Agenda of Manurewa Local Board - Thursday, 16 June 2022

No.	Title	Page
a ⇩	Manurewa Youth Council Quarterly Update	9

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07509

Te take mō te pūrongo

Purpose of the report

1. To approve the 2022/2023 Manurewa 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 Manurewa 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 Manurewa 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 Manurewa 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)

c) approve in principle the 2024/2025 Customer and Community Services - Community Facilities only work programme (Attachment A to the agenda report)

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.

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

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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 communities are inclusive, vibrant, healthy and connected

· Outcome 2 - We are proud of our strong Māori identity and thriving Māori community

· Outcome 3 - Our people enjoy a choice of quality community spaces and use them often

· Outcome 4 - Our safe and accessible network provides transport options to meet community needs

· Outcome 5 - Our prosperous local economy supports local people

· Outcome 6 - Our natural environment is valued, protected and enhanced.

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
3008	MR: Sport and active recreation facilities plan implementation	CCS: PSR – Active Recreation	$140,000
3073	Manurewa Local Board Community Occupancies FY2023/2024	CCS: Community Facilities – Community Leases	0
3074	Manurewa Local Board Community Occupancies FY2024/2025	CCS: Community Facilities – Community Leases	0
3277	31R Russell Road, Manurewa: Te Kotahitanga Kokiri Incorporated	CCS: Community Facilities – Community Leases	0
3415	New lease	CCS: Community Facilities – Community Leases	0
3416	Renewal of Lease	CCS: Community Facilities – Community Leases	0
3450	Locally Led Food Sovereignty	CCS: Connected Communities – Community Delivery	0
3500	Manurewa Age Friendly Initiatives	CCS: Connected Communities – Community Delivery	$85,000
3520	The Dale: Te Whānau Tupu Ngātahi o Aotearoa - Playcentre Aotearoa (Coxhead / Kohiwi Road)	CCS: Community Facilities – Community Leases	0
3528	MR: Play Network Gap Analysis	CCS: PSR – Park Services	$30,000
36813	All Seasons Touch Trust Building (Gallaher Park) - renew the interior and exterior of grandstand	C&CS: Community Facilities	$568,587
31940	Burundi Ave Foreshore - landslide prevention	C&CS: Community Facilities	$75,000
31739	Clendon Community Centre Reserve - develop suburb park	C&CS: Community Facilities	$4,200,000
29133	Glenveagh Reserve - develop a new playground	C&CS: Community Facilities	$500,000
36815	Manurewa - general renewals of community centre and open space buildings	C&CS: Community Facilities	$550,000
30523	Manurewa Aquatic Centre - Renew all condition 4 & 5 assets	C&CS: Community Facilities	$514,591
32119	Manurewa Aquatic Centre - Renew pool plant	C&CS: Community Facilities	$150,000
36409	Manurewa Aquatic Centre Boiler Phase Out	C&CS: Community Facilities	$500,000
31705	Manurewa War Memorial Park - install sand carpet on designated training area	C&CS: Community Facilities	$950,518
32102	Rowandale Reserve - renew playspace	C&CS: Community Facilities	$450,000
32101	Tington Reserve - Renew playspace	C&CS: Community Facilities	$500,000
30524	Totara Park Pools - Renew all assets	C&CS: Community Facilities	$181,205
36812	Weymouth Community Hall - upgrade the interior and exterior of the facility	C&CS: Community Facilities	$350,000

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
284	Deliver Armistice Day services and parades	CCS: RSPIP – Events
678	MR: Urban Ngahere Growing FY22	CCS: PSR – Park Services
1316	Manurewa Local Parks Management Plan	CCS: RSPIP – Service and Asset Planning
1421	Manurewa Sport & Active Recreation Facilities Plan FY22	CCS: PSR – Active Recreation
2795	CFWD MR: Ngahere (Urban Forest) Growing programme FY21	CCS: PSR – Park Services
2810	CFWD MR: Ecological volunteers programme FY21	CCS: PSR – Park Services
2832	CARRY FORWARD MR: 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. 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.

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

41. 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.

42. 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.

43. Table four shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table four: 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

44. 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.

45. 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.

46. 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.

47. The local boards recognise the importance of building meaningful relationships with mana whenua, maatawaka and whānau, and understanding Māori aspirations. Attachment B demonstrates how the outcomes identified in the local board plan align to Māori aspirations, captured in Kia Ora Tāmaki Makaurau, and specific input received from iwi during the development of this work programme.

Work programme budget types and purpose

48. 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.

49. Table five outlines the different budget types and their purpose that fund the work programme.

Table five: 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

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

51. 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.

52. 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

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

54. 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.

55. 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

56. 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.

57. 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.

58. 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

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

83. Engagement with Māori is critical. During the development of this year’s work programme Tira Kapuia, a sub-committee of Manurewa Local Board, held several two-hour hui with iwi (between October and December 2022). The following iwi were present at some or all of these hui: Ngāi Tai ki Tāmaki, Ngāti Tamaoho, Ngāti Tamaterā, Ngāti Paoa Trust Board, Te Ākitai Waiohua, Ngaati Te Ata, Ngaati Whanaunga.

84. Feedback included governance and operational insights, input on specific projects and ideas relating to council processes. Specific insights were gathered and shared with staff to inform the work programme. A high level acknowledgement of this input, as it relates to the Customer and Community Services work Programme, is included in Attachment B.

85. A lot of the kōrero arising from Tira Kapuia hui relates to longer term programmes and change and there are limitations as to how this can influence year two of a previously approved three year work programme. However, after the work programme is adopted, it will be shared with iwi and an ongoing and iterative process will occur to strengthen Māori Outcomes work aligned with Māori aspirations.

86. 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.

87. 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

88. 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.

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

90. 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.

91. Table six summarises the budget sources and allocation for each work programme financial year.

Table six: Manurewa 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)	1,511,462	1,502,558	1,531,246
Opex: Asset Based Services (ABS)	15,354,238	12,863,888	13,114,197
Capital (Capex): Local Asset Renewals - Budget (ABS)	1,969,768	6,392,561	5,000,079
Capex: Local Asset Renewals - Proposed Allocation (ABS)	1,848,620	6,392,561	5,000,079
Advanced Delivery RAP*	121,148
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	735,536	175,000	786,356
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	735,536	175,000	786,356
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	0	0	0
Capex: Growth projects Allocation	0	0	100,000
Capex: Coastal projects Allocation	189,858	479,272	0
Capex: Landslide Prevention projects Allocation	90,000	81,735	75,000
Capex: Specific Purpose Funding - Allocation	1,405,109	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	268,529	3,161,298	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	436,811	0	0

* See paragraph 53-55 for RAP explanation

92. 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.

93. 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.

94. 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

95. 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.

96. 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.

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

Table seven: 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

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

99. 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.

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

101. 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 - Manurewa Local Board CCS Work Programme 22-23	33
b ⇩	Attachment B - Maori Outcomes Manurewa	65
c ⇩	Attachment C - Capital Works and Leasing Work Programme Map	67
d ⇩	Attachment D - Manurewa - Regional Feedback v2	69
e ⇩	Attachment E - Climate Impacts Manurewa	71

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

Taryn Crewe - General Manager Community Facilities

Tania Pouwhare - General Manager Community & Social Innov

Authorisers

Claudia Wyss - Director Customer and Community Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07376

Te take mō te pūrongo

Purpose of the report

1. To approve the 2022/2023 Manurewa 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 Manurewa 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 Manurewa Local Board Plan 2020.

4. The work programme has been developed through a series of workshops between December 2020 and May 2021, 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:

· Awa restoration programme - $45,000

· Industrial pollution prevention programme – Wiri - $32,000

· Manukau Harbour Forum - $8,000

· Manurewa waste minimisation - $50,000

· Papakura Stream restoration programme - $13,000

· Pest Free Urban South - $40,000

6. The proposed work programme has a total value of $188,000, 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 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.

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

Ngā tūtohunga

Recommendation/s

That the Manurewa 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
Awa restoration programme	$45,000
Industrial pollution prevention programme – Wiri	$32,000
Manukau Harbour Forum	$8,000
Manurewa waste minimisation	$50,000
Papakura Stream restoration programme	$13,000
Pest Free Urban South	$40,000
Total	$188,000

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

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

Horopaki

Context

9. 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).

10. The proposed work programme responds to the outcomes and objectives identified in the Manurewa Local Board Plan 2020. The specific objectives reflected in the work programme are:

· the water quality of our harbours and waterways is steadily improving

· our natural areas are pest free and regenerating to enhance biodiversity and ecosystems

· we are a low-carbon community with zero waste.

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

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018

· National Policy Statement for Freshwater Management 2020

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau / Regional Pest Management Plan 2020-2030.

12. 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

13. 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 Manurewa Local Board Plan 2020 environmental objectives, as detailed above.

14. 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.

15. 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.

16. 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.

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

18. 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:

Awa Restoration Programme - $45,000

19. The board has indicated it would like to continue to support community-led restoration in the stream adjacent to the Glenveagh Park Reserve in the 2022/2023 financial year. The board allocated $45,000 to this programme in the 2022/2023 financial year. Staff recommend that the board allocate $45,000 towards the continuation and expansion of this programme in 2022/2023.

20. This programme aims to connect local residents to the waterway and raise awareness around the impacts of litter and other pollutants on the health of the stream and Manukau Harbour.

21. In the 2022/2023 financial year, water testing will be facilitated by Te Pu-a-nga Maara, with local schools invited to participate in sampling and analysis using Te Kete Waiora. Engagement with the local community will also continue. Planting and weed control will commence at Glenveagh Park Drive Reserve. Restoration and water quality testing will continue in year three.

22. Approval in principle is also sought for $50,000 towards this programme in 2023/2024.

Industrial pollution prevention programme - $32,000

23. The board has indicated it would like to continue funding the Industrial pollution prevention programme in the 2022/2023 financial year. Staff recommend that the board allocate $32,000 towards this programme in 2022/2023.

24. This programme is primarily educational and informs industry about the impacts their activities may be having on local waterways. The programme includes a site inspection and discussion with business owners about potential issues around pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted (depending on budget, this is either a phone call or site visit).

25. The programme involves a GIS mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. In the 2022/2022 financial year the programme will continue to focus in the Wiri industrial area.

Manukau Harbour Forum - $8,000

26. 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.

27. 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.

28. 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 financial year ($6,000)

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

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

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

Manurewa Waste Minimisation - $50,000

31. The board has indicated it would like to continue to fund community waste minimisation in the 2022/2023 financial year. The board has supported this programme since 2017 and allocated $50,000 towards this programme in the 2021/2022 financial year.

32. The 2022/2023 programme will continue to build on previous local board investment and fund the local waste wise champions who support Manurewa residents to sort and reduce their waste, build community pride, and develop and implement community-led strategies to prevent illegal dumping. The programme will focus on providing local jobs for local people and will have three components:

· continuing to hire and support waste wise champions to take action to reduce illegal dumping and support residents to manage and minimise their waste

· designing, installing, monitoring and evaluating the effectiveness of signs in illegal dumping hotspots

· storytelling, promotion, and marketing of good news stories and waste wise champion / pride kits to catalyse behaviour change. The story-telling campaign will be refined and expanded in years two and three, and there will be a focus on expanding the impact of the waste champions.

33. Approval in principle is also sought for $50,000 towards this programme in 2023/2024.

Papakura Stream Restoration Programme - $13,000

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

35. 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. However, Papakura Local Board contributed $5,900 extra for maintenance of existing planting in the Papakura Local Board area funded by the local board in previous years.

36. 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. In the 2022/2023 financial year focus will be placed on continuing engagement with landowners, supporting planting and weed initiatives and connecting with businesses.

37. 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.

38. Staff recommend that the board allocate $13,000 towards the continuation of this programme in 2022/2023. 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.

Pest Free Urban South - $40,000

39. The board has indicated it would like to continue to support pest free initiatives across the local board area in 2022/2023. Staff recommend that the board allocate $40,000 towards this programme in 2022/2023.

40. The pest free coordinator will continue to build momentum for the Pest Free Auckland vision across the Manurewa Local Board area. The coordinator will continue to connect and build relationships with groups in the community to expand the Pest Free Urban South programme (this programme is also underway in Māngere-Ōtāhuhu and Ōtara-Papatoetoe and will be supported this coming financial year in Papakura) The coordinator will also attend local events and facilitate hui on how to expand Pest Free initiatives and support local groups undertaking pest control, continuing to build on the foundations created it 2021/2022.

41. The programme will expand community action through education and assistance to reduce pest plants and animals in the urban south environment. In addition to the continuing to support coordinator, the budget will provide funding for a moth plant competition, resources such as traps and bait, and strategic planning.

42. Approval in principle is also sought for $50,000 towards this programme in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. 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.

44. 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.

45. 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 One: Climate impact assessment of proposed activities

Activity name	Climate impact
Awa restoration programme	These programmes seek to restore freshwater ecosystems and reduce pollution into the Manukau Harbour by engaging with landowners, industry, and community members around pollution reduction and restoration. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are enhanced.
Industrial Pollution Prevention Programme – Wiri
Papakura Stream Restoration Programme
Manukau Harbour Forum
Manurewa waste minimisation	This programme seeks to reduce waste and therefore reduce greenhouse gasses which are produced when waste is sent to landfill.
Pest Free Urban South	Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. 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.

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

48. 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

49. The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Manurewa Local Board area. Particular focus areas for the 2022/2023 work programme include Wiri, Homai, Weymouth, and along the Papakura Stream.

50. The programmes noted above align with the local board plan outcome ‘our natural environment is valued, protected, and enhanced’. 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

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

52. 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.

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

54. 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
Awa restoration programme	Kaitiakitanga and realising rangatahi potential	Te Pu-a-nga Maara is a collective of rangatahi from Makaurau, Papatūānuku and Manurewa Marae who have developed Te Kete Waiora – a water testing kit that can be utilised in both fresh and saline environments. Te Kura Kaupapa Māori o Manurewa will be one of the schools invited to participate in the water testing programme.
Industrial Pollution Prevention Programme – Wiri	Kaitiakitanga	This programme was designed in collaboration with mana whenua in 2013. Through encouraging businesses to protect waterways, it contributes to increasing the mauri of local awa and moana, a key issue of significance to mana whenua.
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.
Manurewa Waste Minimisation	Kaitiakitanga and Māori business tourism and employment	Consultation and collaboration with mataawaka in Manurewa will be achieved through participants and employees of the programme, many of whom are Māori.
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 Urban South	Kaitiakitanga and realising rangatahi potential	The coordinator will reach out to local rangatahi Māori to be engaged in conservation activities and will also be advised to identify key opportunities to work with mana whenua and mataawaka groups.

55. 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

56. The proposed environment work programme for the 2022/2023 financial year totals to $188,000 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.

57. 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.

58. 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.

Risks and mitigations

59. 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.

60. 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.

61. 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.

62. Table Three shows the key risks associated with activities in the proposed 2021/2022 work programme, as well as proposed mitigations.

Table Three: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Awa restoration programme	There is a risk that the contractor may be unavailable.	Staff will engage early to ensure that contractors are available.	Low
Industrial Pollution Prevention Programme – Wiri	This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented, so a risk of no implementations does exist.	Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been high uptake from businesses in previous financial years.	Low
Manukau Harbour Forum	This project is dependant of securing a suitable mana whenua engagement contractor to deliver the mana whenua Hui	Staff have started to investigate options and have identified several options and therefore this is considered low risk.	Low
Manurewa waste minimisation	There is a risk of signage being vandalised and taken down.	This will be mitigated through close monitoring and working with the waste solutions team.	Medium
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 Urban South	Community change in demand and values. For instance, not supporting the use of herbicide in their area.	This can be mitigated by identifying alternative options.	Low
Pest Free Urban South	School programs too busy to include or not interested.	To mitigate this, Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks staff will work in co-partnership to deliver the Pest Free Urban South vision.	Low

63. 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

64. 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.

65. 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 ⇩	Manurewa Local Board IES Work Programme 22-23	87

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

Manurewa Local Board

16 June 2022

Approval of the Manurewa Local Board Tātaki Auckland Unlimited work programme 2022/2023

File No.: CP2022/07351

Te take mō te pūrongo

Purpose of the report

1. To approve the Manurewa Local Board Tātaki Auckland Unlimited (TAU) work programme 2022/2023.

Whakarāpopototanga matua

Executive summary

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

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

· Our local economy continues to grow

· Young people have the skills and training needed for quality, sustainable employment.

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:

· Town Centre Steering Group ($35,000)

· Young Enterprise Scheme Kick Start Days Sponsorship ($2,000)

· Manurewa Economic Broker ($0)

· Pasifika Business Support and Engagement ($0).

5. The proposed work programme has a total value of $37,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Horopaki

Context

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

8. The work programme responds to the outcomes and objectives that the local board identified in the Manurewa Local Board Plan 2020. The specific outcomes that are reflected in the work programme are:

· Our local economy continues to grow

· Young people have the skills and training needed for quality, sustainable employment.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Town Centre Steering Group – $35,000

10. The Manurewa Local Board Plan (2020) identifies the local board’s wish to continue working with Manurewa Business Association and the Town Centre Steering Group on activities that create interest, promote a sense of safety and bring more people to the town centres.

11. The Town Centre Steering Group was established in 2015. The steering group is made up of Manurewa Local Board representatives, Auckland Council group staff, the Manurewa Business Association, and New Zealand Police. It has an independent chair and draws upon consultant support as required.

12. In recognition of the wider role of the steering group in supporting the town centre revitalisation implementation, the funding allocation will enable the continuation of the following activities in order to help support the delivery of local economic outcomes:

· Facilitation and support of the Manurewa Town Centre Steering Group ($25,000): Meeting the costs of continuing the steering group and associated consultant support and in addition the delivery of key projects identified by the Steering Group in the forthcoming year.

· Outcomes identified by other work in surrounding areas ($10,000): Exact projects are to be identified but the opex budget can be used to fund studies or research that will support the growth of the local board area. Some of these may be identified through the current Area Plan for the Manurewa-Takanini-Papakura corridor.

13. Outside the continuation of support for the Town Centre Steering Group the full scope of projects and initiatives will be drafted with the input of the local board and / or steering group to ensure they deliver local economic outcomes.

Young Enterprise Scheme Kick Start Days Sponsorship- $2,000

14. 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.

15. 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.

16. The funding from the local board will support through sponsorship, the delivery of the overall YES program, including the Kick Start days in February 2023 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 2023 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.

Manurewa Economic Broker Scoping - $0

17. The primary purpose of this role is to champion local businesses and facilitate access of local people to training, skills and quality employment opportunities - in order to grow local prosperity and employment.

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

19. A series of workshops will be held with the Manurewa Local Board to discuss economic development outcomes for the local board area and identify how these can be achieved.

20. It is envisaged that staff will undertake data analysis on the local economy, and a stocktake of current economic development initiatives and achievements as a basis for discussion. This will then enable staff to workshop with the board the potential areas of focus for local economic development based on the data analysis, and any other evidence.

21. These workshops will help to identify a road map for economic development along with local board priorities which can be used as the basis for work programme discussions with Auckland Council departments and CCO’s and input into the next iteration of the Local Board Plan.

Pasifika Business Support and Engagement - $0

22. Manurewa Local Board has one of the highest Pasifika populations. Opportunities exist for staff and the board to work with Pacific Business Trust to encourage Pasifika businesses in Manurewa to access business support services, and support local Pasifika entrepreneurs to connect with business entrepreneur network. The project doesn’t require local board funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. 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

24. 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.

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

Local impacts and local board views

25. The proposed TAU 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.

26. The activities in the proposed work programme align with the Manurewa Local Board Plan 2020 outcomes specifically:

· Our local economy continues to grow

· Young people have the skills and training needed for quality, sustainable employment.

Tauākī whakaaweawe Māori

Māori impact statement

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

Table one: Māori impact assessment of proposed activities

Activity name	Māori impact
Town Centre Steering Group	In implementing projects and initiatives to support the aims and objectives of the steering group local Māori business within the town centre will be able to benefit from increased vitality in the centre and in turn greater spend
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

Ngā ritenga ā-pūtea

Financial implications

28. The proposed TAU work programme budget for 2022/2023 is $ 37,000 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

29. The COVID-19 pandemic could have a further negative impact on the delivery of the local board work programme if the COVID-19 Alert Level changes. The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

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

Table two: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Town Centre Steering Group	There is a risk that specific projects are not identified or the delivery partners are unable to deliver to the agreed scope	The project delivery will be reviewed regularly at the monthly Town Centre Steering Group meeting	Low/Medium
Pacific Business Support	There is a risk that specific projects are not identified or the delivery partners are unable to deliver to the agreed scope	The project delivery will be reviewed regularly through quarterly updates	Low/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.	Low

31. 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

32. 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.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Unlimited Work Programme 2022/2023 - Manurewa Local Board	95

Ngā kaihaina

Signatories

Author

Luo Lei – Local Economic Development Advisor

Authorisers

John Norman – Head of Economic Places

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/07784

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

7. Applications received from within the Manurewa 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 Manurewa Local Board:

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

i) Parafed Auckland

Auckland Paraplegic Community Sport and Recreation Gym

Manukau SuperClinic, 901 Great South Road, Wiri

$68,787.50

b) 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 Manurewa 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 ⇩	Applications received from within the local board area	111

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

Manurewa Local Board

16 June 2022

Manurewa Local Grant Round Four 2021/2022 grant allocations

File No.: CP2022/06824

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications for 2021/2022 Manurewa Local Grant Round Four.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received for the Manurewa Local Grant Round Four 2021/2022 as provided in Attachment B.

3. The Manurewa Local Board adopted the Manurewa Local Board Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

4. The Manurewa Local Board set a total community grants budget of $154,659 for the 2021/2022 financial year. There is a total of four local grant rounds and two multi-board rounds.

5. A total of $49,307.50 was allocated to Local and Multi-board Round One and a further $8,000 was allocated towards Youth Rangatahi Scholarships. The local board allocated $37,484.20 towards Local Grant Round Two.

6. At the board’s 17 March 2022 business meeting a further $99,247 was reallocated from unspent funds to work programme line Community Grants Manurewa, leaving a total of $159,114.30 for remaining grants allocations. On 19 May, a further $39,000 was reallocated towards the grants budget.

7. A total of $58,348 was allocated to Local Grants Round Three and Multi-Board Grant Round Two. Leaving a balance of $139,767.30 to use towards the remaining round.

8. For Manurewa Local Board Grant Round Four 2021/2022 a total of forty-one local grant applications were received, requesting a total amount of $342,756.45.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) agree to fund, part-fund or decline each application in Manurewa Local Grant Round Four 2021/2022.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested
LG2210-401	Weymouth Residents and Ratepayers Association	Community	Towards the cost of publishing at 10 Lucas Place, Weymouth from July 2022 to December 2022	$4,000.00
LG2210-403	The Rising Foundation	Community	Towards operating costs of Programme Coordinator at Manurewa High School from July 2022 to September 2022	$4,230.00
LG2210-404	Retima House	Community	Towards catering, certification and purchasing of the gears for the Retima sewing workshop from July 2022 to July 2022	$1,000.00
LG2210-405	Youthline Auckland Charitable Trust	Community	Towards the portion of the Manurewa area operational costs of the Helpline from July 2022 to March 2023	$2,500.00
LG2210-407	Genevieve Sang-Yum	Community	Towards facilitator wages, venue hire and purchase of food and water for the Community Safety Programme in 11 Beihlers road, Manurewa, Auckland 2103 from July 2022 to August 2022	$1,000.00
LG2210-408	Graeme Dingle Foundation Auckland	Community	Towards Kiwi Can Delivery at Manurewa West School (Term 3) from July 2022 to September 2022	$6,000.00
LG2210-409	Shiloh Creative Life Centre Charitable Trust	Arts and culture	Towards artist facilitation fees for term 3 & term 4 in Nathan Homestead from August 20222 to November 2022	$10,800.00
LG2210-410	Totara Park Mountain Bike Club INC	Sport and recreation	Towards Totara Park MTB Trail Maintenance Fund from July 2022 to March 2023	$10,000.00
LG2210-411	James Cook High School	Arts and culture	Towards cost of purchasing the Taiaha and Guitars for James Cook High School Marae from July 2022 to December 2022	$10,384.16
LG2210-413	Auckland Southern District Chinese Association Incorporated	Community	Towards venue hire, instructor allowance and Māori culture promotion activities fee at St Lukes Anglican Church from July 2022 to March 2023	$7,885.00
LG2210-414	Manurewa Playcentre	Community	Towards Manurewa Playcentre Wharenui at 7 Lupton Road, Manurewa, Auckland from July 2022 to July 2022	$3,489.04
LG2210-415	YMCA North Incorporated	Community	Towards Raise Up Youth Development Programme – Manurewa crew at The Space, 4 Station Road, Manurewa. From July 2022 to March 2023	$10,000.00
LG2210-416	Manurewa Business Association Inc.	Community	Towards Resurfacing of Clendon basketball court from July 2022 to July 2022	$11,475.00
LG2210-417	South East Auckland Senior Citizens' Association Inc	Community	Towards venue hire, catering, hall set up, decorations, cleaning, performance and sound system for Celebrating Christmas with other cultures showcasing cultural diversification at Texas Smoke House Manukau City Centre, or Manukau Event Centre, Manukau City from December 2022 to December 2022	$14,300.00
LG2210-418	Fur Paws Sake	Community	Towards vet care, cat food and flea and worm treatment for community and abandoned cats. From July 2022 to December 2022	$3,000.00
LG2210-420	Samoa Laalaa Clendon Incorporated	Community	Towards Samoa Laalaa Clendon Health and Wellbeing Project from July 2022 to December 2023	$1,000.00
LG2210-421	Weymouth Residents and Ratepayers Assoc	Community	Towards publication costs of the Weymouth News. From August 2022 to December 2022	$4,000.00
LG2210-422	Shane & Keshni Govender	Sport and recreation	Towards purchase of volleyball uniform for Masters competitions from February 2023 to February 2023	$1,000.00
LG2210-423	Weymouth Playcentre	Community	Towards the purchase and erection of a fale and the purchase of hangi to share at Matariki Open Day from July 2022 to July 2022	$6,395.00
LG2210-424	Independent Living Charitable Trust	Community	Towards Senior Tai Chi programme costs at Leabank Court from May 2022 to December 2022	$1,260.00
LG2210-425	The Upside Downs Education Trust	Community	Towards The Gift of Speech for Manurewa’s Children with Down Syndrome from July 2022 to July 2023	$3,000.00
LG2210-426	Shivarchan Senior Citizens Association	Community	Towards venue hire, operational costs and Stardome observatory costs for Matariki celebration at Shiva Hall, Manurewa marae, Manurewa high school	$5,000.00
LG2210-428	Manurewa Business Association Inc.	Community	Towards Manurewa alley mural beautification from July 2022 to August 2022	$11,500.00
LG2210-429	Friends of Totara Park	Community	Towards signage printing costs and costs of new promotional material for Friends of Tōtara Park Sustainability and Promotion from July 2022 to December 2022	$800.00
LG2210-430	Independent Living Charitable Trust	Community	Towards Mid-Autumn Festival Celebration at Leabank Court from September 2022 to September 2022	$1,350.00
LG2210-431	Independent Living Charitable Trust	Community	Towards Mid-Autumn Festival Celebration for seniors from Inverell and local residents at Wiri Community Hall ‍ from September 2022 to September 2022	$1,704.58
LG2210-432	Dhyanne Hohepa	Community	Towards Matariki Acknowledgement Dinner from June 2022 to June 2022	$1,000.00
LG2210-433	The Operating Theatre Trust t/a Tim Bray Theatre Company	Arts and culture	Towards venue hire for The Whale Rider at Vodafone Events Centre, 770 Great South Road, Wiri, Manukau from August 2022 to November 2022	$1,235.00
LG2210-434	Independent Living Charitable Trust	Community	Towards dumpling/sushi making workshops at Wiri Community Hall from July 2022 to February 2023	$2,134.58
LG2210-435	Crystal Kire	Community	Towards catering costs for a three-day study wānanga for Manurewa whānau at Te Kura Kaupapa Māori o Manurewa, Trounson Ave, Manurewa in August 2022	$1,000.00
LG2210-436	Te Whakaora Tangata	Community	Towards salary costs for Family Restoration Programme Delivery at 10 Roys Road, Weymouth, Manurewa, Auckland 2103 from July 2022 to September 2022	$10,000.00
LG2210-437	Counties Manukau Sports Foundation	Community	Towards Manurewa Youth Pathways Camp at YMCA Camp Adair from July 2022 to July 2022	$15,000.00
LG2210-440	Nu'u Potopoto Under the umbrella of Falelalaga - Education, Cultural Arts Centre	Community	Towards Pasefika Vibes Market and Festival from July 2022 to December 2023.	$54,000.00
LG2210-442	Manurewa Youth Workers Support Group Under the umbrella of Manurewa Youth Workers Support Group	Community	Towards the purchase of laptop, speaker, wifi portable modem and projector for Manurewa Community Network at various locations in Manurewa from May 2022 to May 2026	$2,410.83
LG2210-443	Mobility Dogs Assistance Trust	Community	Towards ongoing veterinary costs for Mobility Dogs in Manurewa from July 2022 to September 2022	$2,000.00
LG2210-444	Weymouth residents and Ratepayers Society Incorporated	Community	Towards signage costs and installation in Manurewa from July 2022 to July 2023	$425.00
LG2210-445	All Seasons Community Sports Trust	Sport and recreation	Towards replacement of heat pump and installation of security cages for the new heat pump and the existing heat pump at 21 Alfriston Rd, Manurewa from July 2022 to December 2022	$3,878.26
LG2210-446	Waiwhakaata Performance Limited	Arts and culture	Towards Waiwhakaata Performance website development and project manager costs from July 2022 to August 2022	$5,600.00
LG2210-447	Manurewa Association Football Club	Sport and recreation	Towards the cost of building a kitchen container at War Memorial Park Manurewa from July 2022 to December 2022	$105,000.00
LG2210-448	Fireplace Arts & Media Ltd	Arts and culture	Towards performer fees at Otahuhu train station from December 2022 to December 2022	$2,000.00
Total				$342,756.45

Horopaki

Context

9. 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.

10. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme. The local board grants programme sets out:

· local board priorities

· exclusions

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

· any additional accountability requirements.

11. The Manurewa Local Board adopted the Manurewa Local Board Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

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

13. The Manurewa Local Board set a total community grants budget of $154,659 for the 2021/2022 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Due to the current COVID-19 crisis, staff have also assessed each application according to which alert level the proposed activity is able to proceed.

15. 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

16. 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

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

18. 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

19. Local boards are responsible for the decision-making and allocation of local board community grants. The Manurewa 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.

20. Staff will provide feedback to unsuccessful grant applicants about why they have been declined to increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

22. This report presents applications received for the Manurewa Local Grant Round Four 2021/2022 as provided in Attachment B.

23. The Manurewa Local Board adopted the Manurewa Local Board Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

24. The Manurewa Local Board set a total community grants budget of $154,659 for the 2021/2022 financial year. There is a total of four local grant rounds and two multi-board rounds.

25. A total of $49,307.50 was allocated to Local and Multi-board Round One and a further $8,000 was allocated towards Youth Rangatahi Scholarships. The local board allocated $37,484.20 towards Local Grant Round Two.

26. At the board’s 17 March 2022 business meeting a further $99,247 was reallocated from unspent funds to work programme line Community Grants Manurewa, leaving a total of $159,114.30 for remaining grants allocations. On the 19^th of May, a further $39,000 was reallocated towards the grants budget.

27. A total of $58,348 was allocated to Local Grants Round Three and Multi-Board Grant Round Two. Leaving a balance of $139,767.30 to use towards the remaining round.

28. For Manurewa Local Board Grant Round Four 2021/2022 a total of forty-one local grant applications were received, requesting a total amount of $342,756.45.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. 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

30. Following the Manurewa Local Board allocating funding for local grants round four, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Grants Programme 2021/2022	123
b	Manurewa Local Grants, Round Four Application Summary 2021/2022 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Zee Phakathi - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07742

Te take mō te pūrongo

Purpose of the report

1. For the Manurewa Local Board to adopt its Joint Council-Controlled Organisations (CCO) Local Board Engagement Plan 2022/2023.

Whakarāpopototanga matua

Executive summary

2. A joint CCO Local Board Engagement Plan (the plan) has been agreed between local boards and CCO staff during workshops held in April and May 2022, and through subsequent follow up conversations.

3. 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.

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

5. An update to the Manurewa Local Board on Council-Controlled Organisations work programme items in its area for Quarter 3 is included in Attachment A.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) adopt the Joint Council Controlled Organisations (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 (Attachment A)

b) note that the attachments to the Joint CCO Local Board Engagement Plan 2022/2023 will be updated as needed, with changes and updates 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 – Manurewa Local Board Joint CCO Engagement Plan 2022/2023 and Q3 updates.

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

22. 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.

23. 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

24. 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.

25. 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

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

27. 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

28. 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.

29. 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

30. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Joint CCO Local Board Engagement Plan 2022/2023 and Q3 updates	143

Ngā kaihaina

Signatories

Author	Lucy Stallworthy - Local Board Engagement Advisor
Authoriser	Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07743

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 Manurewa Local Board:

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

· provision and approach

· on-street and off-street

· specific vehicle classes

· specific situations.

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

· parking infringement fines

· banning berm parking

· residential parking permit cost-setting

· influencing private parking through parking levies.

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

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

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

Ngā kaihaina

Signatories

Authors

Claire Covacich, Principal Transport Planner, Auckland Transport

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Andrew McGill, Head of Integrated Network Planning, Auckland Transport

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07903

Te take mō te pūrongo

Purpose of the report

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

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

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

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

Horopaki

Context

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

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

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

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

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

14. Feedback was specifically sought on the following matters:

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

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

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

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

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

· an overview of the response and how to give feedback

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

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

· more detailed information sheets on a range of topics

· frequently asked questions and an explanation video

· special character area assessment survey reports

· the GIS NPS-UD map viewer and user guide

· information and booking links for webinars and events

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

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

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

34. Common themes that have been identified include:

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

b) access to open space for health and wellbeing

c) safe and connected whānau and communities

d) avoiding development in areas poorly served by infrastructure

e) access to affordable housing options

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

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

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

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

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

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

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

m) avoiding exacerbating natural hazard risks

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇩	Consultation document	185
b	NPS-UD Summary of the consultation feedback (Under Separate Cover)
c⇩	Local board feedback template	191

Ngā kaihaina

Signatories

Author

Eryn Shields - Team Leader Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

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

File No.: CP2022/07953

Te take mō te pūrongo

Purpose of the report

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

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

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

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

Transport

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

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

Notable trees and Historic Heritage Places

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

Variations to incomplete plan changes

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

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

i) Transport

ii) Notable trees - Schedule 10

iii) Historic heritage - Schedule 14

iv) Variations to incomplete plan changes.

Horopaki

Context

Decision-making authority

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

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

13. The plan changes and variations relate to:

Transport

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

· Developing parking provisions to:

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

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

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

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

Notable Trees and Historic Heritage Places

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

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

Variations to incomplete plan changes

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

Incomplete private plan changes relating to relevant residential zones:	Local board area in which land is located
PC 49 Drury East	Franklin
PC 50 Waihoehoe	Franklin
PC 51 Drury 2	Franklin
PC 59 Albany 10 precinct	Upper Harbour
PC 66 Schnapper Rock Road	Upper Harbour
PC 67 Hingaia precinct 1	Papakura
Incomplete council-initiated plan changes relating to relevant residential zones	Suburbs in which land is located
PC 60 Open space	Less than 20 sites across: Forrest Hill Ellerslie Freemans Bay Grey Lynn Pukekohe Beachlands Waiuku Howick Birkenhead Mangere East

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Transport

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

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

Notable Trees

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

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

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

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

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

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

· Add those nominated trees which merit inclusion to the schedule

· Amend the schedule to address known inaccuracies/inconsistencies.

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

Historic Heritage

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

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

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

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

where significant historic heritage values are identified within the Special Character Areas Overlay, develop a plan change for places or areas to be added to the Auckland Unitary Plan historic heritage schedule.^{^[1]}

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

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

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

Variations

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

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

Incomplete private plan changes relating to relevant residential zones:	Local board area in which land is located
PC 49 Drury East	Franklin
PC 50 Waihoehoe	Franklin
PC 51 Drury 2	Franklin
PC 59 Albany 10 precinct	Upper Harbour
PC 66 Schnapper Rock Road	Upper Harbour
PC 67 Hingaia precinct 1	Papakura
Incomplete council-initiated plan changes relating to relevant residential zones	Suburbs in which land is located
PC 60 Open space	Less than 20 sites across: Forrest Hill Ellerslie Freemans Bay Grey Lynn Pukekohe Beachlands Waiuku Howick Birkenhead Mangere East

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

51. Relevant common themes identified to date include:

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

b) Safe and connected whānau and communities.

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A: Summary of key potential changes to the draft transport plan change	211
b ⇩	Attachment B: Histroic heritage places proposed to be added to Schedule 14	219
c ⇩	Attachment C: Summary of what we heard from local board during workshops	221

Ngā kaihaina

Signatories

Authors

Michele Perwick - Senior Principal Planner

Tony Reidy - Team Leader Planning

Emma Rush - Senior Advisor Special Projects

Teuila Young - Policy Planner

Eryn Shields - Team Leader Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Manurewa Local Board

16 June 2022

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05346

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 Manurewa 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 and Social Policy, Community Facilities, and Regional Service Planning, Investment and 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 and Social Policy and Regional Service Planning, Investment and 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)	235
b ⇩	Attachment B - Focus of Community Facilities Action Plan 2022	251

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

Manurewa Local Board

16 June 2022

Draft Auckland golf investment plan

File No.: CP2022/07937

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.^{^[2]}

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.^{^[3]}

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.^{^[4]} 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

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

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

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

Auckland golf courses meet the needs of a relatively narrow segment of population^{^[5]}

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

FROM variable environmental management of publicly owned golf land

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

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

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

DELIVERS increased natural and environmental benefits

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

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

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

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

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

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

Timeline

Description automatically generated

Future investment decisions will involve the governing body and local boards

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

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

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

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

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

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

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

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

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

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

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

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

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

There

Chairperson	Joseph Allan
Deputy Chairperson	Melissa Moore
Members	Anne Candy
	Tabetha Gorrie
	Rangi McLean
	Glenn Murphy
	Ken Penney
	Dave Pizzini

Author	Rohin Patel - Democracy Advisor
Authoriser	Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

Activity name	Climate impact
Community emergency resilience programme	Positive impact on our resilience to climate change, as this works increases community resilience to emergencies and the impacts of climate change.