Agenda of Whau Local Board - Wednesday, 7 December 2022

1 Nau mai | Welcome

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.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) confirm the minutes of its extraordinary meeting, held on Wednesday, 2 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 Whau 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.

8.1 Deputation: The Whau River Catchment Trust - Annual Report 2021/2022

Te take mō te pūrongo

Purpose of the report

1. Gilbert Brakey, Chairperson, was in attendance to present to the local board the Whau River Catchment Trust (WRCT) Annual Report 2021/2022.

Whakarāpopototanga matua

Executive summary

2. The Whau River Catchment Trust was contracted to deliver a Community Environmental Restoration Programme as part of Auckland Council’s Parks Community Partnership Programme during the period 1 July 2020 to 30 June 2021. All work was undertaken within the Whau River Catchment.

3. The objective of this work was ‘To develop and coordinate community involvement in a “whole of landscape” ecological project approach and to carry out environmental restoration activities on reserve land within the Whau River Catchment with Volunteers from the local community and elsewhere’.

4. A summary of the outputs of that Agreement is to be presented to the local board.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) receive the Whau River Catchment Trust Annual Report 2021/2022 and thank Chairperson Gilbert Brakey for his attendance to speak to this item.

Attachments

a Whau River Catchment Trust (WRCT) Annual Report 2021-2022.............. 381

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 ⇩	Whau Ward Councillor's Report	11

Whau Local Board

07 December 2022

Local board appointments and delegations for the 2022-2025 electoral term

File No.: CP2022/15653

Te take mō te pūrongo

Purpose of the report

1. To recommend that the local board make internal appointments and delegations to manage its workload and enable the discharge of duties and responsibilities in a timely manner.

Whakarāpopototanga matua

Executive summary

2. Local boards are responsible for a wide range of Council decisions. As per their legislative role, most of these decisions relate to non-regulatory responsibilities of the Council allocated to local boards.

3. In the first term of Auckland Council, all 21 local boards (and the Governing Body) made a general delegation to the Chief Executive of all their responsibilities, duties and powers subject to the exclusions, restrictions and clarifications set out in the Chief Executive’s Delegations Register. The exercise of responsibilities, duties and powers delegated from local boards is subject to the Local Board Delegation Protocols (The Protocols). The Protocols require a range of decisions to be reported to the local board and require that certain decisions made by staff be subject to consultation with the local board, through a nominated local board member (or portfolio holder).

4. Local boards have also been delegated some decisions relating to regulatory processes from the Governing Body. These include giving input into the resource consent process and making objections to liquor licence applications. Some of these decisions are subject to statutory timeframes so having individual members take the lead on such matters ensures the local board can participate effectively in these processes.

5. To enable effective and efficient decision-making, it is appropriate that individual members undertake the following duties and responsibilities:

a) Provision of local board views and feedback during staff consultation on general landowner approvals

b) Provision of local board views and feedback during staff consultation on activities that are subject to regulatory approval e.g. film applications and events

c) Provision of formal feedback on resource consent-related matters, specifically input into resource consent notification decisions and provision of local board views, if any, on publicly notified resource consents; includes providing views, if required, on any council decisions relating to the COVID-19 Recovery (Fast-track Consenting) Act 2020

d) Preparation of and submission of objections, if any, to liquor licence applications and authority to speak at relevant hearings, if required

e) Representation at meetings of joint committees, working groups and other bodies which the local board is a party of or invited to.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) kopou / appoint a nominated contact, and an alternate, for staff consultations over landowner approval applications (excluding applications for filming and events).

b) kopou / appoint a nominated contact, and an alternate, for staff consultation on applications for filming, events and other activities on local parks and local facilities that also require regulatory approval.

c) kopou / appoint a lead, and an alternate, for liquor licence matters and delegate authority to that member, including any alternate, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences.

d) kopou / appoint a lead, and an alternate, on resource consent matters and delegate authority to that member, including any alternate, to:

i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application

ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required

iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force.

e) kopou / appoint a representative, and an alternate, to meetings of the Local Government New Zealand Auckland Zone and to take the lead on matters relating to this forum.

f) tautapa / delegate authority to the Chairperson to work with other local board chairpersons to select shared representatives to Council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards.

g) kopou / appoint a representative, and an alternate, to the Manukau Harbour Forum joint committee.

Horopaki

Context

6. To enable the effective and efficient conduct of a local board’s business, the Local Government Act 2002 (the Act) provides that a local board may delegate to a committee, subcommittee, or member of the local board, or to an officer of Council, any of its responsibilities, duties, or powers, except for the exceptions listed in clause 36D, schedule 7 of the Act. The responsibilities that cannot be delegated include the duty to identify and communicate the interests and preferences of the people in the local board area in relation to the content of the strategies, policies, plans and bylaws of Auckland Council.

7. It is standard practice for local boards to delegate responsibilities for specific tasks and duties to individual members, to enable those tasks and duties to be discharged in a timely manner.

8. Local boards have also made general delegations to the Chief Executive which enable staff to make a range of other decisions on behalf of the local board. Some decisions delegated to the Chief Executive are conditional on consultation with the local board, so this report includes appointments of representatives with whom staff can consult and seek local board views from.

Tātaritanga me ngā tohutohu

Analysis and advice

9. Local boards have been allocated decision-making responsibility for various non-regulatory activities including the use of and activities within local parks and local community, and recreation facilities. Considering and determining requests by the public and other third parties for the use of these parks and facilities is therefore within the allocated responsibilities of Local Boards. Auckland Council refers to these decisions as “landowner consents” or “landowner approvals”.

10. Through the general delegation to the Chief Executive, all local boards have delegated landowner approval decisions to staff subject to consultation with the local board. This enables this customer-facing process to be administered efficiently.

11. The Protocols provide that the nominated local board member can request staff (who are undertaking the consultation) to refer the landowner approval applications to a local board business meeting for a decision. This approach is typically exercised sparingly and in relation to controversial issues of particular interest to the local board or local community. Referring the matter to the local board for decision adds a considerable amount of time and resource to the process as it requires staff to follow the reporting timeframes for business meetings and slows down Council’s response to the customer.

12. Separately Auckland Council takes regulatory decisions in relation to applications made under its Bylaws and the Resource Management Act 1991. Regulatory decisions sit with the Governing Body and are often delegated to staff or to independent commissioners. Before taking decisions, the Governing Body must consider the views and preferences expressed by a local board where the decisions affect the local board area.

13. This report recommends the appointment of local board members to take the lead on providing these approvals and views.

General landowner approvals

14. The role of the local board’s nominated lead for general landowner approvals is to be the point of consultation for staff. The lead’s responsibility is to:

· receive information about the proposed activity which requires landowner approval

· provide views, if any, about the impact of the proposal on the local park and the local community

· maintain a focus on governance matters noting that staff who maintain the park and undertake operational duties will be identifying the relevant operational issues

· ensure that reasons are given to support the views based on relevant and not irrelevant considerations

· consult other members of the local board, if appropriate, and collate their feedback, if any, to give to staff

· provide views, if any, in a timely manner (staff recommend nominated leads strive to provide feedback within five days, if possible) and,

· provide regular updates to the local board on landowner approval applications received as appropriate.

15. The exercise of Council’s general powers to make landowner decisions is not unconstrained. Whether taken by staff or at the full local board level, decision-makers must ensure decisions are made in accordance with statutory and common and public law principles.

Filming

16. Screen Auckland (part of Tātaki Auckland Unlimited) is the agency in charge of permitting applications for filming in the Auckland region. They also facilitate the request for landowner approvals relating to film applications.

17. Due to recent growth in screen industry activity, Screen Auckland is now processing approximately 1,000 permit applications per year. This number is predicted to continue to increase as the film industry recovers from COVID-19 restrictions.

18. Screen Auckland’s service level commitment is to process film applications within three to five working days. These timeframes reflect the nature of this industry and is in line with the ‘film-friendly’ direction in the Auckland Film Protocols, but it adds pressure to internal consultation processes.

19. The recommended timeframe, for consulting with local boards on filming applications, is two working days. These tight timeframes also mean that referring the matter to the full local board will most likely result in cancellation of the application as applicants will likely opt for a different location. Therefore, to meet Council’s service level commitments, the local boards are encouraged not to refer film applications to the full local board for consideration.

20. The role of the local board’s film lead is to be the point of consultation for staff processing applications for film permits on local parks. The lead’s responsibility is to:

· receive information about filming applications on local parks

· provide views, if any, on how the activity may impact the local park and local communities

· maintain a focus on governance matters noting that operational staff will be identifying any operational issues

· ensure reasons are given to support the views and that these are based on relevant and not irrelevant considerations

· respond within two working days (staff will assume the local board does not have any feedback to give if there is no response received within this timeframe) and,

· provide updates to the local board on their nominated lead activities as appropriate.

Events

21. The Protocols require that a nominated local board lead be consulted, on behalf of the local board, on event applications that meet certain triggers. These triggers pertain to applications to hold events on Council-owned land in the local board area that require regulatory approval and involve one or more of the following matters:

· complete or substantial closure of the public open space

· more than 500 people

· road closure

· liquor

· ticketed event.

22. The role of the local board’s events lead is to be the point of consultation for staff processing event permits on local parks. The lead’s responsibility is to:

· receive information about event application on a local park, when the above triggers are met

· provide views, if any, on how the event activity may impact the local park and local communities

· maintain a focus on governance matters noting that staff who maintain the park and undertake operational duties will be identifying any operational issues e.g., need for traffic management, etc

· ensure reasons are given to support the views and that these are based on relevant and not irrelevant considerations

· respond in a timely manner (staff recommend nominated leads strive to provide feedback within five days, if possible)

· provide updates to the local board on their nominated lead activities as appropriate.

23. Staff are also required under the Protocols to notify the nominated local board member of areas relating to the event that may involve reputational, financial, performance or political risk and decisions to approve events on Council-owned land in the local board area. The nominated lead will be the primary point of contact for these communications.

Liquor licence matters

24. The district licensing committees consider and grant or renew applications for liquor licences and manager’s certificates. When a business applies for a new liquor licence (on-licence, off-licence, club licence, or special licence) or a renewal, these applications are publicly notified.

25. The Governing Body has delegated to local boards the power to object to liquor licensing applications under the Sale and Supply of Alcohol Act 2012 (GB/2014/103).

26. Local boards have 15 working days from the date of a public notice of liquor licence applications (new or renewals) to provide an objection on the matter. The district licensing committee is required to convene a public hearing whenever an objection has been filed unless the application is withdrawn, the objector does not require a public hearing, or it believes that the objection is vexatious and based on grounds outside the scope of the Sale and Supply of Alcohol Act 2012.

27. As per the practice in previous terms, this report recommends delegating responsibility to an individual local board member to monitor public notices and lodge objections, if required, on time.

28. The nominated member’s authority extends to representing the local board at any public hearing that considers the local board’s objection. Where the nominated member is not available to attend a public hearing to speak to the local board’s objection, the alternate member or Chairperson or other member agreed by the local board can represent the local board.

Input to resource consent matters

29. Decisions to grant resource consents are regulatory decisions of the Council that sit with the Governing Body and are delegated to staff.

30. Governing Body has resolved that Local boards will be given the opportunity, within the statutory timeframes, to provide feedback, if any, on whether resource consent applications should be publicly notified (GB/2011/156).

31. Local Boards can also provide views on resource consent applications once they have been notified (and may speak to these views at hearings).

32. Resource consent processes are subject to statutory timeframes. To ensure the local board can participate effectively in this process, it is recommended that the local board appoint and authorise an individual member to take the lead in developing and providing feedback when applications are received.

33. Local boards, in previous terms, have identified a list of issues that automatically trigger their feedback on resource consent matters. When these issues or ‘triggers’ present themselves in a resource consent application, staff will email the nominated lead copies of applications for feedback. Local board leads are encouraged to provide comments on the matter within three working days.

34. Considerations by the lead, on behalf of the local board, should include how or if the proposed activity may adversely affect people in the local board area.

35. If the local board desires, the nominated lead for resource consent matters can also be the member in charge of assisting the local board in developing its feedback on other planning matters such as plan changes and notices of requirement. These matters cannot be delegated so feedback, if any, must be decided on by the full local board.

Auckland Zone/LGNZ

36. Local Government New Zealand (LGNZ) is an incorporated society (New Zealand Local Government Association Inc) which represents the national interests of councils around New Zealand and leads best practice in the local government sector.

37. The objectives of LGNZ include promoting and advocating matters affecting the national interests of local government. LGNZ holds regular dialogue with government, parliamentarians and government agencies and provides thought leadership and research on matters of interest to local authorities.

38. LGNZ members are organized in geographically based zones and sectors generally. In 2019, LGNZ Rules were amended to remove Auckland from Zone 1 with an expectation that Auckland Council, with its 21 local boards, will operate as its own zone group (Auckland Zone).

39. In the previous term, Auckland Zone held quarterly meetings with the LGNZ President and Chief Executive. These meetings were co-chaired by the councillor and local board member who are appointed to the Local Government New Zealand National Council. Each local board appointed a representative to attend meetings of the Auckland Zone and take the lead on all matters relating thereto.

Delegation to chairperson – selection of shared representatives

40. From time to time during the term, local boards may be invited to appoint a limited number of representatives to working parties, advisory groups, and other groupings that the Governing Body may set up. The selection of a small number of people to represent many local boards requires local boards to work together.

41. In the previous term, Chairpersons played a critical role in reaching these joint decisions. Chairpersons can work as a selection committee (utilising their monthly Chairs’ Forum) to discuss and agree jointly on shared representatives for all local boards as and when required. In the previous term, this was also process authorised by local boards for the selection of the single local board representative to the Local Government New Zealand National Council and a representative to the Establishment Unit Board for the light rail project.

42. As representatives of their local boards, chairpersons can also work together in clusters to select representatives from different parts of the region, where this is required.

Manukau Harbour Forum

43. The Manukau Harbour Forum is a joint committee established by the nine local boards surrounding the Manukau Harbour. The joint committee structure of this forum enables these local boards to engage in collective and collaborative action to achieve improvements in water quality and the natural biodiversity of the Manukau Harbour, and agreed joint actions that help improve the amenity value of the harbour.

44. As appointing bodies of the Manukau Harbour Forum, the nine local boards and the forum itself work collaboratively with mana whenua, the Government, non-Government organisations, businesses and communities that live on the harbour and its contributing waterways and estuaries.

45. Each local board appoints a member who represents the local board at meetings of the forum and takes the lead on all matters relating to the forum. Appointing an alternate can ensure the local board will be able to have a representative at meetings of the Manukau Harbour Forum should the appointed member not be available.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. This report recommends the appointment of nominated local board members to ensure that Council can undertake its operational and statutory duties in a timely manner, while receiving local board input and decision-making in matters that are of local importance.

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

Local impacts and local board views

47. This report seeks to appoint nominated local board members to perform specific functions.

48. Any local board member who is appointed as a nominated board member should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

50. 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

51. If local boards choose not to appoint a nominated board member for landowner approvals, film applications and events, staff will need to seek feedback from the chairperson. This could potentially lead to a busy workload for the local board chairperson, in addition to their existing duties.

52. If local boards choose not to delegate to provide views on notified applications, there is a risk that they will not be able to provide formal views prior to submission closing dates and miss the opportunity to have their feedback presented and heard at a hearing.

53. If local boards choose not to delegate to provide their views on liquor licences, there is a risk that they will not be able to provide formal views prior to closings dates for submissions not coinciding with political meetings.

Ngā koringa ā-muri

Next steps

54. Nominated local board members providing feedback will engage with staff acting in accordance with the Local Board Delegation Protocols.

55. Training for local board members will be offered on the Resource Management Act 1991 and the preparation of effective feedback for applications notified as part of a Resource Management Act 1991 process.

56. Nominated local board members (and alternates) who are delegated the responsibility of preparing and providing objections and speaking to the local board’s objection at district licensing committee hearings should sign-up to receive alcohol notices. This will ensure that they hear about new applications as soon as they are open for comment.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Appointment of Whau Local Board Members to external organisations

File No.: CP2022/15727

Te take mō te pūrongo

Purpose of the report

1. To appoint board members to external organisations relevant to the Whau Local Board area 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. Elected members are often invited to participate in these external organisations in various capacities.

3. The beginning of the new electoral term generates the need for new appointments. This report provides details of the external organisations relevant to the local board and requests that the local board nominates a lead and alternate member to represent the board on those external organisations for the 2022-2025 triennium.

4. 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.

5. 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 Whau Local Board:

a) appoint one local board member and one alternate to the Aircraft Noise Community Consultative Group.

b) nominate one local board member and one alternate to act as a liaison with the following organisations for the 2022-2025 triennium

i) The Avondale Business Association

ii) The Blockhouse Bay Business Association

iii) The New Lynn Business Association

iv) The Rosebank Business Association

v) The Whau Coastal Walkway Environmental Trust.

c) 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 Local Government New Zealand National Council as soon as possible.

Horopaki

Context

6. A number of external organisations provide for the formal participation of Auckland Council elected members in their affairs. Elected member appointees will have a variety of duties and liabilities depending on the individual organisation.

7. At the commencement of each triennium, the Governing Body and local boards make appointments to external organisations.

8. As local board representatives, the nominated members represent the local board, and do not attend in a personal capacity. Nominated local board members will provide updates at local board meetings to regularly inform all local board members of discussions and decisions made of their activities, unless good reasons exist for confidentiality. These updates are in the form of business meeting reports which maintain public transparency.

9. Members are delegated in their capacity as elected local board members. Should they no longer be a local board member, their nominations would be repealed automatically.

10. Local board members may be part of any organisation in their private capacity and personal interests. They are encouraged to disclose memberships of external organisations in the conflict of interest register.

11. The details of the organisations relevant to the Whau Local Board are described below.

Improvement Districts (BIDs)

12. 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).

13. 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.

14. 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.

15. There are four Business Improvement Districts (BIDs) in the Whau Local Board area located in the Blockhouse Bay, Avondale and New Lynn town centres, and in the Rosebank industrial precinct.

16. The local board has a day-to-day relationship with the business associations as a joint partner in the BID Partnership Programme. The local board will work with the business associations to align the direction for the BID programme and local priorities expressed in the Local Board Plan. The local board will receive regular reporting on the BID Partnership Programme and review progress against objectives.

17. It is recommended that the local board appoint a local board member and an alternate to act as a liaison with each business association to represent the local board regarding all matters relating to the BID.

18. The business association may invite the appointed member onto the BID Governance Board or Executive Committee. The discretion on whether this happens, and whether the member has voting rights will lie with the business association under the rules of their constitution.

Aircraft Noise Community Consultative Group

19. Under Designation 1100 of the Auckland Unitary Plan Operative in part, the Auckland International Airport Limited is required to maintain the Aircraft Noise Community Consultative Group. The purpose of the group is to consider, and where appropriate, make recommendations to Auckland International Airport Limited on aircraft noise and concerns that arise from the operations and activities at the airport.

20. Membership of the group comprise an Auckland Council Governing Body representative, 12 local board representatives, and representatives from industry, Mana Whenua, the community, Airways, Board of Airline Representatives of New Zealand, and Auckland International Airport Limited.

21. One local board member is selected from each of the following local boards: Mangere-Ōtāhuhu, Ōtara-Papatoetoe, Manurewa, Howick, Franklin, Maungakiekie-Tamaki, Albert-Eden, Puketāpapa, Whau, Orākei, Wāitakere Ranges, and Papakura.

Whau Coastal Walkway Environmental Trust

22. The Whau Coastal Walkway Environmental Trust was established in 2014 to promote the design and construction of the Te Whau Pathway, which is an Auckland Council-led project.

23. Since 2019 the Whau Local Board and Henderson-Massey Local Board have each appointed one member and one alternate to undertake an informal liaison role with the Trust.

Local Government New Zealand (LGNZ) National Council

24. 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 their alternate) and a representative to be appointed by the Governing Body.

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

26. 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.

27. 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.

Tātaritanga me ngā tohutohu

Analysis and advice

28. 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

29. 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.

30. Most appointments require attendance at regular meetings of these external organisations. Elected members are encouraged to consider taking on responsibilities only if they can commit to the time and effort that is required.

Managing conflicts of interests

31. 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.

32. 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.

33. 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.

34. 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.

Accountability

35. 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.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

39. This report seeks the local board’s decision on representatives to external community organisations relevant to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

40. 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 separately.

Ngā ritenga ā-pūtea

Financial implications

41. There are no financial implications as a result of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. 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.

43. 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

44. Staff will inform each external organisation of the name of the local board appointment or nominee. They will also inform the local board representative of the time, date and location of any meeting the appointment or nominee would be expected to attend.

45. 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

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Mary Binney - Senior Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Arrangements for making urgent decisions

File No.: CP2022/15650

Te take mō te pūrongo

Purpose of the report

1. To endorse a decision-making arrangement for use by the local board when urgent decisions are required but it is not practicable to convene a meeting.

Whakarāpopototanga matua

Executive summary

2. Local boards hold decision-making meetings as regularly as they consider appropriate to discharge their responsibilities. A monthly (ordinary) meeting schedule helps staff schedule reports and decisions during the term and ensures elected members' attendance. When a need for an urgent decision arises outside of this schedule, the law allows for extraordinary or emergency meetings.

3. Extraordinary meetings require the chief executive to provide each local board member with three working days’ notice (or if the meeting is called by resolution, within a lesser period of notice as specified in the resolution, being not less than 24 hours). Emergency meetings require the person calling the meeting (or a person acting on their behalf) to provide 24 hours of notice to local board members and the chief executive. Extraordinary or emergency meetings are often not practicable to organise, and the short notice period may result in failure to achieve a quorum. In these circumstances, an arrangement for decision-making without a meeting is necessary to enable the local board to deal efficiently with urgent matters.

4. In the last few terms, all 21 local boards adopted an urgent decision-making arrangement which consisted of a conditional delegation to the chairperson and deputy chairperson to make urgent decisions on behalf of the local board when it cannot meet to make them. The exercise of this delegation has previously been subject to authorisation, to confirm that the decision requested is urgent and that it is not practicable to call an extraordinary or emergency meeting.

5. Staff recommend that this process is adopted in the current term for use as and when required.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) delegate authority to the Chairperson and Deputy Chairperson, or any person acting in these roles, to make urgent decisions on behalf of the local board, if the local board is unable to meet.

b) confirm that the Local Area Manager, Chairperson, and Deputy Chairperson (or any person/s acting in these roles) will authorise the use of the local board’s urgent decision mechanism by approving the request for an urgent decision in writing.

c) note that all urgent decisions made, including written advice which supported these decisions, will be included on the agenda of the next ordinary meeting of the local board.

Horopaki

Context

6. The Local Government Act 2002 (LGA) provides that a local authority must hold the meetings it needs for the good government of its area.

7. The LGA also provides that local boards may delegate to committees, other subordinate decision-making bodies, staff, or members of the local board any of its responsibilities and powers for the purposes of efficiency and effectiveness in the conduct of local board business.

8. The LGA clarifies that some local board decisions are not able to be delegated, including the duty to identify and communicate the interests and preferences of the people in its local board area in relation to the content of the strategies, policies, plans and bylaws of Auckland Council (clause 36D, schedule 7 LGA).

Tātaritanga me ngā tohutohu

Analysis and advice

Urgent Decisions delegation

9. The recommended arrangement is one that local boards have had in place over the past few terms. This arrangement has generally worked well to enable responsiveness to situations requiring decisions that arise over the Christmas/New Year holiday period, emergency decisions during the COVID-19 pandemic, and other unforeseen circumstances. This mechanism has enabled timely submissions to central government consultations, something that is usually subject to very constrained timeframes.

10. The urgent decision-making arrangements involve a delegation to the Chairperson and Deputy Chairperson (subject to the authorisation process set out below), to make urgent decisions required before the next meeting if it is not practicable to hold an extraordinary or emergency meeting.

Authorisation

11. The delegation to make urgent decisions is subject to authorisation. The authorisers will approve the use of the urgent decision mechanism if they are satisfied that:

a) the decision is required urgently, i.e., before the next planned meeting of the local board, and

b) it is not practicable in the circumstances to call an extraordinary or emergency meeting of the local board.

12. The authorisers will include the Chairperson, Deputy Chairperson and the Local Area Manager (or their nominee). Their considerations should include the significance of the decision, including whether this is likely to be controversial or not, and the ability to meet statutory and logistical requirements for an extraordinary or emergency meeting in the particular circumstances.

Request for urgent decision

13. Requests for an urgent decision should outline:

a) the decisions or resolutions sought

b) the nature of the issue

c) the reason for urgency.

Decision-making requirements

14. Elected members exercising the urgent decision delegation must make their decision in accordance with the decision-making principles and requirements in the LGA and Local Government (Auckland Council) Act 2009 and they must determine the best way to fulfil the requirements laid out in that legislation. These requirements include:

· identifying and assessing all reasonably practicable options for achieving the decision’s purpose and assessing those options in terms of their advantages and disadvantages (s 77 LGA)

· if it is a significant decision in relation to land or a body of water, considering the relationship of Māori and their culture and traditions with ancestral lands, water, sites, waahi tapu, valued flora and fauna, and other taonga (s 77(1)(c) LGA)

· considering the views and preferences of people likely to be affected by, or have an interest in, the decision (s 78 LGA).

15. Elected members require quality advice to inform good decisions. Where the request for an urgent decision has come from staff, staff should provide their advice in the Auckland Council report format. It may not always be possible for staff to produce comprehensive reports within constrained timeframes, so in such circumstances they should endeavour to provide sufficient information in an appropriate format, such as a memorandum.

Public accountability

16. Urgent decisions made under delegated authority should be published on the agenda of the next ordinary meeting of the local board. The information to be published must include the urgent decision and all relevant information provided to the decision-makers, provided it is not confidential.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. This decision is procedural in nature and is not affected by climate impacts nor will it result in any changes to greenhouse gas emissions.

18. The urgent decision mechanism enables urgent decisions to be made in a timely manner and this makes it a useful tool for responding to any climate change-related emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The urgent decision-making mechanism proposed in this report enables the Council group to respond to situations requiring urgent decisions in a timely manner when it is not practical to call the full local board together.

20. These decisions include, for example, local board input to Council submissions that are provided whenever there is a central government consultation. The timeframes for these submissions can be very constrained and it is crucial that local board input is provided sooner rather than later, so that it can be considered by the Governing Body (or its committees) who adopt the submission on behalf of Auckland Council.

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

Local impacts and local board views

21. This report outlines the local board urgent decision-making arrangement that can be used when it is not practical to call the full local board together.

Tauākī whakaaweawe Māori

Māori impact statement

22. This report concerns a procedural matter and is not considered to have any specific implications for Māori.

23. When making urgent decisions under the delegation, decision makers will need to consider the impact of each decision on Māori, their land and other taonga, as appropriate.

Ngā ritenga ā-pūtea

Financial implications

24. There are no financial implications arising from the procedural decision sought through this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The authorisation step provides an opportunity to assess and confirm the urgency and to decide if it is practicable to have an extraordinary or emergency meeting. This step is intended to help ensure the delegation to the Chairperson and Deputy Chairperson is used in appropriate circumstances.

26. The Chairperson and Deputy Chairperson are strongly encouraged to seek views from other local board members when making urgent decisions to ensure the urgent decision reflects those views to the extent possible.

Ngā koringa ā-muri

Next steps

27. If the local board adopts the urgent decision-making mechanism proposed in this report, this will provide a process that will be used as and when required.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Local board feedback for inclusion in Auckland Council submissions

File No.: CP2022/15818

Te take mō te pūrongo

Purpose of the report

1. To recommend that the Whau Local Board delegate authority to the local board Chairperson to submit the local board’s formal views for inclusion in Auckland Council submissions to Central Government and other councils, where this feedback is due before a local board meeting.

Whakarāpopototanga matua

Executive summary

2. Central Government (and other councils) seek feedback through public consultation on bills, inquiries and other key matters. The consultation timeframes vary between four and eight weeks.

3. The Governing Body is responsible for making official submissions to Central Government on most matters except for submissions to government on legislation where it specifically relates to a local board area. Where the Governing Body decides to make an official submission on a Central Government matter, staff work to develop a draft submission for consideration by the Governing Body and will call for local board input so it can be incorporated. The Auckland Council submission needs to be approved within the consultation timeframes set by Central Government.

4. Local board input is required to be approved by the local board. Where local boards are unable to make these decisions at a local board meeting due to the constrained timeframes, another mechanism is required. In situations where local boards prefer not to use the urgent decision process, local boards sometimes provide informal feedback that is endorsed at the next business meeting. This is not considered best practice because the local board input can be challenged or changed at ratification or approval stage, which leads to reputational risk for the Council.

5. In situations where timeframes do not allow reporting to formal business meetings, staff recommend that the local board either uses the urgent decision process or delegates authority to the Chairperson to approve and submit the local board’s input into Auckland Council submissions. Both options provide an efficient way to ensure that local board formal input is provided when external parties set submission deadlines that do not allow formal input to be obtained from a local board business meeting.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) delegate authority to the Chairperson to approve and submit the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils.

b) note that the local board can continue to use its urgent decision process to approve and submit the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, if the Chairperson chooses not to exercise the delegation sought in recommendation (a)

c) note that this delegation will only be exercised where the timeframes do not allow for local board input to be considered and approved at a local board meeting.

d) note all local input approved and submitted for inclusion in an Auckland Council submission is to be included on the next local board meeting agenda for the public record.

Horopaki

Context

6. Government departments, parliament, select committees and other councils seek feedback on issues using both formal and informal consultation opportunities. Auckland Council has an ongoing opportunity to provide advocacy on public policy matters and this is often done by making a public submission. Submissions can be provided on other council’s plans, on policy and legislative reviews or on an agency’s proposed strategy.

7. Council submissions are the formal responses to the public consultation opportunities that are open to everyone, including all Aucklanders.

8. Under the Local Government (Auckland Council) Act 2009 the Governing Body must consider any views and preferences expressed by a local board, where a Governing Body decision affects or may affect the responsibilities or operation of the local board or the well-being of communities within its local board area.

9. Under the current allocation of decision-making responsibility, the Governing Body is allocated decision-making responsibility for “submissions to government on legislation including official submissions of Auckland Council incorporating local board views”. Local boards are allocated decision-making for “submissions to government on legislation where it specifically relates to that local board area only”.

10. Central Government agencies set the deadlines for submissions which are generally between four to eight weeks. These timeframes do not usually allow for formal reporting to local boards to input into the council submission. In situations where local boards prefer not to use the urgent decision process, local boards can sometimes provide informal feedback that is endorsed at the next business meeting. This is not considered best practice because the local board input can be challenged or changed at ratification or approval stage, which leads to reputational risk for council.

11. Providing a delegation for Central Government submissions provides local boards with another option to give formal local views within prescribed timeframes.

Tātaritanga me ngā tohutohu

Analysis and advice

12. There are five options available to local boards to approve their formal views and input on submissions to Central Government. Where this input is sought within a time constrained process and is due before a meeting of the local board, only four of these options will be available.

Table 1: Options for mechanisms through which the local boards can approve their formal views on Auckland Council submissions to Central Government and other councils

Options	Pros	Cons
1. Local board input approved at a business meeting	· Decision is made and adopted in a public meeting (transparency of decision making) · All local board members have the opportunity to make the formal decision	· Local board meeting schedules and agenda deadlines often do not align with external agency deadlines
2. Local board input approved at an extraordinary meeting of the local board	· Provides a mechanism for local boards to provide their formal views where submission deadlines do not align with local board meeting schedules · Decision is made and adopted in a public meeting (transparency of decision making) · All local board members have the opportunity to make the formal decision	· Extraordinary meeting needs to be called by a resolution (requires anticipation by the local board) or requisition in writing delivered to the Chief Executive. The process usually requires a minimum of three clear working days · There are additional costs incurred to run an unscheduled meeting · It may be difficult to schedule a time when enough local board members can attend to achieve a quorum
3. Local board input approved using urgent decision mechanism	· It provides a mechanism for local boards to provide their formal views where submission deadlines do not align with local board meeting schedules · Local board input can be submitted once the Chair, Deputy Chair and Local Area Manager have received the report providing the local board views and input · The urgent decision needs the sign-off from two local board members (i.e. the Chair and the Deputy Chair), rather than just one.	· The decision is not made in a public meeting. It may be perceived as non-transparent decision-making because it is not made by the full local board · Chair and Deputy Chair may not have time to properly consult and ascertain view of the full local board
4. Local board input approved by the Chair who has been delegated authority from the local board (staff recommend this option)	· It provides a mechanism for local boards to provide their formal views where submission deadlines do not align with local board meeting schedules and local boards do not want to use the urgent decision process · Local board input can be submitted as soon as possible after the local board views and input have been collated and discussed by the local board members	· Decision is not made in a public meeting. It may be perceived as non-transparent decision-making because it is not made by the full local board · The Chair who has the delegated authority may not have time to properly consult and ascertain views of the full local board
5. Local board input submitted and ratified at a later date	· Local board informal input can be submitted as soon as possible after the local board views and input have been collated and discussed by the local board members	· Local board input submitted is considered to be the informal views of the local board until they are approved · Local board input can be challenged or changed at ratification or approval stage · Decision to ratify informal views, even if made in a public meeting, is unable to be changed in the council submission (can be perceived as non-transparent decision-making) · Inclusion of informal views in the Auckland Council submission will be at the discretion of the Governing Body. These may be included with caveats noting the views have not been ratified by the local board · There is reputational risk if the local board changes its views.

13. Options one, two and three are already available to local boards and can be utilised as required and appropriate. Option one should always be used where timeframes allow reporting. Option four requires a delegation in order for a local board to utilise this mechanism and should be used only when timeframes do not allow reporting to a business meeting.

14. Local boards who wish to utilise option four are requested to delegate to the Chairperson as this fits within the leadership role of the Chairperson and they are more likely to be available because the Chairperson is a full-time role. The role of this delegated member will be to attest that the approved and submitted input constitutes the views of the local board. The input should then be published with the agenda of the next formal business meeting of the local board to provide transparency. The delegate may choose not to exercise their delegation if the matter is of a sensitive nature and is something that the full board should consider at a business meeting.

15. Each local board will oversee its own process for considering and developing their local board input that will be approved by the delegated member. This can include discussions at workshops, developing ideas in a small working group or allocating it to an individual member to draft.

16. Option five is not considered best practice and local boards are strongly discouraged from using this.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. This report proposes a delegation to ensure that staff can undertake the preparation of submissions in a timely manner, while receiving formal local board input on matters that are of local board importance.

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

Local impacts and local board views

19. This report seeks to establish a specific delegation for the local board Chairperson.

20. Any local board member who is delegated responsibilities should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

22. 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

23. If local boards choose to delegate to provide their formal views on Auckland Council submissions, there is a risk that this mechanism is perceived as non-transparent decision-making because it is not made by the full local board. This can be mitigated by publishing the submitted local board input on the next agenda.

24. There is also a risk that the Chair who has the delegated authority may not have time to properly consult and ascertain views of the full local board. This can be mitigated by encouraging the local board to collectively discuss and agree their input before it is submitted by the member who has been delegated authority.

Ngā koringa ā-muri

Next steps

25. On those occasions where it is required, the delegation will be used to approve and submit the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Mary Binney - Senior Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Adoption of a meeting schedule

File No.: CP2022/15651

Te take mō te pūrongo

Purpose of the report

1. To adopt a schedule of meetings for the Whau Local Board for the period February 2023 to September 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 February 2023 to September 2025 has been developed and is included below for adoption by the local board. This schedule pertains to official meetings (commonly known among Auckland Council’s local boards as “business meetings”), and not to workshops.

Recess weeks

5. While this report does not recommend the formal adoption of workshops, it does recommend the formal adoption of recess weeks. Recess weeks are weeks where the local board agrees that it will conduct no business and allow members to take leave. They are scheduled so as not to coincide with meetings, but they impact on workshops and on the ability to call an extraordinary meeting. Adopting recess weeks enables members to plan leave in advance more easily.

6. Due to the complexity of ensuring compliance with statutory timelines around the Annual Budget and the Long-term Plan it is noted that the Governing Body has signalled its intention to confine recess weeks to the July school holidays for the 2022-2025 electoral term. Staff recommend that the local board schedule July recess weeks to coincide with the Governing Body recess.

7. Staff note that it is difficult to determine in advance the most appropriate dates for recess weeks outside this period. Therefore, this report recommends a delegation to the chair to determine, in consultation with the local board, the preferable dates for recess weeks other than those in July.

Frequency

8. 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. There may also be occasions where the date, time or location of a meeting needs to be changed. Local board meeting schedules can be amended by resolution to accommodate such changes. Outside of its scheduled meetings, local boards can call extraordinary and/or emergency meetings as and when required.

Timing

9. 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.

10. Commencing the business meeting during business hours will enable meetings to be productive, maximise access to staff and ensures best use of resources.

Location

11. 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.

12. It is noted that, once adopted, this schedule can be amended by resolution where the need arises to change the date, time or location of a meeting or meetings.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) adopt the meeting schedule outlined below for the period February 2023 to September 2025.

DATE	TIME		VENUE
		2023
Wednesday 22 February		1.00pm	31 Totara Avenue, New Lynn
Wednesday 22 March		1.00pm	31 Totara Avenue, New Lynn
Wednesday 26 April		1.00pm	31 Totara Avenue, New Lynn
Wednesday 24 May		1.00pm	31 Totara Avenue, New Lynn
Wednesday 28 June		1.00pm	31 Totara Avenue, New Lynn
Wednesday 26 July		1.00pm	31 Totara Avenue, New Lynn
Wednesday 23 August		1.00pm	31 Totara Avenue, New Lynn
Wednesday 27 September		1.00pm	31 Totara Avenue, New Lynn
Wednesday 25 October		1.00pm	31 Totara Avenue, New Lynn
Wednesday 22 November		1.00pm	31 Totara Avenue, New Lynn
Wednesday 6 December		1.00pm	31 Totara Avenue, New Lynn
		2024
Wednesday 28 February		1.00pm	31 Totara Avenue, New Lynn
Wednesday 27 March		1.00pm	31 Totara Avenue, New Lynn
Wednesday 24 April		1.00pm	31 Totara Avenue, New Lynn
Wednesday 22 May		1.00pm	31 Totara Avenue, New Lynn
Wednesday 26 June		1.00pm	31 Totara Avenue, New Lynn
Wednesday 24 July		1.00pm	31 Totara Avenue, New Lynn
Wednesday 28 August		1.00pm	31 Totara Avenue, New Lynn
Wednesday 25 September		1.00pm	31 Totara Avenue, New Lynn
Wednesday 23 October		1.00pm	31 Totara Avenue, New Lynn
Wednesday 27 November		1.00pm	31 Totara Avenue, New Lynn
Wednesday 4 or 11 December		1.00pm	31 Totara Avenue, New Lynn
		2025
Wednesday 26 February		1.00pm	31 Totara Avenue, New Lynn
Wednesday 26 March		1.00pm	31 Totara Avenue, New Lynn
Wednesday 23 April		1.00pm	31 Totara Avenue, New Lynn
Wednesday 28 May		1.00pm	31 Totara Avenue, New Lynn
Wednesday 25 June		1.00pm	31 Totara Avenue, New Lynn
Wednesday 23 July		1.00pm	31 Totara Avenue, New Lynn
Wednesday 27 August		1.00pm	31 Totara Avenue, New Lynn
Wednesday 24 September		1.00pm	31 Totara Avenue, New Lynn

b) agree to hold three recess weeks per year for the 2022-2025 electoral term where possible.

c) note that it may only be possible to hold two recess weeks in 2025 due to local body elections.

d) note that the Governing Body will have a two-week recess period each year in July for the 2022-2025 electoral term, and that the scheduling of local board recess weeks outside of these periods will be more challenging.

e) agree that the Whau Local Board will have one recess week in July each year to coincide with the Governing Body as follows:

i) the week of 10 – 14 July 2023

ii) the week of 15 – 19 July 2024

iii) the week of 14 – 18 July 2025.

f) delegate authority to the Chairperson, in consultation with members, to set the date of the other recess weeks, with the preference being for these to be held in April and October.

g) delegate authority to the Chairperson, in consultation with members, to amend the dates of any scheduled recess weeks, including those noted in (e) i-iii in the event that it becomes necessary for the local board to meet or conduct business during any of those weeks.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Rodica Chelaru - Democracy Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Whau Local and Multiboard Grant Rounds One 2022/2023 grant allocations

File No.: CP2022/15415

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in Whau Local Grant and Multiboard Grant Round One 2022/2023.

2. To enable a decision to fund, part-fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Whau Local Grant Round One 2022/2023 (Attachment A) and Multiboard Grant Round One 2022/2023 (Attachment B).

3. The Whau Local Board adopted the Whau Local Grant Programme 2022/2023 on 25 May 2022. The document sets application guidelines for contestable grants submitted to the local board (Attachment C).

4. The Whau Local Board originally set a total community grant budget of $94,650.00 for the 2022/2023 financial year. A total of $10,750.00 was allocated to Quick Response Round One.

5. This leaves a total of $83,900.00 to be allocated to four Local and Multiboard grant rounds, and one Quick Response round.

6. A total of 42 applications were received for the Local and Multiboard Grant Round One, requesting a total of $240,145.58.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund, or decline each application in Whau Local Grant Round One 2022/2023 listed in listed in Table One:

Table One: Local Grant Round One 2022/2023 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2321-101	New Zealand Blue Light Ventures Inc	Community	Towards printing and production costs for Street Smart Handbooks to be distributed at Avondale College, Kelston Boys High School, and Kelston Girls College from December 2022 to March 2023	$2,660.00	Eligible
LG2321-102	Auckland Table Tennis Association (Inc)	Sport and recreation	Towards salary costs, three tennis tables, and affiliation fees in Whau, from January 2023 to July 2023	$8,000.00	Eligible
LG2321-103	The Blockhouse Bay Business Association Inc	Community	Towards the purchase of two CCVT security cameras for use on Donovan Street	$6,456.00	Eligible
LG2321-104	Green Bay Community House Society Incorporated	Community	Towards replacing blinds at Green Bay Community House	$1,267.47	Eligible
LG2321-110	Auckland Wu Zhi Xiu Arts	Arts and culture	Towards instructor fees, costumes and props, and office equipment and supplies at 44 Portage Road New Lynn from January 2023 to December 2023	$7,984.00	Eligible
LG2321-111	Auckland Basketball Services Ltd	Sport and recreation	Towards finance and admin manager and coach salary costs at Whau from January 2023 to June 2023	$7,525.00	Eligible
LG2321-114	Ekalesia Fakapoto Potoga Kelis	Community	Towards catering and venue hire at Horahora Marae in January 2023	$7,750.00	Eligible
LG2321-115	Avondale Community Action	Community	Towards facilitator fees, venue hire, printing and promotion, photography, food, and a basketball hoop at Haven Foundation and Eastdale Hub from February 2023 to May 2023	$8,000.00	Eligible
LG2321-117	Rape Prevention Education Whakatu Mauri Trust	Community	Towards salary and transport costs at Avondale College, Kelston Girls College, Kelston Boys College and Green High School from January 2023 to December 2023	$8,000.00	Eligible
LG2321-118	The Upsidedowns Education Trust	Community	Towards the purchase and installation of a projector, bubble tower, weighted blankets, storage/seating, textured wall-mounts, and other sensory materials at 1/28 Honan Place, Avondale	$8,000.00	Eligible
LG2321-119	Auckland Bonsai/Penjing Art Centre Trust	Arts and culture	Towards rent, coordination (salaries), koha, materials, and marketing at New Lynn Community Centre January 2023 to December 2023	$7,845.20	Eligible
LG2321-120	Jane Treseder T/A Fix Up, Look Sharp	Community	Towards leasing costs at Suite 3, 254 Lincoln Road, Henderson from October 2022 to September 2023	$8,000.00	Eligible
LG2321-122	Kia Haumaru Personal Safety Education Incorporated	Community	Towards self-defence course related costs of travel, course instructor fees, print resources, and take home resources at Avondale Intermediate and Glenavon School from February 2023 to July 2023	$4,880.00	Eligible
LG2321-123	Bhartiya Samaj Charitable Trust	Community	Towards teacher salary, transport, gifts/trophies/certificates, and volunteer reimbursement at Mount Roskill in January 2023	$7,800.00	Eligible
LG2321-124	Jade Payroll Limited	Environment	Towards plants, gardening equipment, a garden bin, and food	$6,534.16	Eligible
LG2321-125	Crescendo Trust of Aotearoa	Arts and culture	Towards contractor fees at Crescendo Studios from February 2023 to December 2023	$5,000.00	Eligible
LG2321-127	Graeme Dingle Foundation Auckland	Community	Towards salaries of two Kiwi Can Leaders at Kelston Primary School from 31 January 2023 to 6 April 2023	$8,000.00	Eligible
LG2321-128	Doughnut Economics Advocates New Zealand	Community	Towards equipment and materials for repairs, stationary, Facebook advertising, and food at New Lynn Community Centre from 1 January 2023 to 31 December 2023	$2,728.00	Eligible
LG2321-129	AYUS Charitable Trust	Community	Towards venue hire, advertising, food, and instructor fee at Titirangi war memorial hall from February 2023 to March 2023	$6,000.00	Eligible
LG2321-131	Playball Active	Sport and recreation	Towards programme delivery (salary costs) at New Lynn Community Centre from January 2023 to September 2023	$7,290.00	Eligible
LG2321-132	Portage Ceramics Trust	Arts and culture	Towards the supply and installation of a heat pump at Te Toi Uku Crown Lynn and Clay Museum	$5,000.00	Eligible
LG2321-134	NZ Pan African Broadcasting Corporation	Community	Towards catering, advertising, venue hire, and entertainment/wellbeing support costs (artist fee and instrument hire) at the Pan African Community Centre from February 2023 to August 2023	$8,000.00	Eligible
LG2321-135	YMCA North Incorporated	Community	Towards programme/volunteer and event costs at Avondale Community Centre from January 2023 to December 2023	$8,000.00	Eligible
LG2321-136	Avondale Community Action	Community	Towards fees for St Johns to provide a first aid course, and refreshments at Rosebank Community Hub in March 2023	$2,500.00	Eligible
LG2321-137	New Lynn Sea Scouts Group	Community	Towards the purchase of one heat pump, adaptor, and security cage for use at Kelston Scout Hall	$7,900.00	Eligible
LG2321-138	Avondale Community Action	Community	Towards transport, catering, and movie tickets for elderly community members at Ryders Cinema and Restaurant on 23 March 2023	$2,500.00	Eligible
LG2321-139	The Whau River Catchment Trust	Environment	Towards the purchasing of trapping equipment for use in the Whau area	$7,570.75	Eligible
LG2321-140	Avondale Business Association Inc	Community	Towards manager and admin salary, advertising, DJ hire, venue hire, bean bags, a soap box, and koha for Maori wards, volunteers, and crescendo at Haven Foundation and the surrounding area from January 2023 to April 2023	$7,000.00	Eligible
LG2321-141	Youthline Auckland Charitable Trust	Community	Towards the Whau share of ongoing operational costs from January 2023 to December 2023	$7,000.00	Eligible
LG2321-142	Womens Centre Waitākere	Community	Towards salaries and an interactive digital board at Women Centre Waitakere from January 2023 to December 2023	$8,000.00	Eligible
LG2321-143	Community Cat Coalition Incorporated	Environment	Towards cat desexing, microchipping and microchip scanning at Whau from January 2023 to December 2023	$8,000.00	Eligible

Total				$201,190.58

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

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

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2223-101	Visionwest Community Trust	Community	Towards equipment hire and portaloos for the Christmas From the Heart event in December 2022	$5,000.00	Eligible
MB2223-103	Glen Eden Playhouse Theatre Trust	Arts and culture	Towards the surveyor and engineer fees and salary of event coordinator and resident venue technician contractor at Glen Eden Playhouse Theatre in October 2022	$4,840.00	Eligible
MB2223-104	Bhartiya Samaj Charitable Trust	Community	Towards subsidised transport costs for senior members to fortnightly meetings at Mt Roskill War Memorial Hall from June 2022 to May 2023	$2,000.00	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
MB2223-115	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 from September 2022 to December 2022	$2,700.00	Eligible
MB2223-117	Waitākere City School of Dance	Arts and culture	Towards transport cost, accommodation, and entry fee to Performing Arts Competitions Association of NZ (PACANZ) Nationals dance competition in Palmerston North in October 2022	$2,000.00	Eligible
MB2223-120	Shager Ethiopian Entertainment NZ Inc	Arts and culture	Towards weekly workshop hiring for dance practices, decorations, volunteer costs, and venue hire of Mt Roskill War Memorial Hall from January 2023 to June 2023	$2,000.00	Eligible
MB2223-122	Body Positive Incorporated	Community	Towards costs to run the Body Positive Men's Wellness Retreat in Vaughan Park Anglican Retreat Centre in March 2023	$2,000.00	Eligible
MB2223-123	Charlotte Museum Trust	Community	Towards project lead researcher and project collection technician to capture history of LGBTIQ+ Community Places & Spaces in New Lynn from October 2022 to May 2023	$5,000.00	Eligible
MB2223-125	Te Pou Theatre Trust	Arts and culture	Towards marketing, videography and sound, producer's fee, and social media campaign for the theatre show 'Hemo is Home' in Corban Estate Arts Centre from January 2023 to March 2023	$5,000.00	Eligible
MB2223-139	Japanese Society of Auckland Inc.	Community	Towards venire hire of Trust Arena for Japan Day 2022 in November 2022	$3,000.00

Total				$38,955.00

Horopaki

Context

7. 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.

8. Auckland Council Community Grant Policy supports each local board to adopt a grant programme.

9. The local board grant 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.

10. The Whau Local Board adopted its grant programme for 2022/2023 on 25 May 2022 (Attachment C) – resolution WH/2022/48. The document sets application guidelines for contestable grant.

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

Tātaritanga me ngā tohutohu

Analysis and advice

12. 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 Grant Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The Local Board Grant 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

14. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

15. The grant programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

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

17. The local board is requested to note that section 48 of the Community Grant 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”.

18. A summary of each application received through Whau Local Grant Round One (refer Attachment A), and Multiboard Grant Round One 2022/2023 (refer Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

19. The local board grant 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

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

21. The Whau Local Board originally set a total community grant budget of $94,650 for the 2022/2023 financial year. A total of $10,750.00 was allocated to Quick Response rounds One.

22. This leaves a total of $83,900.00 to be allocated to four Local and Multiboard grant rounds, and one Quick Response grant round.

23. Thirty-one applications were received for the Local Grant Round One, and eleven Multiboard applications, requesting a total of $240,145.58. Local grants applications requested a total of $201,190.58 and Multiboard grants applications requested $38,995.00 from Whau Local Board.

24. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The allocation of grants occurs within the guidelines and criteria of the Community Grant Policy and the local board grant programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

26. Following the Whau Local Board allocation of funding for Local Grant and Multiboard Grant Rounds One 2022/2023, the grant staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Grants Round One 2022-2023 Grant Applications	57
b ⇩	Whau Multiboard Round One 2022-2023 Grant Applications	217
c ⇩	Whau Local Board Grants Programme 2022-2023	285

Ngā kaihaina

Signatories

Author

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants and Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

PDF Creator

Whau Local Board

07 December 2022

Approval for a new private road name at 161-167 New Windsor Road and 40-42 Peter Buck Road, New Windsor

File No.: CP2022/15127

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Whau Local Board to name a new private road, being a commonly owned access lot (COAL), created by way of a residential development at 161-167 New Windsor Road and 40-42 Peter Buck Road, New Windsor.

Whakarāpopototanga matua

Executive summary

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

3. The developer and applicant, Kainga Ora – Homes and Communities, has proposed the names presented below for consideration by the Local Board.

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

5. The proposed names for the new private road at 161-167 New Windsor Road and 40-42 Peter Buck Road are:

· Manawaroa Lane (Applicant Preferred)

· Ōriwa Lane (Alternative 1)

· Whurutu Lane (Alternative 2).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) approves the name Manawaroa Lane (applicant’s preferred name) for the new private road created by way of development at 161-167 New Windsor Road and 40-42 Peter Buck Road, New Windsor, in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference RDN90103173, resource consent reference LUC60367898).

Horopaki

Context

6. Resource consent reference LUC60367898 was issued in March 2021 for the construction of 35 new residential units and one commonly owned access lot (COAL).

7. Site and location plans of the development can be found in Attachments A and B.

8. In accordance with the Standards, any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. In this development, the new COAL therefore requires a road name because it serves more than five lots. This can be seen in Attachment A, where the COAL that requires a name is highlighted in yellow.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval

11. The Guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The proposed names reflect the meaning and significance of the proposed development to people in the community, and reflect elements of nature within the development:

Proposed name	Meaning (as described by applicant)
Manawaroa Lane (Applicant preferred)	To be resilient. Our customers face many challenges, and our warm dry modern homes support them in their resilience.
Ōriwa Lane (Alternative 1)	“Olive” – olive trees are a feature of this development.
Whurutu Lane (Alternative 2)	“Fruit” – the development features many fruit trees to nourish our customers. The provision of fruit trees that this name represents supports our whanau in their wellbeing.

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the Guidelines and the Standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

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

15. Road Type: ‘Lane’ is an acceptable road type for the new private road, suiting the form and layout of the COAL.

16. Consultation: Mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

19. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

20. To aid local board decision making, the Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The Guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

21. On 3 December 2021, Kainga Ora contacted Te Kawerau ā Maki (who are identified as holding mana whenua for this area) seeking input into the road naming of this development.

22. Te Kawerau ā Maki were ultimately unable to assist with the naming of the roads due to heavy workloads.

23. On 31 August 2022, Kāinga Ora sought feedback from Te Kawerau ā Maki on their proposed road names.

24. On 2 September 2022, Te Kawerau ā Maki responded with the following:

“Support Manawaroa but Whurutu is a transliteration of the English words so I would be inclined to use hua rākau instead or the name of the fruit of a specific tree OR ‘hua’which means to be fruit, be abundant and to bloom or blossom. Ōriwa is a transliteration too but I cant find another word for olive so would support this name.”

25. As a result of this feedback, Kāinga Ora has decided to select ‘Manawaroa’ as their preferred road name.

26. On 9 September 2022 iwi groups within the area were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the Guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Pāoa (Ngāti Paoa Iwi Trust)

· Ngāti Pāoa (Ngāti Paoa Trust Board)

· Ngāti Maru (Ngāti Maru Rūnanga Trust)

· Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust

· Waikato – Tainui (Te Whakakitenga o Waikato Incorporated).

27. By the close of the consultation period, no responses, comments, or feedback were received. As identified above, Te Kawerau ā Maki are identified as mana whenua and their commentary has been accepted by the applicant, with their proposed name being put forward as being preferred.

28. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan	299
b ⇩	Attachment B - Location Map	301

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Auckland Council's Performance Report: Whau Local Board for quarter one 2022/2023

File No.: CP2022/15827

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau 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. The key activity updates from this period are:

· Avondale and New Lynn Community Centres - significant numbers participated in wide-ranging series of programmes.

· The Pasifika Komiti - transitioned into a purely community-led group

· Age Friendly Whau Seniors network - delivered first event

· Craigavon Park - repair and renovation of fitness equipment completed

· Tree Planting season - activated community volunteers through local board partners, resulting in hundreds of trees planted across the Whau local board area.

· The Whau Ngahere Action Plan 2022 was adopted by the Whau Local Board in July.

4. All operating departments with agreed work programmes have provided an update against their work programme delivery and can be viewed in Attachment A. 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. There are no activities with a red status.

5. The financial performance report compared to budget 2022/2023 forms Attachment B. It is noted that the net operational financial performance of the local board is in line with budget for the three months ended September 2022. Operating expenditure is slightly under budget by one percent and operating revenue is running at 34 per cent under planned budget levels to date but anticipated to be back to near normal level by end of financial year following the end of COVID 19 restrictions in September. Capital expenditure is approximately 26 per cent below budget for the three months to September 2022 and delivery is forecast to be close to revised budget by year end. The Customer and Community Services capital expenditure budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value.

6. During the 2021/2022 financial year, Auckland Unlimited collected $2,035 of revenue related to filming in the local board area and in addition legacy rates grants of $2,372 is available to be allocated to other operating projects in 2022/2023. Te Kete Rukuruku (Māori naming and places) Tranche Two has indicated an underspend of $11,500.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

b) note the following budget underspends:

i) $2,035 from film revenue

ii) $2,372 from Legacy Grants Rates

iii) $11,500 from Te Kete Rukuruku (Māori naming and places) Tranche Two

c) approve the reallocation of $15,907 of underspend budget to the following activities:

i) $2,200 to Māori Responsiveness E Tu (ID 493) to cover a current overspend

ii) $1,000 to Māori Responsiveness E Tu (ID 493) to support Ra Mokopuna/Ra Kaumātua days at Te Kotuku Kurakaupapa Māori

iii) $3,400 to PlaceMaking (ID 492) to cover a current overspend

iv) $1,500 to Age Friendly Whau (ID 1280) to cover an increase in delivery costs for local event delivery

v) $7,807 to Community Grants Whau (ID 504).

Horopaki

Context

6. The Whau 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.

7. 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

8. The graph 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.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

9. The graph 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). There are no red flagged items from the quarter one analysis.

Graph 2: Work programme by RAG status

10. The graph below shows the activity status in each department’s 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

Key activity updates

11. Avondale and New Lynn Community Centres. Connected Communities staff are tasked with delivering programmes that respond to community needs or gaps. At these two centres in quarter one, the collaboration with extended community groups has meant significant numbers participating in a wide-ranging series of events. Matariki celebrations in July included an evening event with over 500 participants. Portraying the variety of activations on offer during the quarter, some of the events delivered included the Iranian Women’s Art Show; Crown Lynn Collectors Market; ASB Better Banking workshop; Flax weaving; Chess club and numerous sporting activations.

12. The Pasifika Komiti is the product of the Whau Pacific Peoples Plan which is a strategy that supports Whau’s Pasifika to have a voice in the community by seeking out for themselves ways to make intergenerational connections, participate in decision making occasions, and build awareness of what’s available to them within their own community. The group also administers a modest community grant system to enable local Pacific-centric activations. Auckland Council staff who guided the Komiti at the outset were able to step back as the Komiti transitioned into being purely community-led. Quarter one has witnessed the Komiti’s involvement in delivery of the Whau Pasifika Festival and its numerous activations during the week 18 -24 July as well as the Whau Youth Talanoa on 29 July. It supported Tongan, Cook Island and Fijian language weeks in this period. The August AGM, which incorporated a movie night, was attended by approximately sixty people and guest speakers who spoke of Pasifika leadership and politics.

13. Age Friendly Whau Seniors. This network was formed to help connect Whau’s seniors into their communities and tackle issues that might sometimes emerge through isolation. The programme is delivered in partnership with community organisations. The network’s first event was delivered in the New Lynn Community Centre on 22 July and attracted over seventy people. Participants socialised over food and games, received practical community information, met members of the local board, and were also given the opportunity to do an on-the-spot health check. The feedback received about the event was positive.

14. Craigavon Park. The much-anticipated repair and renovation of fitness equipment in the popular Craigavon Park were completed by the contractor. A map is currently being developed and will be installed at the park, to increase the awareness of the equipment and their use.

15. Tree Planting season. The planting season has meant busy hives of activities across the Whau in quarter one. The board’s partners, EcoMatters and Whau River Catchment Trust mobilised their extensive volunteers’ network whose work involved clearing of pest plants and planting of hundreds of trees in our parks and natural spaces.

16. The Whau Ngahere Action Plan 2022 was adopted by the Whau Local Board in July 2022. The document was developed as part of the ‘Knowing Stage’ which involved a deep dive into the existing urban forest, looked at cause and effect of stock depletion. The “Growing Stage” will be informed by local board input and delivered by Parks and Community Facilities.

Activities with significant issues

17. Avondale – develop new community centre and library – Amber status. The project is technically in progress, though there is recognition that the current design is over budget. This requires reassessment and development of options to be considered by the steering group. The result of that assessment will be reflected in the quarter two report.

18. In the interim, the Whau Local Board adopted the mana whenua gifted name of ‘Te Hono’ for the facility at its business meeting in September 2022.

Activities on hold

19. The following work programme activities have been identified by operating departments as on hold:

· Blockhouse Bay Community Centre car park renewal – stalled by identified need of a fire report for Watercare relocation work:- 2023/2024 – investigation and design; 2024/2025 – physical works

· Avondale Central Reserve, upgrade playground and associated park furniture – this project is on hold as scoping can only commence once Te Hono is progressed further along the track.

· Miranda Reserve playground and associated park furniture renewal – Watercare Central Interceptor project (CIP) currently occurring underground in Miranda. The project will be resurrected once CIP completed works on this site.

· Olympic Park Velodrome renewal – Velodrome Action Plan has been delayed while FIFA Women’s World Cup priorities are attended to as park is tagged as a training site for the early 2023 event.

· Olympic Park Masterplan – progression delayed due to the impacts of restrictions associated with COVID-19. Staff are now looking to restart in quarter four.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

21. 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

22. 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

23. This report informs the Whau Local Board of the performance for quarter one, ending 30 September 2022.

Tauākī whakaaweawe Māori

Māori impact statement

24. The programme of activities undertaken in the Whau contains numerous initiatives focused on improving Māori outcomes. Some activities undertaken in quarter one of the current work programme are captured below:-

· Engagement – increase local board profile. Meetings and conversations with Te Kawerau ā Maki as well as Mataawaka have been focused on building relationships and identifying potential opportunities to partner on engagement.

· Whau Community Arts Broker Programme, – out of the 15 successful applicants for art activation in the Whau, five have Māori-focused outcomes. Activations in quarter one ranged across theatre, dance, live painting, film and music.

· Maori Responsiveness – E Tu. Actions under this work programme line this quarter, have involved staff in:-

o Engagement with Hoani Waititi Marae representatives to refresh the kaiwhakaawe job description.

o A bilingual kaiako O Te Kahui Ako Kerehana hui of bilingual school units; offered increased understanding of the role of the local board.

o Six meetings at Whau community hubs and with Community Waitākere discussed work programme plans, supported Te Whau Taumata, Whau Māori led initatives and Matariki celebrations.

o Two meetings with Kelson Girls College senior Māori leadership staff discussed phase two of Te Ao Māori Community wananga.

o Two Avondale multi-facility hui with the project team; Te Kawerau ā Maki and Iwi; who gifted the name “Te Hono” for the future facility.

o Initial attempts were made to contact Kelston Deaf Campus to build relationships.

· Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori. The Whau Matariki festival was a highlight in collaboration and attendance with over 500 people. Most vendors were Māori and relationships were built for future markets and celebration for whānau. New Lynn Community Centre held a Harakeke workshop. Rongoā at the New Lynn hub remains popular with 50 participants over the course of the scholastic term. Kemu and Kōrero had 48 members over the course of the term, and Kōrero mai online had 121 participants over this quarter. Te Tiriti o Waitangi workshop with Treaty People on 2 July was fully subscribed with 24 participants. Avondale Library continued with a Kōrero conversation group each week. All libraries ran a successful Matariki and Te Wiki o Te Reo storytimes, and staff remain committed to upskilling in their Reo. Blockhouse Bay library held a Tukutuku panel weaving workshop with 15 children and six adults attending.

· Artwork/pou near Rata Street bridge. Staff continued to engage with mana whenua and mataawak with the mutual aim to design and install an artwork/pou near the Rata Street bridge which will provide a statement piece at this major road, acknowledging entrance to New Lynn and reflecting Māori identity in public space.

· Te Tohu o Te Auaunga– a multi-board project, supported by the Whau Local Board by adoption of the Te Auaunga Awa (Oakley Creek) Strategy. This project is an aspiration involving several mana whenua groups looking to increase awareness of Te Auaunga/Oakley Creek and restoring the mauri. Quarter one involved strategic assessment and planning for designed signs installation.

· Interpretive Signage in the community. There was also scoping undertaken for interpretive signage in other parts of the Whau that will involve Māori heritage areas of interest.

· Te Kete Rukuruku (Tranche 1). Work continued in the background to progress Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.

· EcoMatters Environment Centre and Sustainability Hub (EcoHub) Whau - Three workshops were delivered at the EcoMatters Matariki Day event on 3 July 2022, comprising Raranga (weaving), Te Iwa o Matariki – The Nine Stars of Matariki, and community fruit tree planting.

Ngā ritenga ā-pūtea

Financial implications

25. This report is provided to enable the Whau 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 Performance

26. Commentary from Auckland Council’s Finance team on quarter one follow:

· Operating expenditure overall of $3.9 million is roughly in line with budget. Asset Based Services (ABS) operating expenditure is $178,00 above budget. This is primarily due to bad weather events which have increased building maintenance call outs and tree maintenance. Locally Driven Initiatives (LDI) operating expenditure is below budget by $229,000 due mainly to finalising funding agreements with community groups.

· Operating revenue of $70,000 is $37,000 below budget. The shortfall is mainly in venues for hire with New Lynn Community Centre accounting for forty percent of the total with shortfall in Library revenue down by twenty-two per cent and citizenship ceremonies accounting for twenty four percent.

· Capital expenditure of $1.0 million is below budget by $369,000 (26 per cent) year to date. The underspend to date was mainly due to work on Avondale Community Centre and library and renewal of sports field lighting at Olympic Park.

· The financial report for the three months ended September 2022 for the Whau Local Board area is appended as Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. 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.

28. 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

29. Quarter Two of the 2022/2023 year ends in December 2022. The local board will receive the next performance update in the new year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Q1 work programme update	311
b ⇩	Whau Local Board Q1 financial summary report	347

Ngā kaihaina

Signatories

Author	Antonina Georgetti - Local Board Advisor
Authoriser	Adam Milina - Local Area Manager

Whau Local Board

07 December 2022

Local Board feedback on Auckland Unitary Plan changes 78-83

File No.: CP2022/16322

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 Whau 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 Auckland Development (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 ⇩	Local board areas in which changes are proposed for historic heritage or notable trees and variations	361

Ngā kaihaina

Signatories

Author

Eryn Shields - Team Leader Regional, North West and Islands

Authorisers

John Duguid - General Manager - Plans and Places

Louise Mason - General Manager Local Board Services

Adam Milina - Local Area Manager

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Sarah Paterson-Hamlin
	Warren Piper
	Susan Zhu

No.	Title	Page
a ⇩	Whau Local Board workshop - 9 November 2022	369
b ⇩	Whau Local Board workshop - 16 November 2022	371
c ⇩	Whau Local Board workshop - 23 November 2022	373
d ⇩	Whau Local Board workshop - 30 November 2022	375