Agenda of Howick Local Board - Monday, 18 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 Howick Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 23 June 2022, including the confidential section, as a true and correct record.

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 Howick 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.

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	18 July 2022 - Howick Local Board - Chairperson's Report	11

Howick Local Board

18 July 2022

Approval for a new public road name and two private road names at 241 Flat Bush School Road, Flat Bush

File No.: CP2022/09296

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Howick Local Board to name one new public road and two new private roads, being commonly owned access lots (COAL), created by way of a subdivision development at 241 Flat Bush School Road, Flat Bush.

Whakarāpopototanga matua

Executive summary

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

3. On behalf of the developer and applicant, Tung Wei Ling / The One Flatbush Ltd, agent Dan Smyth of Civix Ltd has proposed the names presented below for consideration by the Local Board.

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

5. The proposed names for the new public and private roads at 241 Flat Bush School Road are:

Road 1:

· Rana Road (Applicant Preferred)

· Kuinga Road (Alternative 1)

· Kātua Road (Alternative 2)

COAL 4:

· Kiato Lane (Applicant Preferred)

· Papatahi Lane (Alternative 1)

· Kātua Lane (Alternative 2)

COAL 5:

· The One Lane (Applicant Preferred)

· Kuinga Lane (Alternative 1)

· Papatahi Lane (Alternative 2)

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) approves the following road names for the new public road and private roads created by way of subdivision at 241 Flat Bush School Road, Flat Bush, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90098996 and resource consent references BUN60378952 and SUB60378954);

i) Rana Road for the new public road – ROAD 1; and

ii) Kiato Lane for the new private road – COAL 4;

iii) The One Lane for the new private road – COAL 5.

b) approves the name Whakatupu Road for the length of public road to be extended at 241 Flat Bush School Road, Flat Bush, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90098996 and resource consent references BUN60378952 and SUB60378954).

Horopaki

Context

6. Resource consent reference BUN60378952 (subdivision reference number SUB60378954) was issued in November 2021 for the construction of 133 new residential freehold units, one public road and two commonly owned access lots (COALs).

7. Location and site plans of the development can be found in Attachments A and B. Whakatupu Road will also be extended along the southern boundary of the site to connect with the proposed new Road 1.

8. In accordance with the Standards, any road including private ways, 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.

9. Therefore, in this development, the two COALs and the public road require road names because they each serve more than five lots. This can be seen in Attachment B, where the COALs and public road that require a name are labelled.

Tātaritanga me ngā tohutohu

Analysis and advice

10. 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

11. 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.

12. Theme: Many existing roads in the area surrounding this development have Māori names such as ‘Te Kura Road’, ‘Whakatupu Road’, ‘Kitenga Road’ and ‘Repehina Road’ that recognise existing and historical characteristics or features of the local area. For this reason, the Applicant chose names to compliment this existing local theme, as detailed in the table below:

Proposed name	Meaning (as described by applicant)
ROAD 1 (PUBLIC ROAD)
Rana Road *(Applicant preferred)*	Māori word associated with farming (link to history of overall Flat Bush area).
Kuinga Road *(Alternative 1)*	Māori word associated with stream (link to stream running at the bottom of site along Whakatupu Road).
Kātua Road *(Alternative 2)*	Māori word (verb) to be full-grown (link to the density of the housing in the subdivision and overall growth in Flat Bush area).
COAL 4 (PRIVATE ROAD)
Kiato Lane *(Applicant preferred)*	Māori word associated with being tightly packed and compact (link to density of the housing in the subdivision and width of COAL).
Papatahi Lane *(Alternative 1)*	Māori word associated with being flat (link to shallow grade of the COAL).
Kātua Lane *(Alternative 2)*	Māori word (verb) to be full-grown (link to the density of the housing in the subdivision and overall growth in Flat Bush area).
COAL 5 (PRIVATE ROAD)
The One Lane *(Applicant preferred)*	Legacy name for the current owner / developer of the subdivision.
Kuinga Lane *(Alternative 1)*	Māori word associated with stream (link to stream running at the bottom of site along Whakatupu Road).
Papatahi Lane *(Alternative 2)*	Māori word associated with being flat (link to shallow grade of the COALs).

13. 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.

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

15. Road Type: ‘Road’, and ‘Lane’ are acceptable road types for the new public and private roads, suiting the form and layout of the road and COALs.

16. 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

17. 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

18. 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

19. 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

20. 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.

21. The applicant’s agent has confirmed they have consulted with Ngāti Tamaoho, who deferred to Ngai Tai Ki Tamaki in relation to the proposal. Ngai Tai Ki Tamaki was provided the suggested names and was invited to suggest alternatives, but no further responses, comments, or feedback were received.

22. This site is not listed as a site of significance to mana whenua and the Te Reo Māori names were provided to them for comment.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

27. Nick Williamson (Align Principal Consultant) is the report author, acting on behalf of Council.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Location Map for 241 Flat Bush School Road, Flat Bush	19
b ⇩	Site plan for 241 Flat Bush School Road, Flat Bush	21

Ngā kaihaina

Signatories

Author

Elizabeth Salter - Subdivision Technical Officer

Authorisers

David Snowdon - Team Leader Subdivision

Victoria Villaraza - Local Area Manager

Howick Local Board

18 July 2022

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

File No.: CP2022/09774

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 Quarter1 and Quarter 2 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 Howick 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% 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 2024 LTP, 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.

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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 1 and Quarter 2 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 FY23. This includes engagement and consultation aspects of the programme. Funding is provided in the 22/23 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 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 - GM Auckland Plan Strategy and Research

Louise Mason - General Manager Local Board Services

Victoria Villaraza - Local Area Manager

Howick Local Board

18 July 2022

Community-led management of Howick War Memorial Hall, 91 Picton Street

File No.: CP2022/10092

Te take mō te pūrongo

Purpose of the report

1. To approve a new community-led management approach for the Howick War Memorial Hall at 91 Picton Street.

Whakarāpopototanga matua

Executive summary

2. In October 2021, staff began an Expression of Interest (EOI) process to transfer management of the Howick War Memorial Hall at 91 Picton Street from Auckland Council to the community. Nine applications were received and following direction from the Howick Local Board, staff facilitated a series of workshops to see how all interested applicants could collaborate on a collective management approach for the building.

3. The workshops were constructive, as the applicants were able to build positive relationships and form a feasible approach for the building. The applicants decided that they preferred that one of them take over the management of the building while ensuring broad community access. They could not identify a preferred group, but the two favoured applicants were Howick Village Association Inc and Uxbridge Community Projects Inc.

4. Both Howick Village Association Inc and Uxbridge Community Projects Inc have good organisational and financial capabilities. Staff are confident that either option would enable broad community access to the facility. However, they present two different approaches to managing the building: Howick Village Association Inc propose to have an onsite presence and Uxbridge Community Projects Inc propose to manage the site remotely.

5. Howick Local Board invited all interested applicants to present their applications and answer questions from board members at the 30 June workshop. The purpose of this was to support the board members’ understanding of the applications and to support their decision making.

6. This workshop was useful in deepening the board members’ understanding of the applications. These presentations by the interested applicants have also helped to affirm the advice that staff have provided in this report.

7. Staff recommend the local board approve Howick Village Association Inc as the preferred applicant to manage and operate Howick War Memorial Hall under a Community Centre Management Agreement for the following reasons:

a) Many of the other applicants are confident in its abilities and commitment to collaborate with others

b) Its proposal is best placed to ensure the building becomes an activated community hub that is the heart of the community

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) Thank the EOI applicants for their time, interest, and commitment to the collaborative approach.

b) Approve a Community Centre Management Agreement as the preferred management option for the Howick War Memorial Hall going forward, as it facilitates the local board aspirations for a community hub model.

c) Approve Howick Village Association Incorporated as the preferred applicant to take over the management of the Howick War Memorial Hall, subject to finalisation of a satisfactory Community Centre Management Agreement.

d) Approve a maximum annual budget for the operation of the Howick War Memorial Hall under a Community Centre Management Agreement of $81,451.

e) Approve staff investigate the necessary improvements to make the building fit for purpose and present the board with recommendations on the required capex investment.

Horopaki

Context

8. In 2017, the local board commissioned a needs assessment for the Howick War Memorial Hall, which was being used as the Howick Information Service Centre at the time. The needs assessment found that the service was underutilised and not strongly aligned to Auckland Council or Howick Local Board outcomes.

9. In 2018, the board indicated a preference for an increased focus on the venue becoming a community hub with more active programming.

10. In May 2021, the Howick Local Board requested staff to commence an EOI process to transfer management of the building from council to community. The board approved an EOI process to gather community interest in managing the building either by “managing access to the venue through a contract for service” (specifically a Community Centre Management Agreement, i.e., a CCMA) or “delivering services through a community lease, as suited to the venue and location”.

11. Throughout the EOI process the Howick War Memorial Hall has been operating as a venue for hire.

12. The EOI closed on 5 October 2021 and nine applications were received. These were from:

· Howick Tourism Inc, trading as East Auckland Tourism

· Howick Village Association Incorporated

· Joint application of MECOSS, East Auckland Tourism and Citizens Advice Bureau

· Joint application of Pregnancy Barre, Birth Balance Connect and Drift Away Massage

· OneAfrica Charity

· Pakuranga Chinese Association

· The Uxbridge Community Projects Incorporated

· Manukau East Council of Social Services (MECOSS) individual application

· Matthew Brajkovich (The Hub or similar name).

13. Following an assessment of the applications, staff recommended that the local board approve Howick Village Association Inc for the management of the Howick War Memorial Hall as a community hub. At the December 2021 business meeting (Resolution HW/2021/200), the local board directed staff to:

a. Note the strength of response to the EOI process and thank all applicants for their interest and commitment to Howick

b. Approve officers to further discuss the possibility and willingness of the groups to work collectively with each other for the overall benefit of the Howick community

c. Request staff to enter discussions with the groups to develop a service approach that includes broad community access and report back to the board in February 2022.

14. Between January and March 2022, staff facilitated a series of workshops with the interested applicants to form a collaborative approach to the management of the Howick War Memorial Hall. A main focus of these workshops was to consider whether the interested applicants wished to form a new legal entity amongst them to manage the building as a collective.

15. The main outcome of these workshops was an agreement between the applicants that they preferred one of them to take over the management of the Howick War Memorial Hall, rather than forming a new legal entity together. They believed this would be the simplest and most effective way to manage the building. They also agreed that the new manager should ensure the other EOI applicants have access to the building as hirers.

16. Throughout the workshops, the applicants formed a clear collective vision for the future of the Howick War Memorial Hall which aligned with the local board’s aspiration that the building become a community hub with more active programming. The applicants agreed that the organisation that takes over management would be expected to uphold this approach while also satisfying the practical requirements of a good building manager, which were outlined in the original EOI.

17. The applicants were unable to form a consensus on who should take over management, but Howick Village Association Inc and Uxbridge Community Projects Inc were the two preferred candidates. The applicants were confident they would have access to the building with either Howick Village Association Inc or Uxbridge Community Projects Inc as managers.

18. At the 21 April 2022 business meeting, staff made a recommendation for the future community-led management of the Howick War Memorial. The Howick Local Board resolved to defer the decision pending a workshop with the prospective applicants (Resolution HW/2022/49).

19. On 30 June 2022, the interested applicants were given 10 minutes to present their proposal for managing the Howick War memorial, followed by 10 minutes for board member questions. The following applicants participated in this workshop:

· Howick Village Association

· MECOSS

· Mathew Brajkovich – “The Hub”

· Pakuranga Chinese Association

· Joint application of Pregnancy Barre, Birth Balance Connect and Drift Away Massage

· Uxbridge Community Projects Inc

The following applicants declined to participate and are not interested in pursuing their applications:

· East Auckland Tourism

· OneAfrica Charity

· Citizen’s Advice Bureau Pakuranga (applied under a joint application with East Auckland Tourism and MECOSS)

Tātaritanga me ngā tohutohu

Analysis and advice

20. Following the completion of the EOI process, the below management options are possible for the Howick War Memorial Hall moving forward:

	Option 1: Status quo	Option 2: Community lease	Option 3: Community Centre Management Agreement
Description	· The building continues to be managed as an Auckland Council venue for hire	· This would see one organisation using the space to deliver their service exclusively	· This would see a lead organisation activate the building with community activities and programming. This would also include making it available as a bookable space to a wide range of individuals and groups
Impacts	· This is a neutral option that ensures continuity of service · This would not achieve a community hub model	· Exclusive occupancy through a lease could mean the delivery of a narrow service · Does not ensure multiple groups have access to the building	· Supports open, non-exclusive community use · Clear expectations are set on the organisation to ensure broad community access · Performance is regularly monitored
Financial implications	· No funding would be required in this arrangement	· No funding would be required in this arrangement	· There is $81,451 of asset-based services funding attached to this building under a Community Centre Management Agreement

21. The original EOI invited groups to express an interest in managing and operating the Howick War Memorial Hall through either a contract for service (through a Community Centre management Agreement) or a community lease.

22. The original call for expressions of interest indicated that the local board preferred:

· an increased focus on the venue as a community hub with active programming

· a place that is warm, welcoming, safe, affordable and feels like the heart of the community.

23. A Community Centre Management Agreement would be the best way to ensure the building becomes an active community hub. Throughout the workshop process with the EOI applicants, the applicants expressed a preference for a Community Centre Management Agreement arrangement.

Selecting a preferred applicant

24. Below is a table summarising the two preferred applicants’ proposals for the building:

Uxbridge Community Projects Inc

Howick Village Association Inc

· Proposes to manage the facility remotely, offering swipe access to users

· Proposes to potentially offer other applicants office space at Uxbridge Arts & Culture to keep the Howick War Memorial Hall free for hirers

· Although Uxbridge is an arts and culture centre, they propose to make the building available to a broad range of community activities under their Uxbridge Community Projects arm

· Proposes to employ a facility manager who would be onsite and responsible for activation

· Proposes to offer office space to other applicants who need it, depending on availability of space

· Although Howick Village Association Inc is a business association, they propose to activate the building with a broad range of community activities

25. Below is a summary of the two organisations against the original EOI assessment criteria:

Assessment criteria	The Uxbridge Community Projects Inc	Howick Village Association Inc
Strategic alignment	✓ ✓	✓ ✓✓
Wider community benefit	✓ ✓	✓ ✓
Financial capability	✓ ✓	✓ ✓✓
Collaboration	✓ ✓	✓ ✓
Organisational capability	✓ ✓	✓ ✓✓
Service model	✓ ✓✓	✓ ✓✓
Benefit to Māori	✓ ✓	✓

Key:

✓ ✓✓ = Strong: Strong or excellent evidence of alignment with the criteria

✓ ✓ = Good: Good evidence of alignment with the criteria

✓ = Adequate: Some evidence of alignment with the criteria

. = Inadequate: Little or no evidence of alignment with the criteria

26. Both Howick Village Association Inc and Uxbridge Community Projects Inc present strong applications. The local board can be confident that either applicant will have good financial and organisational capability to manage the Howick War Memorial Hall. Both applicants are equally popular with the other EOI applicants, and both have committed to collaborating with other groups if they were to become managers.

27. However, Howick Village Association Inc’s proposal is more aligned with the local board preferences for a community hub with active programming, due to the following factors:

· They propose to employ an onsite facility manager who would be responsible for activating the community hub

· They propose to offer office space to other interested EOI applicants, which would mean more people would be onsite and presents the opportunity for organisations to organically collaborate

· They have been activating the building already through their weekly markets, so they have familiarity with the building and insight into its potential.

28. Staff recommend the local board approve Howick Village Association Inc to manage and operate the Howick War Memorial Hall through a Community Centre Management Agreement.

Making the building fit for purpose

29. The Howick War Memorial Hall has historically been operating as an information service and more recently as an Auckland Council venue for hire. The building is tired and needs some improvements to make it fit for purpose as a community hub. Staff will present the local board with further advice on what investment is required.

30. The Howick War Memorial Hall has recently been known under its informal name as the Howick Information Service Centre. The building’s official name remains as the Howick War Memorial Hall so no resolution is required to reinstate the name. However, signage around the building will need to be updated to reflect the official name and staff will come back to the local board about this as part of the advice on required investment on making the building fit for purpose.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change.

32. Council is currently piloting a community-led sustainability framework. The group who takes over management of the Howick War Memorial Hall will be able to connect with this work and apply it to their operations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. The Connected Communities department is responsible for the ongoing management and oversight of services from this venue. If a new group takes over management of the building under a Community Centre Management Agreement, the relationship with that group will stay with Connected Communities.

34. If a community lease is found to be the best outcome, management of this relationship will transfer to the Community Facilities Department.

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

Local impacts and local board views

35. In October 2021, staff workshopped the nine applications with the local board, following the closing of the EOI.

36. In March 2022, staff updated the local board on the outcome of the workshops process with the EOI applicants. On these occasions, the local board reaffirmed the importance of ensuring the facility remains broadly accessible to the local community.

Tauākī whakaaweawe Māori

Māori impact statement

37. The future of the Howick War Memorial Hall as a community hub will enable locally responsive activities, promoting participation, inclusion, and connection for all Aucklanders, including Māori.

38. A Community Centre Management Agreement includes key performance indicators (KPIs), these would have a requirement that the successful applicant engage with Māori, and where appropriate support the delivery of programmes that local iwi may wish to run in the facility.

Ngā ritenga ā-pūtea

Financial implicationshttps://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/financial-implications-reports.aspx

39. There is $81,451 per annum allocated to support managing access to the venue through a contract for service. The allocation of funding within this amount to the Howick War Memorial Hall will ensure the new group will be funded for success to activate the building as a community hub.

40. Staff will investigate the investment required to lift the building capacity, fit out the building, and update the signage and return to the local board with advice of capex investment.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigationshttps://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/risks-mitigations-reports.aspx

41. Taking on the management of a community facility during a pandemic could have risks in relation to vaccination mandates for the operator. Early in the discussion, staff will inform the preferred applicant of the proposed vaccination policy and other COVID-19 approaches.

42. The Building Warrant of Fitness currently has a maximum capacity of 15 persons. Staff are currently investigating what interventions are necessary to raise the occupancy level and intend to make the necessary interventions before transferring management.

43. The first 18 months of transferring a council building to a new group can be complex and the establishment of a new hub can take some time. Staff will maintain a close relationship and provide support to the new group over this period.

Ngā koringa ā-muri

Next steps

When

Action

July 2022

· Engage in negotiations with the preferred applicant to take on the management of access and activation of the Howick War Memorial Hall

· Feedback to unsuccessful applicants

· Investigate necessary interventions to make the building fit for purpose and update the local board.

August 2022

· Work with Community Facilities to ensure the building is fit for purpose as a community hub

· Begin to transfer the Howick War Memorial Hall from council to the new manager

· Support the new manager in their set up and establishment phase, to ensure smooth handover and a successful reopening.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Julia Craig - Place & Partner Specialist

Authorisers

Kevin Marriott - Manager Community Facilities

Mirla Edmundson - General Manager Connected Communities

Victoria Villaraza - Local Area Manager

No.	Title	Page
a ⇩	18 July 2022 - Howick Local Board - 16 June 2022 Record of Workshop	43
b ⇩	18 July 2022 - Howick Local Board - 23 June 2022 Record of Workshop	45
c ⇩	18 July 2022 - Howick Local Board - 30 June 2022 Record of Workshop	47
d ⇩	18 July 2022 - Howick Local Board - 7 July 2022 Record of Workshop	49

No.	Title	Page
a ⇩	18 July 2022 - Howick Local Board - Governance Forward Work Calendar	53

[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	Adele White
Deputy Chairperson	John Spiller
Members	Katrina Bungard
	Bo Burns
	David Collings
	Bruce Kendall
	Mike Turinsky
	Bob Wichman
	Peter Young, JP

Author	Matt Fletcher - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager