I hereby give notice that an ordinary meeting of the Puketāpapa Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Thursday, 15 September 2022 10.00am This meeting will proceed via MS Teams and either a recording or a written summary will be uploaded to the Auckland Council website. |
Puketāpapa Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Julie Fairey |
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Deputy Chairperson |
Jon Turner |
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Members |
Harry Doig |
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Ella Kumar, JP |
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Fiona Lai |
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Bobby Shen |
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(Quorum 3 members)
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Selina Powell Democracy Advisor
8 September 2022
Contact Telephone: 021 531 686 Email: selina.powell@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Puketāpapa Local Board 15 September 2022 |
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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 6
11 Te Kete Rukuruku Tranche One - Adoption of Māori Names, receipt of narratives and installation of bilingual signage 7
12 Local Board feedback on Community Bike Hubs - Te Poka Pū Paihikara i tēnei Hapori 21
13 Approval for two new private road names at 73 Freeland Avenue, Mount Roskill 29
14 Approval for three private road names at 150 Melrose Road, Mount Roskill, Auckland 39
15 Puketāpapa Strategic Relationship Grants 49
16 Puketāpapa Local Grants and Multi-Board Round One 2022/2023, grant allocations 63
17 Wairaki Catchment Strategy 71
18 Adoption of the concept plan for Keith Hay Park, Hillsborough 77
19 Adoption of the concept plan for Mount Roskill War Memorial Park 87
20 Local Board Annual Report 2021/2022 119
21 Local Board input on the National Policy Statement for Freshwater Management 135
22 Amendment to the Tūpuna Maunga Authority Integrated Management Plan 205
23 Council-controlled Organisations Quarterly Update: Quarter Four 2021-2022 211
24 Local Board Feedback on the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill 237
25 2022 local government elections - meetings and decision-making until new local board members make their declarations 245
26 Albert-Eden-Puketāpapa Ward Councillors' Updates 249
27 Chairperson's Report 251
28 Board Member Reports 257
29 Record of Puketāpapa Local Board Workshop Notes 273
30 Governance Forward Work Programme Calendar 287
31 Valedictory reflections: end of term address 301
32 Consideration of Extraordinary Items
At the close of the agenda no apologies had been received.
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
That the Puketāpapa Local Board: a) confirm the ordinary minutes of its meeting, held on Thursday, 18 August 2022, as true and correct.
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At the close of the agenda no requests for leave of absence had been received.
At the close of the agenda no requests for acknowledgements had been received.
At the close of the agenda no requests to present petitions had been received.
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 Puketāpapa 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.
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.
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.”
Puketāpapa Local Board 15 September 2022 |
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Te Kete Rukuruku Tranche One - Adoption of Māori Names, receipt of narratives and installation of bilingual signage
File No.: CP2022/12455
Te take mō te pūrongo
Purpose of the report
1. To adopt te reo Māori park and place names, as additional names for parks.
2. To receive the narratives associated with the names.
3. To approve the installation of bilingual signage in Lynfield Reserve.
Whakarāpopototanga matua
Executive summary
4. Te Kete Rukuruku is a programme involving the collection and telling of the unique stories of Tāmaki Makaurau. It represents a partnership between Auckland Council and mana whenua.
5. A subset of this programme is the Māori naming of parks and community places, which involves the reclamation or identification of Māori names and narratives across Tāmaki Makaurau.
6. In September 2018, the local board resolved (PKTPP/2018/153) to invite mana whenua to name 32 parks as tranche one.
7. At a workshop on 30 April 2020, the local board directed the Te Kete Rukuruku programme team to develop bilingual signage for Lynfield Reserve - a Māori outcomes initiative funded by Long-term Plan regional funding.
8. Names and associated narratives were presented by mana whenua to the local board at a ceremony on 3 June 2020. The subsequent adoption of those names did not occur owing to concerns raised by Ngāti Whātua Ōrākei.
9. Further discussions and research has taken place over the last two years in order to mitigate these concerns and reach agreement among iwi on names that should be returned. Twelve names have now been confirmed as being suitable for adoption over 17 sites.
10. This report seeks adoption of the names for these 17 parks, receipt of narratives associated to the park names, and approval to install bilingual signage in Lynfield Reserve.
11. Communications to inform the stakeholders and communities about the naming of the parks will commence once the names have been adopted.
Recommendation/s
That the Puketāpapa Local Board:
a) adopt the following 12 te reo Māori names as dual names for the 17 parks shown below,
New Māori name |
Existing Name |
Address |
Granny’s Bay Reserve |
4 Filgate Street |
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Pae-mohani |
Halsey Esplanade Reserve |
Halsey Drive |
Pae-mohani |
Manukau Domain |
137 Halsey Drive |
Pourewa |
Captains Bush |
1 Kingswood Terrace |
Pourewa |
Hibiscus Reserve |
368A Hillsborough Rd |
Pourewa |
Hillsdale Reserve |
348B Hillsborough Rd |
Pourewa |
Kingswood Reserve |
3 Kingswood Terrace |
Pourewa ki uta |
Wesley Reserve |
57A Aldersgate Rd |
Puke-karoro |
Hillsborough Reserve |
1 Clifton Road |
Taunahi |
Sylvania Crescent Esplanade Reserve |
41 Sylvania Crescent |
Taunahi |
Wattle Bay |
51R Butler Stoney Cres |
Te Ākinga |
Bamfield Reserve |
1A Bamfield Place |
Te Pae Aumaro |
Nirvana Reserve |
13 Nirvana Way |
Te Tapere |
White Bluff Reserve |
10 Bluff Terrace |
Wairaki |
Lynfield Reserve |
21 The Avenue Lynfield |
Wairaki ki tai |
Wairaki Stream Reserve (1) |
70A Gilletta Rd |
Wairaki ki uta |
Wairaki Stream Reserve (2) |
9 Flavia Place |
b) receive the narratives that tell the story behind each of the names, as outlined in Attachment A
c) acknowledge that Auckland Council has agreed to enter into a mātauranga agreement that commits to upholding the correct use of the name and to use it only for purposes that have a community outreach or educational purpose (non-commercial use)
d) authorise the gazettal of park names listed in Attachment A, for parks classified under the Reserves Act 1977, in accordance with section 16 (10) of the Reserves Act.
e) approve Lynfield Reserve as the preferred location for the installation of bilingual signage.
Horopaki
Context
12. Te Kete Rukuruku (TKR) is a culture and identity programme that collects and tells the unique Māori stories of Tāmaki Makaurau / Auckland. It is a partnership between Auckland Council and all 19 mana whenua groups that have interests across the region, led by mana whenua.
13. The objectives of the programme are to:
· build and strengthen relationships with mana whenua
· celebrate the Māori identity which is Tāmaki Makaurau / Auckland’s unique identity in the world
· enable te reo Māori to be seen, heard, spoken and learned in our daily lives.
14. A key component of the programme is the reintroduction of ancestral and contemporary Māori names to the city’s parks and places.
15. The adoption of dual or sole Māori names supports and delivers on multiple council policies and plans including:
a) the Auckland Plan outlining council’s commitment to support te Reo to flourish
b) the council’s Long-term Plan 2021-2031 strategic priority of the promotion of te reo Māori
c) the Māori Language Policy whose actions include increasing bilingual signage and dual naming.
16. As part of their local governance role, local boards have the authority to provide new or additional names for parks in their rohe. In September 2018 the Puketāpapa Local board resolved to invite mana whenua to provide names for 32 parks.
17. The parks selected in this tranche will be dual named, adding the te Reo name to the existing English name of the park. There will be no removal of existing names, so no public consultation was considered necessary.
18. The TKR programme includes all 19 mana whenua and the process incorporates the following six phases:
· Phase one – Selection of sites to be named
· Phase two – Agreement among iwi on who will name each site
· Phase three - Researching appropriate names for each site
· Phase four - Finalising the narratives, ensuring agreement between all the iwi naming each tranche and presenting the names to the local board
· Phase five - Adoption of the names
· Phase six- Communicating and celebrating the adoption of the names with the community and key stakeholders. Gazettal.
19. TKR process, as previously agreed with mana whenua and local boards, is that the local board decide on what sites to name and may use community input to assist with finalising those sites. Mana whenua however have the mātauranga and the mana for deciding on appropriate Māori names for each site once selected. The Māori names put forward should not be subject to public debate so consequently public feedback is not sought on those names.
20. In some cases, the Māori names have been attached to the park or area for hundreds of years, well prior to the arrival of Europeans. All twelve names being adopted today reflect traditional names that historically were used by Māori for the areas and bays these parks sit within.
21. Māori names may be adopted as either dual names, where the existing English name is retained and nothing is taken away, or sole names where the existing English name is removed and replaced with a sole Māori name.
22. As part of the process one bilingual exemplar park is identified within each tranche. Signage in this park will be reviewed and either upgraded or replaced to include both Māori and English text. Upon project completion, all signage within the selected park will be bilingual.
23. Once the names are adopted signage will be replaced only when it is due for renewal, except for the bilingual exemplar park selected. Should the local board wish to upgrade signage sooner to reflect the new names, funding would be required from its Locally Driven Initiatives (LDI) budget.
Gazettal
24. The council, as landowner, can name parks and places by resolution through the exercise of its power of general competence under section 12 of the Local Government Act 2002. Local boards are the allocated decision-makers for the naming of local parks as resolved by the Governing Body 28 June 2018 resolution GB/2018/106.
25. Where the land is vested in council and held as reserve under the Reserves Act, the council may name or change the name of a reserve by notice in the Gazette (s16(10) Reserves Act).
26. As part of the TKR process any sites subject to the Reserves Act 1977 will be gazetted once the local board has adopted the names.
27. Manukau Domain is Crown owned land held by Council in trust as recreation reserve subject to the Reserves Act 1977. At the time of writing this report advice had not been confirmed on whether Department of Conservation approval is required to legally gazette a new name for this site. Should this be the case Te Kete Rukuruku will obtain any necessary approvals prior to gazettal and the local board will be informed.
28. The rationale and benefits of the TKR programme, as well as the process for identifying and adopting names and narratives, were agreed by Puketāpapa Local Board at its business meeting on 6 September 2018. (PKTPP/2018/153).
29. All the names and associated narratives were presented by mana whenua to the local board at a ceremony on 3 June 2020. The subsequent adoption of those names did not occur owing to concerns raised by Ngāti Whātua Ōrākei.
30. Further discussions and research have taken place over the last two years in order to mitigate these concerns and to reach agreement among iwi on the names that should be returned. Twelve names have now been confirmed as being suitable for adoption over 17 sites.
31. TKR process was also amended to ensure such a situation would not arise again in future.
32. Twelve names were presented to the local board, by mana whenua, at a hui tuku ingoa on the 23 June 2022. They are now ready for adoption. The names along with a brief narrative outlining the meaning behind them is detailed in Attachment A.
33. Fifteen sites remain for naming and have not yet been agreed among iwi. TKR will continue to keep the local board updated in relation to these sites.
Tātaritanga me ngā tohutohu
Analysis and advice
34. TKR process, as endorsed by the local board, includes the commitment to honour the names presented at the hui tuku ingoa and that they will be adopted as received.
35. Dual names are two unique names where one takes nothing away from the other. All parks in tranche one are identified to receive dual names where the Māori name is added to the existing English name. No parks were identified for sole Māori naming.
36. The local board may subsequently choose to remove an English name from a park and have a sole Māori name. Consultation with stakeholders and those with an interest in the park is at the local board’s discretion but is recommended if the board wishes to pursue this as an option.
37. Some contiguous sites fall within an area where historically one traditional name applied. In these instances, iwi may choose to reflect this through their naming and present only one name for adoption. An example of this would be Wattle Bay and Sylvania Cres Esplanade Reserve where the name Taunahi historically was used. Consequently, two or more parks with separate English names but form one contiguous park may have the same Māori name adopted.
38. Conversely Wairaki Stream Reserve falls under one existing name but forms two separate parcels of land split by Halsey Drive. Iwi have chosen to reflect the separate locations of these sites through their naming, Wairaki ki tai showing the connection of this site with the coast and Wairaki ki uta being an inland site.
39. Ngāti Whātua Ōrākei would like the following noted in this report:
· Ngāti Whātua Ōrākei do not support the TKR programme including at Puketāpapa due to their ongoing concerns at the breaches of tikanga in how the programme is managed by Auckland Council. This relates to the lack of recognition by council of iwi who assert strongest customary rights to an area in favour of council’s policy of engaging with all 19 iwi equally everywhere.
40. It is acknowledged by TKR that Ngāti Whātua Ōrākei have only agreed to the names being adopted for these 17 sites as they support the return of ancestral Māori names to the whenua and not the process itself. Traditional names were gifted to the land in these areas by tūpuna hundreds of years ago. The names are not new and do not belong to any one iwi. They often connect to many. Ngāti Whātua Ōrākei continue to oppose council’s current mana whenua engagement process, as detailed above, but support adoption of these names as one way of ensuring the names are not lost, and that the stories behind them are protected and learnt in the areas where they belong.
Bilingual signage in Lynfield Reserve
41. In tranche one the board was offered the opportunity to select one park where all signage will be upgraded to be fully bilingual. This signage is funded from Long-term Plan regional funding for Māori outcomes.
42. At a workshop on 30 April 2020, the local board directed the TKR programme team to develop bilingual signage for Lynfield Reserve. The new signage will include:
· dual language entrance signage, stating the te reo Māori and English names
· bilingual wayfinding, information and bylaw signage
· a bilingual interpretative sign to tell the story behind the te reo Māori name.
43. With a view to spending Aucklanders’ money wisely, existing signs will be reskinned, unless they are damaged or worn and need to be replaced. A signage audit is underway, and visuals will be provided to the local board prior to installation.
44. Bilingual signage will visibly raise the profile of te reo Māori in the public domain. It will provide the opportunity to learn the story behind the name as well as making it easy for the public to familiarise themselves with and use te Reo.
45. If the local board does not approve the installation of bilingual signage at Lynfield Reserve signage will remain the same until due for renewal. Alternatively capital funds would be required, either when another physical works project is planned or if the local board decides to allocate funding for signage from its Locally Driven Initiatives budget.
46. For the reasons outlined above it is recommended that the local board approve the installation of bilingual signage in Lynfield Reserve.
Tauākī whakaaweawe āhuarangi
Climate impact statement
47. There are no substantive climate change impacts relating to this matter.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
49. Te Kete Rukuruku delivers on Auckland Council’s Māori Language Policy and Kia Ora Te Reo, which is a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes) as the programme helps to reclaim Māori identity and our unique point of difference in the world.
50. The programme aligns with the aspirations of the Independent Māori Statutory Board (IMSB), as articulated in the Schedule of Issues of Significance 2017, Māori Plan.
51. This programme is a partnership programme with the naming and narratives being led by mana whenua. It seeks to bring rigour to the process of naming across the council group over time.
52. The programme has also triggered the development of new bilingual signage templates that may be used across the organisation in the future.
53. Community Facilities staff are responsible for renewal of existing signage and will incorporate the new dual names as and when signage is renewed.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
54. Through partnering with mana whenua on this project, it is envisaged that relationships between mana whenua and their local boards will be strengthened.
55. The programme’s recommendation of dual naming adds an additional name and narrative to each park, as opposed to taking anything away from the community. Dual language naming signage and bilingual signage help to enrich park user experience.
56. The provision of Māori naming and bilingual signage in parks is aligned to the Puketāpapa Local Board Plan 2020:
Key initiative: Work with mana whenua on key projects, such as te reo Māori names for parks.
57. When the names have been adopted and their narratives received, the local board and Auckland Council are permitted to use them for community outreach and educational purposes (non-commercial).
Tauākī whakaaweawe Māori
Māori impact statement
58. Te Kete Rukuruku continues to establish a best practice approach to Māori naming and the collection and sharing of stories.
59. This project helps to increase Māori identity and belonging and is aligned with outcomes in the Auckland Plan.
60. The project contributes towards outcomes from the Te Reo Māori Action Plan 2020-2023. The action plan brings to life the Māori Language Policy (2016) and describes actions to champion a bilingual city where te reo Māori is seen, heard, spoken and learned.
61. Adopting the Māori name and narrative for 17 parks will increase the visibility of te reo Māori in the local board area. It will safeguard the stories of mana whenua and help to ensure their survival.
62. Mātauranga agreements are being developed to ensure that names and stories are protected by the council. It is important that the council upholds their correct use and uses them only for purposes that have a community outreach or educational purpose i.e. non-commercial uses.
63. As a partnership programme, all aspects of providing names and narratives have been led by the mana whenua of Tāmaki Makaurau. This is appropriate as mana whenua are those with the mana in this area to carry the responsibility for Māori naming.
64. There are a large number of resident mataawaka (Māori who live in Auckland but are not in a mana whenua group) who will have a great interest in these new names and narratives. This provides an opportunity to engage with mataawaka Māori organisations and invite them to embrace and help champion the names and narratives once the names are adopted.
Ngā ritenga ā-pūtea
Financial implications
65. Puketāpapa Local Board carried forward $23,670 of its Locally Driven Initiatives funding from FY 2020/2021 into FY 2021/2022. This funding provides a partial contribution to mana whenua for their time in supporting the process including research and ratification.
66. $10,000 was carried forward from FY 2021/2022 into FY2022/2023. This will allow for final payments to iwi once the names are adopted, with $8,300 remaining. Some of this may be used for the whaka-rewa-tanga should the board wish to hold such an event, with any unspent funds able to be reallocated.
67. A whaka-rewa-tanga would be a small community event to unveil the bilingual signage in Lynfield Reserve and celebrate the adoption of the names. The board should advise the TKR team if they wish to hold such an event so this can be organised in liaison with the Civic Events team and budget confirmed.
68. Updated dual name signage for these parks will be delivered over time by Community Facilities teams within existing renewals programmes.
69. Bilingual signage for Lynfield Reserve is funded by Long-term Plan regional funding for Māori outcomes.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
70. Several risks and issues were highlighted at the outset of this programme or added as the programme has progressed. These risks are carefully managed throughout the process and mitigated in a variety of ways as outlined in the table below:
Potential Risks |
Mitigation |
Multiple mana whenua having an interest in the parks, with differing views on naming. |
Timeframes are extended when required to allow robust discussion amongst iwi. The approach of the programme has been to focus on a quality agreed outcome. |
Agreement on names is unable to be reached |
Names are only put forward for adoption when agreement has been reached between iwi. Sites remain on hold and discussions continue until objections are resolved. |
Extended delays in the adoption of Māori names, continuing the predominance of English only names and missing renewal opportunities.
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Splitting the tranche to allow for adoption of names as they are finalised rather than waiting for completion of the entire tranche. |
Potential negative public reaction to Māori names. |
The existing English name can be retained with the Māori name being added. Communications once the Māori names are adopted to ensure a full understanding of the names and their meanings. |
High costs of replacement signage. |
Signage will be replaced as it comes up for renewal with the only exception being the bilingual signage at Lynfield Reserve. Signage here will be reskinned if replacement is not warranted.
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Ngā koringa ā-muri
Next steps
71. Once the names are adopted by the local board communication and public notification will commence.
72. Where reserves are classified under the Reserves Act 1977, gazettal of the dual park names will occur once the names are adopted.
73. The names will be entered into the council’s website as soon as possible after adoption.
74. Upon Puketāpapa Local Board’s formal adoption, the process for installation of bilingual signs at Lynfield Reserve will commence.
75. Community Facilities teams will be advised of the adopted names so any signage being renewed will include the new Māori name.
76. If requested by the local board a small community event (whaka-rewa-tanga) can be organised in Lynfield Reserve to unveil the new signage and celebrate the adoption of the names. This will be organised by the Civic Events team in liaison with TKR and Local Board Services.
77. Staff will organise a workshop to discuss the progression of Māori naming within this local board.
Attachments
No. |
Title |
Page |
a⇩ |
Tranche One Māori Names and Narratives |
17 |
Ngā kaihaina
Signatories
Author |
Dawn Bardsley - Naming Lead |
Authorisers |
Anahera Higgins - Maori Outcomes Delivery Manager - Kia Ora Te Reo Justine Haves - General Manager Regional Services Planning, Investment and Partnership Nina Siers - Local Area Manager |
15 September 2022 |
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Local Board feedback on Community Bike Hubs - Te Poka Pū Paihikara i tēnei Hapori
File No.: CP2022/13393
Te take mō te pūrongo
Purpose of the report
1. To seek formal views from the Puketāpapa Local Board on the Community Bike Hubs - Te Poka Pū Paihikara i tēnei Hapori project.
Whakarāpopototanga matua
Executive summary
2. Community Bike Hubs is a project to accelerate Auckland Transport’s commitment to providing better access to bikes through the establishment of Community Bike Hubs.
3. The project is funded through Auckland Council’s Ngā Tiriti Ngangahau - The Vibrant Streets (formerly Regional Streets for People) programme.
4. In the new Community Bike Hub model, Auckland Transport owns the Bike Hubs and takes responsibility for set-up costs while the community runs and operates the Bike Hubs.
5. This report is seeking views from the local board on:
· what is the local board’s interest and preferred level of engagement in Community Bike Hubs?
· does the local board support the Community Bike Hub approach?
· are there any specific Bike Hub sites in addition to the ones proposed in Attachment A that the local board wants investigated?
· does the local board have any community groups or individuals in particular they would like Auckland Transport to be engaging as part of this project?
6. Auckland Transport will review the formal feedback from local boards. Auckland Transport will then evaluate and confirm Community Bike Hub Operators and progress landowner approvals.
Recommendation/s
That the Puketāpapa Local Board:
a) provide its formal views on the Community Bike Hubs project
b) provide its preferred level of engagement in the Community Bike Hubs project
c) provide any additional sites for consideration for Community Bike Hubs
d) provide any community groups or individuals for Auckland Transport to engage with on Community Bike Hubs.
Horopaki
Context
7. The Community Bike Hubs - Te Poka Pū Paihikara i tēnei Hapori project is developing a new model of Bike Hubs that are owned by Auckland Transport and operated by the community.
8. The project seeks to promote the successes of community Bike Hubs by funding the establishment and ongoing operation of Bike Hubs while empowering local communities to run and operate the Bike Hub.
9. Bike Hubs, Bike Kitchens, Bike Spaces and Bike Boxes have been successful community initiatives in Auckland that improve access to bikes by fixing up and redistributing bikes as well as providing events, activations, information and education. These community initiatives are variously supported by Auckland Transport, other Council-Controlled Organisations (CCO), local boards, other agencies and commercial partners and have been shown to be highly successful at the different scales they target.
10. Bike Hubs were identified as the operating model best suited to growth, with strong organisational accountability, consistent hours, wide offerings and deep roots into the community.
11. The Community Bike Hubs project has identified the following locations as being a good fit for the new model:
· Papakura · Grey Lynn · Pakuranga |
· Manukau · Northcote · Epsom |
· Onehunga · Devonport |
12. The project also will scale up existing bike spaces in Mt Roskill and Waiheke into full Bike Hubs.
13. Despite their success and their intention to grow, key barriers to growth have been identified for Bike Hubs such as set-up costs and uncertainty of ongoing funding. Auckland Transport’s Sustainable Mobility team has been leading a programme of work to address these barriers and enable growth of the Bike Hub network.
Tātaritanga me ngā tohutohu
Analysis and advice
14. The new Community Bike Hub model is an Auckland Transport-owned, community-run model in which Auckland Transport takes ownership of landowner permissions, consenting, set-up costs and all ongoing site requirements. Auckland Transport then partners with and initially funds community organisations to operate these Bike Hubs, employing locals and developing extensive volunteer networks.
15. Bike Hubs have historically been housed in two or three shipping containers and this is the model most appropriate to most locations. However, in some locations, CCO or other agency property, such as a town centre storefront or council facility, exists that could be used for a Bike Hub.
16. Auckland Transport will fully fund these Community Bike Hubs in their first year and will aim in subsequent years to reduce funding to a sustainable level while adding other funding sources such as koha, donated bike sales, other grants or funders and commercial partnerships. Further, Auckland Transport will fully support these Bike Hubs and other existing spaces with dedicated resources, guidance and advice, connections to other Bike Hubs and the wider network, training and upskilling and more.
17. This initiative supports Auckland Council’s strategic goals related to development of alternative modes of transport, especially cycling and its climate change goals. Most local board plans across the region prioritise responses to climate change, including the promotion of alternatives to travelling by car.
18. Auckland Transport recommends that local boards support this initiative. Auckland Transport is seeking feedback and more information on:
· Interest – Does the local board support the Community Bike Hub project?
· Engagement level - Does the board wish to engage in this project. If so, would it like to:
o Collaborate: fund or provide resources and participate as a partner with Auckland Transport (now or in the future)
o Consult: engage actively, express its views and work with Auckland Transport
o Be Informed: Auckland Transport will keep the local board informed about the project’s progress.
· Site selection – Are there Bike Hub sites beyond those proposed in Attachment A that the local board thinks would be worth investigating? Community members have helped identify possible locations in each local board area. This report is seeking local boards to provide specific sites they think would be especially appropriate or inappropriate for this project.
· Community groups – Are there any community groups or individuals in particular the local board recommends Auckland Transport engage as part of this project?
Tauākī whakaaweawe āhuarangi
Climate impact statement
19. Auckland Transport engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, Auckland’s Climate Action Plan and the council’s priorities.
20. Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.
21. The primary climate change benefit of this plan is that Bike Hubs encourage more people to cycle, reducing the number of car journeys and therefore carbon emissions.
22. The Community Bike Hubs project contributes to Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan as the hubs enable reduced emissions.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
23. This project is engaging with Community Facilities, Parks Sports and Recreation, Eke Panuku and local boards in order to identify options for possible locations.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
24. Workshops were held with local boards throughout August 2022. Informal steering from boards suggest strong support for this project and additional considerations for site selection.
25. This report is seeking formal feedback from impacted local boards.
Tauākī whakaaweawe Māori
Māori impact statement
26. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.
27. Auckland Transport’s Maori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about
28. The Community Bike Hubs project has te ao Māori woven throughout. The designs and marketing draw from Māori artists and designs, and the Bike Hub Operating Model explicitly calls out engaging with cultural groups and individuals.
29. There is opportunity for mana whenua to operate and be involved with these Bike Hubs.
Ngā ritenga ā-pūtea
Financial implications
30. Auckland Transport is fully funding the Bike Hubs for the first year of operation, and looking to slowly step down Auckland Transport funding to around 40 per cent of operating expenses in the long term. Auckland Transport expects the shortfall to be made up from sale of bikes, koha, other grants or funders and commercial partnerships.
31. This decision has no financial implications for Puketāpapa Local Board at this time as Auckland Transport is funding the bike hub for the first year. If the local board wishes to contribute financially in future the implications will be reported then.
32. Should the local board wish to contribute funding in the future, the project team would welcome a discussion on the matter. The outcome of that discussion would need to be recorded in a decision report, and that report would include detailed information about financial implications.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
33. The proposed decision to proceed with the Community Bike Hub project does not put the Puketāpapa Local Board at financial or legal risk. The decision authorises feedback to an Auckland Transport process and that organisation carries the decision-making risk.
Ngā koringa ā-muri
Next steps
34. Auckland Transport will review the formal feedback from local boards. Auckland Transport will then evaluate and confirm community bike hub operators.
35. An estimate timeline of actions is provided in Table One below
Table One – Estimated Timeline
Date |
Action |
September 2022 |
Auckland Transport will continue to work on site development and procurement of the physical assets such as containers, tools and fit-out, etc. Local boards provide their formal views on potential sites by report. |
October 2022 |
Auckland Transport evaluates and confirms Bike Hub Operators for Stage 1 Bike Hubs. There is targeted community engagement and hub operator training in the locations selected for Stage 1 Bike Hubs. |
November 2022 |
Stage 1 Community Bike Hubs open. Stage 1 include Bike Hubs already identified as quick turnaround because of strong existing community support and reduced landowner permissions and consenting requirements. |
November - March 2023 |
There is targeted community engagement and Bike Hub operator training in the locations selected for Stage 2 Community Bike Hub delivery. |
April 2023 |
Stage 2 Community Bike Hubs open. These include Bike Hubs with less active support or with consent or permission required. |
March - July 2023 |
There is targeted community engagement and Bike Hub operator training in the locations selected for Stage 3 Community Bike Hub delivery. |
August 2023 |
Stage 3 Community Bike Hubs open. These include Bike Hubs where a greater level of engagement or site permissions or consents are needed. |
July 2024 |
Project funding ends and Community Bike Hubs are supported through standard Sustainable Mobility funding and other funding sources. |
Attachments
No. |
Title |
Page |
a⇩ |
Community Bike Hubs |
27 |
Ngā kaihaina
Signatories
Author |
Ben Mansfield – Community Bike Hubs Manager, Auckland Transport |
Authorisers |
Caroline Tauevihi – Head of Community Engagement Central (Acting) Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Approval for two new private road names at 73 Freeland Avenue, Mount Roskill
File No.: CP2022/12211
Te take mō te pūrongo
Purpose of the report
1. To seek approval from the Puketāpapa Local Board to name two new private roads, being commonly owned access lots (COALs), created by way of a subdivision development at 73 Freeland Avenue, Mount Roskill.
Whakarāpopototanga matua
Executive summary
2. The Auckland Council Road Naming Guidelines (the Guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.
3. The proposed road name options have also been assessed against the Puketāpapa Local Board Road Naming Guidelines, that requires particular emphasis on those aspects of the Auckland Council Road Naming Guidelines pertaining to linkages with the local environment, engagement with the local community and mana whenua and encouraging the use of Te Reo Māori names.
4. The applicant, Roskill South Whare Tupu Limited Partnership has proposed the names presented below for consideration by the Local Board.
5. The proposed road name options have been assessed against the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the Standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana Whenua have been consulted in the manner required by the Guidelines.
6. The proposed names for the new private roads at 73 Freeland Avenue are:
Superlot 13D – Road 1
· Maea Lane (Applicant Preferred)
· Houhina Lane (Alternative 1)
· Houhunga Lane (Alternative 2)
Superlot 13E – Road 1
· Tupuke Lane (Applicant Preferred)
· Piwaiwai Lane (Alternative 1)
· Pukirikiri Lane (Alternative 2)
Recommendation/s
That the Puketāpapa Local Board:
a) approve the name Maea Lane (applicant’s preferred name) for the new private road within Superlot 13D (Road 1), created by way of subdivision at 73 Freeland Avenue, Mount Roskill, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90101448, resource consent references BUN60385367 and SUB60385369.
b) approve the name Tupuke Lane (applicant’s preferred name) for the new private road within Superlot 13E (Road 1), created by way of subdivision at 73 Freeland Avenue, Mount Roskill, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90101448, resource consent references BUN60385347 and SUB60385349).
Horopaki
Context
7. Resource consent reference for Superlot 13D: BUN60385367 (subdivision reference number SUB60385369) was issued in May 2022 for the construction of 32 new residential freehold units and one commonly owned access lot (COAL).
8. Resource consent reference for Superlot 13E: BUN60385347 (subdivision reference number SUB60385349) was issued June 2022 for the construction of 26 new residential freehold units and one commonly owned access lot (COAL).
9. Site and location plans of the development can be found in Attachment A and B.
10. In accordance with the Standards, any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.
11. Therefore, in this development, the new COAL within Superlot 13D requires a road name because it serves more than five lots. This can be seen in Attachment A, where the COAL that requires a name is highlighted in yellow.
12. The applicant also wishes to adopt a road name for the COAL located within 13E. This road is highlighted in yellow in Attachment A.
Tātaritanga me ngā tohutohu
Analysis and advice
13. The Guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.
14. The Guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:
· a historical, cultural, or ancestral linkage to an area; or
· a particular landscape, environmental or biodiversity theme or feature; or
· an existing (or introduced) thematic identity in the area.
15. Theme: As described by the applicant: all the proposed names relate directly to traditional/historical māori activities on the nearby maunga (volcanic cone) named Puketāpapa (Mt Roskill) as a former garden pā (settlement) used primarily for growing, harvesting and storing kumara and root crops such as hue (gourd.) The listed names follow a common theme of gardening, harvesting or kumara.
Proposed name |
Meaning (as described by applicant) |
Superlot 13D – Road 1 |
|
Maea Lane (Applicant preferred) |
Means ‘Gather crops out of the ground.’ |
Houhina Lane (Alternative 1) |
Means ‘Root crops left in ground.’ |
Houhunga Lane (Alternative 2) |
Means ‘Kumara left in the ground.’ |
Superlot 13E – Road 1 |
|
Tupuke Lane (Applicant preferred) |
Means ‘Harvest root crops.’ |
Piwaiwai Lane (Alternative 1) |
Means to ‘Harvest root crops.’ |
Pukirikiri Lane (Alternative 2) |
Means ‘Gardening gravel basket.’ |
16. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 as well as the Puketāpapa Local Board Road naming guideline respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.
17. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.
18. Road Type: ‘Lane’ is an acceptable road type for the new private roads, suiting the form and layout of the COALs.
19. Consultation: Community groups and mana whenua were consulted in line with the processes and requirements described in the Auckland Council and Puketāpapa Local Board Road Naming Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section and Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe that follows.
Tauākī whakaaweawe āhuarangi
Climate impact statement
20. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
21. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council controlled organisations were not required for the preparation of the report’s advice.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
22. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.
23. In accordance with the Puketāpapa Local Board’s road naming guidelines, on 21 July 2022, the following local community groups were contacted on behalf of the applicant, seeking feedback on the applicant’s proposed road names.
· Kāinga Ora
· Friends of Oakley Creek
· Roskill Together
· No 3 Roskill Theatre Trust
· May Road School
· Tupuna Maunga Authority
· Mt Roskill Baptist
· Communities Feeding Communities
· Owairaka mataawaka kuia and kaumatua group
24. By the close of the two week long consultation period (5 August 2022), no responses, comments, or feedback were received.
Tauākī whakaaweawe Māori
Māori impact statement
25. To aid local board decision making, the Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The Guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.
26. On 12 May 2021 Nigel Denny on behalf of Te Ākitai Waiohua gifted all the names that are proposed by the applicant.
27. On 8 October 2021 Nigel Denny on behalf of Te Ākitai Waiohua confirmed that the exclusion of macrons from the proposed names is acceptable.
28. On 21 July 2022 mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:
· Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)
· Ngāti Maru (Ngāti Maru Rūnanga Trust)
· Ngāti Pāoa
· Ngāti Whātua o Kaipara
· Ngāti Whātua Ōrākei
· Te Kawerau Ā Maki
· Te Rūnanga o Ngāti Whātua
· Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust
· Ngāti Te Ata Waiohua
· Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)
· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)
· Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)
· Ngāti Tamaoho
29. By the close of the consultation period, Waikato – Tainui were the only iwi to respond. Kahurimu Flavell on behalf of Waikato – Tainui responded: “Waikato Tainui supports all suggested names.”
30. No other responses, comments, or feedback were received.
31. While this site is not listed as a site of significance to mana whenua, the gifting of names by Te Ākitai Waiohua and the acceptance of those names by the applicant is indicative that the effort has been made to comply particularly with the Puketāpapa Local Board Road Naming Guidelines.
Ngā ritenga ā-pūtea
Financial implications
32. The road naming process does not raise any financial implications for the Council.
33. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
34. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.
Ngā koringa ā-muri
Next steps
35. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.
Attachments
No. |
Title |
Page |
a⇩ |
Attachment A - Site Plans |
35 |
b⇩ |
Attachment B - Location Map |
37 |
Ngā kaihaina
Signatories
Author |
Amy Cao - Subdivision Advisor |
Authorisers |
David Snowdon - Team Leader Subdivision Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Approval for three private road names at 150 Melrose Road, Mount Roskill, Auckland
File No.: CP2022/13154
Te take mō te pūrongo
Purpose of the report
1. To seek approval from the Puketāpapa Local Board to name three new private roads, being three commonly owned access lots (COALs), created by way of a subdivision development at 150 Melrose Road.
Whakarāpopototanga matua
Executive summary
2. The Auckland Council Road Naming Guidelines, together with the Puketāpapa Local Board Road Naming Guidelines (the Guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.
3. In particular, the proposed road name options have been assessed against the Puketāpapa Local Board Road Naming Guidelines, that requires particular emphasis on those aspects of the Auckland Council Road Naming Guidelines pertaining to linkages with the local environment, engagement with the local community and mana whenua and encouraging the use of Te Reo Māori names.
4. The developer and applicant, Morton Construction Ltd has proposed the names presented below for consideration by the Local Board.
5. The proposed road name options have also been assessed against the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the Standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana Whenua have been consulted in the manner required by the Guidelines.
6. The proposed names for the new private roads at 150 Melrose Road are:
Road 1
· Te Taatua Lane (Applicant Preferred)
· Heiser Lane (Alternative 1)
· Harakoa Lane (Alternative 2)
Road 2
· Kehu Loop (Applicant Preferred)
· Bryson Loop (Alternative 1)
· Tiaki Loop (Alternative 2)
Road 3
· Te Rorea Lane (Applicant Preferred)
· Tioata Lane (Alternative 1)
· Mere Lane (Alternative 2)
Recommendation/s
That the Puketāpapa Local Board:
a) approves the name Te Taatua Lane (applicant’s preferred name) for Road 1, Kehu Loop (applicant’s preferred name) for Road 2 and Te Rorea Lane (applicant’s preferred name) for Road 3 created by way of subdivision at 150 Melrose Road, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90099924, resource consent references BUN60322309 and SUB60322333).
Horopaki
Context
7. Resource consent reference BUN60322309 (subdivision reference number SUB60322333) was granted for the construction of 34 new residential freehold units and three commonly owned access lots (COALs) at 150 Melrose Road. Site and location plans of this development can be found in Attachments A and B.
8. In accordance with the Standards, any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.
9. Therefore, in the development, the new COALs each requires a road name because each of the roads serves more than five lots. This can be seen in Attachment B, where the COALs that require a name are highlighted in yellow.
Tātaritanga me ngā tohutohu
Analysis and advice
10. The Guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval
11. The Guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:
· a historical, cultural, or ancestral linkage to an area; or
· a particular landscape, environmental or biodiversity theme or feature; or
· an existing (or introduced) thematic identity in the area.
12. Theme: The proposed road names reflect the cultural and ancestral linkage to the area, the landscaping features of the area as well as the applicant’s good wishes for future occupiers of the development.
Road Number |
Proposed name |
Meaning (as described by applicant) |
Road 1 |
Te Taatua Lane (Applicant Preferred) |
Referring to the extended name “Te Taatua o Riukiuta” |
Heiser Lane (Alternative 1) |
Heiser (German) variant of Häuser, meaning dweller on, or near, uncultivated land covered by coarse grass and low bushes. It is in memory of the original state of this piece of land before we develop it |
|
Harakoa Lane (Alternative 2) |
Dancing, entertainment, enjoyment, pleasure, amusement, happiness |
|
Road 2 |
Kehu Loop (Applicant Preferred) |
Referring to the ancestor Taikehu |
Bryson Loop (Alternative 1) |
Bryson is a masculine name of Welsh origin with the meaning of rich, strong, creative, energetic and full of life. 150 Melrose is the first mid-size development in this old residential area under the Unitary Plan. The development will bring more population and create a modern residential society to the local. “Bryson” represents the positive new vibe of 150 Melrose Road. |
|
Tiaki Loop (Alternative 2) |
To care for, look after, guard. |
|
Road 3 |
Te Rorea Lane (Applicant Preferred) |
Rorea means to snare or entrap |
Tioata Lane (Alternative 1) |
Crystal |
|
Mere Lane (Alternative 2) |
A short, flat weapon of stone, often of greenstone |
13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the Guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 as well as the Puketāpapa Local Board Road naming guideline respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.
14. Confirmation: Land Information New Zealand (LINZ) has confirmed that all the proposed names are acceptable for use at the locations.
15. Road Type: ‘Lane’ and ‘Loop’ are acceptable road types for the new private roads, suiting the form and layout of the COALs.
16. Consultation: Land Information New Zealand and mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.
Tauākī whakaaweawe āhuarangi
Climate impact statement
17. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
18. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council controlled organisations were not required for the preparation of the report’s advice.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
19. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.
Tauākī whakaaweawe Māori
Māori impact statement
20. To aid local board decision making, the Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The Guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.
21. On 29 March 2022, the applicant has contacted Te Ahiwaru – Waiohua for road name suggestions. Te Ahiwaru – Waiohua has recommended the following names:
“1. Riukiuta – Referring to the extended name ‘Te Taatua o Riukiuta’
2. Kehu – Referring to the ancestor Taikehu
3. Te Rorea – Referring to the extended name ‘Te Rorea a Kehu’, rorea means to snare or
entrap. In the current day can be interpreted to reflect the areas appeal”
22. The applicant has originally proposed the names suggested by Te Ahiwaru – Waiohua as the preferred name for each of the roads. However, LlNZ advised that ‘Riukiuta Lane’ is not acceptable to use in this location. As such, the applicant has decided to propose ‘Te Taatua Lane’ as the preferred name for Road 1.
23. On 18 June 2022, further consultation with mana whenua was carried out via Council's Consultation Facilitation Service, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted were contacted:
· Te Rūnanga o Ngāti Whātua
· Ngāti Whātua o Kaipara
· Ngāti Whātua Ōrākei
· Ngāi Tai Ki Tāmaki
· Te Kawerau ā Maki
· Ngāti Tamaoho
· Te Ākitai Waiohua
· Te Ahiwaru Waiohua
· Ngāti Te Ata Waiohua
· Ngāti Paoa Trust Board
· Ngāti Paoa Iwi Trust
· Ngāti Maru
· Ngāti Tamaterā
· Waikato-Tainui
24. By the close of the consultation period, a response was received from the representative of Ngāti Tamaoho indicating that Ngāti Tamaoho is supportive of the names presented.
25. This site is not listed as a site of significance to mana whenua.
Ngā ritenga ā-pūtea
Financial implications
26. The road naming process does not raise any financial implications for the Council.
27. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
28. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.
Ngā koringa ā-muri
Next steps
29. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.
Attachments
No. |
Title |
Page |
a⇩ |
Attachment A Site Plan |
45 |
b⇩ |
Attachment B Location Map |
47 |
Ngā kaihaina
Signatories
Author |
Amy Cao - Subdivision Advisor |
Authorisers |
David Snowdon - Team Leader Subdivision Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Puketāpapa Strategic Relationship Grants
File No.: CP2022/12313
Te take mō te pūrongo
Purpose of the report
1. To approve changes to the Puketāpapa Strategic Relationship Grant programme.
Whakarāpopototanga matua
Executive summary
2. The Puketāpapa Local Board provides a Strategic Relationship Grant programme (the programme) to support community organisations to deliver on the local board’s priorities and outcomes.
3. In July 2022, staff undertook a review of the programme, analysing:
· the findings and recommendations of the 2018 review of the programme
· best practice in the sector and similar funds administered in other areas
· COVID-19 impacts on community groups and the community sector
· feedback from current local groups and current grant recipients
4. The review found that local community groups and organisations needed support to manage the training and upskilling required to lift their capacity and capability.
5. In response to these findings, staff recommend updating the purpose for the programme and amending the Terms of Reference to reflect this.
6. The updated purpose of the Strategic Relationship Grant is as follows:
· to create a strong network of local community organisations across the Puketāpapa Local Board area by supporting them to:
- build organisational capacity and capability
- upskill staff and volunteers
- become more sustainable
- attract diverse funding opportunities
- amplify the boards investment.
7. To support delivery of this purpose, staff will develop and deliver a capacity and capability support programme, which alongside direct funding, will support local groups and organisations to become more sustainable.
8. Funding will be exclusively allocated over three-year terms to support recipients to increase their capacity, expand their activities and make faster progress towards financial sustainability. In 2022/2023, the Puketāpapa Strategic Relationship Grant programme has a budget of $120,000. Funding will be split into two streams:
· $80,000 direct funding to successful community groups to fund internal operations - 4 groups at $20,000 each
· $40,000 funding for delivery of the programme
9. Recipients of the direct funding will be required to participate in the capacity and capability programme for the duration of the three-year term.
10. This commitment will allow the development of a cohort of four groups who will work together over the three-year term, developing a stronger network and the opportunities to collaborate.
Recommendation/s
That the Puketāpapa Local Board:
a) approve the refreshed purpose for the Puketāpapa Strategic Relationship Grants programme for 2022/2023 to 2024/2025:
· to create a strong network of local community organisations across the Puketāpapa Local Board area by supporting them to:
- build organisational capacity and capability
- upskill staff and volunteers
- become more sustainable
- attract diverse funding opportunities
- amplify the boards investment
b) approve funding to be split into two funding streams:
· $80,000 direct funding to groups
· $40,000 capacity and capability programme funding.
Horopaki
Context
11. Auckland Council’s 21 local boards each operate their own local grants programme under the broader umbrella of the Auckland Council Community Grants Policy. Local boards award grants to local groups and organisations, services, events and activities that benefit residents in their local board area.
12. Puketāpapa Local Board provides three local grants programmes, identified in the table below.
Table one: Puketāpapa Local Board Grants programmes
Type of grant |
Quick Response |
Local Grant |
Strategic Relationship Grants |
Timeframes and activities |
· Short term · Events and one-off activities
|
· Medium term · Annual or yearlong activity · Programming and larger scale events or activities |
· Longer term · 1 – 3 years grants terms · Operational support
|
Amounts |
$500 - $2,000 |
$2,000 - $10,000 |
$10,000 - $20,000 |
13. The Strategic Relationship Grant programme (the programme) was established in 2015, based on insight and advice that there was a need in the local board area for larger funding amounts for established groups. At that time, the limit for local funding was capped at a maximum of $5,000 per application under the Local Grants programme.
14. The programme is guided by the Puketāpapa Local Board Strategic Relationship Grant Terms of Reference that outlines the purpose and eligibility criteria for the grant (Attachment A).
15. In 2018, the programme was reviewed by staff to identify areas of improvement to the grant allocation process. The review included gathering feedback from the community groups who had received the grant through a survey and interviews, and from the local board through a series of workshops.
16. The following changes were recommended by staff and adopted for delivery of the 2019/2020 programme (PKTPP/2018/237):
· multi-year funding relationships would be considered for a maximum of three years
· grant amounts were increased to $10,000 - $20,000 for one-off projects and multi-funding of $20,000 per year for three years
· applications for organisational capacity development activities will be considered for funding by the local board
· an organisational capacity development assessment tool for community groups to assess their needs to support their application for a grant was introduced
· introduce up to two forums per funding round between the local board, council staff and community groups to improve communication between applicants and the local board, clarify the purpose of the grant, introduce the capacity development assessment tool and to improve accountability between grant recipients and the local board.
17. While the changes above were made to the Terms of Reference, the funding administered since has predominantly been focused on business-as-usual operational costs. There has been a noticeable gap in applications for funds that deliver against strategic objectives and capacity and capability building.
Tātaritanga me ngā tohutohu
Analysis and advice
Review of the Strategic Relationship Grants programme
18. In July 2022, staff reviewed the performance of the last three years of the programme, analysing:
· the findings and recommendations of the 2018 review
· best practice in the sector and similar funds administered in other areas
· COVID-19 impacts on community groups and the community sector
· feedback from current local groups and current grant recipients.
19. Themes that emerged from this review were consistent, with most community groups and organisations identifying:
· little knowledge of the funding sector
· limited internal resources and capacity to apply for funding
· not having the ability to upskill all staff and volunteers and the retention of trained staff being a challenge
· the pivot to digital required by COVID-19 continues to require new and improved skills
· the need to take an inward focus to survive, scale up their mahi and thrive
· many groups and organisations wish to work more closely together but do not have established relationships, understand each other’s work or see areas for collaboration.
20. Common across the community sector was a need to effectively demonstrate their impact, requiring them to:
· clearly define and articulate their story: mission, vision and values
· know how to measure and capture the impact of their work
· have access to expertise, either funding a staff members or contracting support.
21. It was clear that community groups and organisations need support for training and upskilling required to lift their capacity and capabilities in these areas.
Refreshed purpose of the Strategic Relations Grants programme
22. To respond to these findings, staff recommend a refreshed purpose statement, with a clearer purpose be added to the Terms of Reference.
23. The proposed purpose of the Strategic Relationship Grant is as follows:
· to create a strong network of local community organisations across the Puketāpapa Local Board area by supporting them to:
- build organisational capacity and capability
- upskill staff and volunteers
- become more sustainable
- attract diverse funding opportunities
- amplify the boards investment.
24. To support delivery of this purpose, staff will develop and deliver a capacity and capability support programme, which alongside direct funding, will support local groups and organisations to become more sustainable.
25. This capacity and capability programme create a strong network of local community organisations across the Puketāpapa Local Board area by providing:
· ongoing coaching and support
· external experts and consultancy
· collaboration and learning opportunities
· funding workshops and drop-in sessions
· future opportunities for a collaborative funding pilot
26. Staff are finalising the plan for delivery of the capability and capacity programme, with the draft for 2022/2023 as follows:
Table two: Year one capacity and capability programme
Outcomes |
Objectives |
Actions |
Community organisations work closer together and know of each other’s priorities, plans, projects etc. (in practice this may be seen as organisations refer customers/people to each other) |
· Funding criteria encourages collaboration of organisations · Staff find common themes/purposes and connect local organisations |
· Develop funding criteria · Actively seek and establish opportunities to connect local organisations and foster collaboration |
Major stakeholders (Kāinga Ora etc.) and funders understand the priorities and focus areas of the Strategic Relationship work |
· Connected Communities staff are connected to major stakeholders and funders, and socialise community initiatives and projects |
· Organise meetings with major stakeholders and funders to seek opportunities to align our work and coordinate our approaches |
Evaluation toolkits are developed, and accountability reports and processes are reviewed, and socialised with community groups |
· Evaluation toolkits capture social impact · Community organisations have increased their capabilities to do reporting, evaluation, and accountability |
· Seek support from Connected Communities Regional team to develop evaluation toolkits for grantees · Review accountability reports |
Community organisations are connected to funders |
· Community organisations understand funders’ requirements and how to meet them |
· Organise workshops etc. between funders and community organisations |
27. As part of the 2022/2023 Customer and Community Services annual work programme, the Puketāpapa Local Board approved $120,000 (resolution number PKTPP/2021/102) to the Puketāpapa Strategic Relationship Grant programme.
28. To deliver on the refreshed purpose of the programme, its proposed that the funding is split into two streams:
· $80,000 direct funding to successful community groups to fund internal operations - four groups at $20,000 each
· $40,000 funding for delivery of the capacity and capability programme
29. To deliver on the refreshed purpose, funding will be exclusively allocated over three-year terms to support recipients to increase their capacity, expand their activities and make faster progress towards financial sustainability.
30. Recipients of the direct funding will be required to participate in the capacity and capability programme for the duration of the three-year term.
31. This commitment will allow the development of a cohort of four groups who will work together over the three-year term, developing a stronger network and the opportunities to collaborate.
32. The proposed changes will enable the local board to:
· strengthen its strategic relationship with and between local organisations
· invest in building capacity and capability so that the organisations are better able to deliver their services effectively, demonstrate impact, increase sustainability, and strengthen their funding position to attract diverse funding opportunities
· improve outcomes for local communities.
Options for the Puketāpapa Strategic Relationship Grant programme
Table three: Options and recommendations
|
Description |
Impacts on local community organisations |
Option 1 Local grants |
Close Strategic Relationship Grants and reallocate funds to Local Grants |
Allows a larger number of groups to benefit from local board funding
Does not respond to desire to: • increase access to funding • increase capacity and capability • build a network of groups |
Option 2 Status quo |
Retain current Terms of Reference and funding of $10,000 - $20,000 per grant, per annum, for a 1-3 years |
Continues to deliver longer term, higher value funding
The funding predominantly been focused on business-as-usual operational costs
Does not respond to desire to: • increase access to funding • increase capacity and capability • build a network of groups |
Option 3 Refreshed purpose, and the development of a capacity and capability programme
Recommended |
Amend Terms of Reference to reflect the refreshed purpose. Develop and deliver a capacity and capability programme
Split funding into two streams: · $80,00 direct funding to groups · $40,000 capacity and capability programme funding
|
Responds to feedback from local groups and the sector by: • supporting increased access to funding • increasing capacity and capability • supports the development of a strong local network of groups
Less direct funding to groups but additional support is provided |
Tauākī whakaaweawe āhuarangi
Climate impact statement
33. Mana Taiao (Environment) is one of the key local board outcomes noted in the Strategic Relationship Grants Terms of Reference, including support for groups that promote active modes of transportation, reduction in carbon and other vehicle missions and environmental and ecological sustainability.
34. Building the capacity and capability of local community organisation will have a positive impact on climate change as it reduces the need for people to travel to reach the services they offer. Local community engagement supported by local organisations also develops community resilience and adaptation. This will broadly contribute toward community readiness for changes in the future such as those caused by climate change.
35. The proposed capacity and capability programmes will support training in sustainability and sustainable practices.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
36. The Puketāpapa Strategic Relations Grant programme is delivered in line with the Community Grants Policy. This policy guides the allocation of local and regional grants to groups and organisations delivering projects, activities and services that benefit Aucklanders.
37. Both the Community Impact Team and the Grants Team at Auckland Council were engaged in the development of this advice to ensure alignment with the Community Funding Policy, current processes and best practice.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
38. The purpose of the Puketāpapa Strategic Relationship Grants programme is to build community capacity and support community organisations to deliver on the local board’s priorities and outcomes identified in the Puketāpapa Local Board Plan 2017:
· active participation
· economic growth, good local jobs
· improve transport choices and connectivity
· strong sense of belonging and local identity
· improving outcomes for Māori.
39. Staff worked closely with delegated local board members to work through the feedback and advice through a series of workshops.
40. The content of this report and the recommended actions were workshopped with the local board in July and August 2022, with support indicated for the proposed approach.
Tauākī whakaaweawe Māori
Māori impact statement
41. Māori make up six per cent of the local board population.
42. A small number of community groups that have received Strategic Relationship Grants in the past have either participants, volunteers or employees who identify as Māori. Some of the community groups target young Māori and teach Tikanga Māori as part of their programmes.
43. However, many of the groups that operate in the local board area new migrant and refugee organisations with little operational expertise in Te Ao Māori. The proposed capacity and capability programmes will support training in the Treaty of Waitangi, as well as work to introduce local organisations to Mana Whenua.
Ngā ritenga ā-pūtea
Financial implications
44. As part of the 2022/2023 Customer and Community Services annual work programme, the Puketāpapa Local Board approved $120,000 (resolution number PKTPP/2021/102) to the work programme line #367 Strategic Relationship Grant.
45. There are no financial implications with supporting the recommended option and proposed changes to the programme and Terms of Reference.
46. No additional funding is required to enable the proposed change in process.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
47. The allocation of grants will occur within the guidelines and criteria of the amened Puketāpapa Strategic Relationship Grants Terms of Reference. The assessment process will be used to identified risks associated with funding applications in each funding round.
48. There is a risk is that the local board receives fewer applications for funding than previous years due to a lack of understanding of the proposed changes to the grant. Staff will mitigate this risk by working closely with the local network to promote the programme and will also have 1:1 meetings with interested groups at the beginning of the funding process.
Ngā koringa ā-muri
Next steps
49. If the local board support the recommended option, the purpose will be updated in the Terms of Reference and implemented in the funding next round which opens will open in November 2022.
50. The applications will be assessed against the updated Terms of Reference and presented to the board for approval at the Business Meeting in Quarter 3 2022/2023.
Attachments
No. |
Title |
Page |
a⇩ |
Puketāpapa Local Board Strategic Relationship Grant Terms of Reference |
57 |
Ngā kaihaina
Signatories
Authors |
Sarah Houston - Senior Advisor Kat Teirney - Strategic Broker |
Authorisers |
Mirla Edmundson - General Manager Connected Communities Nina Siers - Local Area Manager |
15 September 2022 |
|
Puketāpapa Local Grants and Multi-Board Round One 2022/2023, grant allocations
File No.: CP2022/13233
Te take mō te pūrongo
Purpose of the report
1. To fund, part-fund or decline the applications received for Puketāpapa Local Grants Round One and Multi-Board Round One 2022/2023.
Whakarāpopototanga matua
Executive summary
2. This report presents applications received for the Puketāpapa Local Grants Round One (Attachment B) and Multi-Board Round One 2022/2023 (Attachment C).
3. The Puketāpapa Local Board adopted the Puketāpapa Local Board Community Grants Programme 2022/2023 on 19 May 2022 (Attachment A). The document sets application guidelines for community contestable grants.
4. The local board has set a total community grants budget of $110,121 for the 2022/2023 financial year.
5. Sixteen applications were received for Puketāpapa Local Grants, Round One 2022/2023, requesting a total of $105,677.62 and six multi board applications were also received requesting a total of $25,045.
Recommendation/s That the Puketāpapa Local Board: a) agree to fund, part-fund or decline each application in Puketāpapa Local Grants Round One 2022/2023 listed in the following table:
b) agree to fund, part-fund or decline each application in Puketāpapa Multiboard Round One 2022/2023, listed in Table Two below:
|
Horopaki
Context
6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.
7. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme.
8. The local board grants programme sets out:
· local board priorities
· lower priorities for funding
· exclusions
· grant types, the number of grant rounds and when these will open and close
· any additional accountability requirements.
9. The Puketāpapa Local Board adopted the Puketāpapa Local Board Community Grants Programme 2022/2023 on 19 May 2022 (Attachment A). The document sets application guidelines for community contestable grants.
10. The community grants programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.
11. The local board has set a total community grants budget of $110,121 for the 2022/2023 financial year.
Tātaritanga me ngā tohutohu
Analysis and advice
12. The aim of the local board grants programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.
Tauākī whakaaweawe āhuarangi
Climate impact statement
13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:
· local food production and food waste reduction
· decreasing use of single-occupancy transport options
· home energy efficiency and community renewable energy generation
· local tree planting and streamside revegetation
· education about sustainable lifestyle choices that reduce carbon footprints.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
14. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.
15. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
16. Local boards are responsible for the decision-making and allocation of local board community grants. The Puketāpapa Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.
17. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.
18. A summary of each application received through Puketāpapa Local Grants, Round One 2022/2023 and multi-board applications is provided in Attachment B and Attachment C.
Tauākī whakaaweawe Māori
Māori impact statement
19. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grants processes.
20. Seven applicants applying to Puketāpapa Local Grants Round One and three applicants applying to the multiboard round one 2022/2023 indicate projects that target Māori or Māori outcomes.
Ngā ritenga ā-pūtea
Financial implications
21. The allocation of grants to community groups is within adopted 10 Year Budget 2021/2031 and local board agreements.
22. The local board has set a total community grants budget of $110,121 for the 2022/2023 financial year.
23. Sixteen applications were received for Puketāpapa Local Grants, Round One 2022/2023, requesting a total of $105,677.62 and six multi board applications were also received requesting a total of $25,045.
24. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
25. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.
Ngā koringa ā-muri
Next steps
26. Following the Puketāpapa Local Board allocating funding for round one of the local grants and multiboard grants, grants staff will notify the applicants of the local board’s decision.
Attachments
No. |
Title |
Page |
a⇨ |
Puketāpapa Local Board Community Grants Programme 2022/2023 (Under Separate Cover) |
|
b⇨ |
Puketāpapa Local Grants Round One 2022/2023 - grant applications (Under Separate Cover) |
|
c⇨ |
Puketāpapa Multiboard Round One 2022/2023 - grant allocations (Under Separate Cover) |
|
Ngā kaihaina
Signatories
Author |
Moumita Dutta - Senior Grants Advisor |
Authorisers |
Pierre Fourie - Grants & Incentives Manager Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
File No.: CP2022/13351
Te take mō te pūrongo
Purpose of the report
1. To adopt the Wairaki Catchment Strategy 2022 (Attachment A).
Whakarāpopototanga matua
Executive summary
2. The Wairaki Stream Catchment is found in the southwest of the Puketāpapa Local Board area, crossing a network of parks and open spaces before feeding into the Manukau Harbour at Lynfield Cove.
3. The Puketāpapa Local Board funded the development of a strategic plan for this catchment in 2019/20, working in partnership with mana whenua and community (PKTPP/2019/105). The project was subsequently delayed (PKTPP/2020/110)(PKTPP/2021/102) and was instead completed in financial year 2021/22.
4. The purpose of this project was to produce a holistic strategy for the catchment, setting a long-term vision for its future management, and to direct outcomes and actions that can be undertaken across several different departments and stakeholders.
5. The Wairaki Catchment Strategy (Attachment A) was developed over a series of hui and local board workshops in 2021/22. The document outlines an overall vision for management of the catchment, with principles, outcomes and specific actions identified to help meet this goal.
6. As a key partnership project for the local board, the strategy was informed through numerous hui with mana whenua, the Friends of Wairaki Stream, and across council departments. Te Ao Māori principles have been threaded through the entire document with the support of mana whenua partners.
7. The strategy directly responds to key outcomes in the 2020 Puketāpapa Local Board Plan and builds on previous strategic work including provision assessments, connection plans and previous catchment management efforts. Feedback from the Puketāpapa Local Board has been incorporated into the document.
8. Auckland Council staff will work to identify avenues for funding of identified actions as part of future work programmes discussions and through exploration of other funding streams which may be applicable. Staff will monitor the success of the strategy over time.
Recommendation/s
That the Puketāpapa Local Board:
a) adopt the Wairaki Catchment Strategy 2022 (Attachment A) to agree a vision and action plan for the future management of the Wairaki Stream and its environments.
Horopaki
Context
9. The Wairaki Stream Catchment is made up of a largely unmodified coastal stream on the northern coastline of the Manukau Harbour, within the southwest of the Puketāpapa Local Board area. The streams headwaters are located behind the Lynfield Town Centre on Hillsborough Road flowing to an outfall at Lynfield Cove.
10. The stream runs through a network of open spaces made up of regenerating forest habitat, including mature remnant broadleaf and emergent vegetation. This network forms a part of a significant ecological area spanning the Waikowhai Coastline along the Manukau Harbour, providing an important linkage to the Waitākere Ranges. The volunteer group Friends of Wairaki Stream are active in the catchment, working with council to restore the natural environment.
11. The level of imperviousness in the catchment is less than average for streams within the Auckland Isthmus. In more recent years the stream has been noted to be of very poor water quality. Investigations are ongoing as to what may be causing this decline.
12. The area has a rich history beginning with Māori occupation over 800 years ago and including significant housing development in the early 1900’s. Today several parks including Wairaki Ki Uta / Lynfield Reserve, Wairaki Ki Tai / Wairaki Stream Reserve, and Lynfield Cove Reserve provide recreational assets for the community.
13. Despite its relatively intact status as a natural coastal stream system, there are still many areas where management or development within the catchment could be improved or enhanced, leading to better environmental, community and recreational outcomes. There are also numerous stakeholders active in the catchment, including different council departments and community groups.
14. The Wairaki Catchment Strategy is intended to guide the restoration of the riparian open spaces and stream and wetland environments in the catchment by setting a holistic vision for the catchment to guide future management decisions.
15. The document will also broadcast specific outcomes and actions for delivery in the next decade to a range of Auckland Council departments, Council Controlled Organisations (CCOs), and other stakeholders.
16. The development of a holistic strategy for the catchment will lead to numerous benefits for the natural environment and health of the stream itself, as well as foster increased community connection with the catchment and sense of place for residents of Lynfield.
17. The Puketāpapa Local Board embarked on a process to build this strategic plan in 2019/20, working in partnership with mana whenua and community. Delays to the project because of COVID 19 and mana whenua engagement challenges resulted in this project being deferred, with the bulk of the work instead completed in financial year 2021/22.
18. As a key partnership project for the local board, input from local mana whenua Te Ākitai Waiohua, Ngāti Tamaoho and Ngāti Whatua o Ōrakei was vital to the development of this strategy. The strategy intends to align with the Te Ao Māori world view, focusing on the health of the environment and its people, and balancing mātauranga Māori and environmentally sustainable practises with more reductive protocols for scientific method and engineering practises.
19. In addition, the project involved partnership between Auckland Council Community Parks and Healthy Waters departments to ensure that both green and blue infrastructure were considered concurrently to ensure a holistic strategy.
Tātaritanga me ngā tohutohu
Analysis and advice
20. The Wairaki Catchment Strategy was developed over a series of hui and local board workshops in 2021/22, and is based on a set of principles, outcomes and actions held under an overarching high-level vision for the catchment.
21. The assessment also considered other strategic documents already prepared by Auckland Council, including provision and planning work previously completed for the local board by the Community Parks team as well as regional strategic documents. The previously adopted Te Auaunga Oakley Creek Vision and Restoration Plan 2016 was used as a guiding template for the project.
22. The agreed vision for the catchment is outlined on page 21 of the document is as follows:
· “Working together to restore the health and wellbeing of the Wairaki stream catchment and its communities”.
23. The Wairaki Catchment Principles, agreed by both mana whenua and the local board help to set the overall priorities in future management of the awa to achieve that vision. These are presented on page 22 of the document and summarised below:
· Protect and restore the ecological systems and values of the catchment for the wellbeing of all living things.
· Improve the water quality of the receiving environments to enhance habitat.
· Incorporate Te Ao Māori perspectives across actions and priorities in the catchment.
· Inspire the local community into restoration activities through the guidance and support of mana whenua and Auckland Council.
· Raise the awareness of stream environments through storytelling and enhanced access.
· Provide high quality open spaces to encourage community interaction with the Wairaki Stream environment.
24. These principles can be applied across the wider network of the catchment, including within both private and public development sites or properties, and on Ministry of Education or Department of Conservation land holdings.
25. The document also presents a range of actions to achieve these high-level principles and the holistic vision for the catchment. Outcomes and actions were informed by relevant experts and stakeholders in response to detailed catchment assessment and analysis, providing specific measurable actions to lead towards this end goal.
26. The implementation plan presented in Section 8 of the document summarises these key actions, including prioritising each action and outlining responsibility and possible timeframe for each action.
28. Funding constraints currently faced by Auckland Council in the wake of the Covid-19 pandemic limits short term opportunities for investment and means that any actions which are progressed must provide the greatest benefit to the environment, the community, and the parks network. This will be weighed up when determining which actions to progress in the short term.
29. The document is not a statutory plan. It is intended as a living and evolving document, open to change as more initiatives are implemented in the awa, and throughout the catchment. It is intended that this type of plan could also be replicated across other catchments, utilizing the same key principles, but altering the overall vision and objectives / actions to be relevant to the context of each stream and park environment.
30. Staff recommend that the local board adopts the Wairaki Catchment Strategy 2022 to inform future development and investigations within the catchment and help guide decision-making and advocacy for all open space within the catchment over the next decade and beyond.
Tauākī whakaaweawe āhuarangi
Climate impact statement
32. The Wairaki Catchment Plan sets a clear vision which enables strategic investment into the catchment, identifying opportunities which would provide greatest value to local communities and the wider network. This ensures investment is targeted appropriately and therefore minimises impact on the climate and environment.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
34. This assessment will assist Community Facilities and Healthy Waters to plan future operational and capital work programmes, to improve the catchment through investigation, capital works and renewals projects in the future.
35. The restoration of the Wairaki Catchment also delivers on the Auckland Plan’s desires of thriving ecosystems, no native species loss, clean harbours and waterways, sustainable land management and low impact stormwater management.
36. This work is likely to lead into further planning, including identifying opportunities for implementation of other adopted environmental plans and strategies, such as the growing phase of the Puketāpapa Urban Ngahere Strategy.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
37. This project aligns directly to several outcomes found within the Puketāpapa Local Board Plan 2020;
Outcome 1: Inclusive communities that are healthy, connected and thriving; Improved community understanding of te ao Māori.
Outcome 3: Our environment is protected and enhanced for present and future generations; Improve the mauri of awa and the Manukau Harbour & We all take care of waterways parks and public spaces.
Outcome 4: Well-planned neighbourhoods and vibrant public spaces; A well-used network of facilities and public spaces that are inviting, safe, and promote wellbeing.
38. The PSR 19/20 Work Programme was approved by the Puketāpapa Local Board in July 2019 (PKTPP/2019/105). The Wairaki Catchment Strategy was included in this programme. Funding was deferred to the following financial year following disruptions due to Covid-19 and mana whenua engagement delays (PKTPP/2020/110), and again in 2021 (PKTPP/2021/102) to enable the project to be concluded.
39. Workshops were held with the local board to discuss this project in August 2019 to confirm the project scope, in July and September 2020 to inform the board of project delays, in November 2020 to restart the project, in March and July 2021 to seek feedback on the draft document, and again in May 2022 to seek feedback on the final document. In addition to these workshops, representatives from the local board were involved in a joint hui with mana whenua in March 2022.
40. The local board reiterated their desire through this process that the strategy was developed in partnership with mana whenua and the Friends of Wairaki Stream, and that it responded to the needs and aspirations of these groups in addition to the strategic needs identified by council departments. In response to this, the project was delayed several times to enable mana whenua engagement issues to be resolved before project initiation.
41. Additional final engagement with the Friends of Wairaki Stream to enable final changes prior to local board adoption was undertaken in August 2022. All of the changes made at this stage were considered minor, related to spelling and wording of statements.
42. Strategic investment into the actions identified within this plan will help to enhance the existing environmental qualities of the catchment, grow the capabilities of the community and mana whenua in this space, and build upon the existing parks network to achieve the vision for the catchment and deliver exceptional value to our communities.
Tauākī whakaaweawe Māori
Māori impact statement
43. The Manukau Harbour and Waikowhai Coast have been continually occupied by mana whenua for over 800 years, and this relationship continues to this day. Settlement patterns were fluid, following a pattern of seasonality and resource use, with people periodically returning to various established kāinga, camps and several more significant pā sites. The Wairaki Catchment forms one part of this complex cultural landscape.
44. The Wairaki Catchment Strategy was developed in partnership with mana whenua, specifically Te Ākitai Waiohua, Ngāti Tamaoho and Ngāti Whatua o Ōrakei. Mana whenua met with staff and the local board over three hui during the development of the plan, providing advice and suggestions to shape the final agreed document.
45. In particular, mana whenua helped to shape the set of key principles for future management of the awa. Consistent feedback reinforced the importance of restoring the mauri of the whenua and awa as a first step, which would in turn lead to improved outcomes for the wellbeing of the community.
46. Ongoing and meaningful engagement with mana whenua will be enabled as opportunities from the plan are progressed into feasibility, investigation and design. Iwi will have the opportunity to express interest in projects at an early stage and indicate how they would like to be involved.
47. The strategy references the importance of Mana Whenua as kaitiaki (guardians) of the awa and reflects Auckland Council’s desire to deliver the vision of the world’s most liveable city, including a Māori identity that is Auckland’s point of difference in the world.
Ngā ritenga ā-pūtea
Financial implications
48. Ongoing funding will be required over the next decade in order to achieve all actions identified within the strategy.
49. Locally Delivered Initiatives (LDI) investment will be required to initiate further exploration of opportunities identified within the assessment. Community Parks, Community Facilities and Healthy Waters will work to identify possible avenues for funding as part of future Customer and Community Services and Infrastructure and Environmental Services work programme discussions.
50. Healthy Waters staff will also seek funding through other funding streams available to them.
51. Advocacy opportunities, such as working with developers or private landowners to deliver outcomes from the plan will be explored.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
52. Delivery of the actions within this strategy over the next three years will require strong support from a range of Auckland Council departments, Council Controlled Organisations (CCOs), mana whenua, residential developers and other stakeholders.
53. The investigation and design phase of project delivery may identify issues that require the feasibility of each opportunity to be reassessed. Should actions not be able to progress, staff will assess the impact to the overall strategy at that time.
54. Other stakeholders, including residential developers or landowners are under no obligation to consider the strategy. There is a risk therefore that the strategy may be overlooked in those decisions which do not require local board approval or input.
Ngā koringa ā-muri
Next steps
55. Should the strategy be adopted, the final document will be shared with relevant stakeholders, including relevant council departments, CCO’s, mana whenua and external stakeholders.
56. Staff will work with the local board comms team to produce a media release to celebrate the adoption of the strategy document and highlight the work already ongoing to restore and celebrate the awa.
57. Auckland Council staff will work to identify possible avenues for funding as part of future work programmes discussions and through exploration of other funding streams which may be applicable.
Attachments
No. |
Title |
Page |
a⇨ |
Wairaki Catchment Plan 2022 (Under Separate Cover) |
|
Ngā kaihaina
Signatories
Author |
Thomas Dixon - Parks & Places Specialist |
Authorisers |
Mace Ward - General Manager Parks, Sports and Recreation Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Adoption of the concept plan for Keith Hay Park, Hillsborough
File No.: CP2022/13500
Te take mō te pūrongo
Purpose of the report
Whakarāpopototanga matua
Executive summary
2. Keith Hay Park is a significant suburb scale park in Hillsborough, providing high quality recreation outcomes for residents of Puketāpapa, and housing several regionally important community facilities.
3. Located adjacent to one of Kāinga Ora’s large-scale-project neighbourhoods for housing development in Mount Roskill, the importance of this park is set to increase further in coming years. To ensure the park is developed appropriately to cater for this growth, a holistic plan was required.
4. As part of the Puketāpapa Local Board financial year 2019/2020 Parks, Sports and Recreation Work Programme, the local board approved production of a refresh of the concept plan for the park (PKTPP/2019/105), which was carried forward into financial year 2020/2021 for completion (PKTPP/2020/110).
5. Staff from Parks and Community Facilities worked in tandem with the council’s internal landscape design team to develop the final refreshed concept plan (Attachment A to this agenda report). The plan considers the 2012 concept plan for the park, removing those actions that have been completed, confirming that outstanding actions remain relevant, and identifying new opportunities for inclusion.
6. The concept plan outlines 21 proposed actions for future development of the park, for delivery over the next ten years. This includes improvements to the sports fields, club and community facilities, playspaces, passive recreation areas, connections and key assets, and environmental enhancement via naturalisation and planting.
7. Some actions may be delivered by other departments such as Healthy Waters, or involve working with partners such as Kāinga Ora, resident sports clubs, and regional sporting organisations.
8. The construction of the new clubrooms for Auckland United Football Club incorporated new changing rooms and toilets. This allows for the removal of the old changing rooms building which is no longer fit for purpose. This work is to be undertaken before the commencement of the FIFA Women’s World Cup in June 2023.
9. The concept plan has been discussed extensively with the local board at workshops over the course of its development across 2019, 2020 and 2021. The local board provided positive feedback and supported the final proposed concept plan in principle.
10. Consultation with mana whenua, key stakeholders and the wider community was undertaken over the course of the production of the plan. Feedback received was largely positive, and all key stakeholders have expressed support for the final plan.
11. Staff recommend that the local board adopt the proposed refreshed concept plan for Keith Hay Park. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of their future Customer and Community Services work programme approval process.
Recommendation/s
That the Puketāpapa Local Board:
a) adopt the concept plan for Keith Hay Park at 53 Arundel Street, Hillsborough, to inform future development of the park - Attachment A to this agenda report.
Horopaki
Context
12. Keith Hay Park is a large suburb sports park located at 54 Arundel Street, Hillsborough.
1.
13. The park is a significant hub for sporting activity, serving an important function within the wider network of sports parks in Puketāpapa and the central isthmus of Auckland. Several prominent sports clubs have facilities on the park including both Auckland United Football Club (previously Three Kings United), and the Eden Roskill Cricket Club.
14. Significant investment from Auckland Council and Auckland United Football Club led to development of new clubroom facilities to the west of the carpark and existing club room building. The park and newly constructed facilities have been selected as a training venue for the FIFA Women’s World Cup, which will take place in 2023.
15. Two projects have been included in this year’s work programme that relate to the FIFA Women’s World Cup, namely:
· ID 36710 Keith Hay Park – renew sports field and lighting
· ID 30160 Keith Hay Park – demolish changing rooms.
16. The park also contains two well-used community recreation facilities, with the Cameron Pool and Tri-Star Gymnastics both located in the central area of the park. These facilities remain important community assets. The park also links two major schooling hubs, at its eastern and western edges. As such, the park is a hub for children travelling to school.
17. Te Auaunga Oakley Creek runs in a concrete channel along the length of the park at its northern edge and another tributary to the stream is partially piped running along the southern boundary. As the longest urban awa (stream) within Auckland, this stream provides significant stormwater, environmental and recreational outcomes for residents of the central isthmus, and its ongoing restoration is a key priority for the Puketāpapa Local Board.
18. The park provides numerous other park services such as a lit shared path for active transport, a network of walking trails, two formal playspaces, four public toilet facilities, carparking, and planted areas.
19. The park is located adjacent to the Waikōwhai and Mount Roskill Neighbourhoods, two key areas of Kāinga Ora’s ongoing redevelopment of public housing stock within Mount Roskill. It is expected that the area will grow significantly as housing density is increased over the next ten years. The importance of this park to the local community is likely to increase over this period.
20. The 2012 concept plan for the park outlined 27 actions for delivery. Many of these actions were partially or completely progressed, with significant projects in this period including construction of field lighting, a new playground, new club rooms and carpark renewals.
21. The following projects are currently programmed for delivery at Keith Hay Park:
· ID 26213, ID 31591, ID 31593, ID 30274 Cameron Pools renewals
· ID 36710 Keith Hay Park – renew sports field and lighting
· ID 24300 Open Space carparks and park roads – renew FY23/24-FY25/26
· ID 24291 Open Space furniture, fixtures and signage – renew – FY19/20-FY23/24
· ID 28808 Open Space sports parks – renew – equipment
· ID 32122 Open Space sports parks – renew – FY23/24-FY25/26 assets and infrastructure
· ID 32005 Open Space sports parks – renew – FY24/25-FY26/27 – equipment
· ID 30160 Keith Hay Park – demolish changing rooms.
22. To ensure the park is developed appropriately to cater for population growth and projects are delivered in an appropriate order, a holistic plan was required that built on the existing plan, and prioritised actions for delivery in the next ten-year period.
23. In financial year 2019/2020, the Puketāpapa Local Board allocated funding towards the delivery of several parks planning projects across the local board area. This included the development of a concept plan to enable holistic long-term planning for Keith Hay Park (PKTPP/2019/105), which was carried forward into financial year 2020/2021 for completion (PKTPP/2020/110).
Tātaritanga me ngā tohutohu
Analysis and advice
25. As part of the development of the concept plan, input was sought from various council departments, including working with Healthy Waters to ensure that the proposed concept aligned with their plans for the awa. Outcomes related to accessibility were extracted directly from the 2018 site investigation into accessibility, also funded by the local board.
26. Staff worked closely with Auckland United Football Club and the Eden Roskill Cricket Club to ensure that their needs and aspirations were considered. The plan was also presented to the sports park user group forum, who meet quarterly to discuss the park. Several actions were included upon the request of these stakeholders, and all stakeholders provided their support for the final plan.
27. Mana whenua engagement and public consultation was undertaken as part of the concept plan development including both on-site and online. Overall, the proposed concept plan was supported by all stakeholders, including mana whenua and the public.
28. The refreshed concept plan (Attachment A) proposes upgrades to existing assets and development of new assets on the site. Some of these identified improvements can be incorporated into existing planned projects for the park, though many currently remain unfunded.
29. Keith Hay Park is one of the sites being considered as a training base for a team competing in the FIFA Women’s Cup in July 2023. As new changing rooms and toilets have been constructed as part of the new clubrooms for Auckland United Football Club the old changing rooms can now be removed. It is proposed that this work will be done this financial year using Community Facilities ABS Opex funding.
30. In total, 21 specific actions have been identified within the refreshed concept plan, which will require further investigation and design prior to delivery. These include:
· improvements to existing sports fields and lighting
· construction and upgrade of infrastructure to support sports provision
· removal or re-fit of non-service assets
· improved connections and access
· environmental enhancement through naturalisation of Te Auaunga and planting.
31. The concept plan also considers contingencies and interdependencies, with many projects closely linked to one another, and in some cases unable to proceed until conclusion of other identified actions. This plan will help council staff and external stakeholders to prioritise actions for delivery and create an informed delivery strategy.
32. Actions from within the plan align with strategic direction from previously endorsed parks plans, including the Public Toilet Provision Assessment and Play Network Assessment.
33. Staff recommend adoption of the proposed concept plan as it will enable delivery of some of the identified improvements above, through already approved projects for the park.
34. The concept plan will also enable council staff and the local board to advocate for specific outcomes to be delivered in response to ongoing growth in the area, as part of growth funding allocation from both Auckland Council and central government.
35. All future budget allocations to deliver the full scope of the concept plan will be discussed with the local board as part of their future Customer and Community Services work programme development process, and in partnership with other departments and stakeholders.
Tauākī whakaaweawe āhuarangi
Climate impact statement
36. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan 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. The Parks and Community Facilities department at Auckland Council is committed to the regional sustainability targets of Te-Tāruke-ā-Tāwhiri-Auckland's Climate Plan.
38. Mitigation of greenhouse gas emissions on any formal development of parks infrastructure, particularly during construction and renewal phases, will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.
39. It is anticipated that there will be an increase in carbon emission from construction projects, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering these projects. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.
40. The plan outlines actions that encourage multifunctional use of buildings and spaces. This more integrated approach to park development and facility management will ensure improved climate outcomes.
41. Improvements to stormwater management, including naturalisation of the channelised and piped sections of stream through the park will increase the resilience of the park, the wider area, and the catchment as a whole as climate change increases the intensity and likelihood of flooding and rain events.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
42. Parks, Community Facilities and Healthy Waters staff have provided direction throughout the development of the concept plan, including the needs assessment. This has included strategic direction for park service outcome delivery, advice on design and maintenance, and direction on flood management actions.
43. Delivery of this plan will involve collaboration across numerous departments and other stakeholders including government and sporting organisations.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
45. In addition to extensive community, stakeholder, and mana whenua engagement (outlined in points 22-24), the concept plan has been discussed with the local board at workshops over the course of its development from 2019-2021.
46. The local board were in support of the parks service outcomes proposed for the site, including all proposed actions. The local board were keen to ensure that all on-site sporting stakeholders were supportive of the final plan, and that the wider community had sufficient opportunity to have their say.
47. The local board provided positive feedback and supported the final proposed concept plan in principle in August 2021 and again on final review in July 2022.
48. The development of the concept plan for the Keith Hay Park aligns with the following Puketāpapa Local Board Plan 2020 outcomes and objectives:
Outcome |
Objective |
Outcome One: Inclusive communities that are healthy, connected and thriving 1. |
Places that we live, learn, work and play support us to have healthier, more active lifestyles. |
Outcome Three: Our environment is protected and enhanced for present and future generations |
We all take care of waterways, parks and public spaces. |
Outcome Four: Well-planned neighbours and vibrant public spaces |
A well-used network of facilities and public spaces that are inviting, safe and promote wellbeing. |
Outcome Five: Transport options that are reliable, accessible and less polluting |
Making getting around safer. More walking, cycling and use of public transport. |
Tauākī whakaaweawe Māori
Māori impact statement
49. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Local Board Plans.
50. The proposed concept plan for Keith Hay Park references the importance of mana whenua as kaitiaki (guardians) of the whenua (land) and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.
51. Mana whenua were engaged as partners to help guide development of this concept plan. Mana whenua who contributed to the project included Ngāti Tamaoho, Ngai Tai ki Tamaki, Te Akitai Waiohua and Ngāti Whanaunga. Mana whenua supported the final plan.
52. As actions from within the plan are progressed, staff will work with mana whenua to determine how they would like to be involved in detailed design and delivery.
Ngā ritenga ā-pūtea
Financial implications
53. Capital renewal funding is already in place as part of the Community Facilities 2023-2025 work programme (PKTPP/2022/87) for the following projects:
· ID 26213, ID 31591, ID 31593, ID 30274 Cameron Pools renewals
· ID 36710 Keith Hay Park – renew sports field and lighting
· ID 24300 Open Space carparks and park roads – renew FY23/24-FY25/26
· ID 24291 Open Space furniture, fixtures and signage – renew – FY19/20-FY23/24
· ID 28808 Open Space sports parks – renew – equipment
· ID 32122 Open Space sports parks – renew – FY23/24-FY25/26 assets and infrastructure
· ID 32005 Open Space sports parks – renew – FY24/25-FY26/27 – equipment
· ID 30160 Keith Hay Park – demolish changing rooms.
54. Project ID 30160 Keith Hay Park – demolish changing rooms will be funded from the Community Facilities ABS Opex budget in financial year 2022/2023.
55. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of their future Customer and Community Services work programme approval process.
56. Staff will also work directly with other possible delivery partners to seek external funding. This includes Kāinga Ora and regional sporting organisations.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
57. The concept plan may require amendment in the short to medium term should changes occur to the context of development in adjacent spaces. Of particular relevance are impacts related to housing development in the adjacent Kāinga Ora neighbourhoods. Collaboration between departments will ensure that the identified improvements to park services will not be impacted by any such changes.
58. Given the current financial constraints that Auckland Council faces, there is likely be insufficient budget to deliver on all actions identified within the plan. To mitigate this, it is suggested that the local board consider funding implementation of the concept plan over a period of at least ten years, prioritizing deliverables over this time as well as looking at optimization of assets across their open space portfolio.
Ngā koringa ā-muri
Next steps
59. Subject to the local board’s adoption of the concept plan, staff will ensure delivery of identified outcomes for projects currently funded. Progress updates on these projects will be provided to the local board as part of the quarterly reports.
60. If adopted, the concept plan will inform future work programme development with the local board. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of the future Customer and Community Services work programme approval process.
61. Staff will work with other stakeholders, including other council departments, Kāinga Ora, Watercare and regional sporting organisations to advocate for the delivery of outcomes identified within the refreshed concept plan.
Attachments
No. |
Title |
Page |
a⇩ |
Concept plan for Keith Hay Park, Hillsborough |
85 |
Ngā kaihaina
Signatories
Author |
Jody Morley – Area Manager, Parks and Community Facilities |
Authorisers |
Taryn Crewe - General Manager Parks & Community Facilities Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Adoption of the concept plan for Mount Roskill War Memorial Park
File No.: CP2022/13506
Te take mō te pūrongo
Purpose of the report
1. To seek adoption of the concept plan for the Mount Roskill War Memorial Park, 13 May Road, Mount Roskill, to inform future development of the park.
Whakarāpopototanga matua
Executive summary
2. Mount Roskill War Memorial Park is a significant suburb scale park for Mount Roskill, providing high quality community and recreation outcomes for residents of Puketāpapa. Located in the middle of Kāinga Ora’s Large-Scale-Project for housing development in Mount Roskill. The importance of this park is set to increase further in coming years.
3. To ensure the park is developed appropriately to cater for this growth, a holistic plan was required. Due to the complexity of the park, production of the concept plan was split into two stages, the first being a needs assessment, completed in 2018, followed by concept plan development.
4. As part of the Puketāpapa Local Board financial year 2019/2020 Parks, Sport and Recreation Work Programme, the local board approved production of a concept plan for the park (PKTPP/2019/105), which was carried forward into financial year 2020/2021 for completion (PKTPP/2020/110).
5. Staff from Parks, Sports and Recreation and Community Facilities worked in tandem with a landscape architect to develop the final concept plan (Attachment A), ensuring that it responded to key principles and actions identified within the War Memorial Needs Assessment (2018).
6. The concept plan outlines 19 proposed actions for future development of the park. This includes improvements to the sports fields and club facilities, to playspaces and passive recreation areas, to community spaces and gathering areas, to connections and boundary interfaces, and also environmental enhancement via naturalisation and planting.
7. Together, these actions respond to the high-level needs identified in the War Memorial Park Needs Assessment (2018) and ensure that the park will continue to provide high quality parks outcomes for residents and park users in the future.
8. The concept plan has been discussed extensively with the local board at numerous workshops over the course of its development across 2019, 2020, 2021 and 2022. The local board provided positive feedback and supported the final proposed concept plan in principle.
9. Extensive consultation with mana whenua, key stakeholders and the wider community was undertaken over the course of the production of the plan, including both the needs assessment and concept plan phases. Feedback received was largely positive, and all key stakeholders have expressed support for the final plan.
10. Staff recommend that the local board adopted the proposed concept plan for Mount Roskill War Memorial Park. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of the future Customer and Community Services work programme approval process.
11. Some actions may be delivered by other departments such as Healthy Waters, or involve working with partners such as Kāinga Ora, the Ministry of Education or Regional Sporting Organisations.
Recommendation/s
That the Puketāpapa Local Board:
a) adopt the concept plan for Mount Roskill War Memorial Park, 13 May Road, Mount Roskill, as per Attachment A of the agenda report.
Horopaki
Context
12. Mount Roskill War Memorial Park, also known as May Road War Memorial Park, and referred to from this point as ‘War Memorial Park’, is located at 13 May Road, Mount Roskill. This park forms the heart of the Wesley area, connecting May Road to Sandringham Road Extension.
13. The park is a significant hub for sporting activity, serving an important function within the wider network of sports parks in Puketāpapa and the central isthmus of Auckland. Several sports clubs have facilities on the park, and many have a rich history of association with this space, going back over 50 years in some cases. Clubs active within the reserve include:
· Ōwairaka Athletics Club
· Eden-Roskill Softball Club
· Central City Baseball Club
· Auckland Football Federation
· Roskill Districts Rugby Club
· Suburbs Rugby Club
· Mt Roskill Saints Australian Football Leagues.
14. The park contains three well used community facilities, with the Wesley Community Centre, War Memorial Hall and Roskill Youth Zone all located on the site. The park also hosts a popular bi-weekly market. An outdoor war memorial area next to the hall was opened in 1955, which often hosts Anzac Day ceremonies. The Bhartiya Samaj Charitable Trust also hold a lease on the park.
15. Te Auaunga Oakley Creek runs in a concrete channel along the length of the park at its northern edge. As the longest urban awa (stream) within Auckland, this stream provides significant stormwater, environmental and recreational outcomes for residents of the central isthmus, and its ongoing restoration is a key priority for the Puketāpapa Local Board.
16. The park provides numerous other park services such as a lit shared path for active transport, a network of walking trails, two formal playspaces, two public toilet facilities, both an exercise trail and formal exercise equipment area, carparking, picnicking areas and informal kick-about spaces.
17. The park is located in the middle of the Wesley Neighbourhood, a key area of Kāinga Ora’s ongoing redevelopment of public housing stock within Mount Roskill. It is expected that the population in the area will grow significantly as housing density increases over the next ten years. The importance of this park to the local community is likely to increase over this period.
18. Various projects had previously been proposed for the park, including naturalisation of the awa, and construction of a new diamond sports club room facility. Several assets are coming up for renewal in the short term, including one of the playspaces, and the exercise trail.
19. The following capex projects are currently programmed for delivery at War Memorial Park as part of Community Facilities work programme 2023-2025 (PKTPP/2022/87), recently adopted by the Puketāpapa Local Board:
· #28354 Bhartiya Samaj building minor renewals
· #28312 Mt Roskill War Memorial Park Hall – refurbishment - exterior and interior
· #24287 Open Space Buildings – renew FY22/23 – FY23/24 - includes the renewal of changing rooms at Mount Roskill War Memorial Park
· #30126 Roskill Youth Zone – renew floor surfaces and coverings
· #27928 Wesley Community Centre – renew – minor assets
· #30119 Wesley Community Centre – renew – playground scoping.
20. To ensure the park is developed appropriately to cater for population growth and projects are delivered in an appropriate order, a holistic plan was required. Due to the size and complexity of the site, production of the concept plan was split into two stages, the first being a needs assessment and second focused on concept plan development.
21. The War Memorial Park Needs Assessment was completed in financial year 2017/2018, by Parks, Sport and Recreation staff. This plan detailed current use, outlined key principles for future development, identified issues and recommended actions.
22. Key principles outlined within the needs assessment included:
· protection and enhancement of the heritage values of the park and unique ecology of Te Auaunga, retention and improvement to sporting provision and community spaces, retention of the transport link function of the park
· ongoing development of organised sporting activity and associated infrastructure to occur in accordance with trends in active sports participation
· management of the park to ensure informal as well as formal active recreation use
· co-location of built infrastructure to minimise its footprint and encourage multifunctional use of buildings and spaces
· enhancement of Te Auaunga Oakley Creek including improvements to associated passive recreation opportunities.
23. In financial year 2019/2020, the Puketāpapa Local Board allocated funding towards the delivery of a number of parks planning projects across the local board area. This included the development of a concept plan to enable holistic long-term planning for War Memorial Park (PKTPP/2019/105), which was carried forward into financial year 2020/2021 for completion (PKTPP/2020/110).
Tātaritanga me ngā tohutohu
Analysis and advice
24. Working with landscape architects Bespoke Design, Parks and Community Facilities staff have identified possible improvements to park service provision at War Memorial Park.
25. As part of the development of the concept plan, input was sought from various council departments, including working with Healthy Waters to ensure that the proposed concept aligned with their plans for the awa. Outcomes related to accessibility were extracted directly from the 2018 site investigation into accessibility, also funded by the local board.
26. Staff worked closely with the Mount Roskill War Memorial Park Sports User Group, who meet quarterly to discuss the park. Several identified issues were worked through with the user group to ensure that all parties could give their support for the final plan.
27. Mana whenua engagement and public consultation was undertaken as part of the concept plan development including both on-site and online. Overall, the proposed concept plan was supported by all stakeholders, including mana whenua and the public.
28. The concept plan (Attachment A) proposes upgrades to existing assets and development of new assets on the site. Some of these identified improvements can be incorporated within existing planned projects for the park, though many currently remain unfunded.
29. The plan responds to the key principles and recommended actions outlined within the War Memorial Park Needs Assessment (2018). In total, 19 specific actions have been identified within the concept plan (page 7), which will require further investigation and design prior to delivery. These include:
· improvements to existing sports fields and facilities
· construction of new multi-sport club facilities and a new shared use softball or baseball diamond
· integration and improvement of playspaces and passive recreation areas
· enhancement of community spaces and gathering areas
· improved connections and boundary interfaces
· environmental enhancement through naturalisation of Te Auaunga and planting.
30. The concept plan also considers contingencies and interdependencies, with many projects closely linked to one another, and in some cases unable to proceed until conclusion of other identified actions. This plan will help council staff and external stakeholders to help prioritise actions for delivery and create an informed delivery strategy.
31. Actions from within the plan align with strategic direction from previously endorsed parks plans, including the Public Toilet Provision Assessment and Play Network Assessment.
32. Staff recommend adoption of the proposed concept plan as it will enable delivery of some of the improvements identified above, through already approved projects for the park.
33. It will also enable council staff and the local board to advocate for specific outcomes to be delivered in response to ongoing population growth in the area, as part of growth funding allocation from both Auckland Council and central government.
34. All future budget allocations to deliver the full scope of the concept plan will be discussed with the local board as part of their future Customer and Community Services work programme development process, and in partnership with other departments and stakeholders.
Tauākī whakaaweawe āhuarangi
Climate impact statement
35. In June 2019, Auckland Council declared a climate emergency and a commitment to the community to look at ways on how we can consider climate implications in everything that we do. The Community Facilities department at Auckland Council is committed to the regional sustainability targets of Te-Tāruke-ā-Tāwhiri-Auckland's Climate Plan.
36. Any formal development of parks infrastructure will contribute to climate change through carbon emissions, particularly during construction and renewal phases, and through ongoing maintenance. This needs to be carefully considered when creating new parks assets.
37. The plan outlines actions to ensure co-location of built infrastructure to minimise its footprint and encourages multifunctional use of buildings and spaces. This more integrated approach to park development and facility management will ensure improved climate outcomes.
38. Improvements to stormwater management, including naturalisation of the channelised stream through the park will increase the resilience of the park, the wider area, and the catchment as a whole, as climate change increases the intensity and likelihood of flooding and rain events.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
39. Parks, Sport and Recreation, Community Facilities and Healthy Waters staff have provided direction throughout the development of the concept plan, including the needs assessment. This has included strategic direction for park service outcome delivery, advice on design and maintenance, and direction on flood management actions.
40. Delivery of this plan will involve collaboration across numerous departments and other stakeholders including government and sporting organisations.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
41. Investment into War Memorial Park as outlined in the proposed concept plan will provide numerous benefits to the local and wider community, and to the natural environment of the area and wider Te Auaunga catchment.
42. In addition to extensive community, stakeholder and mana whenua engagement (outlined in points 24-26), the concept plan has been discussed with the local board at numerous workshops over the course of its development across 2019, 2020, 2021 and 2022.
43. The local board were in support of the parks service outcomes proposed for the site, including all proposed actions. The local board were keen to ensure that all on-site sporting stakeholders were supportive of the final plan and supported staff to navigate issues raised at the sports user group forum.
44. The development of the concept plan for the War Memorial Park aligns with the following Puketāpapa Local Board Plan 2020 outcomes and objectives:
Outcome |
Objective |
Outcome One: Inclusive communities that are healthy, connected and thriving
|
Places that we live, learn, work and play support us to have healthier, more active lifestyles. |
Outcome Three: Our environment is protected and enhanced for present and future generations |
We all take care of waterways, parks and public spaces. |
Outcome Four: Well-planned neighbours and vibrant public spaces |
A well-used network of facilities and public spaces that are inviting, safe and promote wellbeing. |
Outcome Five: Transport options that are reliable, accessible and less polluting |
Making getting around safer. More walking, cycling and use of public transport. |
45. The local board provided positive feedback and supported the final proposed concept plan in principle in August 2021 and again on final review in July 2022.
Tauākī whakaaweawe Māori
Māori impact statement
46. The proposed concept plan for War Memorial Park references the importance of mana whenua as kaitiaki (guardians) of the whenua (land) and reflects Auckland Council’s desire to deliver the vision of a world class city, including a Māori identity that is Auckland’s point of difference in the world.
47. Mana whenua were engaged as partners to help guide development of this concept plan. Mana whenua who contributed to the project included Ngāti Whātua Ōrākei, Ngāti Tamaoho, Ngāi Tai ki Tāmaki, Te Ākitai Waiohua and Ngāti Whanaunga. Mana whenua supported the final plan.
48. As actions from within the plan are progressed, staff will work with mana whenua to determine how they would like to be involved in detailed design and delivery.
Ngā ritenga ā-pūtea
Financial implications
49. Capital renewal funding is already in place as part of the Community Facilities 2023-2025 work programme (PKTPP/2022/87) for the following projects:
· #28354 Bhartiya Samaj building minor renewals
· #28312 Mt Roskill War Memorial Park Hall – refurbishment - exterior and interior
· #24287 Open Space Buildings – renew FY22/23 – FY23/24 – includes the renewal of changing rooms at Mount Roskill War Memorial Park
· #30126 Roskill Youth Zone – renew floor surfaces and coverings
· #27928 Wesley Community Centre – renew – minor assets
· #30119 Wesley Community Centre – renew – playground scoping.
50. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of their future Customer and Community Services work programme approval process.
51. Staff will also work directly with other possible delivery partners to seek external funding. This includes Kāinga Ora and Regional Sporting Organisations.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
52. The concept plan may require amendment in the short to medium term should changes occur to the context of development in adjacent spaces. This includes in neighbouring Kāinga Ora owned, proposed future town centre, and school spaces. Collaboration between departments will ensure that the identified improvements to park services will not be impacted by any such changes.
53. Given the current financial constraints that Auckland Council faces, there is likely to be insufficient budget to deliver on actions identified within the plan. To mitigate this, it is suggested that the local board consider funding implementation of the concept plan over a period of at least ten years, prioritizing deliverables over this time as well as looking at optimization of assets across their open space portfolio.
Ngā koringa ā-muri
Next steps
54. Subject to the local board’s adoption of the concept plan, staff will ensure delivery of identified outcomes within currently funded projects. Progress updates on these projects will be provided to the local board as part of the quarterly reports.
55. If adopted, the concept plan will enable future work programme development with the local board. All funding requirements to deliver the remaining identified improvements in the proposed concept plan will be discussed with the local board as part of their future Customer and Community Services work programme approval process.
Attachments
No. |
Title |
Page |
a⇩ |
Concept plan for Mount Roskill War Memorial Park |
95 |
Ngā kaihaina
Signatories
Author |
Jody Morley – Area Manager, Parks & Community Facilities |
Authorisers |
Taryn Crewe - General Manager Parks & Community Facilities Nina Siers - Local Area Manager |
15 September 2022 |
|
Local Board Annual Report 2021/2022
File No.: CP2022/12412
Te take mō te pūrongo
Purpose of the report
1. To seek local board adoption of the 2021/2022 Annual Report for the Puketāpapa 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.
Recommendation/s
That the Puketāpapa Local Board:
a) adopt the draft 2021/2022 Puketāpapa 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 organisations 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.
Attachments
No. |
Title |
Page |
a⇩ |
Draft 2021/2022 Puketāpapa Local Board Annual Report |
123 |
Ngā kaihaina
Signatories
Authors |
Sara Khan - Local Board Advisor David Rose – Lead Financial Advisor |
Authorisers |
Mark Purdie – Manager Local Board Financial Advisory Louise Mason - General Manager Local Board Services Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Local Board input on the National Policy Statement for Freshwater Management
File No.: CP2022/13436
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.
Recommendation/s
That the Puketāpapa Local Board:
a) note the feedback received from communities through the first stage of public engagement with the National Policy Statement - Freshwater Management 2020, in Attachment D, Attachment E and Attachment F
b) provide feedback on the National Policy Statement - Freshwater Management 2020 values including the:
i) long-term visions for freshwater management
ii) proposed Freshwater Management Units
iii) 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 a 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.
Attachments
No. |
Title |
Page |
a⇩ |
Feedback Form |
143 |
b⇩ |
Map of Proposed Freshwater Management Units |
151 |
c⇩ |
NPS-FM freshwater values |
153 |
d⇩ |
Who we heard from |
155 |
e⇩ |
Local Board breakdowns |
157 |
f⇩ |
Summary of Feedback Report |
167 |
g⇩ |
Memo to local boards on 26 May 2022: Implementing the National Policy Statement for Freshwater Management 2020 for Auckland |
197 |
Ngā kaihaina
Signatories
Authors |
Monica Xu – Senior Policy Planner Jenny Fuller - Team Leader Planning |
Authorisers |
Warren Maclennan - Manager - Planning, Regional, North, West & Islands John Duguid - General Manager - Plans and Places Nichola Waugh - Service and Asset Planner Nina Siers - Local Area Manager |
15 September 2022 |
|
Amendment to the Tūpuna Maunga Authority Integrated Management Plan
File No.: CP2022/13606
Te take mō te pūrongo
Purpose of the report
1. To provide an overview of the proposed amendment to the Tūpuna Maunga Authority Integrated Management Plan (IMP) and invite local board feedback, if any.
Whakarāpopototanga matua
Executive summary
2. The governance and administration of Tūpuna Maunga (except Rarotonga / Mt Smart) in Auckland rests with the Tūpuna Maunga o Tāmaki Makaurau Authority (Tūpuna Maunga Authority). This statutory co-governance authority has equal representation from Ngā Mana Whenua and Auckland Council, with one (non-voting) Crown representative (see Attachment B for more information).
3. In 2016 the Tūpuna Maunga Authority adopted its Integrated Management Plan (IMP). The purpose of this plan is to facilitate the restoration of the natural, spiritual and indigenous landscape of the various maunga. The restoration programme sought to ensure that the remaining cultural and archaeological fabric on the maunga is protected and made visible by removing non-native trees that are having a negative impact.
4. Following a judicial review and recommendations from the courts, the Tūpuna Maunga Authority has now agreed to amend the IMP. The proposed amendments to the Integrated Management Plan is outlined in Attachment A of this report and constitutes a new appendix to the IMP, which details proposed ecological restoration projects (including the planting of native species and the removal of non-native trees) for:
a) Ōwairaka / Te Ahi Kā a Rakataura / Mt Albert (the Ōwairaka project)
b) Pukewīwī / Puketāpapa / Mt Roskill
c) Ōtāhuhu / Mt Richmond
d) Te Tātua a Riukiuta / Big King.
5. Public and local board feedback is required to be submitted by 5pm Saturday 8 October 2022.
Recommendation/s
That the Puketāpapa Local Board:
a) provide feedback, if any, on the proposed amendment to the Tūpuna Maunga Authority Integrated Management Plan.
Horopaki
Context
Tūpuna Maunga Authority
6. The Tūpuna Maunga (ancestral mountains) of Tāmaki Makaurau are central to Auckland’s identity and a point of difference around the world. Human occupation of the city spans around 1,000 years, and over that time the interaction of people with the Maunga has changed from monumental and defendable settlements to strategic maritime locations and resources (rock and water), through to a network of open spaces that are enjoyed by and meaningful to many Aucklanders.
7. The governance and administration of the Tūpuna Maunga (except Rarotonga / Mt Smart) is undertaken by the Tūpuna Maunga o Tāmaki Makaurau Authority (Tūpuna Maunga Authority). The Tūpuna Maunga Authority has developed a set of plans and policies to guide how the Tūpuna Maunga are valued, protected, restored, enhanced, and managed in the future. These plans include:
· Tūpuna Maunga Integrated Management Plan
· Tūpuna Maunga Integrated Management Plan Strategies
· Tūpuna Maunga Authority Operational Plan 2022/2023
· Alcohol-free and Smoke-free Policy
· Drones Policy
· Memorials and Plaques Policy
· Research Policy
· Weddings Policy
Integrated Management Plan
8. Prior to the formation of the Tūpuna Maunga Authority in 2014, each maunga was managed according to a separate reserve management plan developed by various former legacy councils. In some cases the plans were unchanged since initial drafting as far back as the early 1980s.
9. In 2016, following an Auckland-wide public engagement, submission and hearing process, the Tūpuna Maunga IMP was adopted.
10. This consultation process responds to a court finding that the large-scale removal of exotic trees is a significant decision and should have been the subject of express inclusion in the Integrated Management Plan.
11. The proposed amendment to the IMP constitutes a new appendix which provides details of the proposed ecological restoration projects (including the planting of native species and the removal of non-native trees) for:
a) Ōwairaka / Te Ahi Kā a Rakataura / Mt Albert (the Ōwairaka project)
b) Pukewīwī / Puketāpapa / Mt Roskill
c) Ōtāhuhu / Mt Richmond
d) Te Tātua a Riukiuta / Big King
12. The Authority has resolved to undertake public consultation on the proposed amendment pursuant to Ngā Mana Whenua o Tāmaki Makaurau Collective Redress Act 2014 and the Reserves Act 1977.
13. Additional information about the IMP and the proposed amendment can be viewed on the Tūpuna Maunga Authority website.
Tātaritanga me ngā tohutohu
Analysis and advice
Summary of Tūpuna Maunga Authority Integrated Management Plan
Purpose
14. The purpose of the plan is to facilitate the restoration of the natural, spiritual and indigenous landscape of the maunga. This will include extensive planting of native species and the removal of non-native trees that are negatively impacting the cultural features of the Maunga. This will help restore and enhance the mauri and wairua of the Tūpuna Maunga.
15. Returning native vegetation is a key step in healing the Tūpuna Maunga. Over many decades, native trees have been removed from the Maunga. Non-native trees have been planted without comprehensive plans for their future management or consideration of the cultural landscape. Many non-native trees, including weed species (some being identified in the Regional Pest Management Plan (RPMP)), have been allowed to self-seed by legacy administering entities. This has adversely affected the integrity of the cultural landscapes of the taonga tuku iho that are the Tūpuna Maunga.
16. The restoration programme will ensure that the remaining cultural and archaeological fabric on the maunga is protected, and made visible by removing non-native trees that are having a negative impact. Sight lines from the maunga to other maunga/pā will be opened to ensure that the connection from maunga to maunga is prominent.
17. All plant species identified in the RPMP will be removed.
18. Further guidance has been given regarding non-native trees as part of the Tūpuna Maunga Biosecurity Strategy[1].
19. As a matter of priority, non-native trees on the outer slopes of the maunga will be removed to emphasise and protect the cultural features of the maunga such as terracing and rua. To protect the archaeological values and the health and safety of people on the maunga, native and non-native trees may also need to be removed.
20. The amendment intends to plant a range of native species to create a representation of the forest and ecosystems in each of the four maunga (location specific information is below). In addition:
a) Among the native plantings, culturally-significant species will be planted to ensure that cultural traditions such as whakairo, raranga, and rongoa collection can continue into the future.
b) Pest control will be intensified over time to ensure the protection of the continuous ngāhere established near the tihi.
c) All native trees will be retained.
21. The methodology of the programme will include:
a) Retaining the tihi in grass.
b) Planting in areas where in situ archaeology has been destroyed by historic quarrying.
c) Selecting appropriate plants that can be planted near archaeological features.
d) Removing trees in a way that avoids ground disturbance and has minimal impact on archaeological features.
e) Ensuring that all trees that present a health and safety risk are removed.
Ōwairaka/ Te ahi-kā-a-rakataura/Mt Albert
22. To achieve the cultural, spiritual and ecological restoration of Ōwairaka-te Ahi-kā-a- Rakataura, an exemplar WF7 Pūriri ngāhere[2] will be created as a representation of the forest that once stood on and near the maunga:
a) Approximately 13,000 native plants will be planted (of which approximately 5,180 have already been planted and are maturing well).
b) Habitats for mokomoko and other native fauna will be restored.
c) Approximately 345 exotic trees will be removed, including weed species identified in the RPMP.
Pukewīwī/ Puketāpapa / Mt Roskill
23. To achieve the cultural, spiritual and ecological restoration of Pukewīwī/ Puketāpapa / Mount Roskill, a range of native species will be planted as a representation of the forest and ecosystems that once stood on and near the maunga:
a) Approximately 7,400 native plants will be planted (of which 4,800 have already been planted and are maturing well).
b) A pā harakeke will be established on the maunga.
c) A mara kai will also be established on the maunga, which will include amenity native tree plantings and traditional Māori kai.
d) Several large native specimen trees will also be planted. Further planting sites will be identified in the future.
e) Approximately 160 non-native trees (not all) will be removed, including weed species identified in the RPMP.
Ōtāhuhu/ Mt Richmond
24. To achieve the cultural, spiritual and ecological restoration of Ōtāhuhu/ Mt Richmond, a WF7 Pūriri ngāhere forest type will be planted as a representation of the forests that stood on or near the maunga:
a) 39,000 native plants will be planted on the maunga (of which 12,000 have already been planted and are maturing well).
b) Habitats for mokomoko and other native fauna will be restored.
c) Approximately 443 non-native trees and shrubs (not all) will be removed, including weed species identified in the RPMP.
Te tātua a riukiuta / Big King
25. To achieve the cultural, spiritual and ecological restoration of Te Tātua-a- Riukiuta/ Big King, a WF7 Pūriri ngāhere forest type will be planted as a representation of the forests that stood on or near the maunga:
a) 9000 native plants will be planted on the maunga.
b) Habitats for mokomoko and other native fauna will be restored.
c) Approximately 197 non-native trees and shrubs (not all) will be removed, including weed species identified in the RPMP.
Tauākī whakaaweawe āhuarangi
Climate impact statement
26. This report informs the local board’s decision on whether to submit on a consultation. The decision to submit on the proposed amendment will not adversely impact climate emissions or efforts to adapt to the impacts of climate change.
27. The climate impact of the IMP proposed ecological restoration actions is an issue that will need to be considered by the Tūpuna Maunga Authority.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
29. Staff anticipate that some local communities will welcome the consultation, particularly groups and communities who were involved in the judicial review challenge.
30. Local board views on this matter are not known and this report provides the opportunity for the local board to provide feedback on this item.
Tauākī whakaaweawe Māori
Māori impact statement
31. The Tūpuna Maunga are among the most significant cultural, historical and geological (volcanic) landscapes in the region and are iconic taonga. They are sacred to mana whenua as taonga tuku iho (treasures handed down through the generations). Local communities also have a strong connection with, and draw a sense of identity from, the Tūpuna Maunga.
32. The Tūpuna Maunga are interwoven in mana whenua history and whakapapa. They also hold significance during important cultural events, such as Matariki and Waitangi Day. The Tūpuna Maunga strive to manage these sites in accordance with tikanga and seek to enable activities and behaviour which are consistent with the values and mana of the Tūpuna Maunga.
Ngā ritenga ā-pūtea
Financial implications
33. There are no financial implications from receiving this report.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
34. This report informs the local board about a public consultation. There is no obligation to submit. In that regard, staff consider that there are no risks associated with the local board decision.
Ngā koringa ā-muri
Next steps
35. If the local board resolves on this item, staff will send written feedback directly to the Tūpuna Maunga Authority via email to MaungaAuthority@aklc.govt.nz. Submissions must be received by 5pm, Saturday 8 October 2022.
Attachments
No. |
Title |
Page |
a⇨ |
Proposed amendments to the Integrated Management Plan (IMP) (Under Separate Cover) |
|
b⇨ |
Tupuna Maunga Integrated Management Strategies (Under Separate Cover) |
|
Ngā kaihaina
Signatories
Author |
Jacob van der Poel - Advisor Operations and Policy |
Authorisers |
Carol Hayward - Team Leader Operations and Policy Louise Mason - General Manager Local Board Services Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Council-controlled Organisations Quarterly Update: Quarter Four 2021-2022
File No.: CP2022/13412
Te take mō te pūrongo
Purpose of the report
1. To provide the Puketāpapa Local Board with an update on Council-controlled Organisation work programme items in its area, along with updates to the Puketāpapa Local Board Joint CCO Engagement Plan.
Whakarāpopototanga matua
Executive summary
2. The 2022-23 CCO Local Board Joint Engagement Plans were agreed in 2022.
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.
Recommendation/s
That the Puketāpapa Local Board:
a) receive the Council-controlled Organisations Quarterly Update for Quarter Four 2021-2022
b) approve updates to the Joint CCO Engagement Plan 2022-2023.
Horopaki
Context
6. Each local board has agreed an engagement approach with the four CCOs 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 projects 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 – Puketāpapa 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
Deferred, completed or removed activities
14. These activities were included in the engagement plan but have been deferred.
· Hayr Road /Warren Ave bus stop improvements
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. Approving the updated Joint CCO Engagement Plan 2021-2022 is likely to have a positive impact on other parts of the council as well as between the respective CCOs within each local board area.
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 focussed 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 2021-2022 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 2021-2022 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 2022-23.
Attachments
No. |
Title |
Page |
a⇩ |
2022-2023 Puketāpapa Local Board- Joint CCO Engagement Plan |
215 |
b⇩ |
Auckland Transport 2021-2022 Quarter Four Report |
221 |
c⇩ |
Taiaki Auckland Unlimited 2021-2022 Quarter Four Report |
227 |
d⇩ |
Eke Panuku 2021-2022 Quarter Four Report |
233 |
e⇩ |
Watercare 2021-2022 Quarter Four Report |
235 |
Ngā kaihaina
Signatories
Author |
Jacob van der Poel -Senior Policy Advisor, Operations and Policy |
Authorisers |
Nina Siers - Local Area Manager |
15 September 2022 |
|
Local Board Feedback on the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill
File No.: CP2022/13199
Te take mō te pūrongo
Purpose of the report
1. To note the boards feedback on the draft council submission to the Health Select Committee on the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill.
Whakarāpopototanga matua
Executive summary
2. The Smokefree Aotearoa 2025 Action Plan sets out several measures that focus less on influencing consumer behaviour and more on changing the smoking environment.
3. The Health Select Committee has introduced the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill, which contains measures to help reduce smoking rates. Specifically, the bill:
· significantly limits the number of retailers able to sell smoked tobacco products
· aims to prevent young people from taking up smoking by prohibiting the sale of smoked tobacco products to anyone born on or after 1 January 2009
· aims to make smoked tobacco products less appealing and addictive
4. The deadline for feedback to be considered in the council’s submission was 16 August 2022, whilst the final date for any local board feedback to be appended to the submission was 17 August 2022.
5. Due to the short timeframes, feedback from the Puketapapa Local Board was authorised by delegation to the Chair and Deputy Chair in accordance with the Urgent Decision process PKTPP/2019/239.
6. The Urgent Decision memo, in Attachment A, includes advice about this Bill and the formal feedback that the board has provided.
Recommendation/s
That the Puketāpapa Local Board:
a) note the boards formal feedback on the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill draft submission (Attachment A), as authorised by delegation to the Chair and Deputy Chair in accordance with the Urgent Decision process PKTPP/2019/239
Attachments
No. |
Title |
Page |
a⇩ |
Puketāpapa Local Board Formal Feedback on the Smokefree Environments and Regulated Products (Smoked Tobacco) Amendment Bill |
239 |
Ngā kaihaina
Signatories
Author |
Sara Khan - Local Board Advisor |
Authoriser |
Nina Siers - Local Area Manager |
15 September 2022 |
|
2022 local government elections - meetings and decision-making until new local board members make their declarations
File No.: CP2022/12288
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 Puketāpapap Local Board in this current term is scheduled for Thursday, 15 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.
Recommendation/s
That the Puketāpapa 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 Thursday, 15 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.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Shirley Coutts - Principal Advisor - Governance Strategy |
Authoriser |
Louise Mason - General Manager Local Board Services Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
Albert-Eden-Puketāpapa Ward Councillors' Updates
File No.: CP2022/12888
Te take mō te pūrongo
Purpose of the report
1. To provide an opportunity for the Albert-Eden-Puketāpapa Ward Councillors to update the local board on Governing Body issues they have been involved with since the previous local board meeting.
Whakarāpopototanga matua
Executive summary
2. Standing Orders 5.1.1 and 5.1.2 provides provision in the local board meeting for Governing Body members to update their local board counterparts on regional matters of interest to the local board.
Recommendation/s That the Puketāpapa Local Board: a) receive Albert-Eden-Puketāpapa Ward Councillors Christine Fletcher and Cathy Casey’s verbal updates.
|
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Puketāpapa Local Board 15 September 2022 |
|
File No.: CP2022/12892
Te take mō te p,ūrongo / Purpose of the report
1. To provide the Chairperson, Julie Fairey, with an opportunity to update local board members on the activities she has been involved with since the last meeting.
Whakarāpopototanga matua / Executive summary
2. It is anticipated that the Chairperson will speak to the report at the meeting.
Ngā tūtohunga / Recommendation/s That the Puketāpapa Local Board: a) receive Chair, Julie Fairey’s report for July - August 2022.
|
Ngā tāpirihanga / Attachments
No. |
Title |
Page |
a⇩ |
Chair, Julie Fairey's Report July - August 2022 |
253 |
Ngā kaihaina / Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
15 September 2022 |
|
File No.: CP2022/12889
Te take mō te pūrongo / Purpose of the report
1. To provide an update to the local board members on the activities they have been involved with since the last meeting.
Whakarāpopototanga matua / Executive summary
2. It is anticipated that Local Board members will speak to their reports at the meeting.
Ngā tūtohunga / Recommendation/s That the Puketāpapa Local Board: a) receive the member reports for August 2022. |
Ngā tāpirihanga / Attachments
No. |
Title |
Page |
a⇩ |
Member Report Harry Doig for the period 01 August - 01 September 2022 |
259 |
b⇩ |
Member Report Ella Kumar for the period July to August 2022 |
261 |
c⇩ |
Member Report Fiona Lai for the period 01 July - 31 August 2022 |
265 |
d⇩ |
Member Report Bobby Shen for the period 01 August - 31 August 2022 |
267 |
e⇩ |
Member Report Jonathan Turner for the period 01 August - 31 August 2022 |
271 |
Ngā kaihaina / Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
15 September 2022 |
|
Record of Puketāpapa Local Board Workshop Notes
File No.: CP2022/12890
Te take mō te pūrongo
Purpose of the report
1. To provide a summary of Puketāpapa Local Board (the Board) workshop notes.
Whakarāpopototanga matua
Executive summary
2. The attached summary of workshop notes provides a record of the Board’s workshops held in August 2022.
3. These sessions are held to give informal opportunity for board members and officers to discuss issues and projects and note that no binding decisions are made or voted on at workshop sessions.
Recommendation/s That the Puketāpapa Local Board: a) receive the Puketāpapa Local Board workshop notes for: 11 August 2022, 18 August 2022, 25 August 2022, 01 September and 08 September 2022. |
Attachments
No. |
Title |
Page |
a⇩ |
Puketāpapa Local Board Workshop Record, 11 August 2022 |
275 |
b⇩ |
Puketāpapa Local Board Workshop Record, 18 August 2022 |
277 |
c⇩ |
Puketapapa Local Board Workshop Record, 25 August 2022 |
279 |
d⇩ |
Puketāpapa Local Board Workshop Record, 01 September 2022 |
283 |
e⇩ |
Puketāpapa Local Board Workshop Record, 08 September 2022 |
285 |
Ngā kaihaina
Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
15 September 2022 |
|
Governance Forward Work Programme Calendar
File No.: CP2022/12891
Te take mō te pūrongo
Purpose of the report
1. To present the Puketāpapa Local Board with its updated governance forward work programme calendar (the calendar).
Whakarāpopototanga matua
Executive summary
2. The calendar for the Puketāpapa Local Board is in Attachment A. The calendar is updated monthly reported to business meetings and distributed to council staff.
3. The calendar was introduced in 2016 as part of Auckland Council’s quality advice programme and 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 calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.
Recommendation/s That the Puketāpapa Local Board: a) receive the governance forward work programme calendar for September 2022.
|
Attachments
No. |
Title |
Page |
a⇩ |
Governance Forward Work Programme for September 2022 |
289 |
Ngā kaihaina
Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
15 September 2022 |
|
Valedictory reflections: end of term address
File No.: CP2022/12433
Te take mō te pūrongo
Purpose of the report
1. To provide retiring Puketāpapa 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 Puketāpapa Local Board members to share valedictory reflections or an end of term address, prior to the 2022 Local Board Elections.
Recommendation/s
That the Puketāpapa Local Board:
a) receive valedictory reflections from Member H Doig.
Attachments
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Ngā kaihaina
Signatories
Author |
Selina Powell - Democracy Advisor |
Authoriser |
Louise Mason - General Manager Local Board Services Nina Siers - Local Area Manager |
[1] Pg 34 section 6 of the Biosecurity Strategy states: Removal of exotic trees will occur when there is a health and safety risk, they are identified as a weed species, there is a risk to archaeological features, or they impact on the cultural landscape and view shafts. Any other tree removals will be assessed on a case-by-case basis.
[2] A WF7 Pūriri ngāhere forest type is a broadleaf forest that occurs in warm frost-free areas on fertile soils of alluvial and volcanic origin.