024 Māori Outcomes Plan adoption & implementation, at inform level.

·    Te Matatini and Haka Ngahau, (regional pre-event, coincides with 50th anniversary of Te Matatini), at inform level.

·    Developing and implementing a Māori Engagement Plan to strengthen participation by Māori and support Māori aspirations, at inform level.

·    Enhancing Auckland’s local, national and global reputation and appeal, at inform level.

·    Attracting and developing skills and talent, at inform level.

·    Sharing economic data and analysis - local economic overviews, at inform level.

·    Connecting all Aucklanders with our cultural organisations, venues and programmes – education, outreach and access, at inform level.

·    Promoting te reo Māori to be seen, heard, spoken and learned throughout our facilities, programmes and activities – bilingual policy and programme, at inform level.

·    Co-design of a signature Māori festival for Tāmaki Makaurau, at inform level.

·    Activating Auckland’s innovation network – Click Studios 1, at inform level.

·    Working with partners to reactivate the city centre, at inform level.

24.     The following activities have had a name change:

·    Partnering to develop and invest in events that attract visitation and are a catalyst for Auckland’s regionwide economic prosperity (such as Elemental AKL), at inform level.

·    Partnering to attract and support events that attract visitation and are a catalyst for Auckland’s regionwide economic prosperity (such as World Choir Games, Rugby World Cup 2022), at inform level.

·    Supporting sustainability and climate change transition, at inform level.

·    Delivering Lantern, Pasifika, Diwali and Tāmaki Herenga Waka Festivals under a consolidated cultural festival strategy, at inform level.

·    Contributing to the cultural and economic vibrancy of Auckland – our cultural organisations, venues and sector, at inform level.

25.     The following status change has been made:

·    Auckland Stadium Network Strategy changed to on hold pending the outcome of a review to explore a single stadium operator for Auckland.

26.     The following change to engagement approach has been made:

·    Western Springs Precinct Plan changed from inform to consult

27.     The following activities have been completed and removed:

·    Government support packages

·    Venues – zoo signage.

Eke Panuku Development Auckland

28.     The following activities have been added:

·    Service property optimisation, at collaborate level.

·    Maungawhau & Karangahape Precinct Development Programme, at consult level.

Watercare

29.    No changes have been made to the Watercare work programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30.     The adoption of the Joint CCO Local Board Engagement Plan 2022/2023 between the local board and Auckland Council’s substantive Council-controlled Organisations does not have a direct impact on climate, however many of the projects it refers to will.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50.     Adopting the updated Joint CCO Local Board Engagement Plan 2022/2023 is likely to have a positive impact on other parts of the council as well as between the respective CCOs within each local board area.

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

54.     Updating and adopting the Joint CCO Engagement Plan 2022/2023 may have a positive impact on local engagement with mana whenua and mataawaka.

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

Ngā ritenga ā-pūtea

Financial implications

56.     The adoption of the Joint CCO Local Board Engagement Plan 2022/2023 between the local board and Auckland Council’s substantive Council-Controlled Organisations does not have financial impacts for local boards.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58.     Changes will be made within the attachments of the Joint CCO Engagement Plan to ensure that information is kept up to date. The substantive document will not change until after the development of the next Local Board Plan. This risk is mitigated by ensuring that the document states clearly that it is subject to change and will be re-published on the local board agenda quarterly, to ensure public transparency.

Ngā koringa ā-muri

Next steps

59.     The local board will receive Quarter Four updates in September 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Joint Council-controlled Organisation Local Board Engagement Plan 2022/2023

109

     

Ngā kaihaina

Signatories

Author

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, email

Description automatically generated

Background pattern

Description automatically generated with medium confidence

Text, letter

Description automatically generated

Text

Description automatically generated with medium confidence

Text

Description automatically generated

Graphical user interface, text, application

Description automatically generated

Graphical user interface

Description automatically generated

Graphical user interface, text, application

Description automatically generated

Text

Description automatically generated

Text

Description automatically generated with medium confidence


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Graphical user interface, application, Word

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Timeline

Description automatically generated with medium confidence


Timeline

Description automatically generated


Timeline

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


A picture containing table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/06220

 

  

 

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 Albert-Eden 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

Text

Description automatically generated

 

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)

151

b

Attachment B - Focus of Community Facilities Action Plan 2022

167

     

Ngā kaihaina

Signatories

Authors

Tracey Williams - Service Programmes Lead

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

 

 


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated with low confidence


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated


Table

Description automatically generated with medium confidence


Table

Description automatically generated


Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

A picture containing application

Description automatically generated

Chart, bar chart

Description automatically generated

Graphical user interface, text, application

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Local board feedback on Auckland Transport's Draft Parking Strategy (2022)

File No.: CP2022/07840

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek feedback from local boards on Auckland Transport’s Draft Parking Strategy (2022).

Whakarāpopototanga matua

Executive summary

2.       The Parking Strategy sets out the objectives, principles and policies relating to Auckland Transport’s management and supply of parking across Auckland and was last updated in 2015.

3.       Since 2015, numerous changes in both the central and local government context mean that a review of the Parking Strategy (2015) was required.

4.       The review has involved engagement with elected members, mana whenua, key stakeholders and the wider community.

5.       In late May, Auckland Transport (AT) provided summaries of public engagement to all local boards. This report is to seek feedback from local boards, having had the opportunity to review feedback from their community, on the Draft Auckland Parking Strategy (2022).

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      provide feedback, taking into consideration their community’s feedback, on the Draft Auckland Parking Strategy (2022).

 

Horopaki

Context

6.       The current Parking Strategy (2015) was progressive at the time it was introduced, bringing about many changes in Auckland including wider acceptance of priced parking; however, it is no longer fit for purpose. Since it was developed there have been numerous changes to the policy and planning context including:

·        adoption of the Auckland Unitary Plan. Development signalled in the Unitary Plan will enable growth that may be difficult to service with public transport, meaning that some new suburbs will rely on car use for access

·        changes to travel behaviour, such as the emergence of micromobility (i.e., electric scooters) and the growth of the delivery economy

·        Auckland’s public transport network has matured over time, providing opportunities for further passenger uptake and efficiency related to park and ride management

·        market demand is pushing for more housing provision and density. Development is already showing evidence of less carparking provision and more issues with carparking compliance

·        the National Policy Statement on Urban Development (NPS-UD) which guides direction on urban development through the Unitary Plan. The NPS-UD requires Auckland Council to remove parking minimum requirements from the Unitary Plan, which means that developments will not be required to provide onsite parking. This will contribute to society and transport becoming less car-centric over time; however, it will lead to increasing pressure on public parking resources, particularly on-street parking

·        both central government and Auckland Council have declared ‘climate emergencies’, prioritising policy initiatives and investment that will reduce carbon emissions. Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan and other plans and strategies proposed by central government will require changes to the land transport system, including parking.

7.       The Draft Auckland Parking Strategy (2022) is an important element of aligning and addressing Auckland’s response to these issues, particularly by managing parking in a way that:

·        supports public transport and alternative modes, which will make public transport and active modes such as walking and cycling safer and more convenient

·        responds to Auckland’s population growth and land-use intensification

·        acknowledges that space for carparking is a limited public resource.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       The Draft Parking Strategy (2022) (Attachment A) sets out the strategic context and the need to manage the transport system, as well as the strategic objectives and agreed principles for parking management.

9.       The proposed approach to planning parking management is set out on pages 26-36 of Attachment A. The key elements of this are:

·        proactively applying parking management in areas that have land use intensity and good public transport access

·        repurposing road space away from parking where this is required to enable delivery of the Strategic Transport Network.

10.     The accompanying parking policies (p38-63 of Attachment A) provide more technical detail on how parking is proposed to be managed in order to align to the principles set out in the strategic direction. The policies are grouped by:

·        provision and approach

·        on-street and off-street

·        specific vehicle classes

·        specific situations.

11.     The strategy also includes a section on advocacy to central government for legislative and/or regulatory reform as there are some areas of parking management that are outside local government control. Including these areas also provides context on the limitations of regulation in areas we would like to effect change and achieve better outcomes. These areas include:

·        parking infringement fines

·        banning berm parking

·        residential parking permit cost-setting

·        influencing private parking through parking levies.

12.     In December 2021, Auckland Transport and Auckland Council released a Parking Discussion Document to start the conversation with the public on future parking management in Auckland. AT received 32 pieces of written feedback. Following this feedback, several areas of the draft Parking Strategy and its accompanying policies were updated, including:

·        developing the narrative to better link it to the broader transport story, strategic objectives and policy rationale, as well as regulatory areas in need of reform

·        focusing on the benefits of parking management to enable and support access, resulting in a more equitable transport system

·        articulating the benefits and implications of parking to the community

·        acknowledging the costs of parking provision

·        emphasising parking diversity to enable mode shift

·        emphasising that the roll-out of further parking management will happen over time, starting where there is most readiness for change, and that this is a ten-year plan

·        outlining indicators of success

·        ensuring that consultation materials acknowledge the existing context and public fatigue.

13.     Strategic direction provided by the Planning Committee has also guided development of the draft strategy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14.     The National Policy Statement on Urban Development (NPS-UD) requires planning decisions to contribute to the development of urban environments that support reductions in greenhouse gas emissions and are resilient to the likely current and future effects of climate change.

15.     Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan outlines the need for Auckland to reduce its transport-related emissions significantly, to meet the target of 64 per cent reduction by 2030. This means that business as usual for transport and land-use project planning and delivery, and management of the transport system, cannot continue.

16.     Parking management is a lever in managing the transport network, both in terms of the opportunities that repurposing of road space offers to enabling other modes, and in disincentivising car use.

17.     Implementing the Parking Strategy will include repurposing parking lanes on key roads in Auckland, increasing the diversity of transport options and improving safety and efficiency for people using sustainable modes and for goods and service delivery. This is a key change required to reduce transport-related emissions, meaning the Parking Strategy is of significant importance as an early step to transport-related climate action.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18.     Auckland Transport has engaged with key stakeholders across the council family, including raising awareness of the review with Auckland Council’s advisory panels.

19.     Eke Panuku and Auckland Unlimited provided feedback during engagement on the Parking Discussion Document. Their feedback was supportive of the proposed approach.

20.     Both the need for review and the Draft Auckland Parking Strategy (2022) prepared for public consultation have been endorsed by Auckland Council’s Planning Committee (Resolution number PLA/2022/24).

21.     Considerable liaison has taken place between Auckland Transport and Auckland Council departments ranging from Planning and Transport Strategy at a strategic level to Community Facilities about management of car parking in or near community parks.

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

Local impacts and local board views

22.     Since Auckland Council and the Auckland Transport Board approved the review of the Parking Strategy in 2021, Auckland Transport has engaged with elected members, mana whenua, key stakeholders and the wider community. The objective of the engagement process has been to ensure that Aucklanders are aware of the review, have had an opportunity to find out more about the proposed changes, and have had an opportunity to provide feedback.

23.     The engagement process included the following key activities:

a)      in 2021, information about the review was sent to all local boards and presented to the Local Board Chairs’ Forum

b)      all local boards were offered a workshop in August 2021, and in September 2021 all were invited to provide feedback that would contribute to the initial thinking around development of an updated draft document

c)      in December 2021, a Parking Discussion Document was published, targeted at key stakeholders and calling for initial feedback. 32 pieces of written feedback were received

d)      in March 2022, information about upcoming wider public consultation was provided to local boards along with a further workshop with Auckland Transport subject matter experts. The public consultation was again promoted through the Local Board Chairs’ Forum in April 2022

e)      public engagement and consultation on the Draft Auckland Parking Strategy has recently closed. Auckland Transport received 943 submissions. Responses from the community have been collated and provided to local boards as area specific reports (Attachment B). Public engagement included:

i)     media (OurAuckland, radio) and social media (videos) marketing to let the public know about the engagement

ii)    online information

iii)   webinars at which Auckland Transport staff were available to discuss the proposal with members of the public

iv)   nine open days held in libraries around the region for members of the public to discuss the proposal with Auckland Transport staff

v)    discussions with key stakeholders including business associations, industry groups, emergency services, utilities, and other government agencies

vi)   a public debate about parking issues.

24.     This report provides the opportunity for the local board to give their feedback, based on consideration of their community’s feedback, on the Draft Parking Strategy (2022).

Tauākī whakaaweawe Māori

Māori impact statement

25.     Parking management is a kaitiakitanga issue, in that it is about managing a limited public resource. Auckland Transport has engaged with the Tāmaki Makaurau Mana Whenua Kaitiaki Forum to establish how best to incorporate views from mana whenua into the review.

26.     Feedback from a series of AT hui with mana whenua representatives reinforced that parking is a topic of considerable concern to Māori. Other points raised include:

·        acknowledgement that, as well as the strategic concerns around air quality and resource management, parking enables access

·        that parking infringements can contribute to creating a cycle of debt

·        that communities are facing compounding pressures - parking management shouldn’t adversely impact people and places even further

·        the potential for parking management to further reduce access - particularly for less able-bodied kaumatua and kuia - to the whenua, the moana and to wahi tapu.

27.     Other potential impacts of increased parking management for Māori are likely to be similar to those for the wider population. Some members of the community are more reliant on cars for access, particularly if they do not have good access to public transport. Barriers to public transport, such as cost and network coverage, influence access to necessities such as education, healthcare, employment, shopping, and social services.

Ngā ritenga ā-pūtea

Financial implications

28.     Parking management resourcing will be delivered through AT operational budgets. Initial work to understand the resourcing required to implement the strategy indicates that this will require significant resource increases for planning, design, compliance monitoring and enforcement. It is currently expected that the strategy would be at least revenue-neutral overall once compliance monitoring/enforcement revenue is considered.

29.     Revenue from parking management helps to offset AT operational costs and therefore reduce reliance on ratepayer funding.

30.     There are no financial implications for local boards associated with providing feedback on the Draft Parking Strategy (2022).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31.     There are significant risks associated with adopting a new approach to parking management in Auckland – however these must be weighed against the opportunity costs of not having an appropriate framework in place to manage parking. These include:

a)      persistent and increasing issues with over-reliance on on-street parking, particularly since the removal of onsite parking requirements in the Unitary Plan

b)      reduced ability to support development of the public transport and cycling network (both of which reduce emissions) and less ability to enable place-based improvements within the road corridor

c)      not having the ability to take an integrated and strategic approach that supports business when managing parking in town centres using collaborative parking management plans

d)      less flexibility with managing the impacts of increased population growth and intensification.

32.     Strong, considered feedback from local boards will enable Auckland Transport to make good decisions about the Parking Strategy while they balance these risks against the opportunity costs described above.

Ngā koringa ā-muri

Next steps

33.     Feedback from local boards will be reviewed and taken into account as staff consider any amendments to the Draft Auckland Parking Strategy before recommendations to the Auckland Council Planning Committee are made in August 2022.

34.     Following endorsement of the Auckland Parking Strategy by the Auckland Council Planning Committee, approval will be sought from the Auckland Transport Board.

35.     Once approved by the Auckland Transport Board, the new Parking Strategy will be introduced.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Auckland Transport Parking Strategy (2022) (Under Separate Cover)

 

b

Public consultation - summary of local feedback (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Claire Covacich, Principal Transport Planner, Auckland Transport

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Andrew McGill, Head of Integrated Network Planning, Auckland Transport

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Draft Auckland golf investment plan

File No.: CP2022/08089

 

  

 

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 August 2022. Local board feedback will help inform their decision-making.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

b)      tautoko / support the three policy objectives set in the draft Auckland golf investment plan:

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

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

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

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

 

 

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7.       There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018[1].

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[2].

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[3]. 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[4]

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

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

 

DELIVERS increased equity and golf participation rates

 

4

 

FROM variable environmental management of publicly owned golf land

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

 

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

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

 

DELIVERS increased natural and environmental benefits

 

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

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

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

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

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


 

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

Timeline

Description automatically generated

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 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.

54.    

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

Strengths

 

The draft Auckland golf investment plan takes a public value approach. It focuses decision-making on how to manage publicly owned golf land to benefit all Aucklanders. This means carefully considering how council can achieve equity, participation and environmental outcomes.

He tangata    
Impacts for aucklanders

The draft plan demonstrates how it meaningfully contributes to broader strategy, including the Auckland Plan and Te Tāruke-ā-Tāwhiri: Aucklands Climate Action Plan.

It aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as outlined in the Māori Plan.

It also supports the vision of the Auckland regional golf strategy and draws upon Golf New Zealand strategies and programmes, including Golf for Life and OnCourse New Zealand.

Weaknesses

 

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.

The plan does not specify any level of future council investment in golf.

Decisions will be made on a case-by-case basis as leases end. This will allow council to make decisions based on community needs at the time as participation trends will change over time.

This may create uncertainty for current leaseholders and the wider golf sector. However, the plan does clearly indicate what council will invest in and how it will invest.

Constraints

 

Implementation is constrained by long-term leases granted by legacy councils. As leases end council can consider options to increase the benefits from publicly owned golf land. Service level agreements with agreed participation and environmental targets can be included in any future lease terms and conditions if this option is taken.

Staff can provide support to golf courses if they agree to implement the plan before the end of their leases.

Implementation would require complementary decisions of the governing body and local boards in accordance with their allocated decision-making responsibilities.

Joint working parties can ensure that indicative business cases take both governing body and local boards views into consideration.

A picture containing clipart

Description automatically generated

A picture containing text, clipart

Description automatically generated

Limitations

 

There is a lack of up-to-date and statistically significant sport and recreation participation data across demographic groups, including ethnicity, gender and age.

Publicly available golf participation data is limited.

Staff will look at ways to fill this data gap in order to support ongoing monitoring and evaluation of the plan.

Data sharing by leaseholders and the golf sector will be critical to understand participation trends and to inform needs assessments as part of the indicative business cases.

A picture containing chart

Description automatically generated

We are engaging again with Aucklanders to get their views

55.     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.

56.     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 1,076 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.

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

58.     A memo outlining a summary of the feedback to the draft plan will be provided to the local boards prior to their June business meeting.

The views of Aucklanders in 2022 varied on the draft plan

59.     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

36% Don’t support

 

53% Support

21% Partially support

22% Don’t support

 

26% Support

24% Partially support

44% Don’t support

 

20% Support

16% Partially support

63% Don’t support

 

21% Support

25% Partially support

47% Don’t support

 

45% Support

21% Partially support

29% Don’t support

60.     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).

61.     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

62.     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.

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

The golf sector opposes the draft plan in its current form

64.     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.

65.     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

66.     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.

67.     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

68.     Staff will analyse all 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

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

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

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

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

73.     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

74.     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.

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

76.     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

77.     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

78.     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

79.     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.

80.     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.

81.     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.

82.     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.

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

84.     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

85.     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.

86.     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

87.     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.

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

89.     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

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

91.     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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Auckland golf investment plan

191

     

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

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Graphical user interface, text, application

Description automatically generated


Graphical user interface, website

Description automatically generated


Text, table

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Chart, pie chart

Description automatically generated


Chart, treemap chart

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Diagram

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Graphical user interface, text, application

Description automatically generated


Chart, treemap chart

Description automatically generated


Text

Description automatically generated with low confidence


Graphical user interface, text, application, email

Description automatically generated


Diagram

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Diagram

Description automatically generated


Chart, treemap chart

Description automatically generated


A picture containing diagram

Description automatically generated


Diagram, text

Description automatically generated


Text

Description automatically generated


Graphical user interface, text, application, email

Description automatically generated


Diagram

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/07944

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek local board views on applications to the Sport and Recreation Facilities Investment Fund 2022.

Whakarāpopototanga matua

Executive summary

2.       The Sport and Recreation Facilities Investment Fund is a regionally contestable fund allocated through The Long-term Plan 2021–2031.

3.       The fund supports the development of community sport and recreation facilities across Auckland, looks to address gaps in provision and allows the council to proactively respond to changing trends in sport and recreation.

4.       There is $15.3 million available in the current funding round.

5.       Allocation of the fund will be decided by the Parks, Arts, Community and Events (PACE) Committee at its meeting in September 2022.

6.       Local board views will inform recommendations to the PACE Committee.

7.       Applications received from within the Albert-Eden Local Board area are included at Attachment A.

8.       Local board views will be included with materials for an independent assessment panel scheduled to sit in July 2022. The recommendations from the assessment panel will be presented to the PACE Committee at the September meeting. If approved, the grant allocations and funding agreements with successful applicants will be developed in late 2022.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      endorse the following applications to be considered for investment through the Sport and Recreation Facilities Investment Fund 2022:

i)       Auckland Badminton Association

Gillies Avenue Redevelopment Project

99 Gillies Avenue, Epsom,

$298,000.

 

 

Horopaki

Context

Sport and Recreation Facilities Investment Fund 2022

9.       The Sport and Recreation Facilities Investment Fund was established through the Long-term Plan 2021-2031 to support development of sport and recreation facilities in the Auckland region.

10.     The regionally contestable fund will invest circa $140 million over the next ten years to proactively address sport and recreation infrastructure shortfalls, respond to changing participation preferences and get more Aucklanders more active, more often.

11.     There is $15.3 million available in the current funding round. This funding envelope is a combined allocation from two financial years (2021/2022 and 2022/2023).

12.     The fund will be allocated by the Parks, Arts, Community and Events (PACE) Committee in September 2022.

13.     Further information relating to the Sport and Recreation Facilities Investment Fund and the current funding round can be found in the Sport and Recreation Facilities Investment Fund 2022 Guidelines.

Communication to local board

14.     Memos dated 29 October 2021 and 13 April 2022 were circulated to local boards to provide information on the Sport and Recreation Facilities Investment Fund 2022, outline the approach to local board engagement and provide information on applications to the fund from within the board’s area.

15.     In workshops during May/June 2022 local boards were provided with further information on application(s) to the fund from within their areas where they had the opportunity to ask questions for clarification and provide local insights.

16.     Applications received from within the Albert-Eden Local Board area are included at Attachment A.

17.     Local board views will inform consideration of applications by an independent assessment panel whose recommendations will go to the PACE Committee in September 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

18.     Local boards may endorse an application to be considered for investment through the Sport and Recreation Facilities Investment Fund 2022 or decline to endorse and instead raise concerns about the application.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19.     Local board endorsement of the application(s) is not in itself considered to carry a climate impact.

20.     Mitigation of potential environmental impacts arising from individual projects will be examined as one of the assessment criteria for the fund.

21.     Should an application to the fund be successful, potential emissions and environmental impacts (e.g. through construction) will be further considered in land-owner approval and resource consent processes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22.     Decision-making on the fund sits with the PACE Committee.

23.     Local board views will inform recommendations to the committee.

24.     No other council group impacts are identified as arising from the local board expressing views on applications to the fund.

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

Local impacts and local board views

25.     Workshops were held with local boards during May and early June 2022 where applications(s) have been received from their area.

26.     During those workshops, local boards had the opportunity to:

i)          learn more about the application(s) and ask questions;

ii)         provide their views supporting or opposing the applications.

27.     Local board directions taken from the workshops inform the recommendations in this report.

Tauākī whakaaweawe Māori

Māori impact statement

28.     Māori outcomes are a priority criteria for the fund in the social and community theme. The social and community criteria are weighted to align with the equity focus in the Increasing Aucklanders Participation in Sport: Investment Plan 2018-2038. Scoring will reflect applications displaying strong Māori outcomes.

29.     An initial presentation on the fund was provided to the Mana Whenua Forum in October 2021. In response to Mana Whenua feedback, staff have ensured that the independent assessment panel assessing applications in July 2022 will include a specialist with a Māori outcomes perspective.

30.     Applications to the fund will be presented to Mana Whenua Forum in June 2022. Mana Whenua views will be sought to inform the assessment panel and recommendations to the PACE Committee. Where it is desired by Mana Whenua, fund recipients will be required to engage with iwi about their projects.

Ngā ritenga ā-pūtea

Financial implications

31.     The Sport and Recreation Facility Investment Fund is a regional budget established through The Long-term Plan 2021-2031. The PACE Committee allocates budget following a regionally contestable process.

32.     Local board views on applications will inform discussions with the assessment panel and ultimately recommendations to the PACE Committee.

33.     Local board endorsement of the application(s) will have no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34.     The following risks and mitigations have been identified:

Risk

Mitigation

Applicants may consider the endorsement by the local board to be an indication that a grant will be forthcoming.

The applicant will be advised by staff that any endorsement at this stage is an endorsement to progress their application for further consideration.

Applicants may consider the endorsement by the local board to be an indication that the local board will provide necessary approvals (e.g. land owner approval, agreement to lease).

The applicant will be advised by staff that any local board endorsement at this stage does not affect future local board decisions.

The applicant may not have the capability to lead delivery of a successful project.

The applicant’s ability to deliver a successful project is a key weighting within the criteria to be used by the assessment panel.

Ngā koringa ā-muri

Next steps

35.     Local board views will be included with materials for an independent assessment panel scheduled to sit in July 2022.

36.     Recommendations from the assessment panel will be presented to the PACE Committee at the September meeting.

37.     Should the PACE Committee approve grant allocations, funding agreements with successful applicants will be developed in late 2022.

38.     Local boards will be advised of the PACE Committee decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Applications received from within the local board area

221

     

Ngā kaihaina

Signatories

Author

Nick Harris - Sport & Recreation Team Lead

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Timeline

Description automatically generated with medium confidence


Albert-Eden Local Board

21 June 2022

 

 

Local board feedback on the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021

File No.: CP2022/07946

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The purpose of this report is to seek feedback from the local board on the council’s preliminary response to the National Policy Statement on Urban Development 2020 (NPS-UD) and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021 (RMA amendments).

2.       This report includes an overview of the feedback on the council’s preliminary response received through the public consultation from 19 April to 9 May 2022.

Whakarāpopototanga matua

Executive summary

3.       The council’s preliminary response to the NPS-UD and RMA amendments are set out in the NPS-UD and the Medium Density Residential Standards (MDRS).  Some of these are not optional. Council must change the Auckland Unitary Plan (AUP) to put these new rules in place.

4.       However, the NPS-UD allows us to make some limited decisions to help shape the future of our city.  Council can determine:

i)        the distances of walkable catchments, where buildings of six storeys or more are required. These are the areas around the city centre, rapid transit stops, and the ten metropolitan centres (Albany, Takapuna, Westgate, Henderson, New Lynn, Newmarket, Sylvia Park, Manukau, Botany and Papakura)

ii)       the building heights and density to enable residential development within and next to other suburban centres – neighbourhoods centres, local centres, and town centres

iii)      the “qualifying matters” that will apply in Auckland, or the characteristics within some areas that may allow the council to modify (or limit) the required building heights and density.

5.       Central government has already identified a number of qualifying matters. The council is also able to include other ‘qualifying matters’ that are important for Auckland.

6.       The elements of the preliminary response that the council is able to determine were open to feedback. A three-week public engagement on the council’s preliminary response to the NPS-UD and RMA amendments was completed on 9 May 2022. This included an independently run survey of 2000 Aucklanders. The feedback has been analysed, and the themes that have emerged from that analysis were presented to local boards on Monday, 30 June 2022.

7.       The feedback summary report is attached to this report and has been published on the AKHaveYourSay website. The feedback responses received have also been published on the website.

8.       Local boards are now invited to give feedback on the council’s preliminary response, with particular regard to the matters available to council to make decisions on. A template (Attachment C) has been provided to assist the preparation of that feedback.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021.

b)      note the feedback received from Aucklanders on the council’s preliminary response during the three-week public consultation in April and May 2022

c)      provide feedback on the council’s preliminary response, to be considered by the Planning Committee in preparation of the proposed intensification plan change for notification in August 2022.

 

Horopaki

Context

9.       The NPS-UD and the RMA amendments require that a proposed intensification plan change (IPI) must be notified by 20 August 2022. The Planning Committee and local board chairs (or their delegates) have attended numerous workshops and made decisions in 2021 and 2022 on preliminary policy directions to guide how the council will implement the NPS-UD and RMA amendments.

10.     At its meeting on 31 March 2022 the Planning Committee approved a preliminary response to the NPS-UD (Attachment A), for the purpose of public engagement for three weeks in April and May 2022. The preliminary response was made available to the public on the Auckland “Have Your Say” website from 19 April to 9 May.

11.     The preliminary response contained an overall consultation document, more detailed information sheets, and access to the GIS map viewer that illustrates zoning proposals that reflected the committee’s resolutions.  The maps also illustrated locations where various qualifying matters (mostly existing AUP overlays, endorsed by the committee) would limit the height and/or density that would otherwise be enabled.

12.     The GIS viewer was supported by information sheets that described the approach to intensification and the process that the council is following. The AUP text for the new zone provisions was not available for feedback, as this was (and is) still being prepared and tested.

13.     Since October 2021, local boards and mana whenua have been involved in helping the council develop its preliminary response. This report summarises the themes emerging from the public engagement.  Feedback received from the public, together with the ongoing involvement of local boards and mana whenua, will greatly assist the council in finalising the IPI for notification by 20 August 2022. 

14.     Feedback was specifically sought on the following matters:

i)        the extent of walkable catchments around the city centre, metropolitan centres and rapid transit network stops (as required under Policy 3(c))

ii)       the approach to, and extent of, intensification of areas adjacent to the city, metropolitan, town, local and neighbourhood centres (as required under Policy 3(d))

iii)      the selection of, and approach to, “any other qualifying matters” that limit the height and density that would otherwise be required as enabled under Policy 4. 

15.     Feedback was not sought on matters in the NPS-UD and RMA amendments that are mandatory.  Mandatory matters include the introduction of walkable catchments into the AUP, the enablement of six storey buildings in all zones in walkable catchments, and the application of medium density residential standards in all residential zones outside walkable catchments. 

16.     The public engagement (under the heading ‘Government’s new housing rules: what it means for Auckland’) comprised the following:

·        an overview of the response and how to give feedback

·        a main consultation document (also translated into numerous languages) with the full preliminary response overview

·        online feedback form with questions on consultation topics and an opportunity to provide reasons and further explanation

·        more detailed information sheets on a range of topics

·        frequently asked questions and an explanation video

·        special character area assessment survey reports

·        the GIS NPS-UD map viewer and user guide

·        information and booking links for webinars and events

·        access to a planning enquiry service for questions and further information.

17.     Hard copies of the main documents including the feedback form were placed in libraries and service centres.

18.     Online consultation activities and events were scheduled and undertaken through the engagement period, as follows:

·        four online webinars - two covering the whole preliminary response (with a focus on intensification), one on special character areas, and one on other council-identified qualifying matters

·        four ‘Have Your Say’ events – two for general opportunities for people or groups to present and discuss their feedback to members and staff, one for regional stakeholders, and one for residents’ groups and associations

·        two information meetings focussed on the special character areas qualifying matter – one on the North Shore and one in the city centre.

19.     In addition to the online and hard-copy feedback opportunity, an independently run sample survey of 2000 Aucklanders was procured from Kantar Public Limited. This was intended to enable a broader public perspective of the aspects of preliminary response, to complement the feedback offered and received from individuals, groups and organisations.

20.     All feedback received has been recorded, reviewed and allocated to themes to enable evaluation and assessment by staff and local board members. Summary reports have been prepared for the feedback received via the AKHaveYourSay website and also via the sample survey. All feedback has been published at AKHaveYourSay.

 

Tātaritanga me ngā tohutohu

Analysis and advice

21.     Most feedback (6,094 items) was provided via our online feedback form, provided in eight languages (English, Te Reo Māori, Samoan, Tongan, Simplified and Traditional Chinese, Korean and Hindi). There were also 1,766 ‘non-feedback form’ items of feedback received via email or through the post. Feedback received after the consultation closing date has not been included in the analysis within the “Summary of Feedback” report (Attachment B). However, feedback received later than the closing date is being considered and will be made available for viewing along with the rest of the feedback received.

22.     Local board feedback on the preliminary response is now sought through resolutions at this meeting. This feedback will be considered in (and attached to) a report for the 30 June Planning Committee meeting where further policy directions will be determined towards the preparation of a proposed plan change for reporting to committee on 4 August 2022 for a decision on notification.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     Objective 8 and policy 1 of the NPS-UD set out a policy framework that signals the need for decisions under the RMA to reduce emissions and improve climate resilience.

24.     This framework is in line with the ‘built environment’ priority of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which has a goal of achieving “A low carbon, resilient built environment that promotes healthy, low impact lifestyles”. The plan states that:

“To move to a low carbon and resilient region, climate change and hazard risks need to be integral to the planning system that shapes Auckland. Integrating land-use and transport planning is vital to reduce the need for private vehicle travel and to ensure housing and employment growth areas are connected to efficient, low carbon transport systems”.

25.     Applying the NPS-UD will enable additional residential intensification to occur in areas where jobs, services and amenities can be easily accessed by active modes and public transport. This will contribute to reducing greenhouse gas emissions and the more efficient use of land will reduce growth pressures in areas more susceptible to the effects of climate change. In some places, applying the MDRS required under the RMA amendments will also achieve this outcome. However, a key aspect of the council’s submission on the RMA amendments was that enabling three-storey medium density housing across Auckland’s urban environment, is likely to result in a greater number of people living in areas where it is extremely difficult to provide a high level of public transport service. A more detailed analysis of climate impacts will be possible once the mapping work required to implement the NPS-UD and the RMA amendments is more advanced.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26.     All relevant council departments and Council Controlled Organisations have been involved in preparing the council’s preliminary response to the NPS-UD and the RMA amendments. They will have an ongoing role during the feedback period through to and beyond 20 August 2022. Feedback received on the council’s preliminary response will be reviewed by the relevant departments and CCOs to assist the council in finalising the IPI for public notification.

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

Local impacts and local board views

27.     Local boards were briefed in October and November 2021 on the implications of the NPS-UD and local board chairs were invited to the series of Planning Committee workshops run in 2021 on the NPS-UD.  Local boards also received a detailed briefing on the council’s preliminary response in March and May 2022.

Tauākī whakaaweawe Māori

Māori impact statement

28.     Auckland Council has obligations under Te Tiriti o Waitangi and its Significance and Engagement Policy to take special consideration when engaging with Māori and to enable Māori participation in council decision-making to promote Māori well-being.

29.     The NPS-UD provides for the interests of Māori through intensification to increase housing supply, alongside its identification of qualifying matters. The widespread intensification sought by the NPS-UD has the potential to affect Māori both negatively and positively. This includes with respect to culturally significant sites and landscapes, Treaty Settlement redress land, the urban form as it reflects mātauranga Māori and accessibility, and Māori facilities where customs and traditions are observed (such as marae).

30.     The relevant qualifying matters set out in the NPS-UD and RMA amendments include matters of national importance that decision-makers are required to recognise and provide for under section 6 of the RMA 1991, and matters necessary to implement, or to ensure consistency with, iwi participation legislation.

31.     Policy 9 of the NPS-UD sets out requirements for local authorities as follows:

“Local authorities, in taking account of the principles of the Treaty of Waitangi (Te Tiriti o Waitangi) in relation to urban environments, must:

a)      involve hapū and iwi in the preparation of RMA planning documents and any FDSs by undertaking effective consultation that is early, meaningful and, as far as practicable, in accordance with tikanga Māori; and

b)      when preparing RMA planning documents and FDSs, take into account the values and aspirations of hapū and iwi for urban development; and

c)      provide opportunities in appropriate circumstances for Māori involvement in decision-making on resource consents, designations, heritage orders, and water conservation orders, including in relation to sites of significance to Māori and issues of cultural significance; and

d)      operate in a way that is consistent with iwi participation legislation.”

32.     Policy 9 directs the council to involve iwi and hapū in the NPS-UD, during the preparation of planning documents, and to take into account the values and aspirations of hapū and iwi for urban development in the region. In the context of the NPS-UD, the council must involve mana whenua and mataawaka within the region.

33.     Individual and collective engagement has raised several key themes relating to matters like the protection of scheduled and known cultural heritage and managing potential interface effects from new development with existing marae. This is supported by research undertaken by the council team in advance of these discussions with mana whenua. This has drawn on a wide range of council documents and publicly available information.

34.     Common themes that have been identified include:

a)      universal access to be provided in residential design for less able whānau members

b)      access to open space for health and wellbeing

c)      safe and connected whānau and communities

d)      avoiding development in areas poorly served by infrastructure

e)      access to affordable housing options

f)       maintaining access to customary activities e.g. waka launching, kaimoana gathering

g)      protection of Māori sites and places of cultural significance. Maintaining precincts that protect cultural values or are otherwise culturally sensitive (such as Ihumātao)

h)      avoiding negative effects of intensive residential development on established cultural activities/facilities (such as marae)

i)        provisions for Kohanga reo and Kura Kaupapa Māori in urban areas

j)        use of Māori design concepts in the development of commercial centres and in large residential developments

k)      use of mātauranga and tikanga Māori in the management of resources

l)        the support of measures to maintain and improve water quality, ecological areas, volcanic viewshafts, and the coastline

m)     avoiding exacerbating natural hazard risks

n)      maintaining the cultural significance of the Waitakere Ranges Heritage Area

o)      concern that Future Urban Zone land will be prematurely rezoned.

35.     The council’s engagement team continues to actively work with mana whenua representatives on these matters. 

Ngā ritenga ā-pūtea

Financial implications

36.       NPS-UD implementation has been progressing within existing budgets. However, the RMA amendments has resulted in a significant increase in the scale and complexity of the project, without any changes to the NPS-UD implementation timeframes. This will require a greater than anticipated level of change to the AUP.

37.     The financial impact of these changes will affect the current 2021/2022 and the 2022/2023 financial years, and potentially the following year. While it is expected that additional costs in the current financial year can be met through a re-prioritisation of work programmes within the Chief Planning Office, further costs (primarily relating to operation of an independent hearings panel and engagement of specialists) may require re-prioritisation of other work programmes from across the organisation.  Planning for the 2022/2023 financial year is currently underway, however any impacts will be of a scale that will not affect the council’s overall financial position.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38.     The government has set a deadline of 20 August 2022 for the council to publicly notify the IPI. Given the scale and complexity of the work required to meet this deadline, there is a risk that the quality of engagement on the council’s preliminary response will not meet the expectation of Aucklanders and key stakeholders, and that the council may not receive quality feedback from a wide range of interests.  There is also a risk that Aucklanders and key stakeholders are unclear about the mandatory requirements of the NPS-UD and the RMA amendments, and where the council has some discretion. 

39.     These risks have been mitigated to date by strong, clear communications in the lead-up to and during the engagement period.  The responses during the consultation period show a good response from Pasifika, and the general 25-44 age group.  The responses were under-represented in Māori, Asian and the general 15-24 age group. There was over-representation in the responses by New Zealand European / European and those over 45 years old.

Ngā koringa ā-muri

Next steps

40.     Staff continue to analyse feedback received and this analysis will be presented to the committee, mana whenua and local boards to inform the completion of the IPI that must be publicly notified by 20 August 2022.  Public notification is the beginning of formal submissions and hearings of those submissions.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Consultation document

231

b

National Policy Statement on Urban Development (NPS-UD) Summary of the consultation feedback (Under Separate Cover)

 

c

Local board feedback template

237

     

Ngā kaihaina

Signatories

Author

Eryn Shields - Team Leader  Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Graphical user interface, text, application

Description automatically generated

Text

Description automatically generated

Text

Description automatically generated

Text

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Text

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Table

Description automatically generated with medium confidence

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text

Description automatically generated

Text

Description automatically generated

Text, letter

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Local board feedback on proposed supporting plan changes to accompany the Medium Density Residential Standards and National Policy Statement on Urban Development plan change

File No.: CP2022/08083

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The purpose of the report is to seek feedback from local boards on the development of draft plan changes and variations to the Auckland Unitary Plan (AUP) that are to be considered for notification at the August 2022 Planning Committee meeting together with the Intensification Planning Instrument (IPI) on medium density residential standards (MDRS) and implementing Policies 3 and 4 of the National Policy Statement on Urban Development 2020 (NPS-UD). These are:

·        Transport-related changes to promote safe and efficient access to residentially zoned parking spaces and rear sites, and to address additional parking issues that were identified following the mandatory removal of car parking minimums from the AUP (Auckland-wide chapters E24 Lighting, E27 Transport, and E38 Subdivision – Urban access and parking provisions).

·        Additions to scheduled items to enable their protection when the IPI is notified (Schedule 10 Notable Tree Schedule and Maps, and Schedule 14 Historic Heritage Schedule, Statements and Maps).

·        Mandatory variations to incomplete plan changes (council-initiated and private) required by the government to ensure MDRS are applied in all relevant residential zones.

Whakarāpopototanga matua

Executive summary

2.       Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of the council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents.

3.       Auckland Council is required to publicly notify its IPI in August 2022 to implement the NPS- UD and MDRS in relevant residential zones.  The council’s IPI must now re-write residential objectives, policies and rules to include MDRS, as well as making other changes to implement NPS-UD intensification directives, like increasing height to at least six stories within walkable catchments of certain zones and the rapid transit network stations.

4.       Additional plan changes and variations are necessary to address related matters and are proposed to be notified alongside the IPI.

5.       Feedback is sought from local boards on the policy approach and content of these draft plan changes and variations prior to the Planning Committee’s August 2021 meeting where notification will be considered.

6.       The specific text of each plan change and variation is likely to be amended as these changes progress towards notification as a result of feedback received from local boards, iwi authorities, key stakeholders, internal specialists and legal review.

Transport

7.       Auckland Council has already removed minimum car parking requirements from the AUP as required by NPS-UD and is completing a technical plan change to address gaps created by those removals.  In doing so, other more complex additional parking matters need to be addressed in the AUP.

8.       Greater intensification across Auckland brings forward the need to address gaps and inconsistencies in the residential access provisions in chapters E27 Transport and E38 Subdivision - Urban.

Notable trees and Historic Heritage Places

9.       Additional notable trees and historic heritage places are proposed to be added to the AUP schedules 10 and 14 following staff-evaluation and these will be qualifying matters in the IPI. Historic heritage places and notable trees are qualifying matters that will be set out in the IPI to limit intensification so those values can be accommodated.  Amendments to the notable tree and historic heritage places schedules are required to both update and add in newly assessed items for protection. It is important to protect qualifying matters by including items that are not presently scheduled to avoid the loss of those items through intensification.

Variations to incomplete plan changes

10.     The government requires that the council prepare a variation for each plan change commenced, but not completed, at the time the December 2021 amendments to the Resource Management Act (RMA) came into force, where a change relates to a relevant residential zone.  The governments’ MDRS will apply for up to six private plan change requests, and one council-initiated change. 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)       note the content outlined in the agenda report relating to the development of draft plan changes and variations to the Auckland Unitary Plan to be considered for notification at the August 2022 Planning Committee meeting together with the Intensification Planning Instrument on medium density residential standards and implementing Policies 3 and 4 of the National Policy Statement on Urban Development 2020

b)       provide feedback as the local board’s response to the matters discussed in this report:

i)        Transport

ii)       Notable trees - Schedule 10

iii)       Historic heritage - Schedule 14

iv)      Variations to incomplete plan changes.

 

Horopaki

Context

Decision-making authority

11.     Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of the council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents.

12.     Local boards have a critical role in helping shape the council’s policy response to the NPS-UD. Plan changes and variations are required to address issues arising from implementing government policy and in terms of access matters in the Transport plan change, to address gaps and inconsistencies in the AUP provisions.  

13.     The plan changes and variations relate to:

Transport

·      Addressing access to residentially zoned parking spaces and rear sites to prioritise pedestrian access and safety and to improve access efficiency and convenience for all user groups.

·      Developing parking provisions to:

provide safe and convenient pedestrian access to dwellings that have no vehicle access 

require accessible parking so that people with disabilities can participate in everyday life

ensure the loading/unloading of goods can occur in a manner that does not compromise the safe and efficient functioning of the road network (including accessways)

cater for emerging changes in transport, including greater use of e-bikes, micro-mobility devices and electric vehicles.

Notable Trees and Historic Heritage Places

·    Updating the Auckland Unitary Plan notable tree schedule 10 and adding new notable trees

·    Adding new historic heritage places to the AUP historic heritage schedule 14 and removing one place from schedule 14.

Variations to incomplete plan changes

14.     The government requires variations so that all relevant residential zones include MDRS.  Variations will be complementary to the approach taken in the IPI. These mandatory variations must be processed alongside council’s IPI and will use the same fast-track process.  Council staff will prepare variations for:

 

Incomplete private plan changes relating to relevant residential zones:

Local board area in which land is located

PC 49 Drury East

Franklin

PC 50 Waihoehoe

Franklin

PC 51 Drury 2

Franklin

PC 59 Albany 10 precinct

Upper Harbour

PC 66 Schnapper Rock Road

Upper Harbour

PC 67 Hingaia precinct 1

Papakura

Incomplete council-initiated plan changes relating to relevant residential zones

Suburbs in which land is located

 

PC 60 Open space

Less than 20 sites across:

Forrest Hill

Ellerslie

Freemans Bay

Grey Lynn

Pukekohe

Beachlands

Waiuku

Howick

Birkenhead

Mangere East

 

15.     Addressing access and parking matters must be addressed alongside the IPI so that the development community responds to growth opportunities appropriately. The rule changes are required to implement standards for assessing resource consent applications.

16.     Protecting historic heritage places and notable trees is important to comprehensively address qualifying matters in the AUP and protect these for future generations. The IPI will acknowledge historic heritage places (and other values) and notable trees as qualifying matters, but a separate change is necessary for those historic heritage places and trees that are not already scheduled but whose known values are significant, and eligible for scheduling.

17.     Local board feedback is an important input to help develop the plan changes and variations that are proposed to be notified alongside the IPI in August 2022.

18.     Local boards will have a second opportunity to express views after submissions close on the changes.  Views expressed after submissions close in a resolution will be included in the analysis of the plan changes and submissions received.  If a local board chooses to provide its views, a local board member will be invited to present the local board’s views at the hearing to commissioners, who make the decision on the plan changes.

19.     This report provides an overview of the IPI-supporting plan changes related to transport matters, and additional and corrected historic heritage places and notable trees and mandatory variations to incorporate MDRS. This report does not include a recommendation. Planning staff cannot advise the local board as to what its views should be, and then evaluate those views as part of reporting to the Planning Committee.

Tātaritanga me ngā tohutohu

Analysis and advice

Transport

20.     The Plans and Places department maintains a ‘Residential Issues Register’ and is currently finalising the draft 2021 ‘Section 35 Monitoring: B2.3 Quality Built Environment’ report. The register and the draft section 35 report identify the need for changes to the AUP to achieve better-quality access outcomes. As noted above, the identified parking issues are a consequence of the mandatory removal of car parking minimums.

21.     Attachment A outlines a summary of the potential changes at this stage in the process and the principal reasons for the changes.

Notable Trees

22.     The AUP protects and retains notable trees with significant historical, botanical or amenity values. Trees or groups of trees in Schedule 10 were evaluated using a set of criteria based on historical association, scientific importance or rarity, contribution to ecosystem services, cultural association or accessibility and intrinsic value. These factors are considered in the context of human health, public safety, property, amenity values and biosecurity.

23.     Tree schedules are highly dynamic and are not as easily maintained as other AUP schedules which are static (e.g. Outstanding Natural Landscapes Overlay Schedule, Outstanding Natural Features Overlay Schedule) meaning that they fall out of date over time. This is because subdivision, development and consents for removal/alteration as well as emergency works affect the description of listings on the Schedule. The health of trees can also naturally deteriorate. Given the number of listings contained in the Schedule, errors will continue to be identified and further updates will therefore be required. To update Schedule 10 requires a plan change. These changes cannot be addressed through any other process.

24.     There is a database of nearly 600 nominations received as submissions through the Proposed Auckland Unitary Plan process and further unsolicited nominations received through the current nomination process. These nominations have been received for trees right across the region and are not limited to any specific geographical area. There is an expectation from the community that the council will evaluate and progress a plan change to add trees to the Schedule. There is a large volume of nominations and due to resourcing constraints, it has not been possible to evaluate them all at once. There will however be a portion of these nominations which have been evaluated and some of these trees may be found to meet the criteria for scheduling.

25.     Notable tree nominations are being investigated in the Albert-Eden, Franklin, Howick, Ōrākei, Ōtara-Papatoetoe, Rodney, Waitematā and Whau Local Boards. There are also more general amendments required to ensure the Schedule is accurate and operating as originally intended (for example, removals of listings where the tree has been physically removed, updating legal descriptions as a result of subdivision).

26.     Options relating to notable trees were presented to the Planning Committee on 5 November 2020 which resolved to review or make changes to the notable tree schedule as resources permit (PLA/2020/96). This included addressing existing nominations. It is important to note the scope of this work would not include calling for additional nominations.

27.     In accordance with the resolution discussed in paragraph 22, the Notable Trees Plan Change will amend Schedule 10 Notable Trees Schedule of the AUP as follows:

·        add those nominated trees which merit inclusion to the schedule

·        amend the schedule to address known inaccuracies/inconsistencies.

28.     The IPI will recognise notable trees as qualifying matters, including the newly proposed notable trees. A separate change is needed to schedule these additional trees as that is not the purpose of the IPI.

Historic Heritage

29.     Historic heritage is a matter of national importance that decision makers must consider under section 6 of the RMA. Significant historic heritage places are identified in Schedule 14 Historic Heritage Schedule, Statements and Maps of the Unitary Plan. Places identified in the schedule are subject to the provisions of the Unitary Plan Historic Heritage Overlay, which seeks to protect scheduled historic heritage places from inappropriate subdivision, use and development and enable the appropriate use of scheduled historic heritage places.

30.     For a place to qualify to be included in the AUP historic heritage schedule, each place must meet the criteria and thresholds for scheduling that are outlined in the Regional Policy Statement (RPS) section of the AUP. Historic heritage places must be at least of considerable significance to their locality or beyond.

31.     Historic heritage places have been identified in the Albert-Eden, Henderson-Massey, Howick, Ōrakei, Rodney, Waitematā and Whau Local Boards. A list of these places is included in Attachment B.

32.     Most of these places were identified as a result of the survey of the special character values that was part of the council’s response to the NPS-UD. Other places were identified via public nominations.  This work is supported by a Planning Committee resolution:

where significant historic heritage values are identified within the Special Character Areas Overlay, develop a plan change for places or areas to be added to the Auckland Unitary Plan historic heritage schedule[5].

33.     Each identified historic heritage place’s evaluation demonstrates the criteria and thresholds for scheduling set out in the RPS are satisfied. It is important that places with significant historic heritage values are included in the AUP historic heritage schedule, so that these values can be appropriately managed. The historic heritage places listed in Attachment B are proposed to be included in Schedule 14 via a plan change. 

34.     Two historic heritage places are proposed to be deleted.  The former St Andrews Sunday School Hall at 40 Rankin Avenue, New Lynn (Schedule 14.1 ID 189) was demolished in 2019.  The Residence at 147 Sturges Road, Henderson (ID 75). This historic heritage place has been identified as not meeting the RPS thresholds for scheduling. It is not appropriate for a historic heritage place without sufficient value to remain in the AUP historic heritage Schedule 14.

35.     The IPI will recognise scheduled historic heritage places as qualifying matters, by limiting intensification to the extent necessary to continue to provide for the scheduled values. A separate change is needed to schedule the newly identified historic heritage places and to remove the place at 147 Sturges Road, as that is not the purpose of the IPI.

Variations

36.     Amendments made to the RMA in December 2021 came into force immediately and require tier 1 local authorities (including Auckland) to incorporate the government’s MDRS into all relevant residential zones.

37.     The government’s intention is that all plan changes relating to relevant residential zones also incorporate MDRS.  Transitional provisions inserted into the RMA require the council to prepare variations where changes commenced, but were not completed, when the RMA was amended.  Up to seven variations are required to be notified at the same time as the council’s IPI, and to be processed alongside it.  Work is commencing on variations to these changes:

Incomplete private plan changes relating to relevant residential zones:

Local board area in which land is located

PC 49 Drury East

Franklin

PC 50 Waihoehoe

Franklin

PC 51 Drury 2

Franklin

PC 59 Albany 10 precinct

Upper Harbour

PC 66 Schnapper Rock Road

Upper Harbour

PC 67 Hingaia precinct 1

Papakura

Incomplete council-initiated plan changes relating to relevant residential zones

 

Suburbs in which land is located

 

PC 60 Open space

 

Less than 20 sites across:

Forrest Hill

Ellerslie

Freemans Bay

Grey Lynn

Pukekohe

Beachlands

Waiuku

Howick

Birkenhead

Mangere East

 

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

38.     Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

a)      to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

b)      to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

39.     The first of the council’s climate goals is relevant because it relates to climate adaptation. That goal aligns with the legal principle for RMA decision-makers to have regard to the effects of climate change (section 7(i) RMA).

40.     However, the RMA currently precludes the second goal: consideration of climate mitigation. The council may only consider climate adaptation and resilience.

41.     Several plan changes have some bearing on climate change. The transport plan change addresses the car parking design for new developments and access to residential car parking spaces and rear sites. How sites are designed and accessed provides for climate resilience, particularly by encouraging people to walk and cycle and facilitating sustainable modes of transport. Adding notable trees to the AUP schedule provides statutory protection for trees, adds to biodiversity and improves urban amenity for residents.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42.     The draft transport plan change has been consulted on with internal advice from Auckland Transport, Watercare and all relevant council departments including Auckland Plans Strategy and Research, Resource Consents, Regulatory Services, Infrastructure and Environmental Services, and the Tāmaki Makurau Design Ope (formerly the Urban Design Unit).

43.     Key specialists are also involved in the review of the draft transport provisions and their feedback will be considered in the ongoing development of this plan change.

44.     In addition, the planning team is also working with the Infrastructure and Environmental Services technical standards team in their development of an Access Technical Guidance document for the construction and design of residential, business and rural accesses.  This is to ensure the plan change and the technical guidance document are consistent with each other.  It is anticipated the technical guidance will be completed later this year, after the notification of the transport plan change.

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

Local impacts and local board views

45.     The extent of intensification anticipated by NPS-UD and RMA amendments will affect all local boards, except Aotea/Great Barrier and Waiheke.  Hauraki Gulf Islands are excluded from the application of MDRS and lie outside Auckland’s urban environment (where intensification is directed).

46.     Workshops were held with local boards on the draft transport plan change in November 2021 and in February 2022. Local boards’ feedback sought to address the access and parking matters by changing the operative AUP standards and/or creating new standards.  The draft section 32 report (which is being developed) also concurs that the issues are best addressed through statutory methods (e.g. a plan change). However, some matters could be supported by a non-statutory design guidance (e.g., cycle parking).  Other matter such as the access requirements for fire and emergency services are best addressed by additional staff training and amendments to the access Practice and Guidance Note.  Attachment C provides a summary of what we heard from local boards during workshops earlier in the year.

47.     This report and related briefings provide an opportunity for local board views to inform policy development.

Tauākī whakaaweawe Māori

Māori impact statement

48.     Kia Ora Tāmaki Makaurau is Council’s framework for measuring our performance in delivering on the strategic priorities identified by Māori.

49.     Policy 9 of NPS-UD directs the council to particularly involve iwi and hapū in the NPS-UD during the preparation of planning documents. The proposed plan changes to implement the intensification provisions is one planning document.

50.     All mana whenua entities recognised by the council receive ongoing invitations to engage and provide feedback on the NPS-UD programme including the supporting draft transport plan change. All representatives (including those electing not to participate in collective meetings or workshops) receive information, updates and hui notes.

51.     Relevant common themes identified to date include:

a)      universal access provided in residential design for less able whānau members

b)      safe and connected whānau and communities.

52.     Staff provide regular updates on all plan changes to mana whenua and specific briefings are planned for late May and June on these changes and the IPI.

Ngā ritenga ā-pūtea

Financial implications

53.     The local board is not exposed to any financial risk from providing its views on policy development.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54.     The power to provide local board views regarding the content of a draft plan change cannot be delegated to individual local board member(s). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

55.     Any views provided by the local board will be included in the August 2022 report to the Planning Committee seeking decisions on the IPI plan changes and the IPI-supporting plan changes and variations.  Following the close of submissions, local boards will have the opportunity to express views on the notified changes.

56.     If resolutions are passed after submissions close, the relevant local boards will be informed of the hearing date and invited to speak at the hearing in support of their views. Planning staff will advise the local board of the decision on the plan change by memorandum.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A: Summary of key potential changes to the draft transport plan change

257

b

Attachment B: Historic heritage places proposed to be added to Schedule 14

265

c

Attachment C: Summary of what we heard from local board during workshops

267

     

Ngā kaihaina

Signatories

Authors

Michele Perwick - Senior Principal Planner

Tony Reidy - Team Leader Planning

Emma Rush - Senior Advisor Special Projects

Teuila Young - Policy Planner

Eryn Shields - Team Leader  Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated

Table

Description automatically generated

Table

Description automatically generated

Table

Description automatically generated

Text

Description automatically generated with medium confidence

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated

A picture containing table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Text

Description automatically generated

Table

Description automatically generated

Text, letter

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Urgent decision - Albert-Eden Local Board feedback on draft National Adaptation Plan

File No.: CP2022/08616

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the local board’s formal input into the Auckland Council’s submission on the draft National Adaptation Plan.

Whakarāpopototanga matua

Executive summary

2.       At its meeting of 4 December 2019, the Albert-Eden Local Board resolved (resolution AE/2019/1) to 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 requirements of a quorum.

3.       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 was 3 June 2022.

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 will 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 their 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.       The deadline for feedback to be appended to the council’s submission on the draft Adaptation Plan was due close of business 27 May 2022. As this deadline fell outside the regular business meetings, the urgent decision-making process was used.

7.       The local board’s draft National Adaptation Plan feedback (Attachment A) is formal, being signed through the urgent decision-making process. It is being reported to the 21 June 2022 business meeting of the Albert-Eden Local Board to ensure transparent decision-making.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note the board’s feedback to be included into the Auckland Council’s submission on the draft National Adaptation Plan (Attachment A), as authorised through the urgent decision-making process.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board - Feedback on the National Adaptation Plan made via the Urgent Decision-making process

273

     

Ngā kaihaina

Signatories

Author

Canela Ferrara - Local Board Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text

Description automatically generated

Text, letter

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Albert-Eden-Puketāpapa Ward Councillors' Updates

File No.: CP2022/08609

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Albert-Eden-Puketāpapa Ward Councillors to update the local board on Governing Body issues they have been involved with since the previous local board meeting.

Whakarāpopototanga matua

Executive summary

2.       Standing Orders 5.1.1 and 5.1.2 provides provision in the local board meeting for Governing Body members to update their local board counterparts on regional matters of interest to the local board.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive Albert-Eden-Puketāpapa Ward Councillors Christine Fletcher and Cathy Casey’s verbal updates.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Chairperson's Report

File No.: CP2022/08610

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To facilitate an opportunity for the local board chairperson to provide a written and/or verbal update on projects, meetings and other initiatives relevant to the local board’s interests.

Whakarāpopototanga matua

Executive summary

2.       In accordance with Standing Order 2.4.7, the chairperson will update board members by way of a report.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive Chairperson M Watson’s June 2022 report.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chairperson M Watson - June 2022 Report

283

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Text, letter

Description automatically generated

Graphical user interface, website

Description automatically generated

Website

Description automatically generated with medium confidence


Albert-Eden Local Board

21 June 2022

 

 

Board Members' Reports

File No.: CP2022/08612

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To facilitate an opportunity for local board members to provide a written update on projects and events-attended since the previous month’s meeting and to discuss other matters of interest to the board.

Whakarāpopototanga matua

Executive summary

2.       This is an information item and it is optional for board members to provide a written board member report for inclusion in the agenda.

3.       Local board members are recommended to use a Notice of Motion, rather than a Board Member Report, should a member wish to propose a recommendation or request action to be undertaken by staff.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Board Member Reports for June 2022.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Albert-Eden Local Board 2022 Governance Forward Work Calendar

File No.: CP2022/08613

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Albert-Eden Local Board with its 2022 Governance Forward Work Calendar, which is a schedule of items that are expected to be reported to the local board during business meetings and workshops for 2022.

Whakarāpopototanga matua

Executive summary

2.       This report contains the governance forward work calendar, a schedule of items that will come before the Albert-Eden Local Board during business meetings and workshops for 2022. The local board’s governance forward work calendar is appended to this report under Attachment A.

3.       The calendar aims to support the local board’s governance role by:

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

·     clarifying what advice is required and when;

·     clarifying the rationale for reports.

4.       The calendar will be updated every month. Each update will be reported to the local board’s monthly business meetings and distributed to relevant council staff.  At times there may be items that will arise that are not programmed or noted in the governance calendar.  Local board members are welcome to discuss changes to the calendar.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note the June 2022 edition of the Albert-Eden Local Board 2022 Governance Forward Work Calendar.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board 2022 Governance Forward Work Calendar - June 2022 edition

291

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated


Table

Description automatically generated with medium confidence


Albert-Eden Local Board

21 June 2022

 

 

Albert-Eden Local Board Workshop Records

File No.: CP2022/08614

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the local board to receive the records of its recent workshops held following the previous month’s local board business meeting.

Whakarāpopototanga matua

Executive summary

2.       In accordance with Standing Order 12.1.4, the local board shall receive a record of the general proceedings of each of its workshops held since the previous month’s local board business meeting.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Albert-Eden Local Board Workshop Records for the workshops held on the 10, 12, 24 and 31 May 2022.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Workshop - 10 May 2022

295

b

Albert-Eden Local Board Workshop - 12 May 2022

297

c

Albert-Eden Local Board Workshop - 24 May 2022

299

d

Albert-Eden Local Board Workshop - 31 May 2022

303

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Local Area Manager

 

 


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated

Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated

Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated

Table

Description automatically generated

Table

Description automatically generated


Albert-Eden Local Board

21 June 2022

 

 

Table

Description automatically generated

Table

Description automatically generated

Letter

Description automatically generated with low confidence

 


 


Albert-Eden Local Board

21 June 2022

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.1      Attachment a    Submission from Eden Epsom Residential Protection Society Incorporated                    Page 311


Albert-Eden Local Board

21 June 2022

 

 

Text

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

A picture containing text

Description automatically generated

Text, letter

Description automatically generated

Text

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

A picture containing engineering drawing

Description automatically generated

Text, letter

Description automatically generated

Graphical user interface, text

Description automatically generated

A picture containing website

Description automatically generated

Text, letter

Description automatically generated

Graphical user interface

Description automatically generated

Text

Description automatically generated with low confidence

Text, letter

Description automatically generated

A picture containing chart

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated

Text, letter

Description automatically generated



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

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

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

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

[5] PLA/2021/80