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

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 28 June 2022

9.30am

The Leslie Comrie Room
Level One, Franklin the Centre
12 Massey Ave
Pukekohe

and via Microsoft Teams videoconference.

Either a transcript or a recording will be published to the Auckland Council website.

 

Franklin Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Andrew Baker

 

Deputy Chairperson

Angela Fulljames

 

Members

Malcolm Bell

 

 

Alan Cole

 

 

Sharlene Druyven

 

 

Amanda Kinzett

 

 

Matthew Murphy

 

 

Logan Soole

 

 

(Quorum 5 members)

 

 

 

Denise Gunn

Democracy Advisor

 

20 June 2022

 

Contact Telephone: 021 981 028

Email: denise.gunn@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Franklin Local Board

28 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 - Bombay Football Club          5

9          Public Forum                                                                            6

10        Extraordinary Business                                       6

11        Approval of the 2022/2023 Franklin Local Board Customer and Community Services work programme                                                   7

12        Approval of the 2022/2023 Franklin Local Board Infrastructure and Environmental Services Work Programme                                35

13        Approval of the Franklin Local Board Tātaki Auckland Unlimited work programme 2022-2023                                                                      49

14        Franklin Coastal Rescue Grants 2021/2022 grant allocations                                                 57

15        Sport and Recreation Facilities Investment Fund 2022 - Local Board views                         75

16        2022/23 Joint CCO Local Board Engagement Plans and 2021/22 and Q3 Update                    85

17        Auckland Transport update June 2022            89

18        Approval to name three new public roads at 3 Belgium Road, Pukekohe                                  95

19        Community Facilities Network Plan revised Action Plan (2022)                                             105

20        Local board feedback on Auckland Transport's Draft Parking Strategy (2022)                          135

21        Draft Auckland golf investment plan              141

22        Resolutions Pending Action - June 2022       155

23        Governance Forward Work Calendar June 2022                                                                    157

24        Franklin Local Board workshop records       161

25        Process to appoint trustees to Te Puru Community Charitable Trust                           175

26        Consideration of Extraordinary Items

PUBLIC EXCLUDED

27        Procedural Motion to Exclude the Public                         181

C1       CONFIDENTIAL: Appointments to the board of Te Puru Community Charitable Trust 2022   181


1          Welcome

 

The Chair will open the meeting and welcome everyone present.

 

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 Franklin Local Board:

a)          confirm the ordinary minutes of its meeting, held on Tuesday 21 June 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 Franklin 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 - Bombay Football Club

Te take mō te pūrongo

Purpose of the report

1.       Brett Young will be in attendance on behalf of the Bombay Rugby Football Club.

Whakarāpopototanga matua

Executive summary

2.        Bombay Rugby Football Club met with local board members to highlight the progress of a significant core sports infrastructure project that the club is currently investigating.

3.        The club has applied for an Auckland Council Sport and Recreation Facilities Investment Fund grant and is seeking further funding for the design and consent stage.

4.        It was recommended that the club update the Franklin Local Board on the project.

 

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      whakamihi / thank Brett Young for his attendance and presentation on the Bombay Rugby Football Club sports infrastructure project.

 

 

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Franklin Local Board

28 June 2022

 

 

Approval of the 2022/2023 Franklin Local Board Customer and Community Services work programme

File No.: CP2022/07824

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Franklin 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 Franklin Local Board Customer and Community Services work programme for approval from the following departments:

·    Connected Communities

·    Community and Social Innovation

·    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 Franklin 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 Franklin 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 LDI 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 LDI 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)      provide feedback for consideration by the Parks, Arts, Community and Events Committee on projects funded from the Landslide Prevention, Local Parks and Sports Field Development budgets (Attachment D to the agenda report).

f)       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.

g)      note that there may be minor changes to year one of the 2022/2023 Local Board C&CS Work Programme, and other changes in years 2 and 3 which are approved in principle, due to Annual Budget decisions affecting capital budgets, and that changes required will be discussed with and reported to the local board early in the new financial year.

 

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 - Our strengths generate local opportunity and prosperity

·        Outcome 2 - Improved transport options and fit for purpose roads

·        Outcome 3 - Fit for purpose places and facilities

·        Outcome 4 - Kaitiakitanga and protection of our environment  

·        Outcome 5 - Cultural heritage and Māori identity is expressed in our communities

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

2

Franklin Sport and Active Recreation Facilities Plan implementation

CCS: PSR – Active Recreation

$150,000

530

Karioitahi Beach and Karioitahi Recreation Reserve – park service assessment

CCS: PSR – Park Services

$10,000

2992

Clevedon Showgrounds Reserve parks service assessment

CCS: PSR – Park Services

$5,000

3443

Community Gardens

CCS: Connected Communities – Community Delivery

$13,000

26119

27 Trevor McMiken Drive - develop new neighbourhood park

C&CS: Community Facilities

$1,800,000

31858

Beachlands Log Cabin - renew assets

C&CS: Community Facilities

$150,000

32134

Clevedon Scenic Reserve - Renew Play Items

C&CS: Community Facilities

$120,000

31859

Clevedon Showgrounds - develop concept plan

C&CS: Community Facilities

$50,000

 

32136

Franklin Pool and Leisure Centre - lower carpark and gardens renewals

C&CS: Community Facilities

$250,000

31854

Franklin Pools - (Franklin Pool and Leisure Centre, Jubilee and Whiteside Pools) - renew pool plant

C&CS: Community Facilities

$150,000

31872

Hamilton Estate Recreation Reserve- community halls and ground renewals

C&CS: Community Facilities

$400,000

36291

Jutland Road Reserve - renew play items

C&CS: Community Facilities

$120,000

32135

Ken Parker Reserve (Bell Road Reserve) - renew play items

C&CS: Community Facilities

$10,000

33244

McNicol Homestead Museum -renewals

C&CS: Community Facilities

$350,000

32133

Pukekohe Subdivisions Paths Clarks Beach, Waiau Pa Trails - develop delivery programme

C&CS: Community Facilities

$50,000

31855

Puni Memorial Park - renew bike track

C&CS: Community Facilities

$30,000

33242

Waiuku cemetery - renew carpark

C&CS: Community Facilities

$145,000

28654

Whitford War Memorial Park - replace play items

C&CS: Community Facilities

$60,000

 

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

539

Matakawau Recreation and Plantation Reserve – parks service outcome

CCS: PSR – Park Services

553

Platt-Mills Reserve park service assessment

CCS: PSR – Park Services

1014

Pukekohe Hill Reserve service assessment

CCS: PSR – Park Services

1306

Investigate need, demand, and options for the future of Ardmore Hall

CCS: RSPIP – Service and Asset Planning

1468

Beachlands new neighbourhood park service assessment

CCS: PSR – Park Services

1469

Glenbrook Beach park service assessment

CCS: PSR – Park Services

1661

Kawakawa Bay Boat Ramp - resurfacing

I&ES: Resilient Land & Coasts

1705

Glenbrook beach - Investigate renewal of wave barrier and boat ramp

I&ES: Resilient Land & Coasts

2840

FR: Te Kete Rukuruku (Māori naming of parks and places) Tranche One

CCS: RSPIP – Māori Outcomes

 

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 that recognise these areas of common interest.

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

1.        

1.        

Outcomes

Objectives

Initiatives

Outcome 5: Cultural heritage and Māori identity is expressed in our communities

Showcase local history, culture, and stories in public places and through public events 

·     Support Ngāi Tai Ki Tāmaki, Ngāti Tamaoho, Ngāti Paoa and Ngaati Whanaunga to work with the governing body of Auckland Council and Watercare to tell the story of the Hūnua Ranges through the Hūnua Trail  

·     Work with mana whenua and local historic societies to tell the stories of our places including parks, community centres and libraries, and supporting opportunities for digital and physical interpretation of stories  

·     Support accessible place-making, event activities and community programmes that showcase local culture and stories e.g. through the Auckland Heritage Festival, Diwali Festival and Matariki Festival activities 

 

Enable our people to engage with local history and share their cultures 

·    Partner with Ngāti Te Ata and the Waiuku Trails Committee to deliver and promote the Awaroa Portage crossing 

Build and maintain mutually beneficial relationships with Māori 

·     Implement the actions from the Franklin Māori Responsiveness Plan  

·     Work with the other southern local boards and mana whenua through the Māori input into local board decision-making project to investigate ways to improve mana whenua involvement and influence in local board decisions  

·     Work in partnership with mana whenua to identify opportunities to deliver local projects, events, or arts activities together 

 

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 Franklin 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. 

59.     The local board can provide feedback on the activities outlined in Attachment D. Staff will present this feedback to the Parks, Arts, Community and Events Committee when they consider regionally funded activities.

Process for changes to the approved work programme

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

61.     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.

62.     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.  

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

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

65.     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.

66.     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

67.     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.

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

69.     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.

70.     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.

71.     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.

72.     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.

73.     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.

74.     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.

75.     The activities in the Franklin Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment E.

76.     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

77.     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.

78.     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

79.     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.

80.     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.

81.     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

82.     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.

83.     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. 

84.     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. 

85.     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. 

86.     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

87.     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.

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

89.     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.

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


 

Table seven: Franklin 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)

1,201,835

            1,344,218

            1,389,542

Opex: Asset Based Services (ABS)

14,482,521

          11,652,492

          11,685,994

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

6,085,316

8,365,466

5,135,614

Capex: Local Asset Renewals - Proposed Allocation (ABS)

6,048,270

8,354,083

5,135,467

Advanced Delivery RAP*

0

 

 

Capex: Local Asset Renewals - Unallocated budget (ABS)

37,046

11,383

147

Capex: Locally Driven Initiatives (LDI) – Budget

502,000

212,000

821,387

Capex: Locally Driven Initiatives (LDI) - Proposed Allocation

502,000

207,000

746,085

Advanced Delivery RAP*

0

 

 

Capex: Locally Driven Initiatives (LDI) - Unallocated budget

0

5,000

75,302

Capex: Growth projects Allocation

655,393

195,000

955,000

Capex: Coastal projects Allocation

4,084,001

3,322,174

0

Capex: Landslide Prevention projects Allocation

98,949

116,481

770,370

Capex: Specific Purpose Funding - Allocation

0

0

0

Capex: One Local Initiative

0

0

0

Capex: Long-term Plan discrete

0

0

0

Capex: Natural Environment Targeted Rate

0

0

0

Capex: External Funding Allocation

0

0

0

* See paragraph 54-56 for RAP explanation


 

91.     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.

92.     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.

93.     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

94.     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.

95.     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.

96.     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

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

98.     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.

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

100.   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 Franklin CCS Work Programme 22-23 (Under Separate Cover)

 

b

Attachment B - Maori Outcomes Franklin

23

c

Attachment C - Capital Works and Leasing Work Programme Franklin East Map

29

d

Attachment C - Capital works and Leasing Work Programme Franklin West Map

31

e

Attachment D - Franklin - Regional Feedback v2

33

f

Attachment E - Climate Impacts FRANKLIN (Under Separate Cover)

 

      

Ngā kaihaina

Signatories

Authors

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

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

Authorisers

Claudia Wyss - Director Customer and Community Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 



Franklin Local Board

28 June 2022

 

 

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28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

Approval of the 2022/2023 Franklin Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2022/07380

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Franklin 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 Franklin 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 responds to the outcomes and objectives identified in the Franklin Local Board Plan 2020.

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

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

·        Finding Franklin Bats: Te rapu ngā pekapeka o Franklin - $10,000

·        Manukau Harbour Forum - $8,000

·        Papakura Stream Restoration programme - $13,000

·        Predator Free Franklin Te Arahikoi - $30,000

·        Te Korowai o Papatūānuku - $25,000

·        The C.R.E.S.T Programme - $25,000

·        Waiuku Zero Waste business and community education programme - $50,000

·        Waterways protection fund - $50,000

6.       The proposed work programme has a total value of $211,000, 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.

7.       The proposed work programme also includes $1,075,000 in asset-based capital expenditure for the following coastal renewal programmes;

·        Tamakae reserve – renew wharf structure - $690,000

·        Pollock wharf reserve – renew timber seawall - $385,000

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 Franklin 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

2022/2023 budget for approval

Finding Franklin Bats: Te rapu ngā pekapeka o Franklin

$10,000

Manukau Harbour Forum

$8,000

Papakura stream restoration programme Franklin

$13,000

Predator Free Franklin Te Arahikoi

$30,000

Te Korowai o Papatūānuku

$25,000

The C.R.E.S.T Programme

$25,000

Waiuku Zero Waste business and community education programme

$50,000

Waterways Protection Fund

$50,000

Total

$211,000

 

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.

d)      note the allocation of $1,075,000 asset-based services capital expenditure budget towards Tamakae reserve – renew wharf structure ($690,000) and Pollock wharf reserve – renew timber seawall ($385,000) in the 2022/2023 financial year.

 

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 Franklin Local Board Plan 2020. The specific objectives reflected in the work programme are:

·     protect and enhance the mauri (lifeforce) of our awa (waterways), moana (harbour) and ngāhere (indigenous forests)

·     support community and iwi-driven initiatives that will protect and restore the natural environment and address the impacts of climate change

·     support a local transition to circular economy approach to waste management and enable local climate action.

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

·     National Policy Statement for Freshwater Management

·     Waste Management and Minimisation Plan.

·     Regional Pest Management Plan

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 Franklin 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:

Finding Franklin Bats: Te rapu nga pekapeka o Franklin - $10,000

20.     The board has indicated it would like to continue to support this programme to find new populations of critically endangered long-tailed bats (pekapeka tou roa) and to potentially catch and track bats to understand movements across the Franklin landscape and to develop predator eradication programmes in the 2022/2023 financial year.

21.     In this programme, EcoQuest will work in partnership with Predator Free Franklin to continue to engage with private landowners to place automatic bat monitoring devices to find out if bats are present. The 2022/2023 programme will focus particularly in Āwhitu peninsula, Kohukohnui (Hunua Ranges) and Manukau lowland biodiversity focus areas.

22.     Staff recommend that the board allocate $10,000 to this programme in the 2022/2023 financial year. Approval in principle is also sought for $30,000 towards this programme in 2023/2024.


 

Manukau Harbour Forum - $8,000

23.     The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2022/2023 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). These local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the harbour.

24.     In 2021/2022 financial year, each of the member local boards provided $7,400 to co-fund the Manukau Harbour Forum. This was allocated to several activities including a Manukau Harbour Forum coordinator, a youth sustainability wānanga, development of a communications plan and the engagement of a mana whenua specialist to begin planning the Mana whenua engagement hui to be held in 2022/2023.

25.     Staff recommend that each of the nine member boards contribute a further $8,000 each towards the forum for the 2022/2023 financial year, allowing a total budget of $72,000. Staff propose that the funding support the following activities for the 2022/2023 financial year.

·        To continue to fund Manukau Harbour Forum coordinator to assist with the delivery of the forum’s goals ($40,000)

·        funding the 2022/2023 youth sustainability wānanga which would involve around 50 students from all member local board areas to develop leadership skills, sustainability knowledge, and collaborative action programmes ($17,000)

·        To deliver the communications plan that was developed in the 2021/2022 year ($6,000)

·        To complete the planning for the mana whenua engagement hui and to fund the hui itself ($9,000).

26.     These activities are subject to change as the forum members will approve the Manukau Harbour Forum work programme at an upcoming business meeting.

27.     Approval in principle is also sought for $8,000 towards this programme from each member local board in the 2023/2024 financial year.

Papakura Stream Restoration Programme - $13,000

28.     The board has indicated that it would like to continue to support landowner engagement along the Papakura Stream in the 2021/2022 financial year. This will be the third year of this programme, which the board allocated $5,000 towards in the 2020/2021 financial year and $14,600 towards the continuation of this programme in 2021/2022 financial year. Staff recommend that the board allocate $13,000 towards the continuation of this programme in 2022/2023.

29.     The Papakura Stream catchment is shared between the Manurewa, Papakura, and Franklin Local Boards, and spans the Hunua Ranges to the Manukau Harbour. This programme seeks to restore five kilometres of the Papakura Stream over a three-year period. The Manurewa, Papakura, and Franklin Local Boards have each indicated that they would like to contribute equal funding for the programme.

30.     In the 2020/2021 financial year local board funding was used to conduct a landowner engagement survey. In 2021/2022 funding was used for purchasing plants, community planting day events (two on public and four on private land), four community clean-up events, and landowner and business engagement.

31.     Additional funding sources for this programme will be sought by Conservation Volunteers New Zealand which will contribute to stock exclusion in the rural portion of the Papakura Stream catchment. Trees for Survival will provide trees for landowners who expressed interest in stream restoration in surveys carried out.

32.     Approval in principle is also sought from each of these local boards for $14,000 towards this programme in 2023/2024. In 2023/2024, planting, clean-ups, and engagement will continue.

Predator Free Franklin Te Arahikoi - $30,000

33.     The board has indicated it would like to continue supporting community-led pest control across the Franklin Local Board area in the 2020/2021 financial year. This will be the fifth year of board support for this programme to which the board allocated $41,855 in the 2021/2022 financial year, including a $11,855 reallocation in April 2022 (FR/2022/44).

34.     Funding for the 2022/2023 financial year will enable the provision of pest control equipment, such as rat traps and possum traps, to community conservation groups. The programme will also sponsor initiatives to support training for the community around pest control. Staff recommend that the board allocate $30,000 towards the continuation of this programme in 2022/2023. Approval in principle is also sought for $40,000 towards this programme and $50,000 in 2023/2024.

35.     Working in conjunction with other related programmes such as Pest Free Auckland and Predator Free 2050, this programme will assist these groups to continue to reduce pest animal numbers as they work towards a shared vision of becoming pest free.

36.     The demand for further pest control equipment has continued to grow and staff anticipate this trend continuing into the 2023/2024 financial year, hence the proposed increase in funding for the programme.

Te Korowai o Papatūānuku - $25,000

37.     The board has indicated it would like to continue supporting biodiversity and water quality improvements along the Awakura and Awaruaiti streams in the 2022/2023 financial year.

38.     The board has supported this programme since 2017 and allocated $20,000 towards this initiative in the 2021/2022 financial year.

39.     This programme will continue the ecological restoration of the Awakura and Awaruaiti streams through pest control, fencing and planting. Funding for the 2022/2023 financial year will be used to continue restoration of the ancestral awa and cultural sites of Ngāti Te Ata on the Āwhitu Peninsula by building fences to exclude stock, controlling weeds, and planting native trees. A Ngāti Te Ata family business is currently contracted for this work, involving iwi and Reretēwhioi Marae in community planting days.

40.     From 2021 to 2024, Ngāti Te Ata will have access to 40,000 free plants through the Āwhitu Landcare community nursery, funded by Te Uru Rakāu (1 Billion Trees) as part of the wider Te Korowai o Papatūānuku revegetation programme. Local board funding will allow Ngāti Te Ata contractors to prepare the sites, build fences, maintain plantings, and lead community planting days. Staff recommend that the board allocate $25,000 towards the continuation of this programme in 2022/2023.

41.     Approval in principle is also sought for $30,000 towards this programme in 2023/2024.

The C.R.E.S.T Programme - $25,000

42.     The board has indicated it would like to continue supporting the protection of high priority shell barrier ecosystems along Franklin’s coastlines in the 2022/2023 financial year.

43.     This will be the fifth year of board support for this programme, to which the board allocated $20,000 towards in the 2021/2022 financial year. Staff recommend that the board allocate $25,000 towards the continuation of this programme in 2023/2024. Approval in principle is also sought for $30,000 towards this programme in in 2023/2024.

44.     This programme will support the Clarks, Rangiriri, Elletts, Seagrove Trappers (C.R.E.S.T) to undertake pest control to protect threatened wading birds and their shell barrier habitat from pest animals and pest plants. This habitat includes rare coastal ecosystems along the southern Manukau Harbour. The programme aims to reduce pest numbers by assisting and empowering local communities to directly control pests on the land they live on or close to.

45.     Shell barrier protection will be achieved through a local coordinator who will provide advice and tools to private landowners to undertake pest control on their properties and in some local reserves. The coordinator will also run events, engage iwi and schools, monitor success, lead working bees, and carry out pest control. The programme area has recently been expanded inland to Waiau Pā and Kingseat to create a possum control area. Local board funded work will complement existing pest animal and plant control work on council land in the area.

Waiuku Zero Waste business and community education programme - $50,000

46.     The board has indicated it would like to continue to support the Waiuku Zero Waste business and community education programme in the 2022/2023 financial year. Staff recommend that the board allocate $50,000 towards the continuation of this programme in 2022/2023. Approval in principle is also sought for $60,000 towards this programme 2023/2024.

47.     Funding for this financial year will continue to help build greater zero waste capability of local businesses, residents, and community organisations. The proposed budget will enable a waste education facilitator to deliver educational workshops and events, and to work with zero waste champions to promote best practice.

48.   Educational events will also continue to be held in the 2022/2023 financial year. These will include repair cafés and ‘junky monkey’ events which encourage reuse, school site visits, and discussion events. The facilitator will also present at environmental educational workshops held by local land care groups, develop further learning opportunities (such as tours to the Waiuku community recycling centre) and explore options to support para kore aspirations with mana whenua.

Waterways Protection Fund - $50,000

49.     The board has indicated it would like to continue supporting a waterways protection fund in the 2022/2023 financial year. The board has supported this programme since 2016 and allocated $60,000 towards this fund in the 2021/2022 financial year, with an additional $7,445 reallocated to this programme later in the financial year (FR/2022/44).

50.     The purpose of the fund is to enable community water quality improvement initiatives in critical locations across the local board area. Staff recommend that the board allocate $50,000 towards the continuation and expansion of this fund in 2022/2023. Approval in principle is also sought for $60,000 towards this programme in 2023/2024.

51.     This budget will support an annual funding round, administered by the council’s funding team. Healthy Waters staff will support this through coordinating the assessment and allocation of funding. The funding recommendations will then be presented to the local board for approval. If the entire budget is not spent in one funding round, then an additional funding round will be held.

52.     Funding may provide for fencing off waterways, planting riparian zones to reduce faecal sources and erosion impacts, and other restoration initiatives. This programme will protect and enhance land, wetlands and waterways within the catchment and reduce the potential for erosion and water contamination.

Pollock Wharf reserve – renew timber seawall - $385,000

53.     This is a regionally funded coastal renewal programme. The programme is a renewal of the timber seawall at Pollock Wharf Road Reserve. The investigation and design were undertaken in 2021/2022 and the physical works will commence in the 2022/2023 financial year.


 

Tamakae reserve - renew wharf structure - $690,000

54.     This is a regionally-funded coastal renewal programme. The programme is a renewal of the Tamakae Reserve wharf. Investigation and design for the programme started in 2021/2022 and will continue into 2022/2023. Physical works are expected to start in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55.     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.

56.     Each activity in the work programme is assessed to identify whether it will have an impact on greenhouse gas emissions and contributing towards climate change adaptation.

57.     Table One outlines the key 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

Finding Franklin Bats: Te rapu nga pekapeka o Franklin

Continuing to engage a Franklin-based organisation will mean less driving to sites, therefore reducing the carbon footprint of this programme. Gaining knowledge and conservation management actions of threatened species is one of the main ways to improve resilience of Auckland’s biodiversity to climate change.

Manukau Harbour Forum

These programmes provide resilience to the community by ensuring that waterways are protected from stock and enhanced through native planting. Planting the right plants is important in ensuring that flooding and erosion impacts are minimised with the increased rainfall events as a result of climate change. Carbon sequestration will also be enhanced through more planting.

Papakura Stream Restoration Programme Franklin

These programmes provide resilience to the community by ensuring that waterways are protected from stock and enhanced through native planting. Planting the right plant is important in ensuring that flooding and erosion impacts are minimised with the increased rainfall events as a result of climate change. Carbon sequestration will also be enhanced through more planting.

Waterways protection fund

Te Korowai o Papatūānuku

 

The programme will plant at least 10,000 plants per year which will sequester a significant amount of carbon. This will also allow more native trees to regenerate and will reduce erosion of awa and sites of cultural significance.

Predator Free Franklin Te Arahikoi

Having local hub days in local communities means that people will not have to drive far to pick up their pest control equipment, reducing carbon footprints.

Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.

These work lines may also involve planting more trees in the programme area which will sequester carbon and help to reduce erosion.

 

The C.R.E.S.T Programme

 

Waiuku Zero Waste business and community education programme

 

This programme encourages diversion of waste from landfill. Diverting biodegradable waste from landfill reduces carbon emissions through the reduction of methane gas generation. Local reuse and recycling solutions also reduces the impact of transporting waste long distances.

Pollock wharf reserve – renew timber seawall

Physical works for the seawall and wharf renewal will have a negligible carbon footprint. Where possible staff will adopt sustainable low carbon options for the project delivery. The renewals will improve the resilience of this coastal asset.

Tamakae reserve – renew wharf structure

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58.     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.

59.     In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services, Healthy Waters, Waste Solutions and Resilient Land and Coasts.

60.     Healthy Waters will coordinate with Natural Environment Strategy and Environmental Services staff on work related to the Manukau Harbour Forum.

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

Local impacts and local board views

61.     The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Franklin Local Board area. Particular focus areas for the 2022/2023 work programme include Āwhitu, Pukekohe, Clarks Beach, Waiau Pā, Kingseat, and the Hunua Ranges.

62.     The programmes noted above align with the local board plan outcome ‘kaitiakitanga and protection of our environment’. The proposed work programme has been considered by the local board in a series of workshops from December 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

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

64.     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.

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

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

Table Two: Māori outcome delivery through proposed activities

Activity name

Māori outcome

Māori outcome description

Finding Franklin Bats: Te rapu nga pekapeka o Franklin

Kaitiakitanga

 

EcoQuest have spoken with Ngāti Pāoa iwi Trust, who have embraced this programme and are keen to have the local iwi involved from the outset. There will be a strong focus on mātauranga Māori both in the field aspect and in public education throughout this programme. Pekapeka are taonga and hold a special relevance to Māori which cannot be transferred into a Western paradigm. EcoQuest will hold a hui prior to commencement of this study, inviting iwi to formulate and determine outcomes of value to them.

Manukau Harbour Forum

Kaitiakitanga and realising rangatahi potential

Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery.

Papakura Stream Restoration Programme

 

Kaitiakitanga

 

The contractor acknowledges iwi as kaitiaki of Auckland's natural world and the importance of their involvement in restoration and protection of our natural taonga. They strive to connect with iwi on this initiative and will actively seek opportunities to collaborate.

Pest free Franklin Te Arahikoi

 

Kaitiakitanga

 

The group have engaged with mana whenua including Ngāti Tama Oho, Ngāti te Ata, and Ngāi Tai ki Tāmaki around pest control and restoration work undertaken through this project.

Te Korowai o Papatūānuku

 

Māori business, tourism and employment, kaitiakitanga, Māori identity and culture, and realising rangatahi potential

The aim of this programme is to enable Ngāti Te Ata to restore the awa and areas of cultural significance within their rohe. This programme will provide employment opportunities for mana whenua, particularly rangatahi.

 

The C.R.E.S.T Programme

Kaitiakitanga

 

Ngāti Te Ata own an important area of wading bird habitat adjacent to the main project area. The Ngāti Te Ata Environment Team have been consulted regarding pest plant control on their land as well as the animal pest control in the wider landscape. Their team is also keen to preserve this habitat and have expressed support for the programme. The Whātāpaka Marae is in the project area and staff are looking to engage them in the programme.

Waiuku Zero Waste business and community education programme

Kaitiakitanga

 

Waiuku Zero Waste will be consulting with mana whenua and will also consult with Para Kore ki Tāmaki (the Māori-led programme working with marae, kura and Māori organisations to reduce waste to landfill).

 

67.     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

68.     The proposed environment work programme for the 2022/2023 financial year totals to $211,000 of the Board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the Board’s total draft budget for the 2022/2023 financial year.

69.     The proposed work programme also includes $1,075,000 in asset-based services capital expenditure for the coastal renewals programme. Please note that the coastal renewal budgets are current estimates and are subject to change through the design and works stages. If there are any significant changes throughout the financial year these will be reported back to the board.

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

71.     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. 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

72.     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.

73.     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.

74.     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.

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


 

Table Three: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Finding Franklin Bats: Te rapu nga pekapeka o Franklin

There is a risk that no bats will be found through the programme.

Bats have already been found in this area and therefore this is considered a low risk.

Low

Manukau Harbour Forum

This project is dependent on securing a suitable mana whenua engagement contractor to deliver the mana whenua Hui

Staff have started to investigate options and had sourced through contacts several options and therefore this is considered low risk.

Low

Papakura Stream Restoration Programme

 

There is a risk of the identified contractor being unavailable. To mitigate this, staff will engage early.

Staff have already liaised with the contractor who is available and committed to doing the work on this programme.

Low

Pest free Franklin Te Arahikoi

 

There is a risk of community groups not engaging.

This is a low risk due to high engagement of community groups with this programme in past years.

Low

Te Korowai o Papatūānuku

 

This programme is dependent on at least 40,000 free plants being provided by the Āwhitu Landcare community nursery to speed up and expand the programme.

If these plants are not provided, the programme can still go ahead, however at a much smaller scale than planned.

 

Low

The C.R.E.S.T Programme

The success of this programme is reliant on landowners participating in pest control activities on their own land.

 

Landowner engagement has been high for this programme in the past, and therefore this is considered a low risk.

 

Low

Waiuku Zero Waste business and community education programme

 

There is a risk that outreach into other areas of Franklin is difficult to sustain.

Waiuku Zero Waste are well-respected in the area and have a wide range of networks and relationships to build on and therefore this is considered a low risk.

Low

There is also a risk that difficulties will be experienced in developing relationships with mana whenua and local Māori organisations.

Waiuku Zero Waste will build on existing relationships and also work with Para Kore ki Tāmaki to extend these relationships

Low

 

76.     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

77.     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.

78.     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

Franklin Local Board IES Work Programme 22-23 (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Approval of the Franklin Local Board Tātaki Auckland Unlimited work programme 2022-2023

File No.: CP2022/08332

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Franklin Local Board Tātaki Auckland Unlimited (TAU) work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2.       This report presents the board’s Tātaki Auckland Unlimited (TAU) work programme and associated budgets for approval for delivery within the 2022/2023 financial year (see Attachment A).

3.       The work programme responds to the following outcomes and objectives that the local board identified in the Franklin Board Plan 2020:

·        Our strengths generate local opportunity and prosperity

 

4.       The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

i)     Franklin Economic Broker ($145,000)

A.      Pukekohe Skills Hub ($0)

B.      Develop Circular Economy approaches in the Franklin Business Community ($0)

ii)    Franklin Tourism Fund ($30,000)

iii)   Young Enterprise Scheme ($2000)

iv)   Clevedon Business Development Initiative ($80,000) 

 

5.       The proposed work programme has a total value of $257,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year.

6.       The Pukekohe Skills Hub and Circular Economy initiatives will be progressed under the Franklin Economic Broker work programme.

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

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      approve the Tātaki Auckland Unlimited work programme 2022/2023 (Attachment A to the agenda report)

 

 

Horopaki

Context

8.       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.

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

·    Our strengths generate local opportunity and prosperity

 

Tātaritanga me ngā tohutohu

Analysis and advice

10.     The proposed activities for delivery as part of the board’s Tātaki Auckland Unlimited work programme 2022/2023 are detailed below. See Attachment A for further detail.

Franklin Economic Broker (continuation) - $145,000

11.     The primary purpose of this role is to champion Franklin businesses and facilitate them in identifying and taking advantage of economic opportunities - in order to grow local prosperity and employment.

12.     The broker will be employed to help identify local economic opportunities and help Franklin businesses make the necessary connections to enable them to take advantage of those opportunities.  The broker will utilise their links with relevant Council Controlled Organisations (CCOs) and departments within the Auckland Council family to ensure Franklin businesses are informed of relevant opportunities.

13.     The broker will have a small project delivery budget to allocate to local projects that meet certain criteria where these help seed initiatives with strong economic benefit potential. 

14.     Several initiatives started in 2021/22 will be further developed and delivered in 2022/23.

·    Continue to support development of a “Skills Hub” with partners in industry, TAU, and education providers.  This initiative has been endorsed by the Regional Skills Leadership Group and will be passed to the Working Skills Group

·    Support a further cohort of Franklin businesses to participate in the XLabs Sustainability Sprint

·    Run further sessions of the Kai Franklin initiative with Franklin food producers

·    Plan and run an agri-tourism workshop

·    Develop a “film prospectus” and build relationships and the Franklin brand/awareness in the film industry

·    Work with the TAU investment team to bring new companies to Franklin

·    Work with TAU major events team to bring events to the Franklin area

·    Help support development of tourism products

 

15.     Funding covers the salary of the broker and $5,000 for expenses and $40,000 for delivery of projects that promote economic development.


 

Franklin Tourism Fund (continuation) - $30,000

16.     The Franklin Tourism Fund is a contestable fund to assist the groups within the tourism sector to collaborate to develop shared objectives and deliver shared outcomes for the benefit of the Franklin visitor economy.

17.     Some of the 2022/23 funding was provisionally allocated in the 2021/22 round of applications and will be distributed provided satisfactory progress has been made in line with what was agreed with the recipients for 2021/22.

18.     Criteria for the distribution of the remaining fund used in 2021/22 will be revisited and agreed with the local board prior to launching the fund for 2022/23.

19.     Should the planned Franklin Destination Management Plan be scheduled in for the first half of 2022/23 then the local board will be consulted on how that initiative may impact on the local board’s priorities for allocation of the tourism fund in 2022/23.

Clevedon Business Development Initiative (new) - $80,000

20.     The Clevedon Business Development Initiative will focus initially delivery of phase one of the Hūnua Traverse Marketing Plan which will involve the development of marketing materials, a social media presence and the promotion of Hūnua Traverse in the run up to, and beyond, a proposed soft launch of the trail in October 2022.

21.     This is to be undertaken by a contractor whose role will be to develop the trail brand and marketing, develop partnerships that will support improvements of the trail experience and consider a programme of events.  There will be a small operating budget attached to the role, in part funded by this project.

22.     A further stream of work will be to support the unlocking of economic and business opportunities in the wider Clevedon area that the opening of the Hunua Traverse will bring by working with existing businesses and supporting new business opportunities.

23.     It is proposed the role will sit within a community and Iwi led partnership.  This model, along with alternative structures were discussed with the local board at a workshop on 31 May 2022.  A community / Iwi partnership was seen as the option that would best deliver both economic opportunities while promoting cultural and environmental objectives that will benefit the communities in the area.

24.     It is recommended the Franklin Local Board limit their financial support to this initiative for three years, in which time it is expected alternative funding arraignments will be secured.

Young Enterprise Scheme Kick Start Days Sponsorship (continuation) - $2000

25.     The Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students. 

26.     Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

27.     The funding from the local board will support the delivery of the overall YES program, including the Kick Start days in February 2022 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days are the first day students get to meet the Young Enterprise team, and find out about their 2022 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

28.     The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29.     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.

30.     The role to support delivery of the Hūnua Traverse Marketing Strategy and Leverage programme will necessarily require close working with owners of the assets over which the trail runs (Regional Parks and Auckland Transport).  These pats of the Council Group already have maintenance of the assets (Hūnua Ranges Regional Park and the roading network) as a part of their respective work programmes.

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

Local impacts and local board views

31.     The proposed Tātaki Auckland Unlimited 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.

32.     The activities in the proposed work programme align with the Franklin Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

33.     Table 1 outlines the activities in the 2022/2023 work programme that contribute towards the delivery of specific Māori outcomes.

Table 1: Māori impact assessment of proposed activities

Activity name

Māori impact

Franklin Economic Broker

The Franklin Economic Broker will, as a part of their work programme, consider the potential to leverage Māori economic development outcomes from the opportunities they identify and activities or initiatives they develop.

Franklin Tourism Fund

The Franklin Tourism Fund will be open to Iwi who have an interest in tourism focused economic development opportunities.  Iwi will be notified of the existence of the fund and invited to submit an application.

Clevedon Business Development Initiative

Iwi have been engaged through the development of the Hūnua Traverse concept and invited to attend a workshop on 31 May 2022 where this initiative and potential operating model were discussed.  The approach presented here was endorsed at that workshop.  The approach provides for Iwi to be part of the community led partnership that will oversee the marketing and leverage programme for the Hūnua Traverse.

Young Enterprise Scheme Kick Start Days

Young Enterprise Scheme Kick Start Days will support YES Māori students at participating schools to benefit from the experience and learnings from the YES.

 

34.     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

35.     The proposed Tātaki Auckland Unlimited work programme budget for 2022/2023 is $257,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36.     Table 2 shows the identified significant risks associated with activities in the proposed 2022/2023 work programme.

Table 2: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Franklin Economic Broker

The broker has too few or too many projects or deliverables.

The broker has already identified a number of projects that can be delivered or developed further.  The broker has the support of various teams in AUL as well as Auckland Council in order to identify opportunities, make connections, access resources and align to council family activities.  A clear steer on focusing on small number achievable outcomes has been provided.

Low

Franklin Tourism Fund

Poor quality submissions received

Organisations known to have an interest in tourism in the Franklin area will be invited to submit applications and provided support to ensure their application provides all the information required.

Medium

Clevedon Business Development Initiative

A suitable organisation able to appoint someone with required skill set cannot be found

Various operating models have been presented to the local board and Iwi and discussed with the proposed model being widely supported.

 

Talks are advanced with suitable lead partners to deliver this project.

 

Support from TAU and the Franklin Economic Broker will be available should unanticipated issues arise.

Medium

Young Enterprise Scheme Kick Start Days

There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.

To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.

Medium

 

37.     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

38.     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.

39.     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

Tātaki Auckland Unlimited work programme 2022-2023 (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Jonathan Sudworth- Local Economic Development Advisor

Authorisers

John Norman – Head of Economic Places

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Franklin Coastal Rescue Grants 2021/2022 grant allocations

File No.: CP2022/08915

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To fund, part-fund or decline applications received for Franklin Coastal Rescue Grants 2021/2022.

Whakarāpopototanga matua

Executive summary

2.       This report presents applications received in Franklin Coastal Rescue Grants 2021/2022 (refer to Attachments B).

3.       The Franklin Local Board adopted the Franklin Local Grants Programme 2021/2022 on 27 April 2021 (refer to Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

4.       Franklin Local Board has a Coastal Rescue Grants budget of $45,000 for the financial year. There is only one grant round a year for this fund.

5.       Two applications were received for Franklin Coastal Rescue Grants requesting a total of $64,746.00

 

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) agree to fund, part-fund or decline each application in Franklin Coastal Rescue Grant 2021/2022, listed in Table One below.  

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

CR2203-01

Coastguard Maraetai Incorporated

Community

Towards Coastguard Maraetai's ongoing operating expenses, training, education and capital expenditure.

$40,000.00

Eligible

CR2203-03

Surf Life Saving Kariaotahi Incorporated

Community

Towards the Inflatable Rescue Boat (IRB) replacement.

$24,746.00

Eligible

Total

 

 

 

$64,746.00

 

 

 

 

 

Horopaki

Context

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

7.       The local board grants programme sets out:

·        local board priorities

·        lower priorities for funding

·        exclusions

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

·        any additional accountability requirements.

8.       Franklin Local Board adopted their grants programme for 2021/2022 on 27 April 2021. The document sets application guidelines for community contestable grants.

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

10.     There is underspend in the overall Franklin Local Board community grants programme of $33,432.

11.     The total Franklin local board community grants funding available to be allocated is $78,432.

12.     Franklin Local Board has a Coastal Rescue Grants budget of $45,000 for the financial year. There is only one grant round a year for this fund.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

14.     The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

19.     A summary of each application received through Franklin Coastal Rescue Grant 2021/2022 is provided (refer to Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

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

21.     No organisations applying in these rounds have indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

22.     The allocation of grants to community groups or individuals is within the adopted Long-Term Plan 2021-2031 and local board agreements.

23.     Franklin Local Board has a Coastal Rescue budget of $45,000 for the financial year. There is only one grant round, a year, for this fund.

24.     There is underspend in the overall 2021-2023 local board community grants programme of $33,432.

25.     The total community grants funding still available to be allocated is $78,432.

26.     Two Coastal Rescue applications were received, totalling $64,746.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

29.     Following the Franklin Local Board allocating funding for Coastal Rescue grants, grants staff will notify the applicants of the local board’s decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

2021/2022 Franklin Local Board Grant Programme

61

b

2021/ 2022 Franklin Coastal Rescue Grants -Applications Summary

67

     

Ngā kaihaina

Signatories

Author

Ann Kuruvilla - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

 

 

CR2203-01

Franklin Coastal Rescue Service Fund 2021

Coastguard Maraetai Incorporated

Legal status:

Incorporated Society

Activity focus:

Coastal Rescue

Conflicts of interest:

None identified

Project: Coastguard Maraetai - Continues to safe lives at Sea

Location:

213 Maraetai Dr
Maraetai Auckland 2018
New Zealand

Summary:

Coastguard Maraetai is a charitable community organisation who are on call 7 days a week, 24 hours a day.  It is our mission to Save Lives at Sea.   Our location at Maraetai is in the Waitemata Harbour and one of the closest Coastguard units to the Hauraki Gulf and Firth of Thames.  Which means our unit has one of the busiest crews in the Northern Region. 
 
We respond to calls for help from anyone at sea who needs assistance.  Including trailer boats, yachts, launches, or kayak, jetskis, paddleboards, kite surfers and swimmers. 
 
In the past year we have responded to 141 incidents.  Of which 13 where urgent, life and death scenarios. In these urgent callouts we launch our boat within 10 minutes.  This year we attend 141 incidents, with our crews assisting and bringing 382 people home safely including 10 children. 
 
Our crews and members contributed a total of 6015 volunteer hours  in the past 12 months. Including 1647 in rescue callouts. 1611 hours of crew training, Plus 2707 hours of maintenance and administration.

Dates:

01/07/2022 - 30/06/2023

Rain dates:

 -

 

Community benefits

Identified community outcomes:

 

Improved reliability and efficiency in responding to emergency call outs or on water events.

Alignment with local board priorities:

 

To operate Coastguard Maraetai costs approximately $100,000 per year.  See attached, most recent audited accounts. 
These costs include maintaining our rescue vessel, launching tractor and trailer plus rescue equipment. Ensuring we are available and ready to respond to a callout 24/7. 
Our crews train on the water every week and also in the classroom, maintaining and improving their skills. 
Coastguard Maraetai works in the community providing Boating Education courses, with suitable courses advertised which any one in the community who wishes to upskill can attend.  Courses last year where limited due to Covid 19, however we did run a Boatmasters Course in August 2021 and a First Aid Refresher course is to be held this September.
Our Cost Include
Total Fuel Coast $39,100
Tractor and Boat Servicing $18,845.
Vessel and Trailer replacement will be due again in approximately four years, with an estimated cost of $900,000, of which our unit is expected to contribute a significant percentage of this cost. 
Training covers all aspects of vessel management, risk and hazard identification and management. plus personal survival.

 

Collaborating organisation/individual

Role

Maraetai Beach Boating Club

Gives us access to launch our vessel from the club ramps

Coastguard Boating Education

Provide Tutors and Resources for our Boating Education Courses.

Pohutukawa Coast Rotary

Involved in the Annual Golf Charity Day Event

Pohutukawa Sea Rescue Trust

Involved in the Annual Golf Charity Day Event

 

 

Percentage of males targeted

Percentage of females targeted

All - not targeted male/female

%

%

100%

 

0-5 years

< 15 years

15-24 years

25-65 years

>65 years

All ages

%

%

%

%

%

100%

 

Financial information

Amount requested:

$40,000.00

Requesting grant for:

A contribution towards Coastguard Maraetai's ongoing operating expenses, training, education and capital expenditure.

If part funded, then requesting funding for which part : Repairs and Maintenance: Total $19,761  (Tractor $4411, Vessel $13,185, Operational Equipment and Building $13,185

Cost of participation:

0

 

Total expenditure

Total income

Other grants approved

Applicant contribution

$108,750.00

$0.00

$0.00

$0.00

 

Funding history

Application ID

Project title

Round - Stage

Decision

Allocation

CR2203-01

Coastguard Maraetai - Continues to safe lives at Sea

Franklin Coastal Rescue Grant -  Submitted

Undecided

$0.00

-CR21030101

Coastguard Maraetai - Saving Lives at Sea

Franklin Coastal Rescue Grant -  Project in progress

Approved

$37,500.00

CR2003-101

Coastguard Maraetai Saving Lives at Sea

2019/2020 Franklin Coastal Rescue Services Fund -  Project in progress

Approved

$30,000.00

CR1903-101

Coastguard Maraetai Saving Lives At Sea

2018/2019 Franklin Coastal Rescue Services Fund -  Project in progress

Approved

$40,000.00

CR1703-101

Coastguard Maraetai - Saving Lives At Sea

2016/2017 Franklin Coastal Rescue Services Fund  -  Acquitted

Approved

$40,000.00

LG1603-240

Sea Rescue Services and public boating education

2015/2016 Franklin Local Grants, Round Two -  Accountability not satisfactory

Approved

$41,000.00

FN15-1018

Tractor replacement upgrade

Franklin Local Board Community Group Funding - 2014/2015 Round 1 -  Acquitted

Approved

$5,000.00

FN15-1002

Replacement of Personal Floatation Devices (PFDs) and Personal Locator Beacons (PLBs)

Franklin Local Board Community Group Funding - 2014/2015 Round 1 -  Declined

Declined

$0.00

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Franklin Coastal Rescue Service Fund 2021

CR2203-03

Surf Life Saving Kariaotahi Inc

Legal status:

Incorporated Society

Activity focus:

Coastal Rescue

Conflicts of interest:

None identified

Project:   Inflatable Rescue Boat (IRB) Replacement

Location:

Karioitahi Rd
Karioitahi Waiuku 2683
New Zealand

Summary:

This project will enable Surf Life Saving Kariaotahi to complete and purchase a new Inflatable Rescue Boat, Motor and Trailer to replace ageing equipment. 
We use our IRB's to provide support to a number of different areas of our operation ranging from Rescues on Patrol between the flags to Search and Rescue responses in the wider community and coastline.
IRB's also support lifeguard training, upskilling and development. 
This project will allow us to purchase a complete new IRB including a hull, motor, trailer which will be able to hit the ground running and provide immediate support to the community and beach users..

Dates:

01/07/2022- 31/12/2022

Rain dates:

 -

 

Community benefits

Identified community outcomes:

 

equipment replacement expenses

Alignment with local board priorities:

 

In the past 12 months our lifeguards have performed over 20 rescues, assisting more than 50 people back to safety along our wild coastline. Surf Life Saving Kariaotahi's Search & Rescue Squad has also been activated 14 times to assist with incidents out side of patrol times and locations providing assistance to multiple people in the water, medical emergency's, searching for missing people and returning missing persons bodies to loved ones who have been located alone remote inaccessible areas of coastline.
Surf Life Saving Kariaotahi is currently in the process of training members in flood rescue techniques to further expand capability during natural disasters. An IRB is a key piece of equipment for flood response which can be rapidly deployed into the community.      
A new IRB will provide service the local community for the next 10+ years.

 

Collaborating organisation/individual

Role

 

 

 

 

Demographics

Māori outcomes:

·     Nil

 

Percentage of males targeted

Percentage of females targeted

All - not targeted male/female

%

%

100%

 

0-5 years

< 15 years

15-24 years

25-65 years

>65 years

All ages

%

%

%

%

%

100%

 

Financial information

Amount requested:

$24,746.00

Requesting grant for:

We are requesting funding for the entire project.Inflatable rescue Boat replacement.

If part funded, how would you make up the difference:

Our priority for items due replacement is an IRB hull first at $13,830.00, followed by an Outboard motor at $6,426.00 and lastly the beach trailer at $4250.00

Cost of participation:

0

 

Total expenditure

Total income

Other grants approved

Applicant contribution

$24,746.00

$0.00

$0.00

$0.00

 

Expenditure item

Amount

Amount requested from Local Board

Inflatable Rescue Boat

$24,746.00

$24,746.00

 

Income description

Amount

n/a

$0.00

 

Other funding sources

Amount

Current Status

n/a

$0.00

 

 

Donated materials

Amount

 

 

Additional information to support the application:

·     We would like to thank the Local Board for their continuous support of Surf Life Saving Kariaotahi - your support is hugely appreciated and goes a long way within our club.

Funding history

Application ID

Project title

Round - Stage

Decision

Allocation

CR2203-03

Inflatable Rescue Boat (IRB) Replacement

Franklin Coastal Rescue Grant -  Submitted

Undecided

$0.00

CR2003-103

Training & Rescue Equipment Upgrade

2019/2020 Franklin Coastal Rescue Services Fund -  Project in progress

Approved

$10,000.00

QR2003-129

Training Fuel for IRB Use

2019/2020 Franklin Quick Response, Round One -  Declined

Declined

$0.00

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Franklin Local Board

28 June 2022

 

 

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/08069

 

  

 

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 $15.3million 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 Franklin 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 Franklin Local Board:

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

i)       Counties Tennis Association Incorporated - Counties Indoor Tennis Arena, 86 West Street, Pukekohe – Rosa Birch Park - $530,396  

ii)       Waiuku Netball Centre Incorporated - Waiuku Netball Centre Facilities Upgrade, 56 Kitchener Road, Waiuku - $230,000  

iii)      Auckland Rugby Union Incorporated - (on behalf of the) Wider Auckland Rugby Sports Field Project: Bombay Rugby Club, Paparata Road, Bombay - $3,062,125 (across three locations)  

b)      [optional] express the following views regarding applications to the fund:

 

Horopaki

Context

Sport and Recreation Facilities Investment Fund 2022

9.       The Sport and Recreation Facilities Investment Fund was established through the Long-term Plan 2018-2028 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 Franklin 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 2018-2028. 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

Sport and Facilities Investment Fund 2022 -  Franklin Local Board applications

79

b

Franklin Projects Summary

81

     

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

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

2022/23 Joint CCO Local Board Engagement Plans and 2021/22 and Q3 Update

File No.: CP2022/07624

 

  

 

Te take mō te pūrongo

Purpose of the report

For the Franklin Local Board to adopt its Joint CCO (Council-Controlled Organisation) Local Board Engagement Plan 2022/2023 (Attachment A).2.    To provide the Franklin Local Board with an update for Quarter 3 on Council-Controlled Organisation work programme items in its area (included in Attachment A).

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, 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 Franklin Local Board:

a)      adopt the Joint CCO 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 CCO 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 CCOs.

 

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 2022-23 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 or portfolios

·        staff changes within Local Board Services or CCOs.

19.     These changes are reflected in Attachment A – Franklin Local Board Joint CCO Engagement Plan 2022-2023 and Q3 update.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20.     The adoption of the Joint CCO Local Board Engagement Plan 2022/23 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.

21.     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

2022/2023 Franklin Local Board Joint CCO Engagement Plan and Q3 update (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Lucy Stallworthy - Local Board Engagement Advisor

Authoriser

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Auckland Transport update June 2022

File No.: CP2022/08550

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To update the Franklin Local Board on transport related matters.

Whakarāpopototanga matua

Executive summary

2.       The purpose of the report is to provide an update on transport related items including:

·     Half price fares

·     Ram raids and bollards

·     Public transport patronage

·     Local Board Transport Capital Fund

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      receive the June 2022 report from Auckland Transport.

 

Horopaki

Context

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

Tātaritanga me ngā tohutohu

Analysis and advice

4.       This section of the report contains information about relevant projects, issues and initiatives. It provides summaries of the detailed advice and analysis provided to the local board during workshops and briefings.

Half price fares

5.       From 1 April 2022, fares across the AT Metro network dropped by 50 percent, saving passengers an estimated $10 million on bus, train and ferry fares over a three month period.

6.       As well as covering individual trips, the discount covers all AT HOP monthly passes and concessions, and halves the current daily cap from $20, meaning Aucklanders will never pay more than $10 for a day’s travel on the AT Metro network. Total Mobility and AT Local (rideshare service) will be included in the initiative.

7.       The decision by the government to temporarily halve public transport fares and reduce petrol excise duties and road user charges will provide some immediate relief to commuters, particularly those on low and fixed incomes.

8.       The price difference between driving and catching public transport will be substantial, with our $10 daily cap meaning passengers could travel from Pukekohe to Gulf Harbour and back for the price of about 3.5 litres of petrol.

9.       The Government announced an extension of the programme until the end of August 2022.

Ram raids and bollards

10.     Prominent in the media is the significant increase in ram raids in Auckland. This escalation has not just targeted local dairies and liquor stores but mall and high-end fashion outlets.

11.     AT has been liaising with business associations and providing the following guidelines.

12.     AT generally does not install bollards outside businesses for building protection purposes, due to the high cost of ongoing maintenance at the expense of the public.

13.     However, where a site has experienced ram-raiding or repeated vehicle accidents, AT will consider the installation of bollards near the front of a building at the landowner’s expense.

The requirements are as follows:

·    The applicant will need to submit a written application, with details of the incident and either include a police report or insurance claim / recommendation.

·    Provide a detailed plan, drawing or picture of the bollards they are wanting to install, with specific details of the location they are wanting to place the bollards.

·    The landowner will be responsible for all costs associated with the installation, removal and ongoing maintenance, they must keep the bollards in a good and safe condition.

·    The applicant must undertake a proper footpath assessment to ensure the installation of bollards does not interfere or affect any underground utility services.

·    Any work undertaken on the footpath must obtain a Corridor Access Request (CAR) permit before digging commences. Details of this process is available on our website: Corridor Access Requests (at.govt.nz)

·    The landowner must also obtain and fully comply with any statutory consent requirements, such as building and/or resource consent – which may be required from Auckland Council.

·    Auckland Transport reserves the right to withdraw its authorisation if it is determined the footpath site is required for future redevelopment projects. Should this eventuate, the property owner will be given a thirty-day (30 day) notification period to allow for the bollard/s to be removed.

 

General bollard requirements:

·    Bollards should be installed directly outside the building (within 500 millimetres of the building).

·    The minimum height for bollards is 1000 millimetres.

·    Bollards must have a colour contrast to the existing environment. For example, black is not considered a suitable contrast if the background is a dark colour.

·    Footpaths need to have at minimum 1.8 metre clearance. Obstacles and hazards must be kept clear of the main travel route for pedestrians - especially for visually impaired (low vision) or blind pedestrians.

 

14.     Applicants can contact AT if they require further assistance with the process

15.     Further information has recently been provided indicating that government funding would be allocated to those businesses that have had one or more previous raids.


 

Public transport patronage

16.     The local board has requested regular updates on passenger transport patronage. This is published on AT’s website here:

https://at.govt.nz/about-us/reports-publications/at-metro-patronage-report/         

17.     Since the last AT report, with COVID compounding and conflicting influence on patronage, half-price fares, and increases in remote working, statistics are giving a variable picture of public transport usage. Below is a newly developed analysis that compares 2019 patronage to recent months.

18.     This table is for ferries. At the time of writing this report, the equivalent table for bus patronage was not available. This will be supplied to the local board in the near future.

 

 

 

 

 

 

A picture containing table

Description automatically generated

 

20.    Of increasing concern is the safety of passengers, drivers and passenger transport staff.

Local Board Transport Capital Fund (LBTCF)

19.     The LBTCF is a capital budget established by the Governing Body to allow Local Boards to deliver transport infrastructure projects that they believe are important, but that are not part of AT’s work programme.

20.     Projects must be safe, not impede network efficiency and be in the road corridor, although projects running through parks can be considered if there is a transport outcome.

21.     The 2021 - 2031 Long Term Plan re-established the Local Board Transport Capital Fund at the pre-COVID level of $20million. There has been a minor adjustment in local boards funding, based on the agreed allocation formula.

22.     The Franklin Local Board allocation for the electoral term is $2,234,358.

23.     At the 24 May 2022 local board meeting the LBTCF was approved for two projects:

a)      Jutland Road Bridge - $2,040,141

b)      Two pedestrian refuges - $194,214

24.     Following advice from AT staff, the local board opted for a new bridge, and AT have already let a contract to begin design investigations.

25.     Concern was expressed about the Mayor’s proposal for the 2022/2023 Annual Budget to reduce the LBTCF from $20M to $10M for the 21 local boards.

26.     It should be noted that the projects in paragraph 23 (above) are funded from the current electoral term budget allocation, so will not be impacted.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

28.     AT’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

29.     There is a growing global, national and local need to urgently address the threats posed by climate change through reducing greenhouse gas (GHG) emissions. The scientific evidence is compelling. In New Zealand the Climate Change Response (Zero-Carbon) Act was enacted in 2019, which requires national GHG emissions to be net-zero by 2050. In June 2019 Auckland Council declared a climate emergency, followed by the endorsement in July 2020 of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

30.     Tackling climate change will require a very significant change to the way we travel around our region although the timing and the detail of how this change might unfold are still to become obvious.

31.     Roughly five percent of Auckland’s road and rail strategic networks are found in areas susceptible to coastal inundation, including parts of the state highway network which are crucial links for freight movements and access to key regional destinations. Over 1,000km (or about 13 percent) of AT’s local road network has recently been identified as vulnerable to a 1-in-100 year flood event. AT is currently identifying and prioritising the risks of climate change to the transport system (assets, services, customers and staff) to permit a more strategic approach to designing and managing our assets in the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32.     The impact of information (or decisions) in this report are confined to AT and do not impact on other parts of the council group.

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

Local impacts and local board views

33.     The purpose of this report is to inform the local board.

Tauākī whakaaweawe Māori

Māori impact statement

34.     There are no impacts specific to Māori for this reporting period. AT is committed to meeting its responsibilities under Te Tiriti o Waitangi-the Treaty of Waitangi-and its broader legal obligations in being more responsible or effective to Māori.

35.     Our Maori Responsiveness Plan outlines the commitment to with 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them.

36.     This plan in full is available on the AT’s website:

https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

Ngā ritenga ā-pūtea

Financial implications

37.     There are no unplanned financial implications as a consequence of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38.     Risks are managed as part of each AT project

Ngā koringa ā-muri

Next steps

39.     In addition to upcoming workshops, the local board will be updated at its August 2022 business meeting.

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Bruce Thomas, Elected Members Relationship Manager

Authorisers

Kenneth Tuai – Acting Southern Hub Manager

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Approval to name three new public roads at 3 Belgium Road, Pukekohe

File No.: CP2022/08774

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Franklin Local Board to name three new public roads, being created by way of a subdivision development at 3 Belgium Road, Pukekohe.

Whakarāpopototanga matua

Executive summary

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

3.       On behalf of the developer and applicant, Cabra Pukekohe JV, agent Luke Hermanson of Mckenzie and Co Ltd has proposed the names presented below for consideration by the local board.

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

5.       The proposed names for the three new public roads at 3 Belgium Road are:

Road 2

·    Ronga Māori Avenue (Applicant preferred)

·    Riwai Avenue (Alternative 1)

·    Monaghan Drive: (Alternative 2)

Road 3

·    Te Ara Hikoi (Applicant Preferred)

·    Nga Mara Avenue (Alternative 1)

·    Kiwifruit Close (Alternative 2)

Road 5

·    Spudman Avenue (Applicant Preferred)

·    Riwai Avenue

·    Pickers Way


 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      approves the name Ronga Māori Avenue (applicant’s preferred name) for the new public road (Road 2) created by way of subdivision 3 Belgium Road, Pukekohe, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90099063 and resource consent references BUN60326339 and SUB60325403).

b)    approves the name Te Ara Hikoi (applicant’s preferred name) for the new private road (Road 3) created by way of subdivision 3 Belgium Road, Pukekohe, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90099063 and resource consent references BUN60326339 and SUB60325403).

c)       approves the name Spudman Avenue (applicant’s preferred name) for the new private road (Road 5) created by way of subdivision 3 Belgium Road, Pukekohe, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90099063 and resource consent references BUN60326339 and SUB60325403).

Horopaki

Context

6.       Resource consent reference BUN60326339 (SUB60325403 and LUC60326362) was issued on 20 October 2020 for the construction of 127 new residential freehold units and one commercial lot. Consent variations were issued on 30 March 2021 (Council References LUC60326362-A and SUB60325043-A) and 7 April 2022 (Council LUC60326362-B and SUB60325043-B) respectively.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

11.     Theme: The land has been owned by the Reynolds family and a number of the names have connections to their family and what the land has been used for. In particular, agricultural use of land including orchids and potato fields. The names provided by Ngāti Te Ata recognise the many Māori medicinal plants that grew in abundance in Pukekohe and the many walking tracks/paths that crossed this area and were used and traversed by many iwi moving through the district.


 

Road 2

Proposed name

Meaning (as described by applicant)

Ronga Māori Avenue: (Applicant preferred)

Named after the many Māori medicinal plants that grew in abundance in Pukekohe

Riwai Avenue:

(Alternative 1)

Māori translation for spud / potato.

Monaghan Drive:

(Alternative 2)

Monaghan was the county in Ireland where the Reynolds family emigrated from in 1864.

 

 

Road 3

Proposed name

Meaning (as described by applicant)

Te Ara Hikoi:

(Applicant preferred)

Named after the many walking tracks/paths that crossed this area and was used and traversed by many iwi moving through the district

Nga Mara Avenue

(Alternative 1)

Māori translation for gardens / orchard. This land has been a kiwifruit orchard for over 40 years before this subdivision.

Kiwifruit Close

(Alternative 2)

This land has been a kiwifruit orchard for over 40 years before this subdivision.

 

 

Road 5

Proposed name

Meaning (as described by applicant)

Spudman Avenue: (Applicant preferred)

Spudman is the name of a famous racehorse.

Riwai Avenue

(Alternative 1)

Māori translation for spud / potato.

Pickers Way:

(Alternative 2)

This land has been a kiwifruit orchard for over 40 years before this subdivision.

 

 

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

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

14.     Road Type: ‘Avenue’ is an acceptable road type for the new public roads 2 and 5, suiting the form and layout of the Subdivision. As per road naming guidelines, Te Ara is the only road type that is to be used as a prefix to the road name. Te Ara is therefore an acceptable name suiting the form and layout of the Subdivision. 

15.     Consultation: Mana whenua iwi were consulted in line with the processes and requirements described in the Guidelines. The applicant also sought input from Ngāti Te Ata prior to submitting their road naming application. Ngāti Te Ata provided the names Kohekohe, Rongā Māori and Te Ara Hīkoi and translations for spud/potato and gardens/orchard. LINZ advised that Kohekohe is already in use in several locations across the Auckland region and therefore is not an acceptable name for this subdivision. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

20.     On Monday 30 May 2022, mana whenua iwi were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

·    Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)

·    Ngāti Maru (Ngāti Maru Rūnanga Trust)

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

·    Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)

·    Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

·    Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)

·    Ngāti Tamaoho

21.     By the close of the consultation period, two responses were received from Te Ahiwaru and Ngāti Tamaoho. Te Ahiwaru expressed appreciation for the applicant Cabra Developments direct engagement with mana whenua ahi kaa and supported the naming options offered by Ngāti Te Ata. Ngāti Tamaoho also expressed their support for the names put forward by Ngāti Te Ata.

22.     This site is not listed as a site of significance to mana whenua. Te reo Māori names are proposed.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

27.     Lindsay Wilson (Senior Planning Consultant at Align Limited), acting on behalf of Council, is the report author.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Location Plan for 3 Belgium Road, Pukekohe

101

b

Site Plan for 3 Belgium Road, Pukekohe

103

     

Ngā kaihaina

Signatories

Author

Elizabeth Salter - Subdivision Technical Officer

Authorisers

David Snowdon - Team Leader Subdivision

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05344

 

  

 

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 Franklin 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

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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)

115

b

Attachment B - Focus of Community Facilities Action Plan 2022

131

     

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

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 



Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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28 June 2022

 

 

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

File No.: CP2022/07621

 

  

 

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 Franklin Local Board:

a)      provide feedback, taking into consideration 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

·        focussing 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% 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

Parking Strategy Feedback Report - Franklin Local Board (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Claire Covacich, Principal Transport Planner, Auckland Transport

Kat Ashmead, Senior Advisor Operations and Policy, Local Board Services

Authorisers

Andrew McGill, Head of Integrated Network Planning, Auckland Transport

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Draft Auckland golf investment plan

File No.: CP2022/08067

 

  

 

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 Franklin 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

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Future investment decisions will involve the governing body and local boards

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

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

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

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

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

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

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

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

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

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

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

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

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

There are strengths and weaknesses to the plan

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

50.     A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access 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: Auckland’s 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

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A picture containing text, clipart

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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

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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'

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People’s Panel

62% Support

19% Partially support

15% Don’t support

 

44% Support

30% Partially support

20% Don’t support

 

72% Support

16% Partially support

9% Don’t support

 

54% Support

24% Partially support

14% Don’t support

 

62% Support

20% Partially support

15% Don’t support

 

40% Support

32% Partially support

20% Don’t support

 

70% Support

18% Partially support

9% Don’t support

 

 

Policy Objective 1 (increasing public access)

 

Policy Objective 2 (a broad range of golf experiences)

 

Policy Objective 3 (ecosystem management and biodiversity)

 

Key Shift 1 (a robust investment framework)

 

Key Shift 2 (sport and recreation for all Aucklanders)

 

Key Shift 3 (a broad golf service offering)

 

Key Shift 4 (sustainable environmental practices)

 

Have Your Say

21% Support

19% Partially support

59% Don’t support

 


28% Support

32% Partially support

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 (Under Separate Cover)

 

     

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

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Resolutions Pending Action - June 2022

File No.: CP2022/04158

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Franklin Local Board with an opportunity to track progress of local board resolutions requesting response and advice from staff.

2.       This report updates progress on resolutions pending, updated from September 2021 to May 2022.

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

 

a)         tuhi ā-taipitopito / note the Resolutions Pending Action report June 2022 (Attachment A).

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Resolutions pending report September 2021 to May 2022 - Franklin Local Board (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Denise Gunn - Democracy Advisor

Authoriser

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

Governance Forward Work Calendar June 2022

File No.: CP2022/05631

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Franklin Local Board with a governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       This report contains the governance forward work calendar, a schedule of items that will come before the Franklin Local Board at business meetings and workshops over the coming months. The governance forward work calendar for the local board is included in Attachment A.

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

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

·   clarifying what advice is required and when

·   clarifying the rationale for reports.

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

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      tuhi ā-taipitopito / note the governance forward work calendar dated May 2022 (Attachment A).

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Franklin Local Board Governance Forward Work Calendar June 2022

159

     

Ngā kaihaina

Signatories

Author

Denise Gunn - Democracy Advisor

Authoriser

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

Franklin Local Board workshop records

File No.: CP2022/05640

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive the Franklin Local Board workshop records for workshops held on 3, 10, 17, 24 and 31 May 2022.

Whakarāpopototanga matua

Executive summary

2.       The Franklin Local Board holds weekly workshops to facilitate oversight of projects in their work programme or on matters that have significant local implications.

3.       The local board does not make decisions at these workshops. Workshops are not open to the public, but a record of what was discussed and presented at the workshop are reported retrospectively.

4.       Workshop records for the Franklin Local Board are attached for 3, 10, 17, 24 and 31 May 2022.

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      whiwhi / receive the Franklin Local Board workshop records for 3, 10, 17, 24 and 31 May 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

3 May 2022 Franklin Local Board workshop record

163

b

10 May 2022 Franklin Local Board workshop record

165

c

17 May 2022 Franklin Local Board workshop record

167

d

24 May 2022 Franklin Local Board workshop record

171

e

31 May 2022 Franklin Local Board workshop record

173

     

Ngā kaihaina

Signatories

Author

Denise Gunn - Democracy Advisor

Authoriser

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

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Franklin Local Board

28 June 2022

 

 

Process to appoint trustees to Te Puru Community Charitable Trust

File No.: CP2022/08115

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on the process for appointing trustees to Te Puru Community Charitable Trust (Te Puru).

Whakarāpopototanga matua

Executive summary

2.       Te Puru is a non-substantive Council Controlled Organisation (CCO) under the Local Government Act 2002 and council is responsible for appointing all members of the board.

3.       The Franklin Local Board has been delegated the power to make appointment decisions for Te Puru Board.

4.       Te Puru has identified two new candidates to join the trust board following recent resignations. A report on the confidential agenda seeks approval for these appointments.

5.       Te Puru Trust Deed sets out the attributes and skillsets required by trustees, including that they should represent the diversity of the local community.

 

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a)      note the update and that a report on the confidential part of the agenda will seek approval to appoint two new trustees to Te Puru Community Charitable Trust.

b)      note that the report is confidential due to the personal information it contains.

 

Horopaki

Context

6.       Te Puru is responsible for providing recreational services in their facility in Te Puru Park - to provide for the recreational, social and community needs of the residents of the Beachlands, Maraetai, Whitford and Clevedon areas of Franklin.

7.       Auckland Council has the power in the trust deed to make appointments to Te Puru Board, and this means that it is a CCO within the meaning of the Local Government Act 2002.

8.       Appointment to the boards of non-substantive CCOs are guided by the Appointment and Remuneration Policy for council organisations and the relevant trust deed of the CCO.

9.       The Appointments and Performance review committee has delegated the power to make future appointments to the Franklin Local Board until September 2022 [APR/2020/6].

10.     Three members of the board have recently resigned, reducing the number of current trustees to six.

11.     In April, Te Puru began a process to identify replacement trustees. This included seeking candidates through the following channels:

·    the Pohutukawa Coast Times

·    Te Puru Community Centre website

·    local Facebook community pages

·    directly approaching members of the local community where their skills and experience met existing gaps on the board.

Tātaritanga me ngā tohutohu

Analysis and advice

12.     Te Puru currently has six trustees, which is above the minimum of five required by the Trust deed. Appointing an additional two trustees provides a buffer in case of further resignations from the board.

13.     The Trust deed allows for trustees to be appointed for a term of three years. Trustees may be reappointed up to a maximum of three consecutive terms.

14.     Te Puru Trust Deed requires that trustees have an association with the local area and seeks that the following skills be (without limitation) included amongst the board:

·    business skills and experience

·    sales and marketing skills

·    experience in governance and financial control

·    communication skills

·    an involvement in community affairs (which includes recreational and cultural activities)

·    a knowledge of recreation and facility management.

15.     In addition, the Trust deed seeks that the composition of the board should provide gender balance, reflect the ethnic and cultural makeup of the wider community and include recognised business and community leaders.

16.     The priority skills sought in this recruitment were for candidates with financial and legal backgrounds.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17.     There are no climate impacts that arise directly from appointments to the trust board.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18.     There are no significant impacts on other parts of the council group from appointments to Te Puru.

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

Local impacts and local board views

19.     Te Puru was established to benefit the residents of the Beachlands, Maraetai, Whitford and Clevedon areas of Franklin. Appointment of appropriate board members will assist Te Puru in achieving their purpose.

Tauākī whakaaweawe Māori

Māori impact statement

20.     Te Puru Trust Deed seeks that the board composition reflect the ethnic and cultural diversity of local communities.

21.     Te Puru performance objectives are set by the Franklin Local Board and these include requirements to engage with mana whenua.

Ngā ritenga ā-pūtea

Financial implications

22.     The trustee positions are voluntary and unpaid and therefore do not have financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23.     The risks common to all board appointments include are outlined in the table below along with their mitigations.

Table 1: Key risks

Risk

Mitigation

Candidates identified are unsuitable

Candidates are appropriately screened by the trust to meet the skill requirements of the board.

Recommended candidates complete a director consent form. This form requires their confirmation that there is nothing that would compromise their effectiveness as a board member.

The board lacks a balance between experienced and fresh personnel

It is generally desirable that boards contain a range of institutional knowledge and fresh thinking. In recent years, there has been high turn-over on the Te Puru board.

Adding two new trustees brings fresh thinking in the short term but also helps to provide a pool from which institutional knowledge can be gained in future, particularly if a rate of turnover continues.

 

Ngā koringa ā-muri

Next steps

24.     If appointments are approved, staff will notify the successful candidates.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

James Stephens - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


 


Franklin Local Board

28 June 2022

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Exclusion of the Public: Local Government Official Information and Meetings Act 1987

That the Franklin Local Board

a)      exclude the public from the following part(s) of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution follows.

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, as follows:

 

C1       CONFIDENTIAL: Appointments to the board of Te Puru Community Charitable Trust 2022

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.

In particular, the report contains personal information regarding candidates for the Te Puru Community Charitable Trust Board

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 



[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