I hereby give notice that an ordinary meeting
of the Parks, Arts, Community and Events Committee will be held on:
|
Date:
Time:
Meeting Room:
Venue:
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Thursday, 11
August 2022
10.00am
Reception
Lounge
Auckland Town Hall
301-305 Queen Street
Auckland
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Kōmiti Whakarite
Pārae, Mahi Toi, Hapori,
Kaupapa /
Parks, Arts, Community and Events
Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr Alf Filipaina, MNZM
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Deputy Chairperson
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Cr Dr Cathy Casey
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Members
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Cr Josephine Bartley
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IMSB Member Tony Kake, MNZM
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Deputy Mayor Cr Bill Cashmore
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Cr Tracy Mulholland
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Cr Fa’anana Efeso Collins
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Cr Daniel Newman, JP
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Cr Pippa Coom
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Cr Greg Sayers
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Cr Linda Cooper, JP
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Cr Desley Simpson, JP
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Cr Angela Dalton
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Cr Sharon Stewart, QSM
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Cr Chris Darby
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Cr Wayne Walker
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Cr Christine Fletcher, QSO
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Cr John Watson
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Mayor Hon Phil Goff, CNZM, JP
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IMSB Member Glenn Wilcox
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Cr Shane Henderson
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Cr Paul Young
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Cr Richard Hills
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(Quorum 11 members)
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Maea Petherick
Kaitohutohu Mana Whakahaere Matua /
Senior Governance Advisor
8 August 2022
Contact Telephone: (09) 890 8136
Email: maea.petherick@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Terms of Reference
Responsibilities
This committee deals with the development and monitoring of
strategy, policy and action plans associated with community, social and
cultural activities. The committee will establish an annual work programme outlining
key focus areas in line with its key responsibilities, which include:
·
The Southern Initiative and The Western Initiative
·
sports and recreation, including parks and reserves
·
community facilities and community services
·
acquisition of property relating to the committee’s
responsibilities and in accordance with the LTP
·
grants for regional events, arts and cultural and heritage
organisations, indoor sports and leisure and for the regional community
development programme
·
economic development
·
arts and culture
·
community safety
·
community engagement
·
community development
·
homelessness
·
working with the six demographic advisory panels to give
visibility to the issues important to their communities and help effect change
·
working with the Auckland Domain Committee to give visibility to
the issues important to the Domain and to help effect change.
Powers
(i) All
powers necessary to perform the committee’s responsibilities, including:
(a) approval of a
submission to an external body
(b) establishment
of working parties or steering groups.
(ii) The
committee has the powers to perform the responsibilities of another committee,
where it is necessary to make a decision prior to the next meeting of that
other committee.
(iii) If
a policy or project relates primarily to the responsibilities of the Parks,
Arts, Community and Events Committee, but aspects require additional decisions
by the Planning Committee and/or the Environment and Climate Change Committee,
then the Parks, Arts, Community and Events Committee has the powers to make
associated decisions on behalf of those other committee(s). For the avoidance
of doubt, this means that matters do not need to be taken to more than one of
these committees for decisions.
(iv) The
committee does not have:
(a) the
power to establish subcommittees
(b) powers
that the Governing Body cannot delegate or has retained to itself (section 2).
Code of conduct
For information relating to Auckland
Council’s elected members code of conduct, please refer to this link on
the Auckland Council website - https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/elected-members-remuneration-declarations-interest/Pages/elected-members-code-conduct.aspx
Exclusion of the
public – who needs to leave the meeting
Members of the public
All members of the public must leave the
meeting when the public are excluded unless a resolution is passed permitting a
person to remain because their knowledge will assist the meeting.
Those who are not members of the public
General principles
·
Access to confidential information is managed on a “need to
know” basis where access to the information is required in order for a person
to perform their role.
·
Those who are not members of the meeting (see list below) must
leave unless it is necessary for them to remain and hear the debate in order to
perform their role.
·
Those who need to be present for one confidential item can remain
only for that item and must leave the room for any other confidential items.
·
In any case of doubt, the ruling of the chairperson is final.
Members of the meeting
·
The members of the meeting remain (all Governing Body members if
the meeting is a Governing Body meeting; all members of the committee if the
meeting is a committee meeting).
·
However, standing orders require that a councillor who has a
pecuniary conflict of interest leave the room.
·
All councillors have the right to attend any meeting of a committee
and councillors who are not members of a committee may remain, subject to any
limitations in standing orders.
Independent Māori Statutory Board
·
Members of the Independent Māori
Statutory Board who are appointed members of the committee remain.
·
Independent Māori Statutory Board
members and staff remain if this is necessary in order for them to perform
their role.
Staff
·
All staff supporting the meeting (administrative, senior
management) remain.
·
Other staff who need to because of their role may remain.
Local Board members
·
Local Board members who need to hear the matter being discussed
in order to perform their role may remain. This will usually be if the
matter affects, or is relevant to, a particular Local Board area.
Council Controlled Organisations
·
Representatives of a Council Controlled Organisation can remain
only if required to for discussion of a matter relevant to the Council Controlled
Organisation.
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Parks, Arts,
Community and Events Committee
11 August 2022
|
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ITEM TABLE
OF CONTENTS PAGE
1 Apologies 7
2 Declaration of
Interest 7
3 Confirmation of
Minutes 7
4 Petitions 7
5 Public Input 7
5.1 Public Input: Jennah Wootten Chief
Executive of Aktive 7
6 Local Board
Input 8
6.1 Local Board Input: Ōtara-Papatoetoe
Local Board - Reserve Revocation of 11R Birmingham Road, Ōtara 8
6.2 Local Board Input: Albert-Eden Local Board
- Community Facilities Network Action Plan 9
6.3 Local Board Input: Upper Harbour Local
Board, Hobsonville Point - Proposed Jetty and Pontoon at The Landing 9
7 Extraordinary
Business 10
8 Summary of
Parks, Arts, Community and Events Committee Information - updates, memos and
briefings - 11 August 2022 11
9 Regional Event
Fund Grants Allocation 2022/2023 Round 1 29
10 Ngā Hapori Momoho | Thriving
Communities Strategy Implementation Plan 2022 - 2025 107
11 Scope to refresh and
consolidate Auckland Councils open space policy framework 143
12 Community Facilities
Network Plan revised Action Plan (2022) 169
13 Vesting of jetty and
pontoon to Auckland Council at The Landing, Hobsonville Point 233
14 Reserve Revocation for 67
East Street and Adj. 995 Paerata Road, Pukekohe 247
15 Reserve revocation
recommendations in West, South and North Auckland 263
16 Investment in Tāmaki
Makaurau’s sport sector 323
17 Consideration of
Extraordinary Items
At the close of
the agenda no apologies had been received.
2 Declaration
of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
3 Confirmation
of Minutes
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That the Parks, Arts, Community and Events Committee:
a)
confirm the ordinary minutes of its meeting,
held on Thursday, 9 June 2022 and the extraordinary
minutes of its meeting, held on Thursday, 7 July 2022, including the
confidential section, as a true and correct record.
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4 Petitions
At the close of
the agenda no requests to present petitions had been received.
5 Public
Input
Standing Order
7.7 provides for Public Input. Applications to speak must be made to the
Governance Advisor, in writing, no later than one (1) clear working day
prior to the meeting and must include the subject matter. The meeting
Chairperson has the discretion to decline any application that does not meet
the requirements of Standing Orders. A maximum of thirty (30) minutes
is allocated to the period for public input with five (5) minutes
speaking time for each speaker.
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5.1 Public
Input: Jennah Wootten Chief Executive of Aktive
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Te take mō te pūrongo
Purpose
of the report
1. Aktive
Chief Executive, Jennah Wootten will address the Parks, Arts, Community and
Events Committee regarding Aktive and Tāmaki Makaurau’s sport
sector.
Whakarāpopototanga matua
Executive
summary
2. This
input relates to a report titled “Investment in Tāmaki
Makaurau’s sport sector” an item for consideration later in
the agenda.
|
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Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) whiwhi
/ receive the input from Aktive regarding the Investment in
Tāmaki Makaurau’
sport sector and whakamihi / thank Chief Executive Jennah Wootton for
attending.
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6 Local
Board Input
Standing Order
6.2 provides for Local Board Input. The Chairperson (or nominee of that
Chairperson) is entitled to speak for up to five (5) minutes during this
time. The Chairperson of the Local Board (or nominee of that Chairperson)
shall wherever practical, give one (1) day’s notice of their wish
to speak. The meeting Chairperson has the discretion to decline any
application that does not meet the requirements of Standing Orders.
This right is
in addition to the right under Standing Order 6.1 to speak to matters on the
agenda.
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6.1 Local
Board Input: Ōtara-Papatoetoe Local Board - Reserve Revocation of 11R
Birmingham Road, Ōtara
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Te take mō te pūrongo
Purpose
of the report
1. Ōtara-Papatoetoe Local Board Chair, Apulu Reece Autagavaia
will address the Parks, Arts, Community and Events Committee regarding the
reserve revocation of 11R Birmingham Road, Ōtara.
Whakarāpopototanga matua
Executive
summary
2. This
input relates to a report titled “Reserve Revocations West, South
and North Auckland”, an item for consideration later in the agenda.
3. Ōtara-Papatoetoe Local Board report and the resolutions from
Tuesday, 15 March 2022 are provided as Attachment A and Attachment B.
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Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) whiwhi / receive the Ōtara-Papatoetoe
Local Board input regarding 11R Birmingham Road, Ōtara
and whakamihi / thank Ōtara-Papatoetoe Local Board
Chair, Apulu Reece Autagavaia for attending
today’s meeting.
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Attachments
a Report - Ōtara-Papatoetoe Local Board -
Reserve Revocation of 11R Birmingham Road, Ōtara........................................ 357
b Resolutions - Ōtara-Papatoetoe Local
Board - Reserve Revocation of 11R Birmingham Road, Ōtara................... 363
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6.2 Local
Board Input: Albert-Eden Local Board - Community Facilities Network Action
Plan
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Te take mō te pūrongo
Purpose
of the report
1. Albert-Eden
Local Board Chair, Margi Watson will address the Parks, Arts, Community and
Events Committee regarding the Community Facilities Network Action Plan.
Whakarāpopototanga
matua
Executive
summary
2. This
input relates to a report titled “Community Facilities Network Plan
and Action Plan” an item for consideration later in the agenda.
3. The
Albert-Eden Local Board resolutions from Thursday, 21 June 2022 are provided
as Attachment A.
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|
Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) whiwhi / receive the Albert-Eden Local
Board input regarding Community Facilities Network Plan and Action
Plan report and whakamihi / thank the Albert-Eden Local
Board Chair, Margi Watson for attending the meeting.
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Attachments
a Resolutions - Albert-Eden Local Board,
Community Facilities Network Action Plan.................................................................................................... 365
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6.3 Local
Board Input: Upper Harbour Local Board, Hobsonville Point - Proposed Jetty
and Pontoon at The Landing
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Te take mō te pūrongo
Purpose
of the report
1. Upper
Harbour Local Board Chair, Lisa Whyte will address the Parks, Arts, Community
and Events Committee regarding the Hobsonville Point - Proposed Jetty and
Pontoon at The Landing.
Whakarāpopototanga
matua
Executive
summary
2. This
input relates to a report titled “Vesting of Jetty and Pontoon to
Auckland Council at The Landing Hobsonville an item for consideration
later in the agenda.
3. The
Upper Harbour Local Board report and resolutions from Thursday, 7 July 2022
are provided as Attachment A and Attachment B.
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Ngā tūtohunga
Recommendation/s
That the Parks, Arts,
Community and Events Committee:
a) whiwhi / receive the Upper Harbour Local
Board input regarding Vesting of Jetty and Pontoon to Auckland Council
at The Landing Hobsonville and whakamihi / thank the Upper
Harbour Local Board Chair, Lisa Whyte for
attending the Parks, Arts, Community and Events Committee meeting.
|
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Attachments
a Report - Upper Harbour Local Board,
Hobsonville Point - Proposed Jetty and Pontoon at The Landing..................... 367
b Resolutions - Upper Harbour Local Board, Hobsonville
Point - Proposed Jetty and Pontoon at The Landing..... 397
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7 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.”
|
Parks, Arts,
Community and Events Committee
11 August
2022
|
|
Summary
of Parks, Arts, Community and Events Committee Information - updates, memos and
briefings - 11 August 2022
File No.: CP2022/08576
Te take mō te
pūrongo
Purpose of the report
1. To
tuhi / note the progress on the forward work programme appended as Attachment
A.
2. To
whakarato / provide a public record of memos, workshops
or briefing papers that have been distributed for the Parks, Arts, Community
and Events Committee’s information since 9 June 2022.
Whakarāpopototanga matua
Executive summary
3. This
is a regular information-only report which aims to provide public visibility of
information circulated to committee members via memo or other means, where no
decisions are required.
4. The
following papers/memos were circulated to members:
|
Date
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Subject
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14 June 2022
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Update on the Library Lost
Books Amnesty Campaign
|
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2 August 2022
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EMAIL
– Submission on the Smokefree Environments and Regulated Products (Smoked Tobacco)
Amendment Bill
|
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3 August 2022
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CONFIDENTIAL Memo: Reserve
Revocation decisions (no attachment)
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4 August 2022
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Auckland Citizens Advice
Bureaux – Cash Reserves Policy
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5. The
following workshops/briefings have taken place:
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Date
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Subject
|
|
22 June 2022
|
Aktive and the Auckland
Regional Sports Trusts: Investment in Tāmaki Makaurau’s Sport
Sector
|
6. These
documents can be found on the Auckland Council website, at the following link: http://infocouncil.aucklandcouncil.govt.nz
· at
the top of the left page, select meeting “Park, Arts, Community and
Events Committee” from the drop-down tab and click ‘view’;
· under
‘attachments’, select either the HTML or PDF version of the
document entitled ‘extra attachments’.
7. Note
that, unlike an agenda report, staff will not be present to answer
questions about the items referred to in this summary. Committee
members should direct any questions to the authors.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) tuhi /
note the progress on the forward work programme appended as Attachment A of the
agenda report
b) tūtohi / receive the summary of Parks, Arts, Community and
Events Committee Information memoranda, workshops and briefings – 9 June
2022
Ngā tāpirihanga
Attachments
|
No.
|
Title
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Page
|
|
a⇩
|
Forward Work Programme
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13
|
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b⇨
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MEMO: Update on the Library Lost Books Amnesty
Campaign (Under Separate Cover)
|
|
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c
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EMAIL - Submission on the Smokefree Environments and
Regulated Products (Smoked Tobacco) Amendment Bill (Under Separate Cover)
|
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d⇨
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MEMO: Auckland Citizens Advice Bureaux - Cash Reserves
Policy (Under Separate Cover)
|
|
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e⇨
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WORKSHOP: Aktive and the Auckland Regional Sports
Trusts: Investment in Tāmaki Makaurau’s Sport Sector (Under
Separate Cover)
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Ngā kaihaina
Signatories
|
Author
|
Maea Petherick - Kaitohutohu Mana Whakahaere Matua /
Senior Governance Advisor
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Authoriser
|
Claudia Wyss - Director Customer and Community
Services
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Parks, Arts,
Community and Events Committee
11 August 2022
|
|
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Kōmiti Whakarite Parae, Mahi Toi, Hapori, Kaupapa / Parks,
Arts, Community and Events Committee
Forward Work Programme 2022
This committee deals with the
development and monitoring of strategic policies and action plans associated
with regional parks, libraries, arts, communities and events.
The full terms of reference can be found
here: Auckland Council Governing Body Terms of
Reference
This committee meets bi-monthly
commencing in February 2020
|
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Area of
work and Lead Department
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Reason for work
|
Committee role
(decision and/or direction)
|
Expected timeframes
Highlight the month(s) this is expected
to come to committee in 2022
|
|
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Feb
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No meeting
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Apr
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No meeting
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Jun
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No meeting
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Aug
|
Sept
|
|
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Social, Community, Cultural Services and
Infrastructure
|
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The Demographic Advisory Panels
Democracy and Engagement
|
The six demographic panels will engage and report to
committee on a regular basis
Demographic advisory panels' achievements in the
2019-2022 term Sept 2022
|
Decision: Demographic advisory panels'
achievements in the 2019-2022 term
Co-chairs to present where possible
Progress
to date:
Demographic
Advisory Panels work programme
13 May 2021
Link
to decision
|
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Golf Investment Plan
Community and Social Policy
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Council’s strategic approach to outcomes, priorities
and investment in golf.
Draft plan for public and local board feedback during
March-May 2022.
|
Decision: agree preferred approach and
key moves
Progress
to date:
Draft
plan for public and local board feedback during March-May 2022.
|
|
|
|
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September
|
|
|
|
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Community Facilities: Tree
Management Protocols – Tree Risk
Community Facilities
|
Report sets out specific practices and processes used
by Community Facilities to manage risks from tree failures
|
Inform: How risk is managed across the tree portfolio
and demonstrate alignment with relevant legislation and best practice
Update via memo
|
|
|
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|
Māori Outcomes Framework
Nga Matarae
|
Development of the Māori Outcomes Framework to
guide council’s evolved approach to achieving outcomes for Māori
|
Decision: July report on the final Measures for
Kia Ora Tāmaki Makaurau – a Māori performance measurement
framework
Progress
to date:
Māori outcomes framework – Kia ora
Tāmaki Makaurau 20 August 2020
link to decision
Seek approval of Kia Ora Tāmaki Makaurau –
Māori outcomes performance measurement framework
8 July 2021
link to decision
present
the annual Auckland Council Group Māori
Outcomes Report: Te Pūrongo a Te Kaunihera o Tāmaki Makaurau
Ngā Huanga Māori 2020-2021.
11 November 2021
link to decision
To provide an update on the first six
months of implementation of Kia Ora Tāmaki Makaurau – Māori
Outcomes Performance Measurement Framework and next steps identified in the
implementation.
7 April 2022
link to decision
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ü
|
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|
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|
|
|
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Regional Parks Management Plan Review
Regional Service and Strategy
Planning, Investment and Partnerships
|
Statutory review of the omnibus regional parks’
management plan
|
Decision: approve the Regional Parks Management
Plan
Progress to date:
Public notification of discussion
paper for consultation 20 August 2020
link to decision
Information Memorandum – Regional Parks Management
Plan 15 October 2020
link to memo
Information Memorandum – Regional Parks Management
Plan 11 March 2021
link to memo
Approve public notification of the draft Regional Parks
Management Plan 2 December 2021
link to decision
|
|
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|
|
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|
|
|
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Te Kete Rukuruku site
selection - Māori Naming of Regional Parks
Regional Service and Strategy
Planning, Investment and Partnerships
|
Māori naming of regional parks using Te Kete
Rukuruku (TKR) process, a Māori naming and storytelling programme.
memo update will be provided to PACE with an estimated
timeline for delivery of the names.
update via memo
|
Progress to date
confirm the scope, considerations and
recommendations for Māori naming of regional parks
confirm the intention to invite mana
whenua to provide Māori names as dual names for six regional parks and a
sole Māori name for Ōmana Regional Park
11 November 2021
link to decision
|
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|
|
|
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|
Community Facilities Network Plan and Action Plan
Regional Service and Strategy
Planning, Investment and Partnerships
|
Community Facilities Network Plan Action Plan is
reviewed and updated every 3 years
|
Decision: approve revised
Community Facilities Network Plan Action Plan
Progress to date
report progress on implementation of the
Community Facilities Network Plan Action Plan (2019).
15 October 2020
link to decision
Report progress on implementation of the
Community Facilities Network Plan Action Plan (2019)
11 November 2021
link to decision
|
|
|
|
|
|
|
|
|
|
|
|
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|
Future management of motorised vehicles driving on
Muriwai Beach
Parks, Sports and Recreation
|
To provide an update on management of motorised
vehicles driving on Muriwai Beach
Update / next steps
|
Decision:
Progress to date:
Approve the implementation measures and control motorised
vehicles accessing Muriwai Beach
9 September 2021
link to decision
To approve community engagement, outside of the annual
budget process, on a fee-based permit for access to Te Oneone Rangatira /
Muriwai Beach via Coast Road.
To approve continued seasonal closures of vehicle access
to Te Oneone Rangatira / Muriwai Beach.
To provide an update of outcomes of management measures
implemented over the 2021/2022 summer period. 9 June 2022
link to decision
|
|
|
|
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ü
|
|
|
|
|
|
|
|
Reserve
revocation part 27 George Street, Papatoetoe
Eke Panuku
|
Reserve revocation required to contribute to asset
recycling target and development outcomes.
|
Decision: Approve the recommendation of the
revocation of reserve status to Department of Conservation. The Finance
and Performance Committee approved commencement of reserve revocation process
on 21 October
Progress to date:
|
|
|
|
|
|
|
|
|
|
|
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|
Mobile & access
Services Review
Connected Communities
|
Update and endorsement of the new
approach for the Mobile and Access service as part of Auckland Libraries
Service offering
No decision
required – update via memo and media release
|
Decision: endorsement of approach and
potential changes to service will be required once review is completed and
recommendations decided.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Citizens Advice bureaux
Update
Connected Communities
|
To provide the committee with an update on the implementation
of the regional network service provision framework
No decision
required – update via memo and media release
|
Information and insights update. No decision required
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Welcoming Communities Accreditation
Connected Communities
|
Update on the “Welcoming Communities’
accreditation sought for Auckland Council
Memo - august
|
Information and direction only
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Events Work Programme FY22 23
Regional Service and Strategy
Planning, Investment & Partnerships
|
To present the regional events work programme for FY22
23
July 2021
The work programme will be provided as a memo.
|
Update: Regional Events Work Programme FY22 23
|
|
|
|
|
|
|
|
|
|
|
|
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|
Facility Partnerships Policy Implementation
Regional Service and Strategy
Planning, Investment & Partnerships
|
Update and approval of facility partnership
opportunities progressed through the application of the Facility Partnerships
Policy
(item will only be reported if there are partnership
opportunities to progress)
|
|
|
As required
|
|
|
|
|
Safe Communities
Connected Communities
|
In February 2019 the Community
Development and Safety Committee endorsed the draft application (COM/2019/2), and Auckland became and accredited Safe
Community in May 2019. This is now in operation through the Safety Collective
Tamaki Makaurau I Auckland of which Auckland Council is a member.
|
Decision: On strategic
direction. The committee will be asked to consider and endorse the work of
the Safety Collective since Safe Communities Accreditation was achieved in
mid-2019.
Consider: Committee-police
regular engagement via this committee.
Progress to date:
20 August 2020 deferred to October 2020
Information Memorandum: The Safety Collective
20 August 2020
link to memo
Public Input from the Safety Collective Tamaki Makaurau
15 October 2020
link to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Regional Funding and Grants
|
|
Regional Event Fund Grants Allocation
Regional Service and Strategy
Planning, Investment & Partnerships
|
Regional Events grants
Two grant allocation rounds per year enabling payments
in financial year quarters one and three
|
Decision: Funding allocations
for the regional event fund 2019/2020 round two and 2020/2021 round one for
approval.
Progress
to date:
Grant
allocations for 2019/2020 Regional Event Fund round two
13 February 2020
link
to decision
Report June 2020 –
deferred to August
Grant allocations for the 2020/2021 Regional Event Grant
Programme 20 August 2020
link to decision
Approve grant allocations for the 2021/2022 Regional
Events Grants Programme 9 September 2021
link to decision
Approve grant allocations for the 2021/2022 Regional
Event Grants Programme Round 2 10 February 2022
link to decision
|
|
ü
|
|
|
|
August
|
|
|
|
|
|
|
|
Regional Arts & Culture
Grants
Regional Service and Strategy
Planning, Investment & Partnerships
|
Regional Arts & Culture grants
2021/2022 Round 2 - April 2022
2022/2023 Round 1 - Sept 2022
2019/20 Round 2
2020/21 Round 1
Two rounds per year
|
Decision: Funding allocations
for the regional arts and culture fund 2021/2022
Round 2 April 2022 and 2022/2023 round one, 1 September 2022 for approval.
Progress to date:
2019/2020 Regional Arts and Culture grants programme 20
August 2020
link to decision
2020/2021 Regional Arts and Culture grants programme 10
December 2020
link
to decision
Information Memorandum – to provide and update on
the outcomes achieved by the Regional Arts and Culture grants programme
2019/2020 13 May 2021
link
to memo
Presentation: an overview on outcomes of funding received
through the Regional Arts and Culture grants programme round two 2019/2020 13
May 2021
link
to decision
2021/2022 Round 2 Regional Arts and Culture grants
programme 7 April 2022
link
to decision
|
|
|
|
ü
|
|
|
|
|
|
|
|
|
|
Regional Community Development Grants
Regional Service and Strategy
Planning, Investment & Partnerships
|
Regional Community Development grants
2019/2020 – one round per year
|
Decision: Funding allocations
for the regional community development 2022/2023 fund for approval.
Progress
to date:
Allocations for the Regional Community Development grants
2019/2020 13 February 2020
link to decision
Allocations
for the Regional Community Development grants 2020/2021 10 December 2020
link to decision
Approve allocations for the Regional Community
Development grants programme 2021/2022
11 November 2021
link to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Sport & Recreation Facility Investment Fund
Parks, Sports and Recreation
|
Purpose of the fund is the allocate $120 million over
ten years to support the development of regional and sub-regional sport and
recreation facilities across Auckland.
|
Decision: funding allocation approval for
2021/2022 and 2022/2023
Progress
to date:
allocate
the 2021/2022 Sport and Recreation Facility Investment Fund, project delivery
costs for the sports field investment programme, 2020/2021 Sport and
Recreation Facility Investment Fund 11 November 2021
link to decision
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Aktive and the Auckland Regional Sports Trusts
Parks, Sports and Recreation
|
Approval of $552,000 strategic partnership grant to
Aktive Auckland & Sport to deliver on agreed priority initiatives.
|
Decision:
allocation of strategic
partnership grant funding
Progress to date:
approve
an approach for investment for 2021/2022 of $552,00 allocated for sport and
recreation outcomes, budgeted for in the Long-term plan 2021-2031
8 July 2021
link to decision
|
|
|
|
|
|
August
|
|
|
|
|
|
|
|
Community Occupancy
Guidelines: Leases pricing structure
Community & Social Policy
|
As part of the programme of work to implement the
recommendations from the Community Occupancy Guidelines 2018 review
Updated via memo
|
Decision: approve next steps
Progress
to date:
seek approval to provide an in-depth
information report on domestic and international community lease rent pricing
options 10 February 2022
link to decision
|
|
ü
|
|
|
|
|
|
|
|
|
|
|
|
Ngā Hapori Momoho
-Thriving Communities Plan
Community & Social Policy
|
Implementing council approved improvements to the
Thriving Communities Strategy.
|
Direction: approve draft strategy in February
2022 and Implementation Plan August 2022
Progress
to date:
tango/adopt the Ngā Hapori
Momoho/Thriving Communities Strategy 2022-2032
10 February 2022
link to decision
|
|
ü
|
|
August
|
|
|
|
|
|
|
|
|
|
Connected Communities
|
|
Fines Free Removal &
Amnesty Campaign
Connected Communities
|
To provide an overview and impact of the removal of
library fines from overdue items at Auckland Libraries as part of the
Long-Term Plan adopted in June 2021
|
Information and insights
Update via a memo
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Libraries
Connected Communities
|
Work around the integration with customer services
|
Decision: on matters relating to regional
aspects of the proposed integration (local boards will decide on local
outcomes)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investment and Annual Plan
|
|
Community Facilities Network Plan priorities for
Regional Service and Strategy Planning,
Investment and Partnerships
|
Indicative business case for Albany Library
timing to be confirmed
|
Decision: on indicative business cases relating
to CFNP priorities.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Community Facilities Regional Work Programmes
Community Facilities
|
Update on proposed growth funding allocation for
2021-2022
|
Decision: on growth funding allocation
Progress
to date
approve the 2022-2025 Community Facilities Regional
Capital Work Programmes 7 July 2022 – link to decision
|
|
|
|
|
|
|
Extraordinary July
|
|
|
|
|
|
|
Strategic acquisition issues and opportunities
Community Facilities
|
Understanding current acquisition issues and options.
|
Inform:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Economic Development
|
|
Community and Social Innovation update
Community and Social Innovation
|
Provide an update on both The Southern Initiative and
The Western Initiative approach, priorities and achievements.
Update will be provided by memo.
|
Inform: Strategic direction regarding
both the Southern Initiative and the Western Initiative approach to
social and community innovation in South Auckland and West Auckland.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
OTHER
|
|
Convention on the Elimination of All Forms of
Discrimination against Women.
|
In early 2019, council affirmed its commitment to
advancing the goals of the Convention on the Elimination of all forms of Discrimination
against Women (CEDAW).
|
Inform:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Completed
|
Area of work
|
Committee role
(decision and/or direction)
|
Decision
|
|
|
Youth Centres Review
|
Decision: on review findings
|
council’s
support to youth centres and non-council youth services 11 June 2020 - link to decision
|
|
|
Public Art Policy
|
Decision: approval of work programme
|
To seek approval of the 2020/2021 Public Art Regional Work
Programme from the PACE (Parks, Arts, Community and Events)
Committee. 15 October 2020 - link
to decision
|
|
|
Citizens Advice Bureaux
Services
|
Decision: on review
|
Form Citizens Advice Bureaux
Service Framework Political Advisory Group 13 February 2020 - link to decision
Update about development of
the Citizens Advice Bureaux (CAB) regional service provision framework and CAB
insights report 15
October 2020 - link to decision
|
|
|
Community Access Scheme
|
Decision: approve the extension of the current
Community Access Scheme funding agreements for one year, from 1 July to 30
June 2021, while a review of the scheme continues.
|
Extension of the current
Community Access Scheme funding agreements for one year 20 August 2020
- link to decision
Approve repurposing the existing Community Access Scheme
to a contestable operational grant 10 December 2020 - link to decision
|
|
|
Investigation in North-west Community Provision
|
Decision: on investigation findings
|
Business case for a destination aquatic facility with
leisure components 10 December 2020 - link to decision
|
|
|
Community Facilities Network Plan Sub Action:
Central library strategic review
|
Decision: consider the strategic review and decide on
the direction of the plan, as well as receive the strategic review
|
Approval to develop a indicative
business case for the central library / Tāmaki Pātaka Kōreo 10
December 2020 - link to decision
|
|
|
Governance of Colin Dale Park
|
Decision: Agree whether or not Colin Dale Park should
be regionally governed.
|
Approve that the decision-making of the 44.3-hectare
motorsport precinct (SEC 1 SO 422986) at Colin Dale Park be allocated to the
governing body according with section 17(2) of the Local Government Auckland
Council Act and be added to Schedule 1 of the Auckland Council Long-term
Plan. 11 March 2021 - link to decision
|
|
|
Alcohol Strategy three yearly review
|
Decision: approve refreshed alcohol strategy
|
seek
approval to improve the Auckland council whānau approach to minimising
alcohol related harm in Auckland communities
13 May 2021 - Link to decision
|
|
|
Options to expand revenue streams for sport
facilities investment
|
Decision or Update Direction to expand revenue streams
to fund future sports facilities investment in the draft Sports Facilities
Investment Plan
|
referred this to the LTP/Annual
Plan process
|
|
|
Takaro – Investing in
play discussion document
|
Decision: consider and approve for public release -
timing to be confirmed
|
No approval to start
|
|
|
Auckland Paths
|
Inform: note progress (workshop or memo) - Timing to
be confirmed
|
No update / this work is on going
|
|
|
One Local Initiatives
|
Inform: update on progress and implementation
|
|
|
|
Investing in Aucklanders (Age Friendly City)
|
Direction: on the approach to a friendly, inclusive,
diverse city.
|
Incorporated into WHO Age
Friendly programme
|
|
|
Grant Policy Monitoring
|
Decision: on audit results
|
No
scope approved
|
|
|
Intercultural Cities Network
|
Decision: Consider and decide whether Auckland should
be a member of the network
|
No scope approved
|
|
|
Thriving Communities Plan
Refresh
|
Direction approve draft plan
for public consultation
|
Update elected members on key
findings from community engagement we have undertaken to inform the refresh
of the Thriving Communities Plan 8 July 2021 - link to memo
|
|
|
Fines and Charges
|
Decision: to move case forward for consideration
|
information Memorandum –
Proposal to remove Library Overdue Fines 11 March 2021 - link to memo
Information Memorandum –
Library Fines Removal Update 8 July 2021 - link to memo
|
|
|
Reserve revocation 34R
Blanes Road, Weymouth
Eke Panuku
|
Reserve revocation required to contribute to asset
recycling target and development outcomes.
|
Decision: Approve the
recommendation of the revocation of reserve status to Department of
Conservation
approval to commence the
reserve revocation process for 34R Blanes Road, Weymouth 8 July 2021 - link to decision
|
|
|
Regional Sport and Recreation Facilities
Operational Grant
|
Decision: Progress
/ Information
|
Allocate the 2021/2022, 2022/2023
and 2023/2024 Regional Sport and Recreation Facilities Operating Grant 8
July 2021 - link to decision
|
|
|
I am Auckland Implementation
and Evaluation Plan monitoring
|
Direction: approve three-year status review
|
provide
an update and start the three yearly review of child and youth activity
across the Auckland Council group, in accordance with the I Am
Auckland implementation plan and evaluation framework. 9
September 2021 - link to decision
|
|
|
Smokefree Update Report
|
Decision: approve priorities for 2021/2022
|
progress update on the implementation of Auahi Kore
Hapori Whānui as part of the Implementation Plan of the Council’s
Smokefree Policy 2017 – 2025 and seek approval of the 2021/22
priorities. 9 Sept 2021 - link to decision
|
|
|
Toi Whitiki
/ Arts and Culture Strategic Action Plan
Strategy?
|
Decision: approve current state review and agree next
steps
|
present the findings of a
current state analysis of Toi Whītiki, Auckland’s Arts and Culture
Strategic Plan and seek approval to the redevelopment of Toi Whītiki as
new collective impact framework for the creative sector 9 Sept 2021 – Link to decision
|
|
|
WHO Age Friendly City
|
Decision: on the Age-friendly plan to join the WHO
Age-Friendly Cities and Communities Network
|
adopt the Tāmaki Tauawhi
Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan 11
November 2021 - link to decision
|
|
|
Mt Albert Pool Indicative Business Case
|
Decision: approve preferred option
|
To consider an indicative business case for the
continued provision of aquatic services in the Albert-Eden Local Board area
11 November 2021 – link to decision
|
|
|
Implementation of
improvements resulting from the review of the Community Occupancy Guidelines
2012
|
Decision: current state review and agree next steps
|
provide an update on the implementation of the
recommendations from the Community Occupancy Guidelines 2012 review and seek
approval of implementation priorities. 11 November 2021 - link to decision
|
|
|
Homelessness
|
Decision: on council commitment and implementation
action.
Information Memorandum: Snapshot Homelessness
22 December 2021
|
Endorsement of the Kia Whai
Kāinga Tātou Katoa (Auckland’s regional cross-sectoral
homelessness plan) Strategic Framework
20 August 2020 - link to decision
Information Memorandum:
Update on COVID19 and post-COVID19 support for people who are homeless 20
August 2020 - link to memo
Information
Memorandum: A Night Shelter in Auckland 15 October 2020 - link to memo
Information
Memorandum: Snapshot Homelessness Statistics 13 May 2021 - link to memo
|
|
|
UNESCO Auckland City of Music Strategy
|
Update: forward direction and share outcomes from the
2017-2020 report
|
Update on the outcomes achieved under the UNESCO
Auckland City of Music designation between 2017-2021 10 February 2022 - link to decision
|
|
|
Sport and Recreation Strategic Action Plan and
Parks and Open Spaces Strategic Action Plan
|
Update:
implementation and progress update with the Parks and Open Spaces Strategic
Action Plan update
|
implementation update from Parks, Sport and Recreation
about the departments implementation of the Auckland Sport and Recreation
Strategic Action Plan (ASARSAP) and Parks and Open Spaces Strategic Action
Plan (POSSAP) 10 February 2022 - link to decision
|
|
|
Reserve revocation 9Z St
George Street, Papatoetoe
|
Decision: Approve the
recommendation of the revocation of reserve status to Department of
Conservation
|
Seek approval to submit a request to the Minister of
Conservation to uplift the reserve status of the property 10 February 2022 - link to decision
|
|
|
Tāmaki tauawhi kaumātua -
Age-friendly Tāmaki Makaurau / Auckland Action Plan
|
Decision: approve monitoring and evaluation plan
|
To adopt the Tāmaki
Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action
Plan.
Application to seek membership of
the WHO Network of Age-Friendly Cities and Communities has been lodged
11 November 2021 - link to decision
Memo to PACE committee - 16 March
2022 – Auckland confirmed as a member of the World Health Organisation
Network of Age-friendly Cities and Communities 7 April 2022 – link to memo
|
|
|
Consideration
of the designation status for Chelsea Estate Heritage Park
|
Decision: consider and
approve preferred park designation.
|
To consider a change in
designation of Chelsea Estate Heritage Park and surrounding reserves at the
request of the Kaipātiki Local Board 7 April
2022 - link to decision
|
|
|
Rescinding of 2012 resolution in reference to
Robinson Reserve
|
Decision: As landowner and successor to Regional
Development and Operations Committee
|
To rescind the Regional Development and
Operations Committee decision of 24 July 2012 (RDO/2012/152) to enter into a
land exchange with the Ministry of Education for part of Robinson Reserve at
50-54 Smallfield Avenue, Three Kings 7 April 2022 - link
to decision
|
|
|
Kia Whai Kainga Tatou Katoa-
Regional Cross Sector Homelessness Plan
|
Decision: receive progress report on
sector plan and agree council priorities (scope of update subject to
homelessness sector response to COVID).
|
Homelessness snapshot provided
in December 2021 10 February 2022 - link to memo.
To provide an update on the
council’s homelessness work programme, the nature and scale of
homelessness in Auckland and whakaae
/ approve implementation actions for
2022 / 2023 7 April 2022 - link to decision
|
|
|
Auckland Foundation
|
Update: Auckland Foundation funding
|
To approve an interim funding
agreement for Auckland Foundation to allow time for development of delivery
targets to support consideration of a further agreement 7 April 2022 - link to decision
|
|
|
Millwater and Silverdale
community needs investigation
Community and Social Policy
|
Gap analysis for community facilities to meet future
demand - action in the Community Facilities Network Plan Action Plan
|
To
tautoko / endorse the findings of the community provision investigation for
Millwater and Silverdale
7
April 2022 - link to decision
|
|
|
Monitoring
and scoping a review of Parks and Open Space Strategic Action Plan
Community and Social Policy
|
Timely to review open space, sport, and recreation
strategic documents.
|
Decision: approve the scope for the review of
our open space policy, sport and recreation framework.
approval to a report back on
options for the scope of a potential refresh of the wider open space policy
framework, including engagement with key stakeholders 10 February 2022 - link to decision
Report back
on scope options in June 2022. - Update will be provided through a memo
|
|
|
Green New
Deal
Community and
Social Innovation
|
A portfolio of economic stimulus missions targeting
south and west Auckland and Maori and Pasifika
Note: this report will only proceed if external
funding is received for the project
|
Decision:
execution proposal
Note: bid to central government for the Eco
Park was unsuccessful
|
|
|
Cultural Initiatives Fund /
Marae Programme
Māori Outcomes
|
Council partners with marae in a number of ways.
A large part of the marae programme across council is in two parts - the
Marae Infrastructure Programme, which seeks to deliver safe, healthy and warm
marae, and the Cultural Initiatives Fund, which is a contestable grant open
to marae and papakāinga. The interim guidelines for both
programmes have been adopted by PACE. Both are due for review.
|
Decision: adopt revised/updated
guidelines for Marae Infrastructure Programme and Cultural Initiatives
Fund. Confirm the grants to be made to marae and papakāinga
housing from the CIF contestable grant round for 2021/22
Marae Infrastructure Programme
– Interim Funding Guideline 13 February 2020 - link to decision
Cultural Initiatives Fund
grants for marae papakāinga/ Māori housing 2020/2021 20 August 2020
- link to decision
Revise out of date resolutions
in relation to the development of a marae on Te Atatū Peninsula 15
October 2020 - link to decision
To review and approve the
Cultural Initiatives Funding grant for marae development and
papakāinga/Maori housing for the 2021/2022 financial year 8 July 2021 - link to decision
To review and approve Cultural
Initiatives Funding grants for marae development and
papakāinga/Māori housing for the 2022/2023 financial year 9 June
2022 - link to decision
|
|
|
Dedication of service lane on Bute Road
Community
Facilities
|
Legalisation of service lane
|
Decision: Landowner approval
Deferred to new term 2022 -
2025
|
|
|
Regional Parks Management Plan Review
Regional Service and Strategy Planning,
Investment and Partnerships
|
Reserve Act Classification update for Regional
Parks
|
Decision: Reserves Act Classification
classify land held under the
Local Government Act 2002, classify land held under the Reserves Act 1977,
approve public notification where required
2 December 2021 - link to decision
To make a decision on the
reclassification of regional parks land under the Reserves Act 1977 9 June
2022 - link to decision
|
|
|
Fines Free Removal & Amnesty Campaign
Connected Communities
|
To provide an overview and impact of the removal of
library fines from overdue items at Auckland Libraries as part of the
Long-Term Plan adopted in June 2021
|
Information and insights
|
|
|
Arts, Culture and Heritage Work Programme FY23
Regional Service and Strategy Planning,
Investment and Partnerships
|
Arts, Culture and Heritage Work Programme FY23
|
Decision: approve Arts, Culture and Heritage
Work Programme
Seek approval of the 2021/2022
Arts and Culture Regional Work Programme 8 July 2021 - link to decision
To approve the 2022/2023 Arts,
Culture and Heritage Regional Work Programme. 9 June 2022 - link to decision
|
|
|
Consideration of the designation status for Ngaroto Lakes
Community and Social Policy
|
In response to a request as part of the review of the
regional parks management plan, to consider Ngaroto Lakes to be classified as
regional park and form part of Te Arai
|
Decision: consider and
approve preferred park designation
|
|
|
Graffiti Prevention Action Plan
Community Facilities
|
A regional, integrated approach to
preventing graffiti vandalism was confirmed through the 2012 Auckland
Graffiti Vandalism Prevention Plan.
This approach has been reviewed and was updated in 2019 by the
then Arts, Community and Events Department, in the context of a
refreshed approach to prevention and enforcement and an acknowledgment of the
significant success of the rapid removal methodology.
This item is
complete as the Auckland Graffiti Vandalism Prevention Plan 2020 has been
operational since January 2020
|
Decision: on the strategic direction
|
|
|
Regional Sport and Recreation grants programme
Parks, Sport and Recreation
|
Review of previous grants allocation and
recommendation for next round
|
Decision: funding allocation approval for
2022/2023
Allocate funding 2020/2021 and
approve funding 2021/2022 opening and closing dates and funding budget of
$508,000 20 August 2020 - link to decision
allocate funding 2021/2022 and
approve 2022/2023 opening and closing dates and funding budget of $508,000 8
July 2021 - link to decision
allocate funding from the
Regional Sport and Recreation Grants Programme 2022/2023.
Approve the Regional Sport and
Recreation Grants Programme 2023/2024 opening and closing dates and funding
budget of $508,000 9 June 2022 - link to decision
|
|
|
Toi Whitiki
Re-imagined and redevelopment
Community and Social Policy
|
As part of the approved next steps to redevelop Toi
Whitiki as collective impact framework
|
Decision: approve scope of redevelopment
Review of current state complete. Redevelopment
of Toi Whitiki approved in September 2021. Scoping of redevelopment with
sector underway.
To whakaae / approve the scope to reimagine Toi
Whītiki as an arts and culture sector strategy, developed by council in
collaboration with the creative community. 9 June 2022 - link to decision
|
|
|
Community Engagement
Democracy Services & Communication and Engagement
|
Community engagement, advance participatory democracy
|
Inform: progress and issues associated with
enhancing community engagement and participation (Significance and
Engagement Policy)
(workshop): Joint workshop with Finance and
Performance
|
|
|
Active Recreation Investment and Visitor Experience
Community and Social Policy
|
Councils strategic approach to outcome, priorities and
investment for active walking, cycling, waterways and visitor experience on
open space, parks, and regional parks
|
Decision: on scope and phasing
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
Regional Event Fund Grants Allocation
2022/2023 Round 1
File No.: CP2022/09961
Te
take mō te pūrongo
Purpose of the report
1. To
approve grant allocations for the 2022/2023 Regional Event Grants Programme
Round 1.
Whakarāpopototanga matua
Executive summary
2. The
2022/2023 Regional Event Grants Programme has a budget allocation of $600,000.
3. Applications
have been sought through a first funding round open during May and June 2022.
4. We
received 30 applications totalling $916,359 and assessed them using the
criteria in the Events Policy 2013.
5. Staff
recommend allocating grants to 22 of the applications totalling $325,000.
6. It
is proposed that a second grant funding round be scheduled with decisions in
February 2023 to distribute the remaining unallocated budget of $275,000.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) approve
the following funding allocations for the 2022/2023 Regional Events Grant
Programme Round 1:
|
Applicant
|
Event
|
Recommended
funding allocation
|
|
Auckland
Children's Christmas Parade Trust
|
Farmers Santa
Parade
|
17,000
|
|
Auckland
Region Outrigger Canoe Association Incorporated
|
Auckland
Regional Waka Ama Sprint Championships
|
10,000
|
|
Show Jumping
Waitemata
|
Show Jumping
Waitemata Festival
|
11,000
|
|
Auckland
Softball Association Inc.
|
Easter Classic
Softball Tournament
|
10,000
|
|
Auckland
Anniversary Regatta Incorporated
|
Auckland
Anniversary Day Regatta
|
17,000
|
|
Athletics
New Zealand (Incorporated)
|
2023 Sir Graeme
Douglas International
|
6,000
|
|
Crackerjack
Promotions Ltd trading as Crackerjack Events
|
Auckland
International Buskers Festival
|
40,000
|
|
Interacting
|
InterACT 2023!
|
16,000
|
|
Mahurangi
Action Incorporated
|
Mahurangi
Regatta
|
6,000
|
|
Burnett
Foundation Aotearoa (previously New Zealand AIDS Foundation)
|
Big Gay Out
2023
|
17,000
|
|
The
Preparatory Committee Of NZ Taiwan Day Trust
|
NZ Taiwan Day
2023
|
11,000
|
|
Dominion Rd
Business Association Inc
|
Dominion Road
Moon Festival 2023
|
11,000
|
|
Total Sport
|
The DUAL
|
8,000
|
|
Auckland
Pride Festival Inc
|
Auckland Pride
Month
|
27,000
|
|
Total Sport
|
Coastal
Challenge
|
8,000
|
|
Auckland
Region Outrigger Canoe Association Incorporated
|
Auckland
Secondary School Regatta
|
6,000
|
|
Waiheke
International Jazz Festival Limited
|
Waiheke Jazz
Festival 2023
|
8,000
|
|
Te Pou
Theatre
|
Te Pou Theatre
Grand Opening
|
8,000
|
|
Total Sport
|
XTERRA Auckland
Trail Run / Walk Series
|
8,000
|
|
Domain
Concerts Trust
|
Coca-Cola
Christmas in the Park
|
45,000
|
|
Westlake
Boys High School
|
Te Ahurea Tino
Rangatiratanga 2022
|
27,000
|
|
YMCA North
Incorporated
|
Walk the Line
2023
|
8,000
|
|
Total
|
|
$325,000
|
b) note
that a second funding round be scheduled with decisions in February 2023 to
consider distribution of the remaining unallocated budget balance of $275,000.
Horopaki
Context
7. The
2022/2023 budget includes an allocation of $600,000 for the contestable
regional event grants programme.
8. Applications
for a first funding round opened on 16 May 2022 and closed 1 July 2022.
9. Staff
received 30 applications (detailed in Attachment A) for this round totalling
$916,359. This compares with 42 applications for $1,059,596 in 2021/2022 Round
1. These numbers are not directly comparable due to disruptions through COVID
restrictions and uncertainty resulting in cancellation, rescheduling, and
postponement of a number of events.
10. Potential
impacts of COVID continue to be an issue for event organisers in terms of
availability of personnel, goods, and services, as well as the risk that
restrictions may be reimposed. Despite this, development of plans is resuming
for many events.
11. Events
deliver on a range of outcomes and benefit communities through building and
maintaining a sense of place and connection which is fundamental to wellbeing
and supports recovery. The return of regular annual events is also a sign
of positive change as communities return to a sense of normality and use events
to build resilience.
12. Maintaining
funding to events assists with the economic recovery of businesses in the
events and associated sectors, many of which have faced a significant downturn
in activity.
Tātaritanga me ngā
tohutohu
Analysis and advice
13. Staff
assessed each application against regional event funding criteria outlined in
the Events Policy 2013 (refer Attachment B).
14. Each
application has been assigned an overall score to inform recommendations (refer
to Attachment C).
15. The
assessment reflects how well the events align with the following criteria, with
percentages indicating the weighting applied to each area:
|
Criteria
|
Weighting (%)
|
|
Supports key
priorities
|
12
|
|
Delivers
desired impacts
|
12
|
|
Expands the
variety or range of events on offer
|
12
|
|
Level of
positive community benefits generated
|
12
|
|
Amount of
community support, involvement and/or active partnerships
|
12
|
|
How
effectively the event was run in the past or how well planned
|
12
|
|
Other
considerations as outlined in the policy
|
12
|
|
Alignment
with Māori priority
|
8
|
|
Alignment
with youth priority
|
8
|
|
TOTAL
|
100%
|
16. Staff also
considered additional factors such as the event budget, plans, organiser
experience, accessibility, previous event outcomes, and alignment with key
Auckland dates, such as Matariki or Auckland Anniversary weekend, to determine
the amount of funding recommended. Whether the applicant had received
significant funding from other areas of council for the same event was also
factored into the assessment process.
17. The events
recommended for funding:
· include
many that are free/low cost to attend,
· deliver
to a range of Auckland’s diverse communities
· are
distributed across the region
· support
a range of sporting, arts and cultural themes.
18. Of the 22
events recommended for funding, 10 are sports related and 12 relate to arts and
culture.
19. Chart 1 shows
the geographic spread of applications recommended for funding.
Chart 1: Regional distribution of events recommended for
funding
20. The
recommended funding allocations are based on the assessment scores against
policy criteria and consideration of the additional factors outlined in
paragraph 15.
Applications
recommended for funding
21. Staff
recommend 22 events to be approved for funding and eight to be declined.
22. Some
applications align with the criteria for event funding as well as other council
grant funds such as arts and culture and sport and recreation.
23. Staff
considered overlaps to ensure a coordinated approach is taken to the overall
provision of council funding to these events. In some situations, grants will
be provided from one grant fund, and in others, the total funding may be shared
between two or more grant funds.
24. In the case
of events grants to sporting events the focus is on audience interest and wider
social outcomes of the activity, for example social cohesion, identity, and
sense of belonging. This differs from other sports related grant programmes
which may be more focused towards encouraging participation in, or development
of, the sporting activity.
25. The
allocation proposed for the Farmers Santa Parade of $17,000 supplements
$47,542, which is a separate non-contestable budget for the event in the Long-term
Plan. The $17,000 grant recommendation is a 13% increase over the $15,000 paid
annually since the 2018/2019 year.
26. Table 1
outlines the events that are recommended to be approved, including funding
amount and their alignment with key priorities as outlined in the funding
criteria.
27. The
recommended funding amount is intended to contribute to the total event cost,
recognising that council is not the primary funding provider in most cases.
28. Funding
recommendations in this round have also considered increased service
requirements for events and recent inflationary impacts. Modest increases have
been provided for most events that have previously received funding and where
this has generally remained at the same level for several years. With a static
budget, the impact of this will be little opportunity to extend the range of
events funded.
Table 1: Events recommended for funding and strategic
alignment
|
Event
|
Alignment with key priorities
|
Requested funding
|
Recommended funding
|
|
Farmers Santa Parade
|
Christmas,
families and children
|
146,000
|
17,000
|
|
Auckland
Regional Waka Ama Sprint Championships
|
Māori,
Pasifika, youth, sport, celebration of
excellence
|
20,000
|
10,000
|
|
Show Jumping
Waitemata Festival
|
Sport,
celebration of excellence
|
15,000
|
11,000
|
|
Easter
Classic Softball Tournament
|
Sport,
youth
|
19,138
|
10,000
|
|
Auckland
Anniversary Day Regatta
|
Anniversary
weekend
|
20,000
|
17,000
|
|
2023 Sir
Graeme Douglas International
|
Sport,
celebration of excellence
|
10,000
|
6,000
|
|
Auckland
International Buskers Festival
|
Anniversary
weekend
|
40,000
|
40,000
|
|
InterACT
2023!
|
Youth,
Diverse Communities
|
25,000
|
16,000
|
|
Mahurangi
Regatta
|
Anniversary
weekend
|
6,000
|
6,000
|
|
Big Gay Out
2023
|
Diverse
Communities
|
20,000
|
17,000
|
|
NZ Taiwan
Day 2023
|
Cultural
festival
|
20,000
|
11,000
|
|
Dominion
Road Moon Festival 2023
|
Cultural
festival
|
50,000
|
11,000
|
|
The DUAL
|
Sport,
distinctive event
|
30,000
|
8,000
|
|
Auckland
Pride Month (Auckland Pride Festival Inc)
|
Diverse
Communities
|
50,000
|
27,000
|
|
Coastal
Challenge
|
Sport,
distinctive event
|
20,000
|
8,000
|
|
Auckland
Secondary School Regatta
|
Māori,
Pasifika, youth, sport, celebration of excellence
|
6,000
|
6,000
|
|
Waiheke Jazz
Festival 2023
|
Arts,
City of Music
|
15,000
|
8,000
|
|
Te Pou
Theatre Grand Opening
|
Arts,
Māori, families and children
|
39,340
|
8,000
|
|
XTERRA
Auckland Trail Run / Walk Series
|
Sport,
distinctive event
|
20,000
|
8,000
|
|
Coca-Cola
Christmas in the Park
|
Christmas,
families and children
|
75,000
|
45,000
|
|
Te Ahurea
Tino Rangatiratanga 2022
|
Māori,
youth, celebration of excellence
|
30,000
|
27,000
|
|
Walk the
Line 2023
|
Arts,
youth, celebration of excellence
|
12,000
|
8,000
|
|
Total
|
|
$688,478
|
$325,000
|
Applications
recommended for decline
29. The most
common reasons for declining applications are:
· the
activity is not within the scope of the grant programme
· the
activity is not considered to be of a regional scale
· the
activity does not align sufficiently with grant programme priorities
· similar
activities are already funded
30. In some
cases, an application may not meet the criteria but may offer potential for a
future successful application. Staff will offer to work with these applicants
to assist in presenting a more fully developed event concept plan that
demonstrates alignment with funding priorities.
31. Table 2 shows
the applications that staff recommend be declined, with the key reasons.
Table 2: Events recommended to be declined
|
Event
|
Reason for Decline
|
|
Generation Homes Ambury Farm Trail (Aramex Kiwi Walk & Run
Series)
|
Delivers
on similar outcomes to other funded walk/run events. Level of grants
budget does not support additional funding in this area.
|
|
Rodders Beach Festival
|
Low
level of alignment with funding priorities. (application in 2019/2020
previously declined)
|
|
Suffrage Day Breakfast
|
Local,
small scale event. Ticketed activity which covers costs, any grant
support would contribute to fundraising balance.
|
|
Celebrating Art in All Forms- Sculptureum 5th Anniversary
|
Activities
included in the application are primarily associated with ongoing commercial
activity - out of scope for regional event funding.
|
|
NZ House & Garden Tour 2023
|
Ticketed
event with significant entry fee and fund raising element.
|
|
Manioro
|
Small
scale event with more of a community development focus including speakers and
workshops.
|
|
Auckland Pride (Body Positive NZ Inc)
|
Grant
request is not for an event but for funding to enable t-shirts to be
distributed at Auckland Pride month events. Application not in scope.
|
|
Hunua Hillbilly
|
Ultramarathon.
Limited participant numbers and significant entry fee.
|
Event
Evaluation
32. Staff
evaluate the delivery of funded events through post event reports prepared by organisers,
information from the event facilitation/permitting team, attendance on the day,
media and online coverage of the event, along with attendee feedback, including
elected members.
33. Evaluation
assesses whether:
· the
event is delivered largely in the manner described in the funding application
· the
event is well supported and enjoyed by participants, audiences, and the wider
community; and
· the
event aligns with council policy priorities.
34. Staff attend
funded events to obtain insights on the event delivery and to inform feedback
provided to organisers on what is working well and areas that may be improved.
35. This
evaluation process then informs future funding application assessments and
recommendations.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
36. The main
climate impacts of most regional events are with waste management and
transportation to or from an event.
37. The event
permitting process and grant funding agreements promote and encourage a range
of transport options and zero waste.
38. The impact of
climate change may progressively affect events through increased weather
variability and severity. This may result in an increasing number of
event cancellations, greater costs to mitigate weather impact, and impact on
availability of certain sites for events.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
39. Some
applications include events taking place in council venues, on council land or
receive council funding for other aspects of their work. In these cases, staff
consult relevant departments or Council Controlled Organisations (CCO’s)
that may have an interest in the events and take this information into account
when presenting recommendations for funding.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
40. Local boards
provided formal feedback to inform the development of the Events Policy
2013. The administrative process associated with the assessment and
allocation of the regional event fund applies principles and criteria outlined
within the policy.
41. Regional
event funding occurs in parallel with, and is complementary to, local event
funding rounds operated by local boards.
Tauākī whakaaweawe
Māori
Māori impact statement
42. The Events
Policy recognises a responsibility to engage and build relationships with
Māori in designing, planning and delivering regional events of mutual
interest.
43. The Events
Action Plan in the policy places a particular focus on support for Māori
events in the context of a diverse, balanced region-wide programme. This
priority is indicated in application information and guides to encourage
applications for Māori events.
44. Chart 2 shows
comparative analysis of grants provided to events with a Māori focus
including having significant Māori content, participation and/or audience.
Chart 2: Regional funding provided to events with a
Māori focus
(2022/2023 values are those
proposed in this report)
45. The four
events considered to have a Māori focus in this 2022/2023 Round 1 are:
· Auckland
Regional Waka Ama Sprint Championships
· Auckland
Secondary School Regatta
· Te
Pou Theatre Grand Opening
· Te
Ahurea Tino Rangatiratanga 2022
Ngā ritenga
ā-pūtea
Financial implications
46. Staff
recommend confirming grants totalling $325,000 as the proposed allocation for
the first round from the total 2022/2023 contestable regional event grants
budget of $600,000.
47. Funding for
any events which do not proceed due to COVID impacts or other reasons, will be
returned to the regional grants budget and be available for re-allocation.
48. It is
proposed that the second funding round is scheduled with decisions on
applications in February 2023.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
49. There is a
risk that events will not be successfully delivered in accordance with event
plans submitted in grant applications. Staff mitigate this risk through the
assessment process, considering the experience of event organisers, prior
experience of holding the event and by attendance at events.
50. In many
cases, council is one of several funders of an event and the ability of event
organisers to raise funding from multiple sources increases confidence in the
event proposal, based on the independent assessment of other funders.
51. The risk of
events not going ahead due to COVID remains a factor despite restrictions on
holding events being relaxed. Prior experience of managing under previous
circumstances and restrictions will inform introduction of any mitigations
depending on situations as they arise.
Ngā koringa ā-muri
Next steps
52. Following
approval from the PACE Committee, funding agreements will be prepared,
including conditions for payment of funding subject to appropriate event
planning proceeding and appropriate alert level conditions.
53. A second
funding round for the year will see grant recommendations put to the Parks,
Arts, Community and Events committee in February 2023.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Application Summaries
|
39
|
|
b⇩
|
Prioritisation Criteria
|
103
|
|
c⇩
|
Summary Schedule
|
105
|
Ngā kaihaina
Signatories
|
Author
|
David McIntosh - Senior Business Advisor
|
|
Authorisers
|
Justine Haves - General Manager Regional Services
Planning, Investment and Partnership
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
Ngā Hapori Momoho | Thriving
Communities Strategy Implementation Plan 2022 - 2025
File No.: CP2022/10804
Te take mō te pūrongo
Purpose of the report
1. To
tango/adopt the Ngā Hapori Momoho | Thriving
Communities Implementation Plan 2022-2025.
Whakarāpopototanga matua
Executive summary
2. In
February 2022, the Parks, Arts, Community and Events Committee adopted the
refreshed Ngā Hapori Momoho | Thriving Communities 2022-2032 strategy. It
sets out a vision for a fairer, more sustainable Tāmaki Makaurau where
every Aucklander belongs.
3. Staff
have developed an Implementation Plan that outlines how the council group will
deliver this strategy over the next three years (Attachment A).
4. It
sets out an approach to drive alignment and change in both what we do
and the way we work to achieve the strategy outcomes and objectives.
5. It
will also serve as an accountability document, owned by elected
decision-makers, giving direction to the council group on how to achieve the
strategy outcomes.
6. The
Implementation Plan (The Plan) is structured into three sections:
· The
way we will work: Embedding the strategy key shifts and investment
principles
· What
we will do: Aligning activity to the strategy outcomes and
objectives
· Understanding
impact: Monitoring progress and evaluating impact
7. It
is focussed on supporting the council group to align existing and future
activity to the strategy as well as growing organisational capability to
deliver the strategy’s key shifts and investment principles.
8. It
also sets out how we will monitor progress and measure impact through:
· regular
audits and progress reporting
· using
reflective evaluation tools that enable learning and adapting as we go
· deeper
dive evaluations and monitoring high-level outcome
indicators.
9. The
plan takes a phased approach, recognising the council’s operating
constraints and existing initiatives, and that growing capability and embedding
change takes time.
10. There is no
additional budget requested through the plan, however it does outline a pathway
for considering new investment if gaps or new activities are identified.
11. There is a
low risk that the proposed approach will not translate into meaningful change
for Aucklanders through a lack of leadership and/or poor understanding by staff
of how to apply the plan to their work.
12. This will be
mitigated through developing a change programme as well as establishing
leadership groups and providing tools that equip staff to apply the strategy to
their work.
13. If adopted,
staff will continue delivery of the plan and establish baseline data to track
initial impact over the first year.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) tango / adopt
the Ngā Hapori Momoho | Thriving Communities 2022-2032 Implementation Plan
as set out in Attachment A of this report.
b) tuku
mana / delegate authority through the Chief Executive to the manager
responsible for strategy implementation to make changes to the design, and
minor amendments to wording before publishing the Ngā Hapori Momoho |
Thriving Communities Implementation Plan 2022 – 2025.
Horopaki
Context
Ngā
Hapori Momoho | Thriving Communities sets a strong vision for a Tāmaki
Makaurau where everyone has the chance to thrive
14. In February
2022, the Parks, Arts, Community and Events (PACE) Committee adopted the
refreshed Ngā Hapori Momoho | Thriving Communities Strategy 2022-2032 (Resolution number PAC/2022/11).
15. Ngā
Hapori Momoho | Thriving Communities is council’s strategy for community
wellbeing and equity. It sets out a vision for a fairer, more sustainable
Tāmaki Makaurau where every Aucklander belongs.
16. The refreshed
strategy addresses the findings of the 2018 strategy review and is based on extensive
engagement with Auckland communities. These were reported in full to the
committee in February 2022.
17. At
the time of adoption, it was agreed that staff would return with a plan to
outline how the new strategy will be delivered. Details of the proposed
approach and Implementation Plan are explained below and detailed in Attachment
A.
Tātaritanga me ngā tohutohu
Analysis and advice
The
Implementation Plan will provide accountability for delivering the strategy
18. The
Implementation Plan sets out how the council group is responsible to elected
decision-makers for implementing the strategy over the next three years.
19. It will serve
as an accountability document, owned by elected decision-makers, giving
direction to the council group about how to achieve the strategy
outcomes.
20. This approach
provides greater opportunity for elected decision-makers to have oversight of
the ongoing delivery, as well as take a visible leadership role and champion
the strategy.
It
focusses on driving alignment to the strategy outcomes and objectives
21. It sets out
an approach to drive alignment and change in both what we do and the
way we work to achieve the strategy objectives and outcomes. It sets out
how progress and impact will be monitored.
A
phased approach to embedding change and to allow learning and adaptation
22. The 10-year
horizon of the strategy, coupled with the scale and pace of change in
communities requires an implementation approach that is iterative and adaptive.
23. The plan is
phased, recognising that the council group continues to face operating
constraints and budget pressures, so achieving change will take time.
24. The
Implementation Plan promotes the ability to identify opportunities, respond
quickly while reflecting, learning and evaluating our activity.
Summary
of the Implementation Plan
25. The
Implementation Plan is structured into three sections.
Building
awareness, leadership and growing organisational capability
· This
section outlines how we will achieve the strategy by embedding the three key
shifts and the four investment principles as the default way of working.
· A
change programme will be the key mechanism to raise awareness of the strategy,
build critical leadership and grow organisational capability and capacity.
· Investment
principles will be embedded into planning and financial processes to ensure
that wellbeing and equity are key considerations in decision-making.
Delivering
activity aligned to the strategy to make the biggest impact for communities
· This
section sets out an approach to align future action planning to the outcomes
and objectives of the strategy.
· A
theory of change and other tools will support decisions on what to
stop/reprioritise/start.
· Implementation
will be phased, allowing time to collate what the council group are already
doing (existing activity) and plan for future activity.
Using
data and insights to understand the impact we are making for communities.
This section sets out a monitoring
and evaluation framework that includes:
· Policy
monitoring through progress reports, case studies and reflective learning
practices to capture learnings and enable us to adapt as we go.
· Impact
evaluation by monitoring outcome indicators and evaluating delivery programmes
and activities.
· A
deep dive evaluation at the end of year three to review impact against all
measures.
Strengths and weaknesses of the proposed Implementation Plan
26. Table One
below sets out the strengths, weaknesses, opportunities and limitations of the
proposed Implementation Plan and approach.
27. On balance,
the strengths and opportunities outweigh the weaknesses, and the approach
presents a realistic response given the current drivers and constraints.
Table One: High level analysis of the merits of the proposed plan
approach
|
Strengths
· A high-level outcomes-based approach focussed on
driving alignment and change means we can adapt our activity and processes to
changing contexts, based on what is effective. A more traditional
action-based plan constrains the focus to delivering pre-determined activity,
regardless of whether it is making a meaningful impact to long term outcomes.
·  The approach of changing the way we work and
investing strategically reflects what the 2018 review and consultation told
us is required to deliver enduring change to wellbeing in Tāmaki
Makaurau.
· With the guidance of tools and investment
principles, teams will be empowered to place community wellbeing at the heart
of their work.
· Shifting the focus from a long “shopping
list” of actions to a more strategic approach to planning and
decision-making will have the most impact on outcomes and encourage greater
collaboration.
|
|
 Weaknesses
· The high-level approach is a shift from traditional
action plans that council teams are used to. Without specificity, some may
feel they lack understanding or direction as to what they need to do.
· The success of the approach will rely heavily on how
well the plan is socialised and resourcing of the change programme. It will
also require strong leadership behind it. These will be crucial factors to
generate wide scale support and ensure it is incorporated into service
delivery.
|
|
 Opportunities
· Through the phased change programme outlined in the
plan, there is an opportunity to change culture and approach long-term in
council, resulting in us having more impact for communities experiencing
inequitable outcomes.
· Teams throughout council may also feel a stronger
sense of the shared purpose in their work, as we effectively communicate the
importance of working together towards equity and wellbeing outcomes.
· The plan will build council’s monitoring and
evaluation capacity to enable teams to better learn and adapt as they go and
understand what impact their work is having for our diverse communities.
|
|
Limitations/constraints
·  As the Implementation Plan does not currently have
any additional budget associated with it, reprioritisation will need to take
place within tight financial constraints.
· The size of the council group also presents several
limitations.
Ø The key
shifts and investment principles will take time to socialise and become
embedded across services and teams.
Ø We do
not have capacity to identify and analyse all activity contributing to
wellbeing across the group so teams will be required to use the tools and
interpret the strategy in their own work.
· Wellbeing and inequity are deep, systemic issues
that council does not hold all the levers to influence. Strong collaboration
with central government and community partners is therefore critical.
· This complexity also means it is difficult to
evaluate with complete accuracy whether improvements in outcomes can be
attributed to council intervention or other factors.
|
Tauākī whakaaweawe āhuarangi
Climate impact statement
28. A clear
message from communities is that the environment is a significant contributor
to their wellbeing. Climate change and environmental degradation are seen as a
threat to how our communities aspire to live in Tāmaki
Makaurau.
29. Ngā
Hapori Momoho takes a holistic approach to wellbeing, recognising the
interconnected relationship of people and planet. The Kaitiakitanga outcome
focuses on empowering Aucklanders to take a more active role in the wellbeing
of their local environment.
30. Successful
implementation will include the prioritisation of actions that align with Te
Tāruke-ā-Tāwhiri and local board strategic goals focused on
environmental health and community resilience to climate change.
Ngā whakaaweawe me ngā
tirohanga a te rōpū Kaunihera
Council group impacts and views
31. During the
development of the plan, policy staff engaged with teams across the council
group to seek and incorporate feedback into the implementation approach.
Consistent feedback received throughout this process included:
· better collaboration
will align related council activities and avoid duplication of projects
· enthusiasm for a forum
to showcase existing activities
· clear mandate to
incorporate equity into financial and planning decisions
· concern about how to
apply the strategy within their work
· capacity limits to
leverage change and report across all council adopted strategies
Ngā whakaaweawe ā-rohe me
ngā tirohanga a te poari ā-rohe
Local impacts and local board views
32. Local boards
play a key role in supporting their communities to thrive. Local board plans
already contain outcomes and activities that support community wellbeing and
can be aligned with the strategy and Implementation Plan.
33. A central
theme of Ngā Hapori Momoho is empowering local leadership and community
led initiatives. As implementation moves forward, partnering with local
community leaders and supporting existing activities will play a key role in
bringing the strategy to life.
34. The approach
taken in the Thriving Communities Implementation Plan recognises the leadership
role local boards play in their communities and aligns with the decision to
give local boards greater decision-making powers over their local assets and
services (Resolution
number GB/2022/53).
Tauākī whakaaweawe Māori
Māori impact statement
35. Ngā
Hapori Momoho was developed with input from 17 mana whenua groups and two
mataawaka organisations.
36. The
Implementation Plan outlines how the council group will deliver the key
strategy elements of the Ngā Hapori Momoho including:
· kaupapa
Māori outcomes of the strategy
· the
investment principle recognising Te Tiriti and investing in by-Māori
for-Māori solutions
· alignment
with Kia Ora Tamaki Makaurau
37. The
Implementation Plan approach to monitoring and evaluation incorporates the Niho
Taniwha framework. This draws from mātauranga Māori and focuses
attention on outcomes for whānau as well as being
grounded on values, tikanga and evidence.
Ngā ritenga ā-pūtea
Financial implications
38. There is no
new budget explicitly associated or requested with the plan. It will guide the
use of existing resources and how future budget and business planning considers
wellbeing and equity.
39. The report to
committee in February indicated that a business case for new investment would
be included with the Implementation Plan. This has not happened for several
reasons:
· significant budget
pressures on the council group
· specific actions or
activity requiring new investment have not been identified at this stage
· reviewing and analysing
existing activity to identify gaps or new opportunities has not been
undertaken, and will take time
· there
are significant opportunities to better align existing investment and resources
before cases are made for new investment.
40. In addition, the
Implementation Plan sets out a future pathway and indicative timeline for
business cases for new investment to be considered in time for the next
Long-term Plan and/or annual plan process.
41. Delivery
of the implementation activity outlined in the plan (such as the design of a
change programme) will be delivered within existing budgets.
Ngā raru tūpono me ngā
whakamaurutanga
Risks and mitigations
|
If
|
Then
|
Mitigations
|
|
The
plan does not have sufficient leadership or visibility of the strategy
|
The ways
of working and actions aligned to the strategy will not be effectively
embedded into council group activity.
There may
be inconsistent implementation across council group with some teams
understanding and embedding the strategy and others not.
This
could lead to council group activity having limited impact on wellbeing and
equity in Tāmaki
Makaurau.
A low reputational, strategic, and delivery risk.
|
The plan
includes the socialisation/mobilisation phase where we will be introducing
the plan across the council group.
The plan
also includes proposals for forums such as a leadership group and an external
champions group to provide ongoing leadership and drive for the strategy.
Utilising
the plan as an accountability document also means elected members have a
greater role in promoting the strategy and ensuring the council group are
delivering on it.
|
|
The
new plan and approach is not sufficiently understood and therefore not
interpreted into action
|
Council
group services will not incorporate the strategy into their business planning
and service delivery.
This
could also lead to council activity having limited impact on wellbeing and
equity in Tāmaki
Makaurau.
A low reputational, strategic, and delivery risk.
|
The plan
proposes a closer working relationship across the group including policy,
operational, support services and CCOs.
This
includes greater clarification of roles and responsibilities as part of the
policy cycle.
It also
proposes a suite of tools to greater support staff to interpret the strategy
for their own work.
|
Ngā koringa ā-muri
Next steps
42. Staff will
continue to implement Ngā Hapori Momoho and start design of the change
programme to embed the key shifts and investment principles. Policy staff will
work with existing enterprise change networks to embed change.
43. Implementation
of the plan will remain responsive to changing context and input from teams
across the council group.
44.
Key actions of the Implementation Plan are outlined below.
Ngā
tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Ngā Hapori Momoho Thriving Communities
Implementation Plan 2022-2025
|
115
|
Ngā kaihaina
Signatories
|
Authors
|
Dave Jaggs - Senior Policy Advisor
Morgan Brown-Sharpe - Graduate Policy Advisor
Mackenzie Blucher - Graduate Policy Advisor
|
|
Authorisers
|
Liz Civil - Manager Community Policy
Kataraina Maki - General Manager - Community and
Social Policy
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
Scope to refresh and consolidate
Auckland Councils open space policy framework
File No.: CP2022/11499
Te take mō te
pūrongo
Purpose of the report
1. To
whakaae / approve the scope to refresh and consolidate Auckland Council’s
open space policy framework.
Whakarāpopototanga matua
Executive summary
2. In
February 2022, the Parks, Arts, Community and Events Committee requested staff
to engage with key stakeholders to obtain their views on the following three
options to update Auckland Council’s open space policy framework
(currently made up of five policies and plans):
· Option
1: Status quo
· Option
2: Refresh (but no consolidation)
· Option
3: Refresh and consolidate
3. Staff
approached mana whenua and 20 stakeholder groups representing a wide range of
interests. A total of 12 stakeholder groups provided their views on the
strengths and weaknesses of the current framework and opportunities to improve
it. All stakeholder groups supported some form of consolidation.
4. Using
a high-level analysis of the strengths, limitations, gaps and opportunities
within the framework and the feedback provided by stakeholders, staff have
assessed the options. Staff recommend that the committee agree to refresh and
consolidate the framework (Option 3). It is the option that will simplify the
complexity in the existing open space framework
5. Staff
have scoped the refresh and consolidation of the framework. The scope comprises
four main phases of work (gather evidence, design, refine, deliver), with
completion anticipated in the last quarter of 2024. Staff also propose the
establishment of a political working group to input into the refresh and consolidation
of the framework.
6. The
key risk with a refresh and consolidation of the open space framework is that
the diverse engagement continues at length and impacts project delivery. This
risk will be mitigated by a detailed engagement plan and by balancing
engagement and delivery timeframes.
7. If
agreed, staff will report back to the relevant committee in the first quarter
of 2023 to establish the membership and terms of reference for the political
working group.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) whakaae
/ approve the development of a refreshed and consolidated Auckland Council open
space policy framework made up of the policies and plans in Figure 1 of this
agenda item.
b) whakaae / approve the scope to refresh and consolidate
Auckland Council’s open space policy framework as set out in paragraphs
20 to 27 of this agenda item.
c) whakaae
/ approve the establishment of a political working group to
input into the refresh and consolidation of Auckland Council’s open space
policy framework:
i) the
makeup of the group would be one Independent Māori Statutory Board
representative, two local board representatives, and two Governing Body
representatives
ii) the
specific terms of reference and confirmed membership list would be presented to
the relevant committee following local body elections and establishment of
committee structures.
Horopaki
Context
8. On
10 February 2022, the Parks, Arts, Community and Events
Committee [PAC/2022/12] requested that staff engage with key
stakeholders to obtain their views on three possible options to update Auckland
Council’s open space policy framework (refer to Figure 1):
· Option
1: Status quo
· Option
2: Refresh (but no consolidation)
· Option 3:
Refresh and consolidate.
Figure 1: Open space policy framework
9. A
high-level analysis of the strengths, limitations, gaps and opportunities
within the framework, and an emerging intervention logic (refer Section 1:
Attachment A) were also provided at the 10 February 2022 meeting.
10. The potential
opportunities to improve the open space policy framework were:
· reducing
the complexity of the framework and strengthening integration
· improving
how the framework responds to changing community needs and increasing diversity
· ensuring
the framework responds to policy priorities in the Auckland Plan 2050 and other
relevant legislative and strategic directions
· recognising
the increasingly constrained fiscal environment
· ensuring
the framework takes a service-first approach rather than asset delivery
· clarifying
desired open space and sports and recreation outcomes.
Tātaritanga me ngā
tohutohu
Analysis and advice
Staff have
completed targeted engagement with open space policy stakeholders
11. Staff invited
20 stakeholder groups and approached mana whenua to share their views on
potentially consolidating the existing open space policy framework. Mana whenua
were not able to provide their views at this stage of the work. The stakeholder
list was developed to capture a wide range of interests rather than to be
exhaustive.
12. Twelve
stakeholder groups were able to participate in one-on-one meetings (for further
information refer Section 2: Attachment A). All groups were asked their views
on:
· what
is working well with the existing framework
· what
gaps and opportunities need to be addressed
· views
on the pros and cons of consolidating and simplifying the existing framework,
compared to options such as retaining or enhancing the status quo.
The current framework is working well, but is complex and could
be simplified and consolidated
13. The main
message from stakeholder engagement was that the current framework is working
well, but it could be simplified and consolidated. Suggested improvements
include:
· simplify
the framework, make it easier to use and more action oriented
· make
the framework more appealing, to excite and engage Aucklanders
· better
link to Auckland’s growing and increasingly diverse population
· better
recognise non-organised sports and recreation
· fill
perceived gaps such as operational gaps (i.e., disposal process for open space)
and better address certain themes (i.e., economic development)
· build
in evaluation mechanisms and better monitor progress on actions
· ensure
that sports and recreation and other interests do not become lost in a
consolidated framework.
14. Some
stakeholders commented that successful policy settings ought to enable sector
leadership and align investment priorities.
15. Making sure a
diverse range of interests, including sector interests, are not lost within any
consolidation process was important to those who provided views.
Staff assessed each option against criteria
16. Staff have
considered the following three options against criteria. A summary of the
options and the assessment is presented below (further details refer Section 3:
Attachment A):
Assessment criteria
|
Criteria
|
Description
|
|
Effectiveness
|
The extent to which the
option can enable co-ordination of long-term decision-making and forward
planning for open space and sports and recreation.
|
|
Simplification and
integration
|
The extent to which the
option can reduce complexity and strengthen integration across the components
of the policy framework.
|
|
Up to date
|
How the option can respond
to key policy priorities and articulate open space outcomes in the Auckland
Plan 2050, while also better responding to the changing needs of a fast
growing and increasingly diverse Auckland.
|
|
Sector buy-in and
involvement
|
The extent to which the
option enables collaboration with the interest and sector groups, Māori,
mana whenua, and developers to jointly plan for open space and sports and
recreation.
|
|
Achievability
|
Whether the option can be
delivered and implemented within two years, and within existing departmental
resources.
|
Options description
Options assessment summary
|
Criteria
|
Option 1:
Status quo
|
Option 2:
Refresh
(but no consolidation)
|
Option 3:
Refresh and consolidate
|
|
|
Effectiveness
|
|
|
|
|
|
Simplification
and integration
|
|
|
|
|
|
Up
to date
|
|
|
|
|
|
Sector
buy-in and involvement
|
|
|
|
|
|
Achievability
|
-
|
|
|
|
|
Strongly meets objectives
|
Meets objectives
|
-
Neutral, or unknown impact
|
Conflicts with objectives
|
|
|
|
|
|
|
|
|
|
Staff recommend the framework be refreshed and consolidated
(Option 3)
17. Option 3
(refresh and consolidate) is recommended as it is the option that will simplify
the complexity in the existing open space framework as identified by council
staff and stakeholders. It is the most resource intensive option for the
council, stakeholders representing different interests, Māori, and mana
whenua, particularly as these groups are currently experiencing a range of
pressures.
18. The
key trade-off between Option 3 (refresh and consolidate), Option 1 (status
quo), and Option 2 (refresh with no consolidation), is that Options 1 and 2
could be undertaken incrementally while being focused on specific
interests/sectors/stakeholders. This would lessen the amount of resource
commitments required from all interests.
19. Option 3
(refresh and consolidate) requires more resources from all participating
interests than the other two options. It also has greater potential benefits.
It will enable actions that the other two options do not provide such as:
· simplify
the framework to a single set of outcomes, investment principles, and
monitoring and evaluation approach
· integrate
all components across domains and use a Te Ao Māori framework (for
example, Te Whare Tapa Wha)
· consider
the current and future strategic, fiscal, and legislative drivers and impacts
across outcomes
· more
effectively meet the needs of Auckland’s growing population and
diversity.
Scope for Option 3: A consolidated and refreshed framework
20. Drawing on
the assessment of the current framework and the recent sector engagement, staff
have developed a high-level scope for recommended Option 3 (refresh and
consolidate).
21. If the scope
is approved by the committee, staff will begin implementation.
Scope overview
22. This proposed
scope:
· retains
Auckland Council leadership of the open space policy framework
· enables
collaboration with open space, sports and recreation interests and sectors
· enables
integration using a Te Ao Māori framework
· reflects
changes in Auckland Council’s legislative, strategic and fiscal
environment
· aligns
the five components of the open space policy framework to achieve better
coordination of long-term decision-making and forward planning by:
– delivering
a cohesive set of outcomes linked to the Auckland Plan 2050
– applying
shared investment principles throughout the framework
– setting
an overarching intervention logic that ties all the components of the framework
together
– developing
a single monitoring framework across the domains, such as sports and recreation
and open space
– improving
integration with relevant council policies, such as Te
Tāruke-ā-Tāwhiri, the Community Facilities Network Plan and the
Partnership Policy.
High-level work programme phases and timeline
23. Staff
anticipate the refresh and consolidation process will include four main phases
of work, gather evidence, design, refine and deliver. The key components and
timeline are outlined as follows:
|
Phase
|
Key components
|
|
Gather evidence
|
· Developing an issues and opportunities paper
comprising:
– a detailed
stocktake of the existing policy framework and evaluation of relevant
documents
– a targeted environmental scan
– public engagement about diverse needs and
aspirations
– best practices and policy benchmarking.
· Establishing the purpose and objectives
of the policy framework.
|
|
Design
|
· Refining the emerging intervention logic.
· Establishing a Te Ao Māori
integrating framework.
· Designing a revised policy framework that
is fit-for-purpose.
|
|
Refine
|
· Testing the policy framework with
relevant parties.
· Refining and agreeing the policy
framework and associated intervention logic.
· Seeking the views of Aucklanders.
|
|
Deliver
|
· Developing strategies, policies and plans
identified in the revised policy framework.
· Developing performance measures and a
single implementation plan to monitor and evaluate progress.
· Setting up for implementation.
|
The approach to engagement
24. Staff
will design engagement to have geographical spread and connect with diverse
cultural groups including rangatahi, people with
disabilities, and the LGBTQIA+ community. The council’s Demographic
Advisory Panels will also be engaged for advice.
25. The
engagement approach will ensure that:
· staff
understand the current and future needs and aspirations of our diverse
communities with a focus on those who we do not always hear from and those
where equity of outcomes is important
· the
open space, sports and recreation sector continues to have a voice representing
their sector and identifying their strategic priorities and how this integrates
· Te
Ao Māori is embedded within the framework
· the
wider public can provide feedback on their diverse needs and how proposed
directions and priorities set within the framework work for them and their
community.
26. Engagement
will utilise a range of engagement methodologies to ensure a wide reach across
diverse Aucklanders, open space, sports and recreation sector interests, Māori, the Tāmaki Makaurau Mana Whenua Forum, and
the 19 iwi of Tāmaki Makaurau.
Governance and Advisory structure
27. The proposed
governance and advisory structure include a political working group, advisory
and Māori working groups. The advisory groups are proposed to ensure the
diverse interests are voiced and heard through the framework development
process as follows:
Tauākī whakaaweawe
āhuarangi
Climate impact statement
28. Refreshing
the open space policy framework will provide an opportunity to address any potential
policy gaps in the current framework and integrate with Te
Tāruke-ā-Tāwhiri: Auckland’s Climate Plan priorities for
climate change mitigation and adaptation.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
29. Staff from
the following business units were involved in the meetings with stakeholder
groups:
· Parks,
Sport and Recreation
· Service
Strategy and Partnerships
· Parks
Services.
30. Staff from
the relevant departments of council and council-controlled organisations are
aware of the impact of any future work of the open space policy framework.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
31. Local boards
make decisions on open spaces, such as the location of new local parks and the
activities that can occur within them.
32. Staff will
engage local boards in the redevelopment of the framework in accordance with
the Governance Framework Review guidance on regional policy. This sets out the
process for engagement of local boards where regional policy has a high
governance impact and high interest.
33. This includes
establishment of the political working group to consider options and includes
local board representation and consideration of the draft framework.
Tauākī whakaaweawe
Māori
Māori impact statement
34. Refreshing
the open space policy framework would provide an opportunity to:
· align
the framework with the Auckland Plan 2050 priorities around Māori identity
and wellbeing
· establish
a Te Ao Māori framework
· further
align with the following issues of significance identified by the Independent
Māori Statutory Board:
– sites
of significance
– distinctive
identity
– environmental
resilience, protection and management.
35. Engagement
with mana whenua and mataawaka will be part of the scope of work. A Māori
working group is proposed. This group would give support and advise on the
shift towards establishing a Te Ao Māori framework
Ngā ritenga
ā-pūtea
Financial implications
36. The
consolidation of the framework will be undertaken within current budgets.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
37. Potential
risks and mitigations are outlined below:
|
If…
|
Then…
|
Level
|
Possible
mitigations…
|
|
Engagement
focus takes a long time
|
Longer delivery
timeframe for the framework and difficulty maintaining momentum
decision-makers and all stakeholders
Medium delivery risk.
|
Medium
|
· A detailed project management and engagement plan,
with oversight by a project manager.
· The timeline will need to balance the
value and principle of taking time to build meaningful, trusting
relationships alongside the need to produce the framework.
· Additional support from staff and experts
can be used.
|
|
Stakeholders
do not agree with the merits and/or timing of a refresh
|
Future
engagement on the framework may be difficult to achieve or may not be
constructive.
Low reputational, strategic, and delivery
risk.
|
Low
|
· Clear communication and analysis in the
issues and opportunities paper that details why Auckland Council is pursuing
a refresh of the framework now.
· Use of mixed engagement methodologies to
engage broadly and in-depth.
|
Ngā koringa ā-muri
Next steps
38. If the
recommendation to consolidate and refresh the open space policy framework (and
the scope for this) is approved by the committee, staff will begin
implementation. Staff anticipate the final strategy will be presented for
approval in quarter four of 2024.
39. If the
committee agrees, staff will report to the appropriately delegated committee in
the new electoral term to establish the membership and terms of reference for
the political working group.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Context, engagement and options assessemnt for the
open space policy framework
|
153
|
Ngā kaihaina
Signatories
|
Author
|
Simon Mitchell - Senior Policy Advisor
|
|
Authorisers
|
Carole Canler - Senior Policy Manager
Claudia Wyss - Director Customer and Community
Services
Kataraina Maki - General Manager - Community and
Social Policy
|
|
Parks, Arts, Community
and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
Community Facilities Network Plan revised
Action Plan (2022)
File No.: CP2022/10088
Te take mō te
pūrongo
Purpose of the report
1. To
whai/adopt the revised Community Facilities Network Plan
Action Plan (2022) that sets the priority actions for the next three years to
deliver the Community Facilities Network Plan.
Whakarāpopototanga matua
Executive summary
2. The
Community Facilities Network Plan (CFNP) is a strategic document outlining how
Te Kaunihera o Tāmaki Makaurau / Auckland Council will invest in community
facilities. It was approved by the Regional Strategy and Policy Committee in
August 2015.
3. The
accompanying Action Plan prioritises actions and projects that will be
undertaken to implement the CFNP. The CFNP contains criteria for identifying
and prioritising actions.
4. Every
three years the Action Plan is reviewed and updated to recognise progress,
revise priorities of existing actions, and assess potential new actions. The
Action Plan was last updated in 2019.
5. The
Action Plan has been revised for 2022 using the methodology outlined in the
CFNP. It contains 34 new actions.
6. There
are now 157 total actions in the Action Plan 2022 including:
· 65 completed actions
· 36 actions underway
· 53 actions to start
· 3 actions on hold.
7. Implementation
of priority actions within the revised Action Plan will initially focus on:
· completing 36 actions that are already underway
· starting 4 new area-based actions located in Investment Priority Areas
· starting 2 network-wide strategic improvement actions.
Ngā tūtohunga
Recommendation/s
That
the Parks, Arts, Community and Events
Committee:
a) whai/adopt
the revised Community Facilities Network Plan Action Plan (2022) which sets the
priority actions for the next three years to deliver the Community Facilities
Network Plan, as provided in Attachment A.
Horopaki
Context
What is the Community Facilities Network Plan and Action Plan?
8. The
CFNP and its companion Action Plan were approved in 2015 by the Regional
Strategy and Policy Committee (REG/2015/57).
9. The
CFNP guides council’s investment in the provision of community facilities
and services. It provides direction on the development of new facilities, major
upgrades of existing facilities, optimisation, and potential divestment of
facilities no longer meeting community needs.
10. The
CFNP addresses provision for:
· arts and culture facilities
· community centres
· libraries
· pools and leisure facilities
· venues for hire (community or rural halls).
11. The
CFNP’s accompanying Action Plan gives effect to the direction set out in
the CFNP and prioritises projects to:
· ensure existing facilities are fit for purpose
· address gaps or duplication in provision and needs for community
facilities
· meet future demand arising from population growth and changing
users’ expectations.
12. Together
the CFNP and its companion Action Plan support council’s goal to focus
community service investment on:
· quality over quantity
· addressing service gaps where growth is significant
· improving portfolio performance.
The Action Plan is revised every three years
13. Every
three years the Action Plan is reviewed and updated to recognise progress,
revise priorities of existing actions, and assess potential new actions.
14. The
Action Plan was last reviewed in 2018 and adopted by the Environment and
Community Committee in April 2019 (ENV/2019/47).
15. Progress
on the Action Plan is reported annually to the relevant committees. The last
update was provided to the Parks, Arts, Community and Events Committee in
November 2021 (PAC/2021/58).
16. A
summary of progress on the revised Action Plan 2022 is provided in Attachment
B. It shows that 65 actions are completed, 36 actions are underway, 52 actions
have not started, and 3 actions are on hold.
Actions are structured by category, theme, and progress
17. There
are three categories and two themes of actions in the Action Plan (refer Table
1).
Table 1: CFNP Action Plan categories
|
Category
|
Theme
|
Explanation
|
|
1. Business improvement
actions
|
Approach to community service provision
|
Actions to improve our understanding of community services, to
develop tools to complement the implementation of the network plan or to
improve the operation of community facilities.
|
|
2. Strategic improvement actions
|
Planning and operational changes that will improve the way we
work to achieve the approach outlined in section 3.3 of the CFNP i.e. Integrate
and coordinate planning across all types of community facilities.
|
|
3. Area-based actions
|
Community services council invests in
|
These relate to specific service types and locations and have been
assessed as priority or non-priority based on assessment against criteria in
section 5.2 of the CFNP. These actions help us understand service investment
requirements across the Auckland community facilities network.
|
18. The
Action Plan 2022 presents actions in two parts.
· Part A – new actions (identified since the last review) and
actions carried over from the previous review which have not been started.
· Part B – actions underway at the time of the review and
previously completed actions.
Departments work together to identify business and strategic
improvement actions
19. The
development of new business and strategic improvements involved Community &
Social Policy, Community Facilities, and Regional Services & Strategy.
These departments work together to support quality advice and to improve the
way we plan and prioritise delivery of community services.
The identification of area-based actions follows a set process
20. The
process for the development of area-based actions, in Part A of the Action Plan
2022, is set by the CFNP and shown in Figure 1.
Figure 1:
Review process for CFNP Action Plan 2022
21. Potential
area-based actions for Part A were identified from a range of sources:
· Political resolutions requesting the addition of items to the Action
Plan.
· Work arising from completed actions in the Action Plan 2019.
· The Long-term Plan 2021-2031 (LTP).
· Local board plan initiatives and work programmes.
· Input from business intelligence and across the Auckland Council
rōpū.
· Actions not started in the Action Plan 2019.
Area-based actions are prioritised through the weighting of
network, community, and building criteria
22. Once
identified, the list of area-based actions was assessed based on the prioritisation
criteria outlined in section 5.2 of the CFNP (refer Table 2).
Table 2:
Prioritisation criteria for area-based actions as defined by the CFNP
|
Category
|
Sub-category
|
Weighting
|
|
Network
40%
|
Network contribution
|
10%
|
|
Demand
|
10%
|
|
Catchment size
|
10%
|
|
Optimisation or divestment potential
|
10%
|
|
Community
40%
|
Local board priority
|
15%
|
|
Impact in the community
|
10%
|
|
Alternative provision
|
5%
|
|
Catalyst/opportunity
|
10%
|
|
Building
20%
|
Size and layout
|
10%
|
|
Physical condition
|
10%
|
23. The
tools used to conduct the assessment included population data, geospatial
information, asset condition information, and in some instances needs
assessments and business cases.
The priorities in the CFNP Action Plan guide the focus of our
resources
24. The
CFNP identifies that implementation will occur within a tight fiscal
environment. And that the ability and timeframe to implement the actions in the
network plan will be dependent on the level of budget allocated within the LTP.
25. The
LTP signals the impact of Covid-19 and the resulting economic slow-down has had
a significant impact on the council’s revenue and borrowing capacity. The
Long-term Plan 2021-2031 (Recovery Budget), adopted 29 June 2021, highlights:
· a tight fiscal environment for the immediate future
· the need to reduce capital expenditure across the council family
· reprioritisation of projects
· the unsustainability of maintaining the current community facility
network while meeting the needs of growing and changing communities.
26. The
‘focused investment’ approach for community investment, adopted as
part of the LTP, means we must focus on renewing priority assets, reducing our
asset portfolio, expanding provision of tailored/alternative service delivery
models, and exploring partnership opportunities (FIN/2021/49).
27. The approach for community investment supports the
direction of the CFNP and in this constrained environment, priority actions
determined by the criteria in the CFNP are guiding the focus of our resources.
Tātaritanga me ngā
tohutohu
Analysis and advice
The revised CFNP Action Plan 2022
28. The
revised Action Plan 2022 is provided in Attachment A.
29. Table
3 shows the distribution of all actions in the Action Plan 2022 and progress of
actions since the Community Facilities Network Plan was adopted in 2015.
Table 3:
Summary of the CFNP Action Plan 2022
|
Business
improvement actions
|
Strategic
improvement actions
|
Area-based
actions
|
|
Part
A
New
actions, actions arising from other CFNP actions or carried over from the
2019 Action Plan
|
 1 to start
3 underway
Includes 3
new projects
|
7 to start
Includes 4
new projects
|
44 to start
8 underway
Includes 27 new projects
|
|
Part
B
Actions
from the 2019 Action Plan that are underway or completed since 2015
|
3 underway
1 complete
|
6 underway
6 complete
|
17 underway
3 on hold
58 complete
|
30. Attachment
B shows the delivery status of actions in the revised Action Plan 2022, as well
as the distribution of actions across local boards, service type, and priority.
31. The
progress being made on actions demonstrates staff’s commitment to
focusing resources on a collectively agreed and mandated programme of work, as
well as the commitment to delivering agreed priorities in a constrained
environment.
The focus of the CFNP Action Plan work programme 2022/2023
32. The
focus of this year’s work (refer Table 4) will be on completing priority
actions that are:
· already in progress
· located in Investment Priority Areas, identified in the Long-term Plan
(LTP)
· strategic improvements with a network-wide reach.
33. This
focus ensures our effort is scalable and our advice about investment in
community facilities is more effective. The efficiency created will allow us to
concentrate on the priority actions that have not yet been started.
Table 4:
Summary of proposed 2022/2023 work programme
|
Business improvement actions
|
Strategic improvement actions
|
Area-based actions
|
|
Part A
Actions arising from other CFNP actions or carried
over from the 2019 Action Plan
|
Complete actions already
underway and arising from the LTP
|
Start new actions as part
of other reviews (2)
Start assessment of CFNP (1)
|
Complete actions already
underway and are network priorities (8)
Start actions related to Investment Priority Areas (4)
|
|
Part
B
Actions
from the 2019 Action Plan that are underway or completed since 2015
|
Complete actions already
underway from the 2019 Action Plan
|
Complete actions already
underway from the 2019 Action Plan
|
Complete actions already
underway from the 2019 Action Plan
|
We received extensive feedback from ngā poari ā-rohe
34. A
draft of the CFNP revised Action Plan 2022 was shared with all local boards
through workshop presentations and business hui reports. Poari ā-rohe were
asked to give feedback, on the proposed Action Plan, through public
resolutions. A full list of resolutions can be found in Attachment C.
35. Approximately
130 pieces of feedback were received through local board resolutions. Most of
the feedback was focussed on area-based actions situated within the local
boards’ boundaries. A breakdown of the feedback is shown in Figure 2.
Figure 2: Key feedback themes
36. With
the support of Local Board Services staff, several boards worked together to
provide the same or similar feedback across important themes such as the key
shifts in the LTP, expected changes to align with Governance Framework Review
(allocation of decision-making responsibilities), and the Community Facilities
Network Plan’s alignment with these shifts and changes. Examples of some
of the repeated resolutions are outlined in Table 5.
Table 5:
Some examples of feedback, repeated across local board resolutions
|
Feedback
|
Number of times received
|
|
Note Key Issue 4 in the Long-term Plan 2021-2031 that sets a
direction for community services to be delivered differently and with less
reliance on delivery through council facilities.
|
8
|
|
In conjunction with action 164 (understanding community
services currently provided by council and third parties), request additional
actions and information in the Action Plan that outline how Key Issue 4 of
the Long-term Plan 2021-2031 will be implemented and facility-based services
transitioned over the next few years with a focus on providing sufficient
notice and support to manage the impact on customers.
|
7
|
|
Request the Community Facilities Network Plan which sets the
strategic direction for the Action Plan be reviewed from a first principles
basis to incorporate significant strategic shifts in council policy and
planning since 2015 in areas such as shared governance, Māori outcomes,
climate action, improving equity of access, and funding of community
services.
|
11
|
|
Request wording in action 162 be amended to
“allocated” decision making rather than “delegated”
decision making, the description be further clarified to ensure the focus is on providing information and quality advice to
local boards on community service needs and priorities in local areas, and request this action be prioritised so the information is available in time for
Local Board Plan development in 2023.
|
8
|
37. We
are grateful for all the feedback we received and have responded to each piece.
The resolutions and our responses can be found in Attachment D.
38. Consideration
of local board feedback has resulted in the rewording of one action and the
addition of two new actions.
39. Action
162 was updated, replacing the word ‘allocated’ with the word
‘delegated’.
· Action 162 Investigate how to approach local and regional planning
for community services taking into account allocated decision making.
40. Actions
169 and 170 have been added to the Action Plan 2022.
· Action 169 Investigate options for Epsom Community Centre to make
the facility fit for purpose.
· Action 170 Carry out a fit-for-purpose assessment
of the Community Facilities Network Plan.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
41. Consideration
of climate impact happens at a project level. There are no direct climate
impacts arising from this report on the action plan.
42. Future
detailed business cases will include application of the Community Facilities
Sustainable Asset Policy. The regional policy, the first of three phases under
the council’s Sustainable Asset Standard (SAS), commits council to:
· achieve carbon neutrality in operations for new asset development
· achieve a minimum 5-Star Green Star rating (or equivalent
certification) on the development of all new assets with a budget over $10
million
· incorporate decarbonisation principles into guideline documents for
renewals and new asset development of all community assets.
43. Investigations and the development of business cases,
produced as part of the action plan work programme, will need to consider how
we can take positive climate action. Staff will seek to understand the
allowances that need to be made to meet climate impact targets for Action Plan
projects related to the development of new facilities, or the improvement of
existing facilities.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
44. During
the development of the Action Plan 2022 input has been sought from the
following departments.
· Regional Services and Strategy
· Local Board Services
· Parks, Sports and Recreation
· Financial and Business Performance
· Connected Communities
· Community Facilities
· Community and Social Policy.
45. Delivery
of the Action Plan 2022 is predominantly resourced by council’s Community
& Social Policy and Regional Services and Strategy departments, subject to
capacity. Individual actions are delivered with participation from other
departments and, where relevant, Eke Panuku Development Auckland.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
46. Local
boards provided feedback on direction and specific content during the
development of the Community Facilities Network Plan and Action Plan prior to
adoption in 2015.
47. Key
initiatives from local board plans (2020) were an input of the review process
for the development of the Action Plan 2022 (refer Figure 1).
48. The
CFNP’s prioritisation criteria applies the highest weighting of 15 per
cent to local board priority to ensure local board views influence the overall
assessment of actions.
49. Progression
of area-based actions are reflected in relevant local board work programmes.
Local boards provide feedback and input throughout the investigations and have
decision making responsibilities as per the schedule in the LTP 2021-2031.
50. Decision-making,
for service provision and location, sits with local boards within funding
parameters set by the Governing Body. The allocation for decision-making on
investment in new local community facilities has recently transferred to local
boards (GB/2021/137 and GB2022/53).[1]
51. In
April and May 2022, staff attended local board workshops to present the draft
CFNP Action Plan 2022, outline the purpose of the Action Plan, explain how
actions are prioritised, and answer any questions.
52. Business
reports with attached draft Action Plan were presented at local board business
meetings in May and June 2022. Local boards gave their feedback on the draft
Action Plan through resolutions.
53. A list of all resolved local board feedback, and our
responses to each resolution, can be found in Attachment D.
Tauākī whakaaweawe
Māori
Māori impact statement
54. Section
2.2 of the Community Facilities Network Plan outlines how it guides delivery of
Māori outcomes. These outcomes include:
· Engage with Māori organisations to understand Māori
expectations and investigate the community needs of Māori groups, and
factor this into decision-making for community facilities.
· Actively engage and consult to ensure the planning, development, and
operations of facilities consider Māori needs and aspirations.
· Work closely with Māori groups and key stakeholders, including
local iwi, to develop appropriate cultural programmes to be delivered through
facilities.
· Investigate Māori demographic participation and usage trends,
identifying opportunities to increase the attendance and use of facilities by
Māori and developing appropriate business responses.
· Provide visual representations of commitment to Māori to tell
stories of their connections to the place (such as signage) and honouring
tikanga.
· Ensure that, in any exploration of potential future sites for
facilities, Māori concerns about wāhi tapu are incorporated.
55. Engagement
with Māori is included as part of area-based action investigations and
continues through the planning and delivery of responses. Examples include:
· Interviews and hui with mana whenua.
· Interviews and hui with mataawaka in local settings to understand
community needs.
· Workshops and focus groups with local marae.
· Intercept surveys with representative samples of the Māori
population base.
· Kanohi ki te kanohi interviews conducted in Te Reo Māori.
56. Feedback
provided from Māori is specific to the nature of the investigation for
which the engagement occurred. This feedback is used to inform the delivery of
options and responses.
57. Staff will work with other relevant parts of the
council to ensure effective engagement with Māori.
Ngā ritenga
ā-pūtea
Financial implications
58. There
are currently no identified financial implications for the delivery of the
Community Facilities Network Plan Action Plan 2022 as work is delivered
utilising existing resources.
59. Any
future investment decisions and associated funding implications will be
considered as part of Annual Plan and Long-term Plan decision-making processes.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
60. There
is a risk that development of the Action Plan 2022 may not match local board
priorities, as implementation of the Action Plan involves understanding service
needs and taking a network view. This risk is mitigated by:
· continuing to socialise and reinforce the strategic objectives of the
CFNP to elected members, key staff, and through all deliverables
· clarifying local board plans were reviewed and any potential community
service-related content was considered for potential inclusion as an action
· including One Local Initiative projects into the Action Plan 2022
· including Action 170 Carry out a fit-for-purpose assessment of the
Community Facilities Network Plan in the CFNP Action Plan 2022 and
progressing the assessment in 2022/2023.
61. There
is financial risk that:
· budget allocated in the LTP 2021-2031 may be insufficient to deliver
some of the action findings
· the need for significant new investment identified from actions will be
challenging due to the impact COVID-19 has had on the council’s revenue
and borrowing capacity
· some investigations may require changes to the funding identified in
the LTP 2021-2031.
62. This financial risk is mitigated by:
· ensuring investigations include looking at options for funding other
than rates or debt
· ensuring findings of investigations that require new investment are
supported by indicative business cases
· managing expectations by acknowledging budget constraints
· managing expectations by acknowledging the allocation for
decision-making on investment in new local community facilities has recently
transferred to local boards (GB/2021/137 and GB2022/53). Local board decisions
will adhere to the budget and minimum service level parameters set by the
Governing Body. Significant decisions under this new direction will be
implemented in a phased manner through the upcoming local board plans and next
Long-term Plan.[2]
63. There is a timing risk that delivery of actions may
take longer because of reduced operational capacity and may not align with
elected members and/or local communities’ expectations. This risk is
mitigated by driving delivery to meet targeted timeframes for priority actions
and managing expectations based on the principles and direction set by the
CFNP.
Ngā koringa ā-muri
Next steps
64. A
copy of this report, and attachments, will be provided to local boards for
their information.
65. Programmed
actions will be delivered through 2022/2023 mahi programmes subject to
available resource.
66. Staff
will progress Action 170 Carry out a fit-for-purpose assessment of the
Community Facilities Network Plan in 2022/2023.
67. The
assessment will consider whether the policy remains fit-for-purpose in the
light of changes to Auckland Council's strategic and operating environment and
how the policy could evolve to reflect these changes. The relevant local
boards’ resolutions to the draft Community Facilities Network Plan Action
Plan 2022 will be considered as part of the assessment.
68. The
relevant committee of the Governing Body will consider the findings of the
assessment and potential options to refresh the Community Facilities Network
Plan in the new term.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
CFNP Action Plan 2022
|
181
|
|
b⇩
|
Focus of CFNP Action Plan 2022
|
199
|
|
c⇩
|
Local board resolutions
|
203
|
|
d⇩
|
Local board views and responses
|
221
|
Ngā kaihaina
Signatories
|
Authors
|
Hannah Alleyne - Service & Asset Planning Team
Leader
Tracey Williams - Service Programmes Lead
|
|
Authorisers
|
Kataraina Maki - General Manager - Community and
Social Policy
Justine Haves - General Manager Regional Services
Planning, Investment and Partnership
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August
2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August
2022
|
|
Vesting of jetty and pontoon to Auckland
Council at The Landing, Hobsonville Point
File No.: CP2022/10772
Te take mō te
pūrongo
Purpose of the report
1. To
seek approval from the Parks, Arts, Community and Events Committee for the vesting of the jetty and pontoon structure, once
constructed, at The Landing, Hobsonville Point from Kāinga Ora to Auckland
Council.
Whakarāpopototanga matua
Executive summary
2. Kāinga
Ora (previously through Hobsonville Land Company) and the Hobsonville Point
Marine Sports Recreation Centre Charitable Trust (the Trust) are proposing to
fund and construct a new marine recreation facility with associated water
access structures including a jetty and pontoon at The Landing located at 9
Boundary Road, Hobsonville Point.
3. This
project has been planned since October 2009 when the Crown and the legacy Wāitakere
City Council recognised the need to have a facility located at The Landing for
water-based recreational uses and other community uses.
4. Kāinga
Ora and the Trust are seeking formal confirmation that Auckland Council is
willing to take on the ownership of the water access structure (jetty and
pontoon) as part of the Marine Recreation Centre proposed at Hobsonville Point.
5. During the preliminary discussions on the water access structures,
council staff agreed in principle that a structure providing public access to
the water should be vested, subject to further information regarding design and
maintenance requirements.
6. The jetty and pontoon were an advocacy item in the Annual Budget
2022/2023 for the Upper Harbour Local Board. The local board passed resolution
UH 2022/47 in June 2022 which confirmed the long-term intention and sought that
the Governing Body accept the vesting to council of the new jetty and pontoon
at the Marine Recreation Centre in Hobsonville.
7. At
a community forum meeting on 7 July 2022 the local board resolved their
unanimous support for council to take on the ownership and
ongoing responsibility for all costs, management and risks associated with the
jetty and pontoon due to the public benefit they will derive (Resolution
UHCF/2022/23).
8. The budget required to maintain the jetty and pontoon structure will
need to be funded from the local board’s Asset Based Service: OPEX
allocation and any renewal of the structure will be funded from the Asset Based
Service: CAPEX Local Renewal budget allocation. When dredging is required, this
will need to be funded from the Regional Coastal OPEX allocation.
9. Due to the limitations of the site, the design of the jetty and
pontoon does limit the size and type of vessel that can be launched to mainly
rowing boats, kayaks, paddle boards and small sailing dinghies. However, there
is still a great deal of public benefit generated from the structure and staff
support that the jetty and pontoon be vested to council to own and maintain.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) accept
the vesting of the jetty and pontoon structures
associated with the proposed Marine Recreation Centre located at 9 Boundary
Road, Hobsonville Point from Kāinga Ora to
Auckland Council.
b) delegate to the General Manager Community Facilities authority to
approve the final detailed design before construction commences by Kāinga
Ora.
c) note that by accepting the vesting of the assets, Auckland Council
will become responsible for all ongoing costs, management and risks associated
with the jetty and pontoon.
Horopaki
Context
10. The
Public Works Agreement (2009) for the Crown’s acquisition of land at Duke
Park previously owned by Waitākere City Council requires Kāinga Ora
(previously Hobsonville Land Company) to provide land for the establishment of
a Marine Recreation Facility with a minimum footprint of 400 square metres.
11. Kāinga
Ora and the Trust are proposing to construct a new Marine Recreation Centre at
9 Boundary Road (LOT 9 DP 511649) and the adjacent LOT 4 DP 206311 in
Hobsonville. Both parcels of land are classified esplanade reserve under the
Reserves Act 1977.
12. Resource
consent was approved for a Marine Recreation Facility and water access
structures on 14 December 2020 that covers a site area of approximately 1746
square metres (752m2 land-based parcel and 994m2 Coastal
Marine Area occupation).
13. In addition
to the Marine Recreation Centre, water access structures including a jetty and
pontoon structure, are also proposed in the coastal marine area as part of the
development.
14. Kāinga
Ora has agreed to construct and cover all costs for the infrastructure listed
below:
· installing services (wastewater, stormwater, electricity, telecom,
water supply) to the edge of the future building site
· construct
piles and platform for future building (note that the piles and platform will
be owned and maintained by the Trust)
· construct the
associated water access structures (jetty and pontoon) required by the Marine
Recreation Centre (Attachment A - 2021-10-27 Draft layouts for
discussion).
15. The Marine
Recreation Centre will be built and funded by the Trust once funding has been
secured.
16. The Trust and
the general public will use the jetty and pontoon while funding is being
secured to complete the Marine Recreation Centre.
17. The majority
of the facility as well as the water access structures will be in the Coastal
Marine Area, which is subject to the existing Coastal Permits which have now
been transferred to Kāinga Ora from Eke Panuku Development Auckland.
18. There are a
number of additional approval processes Kāinga Ora, the Trust and the
local board are working through to ensure statutory obligations are met. These
include:
· the local
board providing landowner approval to Kāinga Ora to construct services and
supporting structures for the proposed Marine Recreation Centre at 9 Boundary
Road, Hobsonville (LOT 9 DP 511649 and LOT 4 DP 206311).
· the local
board providing landowner approval to the Hobsonville Point Marine Sports
Recreation Centre Charitable Trust to construct the proposed Marine Recreation
Centre at 9 Boundary Road, Hobsonville (LOT 9 DP 511649 and LOT 4 DP 206311).
· entering into
an agreement to lease with the Trust to occupy the land and construct the
Marine Recreation Centre.
19. These
approvals are not considered within this report and additional reports will be
brought to the local board for consideration once iwi consultation has been
completed.
20. Kāinga
Ora and the Trust are seeking formal confirmation that the council is willing
to take on the ownership of the water access structure (jetty and pontoon) as
part of the proposed Marine Recreation Centre proposed at Hobsonville Point.
Decision-making authority
21. The jetty and pontoon were an advocacy item in the Annual Budget
2022/2023 for the Upper Harbour Local Board. The local board passed resolution
UH 2022/47 which confirmed the long-term intention and sought that the
Governing Body accept the vesting to Auckland Council of the new jetty and
pontoon at the Marine Recreation Centre in Hobsonville.
22. At a community forum meeting on 7 July 2022, the local board again
reiterated this position and resolved the following (Resolution UHCF/2022/23).
a) endorse
the vesting of the jetty and pontoon structure associated with the proposed
Marine Recreation Centre located at 9 Boundary Road, Hobsonville Point from
Kāinga Ora to Auckland Council, including all bespoke structures for
simplicity of maintenance rather than requiring the Hobsonville Point Marine
Sports Recreation Centre Charitable Trust retain ownership of the bespoke
launching elements.
b) note
that subject to the Parks, Arts, Community and Events Committee resolution,
Auckland Council will become responsible for all ongoing costs, management and
risks associated with the jetty and pontoon structure.
c) restate
resolution number UH2022/47 clause b) i) from the 12 May 2022 business meeting
as follows:
b) provide the
following advocacy initiatives for the Annual Budget 2022/2023 to the Governing
Body and inclusion in the 2022/2023 Local Board Agreement:
i) confirm
the long-term intention and seek the Governing Body to accept the vesting to
Auckland Council of the new community pontoon and jetty at Marine Recreation
Centre in Hobsonville.
23. This report
is being presented to the Parks, Arts, Community and Events Committee to seek a
final decision in accordance with the resolutions passed by the local board as
the vesting has impact on regional budgets as referred to in paragraph 55 and
56.
Tātaritanga me ngā
tohutohu
Analysis and advice
Ownership and maintenance of the water access structures
24. Auckland Council has agreed in principle that a structure providing
public access in the water should be vested, subject to further information
regarding design and maintenance requirements.
25. Kāinga Ora submitted plans to the council’s Development
Programme Office on 9 November 2021 showing the draft design of the jetty and
pontoon to begin the discussion on vesting of the water access assets.
26. After reviewing the draft plans, staff from Community Facilities and
coastal specialists raised initial concerns around the design of the jetty and
pontoon and whether it provides public access to the water for recreational
users, as expected for an asset to be vested to council.
27. Due to the limitations of the site, the current design of the jetty
and pontoon does limit the type of vessel that can be launched to mainly rowing
boats, kayaks, paddle boards and small sailing dinghies. The practicalities of
launching and retrieval of anything larger than these types of boats has not
been accommodated.
28. The benefit of the structure appears diminished by the removal of
the existing seaplane ramp currently owned by Kāinga Ora. Engineering
reports have deemed this structure unsafe, and it has been closed to vehicle
access for several years. Kāinga Ora has indicated that this ramp will be
demolished as part of the wider upgrade of Catalina Bay.
29. Without boat launching facilities from a car trailer, the public
benefit of providing water access for the community is limited. This essential
infrastructure typically accompanies a jetty or pontoon.
30. However, at no time was there an expectation that this water access
structure was to address the sub-regional demand for water access for motorised
craft, other than the safety boats associated with the rowing and yachting
activities.
31. Staff also had concerns about the lack of toilets and storage
associated with the jetty. Staff have since worked with the Trust and a public
accessible toilet has been incorporated into the latest design of the Marine
Recreation Centre. This toilet will be open to the public in line with other
Auckland Council toilets in Hobsonville and will most likely be cleaned and
maintained by Auckland Council.
32. Discussions around public storage are ongoing with the Trust.
Tauākī whakaaweawe āhuarangi
Climate impact statement
33. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action
Plan sets out two core goals:
· climate
mitigation: to reduce greenhouse gas emissions (GHG) by 50 per cent by 2030 and
achieve net zero emissions by 2050
· climate
adaptation: to be resilient and adapt to the impacts and effects of climate
change by ensuring we plan for the projected changes.
34. The location of the asset will consider the exposure to climate
change hazards (sea level rise, increased rainfall, and coastal inundation).
35. The Assessment of Environmental Effects provided as part of the
resource consent application states that “the proposal has regard to the
effects of climate change by locating the structure on piles to allow for sea
level rise”.
36. Future coastal inundation has been assessed and
the jetty will remain above water for its intended design life of 50 years. The
design level of the jetty deck is at 3.4m Reduced level[3]. The
1:100 year storm event water level is at 2.56m, so deck would be above storm
surge. Taking 0.5m of sea level rise over 50 years, the deck would still be
above the 1:100 year extreme water level at the end of its design life (water
level at 3.06m, deck at 3.4m).
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
37. Staff from Customer and Community Services, Development Programme
Office and Infrastructure and Environmental Services have been consulted on the
proposal:
· Sport
and Recreation Lead, Parks Services
· Parks
and Places Specialist, Parks Services
· Parks
Planning, Parks Services
· Facilities
Manager, Community Facilities
· Urban
Forest Manager, Community Facilities
· Manager
Area Operations, Community Facilities
· Manager
Design, Project Specialisation, Community Facilities
· Team
Manager Ecological Advice, Infrastructure and Environmental Services
· Principal
Coastal Specialist, Resilient Coast and Land (IES)
· Senior
Programme Manager, Development Programme Office.
38. Aside from the views shared above in paragraphs 24 to 32, no further
fundamental objections to the proposed Marine Recreation Centre and associated
jetty and pontoon structures have been received.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
39. Public notification was undertaken in 2020 as part of the resource
consent process for the proposed facility, during which no objections were
received.
40. The proposal outlined in this report aligns with the Upper Harbour
Local Board Plan 2020 Outcome 3 – Healthy and active communities, by
providing water-based recreation opportunities for the local area.
41. Water access and water sports are also identified in the Upper
Harbour Open Space Network Plan as important components of sport and recreation
in the local board area.
42. The local board has been unanimous in their support of Auckland
Council taking ownership and ongoing responsibility for all costs, management
and risks associated with the jetty and pontoon.
43. At a community forum meeting on 7 July 2022, the local board again
reiterated this position by passing Resolution UHCF/2022/23
which stated:
(d)
provide additional feedback on the vesting of the jetty and pontoon structure
associated with the proposed Marine Recreation Centre located at 9 Boundary
Road, Hobsonville Point from Kāinga Ora to Auckland Council as follows:
i. note
the local board has long supported finding a permanent solution to provide
replacement water access in Hobsonville Point for the groups displaced by the
Public Works Act agreement. This requirement pre-dates the amalgamation of
Auckland Council, and the Upper Harbour Local Board has continued to
unanimously support this outcome.
ii. note
that considering the current budget constraints in Auckland Council it is
unlikely that water access will be provided in this location by council in the
short to medium term, and the jetty and pontoon will provide the non-motorised
water access that is needed in mitigation for sailing and rowing.
iii. note that due
to limitations of the site, the proposed pontoon and jetty does not provide for
motorised crafts nor did the previous facilities.
iv. note that
council staff will continue discussions with the Hobsonville Point Marine
Sports Recreation Centre Charitable Trust regarding potential storage and
toilet facilities for public using the wharf.
v. encourage
consideration of security fencing during the development of the Hobsonville
Marine Sports Recreation Centre to keep the site tidy and to provide
opportunity to promote the vision of the amenity with printed boards on the
fencing.
Tauākī whakaaweawe
Māori
Māori impact statement
44. Auckland
Council is committed to meeting its responsibilities under Te Tiriti o Waitangi
and its broader obligations to Māori.
45. These
commitments are articulated in the council’s key strategic planning
documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan,
Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tāmaki
Makaurau - Māori Outcomes Performance Measurement Framework and the Upper
Harbour Local Board Plan 2020.
46. Kāinga Ora sent a letter detailing the proposed works to the
following iwi groups on
2 August 2019:
· Te
Kawerau a Maki
· Ngāti
Whātua o Ōrākei
· Ngāti
Whātua o Kaipara
· Te
Ākitai o Waiohua
· Ngāti
Te Ata
· Ngāti
Tamaoho
· Ngāti
Maru
· Ngāti
Whanaunga
· Te
Patukirikiri
· Ngāti
Paoa
· Ngai
Tai ki Tāmaki
47. Te Kawerau a Maki and Ngāti Whātua o Kaipara expressed interest in
being further involved. According to the resource consent decision for the
proposed facility, Kāinga Ora have been working with Te Kawerau a Maki and
Ngāti Whātua o Kaipara in the 12 months leading up to the lodgment of the
application, with regular meetings undertaken to provide general updates on the
project design.
48. The Trust has
entered into a memorandum of understanding with Te Kawerau a Maki which
outlines the way the two parties will work with each other in the construction
and management of the proposed facility.
Ngā ritenga
ā-pūtea
Financial implications
Jetty and pontoon structures
49. Capital costs for the jetty and pontoon will initially be borne by Kāinga Ora, and will be capitalized once
the asset is accepted on completion.
50. The approximate annual maintenance costs for the jetty and pontoon
are estimated by Kāinga Ora to be $20,000 per year.
51. The jetty, pontoon and gangway should last 25 to 30 years with
minimal maintenance. The piles have high density polyethyene (HDPE) sleeves so
should last at least 50 years.
52. Decking usually starts to need maintenance in about 25 to 30 years,
but often is not replaced until closer to 40 years. Current prices for
replacing decking are around $300-$350/m2. It could be assumed 50
per cent replacement in 25 years (185m2 is the area of timber
decking on the jetty).
53. The estimated capital cost to construct the wharf is $3,300,000. If
Auckland Council accepts ownership of the structure the final construction cost
will be capitalised in the Fixed Asset Register.
54. The budget required to maintain the structure will need to be funded
from the local board’s Asset Based Service: Operational Expenditure
allocation and any renewal of the structure will be funded from the Asset Based
Service: Capital Expenditure Local Renewal budget allocation.
Dredging of the seabed
55. Potential dredging of the channel the pontoon sits in needs to be
considered. Kāinga Ora have stated that they will over dredge the channel
when the pontoon is constructed and that based on a sedimentation rate of
11mm/year the channel would not need to be dredged within the design life of
the structure (25 years).
56. Predicting and calculating maintenance dredging is difficult. Staff
suggest a reasonable assumption is that some dredging will be needed at least
once over the structures design life, even with the over-dredging that will be
done.
57. To derive a cost estimate 0.5m of dredging has been assumed over the
area of the pontoon and its approach from the main channel. This works out to
an area of 3,600 m2. The estimated cost to dredge an area of this
size is $450,000.
58. The budget required to dredge the channel will need to be funded
from the Regional Coastal Operational Expenditure budget and could be required
to be done once over the next 25 years.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
|
Risk
|
Mitigation
|
|
Auckland Council is
left with the platform in the reserve indefinitely if the Marine Recreation
Centre is not completed.
|
If council approves the
items to be delivered by Kāinga Ora (listed in paragraph 14) prior to
the Trust securing funding for the remainder of the facility, council could
be left with these assets in the reserve indefinitely if the Marine
Recreation Centre is not completed.
Based on the Trust’s
purpose, intent, and membership the risk above is somewhat mitigated and the
agreement to lease will provide for certain conditions to be met before any
lease can commence. This will protect council from any ongoing lease
obligations if the facility is not built.
|
|
Lack of toilets for the
public using the wharf
|
Staff have worked with the
Trust on making one toilet in the Marine Recreation Centre accessible to the
public. This toilet will be accessed without going inside the building and
will be cleaned by Auckland Council.
|
|
Lack of storage for the
public using the wharf
|
Staff will work with the
Trust to provide a storage space within the tie-in area between the proposed
jetty and the Marine Recreation Centre for the public to store things like
launching trolleys and kayak carts.
|
|
Poor management of
platform (for future building), jetty and pontoon while funding is being
raised for the Marine Recreation Centre
|
The agreement to lease
will provide for certain conditions to be met before any lease can commence.
This will ensure the area is being managed appropriately in the period
between the platform being constructed by Kāinga Ora and the building being built by the
Trust.
|
|
Final design of jetty
and pontoon not fit for purpose
|
There are still some
details relating to the structure that need to be finalised, these include:
· Bespoke
launching facilities on the pontoon
· Lighting
and water supplied to the pontoon
· Public
water safety measures e.g. life rings
By delegating authority to the General Manager Community Facilities
to approve the final detailed design before construction commences, this risk will be mitigated.
|
Ngā koringa ā-muri
Next steps
59. If the Parks,
Arts, Community and Events Committee accepts the vesting of
the jetty and pontoon structures associated with the proposed Marine
Recreation Centre from Kāinga Ora to Auckland Council, staff will finalise the detailed design with Kāinga
Ora for approval by the General Manager Community Facilities.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
2021-10-27 Draft layouts for discussion
|
241
|
Ngā kaihaina
Signatories
|
Author
|
Kris Bird - Manager Sports Parks Design &
Programme
|
|
Authorisers
|
Taryn Crewe - General Manager Community Facilities
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
Reserve Revocation for 67 East Street
and Adj. 995 Paerata Road, Pukekohe
File No.: CP2022/07158
Te take mō te
pūrongo
Purpose of the report
1. To seek approval to submit a request to the Minister of Conservation
to uplift the reserve status of two properties located within the Unlock
Pukekohe priority location under s24 of the Reserves Act 1977, as they are no
longer required by Auckland Council for reserve purposes.
Whakarāpopototanga matua
Executive summary
2. 67
East Street and Adjacent 995 Paerata Road, Pukekohe (the
properties) were approved for sale by the Finance and Performance Committee in
2019 as part of the Unlock Pukekohe High Level Project Plan (HLPP)
(FIN/2019/61). The net sale proceeds are to be
reinvested within Eke Panuku Development Auckland’s (Eke Panuku) priority location programme.
3. Eke
Panuku has undertaken iwi and public notification under s24 Reserves Act 1977
for the properties.
4. Two
submissions objecting to the proposed reserve revocation were received for 67
East Street and a telephone conversation was held with an adjoining owner for
Adj. 995 Paerata Road. Most of the concerns raised are related to planning
matters and not attributable to the values of the Reserves Act 1977.
5. Staff
have reviewed the submissions received against the Parks and
Open Space Acquisition Policy 2013 and the Open Space Provision Policy 2016 and
have determined that the properties are no longer required as part of the
council’s open space network.
6. Eke
Panuku now seeks a formal resolution from the Parks, Arts, Community and Events
(PACE) Committee to approve the recommendation to request to the Minister of
Conservation that the reserve status over the properties be uplifted.
Ngā tūtohunga
Recommendation/s
That the Parks, Arts, Community
and Events Committee:
a) note the
submissions received on the proposed reserve revocation of:
i) 67
East Street, Pukekohe comprised of an estate in fee simple of 815m² being
Lot 2 DP 88435
ii) Adj. 995 Paerata Road, Pukekohe comprised of an estate in fee
simple of 1,012m² being Lot 6 DP 16500
b) agree to
submit a request to the Minister of Conversation to uplift the reserve status
of:
i) 67
East Street, Pukekohe comprised of an estate in fee simple of 815m² being
Lot 2 DP 88435
ii) Adj. 995 Paerata Road, Pukekohe comprised of an estate in fee
simple of 1,012m² being Lot 6 DP 16500
Horopaki
Context
7. 67
East Street is a gently sloping vacant site of 815m² on the corner of East
Street and Kowhai Place, situated among privately owned residential properties
(Attachment A). The property was vested as a recreation reserve upon
subdivision in 1979.
8. Adj. 995 Paerata Road is a level, rectangular vacant section of 1,012m². It is in a rural area with detached dwellings on either side and
open space/rail corridor to the rear (Attachment A). The reserve was created in 1925 upon subdivision and was held by the
Crown until 1963 when it was vested in the County of Franklin under s44 of the
Counties Amendment Act 1961. There is no underlying Crown ownership.
9. The
properties have been assessed against the Parks and Open Space Acquisition
Policy 2013 and the Open Space Provision Policy 2016. It has been determined
that they do not meet Auckland Council’s criteria for open space:
67 East Street
· Comprising
815m2, the size of the property is more than 2,000m2 less
than the 3,000m2 threshold for a neighbourhood park and there is no
opportunity to extend the park given its location in an urban area.
· There
are other alternative nearby open spaces that have received
investment in open space amenity, meaning that there is no gap in the open
space network.
· The
property acts more like a roadside reserve given its size and location
adjoining a busy road (as noted in the submissions). This makes it unsuitable
for sporting activities and the public’s physical welfare and enjoyment
of the property as defined in s17(1) in the Reserves Act 1977.
Adj.995 Paerata Road
· The
property is subject to a NZTA road widening designation, meaning that its area
could reduce further in the future.
· Currently
at 1,012m2, the size of the property is approximately 2,000m2
less than the 3,000m2 threshold for a neighbourhood park. There is
little opportunity to extend the park given the railway corridor to its rear
and surrounding residential houses.
· There
is not enough space to add increased amenity to the site given its width and
the underlying flood plain resulting in the values of the Reserves Act 1977 not
being met.
10. The
properties were approved by the Planning Committee in 2019
(PLA/2019/49) for inclusion within the Unlock Pukekohe HLPP and subsequently
approved for sale by the Finance and Performance Committee (FIN/2019/61).
11. The
properties are subject to the Reserves Act 1977. The principal statutory
requirement for these properties to enable them to be sold, is to undergo a
reserve revocation process under s24 Reserves Act 1977.
12. Eke Panuku publicly notified the proposed reserve revocations and
invited public submissions in December 2021.
Tātaritanga me ngā
tohutohu
Analysis and advice
13. The public
notification process commenced on 9 December 2021 and finished on 22 January
2022. The notification included notices placed in local newspapers and on the
council website as well as letters sent to adjacent landowners (Attachment
B).
14. Two submissions
regarding 67 East Street were received objecting to the proposed reserve
revocation, one from a member of the public and one from an adjacent landowner.
The adjacent landowner sent three follow-up objections (Attachment
C).
15. No written submissions
were received for Adj. 995 Paerata Road; however a telephone conversation was
held with an adjacent landowner who was concerned about flooding.
16. The following
table summarises the main points of all submissions received during public
consultation and staff comment:
67 East Street
|
|
Matters raised
|
Comments
|
|
1a
|
· Area needs green spaces
· Development will block
light to 65 East Street
· Development will limit
access to 65 East Street
|
· This property is not needed
to meet the council’s recreational open space provision targets now or
in the future due to the close proximity of large existing open spaces.
· This is a planning issue.
Effects of adjacent development – including impacts on daylight –
are managed through regulatory controls in the Auckland Unitary Plan
Operative in Part 2016, not through the provision of public open space.
· Access to residential
properties is legally provided from the adjacent road corridor, not through
the provision of public open space.
|
|
1b
|
· Cities and towns need open
green spaces
· Do not need more infill
housing
· Not enough car parking
|
· This property is not needed
to meet the council’s recreational open space provision targets.
· Comment does not address
Reserves Act values. This is a planning issue managed through the Auckland
Unitary Plan Operative in Part 2016.
· Comment does not address
Reserves Act values. This is a planning issue managed through the Auckland
Unitary Plan Operative in Part 2016.
|
|
1c
|
· Enough housing subdivisions
in the area
· Development would block
light and access to 65 East Street
· Development would cause
congestion on Kowhai Place
|
· Comment does not address
Reserves Act values. This is a planning issue managed through the Auckland
Unitary Plan Operative in Part 2016.
· This is a planning issue.
Effects of adjacent development – including impacts on daylight –
are managed through regulatory controls in the Auckland Unitary Plan
Operative in Part 2016, not through the provision of public open space.
· This is a planning issue.
Effects of development – including traffic impacts – are managed
through regulatory controls in the Auckland Unitary Plan Operative in Part
2016.
|
|
1d
|
· Large development nearby
will create more congestion and put strain on infrastructure
|
· Comment does not address
Reserves Act values. This is a planning issue managed through the Auckland
Unitary Plan Operative in Part 2016.
|
|
2
|
· Pukekohe is losing a lot of
green space because of development
· East Street is a busy road
|
· This property is not needed
to meet the council’s recreational open space provision targets now or
in the future. Several larger existing open spaces in close proximity of the
property have received investment to provide increased amenity for Pukekohe’s
growing population. These include the 10.2ha Rooseville Park, Colin Lawrie
playing fields and Roulston Park offering playspace
amenity.
· This is a planning issue.
Effects of development – including traffic impacts – are managed
through regulatory controls in the Auckland Unitary Plan Operative in Part
2016.
|
Adj. 995 Paerata Road
|
|
Matters raised
|
Comments
|
|
1
|
· The reserve should not be
revoked because inadequate stormwater infrastructure causes the property to
become waterlogged
|
· The management of
stormwater is not a core function of recreational public open space.
· Were the site to be
developed this could be overcome by upgrading the stormwater infrastructure,
which would be addressed during the consenting process for any proposed development
of the site.
|
17. Eke Panuku
recommends that the PACE Committee request the Minister of Conservation to
uplift the reserve status of the properties on the basis that the properties:
· do
not meet the values defined in s17 of the Reserves Act 1977, as they do not
provide adequate space for recreation or sporting activities,
· have
been determined by staff as surplus to Auckland Council’s Parks and Open Space Acquisition Policy 2013 and the Open Space
Provision Policy 2016, and
· most
of the concerns raised in public consultation were associated with planning
matters and can be considered as part of any future resource consent
application.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
18. It is
anticipated that the future use of the properties will be for residential
purposes, which may cause an increase in emissions due to the nature of
construction. Any increase in emissions is expected to be of
minimal impact, and given the shortage of housing in Auckland, the benefits are
deemed to outweigh the risk.
19. 67 East
Street is not flood prone nor does it have any other environmental
instabilities.
20. A small,
isolated portion of Adj. 995 Paerata Road is flood prone and an overland flow
path crosses the front of the site. Upgrading the stormwater infrastructure as
part of any development will eliminate future risk. The property has no other
environmental instabilities.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
21. Council’s Community and Investment Team and Parks, Sports and
Recreation have assessed the properties against the Parks and Open Space
Acquisition Policy 2013 and the Open Space Provision Policy 2016 and have
determined that they are suitable for reserve revocation and disposal. This is
primarily due to their size, level of current and possible future amenity and
other nearby parks that fulfill the values of the Reserves Act 1977 in
Pukekohe.
22. Council’s Stakeholder and Land Advisory team has confirmed
that the sites are eligible for reserve revocation and disposal.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
23. The Franklin
Local Board endorsed the proposed reserve revocation and sale of 67 East Street
and Adj. 995 Paerata Road, Pukekohe as part of the
Unlock Pukekohe HLPP at its 16 April 2019 business meeting (FR/2019/44).
Tauākī whakaaweawe
Māori
Māori impact statement
24. Eke Panuku notified all the relevant mana whenua iwi authorities of
the proposal to revoke the reserve status of the properties on 17 September
2020 and a follow up on 15 October 2020 (Attachment D). No objections were
received.
Ngā ritenga
ā-pūtea
Financial implications
25. The cost to
complete the reserve revocations will be reimbursed from the proceeds of sale.
26. The net sale
proceeds will be be reinvested within Eke Panuku’s
priority location programme.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
27. If the reserve status of the properties is not revoked, it will not
be possible to progress the disposal. In this instance, the properties would
remain in council ownership and incur ongoing maintenance and management costs.
Ngā koringa ā-muri
Next steps
28. If the
committee resolves to recommend proceeding with the application to revoke the
reserve status of the properties, Eke Panuku will forward the resolution to the
Department of Conservation together with the objections received.
29. If the
Minster approves the request, a notice will be published in the New Zealand
Gazette authorising the revocation, and this will be submitted to Land
Information New Zealand for issue of titles.
30. Eke Panuku
will request a plan change to change the zoning from open space to the most
appropriate zoning on the advice of the Unitary Plan team and complete the
disposal of the properties.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Property images
|
253
|
|
b⇩
|
Public notice
|
255
|
|
c⇩
|
Submissions received
|
257
|
|
d⇩
|
Iwi notification
|
261
|
Ngā kaihaina
Signatories
|
Author
|
Andrew Elcoat - Portfolio Specialist, Eke Panuku
Development Auckland
|
|
Authorisers
|
Letitia Edwards - Head of Strategic Asset Optimisation
- Eke Panuku Development Auckland
Richard Davison - Senior Project Planning Leader, Eke Panuku
Development Auckland
Claudia Wyss - Director Customer and Community
Services
|
|
Parks, Arts,
Community and Events Committee
11 August 2022
|
|
