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

 

Date:

Time:

Meeting Room:

Venue:

 

Wednesday, 22 June 2022

4.30pm

Local Board Chambers
35 Coles Crescent, Papakura;
and

Via MS Teams videoconference. Either a recording

or written summary will be uploaded on the

Auckland Council website

 

Papakura Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Brent Catchpole

 

Deputy Chairperson

Jan Robinson

 

Members

Felicity Auva'a

 

 

George Hawkins

 

 

Keven Mealamu

 

 

Sue Smurthwaite

 

 

(Quorum 3 members)

 

 

 

Carmen Fernandes

Democracy Advisor

 

16 June 2022

 

Contact Telephone: 0272736809

Email: Carmen.fernandes@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


Papakura Local Board

22 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 - Papakura Marae                    5

8.2     Deputation - Papakura Youth Council      6

9          Public Forum                                                                            6

9.1     Public Forum - Nael Kourkgy                     6

10        Extraordinary Business                                       6

11        Governing Body Member's Update                    9

12        Chairperson's Update                                        11

13        Papakura Small Grants Round Two 2021/2022, Grant Allocation                                                  13

14        Local board feedback on proposed supporting plan changes to accompany the Medium Density Residential Standards and National Policy Statement on Urban Development plan change                                                                 25

15        Local board feedback on the council’s preliminary response to the National Policy Statement on Urban Development 2020 and the Resource Management (Enabling Housing Supply and Other Matters) Amendment Act 2021                                                                      49

16        Community Facilities Network Plan revised Action Plan (2022)                                               73

17        Local board feedback on Auckland Transport's Draft Parking Strategy (2022)                          103

18        Sport and Recreation Facilities Investment Fund 2022 - Local Board views                       109

19        Draft Auckland Golf Investment Plan             117

20        Approval for a new public road name and an extension to an existing road at 118 Manuroa Road, Takanini.                                                 155

21        Approval of the Papakura Local Board External Partnerships-Business Associations work programme 2022/2023                                      165

22        Approval of the Papakura Local Board Tātaki Auckland Unlimited work programme 2022/2023                                                           171

23        Approval of the 2022/2023 Papakura Local Board Infrastructure and Environmental Services Work Programme                              177

24        Approval of the 2022/2023 Papakura Local Board Customer and Community Services work programme                                               193

25        Approval of the Papakura Local Board Plans and Places work programme 2022/2023        225

26        Adoption of the Papakura Local Board Agreement 2022/2023                                       231

27        2022/23 Joint CCO Local Board Engagement Plans and 2021/22 Q3 Update                         249

28        Auckland Transport - Local Board Capital Fund                                                                   283

29        Urgent decision - Papakura Local Board - to enhance the 2021/2022 Papakura Stream landowner engagement programme budget by approving an overspend offset by the community grants underspend                       285

30        For Information: Reports referred to the Papakura Local Board                                      295

31        Papakura Local Board Governance Forward Work Calendar - June 2022                             311

32        Papakura Local Board Achievements Register 2019-2022 Political Term                                  321

33        Papakura Local Board Workshop Records   349

34        Consideration of Extraordinary Items

 


1          Welcome

 

A board member will lead the meeting in prayer.

 

2          Apologies

 

An apology from Deputy Chairperson Jan Robinson has 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 Papakura Local Board:

a)          confirm the ordinary minutes of its meeting, held on Wednesday, 25 May 2022, as true and correct.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Papakura 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 - Papakura Marae

Te take mō te pūrongo

Purpose of the report

1.       Tony Kake, CEO of Papakura Marae, would like to present to the local board regarding aspirations to extend the lease footprint and extend services available at the marae.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      thank Tony Kake, CEO of Papakura Marae, for his attendance and presentation.

 

 

 

8.2       Deputation - Papakura Youth Council

Te take mō te pūrongo

Purpose of the report

1.       The Papakura Youth Council would like to present to the local board on Hingaia Road safety, including the intersection with Oakland Road.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      thank the Papakura Local Board for their attendance and presentation.

 

Attachments

a          Hingaia Road Presentation............................... 369

 

 

9          Public Forum

 

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

 

9.1       Public Forum - Nael Kourkgy

Te take mō te pūrongo

Purpose of the report

1.       Nael Kourkgy, a local resident of Takanini, wishes to speak to the local board about roading repair issues in his neighbourhood.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      thank Nael Kourkgy for his attendance and presentation.

 

 

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Papakura Local Board

22 June 2022

 

 

Governing Body Member's Update

File No.: CP2022/08006

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Manurewa and Papakura ward councillors to update the local board on Governing Body issues at the Papakura Local Board business meeting.

Whakarāpopototanga matua

Executive summary

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

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      receive Councillor Angela Dalton and Councillor Daniel Newman’s updates.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Authors

Carmen Fernandes - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Chairperson's Update

File No.: CP2022/08007

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the Papakura Local Board Chairperson to update the local board on his activities and any issues.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      receive the verbal report from the Papakura Local Board Chairperson.

 

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Authors

Carmen Fernandes - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Papakura Small Grants Round Two 2021/2022, Grant Allocation

File No.: CP2022/06897

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To fund, part-fund or decline the applications received for the Papakura Small Grants Round Two 2021/2022.

Whakarāpopototanga matua

Executive summary

2.       This report presents applications received for the Papakura Small Grants Round Two 2021/2022 (refer Attachment B).

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

4.       The Papakura Local Board has set a total community grants budget of $200,871.00 for the 2021/2022 financial year. A further $17,800 was reallocated to the grants budget totalling $218,671.00.

5.       A total of $51,386.35 was allocated in Papakura Local and Multi-Board Grants Round One 2021/2022, $28,767 was allocated towards Small Grants Round One, $5000 was allocated towards Youth Rangatahi for scholarships, $575 was allocated towards Plaque Drury.

6.       A total of $77,346 was allocated towards Papakura Local and Multi-Board Grants Round Two 2021/2022. $7700 was added to work programme line Community Grants Papakura. The board approved reallocation of $3,530 from Community Grants Papakura towards the Anzac Services Papakura, leaving a balance of $59,767 for Papakura Small Grants Round Two.

7.       Thirteen applications were received for consideration in Papakura Small Grants Round Two 2021/2022, with a total amount requested of $41,293.15.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)         Agree to fund, part-fund or decline each application received in the Papakura Small Grants Round Two 2021/2022.

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

QR2214-201

Youthline Auckland Charitable Trust

Community

Towards Youthline 2022 Papakura Youthline budget.

$1,500.00

QR2214-202

Papakura Business Association

Community

Towards Chilling in the park event in Central Park, Opaheke Road, Papakura from December 2022 to December 2022.

$2,000.00

 

Application ID

 

Organisation

 

Main focus

 

Requesting funding for

Amount requested

QR2214-204

Auckland southern District Chinese Association Incorporated

Arts and culture

Towards the Mid-Autumn (Moon) Festival in Elizabeth Campbell Hall and Papakura Central Park from September 2022 to October 2022.

$1,550.00

QR2214-205

Melanoma New Zealand

Community

Towards Melanoma New Zealand Mobile Spot Check Van Activation in Papakura Town Square (or anywhere else the Local Board prefers that has space for van parking) from July 2022 to October 2022.

$1,260.00

QR2214-206

Sharday Wong

Community

Towards beauty business start-up in Mangere from July 2022 to October 2022.

$1,000.00

QR2214-207

Drury United Football Club

Sport and recreation

Towards Women's Football Team Uniform in Drury Utd FC, Drury Sports Complex, Victoria Street, Drury from July 2022 to October 2024.

$2,000.00

QR2214-209

Papakura Marae Māori Wardens

Community

Towards the purchase of child restraint seat for Papakura Marae Māori Wardens in Papakura from May 2022 to December 2022.

$5,000.00

QR2214-210

Sustainable Papakura

Community

Towards design and printing of lettering for signs, painting of mural and equipment to enable installation of signs in 47 O'Shannessey St, Papakura from July 2022 to July 2022.

$2,000.00

QR2214-211

Badminton New Zealand Incorporated

Sport and recreation

Towards Venue hire of Counties Manukau Badminton for Badminton Inter-Association competition for veterans from July 2022 to July 2022.

$600.00

QR2214-212

Great Potentials Foundation

Community

Towards replacing old shed for Papakura Family Service Centre (ELC) from July 2022 to September 2022.

$1,859.00

QR2214-213

TTT Runners Incorporated

Sport and recreation

Towards the purchase of 2 tear drop flags to be placed in parks & reserves around Papakura from July 2022 to July 2022.

$524.15

QR2214-214

Fireplace Arts & Media Ltd

Arts and culture

Towards Station Music in Papakura Train Station from December 2022 to December 2022.

$2,000.00

QR2214-215

Papakura & District Historical Society Inc

Historic Heritage

Towards a purpose-built display case for the Kirikiri / Ring's Redoubt archaeological assemblage in Papakura Museum from February 2023 to November 2023.

$20,000.00

 

 

 

 

 

Total

 

 

 

$41,293.15

 

 

Horopaki

Context

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

9.       Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme:

The local board grants programme sets out:

·    local board priorities

·    lower priorities for funding

·    exclusions

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

·    any additional accountability requirements.

10.     The Papakura Local Board adopted the grants programme for 2021/2022 (refer Attachment A) and will operate two small grants and two local grants rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

12.     Due to the current COVID-19 crisis, staff have also assessed each application according to which alert level the proposed activity is able to proceed. Events and activities have been assessed according to this criterion.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

14.     The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

·    local food production and food waste reduction

·    decreasing use of single-occupancy transport options

·    home energy efficiency and community renewable energy generation

·    local tree planting and streamside revegetation

·    education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

18.     Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

19.     A summary of each application received through Papakura Small Grants Round Two, 2021/2022(refer Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21.     This report presents applications received for the Papakura Small Grants Round Two 2021/2022 (refer Attachment B).

22.     The Papakura Local Board adopted the Papakura Local Grants Programme 2021/2022 (refer Attachment A). The document sets application guidelines for contestable grants submitted to the local board.

23.     The Papakura Local Board has set a total community grants budget of $200,871.00 for the 2021/2022 financial year. A further $17,800 was reallocated to the grants budget totalling $218,671.00.

24.     A total of $51,386.35 was allocated in Papakura Local and Multi-Board Grants Round One 2021/2022, $28,767 was allocated towards Small Grants Round One, $5000 was allocated towards Youth Rangatahi for scholarships, $575 was allocated towards Plaque Drury.

25.     A total of $77,346 was allocated towards Papakura Local and Multi-Board Grants Round Two 2021/2022. $7700 was added to work programme line Community Grants Papakura. The board approved reallocation of $3,530 from Community Grants Papakura towards the Anzac Services Papakura, leaving a balance of $59,767 for Papakura Small Grants Round Two.

26.     Thirteen applications were received for consideration in Papakura Small Grants Round Two 2021/2022, with a total amount requested of $41,293.15.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28.     Following the Papakura Local Board allocating funding for the Small Grants Round Two, council staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Grants Programme 2021/2022

19

b

Papakura Small Grants Round Two Application Summary 2021/2022 (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Zee Phakathi - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 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.: CP2022/07959

 

  

 

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 Papakura 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 3

would not include calling for additional nominations.

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

·        Add those nominated trees which merit inclusion to the schedule

·        Amend the schedule to address known inaccuracies/inconsistencies.

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

Historic Heritage

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

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

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

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

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

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

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

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

Variations

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

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

Incomplete private plan changes relating to relevant residential zones:

Local board area in which land is located

PC 49 Drury East

Franklin

PC 50 Waihoehoe

Franklin

PC 51 Drury 2

Franklin

PC 59 Albany 10 precinct

Upper Harbour

PC 66 Schnapper Rock Road

Upper Harbour

PC 67 Hingaia precinct 1

Papakura

Incomplete council-initiated plan changes relating to relevant residential zones

Suburbs in which land is located

PC 60 Open space

 

Less than 20 sites across:

Forrest Hill

Ellerslie

Freemans Bay

Grey Lynn

Pukekohe

Beachlands

Waiuku

Howick

Birkenhead

Mangere East

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

35

b

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

43

c

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

45

     

Ngā kaihaina

Signatories

Authors

Michele Perwick - Senior Principal Planner

Tony Reidy - Team Leader Planning

Emma Rush - Senior Advisor Special Projects

Teuila Young - Policy Planner

Eryn Shields - Team Leader  Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/07931

 

  

 

Te take mō te pūrongo

Purpose of the report

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

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

Horopaki

Context

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

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

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

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

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

14.     Feedback was specifically sought on the following matters:

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

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

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

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

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

·        an overview of the response and how to give feedback

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

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

·        more detailed information sheets on a range of topics

·        frequently asked questions and an explanation video

·        special character area assessment survey reports

·        the GIS NPS-UD map viewer and user guide

·        information and booking links for webinars and events

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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


 

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

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

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

34.     Common themes that have been identified include:

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

b)      access to open space for health and wellbeing

c)      safe and connected whānau and communities

d)      avoiding development in areas poorly served by infrastructure

e)      access to affordable housing options

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

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

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

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

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

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

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

m)     avoiding exacerbating natural hazard risks

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Consultation document

57

b

NPS-UD Summary of the consultation feedback (Under Separate Cover)

 

c

Local board feedback template

63

     

Ngā kaihaina

Signatories

Authors

Eryn Shields - Team Leader  Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/06753

 

  

 

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 Papakura 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)

83

b

Attachment B - Focus of Community Facilities Action Plan 2022

99

     

Ngā kaihaina

Signatories

Authors

Tracey Williams - Service Programmes Lead

Angela Clarke - Head of Service Investment & Programming

Authorisers

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

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 



Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/08002

 

  

 

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

·        provision and approach

·        on-street and off-street

·        specific vehicle classes

·        specific situations.

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

·        parking infringement fines

·        banning berm parking

·        residential parking permit cost-setting

·        influencing private parking through parking levies.

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

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

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

·        articulating the benefits and implications of parking to the community

·        acknowledging the costs of parking provision

·        emphasising parking diversity to enable mode shift

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

·        outlining indicators of success

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

23.     The engagement process included the following key activities:

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

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

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

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

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

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

ii)       online information

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

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

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

vi)      a public debate about parking issues.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

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

 

b

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

 

     

Ngā kaihaina

Signatories

Authors

Claire Covacich, Principal Transport Planner, Auckland Transport

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Andrew McGill, Head of Integrated Network Planning, Auckland Transport

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Sport and Recreation Facilities Investment Fund 2022 - Local Board views

File No.: CP2022/07977

 

  

 

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 Papakura 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 Papakura Local Board:

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

i)       Counties Manukau Badminton Association Incorporated

Development of the Facilities Counties Manukau Hall

41R Elliot Street, Papakura

 

ii)       The Bruce Pulman Park Trust

Bruce Pulman Park – Walk/Cycle/Skate Pathways

90R Walters Road, Takaanini

 

iii)           Papakura Tennis & Squash Club

Tennis Courts and Lighting

22 Green Street, Papakura

 

iv)           Papakura City Football Club Incorporated

Papakura City Football Club

100 Arimu Road, Papakura

 

b)      express their views regarding applications to the fund.

 

Horopaki

Context

Sport and Recreation Facilities Investment Fund 2022

9.       The Sport and Recreation Facilities Investment Fund was established through the Long-term Plan 2018-2028 to support development of sport and recreation facilities in the Auckland region.

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

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

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

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

Communication to local board

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

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

16.     Applications received from within the Papakura 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

Summary of applications received from Papakura Local Board area

113

     

Ngā kaihaina

Signatories

Authors

Nick Harris - Sport & Recreation Team Lead

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 


Timeline

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Timeline

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Papakura Local Board

22 June 2022

 

 

Draft Auckland Golf Investment Plan

File No.: CP2022/07943

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek tautoko / support for the draft Auckland golf investment plan titled, “Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2.       To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3.       Staff recommend that you support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.  

4.       There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

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

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

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

5.       If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6.       The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in August 2022. Local board feedback will help inform their decision-making.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

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

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

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

 

 

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7.       There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.[2]

8.       Public access to this land, other than to play golf, is limited, which means that some Aucklanders are missing out.

9.       There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10.     This makes exclusive use of publicly owned land by a single sports code unsustainable.

 

The draft investment plan builds on community engagement, research and analysis

11.     Development of the draft plan involved community engagement, research and analysis.

12.     Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11 refers].

13.     The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14.     Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52 refers]:

·     a policy statement setting out the vision, investment principles and the scope of council’s investment

·     a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15.     A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16.     Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17.     An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18.     Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19.     The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.


 

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20.     Staff have developed a draft Auckland golf investment plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21.     It proposes three policy objectives:

·     increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

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

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

22.     The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23.     The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24.     Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.[3]

25.     It focuses decision-making on how best to manage public assets to benefit all members of society.

26.     Alternate approaches, where council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27.     These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28.     In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93 refers].

29.     The draft plan is consistent with council policy on sport investment.[4] It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30.     A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31.     Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32.     Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

 

 

 

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

1

 

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

 

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

 

DELIVERS increased accountability and transparency

 

2

 

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

 

DELIVERS increased equity and sport and recreation participation rates

 

3

 

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

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

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

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

 

DELIVERS increased equity and golf participation rates

 

4

 

FROM variable environmental management of publicly owned golf land

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

 

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

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

 

DELIVERS increased natural and environmental benefits

 

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

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

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

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

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


 

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

Timeline

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Future investment decisions will involve the governing body and local boards

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

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

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

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

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

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

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

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

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

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

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

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

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

There are strengths and weaknesses to the plan

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

50.     A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51.     Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52.     The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53.     Another weakness is that the draft plan does not specify any level of future council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.

54.    

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

Strengths

He tangata    
Impacts for aucklanders

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

 

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

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

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

Weaknesses

 

The draft plan relied on publicly available golf participation data (up to and including data from 2020).

Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

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

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

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

Constraints

 

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

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

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

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

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Limitations

 

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

Publicly available golf participation data is limited.

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

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

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We are engaging again with Aucklanders to get their views

55.     Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

56.     A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

·        Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,076 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas.

·        The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

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

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

The views of Aucklanders in 2022 varied on the draft plan

59.     Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

·     51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal.

·     59 per cent of Have Your Say respondents ‘don’t support’ the plan.


 

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

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Have Your Say: Overall opinion on the draft plan

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

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People’s Panel

62% Support

19% Partially support

15% Don’t support

 

44% Support

30% Partially support

20% Don’t support

 

72% Support

16% Partially support

9% Don’t support

 

54% Support

24% Partially support

14% Don’t support

 

62% Support

20% Partially support

15% Don’t support

 

40% Support

32% Partially support

20% Don’t support

 

70% Support

18% Partially support

9% Don’t support

 

 

Policy Objective 1 (increasing public access)

 

Policy Objective 2 (a broad range of golf experiences)

 

Policy Objective 3 (ecosystem management and biodiversity)

 

Key Shift 1 (a robust investment framework)

 

Key Shift 2 (sport and recreation for all Aucklanders)

 

Key Shift 3 (a broad golf service offering)

 

Key Shift 4 (sustainable environmental practices)

 

Have Your Say

21% Support

19% Partially support

59% Don’t support

 


28% Support

32% Partially support

36% Don’t support

 

53% Support

21% Partially support

22% Don’t support

 

26% Support

24% Partially support

44% Don’t support

 

20% Support

16% Partially support

63% Don’t support

 

21% Support

25% Partially support

47% Don’t support

 

45% Support

21% Partially support

29% Don’t support

60.     There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

61.     On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

62.     Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

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

The golf sector opposes the draft plan in its current form

64.     The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

65.     Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

66.     Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

67.     They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

68.     Staff will analyse all the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

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

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

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

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

73.     Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

74.     Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

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

76.     If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

·     ecology

·     landscape and cultural heritage

·     energy consumption and waste reduction

·     water resource

·     climate change

·     pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

77.     Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

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

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

78.     Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

·     there is inequity for people living with disabilities

·     Asian and Pacific Aucklanders have lower sport and recreation participation rates

·     women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

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

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

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

82.     Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

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

84.     This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks a formal view on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

85.     The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

·     Whanaungatanga / Access to public facilities 

·     Rangatiratanga / Māori are actively involved in decision-making and management of natural resources

·     Manaakitanga / Access to clean parks and reserves

·     Wairuatanga / Indigenous flora and fauna

·     Kaitiakitanga / Māori are kaitiaki of the environment.

86.     Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

87.     There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

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

89.     The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

91.     If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Auckland golf investment plan titled, 'Where all Aucklanders benefit from publicly owned golf land'

129

     

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield, Senior Policy Advisor

Authorisers

Carole Canler, Senior Policy Manager, Community Investment

Kataraina Maki, General Manager, Community and Social Policy

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Approval for a new public road name and an extension to an existing road at 118 Manuroa Road, Takanini.

File No.: CP2022/07394

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Papakura Local Board for an extension to an existing public road and to name a new public road, created by way of a subdivision development at 118 Manuroa Road, Takanini.

Whakarāpopototanga matua

Executive summary

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

3.       The developer and applicant, Classic Developments, has proposed the names presented below for consideration by the local board.

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

5.       The proposed names for new public roads at 118 Manuroa Road are:

Road A:

·    Continuation of existing road name of Nancy Wake Street

Road B:

·    Paapaakiri Loop (Applicant Preferred)

·    Taha Wairua Loop (Alternative 1)

·    Taha Whānau Loop (Alternative 2)

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      approves the extension of Nancy Wake Street, created by way of subdivision at 118 Manuroa Road, Takanini, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90098977 and resource consent references SUB60345312 and SUB60345312-A).

b)      approves the name Paapaakiri Loop (applicant’s preferred name) for the new public road (Road B), created by way of subdivision at 118 Manuroa Road, Takanini, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90098977 and resource consent references SUB60345312 and SUB60345312-A).

Horopaki

Context

6.       Resource consent reference BUN60345310 (subdivision reference number SUB60345312) was approved for the construction of 81 new dwellings and the creation of 81 freehold residential allotments, new roads and private accessways in two stages.

7.       A variation of consent conditions (SUB60345312-A) was approved on 15 June 2021 to enable the development to be implemented in three stages instead of two. This road naming application relates to new public roads in Stage 2 as well as a section of road to be completed in Stage 3.

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

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

10.     Therefore, in this development there are two new public roads to be named (being Road A and Road B). The COAL within Stage 2 development serves five lots and therefore does not need a name as it is serving less than six lots. It is also noted there will be limited opportunities for the five lots being served by the COAL to be further subdivided or for the COAL to be lengthened to add new sites. This can be seen in Attachment B, where the roads that require a name are highlighted in yellow.

11.     The five new dwellings/lots served by the COAL that do not require a road name will have street numbers allocated off Road B, seeing as they can be accessed from the road.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

14.     Theme: All of the names for Road B were suggested by Ngāti Te Ata Waiohua. The proposed names reflect the historical natural landscape environment of the area as well as Te Ao Māori.

Proposed name for ROAD B

Meaning (as described by applicant)

Paapaakiri Loop (Applicant preferred)

From Ngāti Te Ata Waiohua suggestion - Paapaakiri is kauri bark. Kauri forest were widespread in Papakura and Takanini in ancient times. Giant swamp kauri are being unearthed today as a result of development, so the road name is in honour of this.

Taha Wairua Loop (Alternative 1)

From Ngāti Te Ata Waiohua suggestion - spiritual health. The capacity for faith and wider communications. Health is related to unseen and unspoken energies.

Taha Whānau Loop (Alternative 2)

From Ngāti Te Ata Waiohua suggestion - family health. The capacity to belong, to care and to share where individuals are part of the wider social systems.

 

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

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

17.     Road Type: ‘Loop’ is an acceptable road type for the new private road, suiting the form and layout of the public road.

18.     Consultation: Mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

23.     On 8 April 2022, mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines.

24.     As Road A is proposed to be a continuation of existing road name of ‘Nancy Wake Street’ Mana whenua were only contacted to provide comments or feedback on the proposed names for Road B. Representatives of the following groups with an interest in the general area were contacted:

·    Ngāi Tai Ki Tāmaki

·    Ngāti Tamaoho

·    Te Ākitai Waiohua

·    Te Ahiwaru Waiohua

·    Ngāti Te Ata Waiohua

·    Ngāti Paoa Trust Board

·    Ngāti Paoa Iwi Trust

·    Ngāti Maru

·    Ngāti Tamaterā

·    Waikato-Tainui

·    Ngāti Whanaunga

25.     By the close of the consultation period, the following comments and feedback were received from Te Aakitai Waiohua:

“On behalf of Te Aakitai Waiohua I confirm no opposition to proposed ingoa (names)”.

26.     This site is not listed as a site of significance to mana whenua and the Te Reo Māori names proposed were suggested by Ngāti Te Ata Waiohua.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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


 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Location Plan

161

b

Site Plan

163

     

Ngā kaihaina

Signatories

Authors

Elizabeth Salter - Subdivision Technical Officer

Authorisers

David Snowdon - Team Leader Subdivision

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Approval of the Papakura Local Board External Partnerships-Business Associations work programme 2022/2023

File No.: CP2022/07085

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Papakura Local Board External Partnerships-Business Associations work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2.       This report presents the board’s External Partnerships-Business Associations 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 Papakura Local Board Plan 2020:

·    Outcome 1 - A vibrant and prosperous local economy

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:

·     Takanini business support - $20,000

·     Retail spend report Papakura Business Association - $2,625

5.       The grant amount of $20,000 identified for the Takanini business support is carried forward funding from the External Partnerships-Business Associations work programme 2021/2022.

6.       The proposed work programme has a total value of $22,625, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2022/2023 financial year.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      approve the External Partnerships-Business Associations work programme 2022/2023 (Attachment A).

Horopaki

Context

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

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

·    Outcome 1 - A vibrant and prosperous local economy

·    Objective 1.5 - Thriving business in the local board area as local people buy from local businesses

Tātaritanga me ngā tohutohu

Analysis and advice

10.     The proposed activities for delivery as part of the board’s External Partnerships-Business Associations work programme 2022/2023 are detailed below. See Attachment A for further detail.

11.     These activities align with the board’s following outcome and objective:

·    Outcome 1 - A vibrant and prosperous local economy

·    Objective 1.5 - Thriving business in the local board area as local people buy from local businesses

Activity name - Support for the Takanini Business Association (TBA) – $20,000

12.     This grant amount is carried forward funding from the External Partnerships-Business Associations work programme 2021/2022. This grant amount is divided into two parts:

13.     Takanini Business Association (TBA) - $5,000.  The grant is to assist the TBA to develop the association’s capability and capacity, increase the membership base and provide administration support.

14.     Takanini business support - $15,000. The grant will sit with the BID Team and will be used to develop an 18-month plan for the development of the TBA and possible establishment of a BID programme. This plan will include:

·    the development and delivery of a business survey to identify opportunities, concerns and issues for businesses

·    arrange a series of engagement opportunities (including a set number of network meetings) to increase awareness of the TBA

·    advocate the benefit of business collaborating towards a BID programme.

·    Staff will provide guidance to the TBA and CPG on tactics, strategy and positioning for the business organisation.

Presenting the Takanini business proposals to the local board

15.     TBA capacity building - $5,000. Before the end of the first quarter (September 2022), TBA will present to the local board their detailed proposals on how they propose to utilize the $5,000 grant. After local board considerations and feedback has been received, funding agreements will be developed and forwarded to the business association for signing.

16.     Takanini business support - $15,000. When ready, the BID Team and TBA will present to the CPG and local board an overview of the 18-month plan and timeline. Progress of the plan will be reported directly to the CPG and local board as required.

Activity name - Papakura Business Association (PBA) – $2,625

17.     To provide funding to the Papakura BID-operating business association to purchase retail spend information for the year ending 30 June 2023. The information provided in the reports will assist the business association to measure and plan ongoing business activities as part of their BID programme delivery.

18.     The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

19.     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

20.     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

21.     The proposed External Partnerships-Business Associations 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.

22.     The activities in the proposed work programme align with the Papakura Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

23.     Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their business area.

24.     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

25.     The proposed External Partnerships-Business Associations work programme budget for 2022/2023 is $2,625 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

26.     The LDI opex amount of $20,000 identified for the Takanini business support is carried forward funding from the External Partnerships-Business Associations work programme 2021/2022.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27.     Table 1 shows the identified significant risks associated with activities in the proposed 2022/2023 work programme.

Table 1: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Takanini business support – Takanini Business Association

No increase in the association capacity, capabilities and membership numbers

Quarterly reporting on progress

Low

Takanini business support – 18-month plan

Little or no interest from businesses to engage in the future direction and possible establishment of a BID programme

Quarterly reporting on progress

Low

Retail spend report - Papakura Business Association

Not implemented

Quarterly reporting on progress

Low

 

28.     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

29.     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.

30.     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

Papakura Local Board External Partnerships-Business Associations work programme 22-23

169

     

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Table

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Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/07927

 

  

 

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

·       A vibrant and prosperous local economy

·       A well-planned metropolitan centre for Papakura

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: 

·       Commercial Project Group Implementation ($25,000) 

·       Papakura Economic Development Outcomes Conversations with the Local Board ($0) 

5.       The proposed work programme has a total value of $25,000, 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 Papakura 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 Papakura Local Board Plan 2020. The specific outcomes that are reflected in the work programme are: 

·       A vibrant and prosperous local economy

·       A well-planned metropolitan centre for Papakura

Tātaritanga me ngā tohutohu

Analysis and advice

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

Commerical Project Group -$25,000

10.     The Papakura Commercial Project Group (CPG) was established in February 2016 with the purpose of identifying outcomes and opportunities for Papakura, with a view to setting out a number of actions that the participants in the group could work together on to deliver. The main objective of the group is to help Papakura work towards realising the Auckland Plan vision for Papakura as one of the ten metropolitan centres in Auckland.

11.     The Commercial Project Group comprises representatives from the Papakura Local Board, Papakura Business Association, and the Auckland Council group. It has an independent chair and draws in subject matter expertise as required.

12.     The group has identified the following work stream areas that will be looked at in greater detail by the Commercial Project Group to develop a series of actions to be implemented in the coming financial year:

·       Economic 

·       Community Participation

·       Connectivity and Transport 

·       Town Centre planning

·       Sports, Arts and Culture

13.     The Papakura Local Board is being asked to allocate $25,000 from its locally driven initiatives budget. The funding allocation will enable the continuation of the following activities in order to help support the delivery of local economic outcomes:

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

14.     Outside of the above the full scope of projects and initiatives will be drafted with the input of the Commercial Project Group, and the local board. Any further initiatives requiring spend will also need to be formally approved by the CPG before progressing to the local board for approval if required.

Papakura Economic Development Outcomes Conversations with the Local Board - $0

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

18.     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

19.     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

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

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

·       A vibrant and prosperous local economy

·       A well-planned metropolitan centre for Papakura

Tauākī whakaaweawe Māori

Māori impact statement

22.     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

Commercial Project Group Implementation

In implementing projects and initiatives to support the aims and objectives of the commercial project group local Māori business within the town centre will be able to benefit from increased vitality in the centre and in turn greater spend. 

 

Ngā ritenga ā-pūtea

Financial implications

23.     The proposed TAU work programme budget for 2022/2023 is $ 25,000 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

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

25.     Table 1 shows the identified significant risks associated with activities in the proposed 2022/2023 work programme.

Table 1: Significant risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Commercial Project Group Implementation

Initiatives identified in the work programme do not progress as envisaged and the full amount of budget is not spent by year end.

 

 

 

A regular monthly CPG meeting is held with progress reporting on the activities. This will; enable early identification of any unspent funds allowing the local board to take appropriate action as required

 

 

Medium

 

 

 

 

 

26.    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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Tātaki Auckland Unlimited (TAU) work programme 2022/2023

175

     

Ngā kaihaina

Signatories

Authors

Luo Lei – Local Economic Development Advisor

Authorisers

John Norman – Head of Economic Places

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Table

Description automatically generated with low confidence



Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/07381

 

  

 

Te take mō te pūrongo

Purpose of the report

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

3.       The work programme responds to the outcomes and objectives identified in the Papakura Local Board Plan 2020.

4.       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.

·   Industrial Pollution Prevention Programme – $21,000

·   Manukau Harbour Forum – $8,000

·   Papakura Stream Restoration – $13,000

·   Papakura Waste Minimisation Programme – $10,000

·   Pest Free Urban South – $45,000

·   Te Koiwi Pond Enhancement Programme – $14,200

·   Wai Care Programme – $32,000

5.       The proposed work programme has a total value of $143,200, 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.

6.       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.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Activity name

2022/2023 budget for approval

Industrial Pollution Prevention Programme

$21,000

Manukau Harbour Forum

$8,000

Papakura Stream Restoration

$13,000

Papakura Waste Minimisation Programme

$10,000

Pest Free Urban South

$45,000

Te Koiwi Pond Enhancement Programme

$14,200

Wai Care Programme

$32,000

Total

$143,200

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

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

Horopaki

Context

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

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

·   more people enjoy the environment in and around our local parks

·   more people enjoy the environment in and around our harbour and streams

·   the quality of our air and water is improved

·   Papakura has successful programmes to help people reduce, reuse, and recycle.

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

·   National Policy Statement for Freshwater Management

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

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

11.     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

12.     The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiatives supported by the local board. These programmes contribute towards the delivery of the Papakura Local Board Plan 2020 environmental objectives, as detailed above.

13.     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.

14.     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.

15.     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.

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

17.     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:

Industrial Pollution Prevention Programme – $21,000

18.     The board has indicated that it would like to support a new programme in the 2022/2023 financial year to fund an Industrial Pollution Prevention Programme. The board previously funded this programme in the 2016/2017 financial year. Staff recommend that the board allocate $21,000 to this programme in the 2022/2023 financial year.

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

20.     The programme involves a GIS mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. Due to extensive growth and business changes, a second programme is recommended to educate new businesses and follow up on existing practices in the Papakura industrial areas around Otūwairoa (Slippery Creek) Stream.

21.     Approval in principle is also sought for $21,000 towards this programme in 2022/2023.

Manukau Harbour Forum - $8,000

22.     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.

23.     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.

24.     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).

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

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

Papakura Stream Restoration Programme - $13,000

27.     The board has indicated that it would like to continue to support landowner engagement in the stream restoration programme along the Papakura Stream in the 2021/2022 financial year.

28.     This will be the third year of this programme, and the board allocated $5,000 in 2020/2021 and $20,500 towards the continuation of this programme in 2021/2022 financial year. Staff recommend that the board allocate $13,000 towards the continuation of this programme in 2022/2023.

29.     The Papakura Stream catchment is shared between the Manurewa, Papakura, and Franklin Local Boards, and spans the Hunua Ranges to the Manukau Harbour. This programme seeks to restore five kilometres of the Papakura Stream over a three-year period. The Manurewa, Papakura, and Franklin Local Boards have each indicated that they would like to contribute equal funding for the programme (except Papakura Local Board which contributed $5,900 extra in 2021/2022 for maintenance of existing planting in the Papakura Local Board area funded by the local board in previous years).

30.     In the 2020/2021 financial year local board funding was used to conduct a landowner engagement survey. In 2021/2022 funding was used for purchasing plants, community planting day events (two on public and four on private land), four community clean-up events, and landowner and business engagement. In the 2022/2023 financial year the programme will continue engagement with landowners, support planting and weed initiatives and continue connecting with businesses.

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

32.     Staff recommend that the board allocate $13,000 towards the continuation of this programme in 2022/2023. Approval in principle is also sought from each of these local boards for $14,000 towards this programme in 2023/2024. In 2023/2024, planting, clean-ups, and engagement will continue.

Papakura Waste Minimisation Programme - $ 10,000

33.     The board has indicated that it would like to continue supporting a community-based waste awareness and minimisation programme in the 2022/2023 financial year. This will be the fifth year of board support for this programme to which the board allocated $10,000 towards in the 2021/2022 financial year.

34.     This programme supports Papakura residents to reduce their waste and live sustainably. Funding for the 2022/2023 financial year will support the delivery of workshops held within the Papakura community to empower residents to reduce their waste. Workshops provide practical skills for making a range of re-usable environmentally friendly products. Workshops will also provide education and information about living a waste-free lifestyle.

35.     Staff recommend that the board allocate $10,000 towards the continuation of this programme in 2022/2023. Approval in principle is also sought for $10,000 towards this programme 2023/2024.

Pest Free Urban South - $45,000

36.     The board has indicated it would like to support a new programme in the 2022/2023 financial year to fund pest free initiatives across the local board area. Staff recommend that the board allocate $45,000 towards this programme in 2022/2023.

37.     The programme supports an existing South Auckland based pest free coordinator role that will work to build momentum for the Pest Free Auckland vision across the Papakura Local Board area. The coordinator will connect with groups in the community to expand the Pest Free Urban South programme (currently underway in Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Manurewa) to Papakura. They will also attend local events and facilitate hui on how to expand Pest Free initiatives and support local groups undertaking pest control.

38.     The programme will expand community action through education and assistance to reduce pest plants and animals in the urban south environment. In addition to the coordinator, the budget will provide funding for two part-time positions to run events and workshops and work with community groups to grow the project it will also fund a local moth plant competition and resources such as traps and bait, and strategic planning.

39.     Approval in principle is also sought for $45,000 towards this programme in 2023/2024.

Te Koiwi Pond enhancement programme - $14,200

40.     The board has indicated that it would like to continue to support the enhancement programme at Te Koiwi Pond. The board contributed $32,700 towards this programme in 2021/2022.

41.     The programme supports a partnership approach to regenerating Te Koiwi Park and Pond. This will involve co-creation of a regeneration and monitoring framework to honour kaitiakitanga responsibilities shared by mana whenua and Papakura Marae. An education programme will be co-created in partnership with the marae community, mana whenua, local artists, schools, rangatahi, social and creative agencies to pilot engagement tools to connect with wai and to the voice and needs of the catchment.

42.     Funding will improve the ecosystem function of the stormwater pond and supports Te Mana o te Wai approach as mapped out in the National Policy Statement for Freshwater Management. The programme will also improve amenity values, encouraging the community to enjoy the area and connect and learn about their environment.

43.     Staff recommend that the board allocate $14,200 to this programme in the 2022/2023 financial year. Approval in principle is also sought for $11,200 towards this programme in 2023/2024.

Wai Care Papakura - $32,000

44.     The board has indicated that it would like to continue supporting a Wai Care schools programme in the 2022/2023 financial year. The board has supported this programme since 2017 and allocated $20,000 towards this initiative in the 2021/2022 financial year. Staff recommend that the board allocate $32,000 towards the continuation of this programme in 2022/2023.

45.     Funding for the 2022/2023 financial year will enable education and empowerment of school students to undertake stream and marine health investigations and actions in their schools and local communities. This will include experiential education sessions to connect students with the local environment, and professional development for teachers to support student learning.

46.     Facilitation of student-led inquiry and citizen science methods will also be provided to understand local issues. With a focus on expanding past learning and increased monitoring and plantings for schools and waterways in Papakura. Funding will support the engagement of at least four Papakura schools to participate in this programme.

47.     Approval in principle is also sought for $32,000 towards this programme in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48.     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.

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

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

Table 1: Climate impact assessment of proposed activities

Activity name

Climate impact

Manukau Harbour Forum

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

Papakura Stream Restoration Programme

Te Koiwi Pond enhancement

Industrial Pollution Prevention Programme

This programme seeks to restore freshwater ecosystems and reduce pollution into the Manukau Harbour by engaging with landowners, industry, and community members around pollution reduction and restoration. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are enhanced.

Papakura Waste Minimisation

This programme aims to reduce waste by turning waste into resources, significantly reducing damaging methane gases which are produced when sent to landfill.

Pest Free Urban South

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

Wai Care Papakura

Regeneration of waterways will connect communities to the local environment, restoring natural resources. The education component will directly link student action to carbon measures, linking adaptation behaviours and increasing community resilience for the future.

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51.     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.

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

53.     Natural Environment Strategy staff will be coordinated with on work related to the Manukau Harbour Forum and Parks, Sport, and Recreation and Community Facilities will be engaged with around Te Koiwi Pond enhancement.

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

Local impacts and local board views

54.     The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Papakura Local Board area. Particular focus areas for the 2022/2023 work programme include Te Koiwi Park and along the Papakura Stream.

55.     The programmes noted above align with the local board plan outcome ‘a treasured environment and heritage’. 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

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

57.     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.

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

59.     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

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.

Industrial Pollution Prevention Programme

 

Kaitiakitanga

 

This programme was designed in collaboration with mana whenua in 2013. Through encouraging businesses to protect waterways, it contributes to increasing the mauri of local awa and moana, a key issue of significance to mana whenua.

Papakura Stream Restoration Programme

 

Kaitiakitanga

 

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

Papakura Waste Minimisation

Kaitiakitanga

The wider Māori community will be engaged indirectly through participation in workshops.

 

Pest Free Urban South

Kaitiakitanga

 

The coordinator will reach out to local rangatahi Māori to be engaged in conservation activities and will also be advised to identify key opportunities to work with mana whenua and mataawaka groups.

Te Koiwi Pond Enhancement

 

Marae development and kaitiakitanga

 

This programme is designed to progress desired outcomes identified by Papakura Marae, specifically creating a habitat at Te Koiwi Pond that is suitable for eels. This programme will endeavour to progress this vision. Upon budget approval, staff will engage with mana whenua and mātāwaka representatives to co-create the programme.

Wai Care Programme

Te reo Māori, kaitiakitanga, and realising rangatahi potential

No direct engagement with mana whenua will occur for this programme, however through working through schools the programme will engage with the

wider Māori community.

60.     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

61.     The proposed environment work programme for the 2022/2023 financial year totals to $143,200 of the Board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the Board’s total draft budget for the 2022/2023 financial year.

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

 

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64.     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.

65.     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.

66.     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.

67.     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

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

Industrial Pollution Prevention Programme 

 

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

 

 

 

 

Papakura Stream Restoration Programme

 

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

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

Low

Papakura Waste Minimisation

 

There is a risk of signage being vandalised and taken down.

This will be mitigated through close monitoring & working with the waste solutions team.

Medium

Pest Free Urban South

Community change in demand and values. For instance, not supporting the use of herbicide in their area.

This can be mitigated by identifying alternative options.

Low

 

 

School programs too busy to include or not interested.

To mitigate this, Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks staff will work in co-partnership to deliver the Pest Free Urban South vision.

Low

Te Koiwi Pond Enhancement

There is a health and safety risk of working around a stormwater pond.

 

Staff will ensure that an in-depth health and safety plan is followed when contractors or the community are working around the pond.

 

Low

If eels are already present, there is a risk in disturbing them while work is undertaken in and around the pond.

To mitigate this staff will ensure experienced contractors are procured.

 

Low

Wai Care programme

A lack of school engagement may mean the programme is not delivered.

Staff will work through existing connections with schools to mitigate this.

Low

There is a risk that staff will be unable to find a suitable contractor to deliver the schools engagement.

A contractor has been identified and is available.

 

Low

 

Ngā koringa ā-muri

Next steps

68.     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.

69.     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

Papakura Local Board IES Work Proramme 22-23

189

     

Ngā kaihaina

Signatories

Authors

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 



Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/07845

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Papakura 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 Papakura 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 Papakura 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 Papakura Local Board:

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

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

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

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

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

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

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

 

Horopaki

Context

14.     The Auckland Plan 2050 (Auckland Plan) is the 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.

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

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

·        Outcome 1 - A vibrant and prosperous local economy  

·        Outcome 2 - A community enriched by its diversity, where people feel connected and lead active, healthy lives 

·        Outcome 3 - A well-connected area where it’s easy to move around

·        Outcome 4 - A treasured environment and heritage

·        Outcome 5 - A partnership with Māori that creates a Papakura where Māori identity, culture and aspirations are embraced.

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

31738

Hingaia Park - develop playground, picnic areas and pathways

C&CS: Community Facilities

$3,000,000

32107

Massey Park Aquatic Centre - Renew all condition 4 and 5 assets

C&CS: Community Facilities

$388,793

32108

Massey Park Aquatic Centre - renew pool plant

C&CS: Community Facilities

$50,000

36718

McLennan Park - renew sports fields

C&CS: Community Facilities

$114,825

36935

Opaheke Reserve - upgrade showers and changing rooms

C&CS: Community Facilities

$66,668

36941

Papakura Leisure Centre - seismic retrofitting and general renewal of the existing building

C&CS: Community Facilities

$200,000

 

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


 

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

Previous ID

Activity name

Lead Department

591

Te Koiwi Park park service assessment

 

CCS: PSR – Park Services

1324

Provide assessment of  Papakura communities' creative service needs and possible delivery locations

 

CCS: RSPIP – Service and Asset Planning

2804

CFWD PPK: Ngahere (Urban Forest) Knowing FY21

 

CCS: PSR – Park Services

2826

Carry over CARRY FORWARD PPK sport and recreationship partnership fund

CCS: PSR – Active Recreation

2836

CARRY FORWARD PPK: Te Kete Rukuruku (Māori naming of parks and places) tranche one

 

CCS: RSPIP – Māori Outcomes

COVID-19 considerations for Customer and Community Services

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

·     safe and welcoming spaces

·     inclusive events to bring the community back together

·     community support, including grants

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

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

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

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

Māori Outcomes

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

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

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

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

Outcomes

Objectives

Initiatives

Outcome One: A vibrant and prosperous local economy

Regular local cultural and arts experiences in Papakura 

 

·     Partner with mana whenua and mataawaka to make our Māori heritage more visible and support local tourism with culturally appropriate experiences. (Mataawaka are Māori who live in Tāmaki Makaurau and are not affiliated to a local mana whenua group) 

Outcome Four: A treasured environment and heritage

Papakura’s history and heritage are highlighted and celebrated 

·     Develop a heritage trail featuring sites of significance in Māori and European history  

·     Continue working with Pukekiwiriki Paa Joint Management Committee to enhance the paa site in the cultural context. Ensure the sacred site is respected while developing better site access 

Outcome Five:  A partnership with Māori that creates a Papakura where Māori identity, culture and aspirations are embraced

Build strong governance-level partnerships between Papakura Local Board and mana whenua 

·     Hold regular engagement between the local board and mana whenua to discuss areas of mutual interest and aspiration. This would be through individual mana whenua entities and collective groups such as the Southern Mana Whenua Kaitiaki Forum  

·     Work with the other southern local boards and mana whenua to investigate ways to improve mana whenua involvement and influence in local board decisions. This would be through the Māori Input into Local Board Decision-making project 

Celebrate Papakura’s Māori identity and culture 

 

·     Partner with mana whenua to identify, protect and promote wāhi tapu (sacred places) and other taonga (treasures) as part of the heritage trail project  

·     Continue to carry out the Te Kete Rukuruku (dual naming of parks) programme to celebrate Māori stories and history in Papakura  

·     Partner with mana whenua and neighbouring local boards to design and deliver playgrounds that use te māra hūpara (Māori play area) design principles and tell mana whenua stories Encourage events and services funded by the local board and delivered through facilities such as the libraries, art centre and museum to celebrate and promote Papakura’s Māori history and talent 

·     Work in partnership with Māori to develop an annual Waitangi Day event in Papakura, as well as opportunities for Matariki and Māori Language Week / Te Wiki o te Reo Māori celebrations and activities 

Support Māori aspirations for kaitiakitanga over our natural environment for the benefit of current and future generations 

 

·     Partner with mana whenua and neighbouring local boards to rehabilitate, rejuvenate and protect the Papakura Stream  

·     Partner with mana whenua to increase tree coverage in Papakura through the Urban Ngahere project, including investigating opportunities for mana whenua to provide, maintain and preserve trees in our public spaces  

·     Support the continued co-governance of Pukekiwiriki Paa and the Manukau Harbour to restore, preserve and protect these taonga 

Support Māori to deliver community and economic benefits to the people of Papakura 

 

·     Continue to support the marae as a key community hub for the delivery of community, health and welfare services  

·     Partner with the marae to enable the local board to engage more effectively with the Māori community, including through business meetings, consultation, events and community hui  

·     Support Māori aspirations to deliver enhanced visitor and tourism experiences that will provide economic benefits to Māori and the wider community  

·     Partner with the marae and mana whenua to develop a cycleway link from the Papakura rail station to Clevedon to connect with the Hunua Trail. This project includes identifying tourism opportunities and telling the Māori stories along the way.

 

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 Papakura 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 Papakura 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: Papakura 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)

1,359,612

1,346,687

1,346,687

Opex: Asset Based Services (ABS)

12,974,976

          10,899,206

          10,977,500

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

1,885,394

4,809,009

2,826,659

Capex: Local Asset Renewals - Proposed Allocation (ABS)

1,885,394

4,809,009

2,826,659

Advanced Delivery RAP*

0

 

 

Capex: Local Asset Renewals - Unallocated budget (ABS)

0

0

0

Capex: Locally Driven Initiatives (LDI) – Budget

355,000

180,000

462,596

Capex: Locally Driven Initiatives (LDI) - Proposed Allocation

355,000

180,000

462,596

Advanced Delivery RAP*

0

 

 

Capex: Locally Driven Initiatives (LDI) - Unallocated budget

0

0

0

Capex: Growth projects Allocation

1,138,675

1,045,000

3,952,343

Capex: Coastal projects Allocation

0

0

0

Capex: Landslide Prevention projects Allocation

0

0

0

Capex: Specific Purpose Funding - Allocation

0

0

0

Capex: One Local Initiative

0

0

0

Capex: Long-term Plan discrete

264,894

0

0

Capex: Natural Environment Targeted Rate

0

0

0

Capex: External Funding Allocation

54,538

54,287

0

* 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 Papakura CCS Work Programme 22-23 (Under Separate Cover)

 

b

Attachment B - Maori Outcomes Papakura

209

c

Attachment C - Capital Works and Leasing Work Programme Map

211

d

Attachment D - Papakura - Regional Feedback v2

213

e

Attachment E - Climate Impacts Papakura

215

     

Ngā kaihaina

Signatories

Authors

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

Mace Ward - General Manager Parks, Sports and Recreation

Mirla Edmundson - General Manager Connected Communities

Tania Pouwhare - General Manager Community & Social Innov

Taryn Crewe - General Manager Community Facilities

Authorisers

Claudia Wyss - Director Customer and Community Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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22 June 2022

 

 

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22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Approval of the Papakura Local Board Plans and Places work programme 2022/2023

File No.: CP2022/07717

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2022/2023 Papakura Local Board Plans and Places work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2.       This report presents the board’s Plans and Places 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 Papakura Local Board Plan 2020:

·   A treasured environment and heritage

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:

·   Papakura heritage map - $25,000

5.       The proposed work programme has a total value of $25,000, 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 Papakura Local Board:

a)      approve the Plans and Places 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 Papakura Local Board Plan 2020. The specific outcome that are reflected in the work programme is:

·   A treasured environment and heritage

Tātaritanga me ngā tohutohu

Analysis and advice

9.       The proposed activities for delivery as part of the board’s Plans and Places work programme 2022/2023 are detailed below.

10.     Papakura heritage map - $25,000 - Develop a heritage map that showcases a variety of Papakura’s heritage places.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

14.     The activities in the proposed work programme align with the Papakura Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Table 2: Māori impact assessment of proposed activities

Activity name

Māori impact

Heritage Interpretation Project

Moderate

15.     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

16.     Agreement from relevant Finance staff on the financial implications has been obtained.

17.     The proposed Plans and Places work programme budget for 2022/2023 is $25,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18.     The success of this programme is dependent on the engagement and participation by the Mana Whenua and the community. The staff will leverage already established relationships to ensure uptake in the programme.

19.     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

20.     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.

21.     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

Plans and Places work programme 2022/2023

229

     

Ngā kaihaina

Signatories

Authors

Anna Boyer - Senior Specialist: Community Heritage

Authorisers

John Duguid - General Manager - Plans and Places

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Adoption of the Papakura Local Board Agreement 2022/2023

File No.: CP2022/07999

 

  

 

Te take mō te pūrongo

Purpose of the report

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

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

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

 

Horopaki

Context

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

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

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

10.     A report analysing the feedback on local board priorities, as well as feedback from those living in the local board area related to the regional issues, was included as an attachment on the 11 May business meeting agenda.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

20.     Of those who submitted to the Annual Budget 2022/2023 from the Papakura Local Board area 17 identified as Māori. Four iwi entities from the Papakura Local Board rohe also made a submission to the Annual Budget 2022/2023. These submissions were provided to the local board for consideration at local board workshops during the development of their local board agreement.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Local fees and charges schedules 2022/2023

235

b

Local content to support the Annual Budget 2022/2023

237

     

Ngā kaihaina

Signatories

Authors

Renee Burgers - Lead Advisor Plans and Programmes

Authorisers

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

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

File No.: CP2022/07934

 

  

 

Te take mō te pūrongo

Purpose of the report

For the Papakura Local Board to adopt its Joint CCO (Council-Controlled Organisation) Local Board Engagement Plan 2022/2023. 2.    To provide the Papakura Local Board with an update on Council-Controlled Organisation engagement plan items for Quarter 3.

Whakarāpopototanga matua

Executive summary

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

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

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

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

d)      note the Quarter 3 update included in the Joint CCO Local Board Engagement Plan (Attachment A)

Horopaki

Context

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

Keeping the engagement plan current

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

·        new board members

·        changes to local board members delegations or portfolios

·        staff changes within Local Board Services or CCOs.

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

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Papakura Local Board Joint CCO Local Board Engagement Plan 2022/2023 and Q3 update

253

     

Ngā kaihaina

Signatories

Authors

Lucy Stallworthy - Local Board Engagement Advisor

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

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Papakura Local Board

22 June 2022

 

 

Auckland Transport - Local Board Capital Fund

File No.: CP2022/08445

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for the allocation of $100,000 from the Local Board Transport Capital Fund (LBTCF) to install five driver feedback signs in the Papakura area.

Whakarāpopototanga matua

Executive summary

2.       The local board has $269,780.44 remaining in its LBTCF for the current electoral term.

3.       Driver feedback signs are an important tool for improving road safety, as an awareness alert of a driver’s speed. These signs remind drivers to slow down when driving over the speed limit, particularly in difficult stretches of road or near areas with high numbers of pedestrians, such as schools.

4.       As advised at the 8 June 2022 local board workshop by Auckland Transport staff, allocating funds for five driver feedback signs will total $100,000 (at $20,000 per sign).

5.       Once LBTCF budget is allocated for this purpose, Auckland Transport staff will compile a list of potential sites, and these will be referred to a local board workshop for further input and direction.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      allocate $100,000 from the Local Board Transport Capital Fund for five driver feedback signs.

b)      request that Auckland Transport staff present site options for driver feedback signs to a forthcoming local board workshop.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Authors

Bruce Thomas – Elected Member Relationship Partner

Authorisers

Kenneth Tuai – Acting Southern Hub Manager

Carol McKenzie-Rex - Local Area Manager Franklin Manurewa Papakura

 

 


Papakura Local Board

22 June 2022

 

 

Urgent decision - Papakura Local Board - to enhance the 2021/2022 Papakura Stream landowner engagement programme budget by approving an overspend offset by the community grants underspend

File No.: CP2022/08408

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the Papakura Local Board urgent decision dated 10 June 2022 to enhance the 2021/2022 Papakura Stream landowner engagement programme budget by approving an overspend offset by the community grants underspend.

Whakarāpopototanga matua

Executive summary

2.       The Papakura Local Board has a $20,973 underspend in the 2021/2022 community grants budget line.

 

3.       Any funds remaining unallocated will be returned to the Auckland Council central budget as savings.

 

4.       The board has an opportunity to enhance the Papakura Stream landowner engagement programme by approving an overspend offset by the $20,973 community grants underspend.

 

5.       The Papakura Stream Restoration Project budget holder has advised that there is capacity to utilise the underspend within the expected timeframes.

 

6.       The Papakura Local Board has been supporting the Papakura Stream Restoration Project, along with the Manurewa and Franklin local boards since 2020. This project was initially a landowner engagement programme that sought to understand priorities within the catchment, but due to immense interest and momentum, the project has since transformed into a wider restoration initiative.

 

7.     This additional budget will support the procurement of 3,000 eco-sourced, native trees that will be planted along the Papakura Stream across three volunteer planting events in 2022. The plants will increase biodiversity and filter contaminants along 300 m of the stream in the esplanade reserve.

 

8.       Department staff advise the contractor (Conservation Volunteers New Zealand) is ready to begin immediately on procurement of the plants and organisation of site preparation.

 

9.       The budget must be spent by 30 June 2022.  The June Papakura Local Board business meeting is scheduled for 22 June 2022. The decision is required sooner than 22 June 2022 to allow time for funds to be released and spent prior to 30 June 2022.

 

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a)      note the Papakura Local Board urgent decision dated 10 June 2022 as follows:

That the Papakura Local Board:

 

a)   approve an overspend of $20,973 in the 2021/2022 Papakura Stream landowner engagement programme – Papakura work programme (line #719) offset by the underspend of $20,973 in the 2021/2022 Community Grants Papakura work programme (line #418).

 

Ngā tāpirihanga

Attachments

No.

Title

Page