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

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 20 September 2022

4.00pm

Chamber
Civic Building L2
1 Smythe Road
Henderson

 

Henderson-Massey Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Vanessa Neeson, JP

 

Deputy Chairperson

Brenda Brady, JP

 

Members

Chris Carter

 

 

Peter Chan, JP

 

 

Dr Will Flavell

 

 

Matt Grey

 

 

Brooke Loader

 

 

Ingrid Papau

 

 

(Quorum 4 members)

 

 

 

Brenda Railey

Democracy Advisor

 

15 September 2022

 

Contact Telephone: 021 820 781

Email: brenda.railey@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


Henderson-Massey Local Board

20 September 2022

 

 

ITEM   TABLE OF CONTENTS            PAGE

1          Welcome                                                                                   5

2          Apologies                                                                                 5

3          Declaration of Interest                                          5

4          Confirmation of Minutes                                                         5

5          Leave of Absence                                                                    5

6          Acknowledgements                                              5

7          Petitions                                                                 5

8          Deputations                                                           5

9          Public Forum                                                                            5

10        Extraordinary Business                                       5

11        Ward Councillors' Update                                    7

12        Corban Estate Arts Centre service provision - findings                                                                  9

13        Te Manawa Venue Hire Changes                    123

14        Rescind part of resolution HM/2017/154, surrender the Community Lease dated 18 January 2018 and grant a new Community Lease to Leataata O Le Lumanai Samoa Trust at 93 Moire Road, Massey                                205

15        To adopt the scope of the Henderson-Massey Sport and Active Recreation Facilities Plan  217

16        Local Board Annual Report 2021/2022           229

17        2022 local government elections - meetings and decision-making until new local board members make their declarations                  247

18        Local Board input on the National Policy Statement for Freshwater Management         251

19        Council-controlled Organisations Quarterly Update: Quarter Four, 2021/2022                    323

20        Hōtaka Kaupapa (Policy Schedule)                347

21        Confirmation of Workshop Records              351

22        Valedictory reflections: end of term address                                                                            361

23        Consideration of Extraordinary Items

 


1          Welcome

 

 

2          Apologies

 

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

 

 

3          Declaration of Interest

 

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

            The following are declared interests of elected members of the Henderson-Massey Local Board.

Member

Organisation

Position

Brenda Brady, JP (Deputy Chair)

-      Safer West Community Trust

Trustee

Chris Carter

 

-      St Lazarus Trust

-      Waitematā District Health Board

-      Waitākere Badminton Club

Member

Member

Member

Peter Chan, JP

 

-      Cantonese Opera Society of NZ

-      Asian Leaders Forum

-      NZ-Hong Kong Business Association

-      NZ-China Business Association

-      Auckland Chinese Environment Protection Association (ACEPA)

-      Whau Coastal Walkway Trust

Member

Member

Member

Member

Advisor

Trustee

Matt Grey

-      West Auckland Youth Development Trust

-      Billy Graham Youth Foundation

Director

Board Member

Dr Will Flavell

 

-      Asia New Zealand Leadership Network

-      COMET

-      Te Atatū Tennis Club

-      Waitākere Literacy Board

Member

Employee

Board Member

Board Member

Brooke Loader

-       Waitākere Licensing Trust

-       Te Atatū Peninsula Business Association

-       Neighbourhood Support

-       Te Atatū Glendene Community Patrol

Member

Associate Member

Member

Volunteer

Vanessa Neeson
(Chair)

-      Hibiscus Coast Quilters

-      Ranui Advisory Group

-      Waitakere Badminton Club

Member

Chairperson

Patron

Ingrid Papau

-      Liberty Impact Community Trust

-      #WeLoveTuvalu Community Trust

-      Neighbourhood Support

-      Liberty Church

-      Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member

           

            Member appointments

            Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation

 

Leads

Alternate

Central Park Henderson Business Association

Brenda Brady and Brooke Loader

 

Heart of Te Atatu South

Brenda Brady and Brooke Loader

 

Massey Matters

Will Flavell and Peter Chan

 

Ranui Advisory Group

Vanessa Neeson (Chair) and Ingrid Papau

 

Te Atatū Peninsula Business Association

Peter Chan and Ingrid Papau

 

Waitākere Ethnic Board

Ingrid Papau and Peter Chan

 

Waitākere Healthlink

Peter Chan

Chris Carter

Te Whau Pathway Trust

Matt Grey and Brenda Brady

 

 

 

4          Confirmation of Minutes

 

That the Henderson-Massey Local Board:

a)          confirm the ordinary minutes of its meeting, held on Tuesday, 16 August 2022, including the confidential section, as true and correct.

 

 

 

5          Leave of Absence

 

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

 

 

6          Acknowledgements

 

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

 

 

7          Petitions

 

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

 

 

8          Deputations

 

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

 

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

 

 

9          Public Forum

 

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

 

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

 

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Henderson-Massey Local Board

20 September 2022

 

 

Ward Councillors' Update

File No.: CP2022/11376

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive a verbal update from the Waitākere Ward Councillors.

Whakarāpopototanga matua

Executive summary

2.       A period of 10 minutes has been set aside for the Waitākere Ward Councillors to have an opportunity to update the Henderson-Massey Local Board on regional matters.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      thank Councillors Linda Cooper and Shane Henderson for their verbal update.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.      

Ngā kaihaina

Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

Corban Estate Arts Centre service provision - findings

File No.: CP2022/13203

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the findings from the investigation into arts and culture service provision and facilities at Corban Estate Arts Centre, 2 Mt Lebanon Ave, Henderson.

2.       To seek endorsement for the next stage of the project to develop options to improve Corban Estate Arts Centre that can inform the development of a masterplan.

Whakarāpopototanga matua

Executive summary

3.       The investigation of options to improve Corban Estate Arts Centre to address fit for purpose, heritage, and condition issues is a priority action in the Community Facilities Network Plan Action Plan and on the local board work programme

4.       Staff have undertaken an initial investigation into existing service provision and facilities at Corban Estate Arts Centre and have confirmed:

·     Corban Estate Arts Centre is an important heritage site in the heart of Henderson and was recently included on the Heritage New Zealand Heritage List / Rārangi Kōrero

·     many of the buildings on the site require significant investment for necessary seismic upgrades and general refurbishment

·     a range of regionally important arts and culture service providers operate from the site, including key Māori and Pacific visual and performing arts groups

·     many of the arts and culture services and programmes at the site have a specific focus on arts for social development with communities of greater need.

5.       The proposed next stage for the project is to develop options for the future use and development of Corban Estate Arts Centre.

6.       Once defined, options will inform the development of a masterplan for the site. The masterplan will outline the vision for the future of the site, identify the values of the site to be protected, and the potential opportunities for development and uses at Corban Estate Arts Centre. The masterplan will be able to assist the local board in making decisions about projects and future investment at the site.

7.       Following endorsement of the findings, options development will commence via a series of key stakeholder workshops.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the Corban Estate Arts Centre findings report (Attachment A)

b)      endorse the approach to develop options for the future use and development of Corban Estate Arts Centre, to inform the development of a masterplan

c)       nominate a member of the local board to represent the board at key stakeholder workshops for developing future use and development of Corban Estate Arts Centre.

 

Horopaki

Context

8.       Investigating options to improve Corban Estate Arts Centre that address fit for purpose, heritage, and condition issues is an item on the Henderson-Massey Local Board’s 2022/2023 work programme (HM/2022/79) and is a priority action in the Community Facilities Network Plan (CFNP) Action Plan.

9.       The CFNP and accompanying Action Plan provide strategic direction for council’s community facilities. This investigation aligns with the CFNP’s key drivers to:

·     ensure existing facilities are fit for purpose

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

·     meet current and future demand arising from population growth and changing user expectations.

10.     Staff have undertaken an initial desk-top investigation into facility condition and existing service provision at Corban Estate Arts Centre (CEAC). Key findings were presented to the Henderson-Massey Local Board at a workshop on 26 July 2022. Feedback received at the workshop has been incorporated into the final findings report.

11.     Staff now propose the development of a masterplan to guide the future use of CEAC. A masterplan is a non-statutory document that will outline the vision for the future of CEAC for the next ten to thirty years. The masterplan will identify key values of the site to be protected and the potential opportunities for development and uses at the site. Once completed, the masterplan will assist the local board in making decisions about CEAC and prioritise future investment.

12.     To develop a masterplan, an investigation of potential options for future use and development at CEAC needs to be undertaken.

Tātaritanga me ngā tohutohu

Analysis and advice

Key findings

13.     The full investigation findings and recommendations for the next stage for development of options are detailed in Attachment A: Corban Estate Art Centre Findings Report. Key points from the findings are summarised below.

Facilities

14.     Our investigation identified that:

·     Corban Estate is a destination arts and culture facility in the CFNP and a Category B scheduled place in the Auckland Unitary Plan. The complete estate was recently added as a Category 1 listed site to the Heritage New Zealand Heritage list / Rārangi Kōrero.

·     The Waitākere Arts and Cultural Development Trust (the Trust) has a lease with Auckland Council to operate arts and culture facilities at the site until 2025, with a right of renewal until 2040.

·     under the conditions of the lease, council is responsible for maintaining the grounds, the exteriors of the buildings and undertaking structural repairs and maintenance. The Trust is responsible for upkeep of the interior of the buildings and the utilities. 

·     the site has significant ecological areas and the Opanuku stream at its southern boundary. 

·     the buildings at CEAC provide for a range of uses including a café, three gallery spaces, education rooms, stages and rehearsal spaces, and space for studios for up to 24 artists.  

·     there are eight venues for hire across the site.

·     further seismic investigations, upgrades, and refurbishment work is required for many of the buildings on site to address fit for purpose and improve ulitisation.  

Growth and demographics

15.     Our investigation identified that:

·     the destination catchment (comprised of the Henderson-Massey, Whau and Waitakere Ranges local board areas) has a similar age and ethnic distribution to wider Auckland. The local catchment (a 10-minute drive from CEAC) has a higher Asian population and Pacific population.

·     population growth to 2051 is projected to be 25 percent in the destination catchment. The local catchment is projected to grow 18 per cent. Both these figures are lower than the wider Auckland average of 47 per cent.

·     the deprivation index in the local catchment is medium to high with a lower median personal annual income when compared to the destination catchment and to wider Auckland.

·     we recognise that the catchment demographic and projection information does not specifically identify or consider the groups within the catchment who may be higher users of the CEAC site and services. 

Service Provision

16.     Our investigation identified that:

·     as a destination facility CEAC attracts visitors from across the sub-region and wider Auckland.

·     the mix of services offered from the site includes exhibitions, classes and workshops with different groups within the community and school groups, alternative youth education, rehearsal spaces, performance spaces, studio spaces, meeting spaces and venues for hire.

·     the mix of artforms at the site include visual art, dance, theatre, music, tā moko, carving, sculpture, filming. Non-arts related events also take place on site and through the venues for hire.

·     the Trust has subleases with other arts and culture groups and individual artists. There are currently 10 arts organisations and approximately 22-24 artists based at the site.

·     programmes delivered by the organisations on site specifically support social development targeted at groups of greater need. These groups include the Pacific community, young people, in particular Māori and Pacific youth, youth in alternative education or the criminal justice system or Oranga Tamariki care, the neuro-diverse, and the refugee and migrant community

·     staff do not have access to consistent utilisation data and information for partner facilities like CEAC. Our understanding of the current utilisation and users of CEAC is based on anecdotal information and visitor numbers provided by the Trust and two other organisations on site, Pacifica Arts Centre and Waitakere Central Community Arts Council.

·     our findings also recognise that it is also difficult to make comparisons between CEAC and other facilities and providers of arts and culture services in the network as venue types, specific facilities, and the type of programmes offered vary across the network.

Recommendation

17.     The findings report recommends staff undertake workshops with key stakeholders including the Trust, sub-lessees and regular users of the estate, and mana whenua, to develop options for the future use and development of CEAC.

18.     Options development will need to address the information in the findings report and consider a range of implementation time frames, investment requirements and potential funding sources.

19.     Once developed, the main options will be presented to the local board at a future workshop and will be used to inform the development of the masterplan for the site.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20.     There are no direct or negative climate impacts from the findings and recommendations in this report.

21.     As part of the development of options for the future use and development of CEAC, climate impacts and sustainability will form a key consideration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22.     The findings in this report were developed with input from members of the following council groups: Community Facilities, Connected Communities, Heritage, Local Board Services, Eke Panuku Development and Tātaki Auckland Unlimited.

23.     There will be ongoing representation by members of these council groups as part of the options development and future master planning process.

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

Local impacts and local board views

24.     Key findings from the initial investigation were presented to the Henderson Massey Local Board at a workshop on 26 July 2022. Comments and feedback from the board has been incorporated into the final findings report.

25.     Staff have met with CEAC management and representatives of the Trust who have been informed of the investigation and provided information and data that is included in the findings report.

26.     Current demographics, and any expected demographic change in the catchment areas have been considered in the findings and will inform future options development to recognise the current and future arts and culture needs of the community.

Tauākī whakaaweawe Māori

Māori impact statement

27.     CEAC is the current base for many Māori artists and arts and culture organisations including Te Pou Theatre and Atamira Dance Company.

28.     The Māori population in the destination catchment is approximately 14 per cent of the population and 16 per cent of the local catchment. The population is expected to remain relatively stable until 2043.

29.     No specific engagement has taken place with mana whenua as part of the findings investigation as this was primarily a desktop research exercise. Staff have met with Te Kawerau ā Maki and they have been informed of the project. Mana whenua, mataawaka and key Māori stakeholders based on site will be directly involved in the next stage of options development.

Ngā ritenga ā-pūtea

Financial implications

30.     The impact of COVID-19 and the resulting economic upheaval has had a significant impact on council’s revenue and borrowing capacity. The Emergency Budget 2020/2021 highlighted the need to reduce capital expenditure across the council family and prioritisation of projects already being delivered. This message was reiterated in the Long-term Plan 2021-2031 and the Annual Budget 2022/2023.

31.     Stakeholder engagement and the development of options to inform a master plan will be funded through available operational budget and internal resources.

32.     Implementation of any future projects contained within a final masterplan will require identification of funding requirements and sources. This identification will form part of the options and master plan development process.

33.     Staff will work closely with the local board and keep local board members informed about funding requirements as the project progresses.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34.     The following table outlines the main risk and mitigation associated with the recommendations in this report.

Risk

Mitigation

Community perception that Corban Estate Arts Centre services and facilities will change without consultation

We will communicate that community consultation will be undertaken once the options have been defined.

Ngā koringa ā-muri

Next steps

35.     If endorsement from the local board for the next stage of the project is received, work will commence on options development through a series of key stakeholder workshops.

36.     Staff anticipate undertaking the stakeholder workshops and reporting back to the local board with options and recommendations by April 2023.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Corban Estate Arts Centre - findings report September 2022

15

     

Ngā kaihaina

Signatories

Authors

Anna Papaconstantinou – Service and Asset Planning Specialist

Authorisers

Mirla Edmundson - General Manager Connected Communities

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

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Te Manawa Venue Hire Changes

File No.: CP2022/11437

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Henderson-Massey Local Board for changes to the bookable spaces at Te Manawa.

Whakarāpopototanga matua

Executive summary

2.       Te Manawa is Auckland Council’s first fully integrated community hub that opened in March 2019.

3.       The facility operating model and venue hire fees were approved by the local board in 2019, with the intention to review after two years to identify possible areas of improvement.

4.       In 2019 an evaluation was conducted (attachment A – Pilot Evaluation) and a set of recommendations were developed to increase utilisation and participation of the bookable spaces at Te Manawa.

5.       The recommendations were analysed to determine the feasibility of implementation and identified some could be implemented as part of general operations, whereas others would require venue hire fees to be reviewed.

6.       The recommendation is to approve the following changes to be implemented by January 2023:

·     decrease commercial kitchen fees from $49 to $28 per hour

·     decrease AV suite fees from $59 to $38 (combined rooms) and from $24 to $19 (single room)

·     remove peak and off-peak rates for the commercial kitchen and AV suite

·     remove the commercial kitchen from being automatically included with the combined auditorium hire

·     rename ‘AV suite’ to Studios.  

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      approve the following changes to Te Manawa venue hire fees and charges:

i)     decrease commercial kitchen fees from $49 to $28 per hour

 

ii)    decrease AV suite fees from $59 to $38 (combined rooms) and from $24 to $19 (single room).

 

iii)   approve the following changes at Te Manawa:

A)      remove peak and off-peak rates for the commercial kitchen and AV suite

B)      remove the commercial kitchen from being automatically included with the combined auditorium hire

C)      rename ‘AV suite’ to Studios.

Horopaki

Context

7.       Te Manawa is Auckland Council’s first fully integrated community hub, and provides services and resources including a library, customer service centre, bookable spaces, commercial kitchen, creative spaces, work and study areas, and a Citizens Advice Bureau. Te Manawa also offers community-focused programmes and activities. 

8.       Prior to its opening in 2019, the Henderson-Massey Local Board adopted the current venue hire fees (resolution number HM/2019/24), with the intention to evaluate the operating model after two years to identify possible areas of improvement.

9.       The venue hire fees were set in accordance with Auckland Council’s Hire Fee Framework. This is an operational policy that guides the setting of fees and charges across the network of council-managed bookable spaces in community centres and venues for hire.

10.     In 2021, an evaluation was conducted (attachment A – Pilot Evaluation) that made recommendations for improving the current operating model to increase utilisation and participation. This included recommendations on changes to venue hire fees.

11.     The recommendations relating to venue hire were:

·     add basic equipment to the commercial kitchen and align fees with market rates

·     review the policy where the kitchen is automatically added to the auditorium hire

·     review pricing of the AV studio or consider taking it out from the hire pool and assigning 100 per cent to community use

·     consider promoting the studio as a podcasting studio rather than AV suite because the name “AV suite” is linked to expectations of larger size

·     increase utilisation of venue hire spaces.

12.     The Henderson-Massey Local Board recently approved a 2 per cent fee increase to take place from July 2023 for all venues for hire in the local board area, approved as part of the 2022/2023 Annual Budget.

13.     Te Manawa was not included in the 2 per cent fee increase on this occasion, as the evaluation was already underway and included independent recommendations on venue hire fees.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     Analysis was carried out to determine the feasibility of implementing each of the recommendations in the evaluation. This is outlined below.

Add basic equipment to the commercial kitchen and align fees with the market

15.     Basic equipment can be added to the commercial kitchen as an operational initiative, funded from the facilities operational budget.

16.     More investigation into what equipment should be provided will be carried out before it is supplied.

17.     An assessment of the current market for commercial kitchens in New Zealand identified there are a small number available, making it difficult to determine the appropriate fee to set. 

18.     Some market examples seem to prefer space sharing, longer term agreements or at least weekly/monthly commitments​ for hirers using the spaces.

19.     Hourly rates were low at other commercial kitchens, but difficult to compare in terms of quality of the space. 

20.     The food preparation regulatory environment has changed in recent years; food operators can now register and use their home kitchens for commercial purposes​. This indicates that there could be less need for publicly available commercial kitchens.

21.     A reduction of fees from $49 to $28 per hour would more closely align with the current market rates sitting at an average of $20 to $30 per hour.

22.     Removing the peak and off-peak rates is recommended as there is currently no demand for use of the space.

Review policy where the kitchen is automatically added to the auditorium hire

23.     Currently the commercial kitchen auto-books with auditorium hire, regardless of need. Often, the kitchen is used as a catering space, rather than for its intended purpose as a commercial kitchen.

24.     Separating the commercial kitchen from automatically being included with auditorium bookings will increase availability.

Review pricing of the AV studio or consider taking it out from the hire pool and assigning 100 per cent to community use

25.     There are some operational issues with removing venue hire fees for use of the studio such as:

·     increased demand

·     studios not being used for their intended purpose.

26.     Targeted community programmes are a more suitable way of increasing utilisation and can target under 18-year-olds, who are not currently eligible to hire the space.

27.     Each studio is small (maximum three people), and pricing is high relative to the other small meeting room at Te Manawa.

28.     A reduction of fees from $24 to $19 per hour for each studio or $38 for combined studios would more closely align with the other small meeting room available at Te Manawa. 

Consider promoting the studio as a podcasting studio rather than AV suite because the name “AV suite” is linked to expectations of larger size

29.     While the studios have some recording equipment, such as audio receivers, iMac and microphones, much of this can be used at home.

30.     Staff are proposing to change the name to ‘Studio’, and market the space more flexibly, rather than as solely an AV suite, making the space appeal to a wider audience.

Increase utilisation of venue hire spaces

31.     Utilisation of Te Manawa spaces for hire are low at 16 per cent (2021/2022) compared to other Auckland Council managed venues for hire in the Henderson-Massey Local Board area, 29 per cent and an Auckland wide view of all 21 local boards, 33 per cent.

32.     Overall low utilisation is attributed to:

·     low utilisation of the commercial kitchen and studios

·     the impact of COVID-19 and the limits of capacity

·     Te Manawa being a relatively new venue for hire in the area, as it may still not be well-known in the community.

33.     Revenue received from the commercial kitchen and Studios totals less than $10,000 per year combined. This suggests that any changes made to the fees will have very little impact to the overall revenue budget.

34.     Most revenue comes from the private hiring of the Kōkiri/Ngātahi combined auditoriums.

35.     Staff will prioritise marketing of the hireable spaces at Te Manawa to:

·     highlight the premium spaces and additional services

·     target new food businesses for the commercial kitchen

·     demonstrate use of the recording studio equipment.

36.     Targeted programming will increase community access to the Studios and commercial kitchen.

Summary of proposed changes to venue hire fees

Table two: Comparison of the current fees and the proposed fees

Bookable Space

Current fee

Current community fee

Proposed fee

Proposed

community fee

Commercial kitchen

$49 (peak)

$39.20 (off peak)

$24.50 (peak)

$19.90 (off peak)

$28

(remove peak / off peak)

$14

(remove peak / off peak)

AV Suite

Studios (renamed)

$59

$29.50

$38

$19

Studio 1 or 2

$24

$12

$19

$9.50

Kōkiri and Ngātahi

(combined)

 

$172.90 (peak)

$138.32 (off peak)

(hire includes commercial kitchen)

$86.45 (peak)

$69.16 (off peak)

(hire includes commercial kitchen)

No fee changes

(hire excludes commercial kitchen)

No fee changes

(hire excludes commercial kitchen)

Ngātahi or Kokiri

Auditorium

$99 (peak)

$79.20 (off peak)

$49.50 (peak)

$39.60 (off peak)

No fee changes

No fee changes

Hinengaro

Meeting room & terrace

$59 (peak)

$47.20 (off peak)

$29.50 (peak)

$23.60 (off peak)

No fee changes

No fee changes

Small meeting room

$24 (peak)

$19.20 (off peak)

$12 (peak)

$9.60 (off peak)

No fee changes

No fee changes

Table shows fees per hour. Fees exclude additional cleaning and security charges applied by Venue Hire at the time of booking

 

37.     In August 2022, staff presented the proposed changes to venue hire fees at Te Manawa to the local board, where the recommendations were supported.


 

Tauākī whakaaweawe āhuarangi

Climate impact statement guidance

38.     Te Manawa is a five Greenstar rated building, recognised for best practice sustainable design and build.

39.     Rainwater is collected and stored in detention tanks onsite and used to flush the toilets.

40.     Solar panels provide 9eV of power use for lighting and hot water heating for taps.

41.     The heating and air conditioning is programmed to maintain thermal comfort for all users and sensors throughout the building save power when rooms are unoccupied.

42.     Te Manawa is a multipurpose facility reducing the need for communities to travel to multiple locations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views guidance

43.     Council’s Connected Communities, Venue Hire and Finance teams have been involved in the analysis and advice of this report.

44.     There will be some short-term impact to the Customer Services and ICT departments who will need to be involved in the implementation of the changes.

45.     Te Manawa is the only council venue in the Henderson-Massey area that has a stand-alone commercial kitchen and recording studio. Reducing the fees of these venues is not likely to have an impact on utilisation of other council owned and operated facilities.

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

Local impacts and local board views

46.     The proposed changes to the fees and charges were presented to the local board in August 2022, where the recommendations were supported informally.

47.     The local board raised concerns about the ability to meet revenue budgets if fees were reduced.

48.     Staff anticipate that reducing the fees will encourage an increase in utilisation and will make the venue more accessible. With targeted marketing and programming, we anticipate higher utilisation and as a result, higher revenue generation.

49.     The local board raised concerns with the ability for patrons to find parking at Te Manawa and whether this would impede utilisation.

50.     There is currently work underway with Auckland Transport to monitor and ticket the carpark. There are also plans for a nearby bus stop, currently under consultation with Auckland Transport.

Tauākī whakaaweawe Māori

Māori impact statement

51.     The local board work programme aims to:

·     champion and embed te reo Māori in everyday communication

·     celebrate and promote te ao Māori through events and programmes including regionally co-ordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori

·     seek opportunities to engage with local iwi and mana whenua to collaborate on initiatives and programmes.

52.     Māori make up 17.2 per cent of the Henderson-Massey population and are frequent customers at Te Manawa. The recommendations provide opportunities for increased access for Māori, and to be more reflective of the local community.

Ngā ritenga ā-pūtea

Financial implications

53.     The financial implications of reducing the fees for the hirable spaces are low.

54.     Current revenue received for the commercial kitchen and studios is small and any changes to pricing will have a minor impact on revenue budgets.

55.     Any revenue losses from the commercial kitchen and Studios will be offset by income received from the meeting rooms and auditoriums.

56.     The focus is to increase utilisation through targeted programmes and marketing and is expected to generate increased revenue.

57.     Any additional operational costs, such as purchasing equipment for the commercial kitchen will be sought from operational budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58.     The proposed reduction in venue hire fees and charges has little to no risk to Auckland Council and the local board.

59.     There is a risk that reduction of venue hire fees will not result in increased utilisation of the hired spaces. If this occurs, a reassessment of the venue hire would be conducted.

60.     If the recommended changes are not approved, the following risks have been identified:

·     utilisation remaining low

·     spaces become inaccessible to the public due to unaffordable prices

·     lost opportunity for the community to access what Te Manawa has to offer.

61.     If changes to fees are not implemented, staff will look to see if there are operational initiatives which could be carried out to increase utilisation.

Ngā koringa ā-muri

Next steps

62.     Following a decision by the local board, staff will implement the changes as described. All changes will take effect by 1 January 2023.

63.     The local board will continue to be informed through workshops and quarterly reporting via SharePoint.


 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

The Te Manawa Pilot Evaluation

131

     

Ngā kaihaina

Signatories

Authors

Sarah Houston - Senior Advisor

Charlotte Masters-Wood - Operations Lead

Authorisers

Mirla Edmundson - General Manager Connected Communities

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Rescind part of resolution HM/2017/154, surrender the Community Lease dated 18 January 2018 and grant a new Community Lease to Leataata O Le Lumanai Samoa Trust at 93 Moire Road, Massey

File No.: CP2022/13546

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To rescind part of the Henderson-Massey Local Board Resolution HM/2017/154 part Item 17 clause c) (refer to Attachment A) and surrender the Community Lease dated 18 January 2018 and grant a new community lease to Leataata O Le Lumanai Samoa Trust, located at 93 Moire Road, Massey.

Whakarāpopototanga matua

Executive summary

2.       As per the resolution HM/2017/154 dated 19 September 2017 Leataata O Le Lumanai Samoa Trust (trust) was granted an Agreement to Lease commencing 19 September 2017 for a period of five years and a subsequent Community Lease to develop the land at 93 Moire Road, Massey. As per agreement, the trust planned to demolish the building, gifted to the trust by the Council and re-construct it.

3.       However, due to the impact of Covid-19 the trust was faced financial difficulties and was unable to arrange funding for demolition and reconstruction of the building. The trust no longer wishes to proceed with this redevelopment.

4.       The subsequent community lease was subject to completion of the conditions of the agreement to lease, however, it was signed and dated 18 January 2018.

5.       To proceed with a new community lease, the previous resolution needs to be rescinded and the community lease dated 18 January 2018 needs to be surrendered.

6.       There are two buildings on the land at 93 Moire Road, Massey. One of the buildings houses a creche and the other is a community hall. Both buildings on the land are owned by the trust and were gifted to the trust by Auckland Council in 2016.

7.       The trust is currently occupying the building and aims to continue operating and delivering their activities as an Early Childhood Education and Care Centre from the premises. These activities align with the local board plan 2020, Outcome One - Henderson-Massey is a great place to live, work and play and Outcome Two - A thriving, inclusive and engaged community.

8.       The trust has provided all required information including financials and ensured that once they have entered into a new lease arrangement with Auckland Council, the trust will arrange third party funding to organise refurbishment of the building. Currently, the trust has all the necessary insurance cover, including public liability insurance, in place for another one year.    

9.       From the site visit, the buildings appeared in an average condition and the trust advised their plan was to improve and refurbish the flooring and ceiling of the hall once they have secured funding. 

10.     Iwi consultation was undertaken in June 2017 as part of the Agreement to Lease and Community Lease and of the three iwi that responded, there were no concerns raised. 

11.     This report recommends that after rescinding part Item 17 clause c) of resolution HM/2017/154 and the surrender of the community lease dated 18 January 2018.  A new community lease be granted to the trust for a term of 10 years commencing from 1 October 2022 with one right of renewal for a further term of 10 years. 

12.     If the local board decides to grant the new community lease, staff will work with the lessee to finalise the new Community Lease.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      rescind clause c) of Resolution HM/2017/154 resolved at the Henderson-Massey Local Board meeting on 19 September 2017 as follows:

a)     grant an agreement to lease to Leataata O Le Lumanai Samoa Trust Incorporated subject to the following terms and conditions:

i)        term – five years commencing 19 September 2017;

ii)       the landlord successfully reclassifying that part of the premises which is      recreation reserve as local purpose reserve;

iii)      Leataata O Le Lumanai Samoa Trust securing all necessary funding and intent      from suppliers for the proposed new facility prior to the commencement of its           works;

iv)      Leataata O Le Lumanai Samoa Trust obtaining all necessary regulatory       consents for the proposed new facility prior to the commencement of its works;

v)       Leataata O Le Lumanai Samoa Trust obtaining landowner approval and adhering to the conditions detailed in the landowner approval throughout its           works;

vi)      All other terms and conditions in accordance with the Reserves Act 1977 and         the Auckland Council Community Occupancy Guidelines 2012.

b)       approves the surrender of the current Deeds of Lease dated 2 December 2010 and 9 January 2008 effective upon the date of Leataata O Le Lumanai Samoa Trust entering in to a new community lease.

c)       grant a new community lease to Leataata O Le Lumanai Samoa Trust located on part of Moire Park, 93 Moire Road, Massey (Attachment C) on the following terms and conditions:-

i)          term – 10 years with one right of renewal for a period of 10 years commencing on the date of practical completion and issue of code compliance certificate for its proposed new facility;

ii)         rent - $1.00 plus GST per annum if requested;

iii)        the approved Leataata O Le Lumanai Samoa Trust Community Outcomes Plan be attached to the lease document (Attachment D);

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

b)      approve the surrender of the signed Community Lease dated 18 January 2018 to Leataata O Le Lumanai Samoa Trust for part of Moire Park, namely 93 Moire Road, Massey.


 

c)       approve a new community lease to Leataata O Le Lumanai Samoa Trust for the group-owned building being 1628.9 square metres (more or less) located on the parcel legally described as Lot 241 Deposited Plan 83562 and Section 1 SO Plan 515641 (Attachment A) at Moire Park, namely 93 Moire Road, Massey on the following terms and conditions:

i)       term – ten years commencing 1 October 2022 with one right of renewal for a period of 10 years

ii)       rent - $1.00 plus GST per annum if requested

iii)      maintenance fee - $250 plus GST per annum

iv)      provision of a community outcomes plan will be approved and attached to the lease documentall other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012 and the Local Government Act 2002.

Horopaki

Context

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

Land, building/s and lease

14.     Moire Park is located at 93 Moire Road, Massey (refer to Attachment B – Site Plan). The land is legally described as Lot 241 Deposited Plan 83562 and Section 1 SO Plan 515641 and classified as a local purpose reserve (community building).

15.     The trust entered into an Agreement to Lease and Community Lease to develop the land at 93 Moire Road, Massey, on 18 January 2018. As per agreement, the trust planned to demolish the building and re-construct it. However, due to the impact of Covid-19 the trust was faced with financial predicament and was unable to arrange funding for demolition and reconstruction of the building. The trust no longer wishes to proceed with this redevelopment.

16.     The trust has applied for a new community lease to continue occupation on the site and proceed with general refurbishments of the buildings.

17.     The trust owns the buildings on the council owned land situated at Moire Park, Massey. There are two building erected on the land. One is the creche and the other is the community hall.

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

Leataata O Le Lumanai Samoa Trust 

19.     The trust was established as a Charity in 1999 and re-registered in January 2013. The trust has a charities registration number as CC49474. Its primary objective is to provide early childhood education to the Samoan community.

20.     The trust has more than a thousand members and there is no membership fee for the services and programmes offered by the trust. There are approximately eight full-time paid staff members and three to four volunteers working part-time. Based on the data for the past 10 years, ethnicity wise, the trust comprised of approximately 79 per cent Pacific Islanders, 10 per cent NZ European, 8 per cent Maori and 3 per cent Asians


 

Tātaritanga me ngā tohutohu

Analysis and advice

21.     Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to reapply for a new lease. The trust is exercising this right by applying for a new lease. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

22.     Moire Park is classified as a Local Purpose reserve (community buildings) therefore and does not require public notification.

Assessment of the application

23.     The trust has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver Early Childhood Education and Care Centre services.

24.     The area proposed to be leased to the trust consists of 1628.9 square metres (more or less) and is outlined in Attachment B – Site Plan.

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

26.     The trust has all necessary insurance cover, including public liability insurance, in place.  

27.     A site visit has been undertaken by staff and the facility is well managed and maintained. All management and operational costs are funded by the trust.

28.     The trust will also undertake improvements/ upgrades including refurbishment of floor and ceiling once the trust enters a community lease.

29.     The trust provides a valuable service to the local community by providing early childhood learning for Samoan community. It focuses on delivering its services to 95 per cent of pacific islanders and nearly 90 per cent of the members of the trust reside within the neighbouring suburbs.

30.     There are more than a thousand members of the trust, and there is no membership fee. Also, with an affordable fee policy, the trust conducts school holiday programmes and literacy and numeracy for parents and intergenerational programmes.

31.     During Covid, the trust has, in partnership with Countdown, delivered food parcels within the community. The trust allows opportunities for elderly people in the community to come and join each other weekly to interact and socialise.

32.     A Community Outcomes Plan will be negotiated with the trust to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement.

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

34.     Staff recommend that a new community lease be granted to the trust for a term of 10 years commencing from 1 October 2022 with one 10 year right of renewal.

35.     Staff recommend that an Asbestos Survey be conducted by the trust before the grant of lease to ensure health and safety measures have been undertaken.


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

37.     Climate change has a likely potential to impact the lease, as part of the leased area is located in a flood plain and flood-sensitive area.

          Figure 1: The trust’s building is outlined in red, and the light blue is the flood plain and the blue hatched area is the flood sensitive zone.

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Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

39.     The proposed lease will benefit the community by enabling initiatives that promote early childhood education activities that will be delivered from the Moire Park and benefits for the Henderson-Massey Local Board area and its surrounding communities.

40.     The assessment of the application was workshopped with the Henderson-Massey Local Board on 23 August 2022. The local board indicated in principle support of the new community lease.

41.     The delivered activities align with the Henderson-Massey Local Board Plan 2020 outcomes and objectives:


 

Table 1: 2020 Henderson-Massey Local Board Plan outcomes and objectives

Outcomes

Objectives

Outcome One: A great place to live, work and play.

Parks, facilities and public spaces are inviting, accessible to all and meet the needs of our diverse communities.

Outcome Two: A thriving, inclusive and engaged community.

More people are confident, willing and able to engage with council and influence what happens in their neighborhoods.

Tauākī whakaaweawe Māori

Māori impact statement

42.     Iwi engagement about the council’s intention to grant a new community lease for 93 Moire Road, Massey was completed in June 2017 as part of the Agreement to Lease and Community Lease application. Of the three iwi that responded, there were no concerns raised, no further iwi engagement is required.

43.     The trust will agree, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community. The trust has established ongoing relationship with the Te Piringi Tahi Marae at Luckens Road, West Harbour. The trust continues to benefit Māori and the wider community through education, health and well-being, values, culture and traditions.

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

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, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

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

Ngā ritenga ā-pūtea

Financial implications

48.     Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding the financial implications for the new lease to the trust for 93 Moire Road, Massey.

49.     Ongoing maintenance of the asset will be covered by the trust as they own the building.


 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50.     Should the local board resolve not to grant the proposed community lease to the trust at 93 Moire Road, Massey, the trust’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

51.     Should the trust not be able to arrange funding following grant of proposed lease, this will not only impact the activities of the trust but also raise health and safety concerns as to the use of a building requiring asbestos survey to be conducted and refurbishments. Also, a long-term lease for 10 years with one right of renewal for another term of 10 years may result in underperformance of the activities by the trust for that duration in absence of third-party funding. 

Ngā koringa ā-muri

Next steps

52.     If the local board resolves to the grant the proposed new community lease, staff will work with the trust to finalise the lease agreements in accordance with the local board decision.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Henderson-Massey Local Board 19 September 2017 Meeting Resolution HM/2017/154

213

b

Site plan for 93 Moire Road Massey

215

     

Ngā kaihaina

Signatories

Authors

Kanza Syed - Community Lease Specialist

Authorisers

Taryn Crewe - General Manager Community Facilities

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

To adopt the scope of the Henderson-Massey Sport and Active Recreation Facilities Plan

File No.: CP2022/13329

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the scope of the Henderson-Massey Sport and Active Recreation Facilities Plan.

Whakarāpopototanga matua

Executive summary

2.       Sport and active recreation deliver an avenue for an inclusive, vibrant, healthy, and connected community.

3.       The Henderson-Massey Local Board receives many requests annually from community sport and recreation groups seeking funding support towards facilities and infrastructure.

4.       The Henderson-Massey Local Board has commissioned the development of the Henderson-Massey Sport and Active Recreation Facilities Plan (Work programme item #1439).

5.       Staff presented three options for the proposed scope to develop the plan, as per the 23 August 2022 workshop:

·     Option 1 – Full facilities network

·     Option 2 – Council related facilities network

·     Option 3 – Core sport and active recreation facilities network.

6.       Option 1 – Full facilities network is recommended by staff as it provides a full network snapshot providing a holistic overview of community needs and has strong alignment to strategic documents such as Auckland Sport & Recreation: Strategic Action Plan 2014-2024, Increasing Aucklanders’ Participation in Sport: Investment 2019-2039 and the Henderson-Massey Local Board Plan 2020.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      adopt the full facilities network scope for the development of the Henderson-Massey Sport and Active Recreation Facilities Plan as follows:

Geographic area:

i)     The plan will focus on facilities within the Henderson-Massey Local Board area whilst also considering participation trends for sub-regional facilities and neighbouring communities.

Type of activity:

ii)    The plan will address sport and active recreation as defined in

Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

 


 

Facility model:

iii)   The plan will examine sport and active recreation facilities of varying ownership and operational models, including, but not limited to:

A)      Council owned land: council owned and operated facilities

B)      Council owned land; council owned facilities; community operated

C)      Council owned land: community owned and operated facilities

D)      Ministry of Education (MOE) owned and operated

E)      Council owned community facilities with potential for sport and active recreation

F)      facilities of cultural significance providing community outcomes

G)      places of worship and education providers (non-MOE) where there is community access

H)      private or commercially owned and operated facilities where there is community access.

Horopaki

Context

Sport and Active Recreation Facilities Plan

7.       The Henderson-Massey Local Board receives many requests annually from community sport and recreation groups seeking funding support. The board acknowledges that there are limited funds to contribute to maintaining and developing sport and recreation facilities, and therefore must prioritise investment. The local board can achieve this through the development of a sport and active recreation facilities plan.

8.       With population growth, societal change, budgetary and land supply constraints, it is integral to adopt a more strategic method of investment into the community sport sector.

9.       The Henderson-Massey Sport and Active Recreation Facilities Plan is designed to assist the local board and all stakeholders in prioritising future investment into sport and active recreation facility projects. This approach looks to maximise the community impact of that investment.

10.     The plan intends to deliver the following outcomes:

·     a consolidated inventory of facilities used by sport and active recreation codes

·     an understanding of local facility needs and issues

·     assessment of the potential impact of demographic and infrastructure changes on current and future provisions in the area

·     identify gaps in provision against current and future trends

·     identify facility projects and potential opportunities for exploration, including community and school partnerships

·     identify parks with greater capacity to accommodate facilities for informal recreation

·     a list of prioritised projects which align with council’s Increasing Aucklanders’ Participation in Sport – Investment Plan 2019–2039 to help inform investment and leasing decisions

·     alignment between sport and active recreation investment recommendations and the adopted outcomes from the Henderson-Massey Local Board 2020

·     overview of sport and active recreation needs and aspirations specific to mana whenua and mataawaka

·     analysis of options for implementation of the plan

 

Henderson-Massey Local Board - Customer and Community Services Work Programme 2022/2023

11.     The Henderson-Massey Local Board invests in sports and active recreation facilities through operational funding, capital funding, and community leases within the Customer and Community Services Work Programme 2022/2023.

12.     The Henderson-Massey Local Board Work Programme includes item number 1439 Henderson-Massey Sport & Active Recreation Facilities Plan 2022/2023.

13.     The activity description for # 1439 is:

“The Henderson-Massey Sport & Active Recreation Facilities plan is a guiding document for the local board to prioritise future sport and active recreation facility developments and inform potential investment decisions to ensure maximum community impact. This is jointly funded with Sport NZ.”

14.     Henderson-Massey Local Board has allocated $25,000 from the 2022/2023 Locally Driven Initiatives operational budget for this item.

15.     Sport New Zealand has confirmed a further $25,000 for the development of the Henderson-Massey Sport and Active Recreation Facilities Plan.

Henderson-Massey Local Board Plan 2020

16.     The development and effective implementation of the plan aligns to the following objective under Henderson-Massey Local Board Plan Outcome 1: Henderson-Massey is a great place to live, work and play:

Parks, facilities and public spaces are inviting, accessible to all and meet the needs of our diverse communities.

Increasing Aucklanders’ Participation in Sport – Investment Plan 2019-2039

17.     In July 2019, council adopted Increasing Aucklanders’ Participation in Sport – Investment Plan 2019–2039. This is a strategic plan to guide investment into sport. The Investment plan identifies three key current challenges:

·     the demand for sport in Auckland is growing and changing, while the existing facilities are ageing

·     not all Aucklanders have the same access and opportunities for sport

·     Auckland Council needs a more structured and strategic approach to invest in sport.

18.     The Investment Plan will be utilised as a key strategic guiding document in the development of the Henderson-Massey Sport and Active Recreation Facilities Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

19.     The scope of the plan can be divided into three sub-categories: geographic area, type of activity and facility model. These are detailed below.

Geographic area

20.     The plan will focus on facilities in the Henderson-Massey Local Board area whilst also considering participation trends for sub-regional facilities and neighbouring communities.


 

21.     Sub-regional and/or bespoke geographic scope will include the following local boards:

·     Whāu

·     Waitākere Ranges

·     Upper Harbour

·     Rodney.

22.     The geographic area of focus will not change across the three options for consideration.

 

Type of activity

23.     The plan will examine the provision of sport and active recreation in relation to the definitions provided in the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

·     Sport:

Physical activity that is competitive, organised and involves the observation of rules. It may be participated in either individually or as a team. 

 

·       Active Recreation:

        Physical activity that is informal and done for wellbeing, health and/or enjoyment. It may be participated in either individually or with a group. 

 

24.     The provision of ‘play’ will not be specifically addressed however findings will complement existing strategic council plans and policies including:

·     Henderson-Massey Play Network Gap Analysis.

25.     The scope of activity will include consideration for non-affiliate and/or casual sport and recreation facility use such as the Waitakere Indian association delivering sports programmes for their community.

26.     The type of activity to be investigated will not change across the three options for consideration.

Facility model

27.     Three options are presented for the scope of the Henderson-Massey Sport and Active Recreation Facilities Plan.

28.     All three options have been evaluated for strategic alignment in relation to facility outcomes and objectives identified in the following sources:

·     Auckland Sport & Recreation: Strategic Action Plan 2014-2024

·     Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

·     Henderson-Massey Local Board Plan 2020

Option 1: Full facilities network

29.     A full facilities network scope provides the most holistic overview of community needs. This option offers the most flexibility for implementation options following the adoption of the plan.

30.     The Plan will examine sport and active recreation facilities of varying ownership and operational models, including, but not limited to: 

·     Council owned land: facility council owned and operated

·     Council owned land: facility council owned; community operated 

·     Council owned land: facility community owned and operated (ground lease)

·     Ministry of Education (MOE) owned and operated 

·     Council owned community facilities with potential for sport and active recreation

·     Facilities of cultural significance providing community outcomes

·     Places of worship and education providers (non-MOE) where there is community access 

·     Private or commercial owned and operated where there is community access.

Table 1: Full facilities network– scope analysis

 

Benefits

Disadvantages

 

Type of Activity

 

 

 

 

Facility model

Broad definition of sport and active recreation captures majority of structured physical activity

Provides opportunity to promote cross-sector collaboration for organisations who share similar bottom line

Play also accounts for physical activity but is not included

An unwillingness to collaborate creates a competitive, individualistic market with siloed needs and inefficiencies

Offers ‘true’ sport and recreation facility network overview

Provides insight into non-sport sectors and promotes cross-sector collaboration

Enables opportunities to target a range of strategic outcomes

Highlights new, innovative solutions for the provision of sport and active recreation

Identifies opportunities for future sport and active recreation provision

Provides the most holistic understanding of facility needs in relation to overall provision

 

The more facilities consulted, the less scope for detail and context. Quantity vs quality working within budget.

Varying degree of relevance to the local board and varying ability to influence outcomes

May dilute focus on core sport and active recreation facility needs

More focus and analysis of new solutions means less time understanding existing ongoing facility issues

Minimal budget to address future need and negates current needs

Offers less detail and context to explain rationale behind datasets

Non-council ownership is less direct responsibility of the local board and provides less ability to influence outcomes

31.     This full facilities network option is recommended as the scope of work to develop the plan and supported by the local board at the 23 August 2022 direction setting workshop.

Option 2: Council related facility network only

32.     The council facilities scope provides the opportunity to further understand the facility network which is directly influenced by local board and/or council budgets.

33.     The council facilities scope will examine sport and active recreation facilities related to council by way of land and/or facility ownership, and/or a facility operated by council (or a council contractor).

34.     This is a concentrated approach providing the local board with greater control and influence.

35.     This option does not provide an accurate account of the network of facilities and limits the ability to leverage council funding for facility developments.

36.     This option will not examine facilities which are:

·     Ministry of Education (MOE) owned and operated facilities

·     non-council facilities of cultural significance providing community outcomes

·     non-council places of worship and education providers (non-MOE) where there is community access 

·     privately or commercially owned and operated facilities where there is community access.

Option 3: Core sport and active recreation facilities network only

37.     The core sport and recreation facilities scope will examine facilities whose principal purpose is to deliver sport and/or recreation.

38.     This option will not capture casual active recreational users.

39.     This option does not identify the potential for collaboration with the health and education sectors or social enterprises.

40.     The needs of organisations who deliver sport and active recreation outcomes as a secondary offering are not captured in this option.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41.     There will be no impact on direct greenhouse gas emissions from the adoption of the scope to develop the plan.

42.     Should future implementation address projects identified in the plan, individual projects would be assessed for impact on greenhouse gas emissions and overall climate change before recommendations were presented to the local board.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43.     Upon adoption of the scope and a consultant appointed, staff will engage with Community Facilities to set up a cross-departmental project steering team irrespective of the preferred scope.

44.     The plan is intended to support the annual Community Facilities work programme and guide decision-making regarding existing budget lines across council, which effect the provision of sport and active recreation.

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

Local impacts and local board views

45.     Staff presented three options at the 23 August 2022 direction setting workshop with the Henderson-Massey Local Board.

46.     Henderson-Massey Local Board gave informal direction in support of the full facility network scope capturing the holistic sport and active recreation facility needs within the local area.

47.     The development of this plan is a priority for the local board. The local impact of this plan is significant in respect to the strategic direction it provides elected members to maximise available investment into sport and recreation.

48.     A full facility scope affords the most open, inclusive scope for community input irrespective of ownership or operational model.

Tauākī whakaaweawe Māori

Māori impact statement

49.     When the scope is adopted and a consultant is appointed, staff will present the project at Mana Whenua forum where iwi in attendance will be offered the opportunity for further engagement.

50.     A key objective of the plan is to provide a high-level overview of sport and active recreation needs and aspirations specific to mana whenua and mataawaka.

Ngā ritenga ā-pūtea

Financial implications

51.     There are no financial implications specifically related to the adoption of the scope to develop the plan.

52.     Henderson-Massey Local Board have allocated $25,000 from the 2022/2023 Locally Driven Initiatives operational budget for the development of the plan.

53.     Sport New Zealand has committed a further $25,000 for the development of the plan.

54.     Staff will follow the Auckland Council procurement process to appoint the preferred consultant and put in place a Services Agreement outlining expectations, deliverables, and financial obligations. 

55.     Payments for the development of the plan will be administered through staff aligned to the Services Agreement payment schedule.

56.     The development of the plan will take place over two financial years and where necessary budgets committed for this project will be accrued and carried forward.

57.     Future implementation may have a standalone budget and subsequently offer an opportunity to analyse related financial implications. This will be considered as part of future work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58.     Option 2 – Council related facilities, and option 3 – Core sport and active recreation facilities, may exclude facilities and/or user-groups who provide greater sport and active recreation outcomes than the limited scope.

59.     Option 1 – Full facility network scope offers the flexibility to mitigate any risk of exclusion by definition of facility model.

60.     There is a risk that community sport and recreation groups that were not identified in the plan may not be prioritised for local board funding. However, projects that are not identified within the plan, the risk can be mitigated by:

·     Groups can still apply for local board community grants.

61.     During the consultation phase community groups will be given a sufficient overview of process for implementation to ensure expectations are accurate.

Ngā koringa ā-muri

Next steps

62.     Following the adoption of the scope, staff will follow due process to appoint a consultant to deliver the project.

63.     The methodology used to develop the plan (engagement, analysis, plan development including a draft report) will be workshopped with the local board in May 2023

64.     Feedback from the workshop will be incorporated into the final plan and presented for adoption at the business meeting in August 2023.


 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Henderson-Massey Local Board Sport and Active Recreation Facilities Plan Scope

225

     

Ngā kaihaina

Signatories

Authors

Tarun Nethula - Sport & Recreation Lead

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Local Board Annual Report 2021/2022

File No.: CP2022/12437

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek local board adoption of the 2021/2022 Annual Report for the Henderson-Massey Local Board, prior to it being adopted by the Governing Body on 29 September 2022.

Whakarāpopototanga matua

Executive summary

2.       The Auckland Council Annual Report 2021/2022 is being prepared and needs to be adopted by the Governing Body by 29 September 2022. As part of the overall report package, individual reports for each local board are prepared.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      adopt the draft 2021/2022 Henderson-Massey Local Board Annual Report as set out in Attachment A of the agenda report.

b)      note that any proposed changes after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body on 29 September 2022.

Horopaki

Context

3.       In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities and the overall funding impact statement for the local board.

4.       In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

Tātaritanga me ngā tohutohu

Analysis and advice

5.       The annual report contains the following sections:

Section

Description

Mihi

The mihi is an introduction specific to each local board area and is presented in Te Reo Māori and English.

About this report

An overview of what is covered in this document.

Message from the chairperson

An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.

Local board members

A group photo of the local board members.

Our area – projects and improvements

A visual layout of the local board area summarising key demographic information and showing key projects and facilities in the area.

Performance report

Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved. Includes the activity highlights and challenges.

Our performance explained

Highlights of the local board’s work programme which contributed to a performance outcome

Local flavour

A profile of either an outstanding resident, grant, project or facility that benefits the local community.

Funding impact statement

Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Tauākī whakaaweawe āhuarangi

Climate impact statement

6.       The council’s climate change disclosures are covered in volume four of the annual report and sections within the summary annual report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

7.       Council departments and council-controlled organisation comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

8.       Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the local board chairperson before the report is submitted for adoption by the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

9.       The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2021-2031 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

10.     The annual report provides a retrospective view on both the financial and service performance in each local board area for the financial year 2021/2022.

11.     There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

12.     The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

13.     The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

14.     The next steps for the draft 2021/2022 Annual Report for the local board are:

·     Audit NZ review during August and September 2022

·     report to the Governing Body for adoption on 29 September 2022

·     release to stock exchanges and publication online on 30 September 2022

·     physical copies provided to local board offices, council service centres and libraries by the end of October 2022.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft 2021/2022 Henderson-Massey Local Board Annual Report

233

     

Ngā kaihaina

Signatories

Authors

David Rose - Lead Financial Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Mark Purdie – Manager Local Board Financial Advisory

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

2022 local government elections - meetings and decision-making until new local board members make their declarations

File No.: CP2022/12635

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide for appropriate arrangements for decision-making between the final local board meeting of the current electoral term and the inaugural meeting of the new local board.

Whakarāpopototanga matua

Executive summary

2.       The last meeting of the Henderson-Massey Local Board in this current term is scheduled for 20 September 2022. Between that meeting and the first meeting of the local board in the new term, decisions may be needed from the local board. As for each of the previous terms, temporary arrangements for making these decisions need to be confirmed.

3.       The term of office of the current local board members ends the day following the official declaration of election results. Following the declaration, which is expected to be Friday 14 October 2022, the term of office for members elected to the local board will commence.

4.       For the period from the commencement of their term of office until their inaugural meeting where members are sworn in (interregnum), decisions may be made by the Auckland Council Chief Executive under existing delegations.

5.       The existing local boards delegation to the Chief Executive requires, amongst other things, that staff consult with the allocated local board portfolio holder/lead on certain decisions. As a temporary measure, this report seeks to allow staff to make decisions without complying with the requirement for consultation during the interregnum. 

6.       Staff also seek confirmation of arrangements for making decisions at the local board level in the period between the final local board meeting and the official end of term. The urgent decision delegations and process that is already in place adequately caters for this scenario.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      confirm that the local board’s existing urgent decisions delegations process will be utilised where decisions are required from the local board between the final local board business meeting (20 September 2022) and the end of term (15 October 2022).

b)      note that from the commencement of the term of office of new members until the inaugural meeting of the incoming local board (interregnum), all decision-making will be undertaken by the Chief Executive under current delegations.

c)       note that the Chief Executive will not be required to comply with consultation requirements in the local boards’ delegation protocols when making decisions during the interregnum.

d)      request that the Chief Executive exercise restraint when making decisions during the interregnum and to consider referring significant decisions to the first meeting of the incoming local board.

 

 

Horopaki

Context

7.       Current elected members remain in office until the new members’ term of office commences, which is the day after the declaration of election results (Sections 115 and 116, Local Electoral Act 2001). The declaration will be publicly notified on 14 October 2022, with the term of office of current members ending and the term of office of new members commencing on 15 October 2022.

8.       The new members cannot act as members of the local board until they have made their statutory declaration at the inaugural local board meeting (Clause 14, Schedule 7, Local Government Act 2002).

9.       Following the last local board meeting of the current electoral term, decisions may be needed on urgent matters or routine business as usual that cannot wait until the incoming local board’s first business meeting in the new electoral term.

10.     As with each of the previous electoral terms, temporary arrangements need to be made and/or confirmed for:

·     making urgent decisions before the end of term

·     making decisions that require consultation with local board/local board members during the interregnum.

Tātaritanga me ngā tohutohu

Analysis and advice

Urgent decisions – arrangement for remainder of the term

11.     Between the last business meeting and the declaration of results expected around 14 October 2022, current local board members are still in office and can use their existing urgent decisions delegations to make decisions that are required from the local board during this time.

12.     The urgent decisions process includes a delegation to the chairperson and deputy chairperson that enables them to make decisions on behalf of the local board where it is not practical to call the full board together.

13.     All requests for an urgent decision will need to be supported by adequate staff advice and information and clear recommendations.

Decision-making during the interregnum

14.     All local boards have made a general delegation to the Chief Executive. During the interregnum, any decisions that will be required from the local board, and which cannot wait until a local board meeting, will be undertaken by the Chief Executive under his existing delegations.

15.     The delegation to the Chief Executive is subject to a requirement to comply with the delegation protocols, which require consulting with the local board on some decisions that are made by staff under delegated authority. Consultation is often done through a local board lead (referred to as a portfolio holder in the delegation protocols). The most common area requiring consultation is landowner consents relating to local parks. Parks staff receive a large number of landowner consent requests each month that relate to local parks across Auckland.

16.     During the current term, while the elected members remain in office, staff will continue to consult with leads/portfolio holders as required by the delegation protocols (or chairperson where there is no portfolio holder). However, during the interregnum, staff will be unable to comply with this requirement due to the absence of appointed portfolio holders/lead/chairpersons to consult with.

17.     As a temporary measure, it is recommended that staff continue to process business as usual decisions that cannot wait until the local board’s first business meeting without consultation. Following the election of chairpersons at the inaugural meetings, staff will consult with the chairperson when and if required and can resume consultation with appointed representatives once new arrangements for leads/portfolio holders are in place.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18.     This report relates to procedural matters and has no quantifiable climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     The arrangements proposed in this report enable the council to proceed with necessary business during the election period. During the interregnum, staff will exercise restraint and ensure that any significant decisions are deferred to the incoming local board.

20.     These arrangements apply only to local boards. The reduced political decision-making will be communicated to the wider council group.

21.     The governing body has made its own arrangements to cover the election period, including delegating the power to make urgent decisions between the last governing body meeting of the term and the day the current term ends, to any two of the Mayor, Deputy Mayor and a chairperson of a committee of the whole. From the commencement of the term of office of the new local board members until the governing body’s inaugural meeting, the Chief Executive will carry out decision-making under his current delegations.

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

Local impacts and local board views

22.     This is a report to all local boards that proposes arrangements to enable the council to process routine local matters during the election period. This will enable the council to meet timeframes and provide good customer service.

Tauākī whakaaweawe Māori

Māori impact statement

23.     A decision of this procedural nature is not considered to have specific implications for Māori, and the arrangements proposed in this report do not affect the Māori community differently to the rest of the community.

Ngā ritenga ā-pūtea

Financial implications

24.     This report and decision being sought relates to a procedural matter and does not have any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25.     There is a risk that unforeseen decisions will arise during this period, such as a decision that is politically significant or a decision that exceeds the Chief Executive’s financial delegations.

26.     This risk has been mitigated by scheduling meetings as late as possible in the current term and communicating to reporting staff that significant decisions should not be made during October 2022.

Ngā koringa ā-muri

Next steps

27.     The decision of the local board will be communicated to senior staff so that they are aware of the arrangements for the month of October 2022.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Authors

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

Local Board input on the National Policy Statement for Freshwater Management

File No.: CP2022/13516

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The purpose of this report is to seek high-level input from local boards on the National Policy Statement for Freshwater Management 2020. This includes:

·    long-term visions for freshwater management

·    the proposed Freshwater Management Units

·    values and use of freshwater and the environmental outcomes sought for freshwater, either generally or for a specific water body.

2.       This report also provides an overview of the feedback received through the first stage of the National Policy Statement - Freshwater Management 2020 public engagement that ran from 13 June to 17 July 2022.

Whakarāpopototanga matua

Executive summary

3.       The National Policy Statement - Freshwater Management 2020 provides national direction for freshwater management under the Resource Management Act 1991. The fundamental concept of the National Policy Statement - Freshwater Management 2020 is Te Mana o te Wai, which is a hierarchy of obligations that prioritises:

·    first, the health and well-being of water bodies and freshwater ecosystems

·    second, the health needs to people (such as drinking water)

·    third, the ability of people and communities to provide for the social, economic and cultural wellbeing.

4.       Auckland Council is required to change the Auckland Unitary Plan to give full effect to Te Mana o te Wai, which must be reflected in all decisions made under the National Policy Statement - Freshwater Management 2020.  Changes to the Auckland Unitary Plan must be notified by December 2024. Action plans must also be prepared and published as soon as practicable to achieve environmental outcomes and freshwater management objectives.

5.       The National Policy Statement - Freshwater Management 2020 sets the National Objectives Framework and steps that every regional council or unitary authority must follow when implementing the National Policy Statement - Freshwater Management 2020. Auckland Council is required to engage with communities and mana whenua to determine how Te Mana o te Wai applies to water bodies and freshwater ecosystems in Auckland.

6.       The first stage of National Policy Statement - Freshwater Management 2020 public engagement under the heading “Implementing the National Policy Statement for Freshwater Management 2020 (te Mana o te Wai) for Auckland” was undertaken from 13 June to 17 July 2022. Feedback was sought on:

·    the long-term visions for freshwater management

·    the proposed Freshwater Management Units

·    how people value and use freshwater bodies and the environmental outcomes people would like to see achieved for freshwater, either generally or for a specific water body.

7.       Feedback from the first stage engagement will be used, along with existing information and further research and analysis, to develop freshwater management options that will be brought back for a second stage of engagement in the second half of 2023.

8.       There were 626 pieces of feedback received through the engagement period.

9.       Local boards are now invited to provide input to the National Policy Statement - Freshwater Management 2020. Local boards can view the feedback form provided during consultation to assist in preparation of feedback at Attachment A.

 

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      note the feedback received from communities through the first stage of public engagement with the National Policy Statement - Management 2020, in Attachment D, Attachment E and Attachment F

b)      provide feedback on the National Policy Statement - Freshwater Management 2020 values including the:

a)      long-term visions for freshwater management

b)      proposed Freshwater Management Units

c)      values and use of freshwater and the environmental outcomes sought for freshwater, either generally or for a specific water body.

 

Horopaki

Context

10.     The National Policy Statement - Freshwater Management 2020 (NPS-FM) is a mandatory national direction for freshwater management under the Resource Management Act 1991 (RMA).  The Policy Statement applies to all freshwater (including groundwater) and, to the extent they are affected by freshwater, to receiving environments (which may include estuaries and the wider coastal marine area).

11.     The fundamental concept of the NPS-FM is Te Mana o te Wai, which is a hierarchy of obligations that prioritises:

·     first, the health and well-being of water bodies and freshwater ecosystems

·     second, the health needs to people (such as drinking water)

·     third, the ability of people and communities to provide for the social, economic and cultural wellbeing

12.     Regional councils and unitary authorities are required to change regional policy statements and regional plans to give effect to the requirements of the NPS-FM, including Te Mana o te Wai.

13.     Auckland Council is required to engage with communities and mana whenua to determine how Te Mana o te Wai applies to water bodies and freshwater ecosystems in Auckland. A plan change to the Auckland Unitary Plan (AUP) is required for the NPS-FM implementation. The AUP plan change must be notified by December 2024.  The NPS-FM also requires the preparation of action plans to manage the effects of the use and development of land, freshwater and on receiving environments. Action plans must be prepared and published as soon as practicable.

14.     Every council must develop long-term visions for freshwater in its region and include those long-term visions as objectives in its regional policy statement. Long-term visions:

a)   may be set by Freshwater management Units (FMU), be part of a FMU, or at a catchment level; and

b)   must set goals that are ambitious but reasonable (that is, difficult to achieve but not impossible); and

c)   identify a timeframe to achieve those goals that is ambitious and reasonable (for example, 30 years after the commencement date).

15.     The National Objectives Framework (NOF) is a core part of the NPS-FM, and includes a series of steps that every regional council or unitary authority must follow on implementation, including to:

·     identify FMU in the region

·     identify values for each FMU

·     set environmental outcomes for each value and include them as objectives in regional plans

·     identify attributes for each value and set a baseline for those attributes

·     set target attribute states, environmental flows and levels, and other criteria to support the achievement of environmental outcomes

·     set limits as rules and prepare action plans (as appropriate) to achieve environmental outcomes.

16.     FMUs are essentially the spatial arrangements adopted by council for the management of freshwater.  All fresh waterbodies and their related catchments must be within an FMU.  While the NPS-FM is primarily concerned with the management of freshwater, it does also require an integrated management approach – ki uta ki tai – including consideration of the relationship of freshwater and its management to the coastal receiving environment. 

17.     A public engagement under the heading “Implementing the National Policy Statement for Freshwater Management 2020 (te Mana o te Wai) for Auckland” was undertaken from 13 June to 17 July 2022 through AK Have Your Say and other engagement activities including library events and online webinars. Feedback was sought on:

·    the long-term visions for freshwater management

·    the proposed Freshwater Management Units

·    how people value freshwater in FMUs and environmental outcomes people would like to see achieved for these values.

18.     The public engagement on AK Have Your Say comprised the following:

·     the NPS-FM 2020

·     an overview of the NPS-FM implementation programme

·     NPS-FM implementation timeline

·     the proposed Auckland FMU map

·     the map of the Pukekohe specified vegetable growing area (when implementing the NPS-FM, the council must have regard to the importance of this area for domestic vegetables and food security, and may temporarily have a less stringent approach to water quality issues to ensure this is appropriately recognised)

·     an online feedback form with consultation questions and opportunity to provide comments on the proposed FMUs (also translated into numerous languages)

·     a social pinpoint map allowing people to provide feedback to a water body or within an area

·     Ministry for the Environment factsheets, infographics, and videos on freshwater management

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

19.     Two online webinars and six library drop-in events were undertaken through the engagement period. These engagement activities introduced Auckland Council’s NPS-FM implementation programme and provided opportunities to the public to ask questions and to provide feedback directly.

20.     There were 626 pieces of feedback received through the consultation period, including:

·     128 online feedback forms

·     343 site-specific comments (from 84 submitters) via the Social Pinpoint mapping tool

·     12 hard copy feedback forms

·     23 emails

·     120 comments via library displays where feedback could be provided on post-it notes.

Tātaritanga me ngā tohutohu

Analysis and advice

21.     The NPS-FM has a focus on the identification and management of freshwater values.  It includes four compulsory values (ecosystem health, human contact, threatened species, and mahinga kai) that must be applied and managed in each FMU. There are also other values that must be considered in managing freshwater if they are relevant to Auckland. The list of compulsory values and other values are provided in Attachment C to this report (and are identified as Appendices 1A and 1B of the NPS-FM).  Additionally, the council must identify any other relevant values (i.e. additional to those specifically identified in the NPS-FM) including any additional Māori Freshwater Values as identified by mana whenua.

22.     Overall, submitters raised over 200 individual sites of value to them, while many talked more generally about particular types of, or all, freshwater bodies. The sites named were most commonly located in the Franklin, Rodney, Waitākere Ranges, and Waitematā local board areas.

23.     The values most commonly raised in relation to how submitters use, and would like to use, those freshwater bodies related to:

·     ecosystem health – including water quality and habitat (both generally and for threatened species) in particular

·     natural form and character

·     drinking water supply

·     human contact (that is, for recreational purposes such as swimming, boating, or fishing).

24.     Given the importance of the coastal environment in Auckland, and the impacts from key freshwater issues, such as sediment and E. coli, three FMUs have been proposed for freshwater management based on the three coastal receiving environments for catchments: the Kaipara Harbour, the Manukau Harbour and the Hauraki Gulf (map provided in Attachment B).  This proposed approach provides the opportunity to both address the management of freshwater for its own sake, while also explicitly considering its relationship to the coastal environment.

25.     While submitters were not asked directly whether they supported the Freshwater Management Units or not, comments were provided on a range of matters, including suggestions around amending the proposed boundaries, or rationale behind the boundaries, having more or less FMUs, more location specific detail, and having the Waitākere Ranges Heritage Area as a separate FMU.

26.     Other submitters commented on non-FMU specific matters including wetlands, the need for more transparency and action, concern about water quality, the need to prioritise ecosystem health, farming/vegetable growing, and flooding.

27.     The NPS-FM provides for a specified vegetable growing area in Pukekohe that sits within the Manukau FMU. Some comments related to the provision for horticultural land use in Pukekohe;

·     3 supported the provision for continued horticultural use, including irrigation

·     3 expressed concerns about the impact of horticultural activities on water quality (streams, and aquifers) particularly from fertiliser and nitrates.

28.     Demographic information from those submitters who provided it is detailed in Attachment D.

29.     Data tables naming sites, and their number of mentions by local board area is provided in Attachment E. A full Summary of Feedback report is provided in Attachment F.

30.     Staff are currently undertaking data analysis and a summary report of feedback will be published on AK Have Your Say.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31.     The fundamental concept of the NPS-FM Te Mana o te Wai is about restoring and preserving the balance between the water, the wider environment, and the community. This concept is in line with the natural environment priority of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which sets the goal:

Oranga taiao, oranga tāngata: a healthy and connected natural environment supports healthy and connected Aucklanders. The mauri (life essence) of Tāmaki Makaurau is restored”.

32.     The NPS-FM includes the following policy direction in response to climate change:

Policy 4: Freshwater is managed as part of New Zealand’s integrated response to climate change.

33.     Every council must have regard to the foreseeable impact of climate change in following areas:

·     when setting limits on resource use, every regional council must:

3.14(2)(a)(ii) have regard to the foreseeable impacts of climate change

·     when setting environmental flows and levels, every regional council must:

3.16(4)(a)(ii) have regard to the foreseeable impacts of climate change

·     when assessing and reporting, as part of each review required by section 35(2A) of the RMA, every regional council must prepare and publish:

3.30(2)(g) predictions of changes, including the foreseeable effects of climate change, that are likely to affect water bodies and freshwater ecosystems in the region.

34.     The implementation of the NPS-FM will help to promote the resilience of freshwater ecosystems to the effects of climate change.  The development of freshwater action plans will require sustainable land and water management practices to enhance the mauri and health of waterways, which is in line with actions prioritised in the Auckland Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35.     The NPS-FM is relevant to all of the council’s functions. All relevant council departments and Council Controlled Organisations (CCOs) are involved in the NPS-FM implementation, including participation in aa Steering Committee overseeing the development and implementation of the programme. This includes having an ongoing role in supporting the NPS-FM engagement, and providing input and review of responses developed to give effect to the NPS-FM.

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

Local impacts and local board views

36.     Under the Local Government Act 2002, local boards are responsible for identifying and communicating to Auckland Council the interests and preferences of the people in its local board area in relation to the content of council’s strategies, policies, plans, and bylaws.  Local boards have a detailed understanding of their areas including freshwater values and issues and are in a position to provide important input to the development of NPS-FM responses, including in relation to the matters covered by this round of public engagement. 

37.     Prior to the public engagement a memo titled “Implementing the National Policy Statement for Freshwater Management 2020 for Auckland” was provided to all local boards on 26 May 2022. The memo advised the key principles, consultation and timeframe requirements of implementing the NPS-FM, and the opportunities for local board input through the process (attached in Attachment G).

38.     A webinar presentation titled “National Policy Statement for Freshwater Management 2020” was also presented to local boards in the meeting on 3 June 2022.  In response to feedback from elected members, the period for providing input had been extended for local boards to September 2022 to allow local boards time to provide feedback following the close of public engagement.

Tauākī whakaaweawe Māori

Māori impact statement

39.     The NPS-FM says the council must “actively involve tangata whenua (to the extent they wish to be involved) in freshwater management” including in identifying Māori values and decision-making processes relating to Māori freshwater values.

40.     Engagement with mana whenua in Auckland is being undertaken through an on-going process, directly with mana whenua entities throughout the preparation of a plan change and development of action plans.

41.     Engagement with the mana whenua of Tāmaki Makaurau about the NPS-FM has also been undertaken in the broader context of Three Waters Reform and the development and implementation of the council’s Water Strategy, to enable mana whenua to provide a more holistic consideration of the management of water.

Ngā ritenga ā-pūtea

Financial implications

42.     The first stage of the NPS-FM engagement was undertaken within the business-as-usual planning budget. This budget covers primarily staff time and the public engagement.

43.     The budget required for NPS-FM engagement in 2023, and for implementation of the project through to 2026 is presently under discussion.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44.     The government has set a deadline of December 2024 for the council to publicly notify the AUP plan change in response to the provisions of the NPS-UD. Given the scale and complexity of the work, and limited resources, there is a risk that the council may not receive sufficient quality feedback from a wide range of interests. There is also a risk that Aucklanders and key stakeholders are unclear about the mandatory requirements of the NPS-FM and how the NPS-FM engagement links to previous water related engagements, for example the Auckland Water Strategy engagement and the Three Waters Reform engagement.

45.     These risks have been mitigated to date by communicating communications with communities and stakeholders during the engagement period, through meetings, emails, and online Question & Answer sessions. There will be further and ongoing communication to obtain quality engagement results to progress the NPS-FM implementation.

Ngā koringa ā-muri

Next steps

46.     The feedback received from the first stage engagement on the values and the environmental outcomes sought, together with the NPS-FM requirements, will inform the development of objectives and proposed management options to achieve the objectives.

47.     A second phase of public engagement will be undertaken to seek feedback on the proposed objectives and management approaches for FMUs and water bodies. This will be undertaken in the second half of 2023 to provide opportunity for communities and stakeholders, and local boards for further involvement.  

48.     The feedback received from the second phase of engagement will further inform the development of a proposed plan change to the Auckland Unitary Plan and the development of action plans.

49.     Elected representatives will have opportunities to review the proposed plan change and action plans as they evolve, and before the plan change is approved for public notification in the second half of 2024 to meet the NPS-FM deadline of notification before December 2024.

50.     Submissions to the plan change will be heard by an independent Freshwater Hearing Panel who will make recommendations back to council by 2026.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Feedback Form

259

b

Map of Proposed Freshwater Management Units

267

c

NPS-FM freshwater values

269

d

Who we heard from

271

e

Local Board breakdowns

275

f

Summary of Feedback Report

285

g

Memo to local boards on 26 May 2022: Implementing the National Policy Statement for Freshwater Management 2020 for Auckland

315

 

Ngā kaihaina

Signatories

Authors

Monica Xu - Senior Policy Planner, Regional Planning, Plans and Places

Jenny Fuller - Team Leader Planning

Authorisers

Warren Maclennan - Manager - Planning, Regional, North, West & Islands

John Duguid - General Manager - Plans and Places

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Council-controlled Organisations Quarterly Update: Quarter Four, 2021/2022

File No.: CP2022/13527

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Henderson-Massey Local Board with an update on Council-controlled Organisation work programme items in its area, along with updates to the Henderson-Massey Local Board Joint CCO Engagement Plan. 

Whakarāpopototanga matua

Executive summary

2.       The 2022/2023 CCO Local Board Joint Engagement Plans were agreed in 2022.  However, this quarter four update is for the 2021-2022 CCO Engagement Plan.

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

4.       An updated version of the engagement plan is provided as Appendix A.

5.       Work programme updates from Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare are provided as Appendix B-E.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the Council-controlled Organisations Quarterly Update for Quarter Four 2021/2022

b)      receive updates to the Joint CCO Engagement Plan 2022/2023.

Horopaki

Context

6.       Each local board has agreed an engagement approach with the four CCO’s for the 2022/2023 local work programme.

7.       While the local board approves the Joint CCO Engagement Plan each year, it remains a live document and CCOs are encouraged to keep the document up to date.  

8.       Changes are also proposed by Local Board Services, where improvements can be made to all 21 engagement plans, and to keep information up to date.

9.       This update may include the following types of changes:

·     additional work programme items, and proposed engagement level

·     proposed changes to the engagement approach with the local board

·     proposed changes to the extent of community engagement.

10.     In addition, the four CCOs provide a quarterly update on project listed in the engagement plan.

Tātaritanga me ngā tohutohu

Analysis and advice

11.     Updates have been made where there have been staff changes within Local Board Services or CCOs.

12.     These changes are reflected in Appendix A – Henderson-Massey Local Board Joint CCO Engagement Plan 2022/2023.

Auckland Transport  

13.     Auckland Transport’s work programme updates for Quarter Four are provided as Appendix B.

Updates to the Auckland Transport work programme  

Additional activities  

14.     These activities have been added since the last update, and are provided alongside the suggested engagement approach:

·     Urban Cycleways Programme (UCP) – Name change, formally Henderson Cycleway.

Tātaki Auckland Unlimited

15.     Tātaki Auckland Unlimited’s work programme updates for Quarter Four are provided as Appendix C.

Updates to the Tātaki Auckland Unlimited work programme  

16.     No updates have been made.

Eke Panuku Development Auckland 

17.     Eke Panuku’s work programme updates for Quarter Four are provided as Appendix D.

Updates to the Eke Panuku work programme

18.     No updates have been made.

Watercare 

19.     Watercare’s work programme updates for Quarter Four are provided as Appendix E.  

Updates to the Watercare work programme 

20.     No updates have been made.    

Tauākī whakaaweawe āhuarangi

Climate impact statement

21.     Updating the Joint CCO Engagement Plan between the local board and Auckland Council’s substantive Council-Controlled Organisations does not have a direct impact on climate, however the projects it refers to will.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     Receiving the updated Joint CCO Engagement Plan 2022-2023 addresses key elements of recommendations made by the CCO Review, including ensuring the communication of clear, up to date information from CCOs to local boards on projects in their area.

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31.     It is likely that there will be changes made to work programme items in the engagement plan during the year, or to the level of engagement that the board or the community will have. This risk is mitigated by ensuring that the document states clearly that it is subject to change, contains a table recording changes made since it was signed, and will be re-published on the local board agenda quarterly, to ensure public transparency. 

Ngā koringa ā-muri

Next steps

32.     The local board will receive the next quarterly update for Quarter One in late 2022. 

33.     A workshop will be held in early 2023 to begin development of a new engagement plan for 2023/2024. 

 


 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

2022-2023 Henderson-Massey Local Board Joint CCO Engagement Plan

327

b

Auckland Transport's 2021-2022 Quarter Four Report

333

c

Tataki Auckland Unlimited's 2021-2022 Quarter Four Report

337

d

Eke Panuku 2021-2022 Quarter Four Report

343

e

Watercare 2021-2022 Quarter Four Report

345

     

Ngā kaihaina

Signatories

Authors

Michelle Knudsen – Local Board Advisor

Authorisers

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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20 September 2022

 

 

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20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Hōtaka Kaupapa (Policy Schedule)

 

File No.: CP2022/12445

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To present the Henderson-Massey Local Board Hōtaka Kaupapa (Policy Schedule).

Whakarāpopototanga matua / Executive summary

2.       The Hōtaka Kaupapa (Policy Schedule) was previously the governance forward work programme calendar for the Henderson-Massey Local Board (Attachment A). The policy schedule is updated monthly, reported to business meetings and distributed to council staff.

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

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

·    clarifying what advice is expected and when

·    clarifying the rationale for reports.

 

4.       The policy schedule also aims to provide guidance for staff supporting local boards and greater transparency for the public.

 

Ngā tūtohunga / Recommendation/s

That the Henderson-Massey Local Board:

a)      receive the policy schedule for September 2022.

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Henderson-Massey Local Board policy schedule - September 2022

349

     

Ngā kaihaina / Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Confirmation of Workshop Records

 

File No.: CP2022/12446

 

  

 

Te take mō te pūrongo / Purpose of the report

1.       To present records of workshops held by the Henderson-Massey Local Board.

Whakarāpopototanga matua / Executive summary

2.       Briefings/presentations provided at the workshops held are as follows:

            2 August 2022

1.   Annual report from Community Led Centres: Massey Matters

2.   Te Manawa Operational Review recommendation - Fees and Charges

3.   Local Board Capital Transport Fund

4.   Healthy Waters Regionwide Network Discharge Consent Feedback

Member update and informal board member discussion

5.   HMLB's forward work programme update

6.   Community Organisations 2021-2022 Achievements - LDI funding for Community Empowerment

            9 August 2022

1.   Kainga Ora six monthly update

2.   Hoani Waititi Marae discussion

3.   HMLB's forward work programme update

Member update and informal board member discussion

4.   Community Organisations 2021-2022 Achievements - LDI funding for Community Empowerment

5.   Community Organisations 2021-2022 Achievements - LDI funding for Community Empowerment

            23 August 2022

1.    Community Facilities monthly update

2.    Auckland Transport Monthly update

3.    PSR Work Programme monthly update

4.    HMLB's forward work programme update

5.    Te Whau Pathway Project

6.    New Lease for Leataata O Le Lumanai Samoan Trust Incorporated- Moire Park

7.    Short-term lease for premises at 1/20 Alderman Drive, Cranwell Park - The Royal New Zealand Plunket Trust (NZ Plunket)

Member update and informal board member discussion

 

Ngā tūtohunga / Recommendation/s

That the Henderson-Massey Local Board:

a)      note the workshop record for 2, 9 and 23 August 2022.

 

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Henderson-Massey Local Board workshop record for 2, 9 and 23 August 2022

353

     

Ngā kaihaina / Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager

 

 


Henderson-Massey Local Board

20 September 2022

 

 

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Henderson-Massey Local Board

20 September 2022

 

 

Valedictory reflections: end of term address

File No.: CP2022/12643

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide retiring Henderson-Massey Local Board member/s the opportunity to comment on their time in local government and share valedictory reflections.

Whakarāpopototanga matua

Executive summary

2.       This is an opportunity for retiring Local Board retiring chair Vanessa Neeson and member Matt Grey to share valedictory reflections or an end of term address, prior to the 2022 Local Board Elections.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a)      receive valedictory reflections from retiring chair Vanessa Neeson and member Matt Grey.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Authors

Brenda Railey - Democracy Advisor

Authorisers

Adam Milina - Local Area Manager