Agenda of Kaipātiki Local Board - Wednesday, 19 April 2023

1 Nau mai | Welcome

The meeting will be opened with a Karakia.

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2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

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

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

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

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

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

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 15 March 2023, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Kaipātiki Local Board

19 April 2023

Seeking views on the proposed approach for Katoa, Ka Ora - Speed Management Plan for Tāmaki Makaurau Auckland 2024-2027

File No.: CP2023/03265

Te take mō te pūrongo

Purpose of the report

1. To seek formal views on the approach for developing Katoa Ka Ora, Auckland’s Speed Management Plan 2024-2027.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport (AT) have adopted the Vision Zero goal of eliminating road transport related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. AT is conducting a phased review of speed limits and has completed three phases of changes to date.

4. Katoa, Ka Ora is a speed management plan for the Auckland region. It is a plan to set safe and appropriate speed limits in order to reduce road deaths and serious injuries.

5. AT workshopped Katoa, Ka Ora a Speed Management Plan for Auckland with local boards in February and March 2023. This report seeks formal views on the five development approaches for the speed management plan.

6. Local boards provided formal views in May 2022 on speed limit changes. If local board views have changed, AT will make any amendments needed before a proposal is mapped. We expect Katoa, Ka Ora to be publicly consulted in mid-2023.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) provide views on the proposed approaches for development of Katoa, Ka Ora a Speed Management Plan for Auckland per the form in Attachment A.

Horopaki

Context

7. AT is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

8. Waka-Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and seriously injured on New Zealand’s roads to zero by 2050.

9. The Land Transport Rule: Setting of Speed Limits 2022 (the Rule) sets out requirements road controlling authorities must comply with when setting speed limits.

10. The Rule requires road controlling authorities to use reasonable efforts to have at least 40 per cent of speed limit changes for roads outside schools completed by 30 June 2024. The remainder must be completed by 31 December 2027, and these changes must be built into speed management plans.

11. The Rule groups schools into two classifications. The majority of Auckland schools are classified as Category One, these require speed limits of 30km/h (fixed or variable) in the area outside of the school.

Alignment with Auckland Council Policy

12. Auckland Council’s Planning Committee requested AT to accelerate the road safety and speed management programmes and work with partners to make Auckland a Vision Zero region in 2018.

13. Since receiving endorsement from Auckland Council and from the AT Board, AT has progressively reviewed roads across Auckland and reduced speeds on many roads.

14. In the most recent phase of speed limit changes (Phase 3), the focus has been on town centres, roads near schools and rural marae. Local boards received localised reports on public feedback in early May 2022 and provided feedback at their May business meeting. This feedback was used in preparing final recommendations that went to the AT Board.

15. Speed limit changes approved by the AT Board have been implemented during December 2022 to March 2023.

Auckland Transport’s role

16. AT manages more than 7,300 kilometres of roads for Auckland Council.

17. This role includes setting speed limits and since ‘Vision Zero’ was adopted, AT has been progressively reviewing and amending speed limits to align with the strategy. Changes have been made only after engaging with both the community and their representative local board.

18. Road deaths have reduced 30 per cent where speed limits have changed in the 24 months following the June 2020 Auckland speed limit reductions. In comparison, over this same period, the rest of the network has seen a 9 per cent increase in road deaths.

19. The Safe Speeds Programme focuses on speed limit review. Physical speed management measures like speed tables or raised crossings require careful consideration and planning because of costs and funding constraints. Following speed limit changes, roads are monitored and evaluated to help prioritise engineering investment decisions.

20. 30km/h is the internationally accepted speed to greatly reduce the chances of people walking or cycling from being killed or seriously injured if they are struck by a vehicle.

21. Speed limit changes made in the first three phases of the Safe Speeds Programme (between June 2020 and March 2023) were completed under the AT Speed Limits Bylaw 2019 and the Speed Limits Amendment Bylaw 2022.

22. The Land Transport Rule: Setting of Speed Limits 2022 is the current legislation, and it requires all road controlling authorities to have a speed management plan. The AT plan is Katoa, Ka Ora a Speed Management Plan for Auckland, with development of the plan currently in a discussion phase with local boards.

Tātaritanga me ngā tohutohu

Analysis and advice

23. Following AT’s Katoa, Ka Ora a Speed Management Plan presentation on Wednesday 8 March 2023, AT is seeking formal views from the local board on proposed mapping approaches for speed management.

24. The presentation slide pack is included with this report as Attachment B.

25. The proposed approaches will be used along with the eight working principles when public consultation takes place on Katoa, Ka Ora, Speed Management Plan for Auckland, later in 2023.

26. The draft working principles are provided in Table One below.

Table One – Draft working principles

Draft working principles used to guide the development of

Katoa, Ka Ora Speed Management Plan

1. Tiakitanga. The top priority of speed management is to keep people safe and alive on Tāmaki Makaurau, Auckland’s roads.

2. Easy to understand. Speed limits are a critical part of an integrated safe road system; we will ensure they are easy to understand for all.

3. Safe children. Safe speeds around schools will ensure the safety of children (and all ages and people).

4. Safe speed limits. Speed limits align with government guidance. We consider complex factors ranging from the function of our roads and streets* to how many people travel outside of vehicles.

5. Safe infrastructure. Investment in engineering and safety improvements will be prioritised on roads that have high safety needs and provide active mode benefits.

6. Partnership. We work with our Te Tiriti o Waitangi/Treaty of Waitangi and other partners in governance, design, delivery, education, communication, enforcement and monitoring.

7. Healthy communities. Safe speeds support more walking and cycling; this improves health and is better for the environment.

8. Measure results. We constantly monitor the roads to evaluate any changes required to make our roads and streets safe.

*AT’s Future Connect and Roads and Streets Framework tools to be used.

Proposed mapping approaches

27. There are two groups of proposed approaches.

· Consistent Approach (Approaches One and Two) – these require consistency across all local boards to have a regional approach for Aucklanders.

· Tailored Approach (Aproaches Three, Four and Five) – these approaches allow for a tailored approach for each local board.

28. The proposed approaches are detailed more in Table Two below.

Table Two: Proposed Approaches for developing Katoa, Ka Ora, Speed Management Plan

Consistent approaches

Approach One

An easy-to-understand approach

Includes:

· treating blocks of roads/ local road areas to ensure consistent speed limits across the same types of roads e.g., similar urban residential roads don’t have limits of 30, 40 and 50 km/h in adjacent streets

· matching the speed limit to the use and design of the road, i.e. slower speeds for areas that have higher amounts of people walking and cycling such as residential roads, near schools and/or town centres, and for roads that are designed for lower speeds

· filling in ‘gaps’ so there are not small pockets of untreated roads which is inconsistent for drivers

· treating roads that could be rat runs, e.g., drivers take short cuts through local residential streets or traffic is pushed from one road to another.

Approach Two

A high benefit cost ratio approach, proposing methods that provide higher return on investment.

Includes:

· permanent changes for local roads

· variable changes at school gates for arterial roads (high movement roads) and high-speed rural roads

· changes for high-risk roads, or town centres on high-risk roads where support has been identified from previous engagement

· complementing planned infrastructure or developments, e.g. new housing areas.

Tailored approaches

Approach Three

An approach that is responsive to requests from partners and communities for specific speed limit reductions. These include requests from mana whenua, local boards, schools and community groups.

Approach Four

An approach that covers a high percentage of roads in the local board area for this phase of the programme.

Approach Five

An approach that implements approved changes early in the local board area for this phase of the programme.

29. Auckland Transport is seeking local board views on each approach to understand benefit to the community, prioritisation of community requests, preferred percentage of cover and timing of implementation.

30. Attachment A contains a form for local boards to provide their views on the proposed approaches.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive.

32. A key action required in the Auckland Council Transport Emissions Reduction Plan is to ‘rapidly deliver safe speeds across urban Auckland’ in order to create more pleasant urban environments, revitalise local centres and make it safer for children to travel independently.

33. A recent road safety perceptions study was completed in town centres where speed limits were reduced and safety improvements introduced. Overall, 19 per cent of people surveyed say they participate in at least one active mode activity (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The Safe Speeds Programme has been endorsed by the Auckland Council Planning Committee. We have requested to workshop Katoa, Ka Ora a Speed Management Plan for Auckland with the Transport and Infrastructure Committee.

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

Local impacts and local board views

35. AT workshopped with all local boards during February/March 2023 to discuss the proposed changes kanohi ki te kanohi (face-to-face).

36. Summaries of community, school and mana whenua requests were provided to local boards in February/March 2023 to support their consideration of this topic.

37. Auckland Transport is seeking formal views from local boards through this report. The presentation slide pack from the workshops is included as Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

38. Māori are overrepresented in DSI statistics making up 12 per cent of Auckland’s population and 16 per cent of road deaths and serious injuries.

39. Engagement with iwi at the northern, central and southern transport kaitiaki hui has taken place regarding the wider programme since 2021. Detailed engagement about speed around rural marae has recently been completed as part of Phase Three and is currently being implemented.

40. Mana whenua are, in general, supportive of the Safe Speeds Programme and the positive safety, community and environmental outcomes arising through safe and appropriate speed limits.

41. Ongoing engagement regarding further requests are being reviewed and considered for inclusion in the full Katoa, Ka Ora Speed Management Plan. These requests have been shared with local boards at the recent workshops in February/ March 2023.

Ngā ritenga ā-pūtea

Financial implications

42. Although there are no specific financial implications arising from local boards providing views on Katoa, Ka Ora Speed Management Plan, the introduction of safe speed limits has considerable social cost implications.

43. Reducing the harm caused by road crashes impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs, all of which are of direct financial benefit to the communities that the local board represents.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Public understanding regarding the ‘why’ for safe speeds needs continued communication. A comprehensive communication and marketing plan is being developed to share with Aucklanders that ‘safe speeds save lives’.

45. Possible funding constraints may require the scale of the plan or delivery to be slowed or delayed until future phases of the Safe Speeds Programme. Clear updates will be given should there be changes to funding throughout the duration of the programme.

46. Public views expressed during consultation may differ to the views expressed by the local board in their resolution. As AT have done in previous consultations we will come back to the local board and provide interim reports, before a further resolution is sought.

Ngā koringa ā-muri

Next steps

47. The Safe Speeds Programme Team will review and consider all feedback provided by local boards and will use this along with feedback from the Transport and Infrastructure Committee, Mana Whenua Treaty Partners and our obligations as a road controlling authority to help develop Katoa, Ka Ora Speed Management Plan for Auckland.

48. A report will be provided to local boards to show how feedback has been used to help shape the final plan that goes out for public consultation.

49. Public consultation is planned for mid-2023, but dates are subject to change. Dates will be confirmed after the Regional Transport Committee approval of the draft plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Form for LB to provide views on proposed Approaches One-Five Kaipātiki Local Board	13
b ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Katoa, Ka Ora - Kaipātiki Local Board workshop 8.03.2023	15

Ngā kaihaina

Signatories

Authors

Marlene Kotze, Auckland Transport Programme Director

Authorisers

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 April 2023

Draft Kaipātiki Local Parks Management Plan - establishing the hearings panel

File No.: CP2023/03792

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Kaipātiki Local Board to establish a hearings panel and appoint an independent commissioner to undertake the hearings process for the draft Kaipātiki Local Parks Management Plan.

Whakarāpopototanga matua

Executive summary

2. Submissions on the draft Kaipātiki Local Parks Management Plan closed on 17 October 2022, following the two-month submission period required by the Reserves Act 1977. About 84 submissions were received.

3. The role of the hearing panel will be to hear submitters, consider plan amendments and make recommendations on submissions to the local board following the hearings process.

4. This report recommends a hearings panel consisting of an independent commissioner and four local board members.

5. This hearings panel option will ensure Reserves Act expertise and a level of independence on the panel, whilst retaining local knowledge, input and decision-making in the hearing process. Furthermore, the option reduces the resourcing commitment from local board.

6. Subject to a resolution from the local board, next steps include scheduling the hearing date/s. At this stage, it is anticipated that the hearing will occur during the week commencing 22 May, or shortly thereafter, subject to the availability of local board members and an independent commissioner.

7. Subject to the local board chairperson and deputy chairperson being delegated the power to select independent hearing commissioners, these delegates will receive a shortlist of commissioners with the required expertise to select from.

8. The decision to approve the final Kaipātiki Local Parks Management Plan remains with the Kaipātiki Local Board.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) appoint a hearings panel consisting of an independent hearings commissioner as chair and four local board members to:

i) hear objections and submissions from submitters on the draft plan

ii) make recommendations to the local board about:

A) amendments to the draft plan following the hearings process, and

B) the extent to which objections and submissions are allowed or accepted or disallowed or not accepted.

b) delegate to the local board chairperson and deputy chairperson the power to select an independent hearings commissioner.

c) note that the power to approve the final Kaipātiki Local Parks Management Plan remains with the local board.

Horopaki

Context

Background information

9. Kaipātiki Local Board has decision-making responsibility for all local parks in the local board area.

10. The Reserves Act 1977 (RA) requires a reserve management plan be developed for most types of reserves administered by the local board.

11. The draft Kaipātiki Local Parks Management Plan (the draft plan) is a statutory reserve management plan prepared in accordance with section 41 of the RA.

12. The scope of the draft plan is shown in the table below:

In scope

Out of scope

ü Land held under the Reserves Act 1977

ü Land held under the Local Government Act 2002

û Land for which the local board does not have allocated decision-making power e.g. roads, active cemeteries

û Crown owned land for which there is no management agreement e.g. marginal strips

13. The final plan, once adopted:

· will replace existing reserve management plans for Kaipātiki, as outlined in the plan’s appendices

· means council will comply with the requirements of the Reserves Act to have a reserve management plan (for most types of reserves held under the Act)

· will provide a policy framework to manage use, protection and development of parks within the local board area.

14. The local board approved the draft plan for public notification on 20 July 2022. Notification triggered a two-month consultation period between 15 August 2022 to 17 October 2022. About 84 submissions have been received.

15. A decision is now required from the local board on establishing the hearings panel.

16. The timeline below gives an overview of key decisions the local board made when developing the draft plan:

Tātaritanga me ngā tohutohu

Analysis and advice

Hearings and decision-making on the plan

17. The local board can determine how to conduct the hearings process under section 41(10) of the Reserves Act 1977.

18. The local board can choose whether the full local board or some members of the local board, and/or independent commissioners, will hear submissions and make decisions on the final plan.

19. The table below describes the various options for the composition of a hearings panel and the decision making for the final plan:

Option

Description

Benefits/Risks

Option 1 - Local board only (Not recommended)

The full local board hears submissions and makes decisions on the final plan.

Direct involvement of local board and good local knowledge.

No independent commissioner with Reserves Act experience.

Perception of bias/conflict of interest.

Very high resourcing commitment from local board.

Option 2 - Local board panel with an independent commissioner as chair (recommended option)

The local board appoints a commissioner to chair a panel comprising of some local board members to hear submissions, and make recommendations to the entire local board on required amendments to the draft plan following hearings.

The local board would make the decision whether to support the recommendations.

Independent commissioner with sound Reserves Act knowledge, along with local board members with good local knowledge.

The direct involvement of local members will be maintained.

Perception of independence during hearing process.

The independent commissioner will help the local board members to come to an agreement.

Removes the need for full local board involvement (if four local board members are involved).

Option 3 - Independent commissioners hear submissions and make recommendations to the local board (Not recommended)

The local board appoints an independent panel comprising two commissioners to hear and consider the submissions and make recommendations to the local board.

The local board would make the decision whether to support the recommendations.

The hearings process enables unbiased recommendations to be presented to the local board for approval.

However, lower local knowledge is retained compared to option 2 during the hearing process.

Higher costs for commissioner involvement.

Option 4 - Appoint a committee to hear submissions and make decisions

(Not recommended)

The local board appoints a committee and delegates the decision-making on the management plan to that committee.

Enables perception of independence during hearings and decision-making process.

However, limited local board involvement in the decision-making process.

Higher costs for commissioner.

20. All options except option 1 involve the use of commissioners.

21. The council uses commissioners in a variety of situations, to provide varying levels of independent consideration of submissions and decision-making. Commissioners are also used where there is the need for specialist or independent advice, relating to topics such as the Reserves Act or te ao Māori.

22. Under options 2 to 4, commissioners with knowledge and experience of the Reserves Act and te ao Māori could assist in guiding the decision-making for the draft plan.

23. In assessing which of the above options to recommend, staff have considered the following factors:

· retaining local knowledge, input and decision-making in hearing submissions and approving the final plan

· ensuring Reserves Act expertise on the panel

· ensuring a level of independence during the hearings process

· resourcing commitment from the local board

· costs for commissioner involvement.

Option 2 is recommended

24. Based on the assessment of options, staff recommend option 2, with the local board appointing a panel, consisting of four local board members and an independent commissioner, to:

· hear submissions and objections from submitters on the draft plan

· make recommendations to the local board about:

o amendments to the draft plan following the hearings process, and

o the extent to which objections and submission points are allowed or accepted or disallowed or not accepted.

25. The recommended option will reduce the perception of bias, while retaining a good level of local knowledge. An independent commissioner, with knowledge and experience of the Reserves Act, could assist the local board to come to an agreement. Compared to option 1, there will be less resourcing commitment from the local board. The costs for commissioner involvement will be less compared to option 3 and 4.

26. The decision to approve the final Kaipātiki Local Parks Management Plan remains with the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. The decisions in this report are administrative and are not directly impacted by the effects of climate change or have direct impacts on greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. The Hearings team provided specialist advice for this report and will support the hearings process for the draft plan.

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

Local impacts and local board views

29. The options for appointing a hearings panel, including an independent commissioner, were considered by the local board at a workshop on 8 March 2023.

30. The local board preferred an odd number of hearings panel members (e.g., five members including an independent commissioner) to manage potential absences, which contributed to option 2 being recommended.

Tauākī whakaaweawe Māori

Māori impact statement

31. The Reserves Act is one of the Acts in the First Schedule to the Conservation Act 1987. In performing functions and duties under the Reserves Act, the local board must give effect to the principles of the Treaty of Waitangi / te Tiriti o Waitangi.

32. Mana whenua (Te Kawerau a Maki, Ngāti Whātua Ōrākei, Ngāti Pāoa, Ngaati Whanaunga and Te Ākitai Waiohua and Ngāti Tamaoho) were involved in the development of the draft plan and were notified that the draft plan was open for submissions.

33. The hearings panel could choose to consult with mana whenua during the hearings process if any issues raised by submitters are of interest to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

34. The costs for the independent commissioner on the hearing panel is met from existing Hearings team operational budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. The following table outlines relevant risks and mitigations.

Risk	Mitigation
Independent commissioner appointed through resolution of the local board is unavailable.	Delegate to to the local board chairperson and deputy chairperson the power to select an independent hearings commissioner (recommended).
Perceived lack of local knowledge if hearings panel consists of only independent commissioners.	Include an independent commissioner to chair the hearings panel as per option 2 (recommended).
Some of the local board members chosen to become part of the hearings panel may not be able to attend hearing due to unexpected circumstances.	Have four local board members on the hearings panel instead of three to manage any potential absences caused by unexpected circumstances.

Ngā koringa ā-muri

Next steps

36. Subject to making the decisions as outlined in this report, the chairperson and deputy chairperson will receive a shortlist of commissioners with the required expertise to select from.

37. It is anticipated that the hearings will be scheduled during week commencing 22 May, subject to the availability of local board members and an independent commissioner.

38. The hearings panel will receive a summary of submissions and a hearings report prior to the hearings. The hearings materials will also be made available to the public.

39. Following its deliberations, the hearings panel will make recommendations to the local board. The local board will then consider these recommendations on submissions and approval of the final plan around August/September 2023.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Darren Jeong - Service and Asset Planner

Authorisers

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

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 April 2023

Council-controlled organisation forward work programme and engagement approach for Quarter Four (April-June 2023)

File No.: CP2023/03222

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with the council-controlled organisation (CCO) forward work programme and engagement approach in its area for Quarter Four (April-June 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs are expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update of the CCO forward work programme, engagement approach and anticipated milestones for Quarter Four (April-June 2023). This report also includes the status on CCO work programme items since the last report in September 2022.

9. The Kaipātiki Local Board will receive the next CCO work programme and engagement approach report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive the council-controlled organisations forward work programme and engagement approach for Quarter Four (April-June 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards are expected to revise these in their next engagement plans in June 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Kaipātiki Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed.
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in September 2022. CCOs have been updating local boards on their work programmes through induction workshops since November 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since September 2022 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

Auckland Transport

Completed work programme items since September 2022

23. Auckland Transport has completed the following work programme items:

· Birkenhead Ave T3

· Bus stop upgrades – Onewa Road 5 sites. Hinemoa Street 2 sites. (Shelters)

· Footpath programme

· Rangatira Road – Kauri Park School Crossing

24. Auckland Transport’s work programme items are provided in Attachment A.

Tātaki Auckland Unlimited

Completed work programme items since September 2022

25. Tātaki Auckland Unlimited has completed the following work programme items:

· Rangatahi youth enterprise summit.

26. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.

Eke Panuku Development Auckland

New work programme items since September 2022

27. Eke Panuku Development Auckland has added new projects to the work programme including:

· Cost reduction to mitigate budget challenges.

28. Eke Panuku Development Auckland’s work programme items are provided in Attachment C.

Watercare

29. Watercare’s work programme items are provided in Attachment D.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. This report does not have a direct impact on climate, however the projects it refers to will.

31. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare have been conducting induction sessions with local boards since late 2022 to overview their CCO’s purpose and work programme.

33. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

34. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

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

Local impacts and local board views

35. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

36. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

37. This report does not have a direct impact on Māori, however the projects it refers to will.

38. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

39. This report does not have financial impacts on local boards.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. Due to local elections, local board induction, and summer closedown, some local boards may not have workshopped with CCOs on the work programme and engagement approach.

42. Not having a workshop risks the local board’s ability to fulfil their commitment to advise CCOs of issues or projects of significance and to communicate the interests and preferences of their communities.

43. This report addresses this risk by providing the current CCO work programme and engagement approach to provide clarity and transparency.

44. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO Local Board Joint Engagement Plans (CCO responsibilities and local board commitments) in June 2023.

Ngā koringa ā-muri

Next steps

45. The local board will receive the next CCO forward work programme report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

46. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through April and May before the next report in June 2023.

47. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Auckland Transport forward work programme items for Q4 2023	39
b ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Tātaki Auckland Unlimited forward work programme items for Q4 2023	41
c ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Eke Panuku forward work programme items for Q4 2023	43
d ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Watercare forward work programme items for Q4 2023	45

Ngā kaihaina

Signatories

Authors

Paul Edwards - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 April 2023

Evaluation of the 2022 Auckland Council Elections

File No.: CP2023/02767

Te take mō te pūrongo

Purpose of the report

1. To evaluate the 2022 Auckland Council elections and to provide opportunity for feedback from the local board.

Whakarāpopototanga matua

Executive summary

2. An evaluation of the Auckland Council 2022 elections is attached in Attachment A.

3. This follows a submission to Parliament’s Justice Committee last month. That submission focused on assessing the need for legislative changes. This evaluation incorporates key points from that submission but focuses on Auckland Council’s election processes.

4. The report suggests the council consider moving from the postal voting method to a combination of postal and booth voting whereby booths are staffed on election day and do not close until 7 pm. This is a response to criticism that it was difficult to cast a special vote for those who wanted to cast their vote on the final day.

5. This would incur a cost of more than $20,000 and would delay the announcement of election results.

6. Feedback is being sought on this proposal and on any other aspects of the Auckland Council election process that can be improved.

7. The report gives advance notice of other decisions relating to the 2025 elections.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) Kohuki / consider its feedback on the evaluation of the Auckland Council local elections 2022.

Horopaki

Context

8. An evaluation of the council’s elections is carried out following each triennial election. The evaluation usually coincides with an inquiry conducted by a parliamentary select committee and is reported at the same time as a draft submission to the committee.

9. The Justice Committee invited submissions to its inquiry with a submission closing date of 14 February 2023, which was earlier than expected. A draft submission was presented to local boards in February for their comment.

10. Whereas the intent of the submission to the Justice Committee was to consider any changes to legislation that might improve the elections, this current evaluation is about the council’s own elections and how they might be improved.

11. The evaluation is attached and includes much of what has already been reported in the draft submission together with information relevant to Auckland’s own elections.

12. The evaluation and any further comments the local board has will be reported to the Governing Body.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The local government voting process is straightforward using the postal voting method:

· voters do not have to register separately for the residential roll – the Parliamentary electoral roll is used

· voting documents are posted to each elector’s address as provided on the Parliamentary electoral roll

· a voter completes their voting document and either posts it back or deposits it in a ballot box; at the last election 136 of these were located at Countdown supermarkets, train stations and other council facilities

· voters have almost three weeks to do this.

14. Nevertheless, there was some criticism on social media about it being difficult to cast a special vote on election day itself (there were queues at some special voting centres).

15. Staff believe that the main reason for people needing to cast special votes is that they did not receive their voting documents in the mail, for example where their residential address on the electoral roll was not up to date.

16. It is the responsibility of the Electoral Commission to maintain the electoral roll. There is a period, prior to nominations being called, for the roll to be updated. This includes the Electoral Commission mailing each elector’s registered address with a request to update their details if they are not correct. However, if the elector has moved, they will not receive this notice unless it is forwarded. The Electoral Commission may remove the elector from the roll, or mail their voting documents to the wrong address.

17. Improving the process for reminding electors to update their address details on the electoral roll lies with the Electoral Commission.

18. Another solution is to provide more time for voting on election day itself so that those who need to cast a special vote, and who leave it until election day, have more time to do so. The Local Electoral Act and Regulations provide three authorised voting methods:

· postal voting

· booth voting

· a combination of booth voting and postal voting.

19. If the council resolved to adopt a combination of booth voting and postal voting, voting would close at 12 noon for those using the postal and ballot box options but would not close until 7 pm for those wishing to visit a voting booth in order to cast their vote on election day.

20. There would be an additional cost. A sufficient number of voting booths would need to be staffed on election day. The cost of staff for each booth would be approximately $1,000 (based on 4 staff working a 10-hour day being paid the current living wage of $23.65 per hour). One booth in each local board area would have a total staff cost of over $20,000. It might be necessary to provide more than one booth in the rural local board areas. Venue costs could be minimised if council facilities are used.

21. Staff would appreciate feedback on whether local boards support the option of moving from postal voting to a combination of postal and booth voting.

Decisions required for the 2025 elections

22. A number of decisions need to be made for the 2025 elections.

23. If the council wishes to change the electoral system from First Past the Post to Single Transferable Vote it must do so by 12 September 2023 (Local Electoral Act 2001, section 27).

24. The Local Government Electoral Legislation Bill, when enacted, will require the council to resolve by 20 December 2023 whether to have Māori representation. There must be prior engagement with Māori and the community before making this decision. If the decision is to have Māori representation then the council must provide for Māori wards when it conducts its review of representation arrangements.

25. The council is required to conduct a review of representation arrangements for the 2025 elections. This includes reviewing the number of councillors, whether they are elected at large or by ward and, if by ward, the number of wards, their names and their boundaries. It also includes reviewing the number of members on each local board, and whether they are elected at large or by subdivision. The names of local boards can also be reviewed. The proposed process for doing this will be reported later this year.

26. The council may also resolve to change the order of names on voting documents. It will need to do this prior to the Electoral Officer notifying the 2025 election.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. The key aspect of this report investigates the provision of booth voting on election day to make it easier to cast special votes. The climate impact of people travelling to a booth is likely to be mixed, depending on where they are located.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. There are no impacts on the group.

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

Local impacts and local board views

29. Local board comments in response to the evaluation report will be conveyed to the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

30. Demographic data shows that turnout for electors of Māori descent was lower than the average turnout. An analysis conducted by Auckland Council’s Research and Evaluation Unit (RIMU) suggested that a range of interrelated factors may be contributing to these discrepancies, including:

· differences in the perceived relevance of local government to the everyday life of different communities

· differences in family and work commitments and an ability to pay attention to local politics in light of other life priorities

· differences in civics education

· the complexity of the local government system and voting process, along with differences in knowledge about local government across communities in Auckland

· for some communities, a lack of identification with and ability to see one’s identity reflected in the local governance system

· a distrust of and disengagement from the local government system, particularly amongst Māori

· the existence of a social norm of non-voting in some families, neighbourhoods and communities.

31. The issue of Māori representation is being considered. The Local Government Electoral Legislation Bill, currently proceeding through Parliament, will require the council to make a decision on Māori representation by 20 December 2023.

Ngā ritenga ā-pūtea

Financial implications

32. Moving from postal voting to a combination of postal voting and booth voting would incur additional costs. These are not quantified but based on likely costs of staffing booths on election day additional costs would be more than $20,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Voter turnout has been steadily low over the last couple of elections, however, there is the risk that if the council does not improve the voting experience, where there has been criticism, that voter turnout will decrease further.

Ngā koringa ā-muri

Next steps

34. Feedback from the local board is due on 18 April 2023 and will be reported to the Governing Body.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Evaluation of Auckland Council’s 2022 Local Elections	51

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

Kaipātiki Local Board

19 April 2023

Addition to the 2022-2025 Kaipātiki Local Board meeting schedule

File No.: CP2023/03788

Te take mō te pūrongo

Purpose of the report

1. To seek approval for three dates to be added to the 2022-2025 Kaipātiki Local Board meeting schedule in order to accommodate the Annual Budget 2023/2024 and Local Board Plan 2023 timeframes.

Whakarāpopototanga matua

Executive summary

2. The Kaipātiki Local Board adopted the 2022-2025 meeting schedule on Wednesday 7 December 2022.

3. At that time the specific times and dates for meetings for local board decision making in relation to the local board agreement as part of the Annual Budget 2023/2024 and Local Board Plan 2023 were unknown.

4. The local board is being asked to approve three meeting dates as an addition to the Kaipātiki Local Board meeting schedule so that the modified Annual Budget 2023/2024 and Local Board Plan 2023 timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the addition of three meeting dates to the 2022-2025 Kaipātiki Local Board meeting schedule to accommodate the Annual Budget 2023/2024 and Local Board Plan 2023 timeframes as follows:

i) Wednesday 10 May 2023, at 10am, Kaipātiki Local Board, 90 Bentley Avenue, Glenfield.

ii) Wednesday 13 September 2023, at 10am, Kaipātiki Local Board, 90 Bentley Avenue, Glenfield.

iii) Wednesday 25 October 2023, at 10am, Kaipātiki Local Board, 90 Bentley Avenue, Glenfield.

Horopaki

Context

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings.

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires 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.

7. The Kaipātiki Local Board adopted its 2022-2025 business meeting schedule at its 7 December 2022 business meeting.

8. The timeframes for local board decision-making in relation to the local board agreement which is part of the Annual Budget 2023/2024 and Local Board Plan 2023 were unavailable when the meeting schedule was originally adopted.

9. The board is being asked to make decisions in early-May, mid-June, early September and late October/early November 2023 to feed into the Annual Budget 2023/2024 and Local Board Plan 2023 processes. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The local board has two choices:

i) Add the meetings as additions to the meeting schedule.

ii) Add the meetings as extraordinary meetings.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However, there is a risk that if the Annual Budget 2023/2024 timeframes change again or the information is not ready for the meeting, there would need to be an additional extraordinary meeting scheduled.

12. For option two, only the specific topic Annual Budget 2023/2024 may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget 2023/2024 process could be considered at this meeting.

13. Since there is enough time to meet statutory requirements, staff recommend option one, approving this meeting as an addition to the meeting schedule, as it allows more flexibility for the local board to consider a range of issues. This requires a decision of the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. 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. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. There is no specific impact for the council group from this report.

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

Local impacts and local board views

16. This report requests the local board’s decision to schedule additional meetings and consider whether to approve them as extraordinary meetings or additions to the meeting schedule.

Tauākī whakaaweawe Māori

Māori impact statement

17. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Ngā ritenga ā-pūtea

Financial implications

18. There are no financial implications in relation to this report apart from the standard costs associated with servicing a business meeting.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. If the local board decides not to add this business meeting to their schedule this would result in the input of this local board not being able to be presented to the Governing Body for their consideration and inclusion in the Budget, the local board agreement not being adopted in time for inclusion in the Annual Budget and delays in adoption of the Local Board Plan.

Ngā koringa ā-muri

Next steps

20. Implement the processes associated with preparing for business meetings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Renee Burgers - Lead Advisor Plans and Programmes

Authorisers

Louise Mason - General Manager Local Board Services

Trina Thompson - Local Area Manager

No.	Title	Page
a ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Hōtaka Kaupapa/Policy Schedule	85
b ⇩	19 April 2023 - Kaipātiki Local Board business meeting - Workshop Forward Work Programme	87

Kaipātiki Local Board

19 April 2023

Workshop Records - Kaipātiki Local Board - March 2023

File No.: CP2023/03654

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to record the Kaipātiki Local Board workshop held on Wednesday 1 March 2023, Wednesday 8 March 2023 and Wednesday 22 March 2023 and Wednesday 29 March 2023.

Whakarāpopototanga matua

Executive summary

2. At the workshop held on Wednesday 1 March 2023, the workshop session was on:

· Customer and Community Services – Parks and Community Facilities

- Birkenhead War Memorial Park – installation of temporary facilities on the old grandstand site.

- Basketball Court Relocation – Stanaway Reserve to Linley Reserve

- Monarch Park nature trail project discussion.

· Auckland Transport

- Local Board Transport Capital Fund

3. At the workshop held on Wednesday 8 March 2023, the workshop session was on:

· Customer and Community Services – Connected Communities

- Libraries update

· Plans and Places

- Birkenhead Heritage Trail Project

· Kaipātiki Local Parks Management Plan

· Auckland Transport

- Katoa, Ka Ora (A Speed Management Plan)

4. At the workshop held on Wednesday 22 March 2023, the workshop session was on:

· Business Improvement Policy and Business Improvement District (BID) programmes

· Kāinga Ora

- Regional update

· Play Advocacy for Local Boards

- Kaipātiki Local Board: play opportunities

· Community Investment Advice – PUBLIC EXCLUDED

5. At the workshop held on Wednesday 29 March 2023, the workshop session was on:

· Customer and Community Services – Connected Communities

- Hearts and Minds

- Birkdale Beach Haven Community Project (BBCP)

· Review of Kaipātiki Grants Programme 2023/2024

· Annual Business Improvement District (BID) compliance

- Birkenhead Town Centre

· Local Board Annual Planning 2023/2024.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) note the record for the Kaipātiki Local Board workshop held on Wednesday 1 March, Wednesday 8 March, Wednesday 22 March and Wednesday 29 March 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	19 April 2023 - Kaipātiki Local Board Business Meeting - 1 March 2023 Kaipātiki Local Board workshop record	91
b ⇩	19 April 2023 - Kaipātiki Local Board Business Meeting - 8 March 2023 Kaipātiki Local Board workshop record	93
c ⇩	19 April 2023 - Kaipātiki Local Board Business Meeting - 22 March 2023 Kaipātiki Local Board workshop record	95
d ⇩	19 April 2023 - Kaipātiki Local Board Business Meeting - 29 March 2023 Kaipātiki Local Board workshop record	97

Ngā kaihaina

Signatories

Authors

Jacinda Gweshe - Democracy Advisor

Authorisers

Paul Edwards - Senior Local Board Advisor

Trina Thompson - Local Area Manager

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