Agenda of Albert-Eden Local Board - Tuesday, 19 July 2022

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

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

4 Confirmation of Minutes

That the Albert-Eden Local Board:

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

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

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 - Camille Nakhid, Caribbeanz Southern Stars Steelband

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Camille Nakhid - Caribbeanz Southern Stars Steelband, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Camille Nakhid - Caribbeanz Southern Stars Steelband, will be in attendance to deliver a Public Forum presentation regarding the group’s search for a venue to hold its practices and store equipment.

3. Caribbeanz Southern Stars Steelband is a community and not-for-profit group and is registered as an incorporated society.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Camille Nakhid - Caribbeanz Southern Stars Steelband, for her attendance and Public Forum presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Albert-Eden Local Board

19 July 2022

Proposed new community leases to Auckland Kindergarten Association located at Ferndale Park, Epsom Community Centre, and Aberfoyle Reserve

File No.: CP2022/09706

Te take mō te pūrongo

Purpose of the report

1. To seek approval to grant three new community leases to the Auckland Kindergarten Association for:

i. Ferndale Park, 830 New North Road, Mt Albert,

ii. Aberfoyle Reserve, 14 Aberfoyle Street, Epsom,

iii. Epsom Community Centre, 200 Gillies Avenue, Epsom.

Whakarāpopototanga matua

Executive summary

2. The Auckland Kindergarten Association (AKA) seeks three new community leases to continue occupation and operation from:

· one council-owned building at Epsom Community Centre, 200 Gillies Avenue Epsom

· and two tenant-owned buildings at Ferndale Park, 830 New North Road, Mt Albert, and Aberfoyle Reserve, 14 Aberfoyle Street, Epsom.

3. AKA currently hold the lease on the building and ground at Epsom Community Centre which has reached final expiry on 4 November 2014.

4. AKA currently hold ground leases for the tenant-owned buildings which have reached final expiry on Ferndale Park on the 31 March 2017 and Aberfoyle Reserve on the 31 March 2018.

5. All three leases are holding over on a month-by-month basis until terminated or a new lease is granted.

6. The new leases for all three sites were identified and approved by the Albert-Eden Local Board as part of the Community Facilities: Community Leases Work Programme 2021/2022 at their 21 June 2021 local board meeting (resolution AE/2021/81).

7. AKA aims to encourage children to be healthy, happy, confident, and competent learners. These activities align with the Albert-Eden Local Board Plan 2020 objective – Our community services and buildings provide diverse and inclusive spaces that meet the changing needs of our community.

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

9. Site visits were conducted in July 2021 and all sites were found to be well maintained and tidy. AKA plan to spend more than one million dollars on maintenance on these over the next five years – including major items such as the renovation of kitchens and bathrooms.

10. For the one council-owned building at Epsom Community Centre, a review of alternatives for the use of the premises should be carried out as good practice.

11. Local boards, however, have discretion to forgo seeking expressions of interest, where existing groups already provide identified community outcomes.

12. In the current case the incumbent group is needed in the area, is performing well, and satisfies the requirements under the Auckland Council Community Guidelines 2012. Additionally, the premises were specifically built for AKA and are suitable for its purposes.

13. For the two tenant-owned buildings at Ferndale Park and Aberfoyle Reserve, they have an automatic right to re‑apply for a new lease at the end of their occupancy term.

14. The public notification for the tenant-owned building sites at Aberfoyle Reserve and Epsom Community Centre appeared in the Central Leader in June 2022 and the Auckland Council website with a submission deadline for July 2022. No submissions or objections were received.

15. The proposed new community lease to the AKA for Ferndale Park is on land classified local purpose (site for community buildings) reserve and subject to the provisions of the Reserves Act 1977 and does not require public notification.

16. A community outcomes plan has been prepared and will be attached as a schedule to the lease.

17. Council staff from within the Community Facilities operational management and maintenance; Parks, Sports and Recreation; and Connected Communities teams have been consulted. They are supportive of the proposed leases as they will deliver positive outcomes for the community.

18. This report recommends three new community leases be granted to AKA for a term of three (3) years commencing on the date of resolution with one three (3) year right of renewal.

19. If the local board decides to grant these leases, staff will work with AKA to finalise the lease agreements. Iwi engagement about council’s intention to grant a new community lease to AKA for these three sites is to be undertaken with the iwi groups identified as having an interest in land in the Albert-Eden Local Board area.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) grant a new community lease to the Auckland Kindergarten Association for an area comprising approximately 1421m² located at Ferndale Park, 830 New North Road, Mt Albert on the land legally described as Part Lot 3 DP 29193 (as per Attachment A – Ferndale Park), subject to the following terms and conditions:

i) term – three (3) years, commencing on the date of resolution, with one three (3) year right of renewal.

ii) rent – $1.00 plus GST per annum if demanded.

iii) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment D – Community Outcomes Plan).

iv) approve all other terms and conditions in accordance with the Reserves Act 1977.

b) grant, a new community lease to the Auckland Kindergarten Association for an area comprising approximately 1931m² located at Aberfoyle, 14 Aberfoyle Street, Epsom on the land legally described as Lot 17 DP 21799 (as per Attachment B – Aberfoyle Reserve), subject to the following terms and conditions:

i) term – three (3) years, commencing on the day of resolution, with one three (3) year right of renewal.

ii) rent – $1.00 plus GST per annum if demanded.

iii) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment D – Community Outcomes Plan).

iv) approve all other terms and conditions in accordance with the Local Government Act 2002.

c) grant, a new community lease to the Auckland Kindergarten Association for an area comprising approximately 800m² located at Epsom Community Centre, 200 Gillies Ave, Epsom on the land legally described as Part Lot 1 and 2 DP 24459 (as per Attachment C – Epsom Community Centre), subject to the following terms and conditions:

i) term – three (3) years, commencing on the date of resolution, with one three (3) year right of renewal.

ii) rent – $1.00 plus GST per annum if demanded.

iii) operational charge - $5,750.00 plus GST per annum.

iv) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment D – Community Outcomes Plan)

v) approve all other terms and conditions in accordance with the Local Government Act 2002.

d) approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012.

e) note that public notification for Auckland Council’s intention to grant a new community lease to Auckland Kindergarten Association located at Aberfoyle Reserve, 14 Aberfoyle Street, Epsom, and Epsom Community Centre, 200 Gillies Avenue, Epsom has been undertaken and no objections were received.

f) note that public notification and consultation with iwi are required prior to granting a lease for a duration longer than six months.

Horopaki

Context

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

21. The Albert-Eden Local Board approved the Community Facilities: Community Leases Work Programme 2021/2022 at their local board meeting on 21 June 2021 (resolution AE/2021/83).

22. The progression of these leases to Auckland Kindergarten Association (AKA) at Ferndale Park, Aberfoyle Reserve and Epsom Community Centre are part of the approved work programme.

Land, building/s and leases

23. AKA current community leases in the Albert-Eden Local Board area commenced on:

· Ferndale Park 1 April 2002 and expired on the 31 March 2017.

· Aberfoyle Reserve 1 April 2015 and expired on the 31 March 2018.

· Epsom Community Centre 5 November 1997 and expired on the 4 November 2014.

24. The leases to the group are holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

AKA Owned Buildings – Ferndale Park and Aberfoyle Reserve

25. AKA holds community ground leases for the tenant-owned buildings on council-owned land situated at Ferndale Park and Aberfoyle Reserve. The land is legally described as as Part Lot 3 DP 29193 and Classified Local Purpose Reserve (Community Buildings). (refer to Attachment A Site Plan - Ferndale Park).

26. Aberfoyle Reserve, 14 Aberfoyle Street, Epsom (refer to Attachment B Site Plan – Aberfoyle Reserve) on the land legally described as Lot 17 DP 21799 held in fee simple (owned) by Auckland Council under the Local Government Act 2002.

27. For a tenant-owned building, all operational and maintenance costs are borne by the lessee and improvements to the building are owned by the lessee.

28. AKA plan to spend more than one million dollars on maintenance over the next five years, including major items such as kitchens and bathrooms.

Council-owned building – Epsom Community Centre

29. AKA holds a community lease for the council-owned land and building situated at Epsom Community Centre, 200 Gillies Ave, Epsom. The land legally described as Lot 1 and 2 DP 24459 and held in fee simple (owned) by Auckland Council under the Local Government Act 2002.

30. Subsidised operational costs for a council-owned building are charged to the lessee.

Auckland Kindergarten Association

31. AKA is a not for profit, charitable trust. This year they celebrated 114 years since they began their work in 1908.

32. With the national curriculum Te Whāriki guiding the qualified teachers, they encourage the children to be healthy, happy, confident, and competent learners. AKA encourage a sense of belonging.

Tātaritanga me ngā tohutohu

Analysis and advice

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

34. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to reapply for a new lease at the end of their occupancy term. AKA is exercising this right by applying for a new lease.

35. The local board has discretion to vary the term of the leases if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

36. The proposed community leases for the land at Aberfoyle Reserve and the building and land at Epsom Community Centre are required to be publicly notified under Section 138 of the Local Government Act 2002, as the lease term is longer than six months.

37. The notification appeared in the Central Leader in June 2022 and the Auckland Council website’s Have Your Say webpage with a submission deadline for July 2022. The cost of the public notification was met by the Community Facilities department of Auckland Council.

38. No submissions or objections to the notified proposal were received.

39. There was no legal requirement for the proposed new community lease to the AKA to be publicly notified for the land at Ferndale Park as the land is classified Local Purpose Reserve for community buildings.

40. Following the approval of a lease, and prior to any leases being granted, iwi engagement will be required under the terms of section 4 of the Conservation Act 1987.

Assessment of the application

41. The AKA has submitted a comprehensive application supporting the new leases request and is able to demonstrate its ability to deliver opportunities for children to learn and develop.

42. The area proposed to be leased to the AKA:

· consists of approximately 1421m²and is outlined in Attachment A – Ferndale Park.

· consists of approximately 1931m²and is outlined in Attachment B – Aberfoyle Reserve.

· consists of approximately 800m²and is outlined in Attachment C – Epsom Community Centre.

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

44. The AKA has all necessary insurance cover, including public liability insurance, in place.

45. Site visits have been undertaken by staff to the three locations and they are all well managed and well maintained.

46. All management and operational costs for Ferndale Park and Aberfoyle Reserve buildings are funded by AKA. Both sites have a current Building Warrant of Fitness with planned and preventive maintenance scheduled and were found to be well maintained and tidy.

47. It is best practice for council buildings to be condition assessed approximately every five years to ensure the buildings are well maintained and structurally sound. The Epsom Community Centre building underwent a building assessment in July 2021. It was found to be in good condition. Any minor operational maintenance issues have been noted and brought to the attention of the operational maintenance team to attend to (such as cleaning of the gutters, repainting some exterior areas). No capital works were identified.

48. The three facilities have been fitted out for the purpose of a kindergarten and have well-kept and purpose-built outdoor areas for preschoolers.

49. AKA is New Zealand’s largest kindergarten association. Each year, they are proud to provide high quality early childhood education to over 5,000 young children who attend their kindergartens throughout Auckland.

50. AKA have Enviroschools in the local board area where in partnership with the Toimata Foundation and Auckland Council they work in a holistic way through learning, participation and are acting towards a sustainable future.

51. AKA values and recognises the rich diversity of the children, parents and whānau that attend.

52. AKA believe that children’s play is essential to meaningful learning experiences, and their staff work alongside the children to enhance the value of their play. To support children’s growing knowledge, concepts and learning strategies, their teachers introduce new ideas, explore language and plan for mathematics, science, literacy, art and technology.

53. AKA provides leadership in education and support, so every child has the opportunity to excel and realise their potential and value their cultural distinctiveness in an inclusive community of learning.

54. A Community Outcomes Plan has been negotiated with the AKA to identify the benefits it will provide to the community. This will be attached as a schedule to the leases agreement and is attached to the report as Attachment D.

55. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements and will be included as part of the leases agreement if approved by the local board.

56. Staff recommend that a new community lease be granted to AKA for the three sites for a term of three (3) years commencing from date of resolution with one three (3) year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. It is anticipated that activation of the three sites will not result in an increase of greenhouse gas emission as the activities remain the same.

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

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

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

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

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

61. Climate change has an unlikely potential to impact the leases, as no part of the leased areas are located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

62. Council staff from within the Community Facilities operational management and maintenance; Parks, Sports and Recreation; and Connected Communities teams have been consulted. They are supportive of the proposed leases as it will delivery positive outcomes for the community.

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

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

Local impacts and local board views

64. AKA has 39 community leases with Auckland Council across the Auckland region.

65. In 2015 all Local Board across Auckland except for the Albert-Eden Local board approved a community lease for multiple premises to Auckland Kindergarten Association. A community lease for multiple premises which align the 39 community leases with the same terms and conditions, commencement and end dates.

66. In 2017 the Albert-Eden Local Board adopted an Albert-Eden Local Board Community Occupancy Policy AE/2017/52 that outlines the standard terms for community leases in the Albert-Eden Local Board area which states:

· Will approve all leases on an individual basis. There will be no multi-site, single lease approval for applications that request a community lease in Albert-Eden be incorporated into a wider lease related to other sites across the wider Auckland region

· All leases for council-owned and tenant-owned will be for a term three year standard, with a further three year right of renewal, six year term total.

67. The proposed leases will benefit the community by enabling initiatives that promote children to be healthy, happy, confident, and competent learners. AKA encourages a sense of belonging that will be delivered from the Ferndale Park, Aberfoyle Reserve and Epsom Community Centre kindergartens for the Albert-Eden Local Board area and its surrounding communities.

68. The assessment of the application was workshopped with the Albert-Eden Local Board in April 2022. The local board indicated its in principle support of the lease’s proposal.

69. The delivered activities align with the Albert-Eden Local Board Plan 2020 outcome and objective:

Table A: 2020 Albert-Eden Local Board Plan outcome and objective

Outcome	Objective
Outcome 5: Parks and community facilities meet a wide range of needs	Our community services and buildings provide diverse and inclusive spaces that meet the changing needs of our community

Tauākī whakaaweawe Māori

Māori impact statement

70. Iwi engagement about the council’s intention to grant a new community lease for the three sites will be undertaken with the number of iwi groups identified as having an interest in land in the Albert-Eden Local Board area.

71. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment D of this report. The leases will benefit Māori and the wider community through specific benefits to Māori through education, health and well-being.

72. As an organisation, AKA formally acknowledge the dual heritage of Aotearoa / New Zealand, and work to uphold the spirit and intent of Te Tiriti o Waitangi in each kindergarten. They aim to be accessible, secular and welcoming to the wide diversity of tamariki and whānau who attend the centres, and value ongoing partnerships between teaching and leadership staff with families and whānau.

73. Last year, a new constitution allowed Ngāti Whātua to appoint an AKA board director to represent iwi interests and Māori involvement at the governance level.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

79. Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding the financial implications for the new leases to AKA for Ferndale Park, Epsom Community Centre, and Aberfoyle Reserve.

80. Ongoing maintenance of Epsom Community Centre will be covered by the council which is accounted for in current and future budgets. AKA pay an operational fee for this site of $5,750.

81. For Ferndale Park and Aberfoyle Reserve sites the ongoing maintenance of the buildings is covered by AKA.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

82. Should the Albert-Eden Local Board resolve not to grant the proposed community leases to AKA at Ferndale Park, 830 New North Road, Mt Albert, Epsom Community Centre, 200 Gillies Avenue, Epsom, and Aberfoyle Reserve, 14 Aberfoyle Street, Epsom, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

83. The new leases provide the group security of tenure, enabling them to attend to the scheduled maintenance of the facility.

Ngā koringa ā-muri

Next steps

84. If the Albert-Eden Local Board resolves to the grant the proposed new community leases, iwi engagement will be undertaken under section 4 of the Conservation Act 1987 and staff will work with AKA to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A Site Plan Ferndale Park	17
b ⇩	Attachment B Site Plan Aberfoyle Reserve	19
c ⇩	Attachment C Site Plan Epsom Community Centre	21
d ⇩	Attachment D Commuinty Outcomes Plan AKA Albert Eden area	23

Ngā kaihaina

Signatories

Author

Jo Heaven - Senior Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Nina Siers - Local Area Manager

Albert-Eden Local Board

19 July 2022

Proposed new community lease to Mount Eden Tennis Club Incorporated at Nicholson Park, 25 Poronui Street Mt Eden

File No.: CP2022/09889

Te take mō te pūrongo

Purpose of the report

1. To seek approval to grant a new community ground lease to Mount Eden Tennis Club Incorporated for part of Nicholson Park, 25 Poronui Street, Mt Eden.

Whakarāpopototanga matua

Executive summary

2. The Mount Eden Tennis Club Incorporated (club) seeks a new community lease to continue occupation and operation from a group-owned building, plus six tennis courts, at Nicholson Park, 25 Poronui Street, Mt Eden (Attachment A).

3. The club currently has a ground lease, which reached final expiry on 22 April 2020. The lease is holding over on a month-by-month basis until terminated or a new lease granted.

4. The new lease was identified and approved by the Albert-Eden Local Board as part of the Community Facilities: Community Leases Work Programme 2021/2022 on the 15 June 2021 local board meeting (Resolution number AE/2021/81).

5. The club provides facilities to enable the community to participate in the recreational sport of tennis. These activities align with the Albert-Eden Local Board Plan 2020: objective - our people can live healthy active lives.

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

7. As this is a group-owned building, the tenant has an automatic right to re‑apply for a new lease at the end of their occupancy term.

8. A site visit was undertaken in June 2021 and established that the premises are being well managed and maintained.

9. A community outcomes plan has been agreed with the tenant (Attachment B).

10. This report recommends that a new community lease be granted to Mount Eden Tennis Club Incorporated for a term of three (3) years commencing 1 September 2022 with a single three (3) year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) grant a new community lease to the Mount Eden Tennis Club Incorporated for an area comprising 4068m² (more or less) at 25 Poronui Street, Mt Eden; on part of the land legally described as Lot 49 Section 6 Suburbs of Auckland, authorised by Section 119 (1) of the Reserves and other Lands Disposal and Public Bodies Empowering Act 1922, and covers 3.2374 hectares (as per Attachment A – site plan), subject to the following terms and conditions:

i) term – three (3) years, commencing 1 September 2022 with one three (3) year right of renewal and reaching final expiry 31 August 2028.

ii) rent – $1.00 plus GST per annum if demanded.

iii) Community Outcomes Plan - to be appended to the lease as a schedule to the lease agreement (as per Attachment B – Community Outcomes Plan).

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

Horopaki

Context

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

13. Albert-Eden Local Board approved the Community Facilities: Community Leases Work Programme 2021/2022 at their local board meeting on 15 June 2021 (Resolution number AE/2021/81).

14. The progression of this lease to the Mount Eden Tennis Club Incorporated at Nicholson Park, 25 Poronui Street, Mt Eden is part of the current approved work programme.

Land, building/s and lease

15. Nicholson Park is located at 25 Poronui Street, Mt Eden (refer to Attachment A - site plan).

16. The land, legally described as Parts Allotment 49 Section 6 Suburbs of Auckland, authorised by Section 119 (1) of the Reserves and other Lands Disposal and Public Bodies Empowering Act 1922, and covers 3.2374 hectares, is held by the Department of Conservation as a classified recreation reserve and vested Auckland Council in trust for recreational purposes.

17. The 1993 management plan for Nicholson Park recognises the club and its activities.

18. The Mount Eden Tennis Club Incorporated holds a community lease for the group owned building, plus the six adjoining tennis courts, on the council owned land situated at Nicholson Park, 25 Poronui Street, Mt Eden.

19. For a group owned building, all operational and maintenance costs are borne by the tenant.

20. The building is primarily used by the group to provide for playing tennis and to encourage and promote the game of tennis, particularly amongst juniors.

Mount Eden Tennis Club Incorporated

21. Mount Eden Tennis Club Incorporated was established and registered under the Incorporated Societies Act 1908 on 5 March 1923. Its primary purpose is to provide facilities for playing tennis and to encourage and promote the game of tennis, particularly amongst juniors.

22. The club has included relevant information, including the number of members, age groups, staff, volunteers and opening days/hours.

23. The tenant has been operating from Nicholson Park since March 1923 and the building and other improvements are owned by the club.

24. The club’s current community lease with the former Auckland City Council commenced on 23 April 2005 and expired on the 22 April 2020. The lease is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease granted.

Tātaritanga me ngā tohutohu

Analysis and advice

25. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The Mount Eden Tennis Club Incorporated is exercising this right by applying for a new lease. The local board has the discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

26. Public notification and formal iwi consultation is not required as the 1993 management plan for the reserve recognises the club and its activities.

Assessment of the application

27. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver tennis services.

28. The area of the lease to the Mount Eden Tennis Club Incorporated consists of 4068m² (more or less) which covers the clubrooms and adjoining six tennis courts as outlined in Attachment A – site map.

29. The club has provided financial statements which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

30. The club has all necessary insurance cover in place, including building and public liability insurance.

31. A site visit has been undertaken by staff and the facility is well managed and maintained. All management and operational costs are funded by the club. The club is funded by way of grants, hireage fees and member subscriptions.

32. The tenant has undertaken asset renewal works including replacing all external fencing and resurfacing two courts.

33. The club provides a service to the local community by providing facilities for playing tennis to encourage and promote the game of tennis, particularly amongst junior players.

34. A Community Outcomes Plan has been negotiated with the Mount Eden Tennis Club Incorporated to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

35. Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

36. Under Auckland Council’s Community Occupancy Guidelines 2012, the recommended lease term for a tenant-owned building is 10 years with one 10-year right of renewal providing a total term of 20 years.

37. Albert-Eden Local Board has the discretion to vary the term if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines.

38. On 24 May 2017 Albert-Eden Local Board resolved, under Resolution number AE/2017/52, on a community occupancy policy that outlines the standard terms for community leases and licence to occupy council sites in the Albert-Eden Local Board area for community owned buildings with a three-year standard term with a single three year right of renewal, giving a six-year term.

39. Staff therefore recommend that a new community lease be granted to the Mount Eden Tennis Club Incorporated for a term of three (3) years commencing 1 September 2022 with a single three (3) year right of renewal, to reach final expiry on 22 April 2028.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

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

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

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

42. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone:

A picture containing graphical user interface

Description automatically generated

Mt Eden Tennis Club, 25 Poronui Street, Mt Eden

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. Council staff from within Community Facilities operational management and maintenance; Parks, Sports and Recreation; and Community Empowerment teams have been consulted. They are supportive of the proposed lease as it will provide positive outcomes.

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

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

Local impacts and local board views

45. The proposed lease will benefit the community by enabling initiatives that promote the sport of tennis for the Albert-Eden Local Board area and its surrounding communities.

46. The assessment of the application was workshopped with the Albert-Eden Local Board on 5 April 2022. Board members present indicated their in-principle support for the new lease.

47. The delivered activities align with the following Albert-Eden Local Board Plan 2020 outcome and objective:

Table A: 2020 Albert-Eden Local Board Plan outcome and objective

Outcome	Objective
Parks and community facilities meet a wide range of needs	Our people can live healthy active lives

Tauākī whakaaweawe Māori

Māori impact statement

48. Formal iwi consultation is not required as the 1993 management plan for the reserve recognises the club and its activities.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

53. Staff have consulted with council’s Financial Strategy and Planning Department. No concerns were raised regarding the financial implications for the new lease to the Mount Eden Tennis Club Incorporated.

54. Ongoing maintenance of the asset is covered by the tenant.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. If the Albert-Eden Local Board resolves not to grant a new community lease to the Mount Eden Tennis Club Incorporated at Nicholson Park, 25 Poronui Street, Mt Eden the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

Ngā koringa ā-muri

Next steps

56. Subject to the local board granting the new community lease, staff will work with the Mount Eden Tennis Club Incorporated to finalise the lease agreement in accordance with the board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan	31
b ⇩	Community Outcomes Plan	33

Ngā kaihaina

Signatories

Author

Jo Heaven - Senior Community Lease Advisor

Authorisers

Taryn Crewe - General Manager Community Facilities

Nina Siers - Local Area Manager

Albert-Eden Local Board

19 July 2022

Area plan for parts of Puketāpapa and Albert-Eden Local Boards

File No.: CP2022/09698

Te take mō te pūrongo

Purpose of the report

1. To approve the final content of the Area Plan for parts of Puketāpapa and Albert-Eden Local Boards.

Whakarāpopototanga matua

Executive summary

2. The Area Plan for parts of Puketāpapa and Albert-Eden Local Boards, provides a framework so that communities can help shape the area for the change that will come with growth and development in the suburbs of Mt Roskill, Ōwairaka, Sandringham, Wesley, Waikōwhai and Three Kings over the next 30 years.

3. The area plan sets out the vision, outcomes and actions for the plan area relating to natural environment, heritage, Māori Identity and wellbeing, climate change responsiveness, healthy communities, housing, centres, open spaces, community facilities, transport and network infrastructure. The plan includes Mana Whenua cultural landscape maps and information, and desired outcomes for eight areas of special focus, where significant growth and change is anticipated.

4. There have been two phases of public engagement. The first invited ideas for the draft plan during October and November 2020, and the second sought feedback on the draft plan during February and early March 2022.

5. The content of the area plan is now ready for consideration and final approval by the local board. Once the content is approved and the plan endorsed by the Planning Committee, work will begin on the final publication version.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) approve the Area Plan for parts of Puketāpapa and Albert-Eden Local Boards shown in Attachment A.

b) delegate the approval of any minor amendments, corrections or additional images in the plan as required for publication, to the Chair or Deputy Chair of the Albert-Eden Local Board.

Horopaki

Context

6. The area plan is a 30-year plan that seeks to support the growth and development in the ‘Development Areas’ of Mt Roskill and Three Kings identified in the Auckland Plan 2050, and the significant redevelopment of Kāinga Ora’s (formerly Housing New Zealand) land holdings in Puketāpapa and Albert-Eden Local Board areas for new homes.

7. In the Mt Roskill area (encompassing the current Kāinga Ora development areas of Roskill South, Waikowhai and Ōwairaka), Kāinga Ora are proposing to replace approximately 3,000 state homes with up to 11,000 new homes on their landholdings over the next 15 to 20 years. Redevelopment of Kāinga Ora’s land holdings forms part of the regeneration of these suburbs, alongside private residential and commercial developments.

8. A working group comprising two members from Albert-Eden Local Board, all six members of the Puketāpapa Local Board, and eleven mana whenua representatives have provided direction and developed content with the council’s project team.

9. Development of the area plan has been informed by specialist inputs and feedback, and through engagement with the community, mana whenua, and key stakeholders. Specialists within council and the council-controlled organisations (CCOs) have provided information about the existing environment and priority issues and opportunities for the area.

10. Utilising these inputs and feedback from engagement, the project team has now developed the final version of the area plan (Attachment A).

11. The plan sets out a vision, outcomes and actions focused on the suburbs of Mt Roskill, Ōwairaka, Sandringham, Wesley, Waikōwhai and Three Kings. The vision in the plan is:

With Te Auaunga (Oakley Creek) at its heart, linking Ōwairaka, Puketāpapa and Te Tātua-a-Riukiuta (Big King); this is an area with strong heritage and vibrant, diverse communities.

Our vision is that future growth, in partnership with mana whenua as kaitiaki, will:

• regenerate and develop this area

• build a great place to live, work and visit

• be climate change resilient, with a low carbon footprint.

Our people celebrate the area’s rich history, care for the environment and are proud to call this place home.

12. The ten key outcomes in the plan are:

No	Theme	Outcome
1	Natural environment	A protected, regenerated and healthy natural environment.
2	Māori identity and wellbeing	The kaitiaki role of mana whenua is respected, and Māori identity and wellbeing supported and uplifted.
3	Cultural and social history	The area’s diverse history and community is recognised, celebrated and retained.
4	Climate change responsiveness	A low carbon community that is resilient to climate change and natural hazards.
5	Healthy communities	Engaged, healthy and connected communities.
6	Housing	Enable an increase in housing supply and choices to meet current and future community needs.
7	Centres and employment	Revitalised and growing centres, providing a range of employment choices for local residents.
8	Open spaces and community facilities	A high quality network of parks and open spaces that are accessible and safe, with active community spaces and places.
9	Transport	Connected, walkable neighbourhoods that are safe and easy to get around and prioritise the use of active and public modes of transport.
10	Network infrastructure	New and upgraded infrastructure that embodies water sensitive design, including enhancement of water quality, that is resilient to the pressures of a growing population and climate change.

13. The plan will be designed and published after it is approved by the local board and endorsed by the Planning Committee. It will be available online, with a limited number of hard copies printed.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Discussions with the local board, specialists at Council and CCOs, together with engagement with mana whenua and responses from stakeholders and the community, show support for the plan.

15. Feedback received through public consultation on the draft plan showed that 86 per cent of responses supported the plan’s vision, and 90 per cent of responses indicated that the ten key outcomes in the plan were fairly or very important. There was also support for the actions, and additional ideas and suggested amendments that emerged from feedback have been included in the final version of the plan.

16. The plan content has now been completed. After seeking approval of the content of the plan and any subsequent minor amendments, the preparation of the publication version will start. The final plan is likely to be completed and published later this calendar year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The area plan addresses the impact of climate change through the climate change responsiveness outcome – A low carbon community that is resilient to climate change and natural hazards. Actions to achieve this outcome include supporting initiatives in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan 2020, and the Low Carbon Community Action Plans of the Albert-Eden and Puketāpapa Local Boards.

18. The transport outcome of the area plan focusses on providing a range of transport options for people in, to and through the plan area and a strong focus on active modes (including bus, walking and cycling). The plan highlights the need to identify and implement improvements to bus, walking and cycling to support the large-scale housing redevelopments and redevelopment of centres within the plan area.

19. The natural environment and open space outcomes of the plan seek to improve green spaces in the plan area, including increased tree coverage. The plan also highlights the need for more shade and trees in parks, to ensure that people are able to continue to enjoy these spaces in times of rain events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The area plan has been developed in consultation with specialists from teams across council including Community and Social Policy, the Urban Design Unit, Parks Sport and Recreation, Community Facilities, and Healthy Waters. Staff from these teams have provided information about the current context for the plan area, as well as local issues, priorities and opportunities relating to their specialist subject area.

21. Staff from Auckland Transport, Eke Panuku Development Auckland, Tātaki Auckland Unlimited, and Watercare Services have been involved in the development of the plan.

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

Local impacts and local board views

22. The Albert-Eden Local Board has provided input into the area plan through its two representatives attending monthly working group meetings and through local board workshops. The working group meetings have provided guidance on the development of the plan, to discuss project updates, public feedback and the emerging content of the plan. The final area plan incorporates the feedback and suggestions made by local board members at the working group meetings held on 5 May and 23 June 2022.

23. Local stakeholders and the community have provided inputs into the plan through attending engagement events, providing comments on social pinpoint an online engagement platform, completing feedback forms, and having discussions with the project team. The project team met in person or online with the Albert-Eden Youth Board, Puketāpapa Youth Foundation, Roskill Chinese Group, Puketāpapa Business Voice, Puketāpapa Local Board Community Forum, and Sandringham Project in Community Empowerment. Public engagement events were held at the Mt Albert and Mt Roskill Libraries, Cameron Pools, Wesley Market, Wesley Community Centre, and Sandringham Spring Festival.

24. A number of agencies and groups provided feedback on the draft plan including Auckland Transport, Tātaki Auckland Unlimited, Healthy Puketāpapa, Kāinga Ora, Ministry of Education, Tūpuna Maunga Authority, and Waka Kotahi NZ Transport Agency.

Tauākī whakaaweawe Māori

Māori impact statement

25. In December 2019, the project team contacted representatives from fifteen mana whenua groups known to have an interest in the plan area to ascertain their interest in being involved in developing the area plan. Individual hui were held with representatives from Ngāti Whātua Ōrākei, Ngāti Te Ata Waiohua, Ngaati Whanaunga, Te Ākitai Waiohua, Te Ahiwaru, and Te Kawerau ā Maki.

26. In addition, Ngāti Tamaoho, Ngāi Tai ki Tāmaki, Ngāti Maru, Te Patukirikiri and Te Rūnanga o Ngāti Whātua advised that they wished to be engaged on a collective basis in relation to developing the area plan.

27. Cultural value assessments were provided by Ngāti Tamaoho, Ngāti Te Ata Waiohua, Ngāti Whātua Ōrākei, Te Ākitai Waiohua, Ngaati Whanaunga and Te Kawerau ā Maki to describe their histories, whakapapa, and areas of interest.

28. Development of the area plan has benefited from the expertise of mana whenua representatives, who served on the working group.

29. The project team held a number of collective hui with mana whenua representatives to identify actions in the draft plan to support their aspirations including recognition of the status of mana whenua and their kaitiaki role, effective engagement and collaboration, recognising and protecting natural and cultural landscapes, greater planting of native trees and plants, for restoring the life force/mauri of the waterways, improving the water quality reaching Te Auaunga (Oakley Creek) and its receiving environments, greater use of active transport modes (walking, cycling and public transport), and sustainable development.

30. Mana whenua representatives were also interested in raising the awareness of the communities of Albert-Eden and Puketāpapa to the importance of the historical cultural landscape. The cultural landscape is conveyed through maps and explanations by Mana Whenua including five tikanga themed maps, which form part of the plan.

31. The project team contacted two mataawaka groups, Te Kura Kaupapa Māori o Ngā Maungarongo and the Te Roopu Kaumatua-Kuia O Owairaka Ki Tamaki Makaurau Trust to seek their feedback on the draft plan. No comments were received from these groups.

Ngā ritenga ā-pūtea

Financial implications

32. The area plan was allocated a budget of $15,000 for engagement by Plans and Places in 2020/21. The project team has undertaken all the specialist work on the draft plan with other teams from the council and CCOs. Almost $6,000 has been spent on engagement events and materials. An amount of $9,000 has been carried over into the 2021/22 financial year to contribute to plan engagement and document design and production. The publication costs associated with the plan are for printing and translation work.

33. The publication and/or printing of the plan will be completed by the end of the 2022/2023 financial year.

34. Funding will be required to achieve the outcomes identified in the plan. The annual local board funding agreement with the Governing Body is a key opportunity for the Local Board to seek this funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. There are no risks associated with finalising and publishing the plan.

Ngā koringa ā-muri

Next steps

36. After the plan is approved by the local board and endorsed by the Planning Committee, the project team will continue with the publication process. This is expected to take between 8 and 12 weeks.

37. During this time, the project team will work with the delegated member from the local board to confirm any minor editorial changes, additional images, and the appearance of the plan.

38. The plan will be available online and in hardcopy. The project team will consult with the local board to confirm the number of hard copies.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Area Plan for parts of Puketāpapa and Albert-Eden Local Boards	41

Ngā kaihaina

Signatories

Author

David Wong - Senior Policy Planner

Authorisers

John Duguid - General Manager - Plans and Places

Nina Siers - Local Area Manager

Albert-Eden Local Board

19 July 2022

Local board feedback on the strategic direction of Auckland's Future Development Strategy

File No.: CP2022/09734

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the strategic approach to the Future Development Strategy (FDS).

Whakarāpopototanga matua

Executive summary

2. The purpose of the FDS is to provide the basis for integrated, strategic and long-term planning. It should assist with the integration of land use and infrastructure planning and funding decisions and set out how Tāmaki Makaurau will:

· achieve outcomes across the four well-beings

· achieve a well-functioning urban environment

· provide sufficient development capacity to meet housing and business land demand over the short, medium, and long-term

· coordinate critical development infrastructure and additional infrastructure required and explain how this integrates planning decisions with infrastructure and funding decisions.

3. The updated FDS will replace the existing Development Strategy in the Auckland Plan 2050 and will incorporate the new requirements of the National Policy Statement on Urban Development (NPS UD). New information on environmental and social changes such as responses to climate change and the COVID-19 pandemic will also be included.

4. During the early development of the FDS, topics and issues will be researched at a regional scale. As the FDS work develops and becomes more detailed, local board specific material will be available and workshopped with local boards. This is planned for quarter one and quarter two 2023.

5. Over the first half of 2022 seven ‘big issues’ facing Auckland were discussed at series of Planning Committee workshops. These issues were: hapū and iwi values and aspirations for urban development; climate change, emissions reduction and urban form; inundation and natural hazards; intensification – dispersed or focused; infrastructure; greenfields and future urban areas; and business and employment.

6. Local board feedback is sought on this direction, prior to seeking endorsement from the Planning Committee in August and/or September 2022. If endorsed, the staff will use the strategic direction as a basis for developing the draft FDS over the second half of 2022.

7. An updated FDS is needed in time to inform the Long-term Plan 2024-2034 (LTP). To provide strategic direction that will usefully feed into the LTP process the FDS will need to be completed by mid-2023.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) provide feedback on the strategic direction for the Future Development Strategy.

Horopaki

Context

What is the Future Development Strategy?

8. The purpose of the FDS is to provide the basis for integrated, strategic and long-term planning. It sets out how, where and when Tāmaki Makaurau is expected to grow over the next 30 years and outlines where and when investment in planning and infrastructure will be made. The updated FDS will replace the existing Development Strategy in the Auckland Plan 2050. It sets out how Tāmaki Makaurau will:

· achieve outcomes across the four well-beings

· achieve a well-functioning urban environment

· provide sufficient development capacity to meet housing and business land demand over the short, medium, and long-term

· coordinate critical development infrastructure and additional infrastructure required and explain how this integrates planning decisions with infrastructure and funding decisions.

9. The FDS will show how the direction and outcomes in the Auckland Plan 2050 will be achieved spatially and it will incorporate a clear statement of hapū and iwi values and aspirations for urban development.

10. It will identify the existing and future location, timing and sequencing of growth and infrastructure provision. It will also identify constraints on development.

11. Sequencing of development areas within the existing urban areas and future urban areas will be assessed as part of this update.

Why is it being updated now?

12. There have been many changes since the Development Strategy was adopted as part of the Auckland Plan 2050, nearly four years ago, including central government initiatives under the Urban Growth Agenda and new national policy statements such as the NPS UD. In addition, council has led strategy and policy work focused on environmental and social challenges, including responses to climate change and the COVID-19 pandemic. The growth model is also being reviewed and updated to support the spatial evidence for the FDS.

13. This changing context, but specifically the requirements of the NPS UD, means Tāmaki Makaurau’s long-term spatial plan requires updating. The update will consider the detailed NPS UD changes to the Auckland Unitary Plan, such as intensification around train and bus rapid transit stops, however the purpose is different as it has a long-term (30 year) strategic focus.

14. At its 30 November 2021 meeting, the Planning Committee approved the development of an update to the FDS and endorsed the high-level work programme (committee resolution PLA/2021/137).

Tātaritanga me ngā tohutohu

Analysis and advice

Strategic direction on the ‘big issues’

15. Over the first half of 2022 seven ‘big issues’ facing Auckland were discussed at series of Planning Committee workshops. The Future Development Strategy will need to address these issues (set out below).

16. Local board feedback is sought on this direction, prior to seeking endorsement from the Planning Committee in August and/or September 2022. If endorsed, the staff will use the strategic direction as a basis for developing the draft FDS over the second half of 2022.

Hapū and iwi values and aspirations for urban development

17. The NPS UD directs that the FDS is informed by ‘Māori, and in particular tangata whenua, values and aspirations for urban development’. These values could provide a strong framework for taking a longer term, more sustainable approach to development in Auckland.

18. Strategic direction:

· hapū and iwi values and aspirations are a key aspect to the FDS and should be an overarching theme throughout, rather than a separate section or workstream

· a thorough engagement approach is critical to understanding directly from hapū and iwi what their values and aspirations for urban development are

· mataawaka and relevant Māori organisations should be included in the engagement.

Climate change, emissions reduction and urban form

19. An increased focus on climate change is a key aspect of updating the FDS. The council has committed to reducing greenhouse gas emissions by 50 per cent by 2030 and achieving net zero emissions by 2050. Auckland needs to prepare for the impacts of climate change and plan for a potential 3.5 degree temperature increase. Urban form plays a major role in our ability to reduce emissions, as well as our exposure to natural hazards (see below).

20. Strategic direction:

· climate change related outcomes are non-negotiable, and every decision needs to consider climate change implications

· achieving climate change related outcomes should be an overarching theme throughout the FDS.

Inundation and natural hazards

21. There are areas of Auckland that are, and with the impacts of climate change (discussed above), increasingly will be, exposed to natural hazards such as inundation, flooding and erosion.

22. Strategic direction:

· take a strong approach to development in hazardous areas and provide clear public messages about risks and liability.

Intensification – dispersed or focused

23. Recent government direction relating to intensification under the NPS UD (around centres and rapid transit stations) and the Medium Density Residential Standards (MDRS) impact the council’s ability to influence where intensification could or should occur.

24. Intensification that is dispersed (what MDRS enables) is likely to result in low(er) levels of intensification across most of the urban area. This will impact on the ability to provide services over time, for example, public transport.

25. Focused intensification would direct growth to specific areas or locations, for example, around centres, areas with good public transport access or near areas of high employment.

26. A combination of these two approaches would allow intensification across much of Auckland but would also allow greater intensification in specific areas. This approach may undermine the level of intensification in places that are best suited, as growth would also be happening in many other places.

27. Strategic direction:

· work within the legal parameters, use the levers we still have available to focus intensification

· quality aspects are increasingly important with intensification, including the value of greenspace.

Infrastructure

28. Funding and financing all the infrastructure needed in Auckland is a significant challenge. The council cannot provide infrastructure everywhere at the same time and reconsideration is needed of where funding will be focused / provided, and who funds what aspects and to what extent.

29. Strategic direction:

· strong, clear signals are needed that the council will use infrastructure as a lever to support or not support development

· the timing and sequencing of development in strategic plans must be followed.

Greenfields and future urban areas

30. The current Development Strategy (and the Auckland Unitary Plan) provide for 15,000ha of greenfields / future urban land, sequenced for development over a 30-year period. In the first decade (2017-2027) 32 per cent of that land was live-zoned and more future urban land is being considered for live-zoning through private plan changes.

31. Live-zoning is happening much faster and in a haphazard way, creating major infrastructure issues. Additionally, some of this future urban land will, in future, be exposed to greater flooding risk and other natural hazards.

32. Strategic direction:

· reconsider and possibly pull back some Future Urban zone areas, particularly:

o areas at risk of flooding and natural hazards

o other areas given the direction on emissions reduction.

· the FDS should give strong signals regarding non-live zoned Future Urban zone land e.g., in terms of sequencing of development and infrastructure provision.

Business and employment

33. Business operations and future needs are changing, for example, the impacts of Covid and working from home, increases in online retail, the needs for large footprint businesses and the role that local centres may play in future.

34. Auckland Council’s data on business land, needs and trends needs updating and work is underway to address this.

35. Strategic direction:

· business land, operations and future needs is an important aspect of the FDS and further research is supported, particularly in relation to the demand for industrial space, robotic warehousing, the weightless economy and the impacts of covid

· access to business and employment is a critical issue, both in terms reducing the need to travel through proximity to residential areas, and accessibility by public transport and active modes

· the importance of access to and provision of quality employment opportunities for Māori and Māori businesses.

Work programme – timeframes, key milestones

36. The high-level milestones of the FDS are set out below. The FDS will be completed by mid-2023 to provide clear strategic direction to the LTP 2024-2034, as directed by the NPS UD.

37. Research, stakeholder engagement and development of the draft FDS will be on-going in 2022. Engagement with Tāmaki Makaurau Māori and key stakeholders is planned throughout 2022 and the first half of 2023. Public consultation is expected in the first half of 2023.

A picture containing timeline

Description automatically generated

38. It is noted that local body elections will take place in October 2022 and the timeframes acknowledge that there will be a break in Planning Committee and local board meetings at this time.

39. Local board chairs (or alternates) were invited to a series of Planning Committee workshops in the first half of 2022.

40. Indicative timeframes and the proposed format for local board involvement are set out in the table below.

Indicative timeframe	Proposed format
July 2022	Introductory briefing
July / August 2022	Reports to business meetings
August / September 2022	Planning Committee – endorse strategic direction
October 2022	Local body elections
Quarter 1 2023	Planning Committee – approval for public consultation
Quarter 2 2023	Workshops
Quarter 2 2023	Reports to business meetings
Quarter 3 2023	Planning Committee – adopt updated FDS

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. There is an increasing national focus on climate change through legislation^{^[1]} and through initiatives such as declaration of climate emergencies^{^[2]} and the report of the Climate Change Commission (June 2021). The council adopted Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in 2020. The plan provides a long-term approach to climate action, with a target to halve regional emissions by 2030 and transition to net zero emissions by 2050. The built environment is one of the priority areas within the plan and the associated action areas focus on reducing emissions and adapting to the impacts of climate change.

42. The government’s Emissions Reduction Plan (May 2022) and the council’s Transport Emissions Reduction Plan (TERP) being developed are recent plans seeking to reduce emissions. The TERP will provide a pathway for achieving a modelled 64 per cent reduction in transport emissions by 2030 in Auckland. Staff are working to align land use aspects of the TERP and the FDS to 2030, while acknowledging that land use and planning decisions typically see climate impacts over the longer-term. This means that decisions need to be made now to realise the benefits as soon as possible.

43. Land use and planning decisions, particularly those around urban form, development and infrastructure, are fundamental to climate action. The impacts of different growth scenarios on climate change mitigation and adaptation are essential to the development of the FDS. These decisions influence and lock in our emissions trajectory and our ability to deal with the risks and impacts of a changing climate for decades to come.

44. For example, in relation to transport emissions, more expansive urban forms generally lead to longer travel distances. Longer trip lengths typically result in higher transport emissions and less propensity for mode shift. Strategic land use decisions consider climate change risks and impacts such as the effects of coastal inundation and sea level rise.

45. The approach taken in the FDS and the council’s approach to implementation has the potential for significant long-term implications. These aspects will be further researched and developed over the course of the project.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. The FDS provides Auckland-wide alignment on growth and development approaches and influences council strategies, programmes of work and investment decisions. Involvement, information and support from staff across the council group is a critical aspect needed to achieve alignment.

47. A range of relevant staff from across the organisation, including the Council-Controlled Organisations, are involved in the project’s topic areas or workstreams.

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

Local impacts and local board views

48. The FDS is the long-term strategic spatial plan for Tāmaki Makaurau. The FDS provides information on how, when and where growth is anticipated. This is a topic which is of relevance to local boards as growth and development can have significant impacts at a local board level and informs local board plans.

49. This report seeks local board views on the strategic approach to the Future Development Strategy prior to agreement being sought from the Planning Committee.

50. As the FDS work develops and becomes more detailed, local board specific material will be available and will be workshopped with local boards. This is planned for quarter one and quarter two 2023.

Tauākī whakaaweawe Māori

Māori impact statement

51. The purpose of the FDS is to provide the basis for integrated, strategic and long-term planning. It will reflect the direction and outcomes in the Auckland Plan 2050 spatially. The updated FDS will include a clear statement of hapū and iwi values and aspirations for urban development based on engagement with relevant hapū and iwi (as required by the NPS UD).

52. Council has committed to achieving Māori outcomes through Kia Ora Tāmaki Makaurau, influenced by the Māori Plan and Issues of Significance, and Auckland Plan 2050. These documents provide guidance in understanding the priority areas for Tāmaki Makaurau Māori and a number of these priority areas are relevant to the development and implementation of the FDS, for example:

· involve Māori early in the decision-making process

· Māori housing aspirations

· protection of existing natural resources

· allowing for kaitiakitanga

· benefits to Māori, for example, housing, economic opportunities, and improved access

· impacts of climate change, for example, on marae, whānau, and sites of significance

· opportunities to showcase Māori identity.

53. The priority areas already identified, along with feedback from previous engagement will be incorporated in the development of the FDS. This requires a review of past Māori engagement and provides a starting point for engaging with Māori, in a way that supports their capacity to genuinely participate in the development of the FDS.

54. Staff have developed a Māori engagement plan and are in the beginning phases of engaging with Māori across Tāmaki Makaurau.

Ngā ritenga ā-pūtea

Financial implications

55. Costs for developing the FDS largely fall in 2022/2023. This includes engagement and consultation aspects of the programme. Funding is provided in the 2022/2023 Annual Budget.

56. The FDS, once adopted, plays a significant role in future asset and service planning, especially assets and services related to growth. Decisions on this are subsequently made through Annual Plans, Long-term Plans, Regional Land Transport Plans etc.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The council faces significant risks (achieving desired development outcomes, financial and reputational) in the absence of a clear, cohesive and strategic approach responding to the FDS requirements of the NPS UD and Local Government (Auckland Council) Art 2009 (LGACA). The development of an FDS seeks to address those risks.

Ngā koringa ā-muri

Next steps

58. Workshops are planned for the first half of 2023, when information specific to each local board will be available.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Claire Gray - Principal Advisor Growth & Spatial Strat

Authorisers

Jacques Victor – General Manager Auckland Plan Strategy and Research

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

No.	Title	Page
a ⇩	Chairperson M Watson - July 2022 Report	149

No.	Title	Page
a ⇩	Albert-Eden Local Board 2022 Governance Forward Work Calendar - July 2022 edition	159

No.	Title	Page
a ⇩	Albert-Eden Local Board Workshop Record - 7 June 2022	163
b ⇩	Albert-Eden Local Board Workshop Record - 9 June 2022	167
c ⇩	Albert-Eden Local Board Workshop Record - 14 June 2022	169
d ⇩	Albert-Eden Local Board Workshop Record - 28 June 2022	171
e ⇩	Albert-Eden Local Board Workshop Record - 5 July 2022	175

[1] Legislation includes Climate Change Response (Zero Carbon) Amendment Act 2019.

[2] Auckland Council declared a climate emergency in June 2019 while central government announced a climate emergency declaration in December 2020.

Chairperson	Margi Watson
Deputy Chairperson	Kendyl Smith
Members	Lee Corrick
	Graeme Easte
	Rachel Langton
	Julia Maskill
	Will McKenzie
	Christina Robertson

Author	Michael Mendoza - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager