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

 

Date:

Time:

Venue:

 

Tuesday, 28 June 2022

10.00am

Via Microsoft Teams

 

Maungakiekie-Tāmaki Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Maria Meredith

 

Deputy Chairperson

Chris Makoare

 

Members

Don Allan

 

 

Debbie Burrows

 

 

Nerissa Henry

 

 

Peter McGlashan

 

 

Tony Woodcock

 

 

(Quorum 4 members)

 

 

 

Jessica Prasad

Democracy Advisor

 

22 June 2022

 

Contact Telephone: 027 749 8827

Email: Jessica.Prasad@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputation -  Te Araroa Trust                                                                             5

8.2     Deputation - Pauline Dumper of the Otahuhu Rugby League Committee    6

9          Public Forum                                                                                                                  6

10        Extraordinary Business                                                                                                6

11        Governing Body Member's Update                                                                              9

12        Chairperson's Report                                                                                                  11

13        Board Member's Reports                                                                                            17

14        Endorsement of the Unlock Panmure Basin Precinct masterplan and programme masterplan                                                                                                                    19

15        2022-23 Joint CCO Local Board Engagement Plans and 2021-22 Q3 Update      29

16        Local board feedback on proposed supporting plan changes to accompany the Medium Density Residential Standards and National Policy Statement on Urban Development plan change                                                                                          63

17        Sport and Recreation Facilities Investment Fund 2022 - Local Board views       87

18        Community Facilities Network Plan revised Action Plan (2022)                            95

19        Outdoor Fitness Provision Service Assessment                                                   125

20        Local board feedback on Auckland Transport's Draft Parking Strategy (2022) 161

21        Proposed new community lease to New Zealand Family Planning Association Incorporated, at Panmure Community Hall, 7-13 Pilkington Road, Panmure    167

22        Approval of the 2022/2023 Maungakiekie-Tāmaki Local Board Infrastructure and Environmental Services Work Programme                                                            177

23        Approval of the 2022/2023 Maungakiekie-Tāmaki Local Board Customer and Community Services work programme                                                                  199

24        Approval of the Maungakiekie-Tāmaki Local Board Tātaki Auckland Unlimited work programme 2022/2023                                                                                               259

25        Governance Forward Work Calendar                                                                      265

26        Record of Maungakiekie-Tāmaki Local Board Workshops                                  269

27        Consideration of Extraordinary Items

 

 

PUBLIC EXCLUDED

28        Procedural Motion to Exclude the Public                                                               283

14        Endorsement of the Unlock Panmure Basin Precinct masterplan and programme masterplan

b.      CONFIDENTIAL Draft Panmure Masterplan for MTLB June 7                    283


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Maungakiekie-Tāmaki Local Board:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 21 June 2022, as true and correct.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

8.1       Deputation -  Te Araroa Trust

Te take mō te pūrongo

Purpose of the report

1.   Providing Spencer Matthews of Te Araroa Trust with the opportunity to present to the board aspects of the Te Araroa Trail and what it means for this local area.

Whakarāpopototanga matua

Executive summary

2.   As per standing orders the Chairperson has approved the deputation request from Te Araroa Trust.

 

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      Thank Spencer Matthews of Te Araroa Trust for his attendance.

 

Attachments

a          Te Araroa Trust............................................................................................. 287

 

 

8.2       Deputation - Pauline Dumper of the Otahuhu Rugby League Committee

Te take mō te pūrongo

Purpose of the report

1.       Providing Pauline Dumper of the Otahuhu Rugby League Committee with the opportunity to present to the board the Lights on Henham Park #1 Mt Richmond Park.

Whakarāpopototanga matua

Executive summary

2.       As per standing orders the Chairperson has approved the deputation request from the Otahuhu Rugby League Committee.

 

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      Thank Pauline Dumper of the Otahuhu Rugby League Committee for her attendance.

 

 

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Governing Body Member's Update

File No.: CP2022/07633

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To update the Maungakiekie-Tāmaki Local Board on local activities that the Governing Body representative is involved with.

 

Whakarāpopototanga matua

Executive summary

2.       To provide the Governing Body Member an opportunity to update the Maungakiekie-Tāmaki Local Board on regional matters.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      receive the Governing Body Member’s update.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.  

Ngā kaihaina

Signatories

Author

Jessica Prasad - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Chairperson's Report

File No.: CP2022/07634

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To keep the Maungakiekie-Tāmaki Local Board informed on the local activities that the Chairperson is involved with.

Whakarāpopototanga matua

Executive summary

2.       Providing the Chairperson with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      receive the Chairperson’s report for June 2022.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chairperson's Report

13

     

Ngā kaihaina

Signatories

Author

Jessica Prasad - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Board Member's Reports

File No.: CP2022/07636

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To keep the Maungakiekie-Tāmaki Local Board informed on the local activities that the local board members are involved with.

 

Whakarāpopototanga matua

Executive summary

2.       Providing board members with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

receive the board members report.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Jessica Prasad - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Endorsement of the Unlock Panmure Basin Precinct masterplan and programme masterplan

File No.: CP2022/08718

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek endorsement for the Unlock Panmure Basin Precinct Masterplan, and wider Unlock Panmure masterplan materials as suitable for public engagement.

Whakarāpopototanga matua

Executive summary

2.       The High-Level Project Plan (HLPP) for the Eke Panuku Unlock Panmure programme was approved by Auckland Council’s Planning Committee on 6th March 2018 - Resolution number PLA/2018/21. The “Basin Precinct” masterplan and programme masterplan have been readied for public engagement subject to local board endorsement.

3.       The Basin Precinct masterplan and programme masterplan respond to four key design moves set out in the HLPP. Examples of the way in which the masterplan address these key moves is provided in the analysis and advice section of this paper.

4.       Attachment B includes plans and views that, subject to local board endorsement, will be shared with stakeholders and the public as part of future engagement activities. The materials have been designed to inform the scale and quality of the development proposals whilst retaining scope for feedback and continued refinement of plans.

5.       Engagement with stakeholders and the public on the programme masterplan is planned to occur from July to November 2022. Feedback received through this process will be used to update masterplans and proposals. Further stakeholder public engagement will follow from early 2023 relating to discrete projects and proposals under the programme. 

6.       Eke Panuku will continue to engage with the Maungakiekie-Tāmaki Local Board as the programme progresses and will work closely with Mana Whenua and Auckland Council whanau through each stage.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      endorse the Panmure Basin Precinct Masterplan (as per Attachment A).

b)      Endorse the Unlock Panmure Programme Masterplan materials for public engagement (as per CONFIDENTIAL Attachment B).

 

Horopaki

Context

7.       On 6th March 2018 Auckland Council's Planning Committee approved the Eke Panuku High-Level Project Plan (HLPP) for the Unlock Panmure programme. Resolution number PLA/2018/21.

8.       Since the approval of the HLPP Eke Panuku has undertaken substantial planning and engagement work to define the programme, initiate projects and undertake key strategic acquisitions.

9.       Construction work on the first public realm improvement project is set to get underway in August 2022 and site sales and development activity is targeted to ramp up over the next two to three years. Placemaking and community engagement are also ramping up in support of the programme delivery.

10.     The programme is comprised of a series of key precincts and connections that will be delivered in stages over the next 10 years approximately. The role, function and dominant form of each precinct is described in the programme masterplan including how they combine to achieve the HLPP vision of “a vibrant centre that is a great place to live, visit and do business."

11.     The Basin Precinct is the contiguous block of land bounded by Lagoon Drive to the south and west, Queens Road to the north and Basin View Lane to the east and identified as the ‘heart’ of the future town centre. It is one of the first precincts to be planned and readied for delivery with submission of resource consent for subdivision being considered for FY23. This subdivision plan will be informed by the spatial layout set out in the Basin Precinct masterplan (Attachment A).

12.     The masterplan options for precincts scheduled for the second half of the programme will be defined in the coming years as the effects of key decisions and opportunities become clear.

13.     Eke Panuku is keen to further the engagement with stakeholders and the public on the programme masterplan and near-term projects with a focus on the changes planned as part of the first five years of the programme.

14.     Following Local Board endorsement of the masterplans Eke Panuku will begin stakeholder and public engagement. This engagement will inform the further refinement of the programme masterplan and enable Eke Panuku to proceed with engagement processes for specific Unlock Panmure projects.

Tātaritanga me ngā tohutohu

Analysis and advice

15.     The Basin Precinct masterplan and Unlock Panmure masterplan respond to the following four key moves identified as important for the regeneration of Panmure in the HLPP:

1. Reconnect the centre to its natural surroundings
2. Establish a high-quality urban neighbourhood
3. Enliven the community heart of Queens Road; and
4. Improve housing supply and choice

16.     Examples of the Basin Precinct masterplan and the programme masterplan response to these key moves are provided in the table below:

Key Move

Basin Precinct Masterplan Response

Programme Masterplan Response

Reconnect the centre to its natural surroundings

·    New public through-block connection: high quality accessible public realm connection from Queens Road to Lagoon Drive

·    New footpath and cycle connections to Maungarei, Panmure Lagoon, the Tāmaki River and Wharf reconnect the town centre to its green spaces

Establish a high-quality urban neighbourhood

·    Korma Lane realignment: ensuring access to businesses and new development sites

·    New Public Plaza on Queens Road: to enable community heart and visual connections through to the Panmure Lagoon

·    Eke Panuku Thriving Town Centres guidelines incorporated throughout the masterplan

·    New public spaces and activity nodes including civic plaza, lagoon edge reserve upgrade, Clifton Court upgrade and playspace, streetscape improvements and high amenity walkway connections

·    New town centre mid-scale supermarket, inviting gateway and mixed-use developments

Enliven the community heart of Queens Road

·    New Public Plaza on Queens Road: to enable community heart and visual connections through to the Panmure Lagoon

·    New Public Plaza on Queens Road: to enable community heart and visual connections through to the Panmure Lagoon

·    Possible integrated community hub on Queens Road or upgrade of existing library and community facilities.

Improve housing supply and choice

·    New homes and mixed-use development: to enable more people living close to Panmure’s main street and to build community safety through passive surveillance for the connections through the block

·    New residential precincts throughout the town centre blocks to support the main street retail and service function

·    Progressive residential redevelopment of the blocks adjacent the train station to support the integration of this area with Queens Road

 

17.     Attachment B includes examples of the plans and views that will be shared with stakeholders and the public through future engagement activities. The purpose of the materials is to illustrate the arrangement of housing, connections, businesses, and public spaces and to indicate the quality of the proposals whilst remaining open to feedback and debate on the evolution of the plans.

18.     The Eke Panuku Technical Advisory Group (TAG) members (independent design review panel) have provided their broad support of the key elements proposed for the Basin Precinct masterplan and programme masterplan. Of particular note they support the view that the enhanced connections to the area’s natural features will support residential density and sense of place. They noted these assets combined with the investment in public transport infrastructure make Panmure one of the most well-connected locations in Auckland and that the town is well positioned to support the development proposed.

19.     The views of the Panmure community will be actively sought through as wide a range of channels as is practical. These include social media channels, such as the Maungakiekie-Tamaki Local Board Facebook pages, the Auckland Council “Have Your Say” channel, as well as the provision of information describing the masterplan and processes for engagement to be distributed at community facilities such as libraries and leisure centres. Public surveys may also be used to obtain a balanced range of views.

20.     Accompanying the masterplan engagement materials, questions to be put to partners, stakeholders and the community are expected to focus on:

·        whether the masterplan achieves the four key design moves and the vision for Panmure

·        the design quality of natural spaces

·        transport connections and options

·        housing supply and types

·        quality of the street environment for all users

·        the type and location of community facilities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     The plans conveyed by the Basin Precinct Masterplan and wider Unlock Panmure Masterplan require substantive construction activity that will generate waste to landfill, consume energy and resources and produce emissions.

22.     The plans also present substantive opportunities to reduce climate impact through initiatives such as water sensitive design, more productive use of land, remediation of contaminated land, promotion of low carbon transport modes, development of energy efficient buildings, improved native species planting and opportunities to interact with, and value, nature.

23.     Through our further design work, our procurement approach and delivery we will be specifically addressing the climate impact. We will incorporate measures to minimise short-term negative effects and maximise the long-term positive impact for the climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     The Unlock Panmure programme and masterplans are being developed in conjunction with Auckland Transport and Auckland Council Parks and Community Facilities and has broad support from these teams. The masterplanning process provides a mechanism for the integration of design outcomes and programming of overlapping works.

25.     The masterplans are also co-ordinated through the Tāmaki Redevelopment Programme Working Group chaired by the Auckland Council Development Programme Office. This forum provides integration and co-ordination across the key infrastructure and development groups in Council and Central Government.

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

Local impacts and local board views

26.     Eke Panuku has presented emerging thinking on the Unlock Panmure programme most recently at Maungakiekie-Tāmaki Local Board workshops on 31 August 2021 and 7 June 2022 and received comments and suggestions from the board members.

27.     These comments and suggestions have informed, and continue to inform, the masterplans and materials for public engagement.

28.     The feedback Eke Panuku receives from stakeholders and the public from its engagement process will be shared with the Local board and their views sought in light of this feedback.

 

 

Tauākī whakaaweawe Māori

Māori impact statement

29.     Eke Panuku has an ongoing commitment to support delivery through the Maori Outcomes and Responsiveness framework. Eke Panuku has regularly engaged in workshops with Mana Whenua to develop the current masterplan and incorporated their feedback into the plans. The realisation of Maori outcomes is an integral component of the programme.

30.     The deep cultural significance of sites throughout the programme location is fully recognised and we are very grateful to mana whenua for the sharing of pūrākau, cultural narratives and cultural values and for the guidance offered in the development of the masterplan.

31.     Eke Panuku will specifically engage with the Eke Panuku Mana Whenua Forum and Working group as part of the continued development and cultural enrichment of the programme of works.

Ngā ritenga ā-pūtea

Financial implications

32.     There is no additional funding sought in connection with this paper, nor any discrete financial implication. Funding for projects falling under the Unlock Panmure masterplan is secured on approval of formal business cases within the set delegation levels on a project-by-project basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

 

Risk description

Mitigation measure

Risk owner

Unrealistic Stakeholder and community input/response to the engagement process

Eke Panuku will attempt to understand concerns and address them as appropriate. Provide information and set realistic expectations 

Eke Panuku

Mana Whenua primacy

 

Monitor progress and outcomes from other projects impacted to determine relevant mitigation strategies

Eke Panuku

Land contamination and unfavourable ground conditions

Land contamination and geotech investigations and report to confirm results and strategy development for construction

Consulting Engineer

Land ownership and status

 

Identify mitigation measures through stakeholder engagement and land status reviews.

Eke Panuku

Transport movements (Auckland Transport request for bus layover areas and station expansion)

Identify mitigation measures through stakeholder engagement.

Eke Panuku/Auckland Transport

Town centre and station car parking requirements

Address car parking requirements via Auckland Transport’s revised comprehensive car park management plan process.

Eke Panuku/Auckland Transport

 

Ngā koringa ā-muri

Next steps

33.     Subject to endorsement of the Basin Precinct masterplan and the Unlock Panmure masterplan materials for public engagement, Eke Panuku will progress the engagement works for Unlock Panmure, this will inform further design iterations and costings.

34.     The key milestones are noted below (may be subject to change) and the dates will also be subject to integrating with Auckland Transport works.

35.     Eke Panuku will continue to engage with the Maungakiekie-Tāmaki Local Board as the programme progresses and will work closely with Mana Whenua and Auckland Council whanau through each stage.

Milestone

Date

Maungakiekie-Tāmaki Local Board “Basin Precinct” masterplan and programme masterplan endorsement for public engagement

June 2022

Engagement with stakeholders and the public

July – Nov 2022

Inform Maungakiekie-Tāmaki Local Board of stakeholder and public engagement process outcome

Jan – Feb 2023

Inform Maungakiekie-Tāmaki Local Board of key updates to masterplans and updated project staging

Jan – Feb 2023

Staged release of individual projects for stakeholder and public engagement

Mar 2023+

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Basin Precinct Masterplan Key Elements

27

b

CONFIDENTIAL Draft Panmure Masterplan for MTLB June 7 - Confidential

 





Ngā kaihaina

Signatories

Authors

Niko Elsen – Senior Urban Designer

Caiey Marter – Head of Strategic Planning and Projects

Rory Palmer - Senior Engagement Advisor

Authorisers

Richard Taylor – Priority Location Director

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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

File No.: CP2022/07630

 

  

 

Te take mō te pūrongo

Purpose of the report

For the Maungakiekie-Tāmaki Local Board to adopt its Joint CCO (Council-Controlled Organisation) Local Board Engagement Plan 2022-2023.

Whakarāpopototanga matua

Executive summary

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

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 both changes to the plan itself, and to provide updates on the work programme items included in the attachments to the plan.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

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

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

 

Horopaki

Context

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

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

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

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

9.       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. 

10.     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.

11.     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.

12.     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

13.     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.

14.     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.

15.     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.

16.     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

17.     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.

18.     These changes are reflected in Attachment A – Maungakiekie-Tāmaki Local Board Joint CCO Engagement Plan 2022-2023.

 Auckland Transport

19.     The local board recently approved Local Board Transport Capital Fund projects to be investigated. These projects have been added to the Auckland Transport work programme (MT/2022/1):

·    Eastview Road Innovating Streets project

·    Victoria Street Traffic Calming

·    Onehunga Mall Road – Grey Street Intersection



20.     The following AT projects in the Auckland Transport work programme have been postponed:

·    Mount Wellington Highway bus lane (More alternative modes and PT): project is awaiting funding

·    Mt Smart/Mays Road signalisation: project being redesigned to incorporate public feedback

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Maungakiekie-Tamaki Local Board Joint CCO Local Board Engagement Plan 2022-2023

33

     

Ngā kaihaina

Signatories

Author

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Victoria Vilaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 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.: CP2022/08236

 

  

 

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 Maungakiekie-Tāmaki Local Board:

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

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

i)       Transport

ii)       Notable trees - Schedule 10

iii)      Historic heritage - Schedule 14

iv)     Variations to incomplete plan changes.

 

Horopaki

Context

Decision-making authority

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

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

13.     The plan changes and variations relate to:

Transport

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

·    Developing parking provisions to:

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

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

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

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

Notable Trees and Historic Heritage Places

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

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

Variations to incomplete plan changes

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

 

Incomplete private plan changes relating to relevant residential zones:

Local board area in which land is located

PC 49 Drury East

Franklin

PC 50 Waihoehoe

Franklin

PC 51 Drury 2

Franklin

PC 59 Albany 10 precinct

Upper Harbour

PC 66 Schnapper Rock Road

Upper Harbour

PC 67 Hingaia precinct 1

Papakura

Incomplete council-initiated plan changes relating to relevant residential zones

Suburbs in which land is located

 

PC 60 Open space

Less than 20 sites across:

Forrest Hill

Ellerslie

Freemans Bay

Grey Lynn

Pukekohe

Beachlands

Waiuku

Howick

Birkenhead

Mangere East

 

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Transport

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

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

Notable Trees

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

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

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

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

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

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

·        add those nominated trees which merit inclusion to the schedule

·        amend the schedule to address known inaccuracies/inconsistencies.

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

Historic Heritage

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

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

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

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

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

1.          

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

73

b

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

81

c

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

83

     

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

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/07683

 

  

 

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

7.       Applications received from within the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board:

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

i)  Auckland Stock and Saloon Car Club 

Waikaraka Park Community Hub Project 

Waikaraka Park 

$1,650,000

 

ii) Marist Brothers Old Boys Rugby Club

Mt Wellington War Memorial Multisports Facility 

Mt Wellington War Memorial Park, Panmure 

$480,000

 

 

 

 

iii)      NZ Wushu Academy Limited 

Auckland Wushu and Taichi Training Hall 

Rowe St, Onehunga 

$30,000

 

iv)      One Tree Hill College 

Outdoor Sports Canopy and Lighting 

421-451 Great South Road, Penrose 

$1,000,000

 

 

Horopaki

Context

Sport and Recreation Facilities Investment Fund 2022

9.       The Sport and Recreation Facilities Investment Fund was established through the Long-term Plan 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 Maungakiekie-Tāmaki 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

91

     

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

Victoria Vilaraza- Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/06442

 

  

 

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 Maungakiekie-Tāmaki Local Board:

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

 

 

Horopaki

Context

What is the Community Facilities Network Plan and Action Plan?

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

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

11.     The CFNP addresses provision for:

·    arts and culture facilities

·    community centres

·    libraries

·    pools and leisure facilities

·    venues for hire (community or rural halls).

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

·    ensure existing facilities are fit for purpose

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

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

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

·    quality over quantity

·    addressing service gaps where growth is significant

·    improving portfolio performance.

The Action Plan is revised every three years

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

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

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

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

Actions are structured by category, theme and progress 

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

Table 1: CFNP Action Plan categories

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

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

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

Departments work together to identify business and strategic improvement actions

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

The identification of area-based actions follows a set process

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

Figure 1: Review process for 2022 CFNP Action Plan

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

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

·    work arising from completed actions in the Action Plan 2019

·    the 10-year Budget 2021-2031

·    local board plan initiatives and work programmes

·    input from business intelligence and across the Auckland Council organisation

·    actions not started in the Action Plan 2019.

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

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

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

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

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

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

·    a tight fiscal environment for the immediate future

·    the need to reduce capital expenditure across the council family

·    reprioritisation of projects

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

The revised CFNP Action Plan 2022

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

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

Table 3: Summary of the 2022 CFNP Action Plan

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

·    achieve carbon neutrality in operations for new asset development

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

·    Regional Service Planning, Investment and Partnerships

·    Local Board Services

·    Parks Sports and Recreation

·    Financial and Business Performance

·    Connected Communities

·    Community Facilities

·    Community and Social Policy.

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

·    interviews and hui with mana whenua

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

·    workshops and focus groups with local marae

·    intercept surveys with representative samples of the Māori population base

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

 

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

51.     There is financial risk that:

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

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

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

52.     This financial risk is mitigated by:

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

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

·    managing expectations by acknowledging budget constraints

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

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

Ngā koringa ā-muri

Next steps

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

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A - Community Facilities Network Plan (CFNP)

105

b

Attachment B - Focus of Community Facilities Action Plan 2022

121

     

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

Victoria Villaraza - Local Area Manager

 

 



Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Outdoor Fitness Provision Service Assessment

File No.: CP2022/08434

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the Maungakiekie-Tāmaki Local Board Outdoor Fitness Equipment Service Assessment (Attachment A) for adoption.

Whakarāpopototanga matua

Executive summary

2.       Maungakiekie-Tāmaki Local Board approved the activity to assess the provision of outdoor fitness equipment (OFE) in the local board area.

3.       A site visit and desktop study approach were undertaken across the Maungakiekie-Tāmaki parks and reserves network that has captured current levels of provision, gaps in provision and potential sites where new amenities could be introduced.

4.       Maps and tables showing the distribution and potential for provision are provided in Attachment A, pages 2-6. 

5.       Covid-19 has highlighted the important role that parks play in providing ‘quality of life’ to the Maungakiekie-Tāmaki Local Board community and it is acknowledged that continued investment will be required across a range of amenities to maintain the current high levels of community satisfaction with local parks. 

6.       The assessment has identified a need to increase the provision of fitness equipment, at some sites over the short/medium/long term (next ten years) to address provision gaps and to generally lift the quality and equity of the parks network and visitor experience.

7.       Consideration of additional discretionary board funding to achieve this outcome when renewals are being carried out on facilities / assets such as playgrounds and parks furniture is recommended.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      Adopt the Maungakiekie-Tāmaki Local Board Outdoor Fitness Equipment Service Assessment (Attachment A).

 

Horopaki

Context

8.       The FY2021/2022 board work programme item #1234 required a service assessment for outdoor fitness equipment provision in parks to be undertaken across the Maungakiekie-Tāmaki Local Board area.

9.       To do this, staff have reviewed the existing provision of outdoor fitness equipment (OFE) in the Maungakiekie-Tāmaki Local Board area and identified potential locations for future provision with the following service outcomes in mind:

·        Improve Park amenity – ensure an equitable, quality experience.

·        Activate spaces – support wellbeing. 

·        Address provision gaps in the teen and youth age range – support wellbeing.

·        Encourage wider community use and socialisation – support wellbeing.

 

10.     This assessment gathered detailed asset information to identify gaps and deficiencies in terms of location, who is provided for, and the types of exercise experiences provided.

11.     The assessment findings will guide improvements to the Maungakiekie-Tāmaki parks fitness network and steer future parks investment.  

Tātaritanga me ngā tohutohu

Analysis and advice

12.     There are a range of factors to consider in the Maungakiekie-Tāmaki Local Board area such as:

·        lack of quality open space

·        housing change

·        lack of provision for play and informal recreation (conditions) which fitness equipment forms a part of

·        safety and surveillance

·        lack of intergenerational wellbeing

·        poor connectivity.

 

13.     Consideration needs to be given to how the quality and capacity of the existing network can be optimised.

14.     Parts of the Maungakiekie-Tāmaki Local Board area are changing significantly, with the Tāmaki Regeneration Company and Kāinga Ora intensification of neighbourhoods, particularly in Tāmaki, Oranga and Onehunga.

15.     The 2018 Census indicates the following in Maungakiekie Tāmaki:

·        overall decrease in the 10-14 and 15-19 age range

·        increase in the 20-24, 25-29 and 30-34 age range

·        increase in the 50-79 age range.

 

16.     Most exercise equipment users are likely to fall in these age ranges. In general, the growth in Maungakiekie Tāmaki of 9.0% is slightly lower than the Auckland growth rate of 11.0%. With the planned intensification this is likely to change.

17.     There is a need to consider that Maungakiekie-Tāmaki parks can cater for a diverse community with a range of experiences provided.

18.     The visitor experience is very much dependent on the extent and quality of amenities within parks. This assessment identifies areas of focus for such improvements that will increase the carrying capacity of the open space network and the quality of visitor experience contributing to wellbeing. 

19.     The Tāmaki Regeneration Company (TRC) projected neighbourhood development signals change for potentially 25 parks and reserves which presents an opportunity to address the provision for these neighbourhoods, as highlighted for example by the Tāmaki Path. This is also being addressed in the Tāmaki Open Space Network Plan.

20.     There are no sites with OFE in bordering areas which would be easily accessible to residents of Maungakiekie-Tāmaki.

 

Current provision and issues

21.     Fitness Trails/ exercise equipment are currently located in three Maungakiekie-Tāmaki Local Board parks (Kotuku Reserve, Panmure Basin and Onehunga Bay Reserve).

22.     The equipment is set out as a circuit at two sites and in a cluster at one site. Often equipment is limited to single users per piece and users are isolated from each other with a circuit lay-out. 

23.     There are often issues around understanding how to use the equipment, either through missing information or single language only instructions (refer to page 2, Attachment A).

24.     There are also barriers to participation; much like with organised sport, studies have shown that people are put off by the culture surrounding fitness. More positively, they found that where the right social, playful, unstructured, and enabling conditions are in place, more people will participate.

 

25.     Additional design considerations include:

·        marine environment, effects on equipment

·        timber slippery when wet

·        raised edge limits accessibility for some users

·        narrow pathways

·        sloping terrain beside paths

·        visibility of stations.

 

26.     There are opportunities to explore the following design improvements:

·        add instructional information

·        include distance markers in paths

·        use surface for marking training spaces

·        include additional pieces of equipment – static

·        improve connection to paths and widths

·        add furniture

·        add drinking fountains.

 

Recommended approach

27.     To improve the provision of OFE across the network of Maungakiekie-Tāmaki parks and reserves general consideration could be given to locating equipment in the following parks and reserves over the short to medium term:

·        Pt England Reserve (Tāmaki Path)

·        Dunkirk Reserve (Tāmaki Path)

·        Hamlin Park

·        Mt Wellington War Memorial Reserve MWWMR (Tāmaki Path)

·        Waikaraka Park.

 

28.     With a medium/long term view, when investigating feasibility for the provision of outdoor fitness equipment, the following reserves could be considered: 

·        Lavas Reserve

·        Flat Rock Reserve

·        Jordan Reserve.

 

29.     Outdoor Fitness Equipment is not necessary in all parks and would be recommended for suburb parks and destination parks, preferably those which are easily accessible, and fit with the following site conditions:

·        Potential sites could include those with space for an exercise hub

·        Address provision gaps in the network, including the south, east and west

·        Consider the developments and intensification happening in various board areas

·        Consider the diverse, cultural, community, composition including age

·        Consider appropriate language to assist in understanding.

 

30.     See Attachment A, Pages 19 – 26 for more detail.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31.     No major change is envisaged for any sites referenced and therefore the ability to influence climate change either in a positive or negative way is small. However, the board is focused on providing a range of recreation outcomes that complement the local parks network and that will enable and encourage park visits on foot or by bike. Changing travel behaviours across the park network can have a positive knock-on effect in terms of shaping the transport choices people make.  

32.     Specific recreation experiences offered at parks are also important in this regard. Learn to ride facilities, as an example, are key to giving children the skills, confidence and behaviours that could make cycling the preferred transport option in adulthood.   

33.     Where park development does occur, new assets will be durable and sustainably sourced plus constructed in order to help limit the carbon construction footprint and extend the working life of the asset.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34.     Parks Sports and Recreation staff have worked closely with Community Facilities (CF) who are responsible for the implementation of changes to the parks network. CF understand site pressures, constraints and the need for public consultation in order to ensure development is appropriate and will meet community need.

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

Local impacts and local board views

35.     The following Outcomes and Objectives and Initiatives are included in the local board plan:

·        Outcome 1 – Our diverse communities are active, involved and engaged.

·        Objective – Communities are active and healthy.

·        Initiative – Support year-round affordable or free activities in our parks and facilities that encourage people of all ages and abilities to be more active and involved.

 

36.     This service assessment was workshopped with the local board on 31 May 2022 with the following feedback given and addressed when finalising Attachment A.

·        Consider sites where development and improvement is planned and budgeted.

·        Apply CPTED principles to placement of OFE.

·        Provide short to medium and medium to long term options.

37.     Where applicable and appropriate these changes have been made.

Tauākī whakaaweawe Māori

Māori impact statement

38.     Parks and reserves are taonga and hold significant importance to mana whenua. Developing a network of neighbourhood parks that provide for all ages and abilities will positively benefit the health and wellbeing of mana whenua and the wider community through increased recreation provision.

39.     Partnering with mana whenua will enable delivery of the following environmental outcome identified in the Schedule of Issues of Significance 2021– 2025 document: ‘Māori cultural values, history and heritage are reflected within the built environment through design, architecture and the inclusion of uniquely Māori design principles in public space’.

40.     Mana whenua consultation will occur as part of the investigation and concept design process that will be undertaken by Community Facilities.

Ngā ritenga ā-pūtea

Financial implications

41.     Implementation of the service assessment will be considered by the local board as part of the annual work programme and budgeting process. This will include considering priorities which have been identified in the assessment and how they can be delivered as part of the renewals programme (of existing assets), allocating capital funding, or advocacy and partnership opportunities. The Community Facilities work programme is developed by the local board on an annual basis which will reflect priorities for implementation, and costs for each project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42.     There are no risks associated with adopting this Service Assessment. The assessment identifies opportunity, rather than confirming development outcomes.

43.     Park layout changes however, always come with risk and this risk needs to be considered as part of any planning or implementation process particularly with larger amenity elements.

44.     The impacts on landscape, neighbours, current recreation outcomes and budgets all need to be considered.

45.     Risk in this regard is mitigated by carrying out feasibility studies, undertaking public consultation and having a clear understanding of cost prior to works being approved and undertaken.  

Ngā koringa ā-muri

Next steps

46.     Implementation through the Community Facilities Local Board Work Programme.

47.     Consideration of additional board funding to achieve this outcome when renewals are being carried out on facilities.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Maungakiekie-Tāmaki Outdoor Fitness Service Assesment

131

     

Ngā kaihaina

Signatories

Author

Annette Richards - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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

File No.: CP2022/09121

 

  

 

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. It 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 Maungakiekie-Tāmaki Local Board:

a)      provide feedback, taking into consideration the 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), provided in 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 in 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

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Andrew McGill - Head of Integrated Network Planning

Louise Mason - General Manager Local Board Services

Victoria Vilaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Proposed new community lease to New Zealand Family Planning Association Incorporated, at Panmure Community Hall, 7-13 Pilkington Road, Panmure

File No.: CP2022/09168

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval to grant a new community lease to New Zealand Family Planning Association Incorporated, for part of the council-owned building and land at Panmure Community Hall, located at 7-13 Pilkington Road, Panmure.

Whakarāpopototanga matua

Executive summary

2.       The New Zealand Family Planning Association Incorporated, seeks a new community lease to continue occupation and operation from a council-owned building at the Panmure Community Hall, 7-13 Pilkington Road, Panmure.

3.       The group currently holds the lease over part of the building which has reached final expiry on 31 May 2020. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4.       The new lease was identified and approved by the Maungakiekie-Tāmaki local board as part of the Community Facilities: Community Leases Work Programme 2020-2023 at their 25 August 2020 local board meeting (resolution MT/2020/114).

5.       The group aims to continue to provide a comprehensive range of sexual and reproductive health services from the premises. These activities align with the local board plan 2020 Outcome One – Our diverse communities are active, involved and engaged.

6.       The group has provided all required information including financials, showing that it has sufficient funds, and it is being managed appropriately. The group has all the necessary insurance cover, including public liability insurance in place. 

7.       As this is a council-owned building, review of alternatives for the use of the premises should be carried out as good practice. The proposed new community lease to the New Zealand Family Planning Association Incorporated was publicly notified. The notification appeared in the East & Bays Courier on 26 January 2022 and the Auckland Council website with a submission deadline for 18 March 2022. No submissions or objections were received

8.       A site visit has been completed and although some maintenance work has been undertaken by council over the years, further renewal and improvements are being considered.

9.       A community outcomes plan is being negotiated with the group that identifies the benefits it will provide to the community. This will be attached as a schedule to the lease document.

10.     Iwi engagement about the council’s intention to grant a new community lease for part of Panmure Community Hall, 7-13 Pilkington Road, Panmure is being undertaken with the iwi groups identified as having an interest in land in the Maungakiekie-Tāmaki Local Board area.

11.     There is no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

12.     This report recommends that subject to the completion of iwi engagement, a new community lease be granted to New Zealand Family Planning Association Incorporated for a term of five years commencing from the date of resolution with one five year right of renewal.

13.     If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      agrees not to call for expressions of interest for the proposed lease of the available area.

b)      grant, a new community lease to the New Zealand Family Planning Association Incorporated for an area comprising approximately 81.2m² located at Panmure Community Hall, 7-13 Pilkington Road, Panmure, on the land legally described as Lot 1 DP 176192 (as per Attachment A – Site Plan of Leased Premises), subject to the following terms and conditions: 

c)      term – five years, commencing on the date of the board resolution with one five year right of renewal.

d)      rent – $500.00 plus GST per annum if demanded.

e)      operational fee charge - $250 plus GST per annum.

f)       Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement.

g)      approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012.

h)      note that public notification for Auckland Council’s intention to grant a new community lease to New Zealand Family Planning Association Incorporated located at Panmure Community Hall, 7-13 Pilkington Road, Panmure, has been undertaken; and iwi engagement is underway. 

i)        note that no objections to the notified proposal of the new community lease to the New Zealand Family Planning Association Incorporated at 7-13 Pilkington Road, Panmure, was received.

 

Horopaki

Context

14.     Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

15.     The Maungakiekie-Tāmaki Local Board approved the Community Facilities: Community Leases Work Programme 2020-2023 at their local board meeting on 25 August 2020 (resolution MT/2020/114).

16.     The progression of this lease to the New Zealand Family Planning Association Incorporated (hereafter referred to as NZ Family Planning), at Panmure Community Hall, 7-13 Pilkington Road, Panmure, was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17.     The Panmure Community Hall is located at 7-13 Pilkington Road, Panmure (refer to Attachment A - Site Plan of Leased Premises). The land is legally described as Lot 1 DP 176192 comprised in Record of Title NA100C/965, held by Auckland Council in fee simple as classified local purpose (community buildings) and is approximately 81.2m² in area

18.     NZ Family Planning holds a community lease for part of the council owned land and building situated at the Panmure Community Hall.

19.     For a council-owned building, subsidised operational costs for a shared building is charged and maintenance costs for an exclusive use building are charged to the lease.

20.     A site visit has been completed and although some maintenance work has been undertaken by council, further improvements are being considered. At this stage there is no scheduled renewal work for this building.

21.     The building is primarily used by the group to provide clinical sexual health services, education and resources, professional development and training, and advocacy on behalf of the sexual health sector.  These programmes benefit users as it provides subsidised, confidential and discreet services to any member of the public.

New Zealand Family Planning Association Incorporated

22.     NZ Family Planning was established in 1936 as a volunteer organisation and now has 25 clinics around the country. Its primary objective is to provide a comprehensive range of sexual and reproductive health services including testing and treatment to the public. The organisation receives some funding from the Ministry of Health and various District Health Boards to provide its clinical services around the country.

23.     The clinic is open three days per week on Tuesdays, Wednesdays, and Fridays. Because they provide a health service to the public, information about clients or users is confidential. They have identified 300 plus of its service users as Māori, with 42.2% being under 22 years old and receiving free consultation services. The Panmure-based group have five part-time paid staff, 312 members which include non-clients who support the group’s wider volunteer advocacy work.

24.     The group have been operating from the premises since June 2005.  Their lease with the council commenced on 1 June 2005 and expired on the 31 May 2020. The group applied for a new lease in 2021 as they wish to continue the same activities on the premises and there is a continued need for their services in the community. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

25.     At the expiry of a lease for a council owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the group without undergoing an expression of interest process. 

26.     Auckland Council must publicly notify its intention to grant a new community lease if the term is longer than six-months in duration.  Public notification and iwi engagement is required to be undertaken.

27.     Public notification has been completed, it appeared in the East & Bays Courier on 26 January 2022 and the Auckland Council website with a submission deadline for 18 March 2022. No submissions or objections were received. Iwi engagement is underway, there are no concerns anticipated as the services provided helps 40% of users who identify as young Māori.

28.     The cost of the public notification was met by the Community Facilities department of the council. 

Assessment of the application

29.     The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver a comprehensive range of sexual and reproductive health services

30.     The area proposed to be leased to NZ Family Planning consists of approximately 81.2m2 and is outlined in Attachment A – Site Plan of Leased Premises.

31.     The group has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

32.     They have all necessary insurance cover, including public liability insurance, in place. 

33.     A site visit has been undertaken by staff and the facility is well managed. All management and operational costs are subsidised by council as it is a council-owned asset.

34.     The group have been based at the current site for 16 years and provides a valuable service to the community through its clinical and education health services. There are five Family Planning Centres around Auckland, and this centre provides services for Panmure and all of East Auckland as well as South Central, there is a need for the services provided as the nearest centres to this site are located in Mangere and Remuera. If a new community lease is not granted to the group, the lease will continue to hold over on a month-by-month basis. This will inhibit the group’s ability to plan and develop programmes specifically designed for the local community and continue to deliver its services to the community with surety.

35.     A Community Outcomes Plan is being negotiated with NZ Family Planning to identify the benefits it will provide to the community. This will be attached as a schedule to the lease. 

36.     Staff recommend that a new community lease be granted to NZ Family Planning for a term of five years commencing from the date of resolution with one five year right of renewal.   

Tauākī whakaaweawe āhuarangi

Climate impact statement

37.     Panmure Community Hall is a shared community space and will decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

38.     To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

·        use sustainable waste, energy and water efficiency systems

·        use eco labelled products and services

·        seek opportunities to reduce greenhouse gas emissions from lease-related activities

39.     Asset improvements and maintenance undertaken by the council will strive for maximum re-use and recycling of existing material. This will be in alignment with the waste management hierarchy (prevention, reduction, recycle) to ensure minimum impact on greenhouse gas emission.

40.     All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

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

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

41.     Climate change has no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42.     Council staff from within the Customer and Community Services Directorate, and Community Facilities Operational Management and Maintenance have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

43.     The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

44.     The proposed lease will benefit the community by enabling initiatives that promote health services and education for the Maungakiekie-Tāmaki Local Board area and its surrounding communities.

45.     An expression of interest process is usually undertaken when a new lease is available to ensure the highest and best use is accommodated. The local board may forego this process if it believes the activities of the group are the best use of the premises.

46.     The assessment of the application was workshopped with the Local Board on 9 November 2021. The local board indicated in principle its support of the lease proposal with a five year lease and no rights of renewal, instead of the recommended tenure under the Community Occupancy Guidelines 2012. The Local Board cited maximisation of future utilisation options for the community centre as the reason for this. The board has the discretion to determine the terms of the lease including tenure and have exercised this discretion in the past.

47.     The delivered activities align with the Maungakiekie-Tāmaki Local Board Plan 2020 outcomes and objectives:

Outcome

Objective

Outcome One:  Our diverse communities are active, involved and engaged.

Our communities are empowered to take the lead on community projects and planning for their areas. We feel connected to each other and this area. We find unity in our diversity. Our quality of life is high, and we have the opportunity to develop to our full potential.

 

Tauākī whakaaweawe Māori

Māori impact statement

48.     Iwi engagement about the council’s intention to grant a new community lease for Panmure Community Hall, 7-13 Pilkington Road, Panmure is being undertaken in the coming month with the iwi groups identified as having an interest in land in the Maungakiekie-Tāmaki Local Board area. The engagement will involve:

·     a presentation at the South/Central Forum held in Manukau.

·     an email to all iwi identified as having an interest in the area, containing detailed information on the land, the lessee, the lease proposal as per Section 4 of the Conservation Act 1987.

49.     The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community. The lease will benefit Māori and the wider community through education, health and well-being services offered by the group.

50.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. 

51.     These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework. 

52.     Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

53.     Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

 

Ngā ritenga ā-pūtea

Financial implications

54.     All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Community Facilities Department of Auckland Council.

55.     Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding the financial implications for the new lease to NZ Family Planning for part of the Panmure Community.

56.     Ongoing maintenance of the asset will be covered by the council as it is a council-owned building. Rent of $500 plus GST and an operational fee of $250 plus GST per annum will be charged to the lessee under the new lease agreement.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57.     Should the local board resolve not to grant the proposed community lease to New Zealand Family Planning Association Incorporated, Panmure Community Centre, 7-13 Pilkington Road, Panmure, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

58.     The new lease affords the group’s security of tenure, enabling them to continue to provide services within the community. Council will be liable for the asset regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

59.     If the local board resolves to grant the proposed new community lease, staff will work with the New Zealand Family Planning Association Incorporated to finalise the lease agreements in accordance with the local board decision.

 

 

 

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A Site Plan Leased Premises

175

     

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Graphical user interface

Description automatically generated


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Approval of the 2022/2023 Maungakiekie-Tāmaki Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2022/08584

 

  

 

Te take mō te pūrongo                           

Purpose of the report

1.       To approve the 2022/2023 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2022/2023 financial year, and for approval in principle for the subsequent financial year, 2023/2024 (see Attachment A).

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

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

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

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

·        Bike Hub - $25,000

·        Climate action programme - $40,000

·        Industrial Pollution Prevention Programme – Ann’s Creek - $26,000

·        Love Your Neighbourhood - $10,300

·        Low Carbon Lifestyles - $30,000

·        Manukau Harbour Forum - $8,000

·        Maungakiekie Songbird - $15,000

·        Ope: building sustainable communities - $30,000

·        SPCA cat desexing and microchipping programme - $10,000

·        Tāmaki Estuary Environmental Forum - $8,000

·        Tiakina te taiao - Maungakiekie-Tāmaki schools’ education - $40,000.

7.       The proposed work programme has a total value of $242,300, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year. Approval in principle is also being sought for activities in the 2023/2024 financial year.

8.       The proposed work programme also includes $140,000 in asset-based services capital expenditure for the Onehunga Bay Reserve - renew sluice gates programme.

9.       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.

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

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

Activity name

2021/2022 budget for approval

Bike Hub

$25,000

Climate action programme

$40,000

Industrial pollution prevention programme – Ann’s Creek

$26,000

Love Your Neighbourhood

$10,300

Low Carbon Lifestyles

$30,000

Manukau Harbour Forum

$8,000

Maungakiekie Songbird

$15,000

Ope: building sustainable communities

$30,000

SPCA cat desexing and microchipping programme

$10,000

Tāmaki Estuary Environmental Forum

$8,000

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education

$40,000

Total

$242,300

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

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

d)      note the allocation of $140,000 asset-based services capital expenditure budget towards the Onehunga Bay Reserve - renew sluice gates programme in the 2022/2023 financial year.

 

Horopaki

Context

11.     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).

12.     The proposed work programme responds to the outcomes and objectives identified in the Maungakiekie-Tāmaki Local Board Plan 2020. The specific objectives reflected in the work programme are:

·        more people have the choice to use public or active transport to go about their daily lives

·        the mauri / life force of our harbour and waterways is respected and restored

·        our ecosystems are protected and regenerated

·        our community is resilient and feels prepared for the effects of climate change

·        the character and heritage of our area is acknowledged and celebrated.

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

·        Live Lightly Regional Programme

·        Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau: Auckland Regional Pest Management Plan

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

·        Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau: Auckland’s Urban Ngahere Strategy

·        Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau: Auckland Waste Management and Minimsation Plan.

14.     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

15.     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 Maungakiekie-Tāmaki Local Board Plan 2020 environmental objectives, as detailed above.

16.     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.

17.     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.

18.     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.

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

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

Bike Hub - $25,000

21.     The board has indicated that it would like to continue supporting the Maungakiekie-Tāmaki bike hub in Maybury Reserve in the 2022/2023 financial year. This programme supports the community to learn and apply basic bike maintenance skills.

22.     The bike hub diverts bikes from the waste stream and reconditions them so they can be provided back into the community at low or no cost. This programme provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

23.     Funding for this programme will:

·        contribute to the operation of the community-led EcoMatters bike hub at Maybury Reserve

·        maintain a sustainable operating model for the bike hub

·        secure funding and support from other sources to enable the development of the bike hub and its programmes.

24.     In 2021/2022 the local board provided $20,000 to fund this programme. Staff recommend that the board allocate $25,000 toward this programme in 2022/2023.

25.     Approval in principle is also sought from the local board for $25,750 in 2023/2024 towards this programme.

Climate action programme - $40,000

26.     The local board has indicated that it would like to continue to fund this community-based climate action programme to prioritise reducing emissions and supporting adaptation to climate impacts. The programme encourages collaboration between existing community organisations and businesses already involved in low carbon initiatives.

27.     Funding for the 2022/2023 year will support the establishment of a Local Climate Activator to drive community implementation of the Climate Action Plan and investment to support collaboration and amplify community climate action.

28.     The programme will engage and activate local community action in food waste reduction, local food production, plant-based diets, sustainable transport, energy efficient homes, carbon sequestration, local circular economy and climate advocacy.

29.     Staff recommend that the board allocate $40,000 towards this programme in 2022/2023.

30.     Approval in principle is also sought for $40,000 towards this programme in 2023/2024.

Industrial pollution prevention programme – Ann’s Creek - $26,000

31.     The local board has indicated that it would like to fund a programme to educate and inform industry about the impacts that their activities may be having on local waterways through site inspections and discussions with business owners as well as providing pollution risk management support and spill training. The board has funded this programme for several years, with focus on different locations within the local board area.

32.     In 2022/2023, this programme will focus on visiting industrial businesses in the Ann’s Creek catchment area, which was originally covered in two phases in September 2014 and May 2017. Due to extensive growth and many businesses seeing a change in ownership, a second programme is recommended to educate new businesses and follow up on existing practices. 

33.     Ann’s Creek flows under the Great South Road Industrial area through a significant wetland and into the Māngere Inlet of the Manukau Harbour. This open stream and wetland area is unique as it is the only significant remaining piece of native shrubland on lava flows in the region.

34.     Staff recommend that the board allocate $26,000 towards this programme in the 2022/2023 financial year.

Love Your Neighbourhood - $10,300

35.     The local board has indicated that it would like to continue funding the love your neighbourhood programme in the 2022/2023 financial year which supports community action in Maungakiekie-Tāmaki.

36.     The programme enables community volunteers and not-for-profit early childhood centres to carry out practical environmental initiatives by providing rapid response assistance of up to $500 to support volunteer-driven practical environmental initiatives. These could include environmental clean ups and restoration, community planting and food growing.

37.     The programme also provides practical assistance to not-for-profit preschools to enable environmental education initiatives, such as edible gardens and water saving or collection devices.

38.     In 2021/2022 the local board provided $10,000 to fund this programme. Staff recommend that the board allocate $10,300 towards this programme in 2022/2023.

39.     Approval is also sought from the local board for $10,609 in 2023/2024.

Low Carbon Lifestyles - $30,000

40.     The board has indicated that it would like to continue to fund the low carbon lifestyles programme in the 2022/2023 financial year. The programme supplier will continue to engage in conversation with residents on their doorstep in targeted areas to encourage behavioural changes that will help reduce carbon emissions.

41.     The low carbon lifestyles programme is expanding its climate action advice to include food and transport in addition to home energy advice.

42.     Funding this programme in 2022/2023 will help residents with:

·        improved health and wellbeing through changes in home health and dietary changes

·        better home performance and more comfortable living conditions

·        savings and reduced carbon emissions through efficiencies such as reducing power bills and food wastage

·        improved health and fitness for residents by exchanging vehicle travel for active and public transport.

43.     In 2021/2022 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2022/2023.

44.     Approval in principle is also sought for $30,000 in 2023/2024.

Manukau Harbour Forum - $8,000

45.     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.

46.     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.

47.     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.

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

·        fund 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)

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

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

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

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

Maungakiekie Songbird - $15,000

50.     The local board has indicated that it would like to continue to fund the Maungakiekie Songbird programme in the 2022/2023 financial year. This programme educates and involves residents, local organisations and schools to undertake pest control and monitoring around Maungakiekie Maunga. This initiative will help to support native wildlife and birdsong to flourish in and around the maunga and encourage the community to become kaitiaki of their local area.

51.     Funding for this programme will support the coordinator of Maungakiekie Birdsong as well as pest control tools and resources.

52.     In 2021/2022 the local board provided $20,000 to fund this programme. Staff recommend the board allocate $15,000 towards this programme in 2022/2023.

53.     Approval in principle is also sought from the board for $10,000 in 2023/2024.

Ope: building sustainable communities - $30,000

54.     The board has indicated that it would like to continue to fund the Ope programme in the 2022/2023 financial year. This programme will generate momentum for climate resilient, sustainable futures for Maungakiekie-Tāmaki communities. The Ope programme will continue to establish partnerships to increase engagement with local schools and students and bring together local communities.

55.     Funding for the 2022/2023 financial year will support:

·        engagement of a local kairāranga, a sustainable community coordinator to connect community and schools

·        the development of buddy relationships between new and established Enviroschools

·        experiential learning opportunities

·        professional development workshops for teaching staff

·        mana whenua engagement and progression of the community reference group.

56.     In the 2022/2023 financial year two new elements will be introduced: buddying relationships between new and established Enviroschools and the new Enviroschools' kick start project grant. With scope to respond to any new developments and relationships, the work programme will follow an expanded but similar structure to the 2021/2022 year.

57.     By increasing the influence of sustainability practices within whānau and communities, the programme aims to improve the wellbeing, resilience and prosperity of the people of Maungakiekie-Tāmaki.

58.     The board allocated $26,000 to this programme in 2021/2022. Staff recommend that the board allocate $30,000 toward this programme in 2022/2023.

59.     Approval in principle is also sought from the local board for $50,000 in 2023/2024.

SPCA cat desexing and microchipping programme - $10,000

60.     The board has indicated that it would like to continue funding the cat desexing and microchipping programme in the 2022/2023 financial year. Funding for this programme will enable the SPCA to deliver the following:

· approximately 150 cats will be desexed and microchipped

· multi-lingual marketing to create awareness for the programme

· a booking service to schedule appointment times. 

61.     The programme will increase animal welfare, reduce nuisance to the community, support pet owners in lower socio-economic areas and reduce impacts on native species and local ecosystems.

62.     The estimated stray cat population in Onehunga is greater than 20 cats per square kilometre, which is the thirteenth highest suburb in Auckland. Microchipping is a useful tool to identify owners of cats and helps in returning lost cats to their owners to be cared for.

63.     In 2021/2022 the board provided $10,000 to this programme. Staff recommend that the board allocates $10,000 to fund this programme in 2022/2023.

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

Tāmaki Estuary Environmental Forum - $8,000

65.     The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2022/2023 financial year.

66.     The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

67.     In 2021/2022, the five member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum. Staff recommend that each member local board contributes a further $8,000 each towards the forum in the 2022/2023 financial year, allowing a total budget of $40,000.

68.     This funding will enable continued coordinator support for 18 hours per week to progress the forum’s vision for the Tāmaki Estuary. The funding will also support Tāmaki Estuary Clean Stream Watch, a community stream monitoring and response project, which will enable real time stream water quality data to be captured with community support and guardianship of each sensor.

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

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education - $40,000

70.     The board has indicated that it would like to support the Tiakina te taiao programme in the 2022/2023 financial year. This programme combines two previous Sustainable Schools programmes (Valuing our water, education and action in Maungakiekie-Tāmaki schools and Conservation education and action in Maungakiekie-Tāmaki schools).

71.     This project aims to educate and empower school students to undertake investigations and actions in their schools and local communities with a focus on native biodiversity and water quality.

72.     Students will undertake experiential sessions where they will visit prime areas of native biodiversity/ecosystems to engage and inspire them, they will then compare their experience of native ecosystems to their local environment. This will help students to discover the issues impacting their local environment and create action plans to help towards regenerating these local environments.

73.     In 2021/2022 the local board provided a total of $52,000 towards both programmes. Staff recommend that the board allocate $40,000 towards this programme in 2022/2023.

74.     Approval in principle is also sought from the board for $50,000 in 2023/2024.

Onehunga Bay Reserve - renew sluice gates - $140,000

75.     This is a regionally funded coastal renewal programme. This project is for the renewal of the sluice gates at Onehunga Bay Reserve. Investigation, design and physical works were undertaken in the 2021/2022 financial year. Works will continue in 2022/2023. Staff will update the board on the progress of this programme through the quarterly local board work programme reporting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

76.     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.

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

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

Table 1: Climate impact assessment of proposed activities

Activity name

Climate impact

Bike Hub

This project aims to reduce emissions and increase community resilience through expanding community uptake of active transport and reducing carbon footprints, encouraging sustainable living, and increasing community connections.

Climate action programme

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

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

The Low Carbon Lifestyles programme will reduce carbon emissions through encouraging and enabling local residents to make changes in personal lifestyle or respond in community-based ways, creating new social norms.

Love Your Neighbourhood

Low Carbon Lifestyles

Manukau Harbour Forum

These programmes will improve the health of freshwater ecosystems which will build resilience to climate change through ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration through riparian plants.

Tāmaki Estuary Environmental Forum

Industrial pollution prevention programme – Ann’s Creek

Maungakiekie Songbird

The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere.

SPCA cat desexing and microchipping programme

Ope: building sustainable communities

These educational programmes will directly link student action to carbon measures and adaptation behaviours, which will increase community resilience for the future.

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

79.     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.

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

81.     Infrastructure and Environmental Services staff will work closely with Parks, Sports and Recreation and Community Facilities staff to implement work that will be undertaken on public land.

82.     The bike hub programme will also work with Auckland Transport as they share the same objectives for the project.

83.     Infrastructure and Environmental Services staff will also work closely with Natural Environment Strategy 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

84.     The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Maungakiekie-Tāmaki Local Board area. Particular focus areas for the 2022/2023 work programme include the Maungakiekie Maunga, Maybury Reserve, and Ann’s Creek.

85.     The projects noted above align with the local board plan outcome ‘our built, natural and cultural taonga / treasures are protected and celebrated’. The proposed work programme has been considered by the local board in a series of workshops from November 2021 to May 2022. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

87.     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.

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

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

Table 2: Māori outcome delivery through proposed activities

Activity name

Māori outcome

Māori outcome description

Climate action programme

Kaitiakitanga

The activator would work with mana whenua and mātāwaka to identify and deliver low carbon outcomes for Māori, as identified in the local board’s Climate Action Plan.

Love Your Neighbourhood

Kaitiakitanga and Māori business, tourism, and employment

EcoMatters Environment Trust connects people and place to nurture kaitiakitanga (guardianship of the environment). The Love Your Neighbourhood project has the potential to contribute to the development of Māori capacity through supporting applications from Māori organisations.

Low Carbon Lifestyles

Whānau and tamariki wellbeing

The project supports the wellbeing of whānau and tamariki within the geographic area where the project is delivered through enabling warmer, healthier homes and helping whānau reduce their power bills.

Tāmaki Estuary Environmental Forum

Kaitiakitanga

A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for TEEF.

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.

Maungakiekie Songbird

Kaitiakitanga

The main outcome of this programme is kaitiakitanga. The project will encourage others to be kaitiaki of their place. The Tūpuna Maunga Authority will be a stakeholder in this project and therefore will play a key role throughout the programme.

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education

Te reo Māori

Kaitiakitanga

Realising rangatahi potential

Whānau and tamariki wellbeing

These programmes will involve common uses of kupu in te reo Māori when teaching students about sustainability and environmental concepts. Te reo Māori and Te ao Māori will be incorporated throughout the programmes.

For the Ope programme, mana whenua and mātāwaka involvement will be sought and established through Ruapōtaka marae.

Students will be encouraged to see themselves as scientists and shown career pathways, learning skills on a pathway for green jobs.

Connecting students and their community with nature improves mental health and wellbeing.

Ope: building sustainable communities

90.     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

91.     The proposed environment work programme for 2022/2023 totals to $242,300 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

92.     The proposed work programme also includes $140,000 in asset-based services capital expenditure for the coastal renewals programmes. Please note that the coastal renewal budgets are current estimates and are subject to change through the design and works stages. If there are any significant changes throughout the financial year these will be reported back to the board.

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

95.     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.

96.     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.

97.     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.

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

Table 3: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Bike Hub

This programme is dependent on the continuing availability of a suitable location for the Bike Hub.

The programme is also dependent on the availability of a suitable contractor to run the bike hub.

The current location is expected to remain available in the 2022/2023 financial year.

The current contractor is expected to be able to continue to run the bike hub in 2022/2023.

Low

Climate action programme

The programme depends on the availability of a suitable contractor to undertake the Climate Action Activator role.

Several potential contractors have been identified and therefore this is considered a low risk.

Low

Industrial pollution prevention programme – Ann’s Creek

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

 

 

 

 

Love Your Neighbourhood

This programme is dependent on ongoing participation and commitment from individuals and groups.

 

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

Low

Low Carbon Lifestyles

There is a risk of overlapping support with other healthy home programmes.

 

Recipients of the District Health Board’s healthy homes initiative (Noho Ᾱhuru) or Kāinga Ora residents will be identified through their responses to doorstep questions to mitigate the risk of double-up.

 

Low

Manukau Harbour Forum

This project is dependent of securing a suitable mana whenua engagement contractor to deliver the mana whenua hui.

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

Low

Maungakiekie Songbird

To succeed, this programme is dependent on ongoing participation and commitment from individuals and groups.

 

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

Low

Ope: building sustainable communities

A lack of commitment from schools may affect programme delivery.

 

This is unlikely due to the relevance of schools’ curriculum topics and their relationship with Auckland Council.

 

Qualifying the school’s commitment prior to commencing the programme will likely mitigate lack of uptake.

Low

Tiakina te taiao - Maungakiekie-Tāmaki schools’ education

SPCA cat desexing and microchipping programme

There is a risk of low uptake of pet owners.

 

Marketing and promotion of the free desexing and microchipping service to pet owners will be key to establishing demand.

Low

Tāmaki Estuary Environmental Forum

This programme is dependent on the sourcing of a suitable contractor to coordinate the forum.

The programme relies on community engagement in the water quality monitoring project.

It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary.

Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.

Low

99.     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

100.   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.

101.   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

2022/2023 Maungakiekie-Tāmaki Infrastructure and Environmental Services work programme

193

     

Ngā kaihaina

Signatories

Author

Prasanthi Cottingham - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

 

 



Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Approval of the 2022/2023 Maungakiekie-Tāmaki Local Board Customer and Community Services work programme

File No.: CP2022/07785

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board:

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

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

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

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

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

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

 

Horopaki

Context

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

Diagram

Description automatically generated

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

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

·        Our diverse communities are active, involved and engaged  

·        Te ao Māori is thriving and visible  

·        Our social and physical infrastructure is future-proofed  

·        Our transport choices are accessible, sustainable and safe  

·        Our built, natural and cultural taonga / treasures are protected and celebrated  

·        Our people and businesses prosper economically and socially 

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

3009

MT: Apirana Reserve service assessment

CCS: PSR – Park Services

$0

3451

Review indoor recreation and community services in Onehunga

CCS: RSPIP – Service and Asset Planning

$0

3530

Maybury Reserve: Ruapotaka Marae Society Incorporated

CCS: Community Facilities – Community Leases

$0

32000

Maungakiekie-Tāmaki - renew built space assets FY 24-26

C&CS: Community Facilities

$480,000

31640

Maungakiekie-Tāmaki - renew carparks FY25-27

C&CS: Community Facilities

$540,000

32001

Maungakiekie-Tāmaki - renew furniture, fixtures and structures FY24-26

C&CS: Community Facilities

$230,000

31639

Maungakiekie-Tāmaki - renew pathways FY24-26

C&CS: Community Facilities

$400,000

31642

Maungakiekie-Tāmaki - renew toilet blocks FY24-26

C&CS: Community Facilities

$280,000

31803

Onehunga Library - facility renewal

C&CS: Community Facilities

$770,000

36699

Tamaki Path - Stage 2

C&CS: Community Facilities

$4,587,500

5752

Waikaraka Park - improve sports park and extend fields eight, nine, and 10

C&CS: Community Facilities

$1,993,547

 

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

167

MT: Urban Ngahere Growing FY22

CCS: PSR – Park Services

168

MT: Point England Reserve Service Assessment

CCS: PSR – Park Services

1677

Develop location and service provision options for Panmure Library and Hall

CCS: RSPIP – Service and Asset Planning

 

COVID-19 considerations for Customer and Community Services

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

·     safe and welcoming spaces

·     inclusive events to bring the community back together

·     community support, including grants

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

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

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

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

Māori Outcomes

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

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

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

39.     The local boards recognise the importance of building meaningful relationships with mana whenua, maatawaka and whānau, and understanding Māori aspirations. Table four following outcomes, objectives and key initiatives from the local board plan recognise these areas of common interest:

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

Outcome

Objective

Initiative

Our diverse communities are active, involved and engaged 

Communities are given the opportunity to fully participate and feel a sense of belonging 

Prioritise multilingual resources to engage with Māori and migrant communities 

Te ao Māori is thriving and visible

We enable active Māori participation in local decision-making

·           Partner with mana whenua and mataawaka to increase Māori participation in local board decision-making  

·           Include mana whenua when developing management and concept plans for our parks and reserves 

Māori culture and identity are celebrated 

·           Support initiatives that contribute to the Auckland Plan 2050 goal of being a bilingual city, such as te reo Māori naming of parks and places, and in storytelling and educational programmes in libraries  

·           Promote the use of Te Aranga Design principles in developing our built environment 

We support marae to be self-sustaining and flourish

Support capacity and capability building of Ruapōtaka Marae and advocate to the Governing Body for confirmation of redevelopment funding through the 10-year Budget

 

40.     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. 

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

42.     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. 

43.     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.

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

Table five: local board work programme Māori outcome areas

Strategic priority area

Kia Ora Tāmaki Makaurau outcome

Kaitiakitanga

Kia Ora te Taiao

Māori business, tourism and employment 

Kia Ora te Umanga

Māori identity and culture 

Kia Ora te Ahurea

Marae development

Kia Ora te Marae

Papakāinga and Māori housing 

Kia Ora te Kāinga

Realising rangatahi potential 

Kia Ora te Rangatahi

Te reo Māori 

Kia Ora te Reo

Whānau and tamariki wellbeing

Kia Ora te Whānau

 

45.     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. 

46.     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. 

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

Work programme budget types and purpose

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

Table six: work programme budget types and purpose

Budget type

Description of budget purpose

Locally Driven Initiatives (LDI)

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

Asset Based Services (ABS)

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

Local renewals

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

Growth (local parks and sports field development)

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

Coastal

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

Landslide prevention

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

Specific purpose funding

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

One Local Initiative (OLI)

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

Long-term Plan discrete

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

Kauri Dieback Funding

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

External funding

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

Capital projects and budgets

50.     The capital projects to be delivered in the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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.     Projects or programmes in Attachment A may also contribute to Māori Outcomes but are not highlighted as they are identified to have a moderate or low impact. 

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Table seven: Maungakiekie-Tāmaki 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)

1,194,143

            1,309,497

            1,348,105

Opex: Asset Based Services (ABS)

15,386,149

          12,604,880

          12,860,269

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

4,039,521

3,414,530

3,924,204

Capex: Local Asset Renewals - Proposed Allocation (ABS)

3,457,228

3,414,530

3,924,204

Advanced Delivery RAP*

582,293

 

 

Capex: Local Asset Renewals - Unallocated budget (ABS)

0

0

0

Capex: Locally Driven Initiatives (LDI) – Budget

205,689

176,000

717,238

Capex: Locally Driven Initiatives (LDI) - Proposed Allocation

205,689

176,000

717,237

Advanced Delivery RAP*

0

 

 

Capex: Locally Driven Initiatives (LDI) - Unallocated budget

0

0

1

Capex: Growth projects Allocation

1,570,594

2,224,282

5,470,000

Capex: Coastal projects Allocation

0

0

0

Capex: Landslide Prevention projects Allocation

0

0

0

Capex: Specific Purpose Funding - Allocation

345,000

0

0

Capex: One Local Initiative

0

0

0

Capex: Long-term Plan discrete

3,743,340

750,000

2,900,000

Capex: Natural Environment Targeted Rate

0

0

0

Capex: External Funding Allocation

700,000

2,250,000

2,437,500

* See paragraph 53-55 for RAP explanation

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Table eight: risks and mitigations

Risk

Mitigation

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

Ngā koringa ā-muri

Next steps

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

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

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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A Maungakiekie Tāmaki CCS Work Programme 22-23

215

b

Attachment B - Maori Outcomes Maungakiekie-Tāmaki

245

c

Attachment C - Capital Works and Leasing Work Programme Map

247

d

Attachment D - Maungakiekie-Tāmaki - Regional Feedback v2

249

e

Attachment E - Climate Impacts Maungakiekie-Tāmaki

251

     

Ngā kaihaina

Signatories

Authors

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

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Connected Communities

Tania Pouwhare - General Manager Community & Social Innov

Taryn Crewe - General Manager Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Victoria Villaraza - Local Area Manager

 

 



Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Approval of the Maungakiekie-Tāmaki Local Board Tātaki Auckland Unlimited work programme 2022/2023

File No.: CP2022/08374

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Maungakiekie-Tāmaki Local Board Tātaki Auckland Unlimited work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

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

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

·          Our people and businesses prosper economically and socially

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:

·          Local Small Business Mentors Programme - $5,000

5.       The proposed work programme has a total value of $5,000, 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board Plan 2020. The specific outcome(s) that are reflected in the work programme are:

·          Our people and businesses prosper economically and socially

 

Tātaritanga me ngā tohutohu

Analysis and advice

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

Local Small Business Mentors Programme – $5,000

10.     This is a continuation of funding for Local Business Mentors Programme that provides free access to business mentoring to local small businesses indicating some demand for this support will remain. 

11.     This programme was highly subscribed in the local board area in 2021/22. AUL will promote to businesses e.g. via Electronic Direct Mail to local businesses that TAU hold on our database of businesses.  It is envisaged a further 15 businesses would access support in 2022/23.

12.     Local boards can utilise their own channels to their community.  The recruitment programme will be strengthened by business association support in order to reach their membership.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13.     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

14.     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

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

16.     The activities in the proposed work programme align with the Maungakiekie-Tāmaki Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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


 

 

Table 1: Māori impact assessment of proposed activities

Activity name

Māori impact

Local Business Mentors Programme

The Local Business Mentors project will ensure Māori businesses identified on our database and that are a part of the Whariki Māori Business Network are made aware of the programme available.  Data on Māori business participation will be collected as part of AUL’s KPI reporting and will be shared with the local board. The current Business Mentors New Zealand Strategic plan identifies aligning the mentoring service with te ao Māori and expanding the pool of Māori mentors through partnerships such as with Te Puni Kōkiri and Poutama Trust as one of its current strategic objectives.

 

18.     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

19.     The proposed TAU work programme budget for 2022/2023 is $5,000 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

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

Table 2: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Local Business Mentors Programme

The programme will not recruit the number of businesses envisaged.

The number of places available has been scaled based on uptake in 2021/22.  AUL will promote the programme via social media, AUL will also work with local business associations to promote the programme.

Medium

 

21.     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

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

23.     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

Maungakiekie-Tamaki Tataki Auckland Unlimited Work Programme 2022-2023

263

     

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor, Tatāki Auckland Unlimited

Authorisers

John Norman – Head of Economic Places, Tatāki Auckland Unlimited

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Governance Forward Work Calendar

File No.: CP2022/07637

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the board with the governance forward work calendar.

Whakarāpopototanga matua

Executive summary

2.       The governance forward work calendar for the Maungakiekie-Tāmaki Local Board is in Attachment A.

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

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

·    clarifying what advice is required and when

·    clarifying the rationale for reports.

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

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      note the attached Governance Forward Work Calendar.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Maungakiekie-Tamaki Governance Forward Work Calender

267

     

Ngā kaihaina

Signatories

Author

Jessica Prasad - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

Record of Maungakiekie-Tāmaki Local Board Workshops

File No.: CP2022/07639

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide a summary of the Maungakiekie-Tāmaki Local Board workshops for 24 May, 31, and 7 June, 14, 21.

 

Whakarāpopototanga matua

Executive summary

2.       Local board workshops are held to give board members an opportunity to receive information and updates or provide direction and have discussion on issues and projects relevant to the local board area. No binding decisions are made or voted on at workshop sessions.

 

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a)      note the local board record of workshops held on for 24 May, 31, and 7 June, 14, 21.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Record of Maungakiekie-Tamaki local board workshops

271

     

Ngā kaihaina

Signatories

Author

Jessica Prasad - Democracy Advisor

Authoriser

Victoria Villaraza - Local Area Manager

 

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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Maungakiekie-Tāmaki Local Board

28 June 2022

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

That the Maungakiekie-Tāmaki Local Board

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

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

 

14        Endorsement of the Unlock Panmure Basin Precinct masterplan and programme masterplan - Attachment b - CONFIDENTIAL Draft Panmure Masterplan for MTLB June 7

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

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

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

s7(2)(c)(ii) - The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to damage the public interest.

In particular, the report contains an attachment which is not yet been publicly consulted on and therefore must remain confidential until consultation has taken place..

s48(1)(a)

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

 


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.1      Attachment a    Te Araroa Trust                                              Page 287


Maungakiekie-Tāmaki Local Board

28 June 2022

 

 

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[1] PLA/2021/80