Agenda of Kaipātiki Local Board - Wednesday, 7 December 2022

1 Nau mai | Welcome

The meeting will be opened with a karakia.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Local Area Manager in the first instance.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 16 November 2022, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki Community Facilities Trust quarter one report 2022/2023	9

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Bayview Community Centre quarter one report 2022/2023	23
b ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Birkdale Beach Haven Community Project quarter one report 2022/2023	25
c ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Glenfield Community Centre quarter one report 2022/2023	27
d ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Hearts and Minds quarter one report 2022/2023	31
e ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Highbury House quarter one report 2022/2023	33
f ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki Youth Development Trust quarter one report 2022/2023	39

Kaipātiki Local Board

07 December 2022

Annual Budget 2023/2024 - feedback on regional topics for consultation

File No.: CP2022/16854

Te take mō te pūrongo

Purpose of the report

1. To seek input on the proposed regional consultation content for the Annual Budget 2023/2024 from the local board.

Whakarāpopototanga matua

Executive summary

2. Auckland Council will be consulting on both local and regional content as part of the Annual Budget 2023/2024 consultation. This is planned to take place from late February – late March 2023.

3. This report seeks the views of the local board on priority regional topics that will be included in the Annual Budget 2023/2024 consultation. This includes the four levers that can be used to mitigate council’s operating budget challenge. These four levers are: debt, general rates, operating expenditure, and assets.

4. The Governing Body will agree regional consultation items on 15 December 2022.The local board will be asked to approve local consultation content (that is, content relating to the proposed local board agreements) at its 25 January 2023 business meeting.

5. The local consultation content will then be incorporated into the Annual Budget 2023/2024 consultation document and supporting information, which is planned to be adopted by the Governing Body in February 2023.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakarite / provide feedback on potential regional consultation topics and policies for the Annual Budget 2023/2024

b) whakarite / provide feedback on proposed changes to fees and charges in Active Communities – bookable spaces including on the following:

i) the establishment of standardised baseline fees for services in the Active Communities – Bookable Spaces portfolio across Auckland

ii) the proposed discount framework across Auckland for:

A) a consistent peak / off-peak discount;

B) a consistent discount for regular hirers vs. casual hirers

C) a standardised community outcomes discount with criteria guided by relevant local boards

Horopaki

Context

6. Auckland Council is required to adopt a 10-year budget every three years and an annual budget in the intervening years.

7. Each year, every local board makes an agreement with the Governing Body for the delivery and funding of services in the local area. These local board agreements are included in both the 10-year budget and each annual budget.

8. Auckland Council is required to consult the public on the annual budget (or 10-year budget every three years). The consultation content consists of regional content decided by the Governing Body and local content decided by each local board.

9. Before the regional consultation content is decided by the Governing Body, local boards have the opportunity to provide their input.

10. The local consultation content relating to each local board agreement must be included in the consultation document.

11. Public consultation on the Annual Budget 2023/2024 is planned to take place from late February to late March 2023.

12. Aucklanders will be able to provide feedback during the consultation period through a variety of channels, which include face-to-face (for spoken and New Zealand sign language interaction) and written.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The local board is asked to provide feedback on potential levers to mitigate the budget gap for the Annual Budget 2023/2024 consultation. The feedback from the local boards will be collated and provided to the Governing Body to consider when agreeing regional items for consultation on 15 December 2022.

Budget Challenge

14. For the 2023/2024 financial year, Auckland Council is facing a $295 million operational expenditure challenge.

15. The Governing Body is considering potential levers that can be used to balance the operating budget: debt, general rates, operating expenditure, and assets.

16. The Mayoral Proposal will outline the proposed balance of these levers for consultation.

Financial policies for Annual Budget 2023/2024

17. The local board is asked to provide feedback on potential annual budget-related policies for the Annual Budget 2023/2024 consultation. The feedback from local boards will be collated and provided to the Governing Body to consider when approving annual budget-related policies for consultation on 15 December 2022.

Fees and Charges

18. A three-year cycle of fee reviews was introduced in the Annual Budget 2022/2023. The reviews will ensure that the cost recovery decisions previously made by the council continue to be met.

19. In year two of the fee review cycle, a number of fees and charges were reviewed, and changes are proposed to the following:

· animal management fees

· some building and resource consenting fees

· other regulatory fees such as food licensing registration, micro-mobility operator fees and swimming pool inspections

· cemetery fees (stage two - to ensure an appropriate level of cost recovery is in place for cemetery services. Some further standardisation was also considered.)

· bookable spaces in council managed pool and leisure facilities.

20. The review of fees and charges for the Active Communities service has been split into two phases due to the number and complexity of the fees. The existing pricing and discount frameworks currently in place for Active Communities contain variations and inconsistencies for customers interacting with the service.

21. In the first phase, fees for use of bookable spaces in council-managed pool and leisure facilities have been reviewed, with a focus on standardisation. The second stage, planned for 2024/2025, will include a review of the remaining fees for Active Communities services, including the appropriate level of cost recovery for all fees.

22. Active Communities – Bookable Spaces includes land and aquatic bookable spaces, such as basketball courts, squash courts, badminton courts, swimming pools, dive pools, stadiums, recreational halls, and rooms available at sites within the Active Communities business.

23. The purpose of this review is to provide:

a) A standardised baseline fee rate for like services

b) A standardised discount framework with:

o a consistent peak / off-peak discount

o consolidation and standardisation of Casual/Regular and Standard/User Group hire rates

o simplification of the discounts targeting specific community outcomes (e.g. youth focus, disability focus, community groups, etc).

24. Some local boards may not have these facilities in their local board area but may still want to provide feedback on their nearest bookable spaces.

25. As provided for in the Revenue and Financing Policy, other regulatory fees and charges will increase in line with the council’s cost inflation where necessary to maintain cost recovery.

Other rating matters

26. The following rating issues and policies are also being presented to the Governing Body for consideration for consultation, not all these issues will be relevant to all local boards:

· amendment to Community Occupancy Guidelines

· targeted rate charges for non-standard refuse bins (in the former Auckland (ACC) and Manukau (MCC) city councils areas)

· introduction of a fee for swapping bin sizes

· rollout of food scraps service and further standardisation of waste services and targeted rates

· changes to Waste management targeted rates

· support for papakāinga development on general title land

· changes to swimming/spa pool inspections targeted rate and fees

· changes to the Rodney Drainage District Targeted Rate

· changes to the Climate Action Targeted Rate.

Local Consultation Content

27. Local boards will be asked to approve local consultation in late January, early February 2023. This will allow time for local boards to consider any impacts of the proposed regional consultation content on the local board area.

28. The Kaipātiki Local Board will be asked to approve its local consultation content at its 25 January 2023 business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. The decision to consult is procedural in nature, meaning any climate change impacts will be negligible. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

30. Some of the proposed initiatives or projects included in the consultation content may have climate change impacts. The impacts of any initiatives or projects Auckland Council chooses to progress as a result of this consultation will be assessed as part of the relevant reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. The Annual Budget 2023/2024 is an Auckland Council group document and will include budgets at a consolidated group level.

32. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group. This will be reflected in the report on regional consultation items going to the Governing Body on 15 December 2022.

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

Local impacts and local board views

33. Local board members were invited to attend two Annual Budget 2023/2024 briefings summarising topics discussed at Governing Body workshops. Local board chairs have been invited to the Governing Body Annual Budget workshop on 7 December 2022.

34. Local boards will have further opportunities to provide information and views as the Annual Budget 2023/2024 process progresses.

35. Aucklanders will have the opportunity to give feedback on regional and local proposals contained in the budget. All feedback received from submitters residing in the local board area will be analysed by staff and made available for consideration by the local board, prior to the local board finalising its local board agreement.

Tauākī whakaaweawe Māori

Māori impact statement

36. Many local board decisions are of importance to and impact on Māori. The local board agreement and Annual Budget 2023/2024 are important tools that enable and can demonstrate council’s responsiveness to Māori. The local board plan adopted in November 2020 forms the basis for local priorities.

37. The approach to Māori engagement for Annual Budget 2023/2024 will be finalised once consultation topics are confirmed, including development of bespoke materials.

38. There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist the local board and Māori to understand each other’s priorities and challenges.

Ngā ritenga ā-pūtea

Financial implications

39. The local board provides input to regional plans and proposals. There will be information in the council’s consultation material for each plan or proposal with the financial implications of each option outlined for consideration.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. There is a statutory requirement for content relating to each local board agreement to be included in the Annual Budget 2023/2024 consultation document. The local board must approve its local consultation content by close of business on 9 February 2023 in order for it to be formatted and reviewed in time to be incorporated into the Annual Budget 2023/2024 consultation document and supporting information.

Ngā koringa ā-muri

Next steps

41. The Governing Body will adopt the consultation document and supporting information material and approve the consultation approach for the Annual Budget 2023/2024 in February 2023.

42. Following consultation, the Governing Body will agree the local board agreements with the local boards and adopt the final Annual Budget 2023/2024 in June 2023.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Renee Burgers - Lead Advisor Plans and Programmes

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Louise Mason - General Manager Local Board Services

Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Appointments to external organisations for the 2022-2025 electoral term

File No.: CP2022/15489

Te take mō te pūrongo

Purpose of the report

1. To appoint elected members to external organisations for the 2022-2025 electoral term and agree the process for appointing the single local board representative to the Local Government New Zealand National Council

Whakarāpopototanga matua

Executive summary

2. Local boards have a statutory responsibility to communicate with community organisations and special interest groups within their local board area. These organisations range from business associations, statutory organisations, trusts, to entities for which the council has the right to appoint directors (known as council organisations (COs)). Elected members are often invited to participate in these external organisations in various capacities.

3. This report provides detail about these various categories of appointments to external organisations to inform appointments by the local board.

4. Attachment A to this report provides details of the external organisations that have existing arrangements with the local board or for which a relationship is prescribed in policy, such as business associations running Business Improvement District (BID) programmes. Local boards are being asked to make appointments to these organisations at this time and to consider any further appointments as part of their local board engagement plan and strategy for the term.

5. Local boards are also collectively required to appoint a single representative (to represent all 21 local boards) to the Local Government New Zealand (LGNZ) National Council, to fill one of three seats provided for Auckland Council. This report recommends a process for making a joint appointment.

6. Staff recommend that local boards consider appointing a lead and an alternate for various organisations for the 2022-2025 triennium. The function of alternate representative is to act as a backup to and to perform the appointee duties, including attendance at meetings, in the appointee’s absence.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) kopou / appoint a representative and alternate to each of the external organisations listed in Appendix A for the 2022-2025 triennium.

b) tautapa / delegate authority to the Chairperson to work with other Local Board Chairpersons to form a selection panel to appoint a local board representative to the LGNZ National Council as soon as possible.

Horopaki

Context

7. Participation in community organisations is an established part of an elected member's role and having a relationship with community organisations and interest groups is an important part of the local board role.

8. Several external organisations provide for the formal participation of representatives of the Auckland Council in their affairs. These can include arrangements via:

· a trust deed that provides for a council representative on an organisation’s board, committee, or other function

· provisions in law, policy or resource consent that require council representative arrangements. For example, a regulation providing for a community liaison committee or a resource consent requiring the formation of a committee with elected member representation

· other partnerships or associations entered into by the council which provide for elected member representation.

9. These arrangements often include other duties depending on the organisation, the nature of that organisation’s work and/or the relationship with the council.

Council organisations (COs) and other formal arrangements

10. Council organisations (COs) are companies or entities in which Council has the right to appoint 1 or more of the trustees, directors, or managers (however described) of the company or entity, but Council has less than 50% control. An ‘entity’ includes any partnership, trust, arrangement for the sharing of profits, union of interest, co-operation, joint venture, or other similar arrangement; but does not include a committee or joint committee of a local authority.

11. There are various other entities that have been set up for a specific purpose some of which are formal documents such as a resource consent. These includes consultative groups such as the Aircraft Noise Community Consultative Group, community forums, community impact forums (Department of Corrections) and others.

12. External organisations relevant to the local board are listed in Appendix A.

Representatives to business associations with Business Improvement District (BID) programmes

13. Business associations are independent organisations that are governed by their own constitutions but often work closely with the council because of the roles they play and interest in local business communities (town and commercial centres).

14. Some business associations participate in Auckland Council’s BID programme – which sets a framework to provide BID-operating business associations (BIDs) with BID targeted rate funding, so those business associations can act for the benefit of the specified business area. Business associations that operate a BID programme are also required to work with Auckland Council to ensure there is accountability for the BID targeted rates collected by the council.

15. Auckland Council’s BID Policy 2022 sets the framework for governance, accountability, and management of the BID programmes. The BID Policy outlines the role of the local boards and the local board representative in relation to BIDs. It recognises that within Auckland Council, local boards are the primary relationship lead with BIDs.

16. Local boards have allocated decision-making responsibilities relating to BID programmes, including, but not limited to:

· advising on BID programme strategic direction (with the business association) and providing feedback to the business association regarding its annual BID programme presentation to the local board

· approving establishment of new BID programme and boundary area within the parameters set by the Auckland Council BID policy

· approval of any changes or amendments to an existing BID programme boundary area

· recommending to the Governing Body BID programme targeted rate grant amounts and proposed changes to a BID targeted rate mechanism.

17. To manage the relationship with BIDs and ensure adequate information sharing between local boards and these entities, the BID Policy provide that local boards will appoint a local board to represent the local board and liaise (with the BID) on their behalf.

18. The local board representative role supports the governance-to-governance relationship between the two organisations and is not operationally focused. Only the local board representative, or the alternate representative if the appointed representative is not available, may represent the local board at BID executive committee and General Meetings, but this does not prohibit BIDs from engaging with other local board members. Depending on the relationship, between the parties, the involvement of local board representatives on business associations may go further to include:

· an invitation that the local board representative be appointed to the business association executive committee with speaking rights

· bestowal of voting rights by the business association on the local board’s representative. The bestowal of voting rights is not recommended. This is to avoid any conflicts of interests (real or perceived), or disputes between the local board and the BID. However, provided the BID and the local board representative are comfortable that risks can be managed, the BID Policy does not prevent this.

Other business associations not running BID programmes

19. Often other business associations who are not running BID programmes find that having a dedicated liaison is helpful. This is especially useful if the business association intends to join the BID programme in the future. In that regard, local boards are encouraged to appoint a liaison representative, and an alternate if desired, for all business associations in its area.

20. The list of business associations relevant to this local board is included in Attachment A of the agenda report.

Local Government New Zealand (LGNZ) National Council

21. The LGNZ Rules were amended in 2019 to remove Auckland Council from Zone 1 and to provide for Auckland’s representation at the National Council. Given its sheer size and shared governance structure, Auckland will now operate as its own LGNZ ‘zone’ and of its three seats on the LGNZ National Council, one is earmarked for a representative that is appointed by the 21 local boards. The other seats are filled by the Mayor of Auckland (or his alternate) and a representative to be appointed by the Governing Body.

22. The LGNZ rules require appointments to the National Council to be made within eight weeks of the triennial local government elections.

23. In 2019, local boards agreed to delegate authority to the local board chairpersons and the 21 chairpersons formed a selection panel to appoint a single representative of the local boards to the LGNZ National Council. This process enabled a representative to be appointed within the necessary time and was an efficient and appropriate process for making shared decisions.

24. Staff are recommending a similar process for this term, whereby local boards delegate to chairpersons the power to form a selection panel and for the selection panel to collectively to make the LGNZ National Council representative selection at their meeting in early December 2022.

Appointments for the purpose of managing relationships and communications

25. The Local Government (Auckland Council) Act 2009 specifically provides that a local board must communicate with community organisations and special interest groups within its local board area (section 13(2)(c)). In the past few terms, some local boards appointed dedicated leads to manage these relationships and ensure good communication lines with specific organisations and interest groups. These members act as a liaison between the local board and these organisations or groups.

26. While appointing representatives is one way to maintain good relationships and open communication, it is important that this is not done in isolation from the work of the local board during the term. In that regard, staff consider that a conversation about the local boards engagement plan for the term can best inform decisions on appointments that are made purely for the purpose of engagement and communications. This would ensure there is strategic value in these appointments and that there is a clear distinction from other appointments being recommended in this report.

Tātaritanga me ngā tohutohu

Analysis and advice

27. The appointments outlined in this report are not all similar and the responsibilities and duties of an elected member will vary depending on the type of appointment and organisation. Key considerations for appointment decisions should include:

Ensuring appointees have the capacity and skills to undertake the responsibilities

28. This report attempts to outline the differences between the various appointments so that potential nominees can assess if they are the right fit. Some of the roles require members to represent the interests of the Council or perform governance functions. Others may require a lot of time commitment for meetings.

29. A great deal of appointments require attendance of members at either monthly or quarterly meetings of these external organisations.

30. Elected members are encouraged to consider taking on responsibilities only if they can commit to the time and effort that is required.

31. Any other additional considerations will be included in the list in Appendix A.

Managing conflicts of interests

32. The primary role of elected members appointed to external organisations is representing the council. However, depending on their activities, these arrangements may impact their decision-making role within the council.

33. Conflicts of interest can sometimes arise in relation to such appointments, for example where the appointment involves a legal duty to act in the organisation’s best interest (e.g. as a director or trustee). A conflict may also arise where the appointed representatives become heavily involved and very invested in the affairs and decisions relating to that external organisation. In these situations, a conflict could arise when the local board is making certain types of decision in relation to the other organisation.

34. In order to reduce the risk of conflicts, elected members should not take part in the management of these organisations. Unless there is a specific arrangement otherwise, the role as an appointee should be confined to attending meetings, voting at annual or general meetings and acting as a conduit of information.

35. From 20 November 2022, new amendments to the Local Government Act 2002 come into force and require elected members to make a pecuniary interest return within 120 days of coming into office and before the last day of February in subsequent years, which includes declaring all appointments that a member has by virtue of being an elected member. Having an interest does not necessarily mean there is a conflict, but it is important to be mindful of any perceptions of conflict if elected members are actively involved with community groups, even in their official capacity.

Role description

36. The role of the appointment to a BID is outlined in the Auckland Council’s BID Policy 2022.

37. The role of a liaison appointment to an external organisation comprises of:

· providing updates to the external organisation on Auckland Council and local board activities, plans and projects

· communicating to the other local board members by providing information on the activities, plans and projects of the external organisation, preferably in the form of a Members Report on a business meeting agenda which maintains public transparency

· ensuring that the collective board views on issues is represented

· being the first point of contact, from a governance perspective, for the external organisation

· committing to attend the external organisation’s governance meetings

· being responsive in communication with the external organisation.

Accountability

38. Appointed representatives are strongly encouraged to make regular reports to the local board on their activities and as appropriate, progress made by that organisation on key issues that is relevant to the local board and council.

Official capacity

39. Elected representatives are delegated representation roles in their capacity as elected local board members. Should they cease to become an elected member, their appointment would be automatically repealed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. This decision is procedural in nature and is not expected to result in any increase to greenhouse gas emissions nor will it be adversely impacted by the predicted effects of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Auckland Council staff support local boards in programmes and partnerships involving business associations and other external organisations that may be covered in this report.

42. Staff in the Governance Division provide support to members who are involved with the LGNZ National Council.

43. Other than that, these appointment decisions facilitate positive relationships with key partners and are not expected to have any significant adverse impact on the council group.

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

Local impacts and local board views

44. Local boards are generally committed to nurturing and maintaining relationships with key stakeholders. This report and recommendations align with what local boards want.

45. There may be an interest in making more appointments or arrangements of this nature for the purpose of managing relationships and ensuring key community groups have dedicated liaisons that make their engagement with the local board easier. Staff are supportive of this approach, however, in order to ensure these arrangements are meaningful and useful, the local board is strongly encouraged to consider making any additional appointments in the context of a discussion about its engagement strategy for the term.

Tauākī whakaaweawe Māori

Māori impact statement

46. This is a procedural decision that is not considered to have specific implications for Māori. Where relevant, any specific arrangements for Māori co-governance and co-management entities will be addressed in a dedicated report.

Ngā ritenga ā-pūtea

Financial implications

47. The decision to appoint elected members to outside organisations is procedural in nature so does not have any financial implications.

48. Where financial decisions relating to these external organisations are taken, the implications of those decisions and these appointments, where appropriate and relevant, will be assessed accordingly.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. There are some reputational risks that may arise if elected members appointed to external organisations do not meet the expectations for their role. These include attendance at meetings and making themselves available or accessible to the groups to which they are appointed. To manage these risks, elected members are encouraged to carefully consider these roles and requirements and only take these commitments on if they can honour them.

50. To mitigate the risk of actual and perceived conflicts when can undermine decisions of the council, elected members are required to include the appointments made in this report in their annual declarations.

Ngā koringa ā-muri

Next steps

51. Once appointed, staff will prepare correspondence from the Chairperson to these external organisations introducing the new local board and informing them of the appointed representatives for their organisation.

52. Following the delegation of authority to the Chairperson, provided all local boards agree to this recommendation, staff will bring the matter of the LGNZ National Council appointment to the next meeting of local board chairpersons for a decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting – Kaipātiki Local Board External organisations appointments list	57

Ngā kaihaina

Signatories

Authors	Paul Edwards - Senior Local Board Advisor
Authorisers	Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Appointment of an Unlock Northcote Topic Lead for the 2022-2025 electoral term

File No.: CP2022/16469

Te take mō te pūrongo

Purpose of the report

1. To consider the appointment of a local board member as a topic lead for governance oversight of the Unlock Northcote project.

Whakarāpopototanga matua

Executive summary

2. The Northcote Unlock project, led by Eke Panuku and involving external organisations, seeks to regenerate Northcote through the following four key moves:

· Town Centre – creating a vibrant heart

· Lake Road – creating a great urban street

· A greenway – a network of public open space

· Housing – increasing density, choice and tenure mix.

3. The local board received advice on the option of establishing a topic lead for the oversight of the Unlock Northcote project for the 2019-2022 electoral term. The local board agreed to appoint a local board member to act as a topic lead.

4. During the induction of the 2022-2025 local board, a request was made to consider appointing an Unlock Northcote Topic Lead for the 2022-2025 electoral term. This report reiterates the advice previously provided.

5. A topic lead would have the following responsibilities:

· act as a champion for the topic area in full local board conversations

· focus on work programme activities / projects within their topic area

· maintain relationships with key stakeholders

· understand relevant community needs and preferences.

6. A topic lead does not include:

· decision-making authority - unless a delegation to make specific decisions is separately resolved

· any additional powers to those held by the local board

· authority to direct council or council-controlled organisation staff.

7. The establishment of a topic lead includes the following risks. These risks should be addressed through the provision of a role description if appointed:

· direction or views of a topic lead may not reflect those of the full local board

· direction from a topic lead may result in duplication of work

· knowledge and information may be retained with the topic lead

· discussions may occur at the management or operational level if a clear governance purpose isn’t identified.

8. If the local board decides to appoint a topic lead, it is recommended that the anticipated two-monthly Unlock Northcote workshops with the full local board proceed.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) consider appointing a local board member, and an alternate in the event the lead is unavailable, as the Unlock Northcote topic lead for the 2022-2025 electoral term.

b) agree the purpose of the Unlock Northcote topic lead role is to provide governance oversight to enable effective and efficient decision-making by the Kaipātiki Local Board.

c) agree the Unlock Northcote topic lead role consists of the following responsibilities and expectations:

i) providing updates on local board activities, plans and projects to Eke Panuku, as the lead agency of Auckland Council on the Unlock Northcote project, and as required to other project stakeholders, such as Kāinga Ora and community lease holders

ii) communicating with the other local board members by providing information on the activities, plans and projects relating to Unlock Northcote, preferably in the form of a Members Report on a business meeting agenda which maintains public transparency

iii) ensuring that the collective local board view on issues is represented in all interactions and communication

iv) taking the lead in drafting feedback on matters relating to the Unlock Northcote project by seeking the views and preferences of all members prior to the local board formally considering its feedback

v) being the local board’s first point of contact, from a governance perspective, for matters relating to the Unlock Northcote project

vi) committing to attend Unlock Northcote stakeholder and community meetings when invited

vii) being responsive in communication with Eke Panuku and other project stakeholders.

d) acknowledge that the role of the Unlock Northcote topic lead:

i) is not a decision-making role, unless the local board separately resolves a delegation to make specific decisions on behalf of the local board

ii) does not provide any additional powers to those held by the local board

iii) does not have authority to direct council or CCO staff.

Horopaki

Context

9. At the end of each electoral triennium the Local Board Services (LBS) department undertakes a review of the work practices of, and organisational support provided for, local boards and how this supports them in their governance role. As the governance model has matured over recent years, improved support and delivery from the organisation have enabled local board members’ time to be used in a more effective and efficient manner.

10. The governance role of an elected member is to:

· set direction and policy

· set priorities

· make significant decisions

· test advice

· monitor performance and risk

· connect with and represent the community

· be accountable to the public.

11. During the 2016-2019 triennium review, feedback was gathered from local board members and staff from LBS and other council departments and council-controlled organisations (CCOs) who work with local boards. The concept of having a local board member act as a lead for topic areas was investigated. Both positives and negatives were identified. The findings from the review have informed the analysis and advice section of this report.

12. At its 9 December 2020 business meeting, the local board received advice on the option of establishing a topic lead for the oversight of the Unlock Northcote project for the 2019-2022 electoral term. The local board agreed to appoint a local board member to act as a topic lead (resolution numbers KT/2020/222 and KT/2020/223)

13. During the induction of the 2022-2025 local board, a request was made to consider appointing an Unlock Northcote Topic Lead for the 2022-2025 electoral term. This report reiterates the advice provided at the 9 December 2020 business meeting.

14. The Northcote Unlock project seeks to regenerate Northcote, and is focused around the following four key moves:

· Town Centre – creating a vibrant heart

· Lake Road – creating a great urban street

· A greenway – a network of public open space

· Housing – increasing density, choice and tenure mix.

15. The Unlock Northcote project area is centred on the town centre, but also takes in the adjoining residential neighbourhoods bounded by Ocean View Road to the north, Raleigh Road and Exmouth Road to the south, College Road to the east and Ocean View Road to the west.

16. Eke Panuku are the council’s lead delivery agency in Northcote (resolution number AUC/2016/23), however it is noted that realising the outcomes from the Unlock Northcote project will require collaboration in a timely and effective way with mana whenua, government agencies (particularly Kāinga Ora, Ministry of Education), local communities and the wider council family.

Tātaritanga me ngā tohutohu

Analysis and advice

17. During the induction of the 2022-2025 local board, the board were presented with advice regarding the management of the local board workload. To effectively and efficiently managing the governance work of the local board the recommendation was to maintain a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings. This was the recommended approach, reflecting the priority work of the local board and the focus of the organisation’s staff and resources.

18. As per the endorsed approach, the intention is for the local board to maintain governance oversight and input on the Unlock Northcote project through workshops anticipated to be scheduled every two months and business meetings.

19. An optional addition to the above approach identified during the induction, although not recommended, was the establishment of local board topic leads. The role of the topic leads would be to:

· act as a champion for the topic area in full local board conversations

· focus on work programme activities / projects within their topic area

· maintain relationships with key stakeholders

· understand relevant community needs and preferences.

20. Topic leads could also:

· be appointed as the nominated local board member to provide feedback on behalf of the board on relevant matters (e.g. landowner consents) and appointed to related external organisations

· undertake learning and development opportunities and attend conferences (using their individual development budget provided as part of the Kura Kāwana development programme) relevant to the topic area

· highlight relevant issues and emerging priorities during local board plan and work programme development

· act as a key contact for community groups and members of the public on the topic area.

21. Topic leads would enable individual local board members to use existing or build new knowledge and expertise in the topic area and enable other members to focus their time on other parts of the governance workload.

22. The following risks of establishing topic leads are identified for the local board to consider:

· a member may provide direction or views which do not reflect those of the full local board

· staff may seek direction from a topic lead instead of the full local board, or seek direction from a topic lead prior to the full local board, resulting in duplication of work

· key knowledge and information on a topic may be retained with the topic lead and not shared with the whole local board

· a topic lead may enter discussions at the management or operational level if meeting regularly with staff without a clear governance purpose for the discussion.

23. These risks could be addressed by:

· using the workshop process as the mechanism for all local board members to receive updates and provide governance direction on approved work programme projects

· clarifying the limited resources available to any topic lead.

24. Staff resourcing is focussed on work programme development and delivery, along with advice to support workshops and business meetings. Subject to resource availability, topic leads can be supported by staff to undertake the following responsibilities:

· when issues arise at a full board workshop, the lead can be directed to meet with staff on that issue and explore solutions; staff would report back to the full board for direction, and the lead can assist with explanation and support during that discussion

· develop local board feedback on regional policies, plans and strategies relevant to the topic area, for full local board approval

· respond to constituent enquiries relevant to the topic area

· report back to the local board at workshops, and publicly via board member reports at business meetings, on the activities undertaken as the topic lead.

25. If the local board decides to appoint a topic lead, it should be acknowledged that the role is not by default a decision-making role. The local board could however at some point decide to separately resolve a delegation to make specific decisions on behalf of the local board. The role also does not provide any additional powers to those held by the local board and it does not have authority to direct council or CCO staff.

26. If the local board decides to appoint a topic lead, it may wish to consider identifying alternates. The role of the alternate would be to support the topic lead in their responsibilities and undertake any roles the lead has been formally appointed by the whole board when the lead is unavailable. Having an alternate means that the information, knowledge, skills and workload can be shared by more than one member, but it could also lead to confusion between the two roles where the alternate acts as a co-lead.

27. If the local board decides to appoint a topic lead, it is recommended that the anticipated two-monthly Unlock Northcote workshops with the full local board proceed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. This report is procedural in nature so does not have direct climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. A review on the practices to manage the local board governance work was completed with feedback gathered from staff from the Local Board Services department, other departments and CCOs who work with local boards.

30. The practices used by a local board to manage their governance work can impact on the efficiency of staff engagement with members. Some variation in practice is required to reflect local differences, but overall large differences in work practices is challenging and consistency is beneficial.

31. In light of this, Local Board Services has provided consistent advice and recommendations on work practices to all local boards to consider when making decisions on how they will manage their governance work for the 2022-2025 electoral term.

32. Feedback was originally sought from Eke Panuku on the establishment of a topic lead for Northcote when the role was first proposed in 2020. Because of the risks identified in this report, Eke Panuku was unsure that this role adds value when compared with receiving feedback from the local board as a whole, especially as the role does not have delegation for decision-making. If the role was established, Eke Panuku was supportive of developing a high-level role description to help mitigate these risks and offered to work co-operatively with the lead person appointed. Eke Panuku has confirmed this feedback is still relevant. Eke Panuku was supportive of continuing the bi-monthly Northcote workshops with Kāinga Ora to provide regular updates and cover any upcoming decisions with the Kaipatiki Local Board. Eke Panuku feels these bi-monthly workshops are more appropriate and useful for everyone.

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

Local impacts and local board views

33. The Kaipātiki Local Board made an appointment of a local board member as a topic lead for governance oversight of the Unlock Northcote project in the 2019-2022 electoral term. This report seeks the board’s view on whether it would support this continuing for the 2022-2025 electoral term.

Tauākī whakaaweawe Māori

Māori impact statement

34. A decision of this procedural nature is not considered to have a positive or negative impact for Māori.

Ngā ritenga ā-pūtea

Financial implications

35. A decision of this procedural nature is not considered to have financial implications on Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. The following risks were identified should the local board decide to appoint a topic lead:

· direction or views of a topic lead may not reflect those of the full local board

· direction from a topic lead may result in duplication of work

· knowledge and information may be retained with the topic lead

· discussions may occur at the management or operational level if a clear governance purpose isn’t identified.

37. The above risks associated to the appointment of a topic lead could be addressed by:

· using the workshop process to keep all local board members updated and for governance direction

· clarifying the limited resources available to any topic lead.

Ngā koringa ā-muri

Next steps

38. Local Board Services staff will inform Eke Panuku of the decision on the appointment, including the name of the local board member if appointed.

39. If an Unlock Northcote topic lead is appointed, the method and frequency of updates with the lead on the project will be discussed and agreed with Eke Panuku.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Paul Edwards - Senior Local Board Advisor
Authorisers	Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Adoption of a business meeting schedule for the 2022-2025 electoral term

File No.: CP2022/15491

Te take mō te pūrongo

Purpose of the report

1. To adopt the Kaipātiki Local Board meeting schedule for the period 2023 – 2025.

Whakarāpopototanga matua

Executive summary

2. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules. In particular, clause 19, Schedule 7 of the LGA on general provisions for meetings requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Sections 46, 46A and 47 in Part 7 of LGOIMA require that meetings are publicly notified, agendas and reports are available at least two working days before a meeting, and that local board meetings are open to the public.

3. Adopting a meeting schedule helps with meeting these requirements. It also allows for a planned approach to workloads and ensures that local board members have clarity about their commitments.

4. A draft meeting schedule for the period 2023 - 2025 has been developed and is included below for adoption by the local board.

5. Frequency: One business meeting per month (excluding January) is sufficient for formal business to be considered. There are some instances for which the local board may need to have additional meetings for important decisions such as local board plans, local board agreements or to provide input into regional strategies, policies and plans. Local board meeting schedules will be updated with any additional meetings once those details are confirmed. Outside of its scheduled meetings, local boards can call extraordinary and/or emergency meetings as and when required.

6. Timing: The standard practice in previous terms is to hold the monthly ordinary meeting in the final half of the month (weeks three or four) which enables local boards to prepare for any workshop items for these meetings in the first half of the month.

7. Other matters: Commencing the business meeting during business hours will enable meetings to be productive, maximise access to staff and ensures best use of resources. Having the meetings in a set location ensures consistency and ability to use technology that is built into council facilities as required. This can include the use of screens, speakers and Wi-Fi connections that enable remote attendance.

8. One community forum meeting every third month, generally held on the fourth Wednesday of each month and commencing at 6.00pm. The community forum is also recommended to be held at the Kaipātiki Local Board office at 90 Bentley Avenue, Glenfield, with the primary purpose to engage with the public via deputation and reporting from community organisations, and to consider any items of business that need to be considered due to time constraints, or that are more appropriately dealt with at community forum.

9. Recommend the local board adopt three recess weeks a year to provide local board members with a break, staff would not schedule workshops or board business during this time. The recommended dates for these recess weeks are scheduled alongside the school holiday dates (recess dates may alter slightly if school holidays change). The following dates are the recommended recess dates for 2023 – 2025:

· 10 - 16 April 2023, 10 – 16 July 2023, and 25 September – 1 October 2023;

· 22 – 28 April 2024, 8 – 14 July 2024, and 30 September – 6 October 2024; and

· 21 – 27 April 2025, and 7 – 13 July 2025.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the meeting schedule outlined in Attachment A to the agenda report, consisting of:

i) one business meeting per month, generally to be held on the third Wednesday of each month, commencing at 10.00am, to consider the general business of the board

ii) one community forum meeting every third month, generally held on the fourth Wednesday of each month, commence at 6.00pm and held at the Kaipātiki Local Board office at 90 Bentley Avenue, Glenfield. The primary purpose is to engage with the public via deputation and reporting from community organisations, and also to consider any items of business that need to be considered due to time constraints, or that are more appropriately dealt with at community forum

iii) workshops every first, second and fourth week except during recess weeks which are scheduled to occur three times a year on the following dates:

· 10 - 16 April 2023, 10 – 16 July 2023, and 25 September – 1 October 2023;

· 22 – 28 April 2024, 8 – 14 July 2024, and 30 September – 6 October 2024; and

· 21 – 27 April 2025, and 7 – 13 July 2025.

b) agree that public forum and deputations will be scheduled in the early part of the business meeting, to enable participation by the public and stakeholders in the democratic process.

c) note the dates and times for business meetings to make decisions on local board plans and local board agreements are yet to be scheduled and it is likely these will require additional meetings to meet the required deadlines.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board business meeting - Kaipātiki Local Board 2023 - 2035 meeting schedule	69

Ngā kaihaina

Signatories

Authors	Jacinda Gweshe - Democracy Advisor
Authorisers	Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Kaipātiki Local Grants Round Two and Multiboard Grants Round One 2022/2023 grant allocations

File No.: CP2022/16006

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with information on applications in Kaipātiki Grants, Local Grants Round Two and Multiboard Grants Round One 2022/2023; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Kaipātiki Local Grants Round Two 2022/2023 (refer to Attachment A of the agenda report) and Multiboard Grants Round One 2022/2023 (refer to Attachment B of the agenda report).

3. The Kaipātiki Local Board adopted the Kaipātiki Local Grants Programme 2022/2023 on 20 April 2022. The document sets application guidelines for contestable grants submitted to the local board (refer to Attachment C of the agenda report).

4. Due to the timing of rates bills being delivered this financial year, the local board authorised applications for Transitional Rates Grants to be considered as part of both grant rounds one and two.

5. The local board has set a total of $146,642 for community grants from its Local Driven Initiatives Operational budget (LDI Opex) for the 2022/2023 financial year which covers three local grant rounds and two multi-board grant rounds and the Transitional Rates Grants.

6. Twenty applications were received for Kaipātiki Local Grants Round Two which include four Transitional Rates Grant applications, requesting a total of $115,735.49 in this round. Nine applications were received for Kaipātiki Multi-Board Grants Round One, requesting a total of $43,885.00.

7. The total amount requested, for the two grant rounds, is $159,620.49.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) agree to fund, part-fund, or decline each application in Kaipātiki Local Grants Round Two 2022/2023 listed in the following table:

Table One: Kaipātiki Local Grants Round Two 2022/2023 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2308-201	Takapuna Amateur Athletics Club	Sports and recreation	Towards kitchen refurbishment at Takapuna Amateur Athletics and Harrier Club from 1 January 2023 to 31 March 2023	$2,030.00	Eligible
LG2308-204	Birkenhead City Cricket and Sports Club Incorporated	Sport and recreation	Towards sports equipment at Birkenhead War Memorial Park from 1 January 2023 to 25 March 2023	$5,192.69	Eligible
LG2308-206	New Zealand Blue Light Ventures Inc	Community	Towards purchasing four hundred forty hardcopy Street Smart handbook from 2 January 2023 to 31 March 2023	$1,540.00	Eligible
LG2308-207	Birkdale Beachhaven Garden Circle	Community	Towards bus hiring cost for Birkdale Beachhaven Garden Circle monthly trips from 24 February 2023 to 24 November 2023	$3,000.00	Eligible
LG2308-208	Birkenhead Senior Citizens Association Inc	Community	Towards rates support at Birkenhead Senior Citizens Hall from 1 July 2022 to 30 June 2023	$3,289.92	Ineligible
LG2308-209	Babylon Charitable Trust	Community	Towards venue hire and transportation at St Thomas More Hall from 25 January 2023 to 20 December 2023	$13,200.00	Eligible
LG2308-210	Chinese Association Of North Shore City	Arts and culture	Towards photography, lanterns, performance fees and administration costs for Chinese Lantern Festival at Northcote Central on 12 February 2023	$4,500.00	Eligible
LG2308-212	Northcote Point Senior Citizens Association Inc	Community	Towards rates support at 119 Queen Street Northcote Point from 1 January 2023 to 23 September 2023	$2,151.76	Eligible
LG2308-213	North Shore Women's Centre	Community	Towards North Shore Women's Centre social worker wages from 1 February 2022 to 1 February 2023	$6,535.66	Eligible
LG2308-214	Willow Christian Trust	Community	Towards rates contribution at 33 Rawene Road from 1 January 2023 to 31 May 2023	$3,894.76	Eligible
LG2308-215	Grief Support and Education Charitable Trust	Community	Towards Grief Support and Education Charitable Trust wages and administration costs at 92 Hinemoa Street from 1 January 2023 to 30 June 2023	$5,740.00	Eligible
LG2308-216	Asthma New Zealand Incorporated	Community	Towards Asthma Emergency pens and spacers from 9 January 2023 to 31 March 2023	$3,000.00	Eligible
LG2308-218	Youthline Auckland Charitable Trust	Community	Towards cost of Clinical triage staff support for Youthline Helpline volunteer counsellors (January 2023 - September 2023)	$5,000.00	Eligible
LG2308-221	Graeme Dingle Foundation Auckland	Community	Towards transport for the outdoor activities of Project K in Glenfield from February 2023 to May 2023	$2,007.00	Eligible
LG2308-222	Beach Haven Birkdale Residents Association Inc	Community	Towards Beach Haven Birkdale Residents Association Inc 2022 Rates Contribution from July 2022 to June 2023	$2,413.70	Eligible
LG2308-224	Glenfield Community Centre	Community	Towards Glenfield Community Centre Maintenance from 4 January 2023 to 13 January 2023	$10,000.00	Eligible
LG2308-225	North Shore Chinese Community Network	Community	Towards Salary, Venue Hiring, Venue Setup, Printing, Frame, Audio cost and koha for Dragon and Neighbours event at Birkenhead library and Westlake Boys High School Hall from 21 January 2023 to 26 February 2023	$13,740.00	Eligible
LG2308-226	NZ Council of Victim Support Groups	Community	Towards recruitment, training, expenses, and supervision of Volunteer Support Workers in North Shore from December 2023 to November 2023)	$7,000.00	Eligible
LG2308-228	The Helping Paws Charitable Trust	Environment	Towards Desexing and Vaccinating Project cost for unwanted cat at board area (January 2023 - December 2023)	$1,500.00	Eligible
LG2308-229	Gymnastics Community Trust	Sport and recreation	Towards rent and coach and Project manager wages for Gymnastics Community from 4 January 2023 to 6 April 2023	$20,000.00	Eligible
Total				$115,735.49

b) agree to fund, part-fund or decline each application received in Multiboard Grants Round One 2022/2023, listed in Table Two:

Table Two: Multiboard Grants Round One 2022/2023 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2223-102	Badminton North Harbour	Sport and recreation	Towards the upgrade of CCTV equipment at Badminton North Harbour (October 2022 - November 2022)	$7,000.00	Eligible
MB2223-111	The Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland from October 2022 to May 2023.	$5,415.00	Eligible
MB2223-113	Harbour Sport	Events	Towards traffic management, transport costs, temporary fencing, and sound hire at the Shore to Shore Fun Run in Takapuna Beach and Milford Beach and Reserve (March 2023)	$3,000.00	Eligible
MB2223-114	Auckland Events Company T/A Food Truck Collective	Events	Towards live music, face painting, and waste collection for the Food Truck Collective - Street Food Summer Series all over Auckland (October 2022 - May 2023)	$3,310.00	Eligible
MB2223-115	African Film Festival New Zealand Trust	Arts and culture	Towards film rights, website, and marketing of the African Film Festival online and in Rialto Cinemas Newmarket (September 2022 - December 2022)	$2,700.00	Eligible
MB2223-122	Body Positive Incorporated	Community	Towards costs to run the Body Positive Men's Wellness Retreat in Vaughan Park Anglican Retreat Centre (March 2023)	$2,200.00	Eligible
MB2223-134	North Shore CMA	Community	Towards operational costs to run eight Companionship and Morning Activities for Seniors in various venues in the north local boards (January 2023 - December 2023)	$10,000.00	Eligible
MB2223-135	The Helping Paws Charitable Trust	Environment	Towards installation of isolation cages in new Little Blue Penguin Wing at Pebblebrooke Road Mangawhai (October 2022 - September 2024)	$5,260.00	Eligible
MB2223-136	CNSST Foundation	Community	Towards costs for coordination and implementation of five social work counseling cases, five social media publishing, three community workshops, and 10 community cultural days at the Community Cultural Education and Meadowood Community House (November 2022 - June 2023)	$5,000.00	Eligible
Total				$43,885.00

Horopaki

Context

8. 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.

9. Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

10. 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.

11. The Kaipātiki Local Board adopted its grants programme for 2022/2023 on 20 April 2022 (refer to Attachment C of the agenda report). The document sets application guidelines for contestable grants.

12. The Kaipātiki Local Board grants programme 2022/2023 states that the local board will accept applications for Transitional Rates Grants in round one only. Due to the timing of rates bills being delivered this financial year, the local board authorised at its 17 August 2022 business meeting for these to be accepted for staff processing and consideration of the local board as part of round two (resolution number KT/2022/180).

13. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The aim of the local board grant 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

15. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local 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; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. 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.

17. 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

18. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Kaipātiki Local Board Community Grant Programme 2022/2023.

19. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

20. A summary of each application received through Kaipātiki Local Grants Round Two 2022/2023 (refer to Attachment A of the agenda report) and Multiboard Grants Round One 2022/2023 (to Attachment B of the agenda report) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

21. 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 grant processes.

Ngā ritenga ā-pūtea

Financial implications

22. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements

23. The local board has set a total of $146,642 for community grants from its Local Driven Initiatives Operational budget (LDI Opex) for the 2022/2023 financial year which covers three local grant rounds and two multi-board grant rounds and the Transitional Rates Grants.

24. Twenty applications were received for Kaipātiki Local Grants Round Two requesting a total of $115,735.49. An additional ten multiboard applications were received for Multiboard Grants Round One, requesting $43,885.00.

25. 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

26. 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

27. Following the Kaipātiki Local Board allocation of funding for Local Grants Round Two 2022/2023 and Multiboard Grants Round One 2022/2023, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board business meeting - Kaipātiki Local Grants Round Two 2022-2023 Grant Applications	87
b ⇩	7 December 2022 - Kaipātiki Local Board business meeting - Kaipātiki Multiboard Round One 2022-2023 Grant Applications	197
c ⇩	7 December 2022 - Kaipātiki Local Board business meeting - Kaipātiki Local Board Grants Programme 2022-2023	247

Ngā kaihaina

Signatories

Authors

Vincent Marshall - Grants Advisor

Amber Deng - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Auckland Council’s Performance Report: Kaipātiki Local Board for quarter one 2022/2023

File No.: CP2022/16537

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with an integrated performance report for quarter one, 1 July – 30 September 2022.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2022/2023 work programme.

3. Key activity achievements from quarter one of the 2022/2023 work programme include:

· completing the Digitisation of the Chelsea Archives

· developing a food forest network through planting fruit trees at Kahika Point Reserve

· installing new parks signage

· delivering local board sunsmart priorities for playspaces

· installing accessible play equipment at Marlborough Park

· delivering coastal track upgrades at Tuff Crater and Shepherds Park

· adopting the Wairau Valley Business Needs report

· celebrating te ao Māori through events and programmes focused on Matariki

· granting funds to community through round one of the Community grants programme.

4. All operating departments with agreed work programmes have provided an update against their work programme delivery (refer to Attachment A of the agenda report). Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred, or merged). The following activities are reported with significant risks:

· Customer and Community Services: EOI for youth providers to operate from Marlborough Park Youth Facility

· Infrastructure and Environmental Services: Climate Action Programme – Kaipātiki.

5. The financial performance report compared to budget 2022/2023 is provided as Attachment B to this report. There are some points for the local board to note:

· Net operating performance overall for Kaipātiki local board area is three per cent above the budget for the quarter ended 30 September 2022. Operating revenue is 32 per cent below budget and operating expenditure is 67 per cent below budget. Capital expenditure is 33 per cent over budget for the quarter.

6. The Customer and Community Services capex budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive the performance report for quarter one ending 30 September 2022.

Horopaki

Context

7. The Kaipātiki Local Board has an approved 2022/2023 work programme for the following operating departments:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Tātaki Auckland Unlimited.

8. Since the work programmes were approved the Customer and Communities Services directorate has been restructured. Regional Service Planning, Investment and Partnerships was renamed Regional Services and Strategy, and two new departments were created - Parks and Community Facilities and Active Communities. Units from the previous departments Community Facilities and Parks, Sports and Recreation were incorporated into the two new departments. The table below shows the distribution

Table 1: Changes to Departments in Customer and Communities Services directorate

Previous Department - Unit	Current Department - Unit
Parks, Sports and Recreation – Active Recreation	Active Communities – Leisure
Parks, Sports and Recreation – Active Recreation	Active Communities – Sport and Recreation
Community Facilities – Operations	Parks and Community Facilities – Operations
Community Facilities – Project Delivery	Parks and Community Facilities – Project Delivery
Parks, Sports and Recreation – Park Services	Parks and Community Facilities – Specialist Operations

9. Graph 1 below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph. [standard paragraph]

Graph 1: Work programme activities by outcome

Chart, bar chart

Description automatically generated

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10. Graph 2 below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme by RAG status
Chart, pie chart

Description automatically generated

11. Graph 3 below shows the activity status of activities which shows the stage of the activity in each departments the work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme by activity status and department

Chart, waterfall chart

Description automatically generated

Key activity updates

12. The key achievements from quarter one 2022/2023 are outlined in Table 2 below:

Table 2: Key activity updates from quarter one 2022/2023

Activity name	RAG status	Activity status	Quarter one 2022/2023 update
Taonga tuku iho - Legacy - we preserve our past, ensure our future. (Heritage) – Kaipātiki Digitisation of Chelsea Archives	Green	Completed	In August, the Auckland Libraries Digital Assets team completed digitising and transcribing 10,654 Chelsea Sugar Refinery employee record cards from 1921 to 1974 which are now available on Kura. Although not everyone who worked at the Chelsea Sugar Refinery is listed in the collection, there are employment details for approximately 4,714 people, 74 of whom have more than one record. The cards date from 1921 onwards, however, for some employees they record earlier periods of service, in some instances going back to the 1880s. The cards will be particularly valuable to people doing family history research.
Kaipatiki - develop food forest network	Green	Completed	Project completed in Aug-22.
Kaipātiki - install new signage	Green	Completed	Current status: Signage installation complete.
Local board sunsmart priorities for playspaces	Green	Completed	Project completed July 2022
Accessible play equipment - one location in Kaipātiki	Green	Completed	Current status: Construction completed and playground is open. 12 months maintenance of soft landscape will continue.
Tuff Crater - renew track and signage	Green	In Progress	Current status: Stage 1A physical works are completed and opened to the community. Stage 1B: physical works are completed and opened to the community with some minor defects and now in defects liability period. Stage 2: Procurement process has been approved and is currently out for pricing. Next steps Stage 2: Award stage 2 tender with physical works to hopefully start in December 2022 to 30 June 2023 (this is to be confirmed once tender has been awarded) Stage 3: To be discussed with local board on stage 3 and whether this can be funded now or in the future.
Beach Haven - renew coastal connections	Green	In Progress	Current status: Stage One physical works is completed and opened to the public. Stage two consent has been approved with conditions - reviewing to see if this has impact on budget. Next steps: Stage two: Stage two physical works procurement has been approved is out for tender with physical works planned to start December 2022. This will be a two-year physical works programme. The viewing platform will be completed first along with the track and the new coastal boardwalk to the Shepherds Park carpark to ensure ready for the Women's FIFA World Cup before 30.6.23. Second stage will be the bridges and rest of track with physical works to be completed by December 2023.
Wairau Valley Business Engagement and Communications	Green	Approved	TAU submitted a report on Wairau Valley Business Needs to the local board September business meeting. The local board resolved to support the allocation of funding approved (sharepoint ID#3042). Staff will arrange an initial meeting between the local board and Business North Harbour to agree arrangements for how the collaboration between Business North Harbour and the local board to be operationalised and the possibility of an appointed local board liaison.
Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Kaipātiki	Green	In Progress	All Kaipātiki libraries supported Matariki through intergenerational programmes and events. A special after-hours 'Twighlight Matariki storytime' was enjoyed by local whānau. During Māori language week we all created special displays, promoted collections and teams practised their Te Reo Māori.
Community grants Kaipātiki	Green	In Progress	The annual grants budget this year is $146,642. 17 August 2022 - $47,127.66 allocated - Resolution Number KT/2022/180 - this leaves $99,514.34 to be spend on two Local Grant Rounds and Two Multi-board Grant rounds.

Activities with significant issues

13. The following work programme activities have been identified by operating departments as having significant issues as of 30 September 2022:

Table 3: Update of activities with significant issues in quarter one 2022/2023

Activity name

RAG status

Activity status

Quarter one 2022/2023 update

EOI for youth providers to operate from Marlborough Park Youth Facility

Red

Approved

The Marlborough Park Youth Facility is managed by Kaipatiki Community Facilities Trust (KYDT) and is currently on a Community Centre Management Agreement until June 2024. A request from the KYDT Governance Board to terminate this agreement has not been received. Without a budget allocation this activity cannot continue and it is recommended to cancel.

Climate Action Programme - Kaipātiki

Grey

In Progress

The Kaipātiki Climate Action Plan goals and actions were workshopped with the local bond on Wednesday August 3 and a full draft provided for the board to provide feedback on 15 August 2022. A final Kaipātiki Climate Action Plan incorporating local board feedback and reviewed by subject matter experts was included on the local board 21 September 2022 business meeting where adoption of the plan was deferred until the new board term to allow for additional changes request by members to be incorporated into the final plan.

In Quarter 2 changes are to be incorporated into the final Climate Action Plan and workshopped with the incoming board at the first available opportunity. Due to the Local Board’s deferral of the plan until the new term, work on year two of the project, including the procurement of a Climate Activator, is on hold.

Activities on hold

14. The following work programme activities have been identified by operating departments as being on hold as of 30 September 2022:

Table 4: Update of activities on hold in quarter one 2022/2023

Activity name	RAG status	Activity status	Quarter one 2022/2023 update
Celeste Reserve - renew playground	Green	On Hold	Current status: Feasibility of renewal being investigated and options being detailed. Next steps: Present costing and options to the local board.
Glenfield Pool Boiler Replacement	Amber	On Hold	Project on hold. Project not in the pipeline for Financial Year 2023.
Ernie Mays Street, Northcote-Northcote Citizens Centre Management Trust	Amber	On Hold	This site is part of Unlock Northcote. Eke Panuku are in communications with the community group who own the building concerning acquiring this property. Therefore the lease renewal will not be progressed at this stage.
Lindisfarne Hall - Northcote Preschool	Amber	On Hold	Options around the future use of the building have been workshopped with the board in March and May 2022. It was recommended any decisions be put on hold until details around the new community hub in Northcote Central are finalised and the current users of the building are given adequate notice to enroll at alternative preschools.

Changes to the local board work programme

Deferred activities

15. These were no activities deferred from the 2022/2023 work programme in quarter one 2022/2023.

Cancelled activities

16. These were no activities cancelled from the 2022/2023 work programme in quarter one 2022/2023.

Activities merged with other activities for delivery

17. The following activities have been merged for efficient delivery and reporting:

· ID#1481: Top up for funding for Birkdale, Beach Haven, Highbury Community Houses and Hearts and Minds (ABS) has been merged with ID#229: Top up for funding for Birkdale, Beach Haven, Highbury Community Houses and Hearts and Minds (LDI).

Activities with changes

18. The Kaipātiki Local Board formally approved changes to the Customer and Community Services work programme at its 21 September 2022 business meeting. These changes are reflected in the work programme update in Attachment A.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

20. Work programmes were approved in June 2022 and delivery is underway. Should significant changes to any projects be required, climate change impacts will be assessed as part of the relevant reporting requirements. Any changes to the timing of approved projects are unlikely to result in changes to emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.

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

Local impacts and local board views

22. This report informs the Kaipātiki Local Board of the performance for ending 30 September 2022.

Tauākī whakaaweawe Māori

Māori impact statement

23. A number of the activities in the local board work programmes positively impact Māori. Table 4 below provides updates on the activities that have a direct Māori outcome focus.

Activity name	RAG status	Activity status	Quarter one 2022/2023 update
Manaakitanga Kaipātiki	Green	In Progress	A funding agreement with Westlake Boys High School was processed this quarter to support the upcoming Te Ahurea Tino Rangatiratanga 2022. The event celebrates Māori performing arts development in Rangitahi and will be held in Q2. A funding agreement with Kaipatiki Community Facilities Trust was processed this quarter, to enable delivery of programmes with a focus on responding to Māori aspirations. Te Reo Workshops were held at Highbury Community House and Kaipatiki Youth Development Trust and Marlborough Primary and Glenfield PrimaryWeaving Workshops were held monthly, and the Mau Raku Programme weekly are well attended. Matariki themed activities and games were incorporated into the July school holiday programme. KCFT attended the School Kahui Ako meetings through the quarter to increase the knowledge of the Kai Awhina role and Kaipatiki Local Boards role in Kaipatiki
Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori -	Green	In Progress	All Kaipātiki libraries supported Matariki through intergenerational programmes and events. A special after-hours 'Twighlight Matariki storytime' was enjoyed by local whānau. During Māori language week we all created special displays, promoted collections and teams practiced their Te Reo Māori.
KT: Te Kete Rukuruku (Māori naming of parks and places)	Amber	In Progress	Issues with shared interests are ongoing and not all sites will receive names in tranche one. Names for thirteen sites are expected to be received in Q2. The remaining sites will be deferred.
Kaipātiki - Te Kete Rukuruku - Māori naming of parks and places	Green	In Progress	Current status: Awaiting confirmation of bilingual signage at Shepherds Park. Next steps: Implement signage installation at Shepherds Park.

Table 5: Update of activities with a direct impact on Māori in quarter one 2022/2023

Ngā ritenga ā-pūtea

Financial implications

24. This report is provided to enable Kaipātiki Local Board to monitor the organisation’s progress and performance in delivering the 2022/2023 work programmes. There are no financial implications associated with this report.

Financial comments

25. Operating expenditure of nearly $6.0 million is $432,000 below budget for the first quarter. The Asset Based Services (ABS) is $207,000 below budget and the Locally Driven Initiatives (LDI) is $225,000 below budget. A film revenue of nearly $687 and LDI Opex carry forward totaling $28,215 were added into this financial year.

26. Operating revenue of $1.4 million is $350,000 above budget mainly in leisure facilities, facility hire and library services revenue.

27. Capital expenditure of $1.9 million is over budget by $465,000 this quarter mainly focussed on asset renewal programme.

28. The financial report for the first quarter ended 30 September 2022 for Kaipātiki local board area is provided as Attachment B to this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

30. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

31. The local board will receive the next performance update following the end of quarter two, December 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki work programme update, quarter one 2022/2023	267
b ⇩	7 December 2022 - Kaipātiki Local Board Business Meeting - Kaipātiki financial performance update, quarter one 2022/2023	317

Ngā kaihaina

Signatories

Authors	Paul Edwards - Senior Local Board Advisor
Authorisers	Paul Edwards - Senior Local Board Advisor

Kaipātiki Local Board

07 December 2022

Local Board feedback on Auckland Unitary Plan changes 78-83

File No.: CP2022/16345

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from the local board on Auckland Council’s notified plan changes and variations that implement:

· the National Policy Statement on Urban Development 2020 (NPS-UD)

· amendments to the Resource Management Act 1991 (RMA) requiring medium density residential standards (MDRS) be incorporated

· additions and amendments to the Historic Heritage and Notable Tree Schedules.

2. To provide an overview of submissions received from 18 August to 29 September 2022 on the council’s plan changes and variations.

Whakarāpopototanga matua

Executive summary

3. Decision-makers on the Auckland Unitary Plan (AUP) must consider local boards’ views on plan changes and variations if local boards choose to provide their views. This report is the mechanism for the local board to resolve and provide its feedback on the plan changes and variations that seek to implement the NPS-UD and RMA requirements.

4. The council’s response to the NPS-UD and RMA amendments are set out in plan changes 78-83 (PC 78–83) and in variations 4 and 5:

· PC 78 is the council’s intensification plan change, and is the main one that implements the NPS-UD and the RMA amendments

· PC 79 amends the AUP transport provisions to manage effects of intensification on the transport network. It includes provisions for pedestrian safety, lighting and electric vehicle re-charging stations for multi-unit development

· PC 80 amends the AUP’s Regional Policy Statement to align it with the NPS-UD

· PC 81 adds buildings to the AUP’s historic heritage schedule (Schedule 14)

· PC 82 amends details in the AUP historic heritage schedule (Schedule14), mainly by enlarging or reducing the size of historic places already scheduled

· PC 83 adds new notable trees and corrects errors in the AUP schedule of notable trees (Schedule 10)

· variation 4 relates to rezoning of some areas of open space already proposed to be re-zoned to residential land

· variation 5 relates to a site-specific rezoning (at Schnapper Rock Road in Greenhithe).

5. Some amendments to the AUP are mandatory. The council must change the AUP to implement the NPS-UD and amendments to the RMA. The NPS-UD also allows the council to make decisions on some other matters to help shape Auckland’s well-functioning urban environment. These include:

i) the size of walkable catchments, where enabling buildings of six storeys or more is required. These are the areas around the city centre, rapid transit stops, and the ten metropolitan centres (Albany, Takapuna, Westgate, Henderson, New Lynn, Newmarket, Sylvia Park, Manukau, Botany and Papakura)

ii) the building heights and density of urban form to enable residential development within and next to neighbourhood centres, local centres, and town centres

iii) The “qualifying matters” that will apply in some areas of Auckland that may allow the council to modify (or limit) the required building heights and density to the extent necessary to accommodate the qualifying matters.

6. Central government has identified potential qualifying matters in NPS-UD and RMA amendments. The council has included other ‘qualifying matters’ in PC 78 that are important for Auckland.

7. The plan changes and variations were open for submission over a six-week period, concluding on 29 September 2022. Submissions have now been coded and summarised, and further submissions may be lodged from 24 November to 8 December 2022. Further submissions can be made in support or opposition to an original submission but cannot introduce new matters.

8. Preliminary analysis of submissions identified these themes:

a) support and opposition to the zoning changes proposed

b) support or opposition for the extent of walkable catchments and related height/intensification

c) opposition to how qualifying matters have been applied, including opposition from large-scale developers to the application of the new Residential Low-Density zone as the way that some qualifying matters are implemented

d) support and opposition to special character as a qualifying matter

e) support for water and wastewater infrastructure as a qualifying matter in some locations e.g. Whangaparāoa, and opposition to this qualifying matter where landowners seek rezoning that increases the density of development on their site(s)

f) requests to rezone and apply MDRS to land in the light rail corridor which is excluded from PC 78.

9. Local boards are now invited to provide feedback on the council’s plan changes and variations which will be provided to the independent hearings panel for its consideration. These views must be the subject of a local board resolution.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) provide feedback on PC 78, PC 79, PC 80, PC 81, PC 82, and PC 83.

b) provide feedback on variations 4 and 5.

c) appoint a local board member to speak to the local board views at a hearing in 2023.

d) delegate authority to the chairperson of the local board to make a replacement appointment in the event the local board member appointed in resolution c) is unable to attend the hearing.

Horopaki

Context

Policy development

10. The NPS-UD and RMA amendments require that a proposed intensification plan change be notified by 20 August 2022. The Planning Committee and local board chairs (or their delegates) attended workshops and meetings throughout 2021 and 2022. Since October 2021, local boards and mana whenua have contributed to the development of the PCs 78-83, resulting in the approval of six plan changes and two variations to the AUP.

Decision-making authority

11. Each local board is responsible for communicating the interests and preferences of people in its area about the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. If the local board chooses to provide its views, those views will be provided in writing to the independent hearings panel.

12. Decision-makers must consider local boards’ views when deciding the content of these policy documents (as required by sections 15-16 Local Government (Auckland Council) Act 2009). PCs 78-83 and variations 4 and 5 will be included in the AUP, if approved.

13. An amendment to the RMA created a different hearings process for PC 78 and variations 4 and 5. The independent hearing panel makes recommendations to council about these. For PCs 79-83, the hearings panel is delegated responsibility to make the decisions on these, without reference back to council.

14. Local board members may then present the local board’s views at the hearing of the plan changes by the independent hearings panel. Local board views will be considered when the council makes decisions on the recommendations for PC 78 and Variations 4 and 5.

15. This report provides an overview of the plan changes and variations, and a preliminary summary of submissions’ key themes. Local board views must be the subject of a local board resolution(s) if those views are provided to the panel.

Tātaritanga me ngā tohutohu

Analysis and advice

16. Local board feedback on PCs 78-83 and variations 4 and 5 is now sought through resolutions at this meeting. This feedback will be forwarded to the independent hearings panel for its consideration.

17. Plan change provisions over which council has some discretion include the following key matters in PC78:

i) the extent of walkable catchments from the edges of the city centre and metropolitan centres and around rapid transit network stops (as required under NPS-UD Policy 3(c))

ii) the approach to, and extent of, intensification of areas within and adjacent to town, local and neighbourhood centres (as required under NPS-UD Policy 3(d))

iii) the selection of, and approach to, “any other qualifying matters” that limit the height and density that would otherwise be required by the NPS-UD Policy 3 and/or the medium density residential standards that must be applied to Auckland’s relevant residential zones.

18. Submissions were received on plan change matters that are mandatory in the NPS-UD and RMA amendments. Mandatory matters include the introduction of walkable catchments, the enablement of six storey buildings in all zones in walkable catchments, and the incorporation of MDRS in all “relevant residential zones” (Terrace Housing and Apartment Buildings zone, Mixed Housing Urban and Low-Density zone) outside walkable catchments. As these matters are mandatory, the independent hearings panel will be unable to recommend changes in response to these submissions.

19. All submissions have been numbered, organised and allocated to topics in the summary of decisions requested to enable evaluation and assessment by staff and the public. This information is available to local boards via the Auckland Unitary Plan webpage when it is publicly notified from 5 December 2022. It will also be provided to the independent hearings panel to assist the panel with understanding the public’s view of the council’s plan changes and variations, and with formulating arrangements for hearings in 2023. Table 1 provides the numbers of submissions received.

Table 1 Submissions received on PC 78 and related changes

Plan change number	Plan change name	Number of submissions received	Spatial application of the plan change
78	Intensification	2398	All Auckland except Hauraki Gulf Islands
79	Amendments to the Transport Provisions	128	All Auckland except Hauraki Gulf Islands
80	Regional Policy Statement Well-Functioning Urban Environment, Resilience to the Effects of Climate Change and Qualifying Matters	88	All Auckland
81	Additions to Schedule 14 Historic Heritage Schedule	53	Various locations, see Attachment A
82	Amendments to Schedule 14 Historic Heritage Schedule	33	Various locations, see Attachment A
83	Additions and amendments to Schedule 10 Notable Trees Schedule	25	Various locations, see Attachment A
Variation 4 to PC60	Open Space and Other Rezoning Matters	12	Various locations, see Attachment A
Variation 5 to PC66 (Private)	57 and 57a Schnapper Rock Road	5	Greenhithe, see Attachment A Upper Harbour Local Board

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Objective 8 and Policy 1 of the NPS-UD set out a policy framework that signals the need for decisions under the RMA to reduce emissions and improve climate resilience.

21. This framework is in line with the ‘built environment’ priority of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which has a goal of achieving “A low carbon, resilient built environment that promotes healthy, low impact lifestyles”. The plan states that:

“To move to a low carbon and resilient region, climate change and hazard risks need to be integral to the planning system that shapes Auckland. Integrating land-use and transport planning is vital to reduce the need for private vehicle travel and to ensure housing and employment growth areas are connected to efficient, low carbon transport systems.”

22. Implementing the NPS-UD will enable additional residential intensification to occur in areas where jobs, services and amenities can be easily accessed by active modes and public transport. This will contribute to reducing greenhouse gas emissions and the more efficient use of land will reduce growth pressures in areas more susceptible to the effects of climate change. In some places, applying the MDRS required under the RMA amendments will also achieve this outcome. However, a key aspect of the council’s submission on the RMA amendments was that enabling three-storey medium density housing across Auckland’s urban environment, is likely to result in a greater number of people living in areas where it is extremely difficult to provide a high level of public transport service.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. All relevant council departments and some Council Controlled Organisations contributed to preparing the council’s plan changes to implement the NPS-UD and the RMA amendments. Auckland Transport and Watercare will have an ongoing role during the hearings, contributing to the council’s evidence presented to the independent hearings panel. Eke Panuku is a submitter, and so is not part of the council team that will prepare and present evidence to the independent hearings panel.

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

Local impacts and local board views

24. Local boards were briefed in October and November 2021 on the implications of the NPS-UD and local board chairs were invited to the series of Planning Committee workshops run in 2022 on the NPS-UD. Local boards also received a detailed briefing on the council’s preliminary response in March and May 2022.

25. Although not local board views, as these require a business meeting resolution, the following local boards provided local board input to Planning Committee regarding the government’s intensification directives:

· Ōrākei Local Board presented on the Resource Management (Enabling Housing and Others Matter) Bill on 4 November 2021, and on the National Policy Statement on Urban Development on 31 March 2022

· Albert-Eden, Devonport-Takapuna, Henderson-Massey, Kaipātiki, Mangere-Ōtāhuhu, Ōrākei, Puketāpapa, Waitematā, and Whau Local Boards all presented to the Planning Committee on NPS UD on 30 June 2022

· Manurewa Local Board presented regarding provision and protection of green space where intensification is planned on 4 August 2022, the meeting where the plan changes were approved for notification.

26. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in the local board area

· well-being of communities within the local board area

· local board documents, such as the local board plan and local board agreement

· responsibilities and operation of the local board.

Tauākī whakaaweawe Māori

Māori impact statement

Context

27. Auckland Council has obligations under Te Tiriti o Waitangi and council’s Significance and Engagement Policy to take special consideration when engaging with Māori and to enable Māori participation in council decision-making to promote Māori well-being. The Schedule of Issues of Significance is a statutory document that guides the Independent Māori Statutory Board’s advocacy to Auckland Council, Local Boards and Council-Controlled Organisations, for and on behalf of Māori in Tāmaki Makaurau.

28. If the local board chooses to provide its views on the plan changes it includes the opportunity to comment on matters that may be of interest or importance to Māori People, well-being of Māori communities or Te Ao Māori (Māori worldview). More than 180,000 Aucklanders identify as Māori, as at the time of the 2018 census.

Potential impact of plan changes and variations for Māori

29. The NPS-UD provides for the interests of Māori through intensification to increase housing supply, alongside its identification of qualifying matters. The widespread intensification sought by the NPS-UD has the potential to affect Māori both negatively and positively. This includes with respect to culturally significant sites and landscapes, Treaty Settlement redress land, the urban form as it reflects mātauranga Māori and accessibility, and Māori facilities where customs and traditions are observed (such as marae).

30. None of the plan changes or variations trigger an issue of significance as identified in the Schedule of Issues of Significance or Māori Plan (2017, Independent Māori Statutory Board).

Māori involvement and feedback

31. The relevant qualifying matters set out in the NPS-UD and RMA amendments include matters of national importance that decision-makers are required to recognise and provide for under section 6 of the RMA 1991, and matters necessary to implement, or to ensure consistency with, iwi participation legislation.

32. Policy 9 of the NPS-UD sets out requirements for local authorities as follows:

“Local authorities, in taking account of the principles of the Treaty of Waitangi (Te Tiriti o Waitangi) in relation to urban environments, must:

a) involve hapū and iwi in the preparation of RMA planning documents and any FDSs by undertaking effective consultation that is early, meaningful and, as far as practicable, in accordance with tikanga Māori; and

b) when preparing RMA planning documents and FDSs, take into account the values and aspirations of hapū and iwi for urban development; and

c) provide opportunities in appropriate circumstances for Māori involvement in decision-making on resource consents, designations, heritage orders, and water conservation orders, including in relation to sites of significance to Māori and issues of cultural significance; and

d) operate in a way that is consistent with iwi participation legislation.”

33. Policy 9 directs the council to involve iwi and hapū in the NPS-UD, during the preparation of planning documents, and to take into account the values and aspirations of hapū and iwi for urban development in the region. In the context of the NPS-UD, the council must involve mana whenua and mataawaka within the region.

34. Individual and collective engagement raised key themes relating to matters like the protection of scheduled and known cultural heritage and managing potential interface effects from new development with existing marae. This is supported by research undertaken by the council team in advance of these discussions with mana whenua. This has drawn on a wide range of council documents and publicly available information.

35. Common themes shared in hui include:

a) universal access to be provided in residential design for less able whānau members

b) access to open space for health and wellbeing

c) safe and connected whānau and communities

d) avoiding development in areas poorly served by infrastructure

e) access to affordable housing options

f) maintaining access to customary activities e.g. waka launching, kaimoana gathering

g) protection of Māori sites and places of cultural significance. Maintaining precincts that protect cultural values or are otherwise culturally sensitive (such as Ihumātao)

h) avoiding negative effects of intensive residential development on established cultural activities/facilities (such as marae)

i) provisions for Kohanga reo and Kura Kaupapa Māori in urban areas

j) use of Māori design concepts in the development of commercial centres and in large residential developments

k) use of mātauranga and tikanga Māori in the management of resources

l) the support of measures to maintain and improve water quality, ecological areas, volcanic viewshafts, and the coastline.

m) avoiding exacerbating natural hazard risks

n) maintaining the cultural significance of the Waitākere Ranges Heritage Area

o) concern that Future Urban Zone land will be prematurely rezoned.

Ngā ritenga ā-pūtea

Financial implications

36. NPS-UD implementation has been progressing within existing budgets. However, the RMA amendments resulted in a significant increase in the scale and complexity of the project, without any changes to the NPS-UD implementation timeframes. This requires a greater than anticipated level of change to the AUP, for example there are changes proposed to more than 60 AUP chapters.

37. The financial impact of these changes will affect the current 2022-2023 financial year, and potentially the following year. While it is expected that additional costs in the current financial year can be met through a re-prioritisation of work programmes within the Chief Planning Office, further costs (primarily relating to operation of an independent hearings panel and engagement of specialists) may require re-prioritisation of other work programmes from across the council. Any impacts will be of a scale that will not affect the council’s overall financial position, nor affect any boards’ assets or operations.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. There is a risk that, due to timeframes, the local board will be unable to provide its views and preferences on the plan changes and variations if it doesn’t pass a resolution. This report provides:

· the mechanism for the local board to express its views and preferences

· the opportunity for a local board member to speak at the relevant hearings.

39. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

40. The power to provide local board views regarding the content of a private plan change cannot be delegated to individual local board member(s) (see Local Government Act 2002, Sch 7, cls 36D). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

Local board views

41. Resolutions of the local board will be provided to the independent hearings panel in the first quarter of 2023. The local board member delegated the authority to speak to local board views will be invited to the relevant hearings. Local board resolutions will also be reported to the Planning, Environment and Parks Committee for its decision-making on the recommendations it receives from the independent hearings panel.

Process for plan changes and variations

42. Staff continue to analyse the submissions received, and this analysis will be presented in evidence to the independent hearings panel during the hearing of submissions in 2023. A report to the Planning, Environment and Parks Committee will request a sub-group be established as decision-maker for policy shifts that may arise during the hearings (as decisions may be required more quickly than can be achieved by reporting to meetings in compliance with the Local Government Official Information and Meeting Act).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	7 December 2022 - Kaipātiki Local Board business meeting - Local board areas in which changes are proposed for historic heritage or notable trees and variations	329

Ngā kaihaina

Signatories

Authors

Eryn Shields - Team Leader Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Paul Edwards - Senior Local Board Advisor

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Erica Hannam
	Melanie Kenrick
	Tim Spring
	Dr Janet Tupou
	Adrian Tyler