Agenda of Upper Harbour Local Board - Thursday, 25 May 2023

1 Nau mai | Welcome

The Chairperson A Atkinson will open the meeting with a Karakia.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Upper Harbour Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 11 May 2023 as a true and correct record.

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 Upper Harbour 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 Harbour Hockey Trust - Trees at Rosedale Park Turf Five

Te take mō te pūrongo

Purpose of the report

1. To receive an update from Harbour Hockey Trust on the proposed removal of “problem trees” at Rosedale Park Turf Five within the Harbour Hockey Trust leased area.

Whakarāpopototanga matua

Executive summary

2. Peter Worrall, Harbour Hockey Trust, and Brad Clarke, CEO North Harbour Hockey Association, representing Harbour Hockey Trust, will be in attendance to provide an update on the proposed removal of “problem trees” at Rosedale Park Turf Five within the Harbour Hockey Trust leased area.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Peter Worrall, Harbour Hockey Trust, and Brad Clarke, CEO North Harbour Hockey Association, representing Harbour Hockey Trust, and thank them for their attendance and presentation.

Attachments

a Harbour Hockey Trust - Trees at Rosedale Park Turf Five presentation...... 57

8.2 Upper Waitematā Ecology Network - Update

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Upper Waitematā Ecology Network on current and proposed activities.

Whakarāpopototanga matua

Executive summary

2. Tim Johnson, representing the Upper Waitematā Ecology Network, will be in attendance to provide an update on current and proposed activities.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Tim Johnson, on behalf of the Upper Waitematā Ecology Network, and thank him for his attendance and presentation.

Attachments

a Upper Waiemata Ecology Network Upper Harbour Local Board Update - Presentation.................................................................................................... 73

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 speaker 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.”

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 a Notice of Motion has been received from Chairperson A Atkinson as mover and Deputy Chairperson U Casuri Balouch as seconder for consideration under item 12.

Upper Harbour Local Board

25 May 2023

Notice of Motion - Chairperson A Atkinson - Request that Auckland Council priortise and fund the development of a detailed plan for the area of Whenuapai zoned Future Urban.

File No.: CP2023/05972

Whakarāpopototanga matua

Executive summary

1. Chairperson A Atkinson has given notice of a motion that she wishes to propose.

2. The notice, signed by Chairperson A Atkinson and Deputy Chairperson U Casuri Balouch as seconder, is appended as Attachment A with supporting information.

Motion

That the Upper Harbour Local Board:

a) request that as a matter of urgency Auckland Council prioritise and fund the development of a detailed plan change for the parts of Whenuapai zoned currently Future Urban. This new plan change should build on the existing structure plan, investigations during plan change 5, and all the significant National Policy Statements and Acts that have come into effect since 2016. These include National Policy Statement on Urban Development, National Policy Statement on Biodiversity, National Freshwater Policy Statement, National Adaptation Plan, National Emission Reduction Plan, and the Parliamentary Commissioner for the Environment Report - ‘Are we building harder, hotter cities. It should be a holistic document taking into account the above and including the following considerations:

i) residential development: Very high density of dwellings, more so than what was anticipated in the Structure Plan. These high-density dwellings will need to be surrounded by public biodiverse green spaces to ensure the needs of new residents and the environment are met.

ii) desire for a low carbon community that is engaged and connected

iii) a protected, regenerated and healthy natural environment

iv) a holistic blue-green spatial network plan

v) connected safe neighbourhoods that are easy to get around and prioritise the use of public and active transport

vi) a range of employment options for local residents

vii) waterways, planting and parks. Ensuring there is a high-quality network of these that are managed together through a combination of infrastructure, ecological restoration and urban design. These should be accessible and safe with active community spaces and places

viii) connectivity. How will people connect both with nature, with jobs, with schools

ix) resilience to natural hazards and climate change mitigation. There should be a list of mandated features such as all developments collecting and using their own rainwater, rain gardens, swales, impermeable car parking areas, % of the area for deep soil trees etc

x) the proximity and needs of the Whenuapai Air Base and reverse sensitivity impacts.

b) restate resolution UH/2023/14:

That the upper Harbour Local Board:

a) restates resolution number UH/2021/147 from the 18 November 2021 business meeting as follows:

a) provide feedback on the Contributions Policy 2021:

i) support the overall intent of the policy update

ii) note the definition of Northwest includes Whenuapai

iii) support inclusion of projects beyond 10-years: the inclusion of strategic

projects over a longer period of time (over 10 years) ensures all developers

contribute equitably to the infrastructure and amenity required as a result of

growth

iv) support requiring developers to pay their contributions earlier: with the

ability to negotiate staging the payment timing of contributions for small

scale developments.

b) request that the draft Contributions Policy 2022, Variation A is expanded as fast as possible to all areas noted in the Investment Priority Areas as not extending this policy will lead to perverse and unfair outcomes if areas get developed without enough development contributions collected.

c) note that Whenuapai is rapidly changing from Future Urban to Urban and is the subject of many private plan changes so we need to ensure enough development contributions are collected.

d) request that consideration be given to reviewing the development contribution policy to areas outside the Investment Priority Areas.

e) note large-scale development is happening all around our city and there is a need that the development contributions received cover all associated growth-related capital expenditure. Many of these new developments are very intensified so residents both need and expect access to well developed parks and open spaces, roading, active transport modes and stormwater.

f) note that development contributions allow for an equitable and proportionate share of the total cost of growth-related capital expenditure to be recovered from the development community.

g) request a review of Development Contributions in Special Housing Areas to ensure developers pay for growth-related capital expenditure.

h) note the Special Housing Area of Scott Point, Auckland Council is paying for playgrounds and sportsfields not developers.

i) request that stormwater planning gets added as a priority to all development contribution calculations (the report notes stormwater will be added when info becomes available).

j) request that stormwater and infrastructure planning is appropriate to deal with the more frequent flooding events we are having.

c) consider it vital that the Development Contributions Policy in place for Drury is expanded to include Whenuapai as soon as possible given how quickly development is occurring. We need to ensure that developers pay for infrastructure that will be required over the longer-term planning horizon.

d) request the opportunity to speak to the Planning and Environment Committee on this matter.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Notice of Motion - Chairperson A Atkinson - Request that Auckland Council prioritise and fund development of a detailed plan for the area of Whenuapai zoned Future Urban.	13

Ngā kaihaina

Signatories

Authors	Max Wilde - Democracy Advisor (Upper Harbour Local Board)
Authorisers	Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

25 May 2023

Endorsing Business Improvement District (BID) targeted rate grant for 2023/2024

File No.: CP2023/01857

Te take mō te pūrongo

Purpose of the report

1. This report confirms accountability for public funds received by the Business Improvement Districts within the local board area for the 2021/2022 financial year and compliance with the Auckland Council BID Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) as of 10 March 2023.

2. This report considers whether the local board should recommend to the Governing Body the setting of the targeted rates for Business North Harbour Business Improvement Districts programme for the 2023/2024 financial year.

Whakarāpopototanga matua

Executive summary

BID-operating business associations within the local board

3. Business Improvement Districts are programmes where local business and property owners have agreed to work together to improve their business environment, encourage resilience and attract new businesses and customers.

4. Auckland Council approved changes to the Business Improvement Districts policy in August 2022. These changes to the policy introduced new accountability requirements. There is a transition period until 30 June 2023 for business associations that operate a Business Improvement Districts programme to achieve full compliance with the policy. Staff are aware some Business Improvement Districts are still working towards achieving full compliance within this time period, however the annual accountability reporting due 10 March is a set requirement.

5. Upper Harbour Local Board has one Business Improvement District. Table 1 shows the amount of targeted rate that Business Improvement District is seeking in 2023/2024.

Table 1: Amount of targeted rate for each BID in 2023/2024

Incorporated Society Name

Proposed 2023/2024 Targeted Rate

Actual 2022/2023 Targeted Rate

Change from previous year dollars/ percentage

Last year target rate amount was increased

Business North Harbour Incorporated

$782,938.00

$732,403.52

+ 50,534.48

+ 6.9%

2022

6. Business Improvement Districts targeted rate grants 2023/2024 - across all Tāmaki Makaurau’s 50 Business Improvement Districts -operating business associations, 37 increased their targeted rates between 2% to 50% for 2023/2024, while 13 maintained the fiscal status quo.

7. Council officers, at the time of this report, confirm that:

· Business North Harbour Business Improvement District has met the Business Improvement Districts Policy annual accountability requirements.

· Staff are supportive of the local board approving Business North Harbour Business Improvement District to receive their targeted rate grant for 2023/2024.

Regional overview

8. Across all Tāmaki Makaurau’s 50 Business Improvement Districts -operating business associations 98% (49 from 50 Business Improvement Districts) completed the annual accountability reporting at the time of this report.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) tohutohungia / recommends to the Governing Body the setting of the targeted rate of $782,938.00 for inclusion in the Annual Budget 2023/2024 for Business North Harbour Incorporated as part of the Business Improvement District programmes.

Horopaki

Context

Auckland Council Business Improvement District (BID) Policy and BID targeted rate grant agreement.

9. Auckland Council’s Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi) was approved by the Finance and Performance Committee and became operational on 1 August 2022. There is a ten-month transition period to allow all BIDS to become fully compliant with the current policy by 30 June 2023.

10. The policy ensures accountability for (BID) targeted rate funding and encourages good governance and programme management. It outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating, and disestablishing a BID programme; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

11. The BID Policy does not prescribe standards for programme effectiveness. That is a matter for business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements. The BID Team focus is on accountability for public funds received (targeted rate grant) and compliance with the BID Policy.

12. The BID Policy is supported by a BID Targeted Rate Grant Agreement, a three-year agreement signed by both Auckland Council and each BID-operating business associations executive committee. The agreement sets out the relationship between the parties, how payment will be made and that compliance with the BID Policy is mandatory. The agreement confirms the business associations independence from Auckland Council. All 50 BIDs have signed a BID Targeted Rate Grant Agreement for period 1 December 2022 to 30 December 2025.

13. Staff are aware some BIDs are still working towards achieving full compliance with the BID Policy by 30 June 2023. This report focuses on the BIDs annual accountability reporting due annually on the 10 March. This is a set requirement in the policy and has a direct link to council’s Annual Budget 2023/2024 approval process.

14. Two new documents are now part of the new BID Policy annual accountability process. These documents from each BID, confirms they have submitted their accountability reporting to Auckland Council.

a) Management Summary, signed by the BID manager/coordinator.

b) Governance Summary, signed by the Executive Committee Chair.

The Governance Summary includes the full resolution detailing the amount of BID targeted rate grant approved by association members at their 2022 AGM for the 2023/2024 financial year.

The chairperson also agrees, by signing this document, to advise council of any perceived or real/current issues that can affect compliance with the BID Policy.

15. Completed and signed Governance Summary’s received from each BID within the local board area are attached.

a) Attachment A Governance Summary – Business North Harbour BID

BID Programmes

16. Local BID programmes provide value to the collective business community by delivering a suite of economic activities that respond to local needs and opportunities and are agreed by the local business community. BID programmes also provide the opportunity to work with the council group and engage with local boards.

17. The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

18. Each business association operating a BID programme sets the BID targeted rate grant amount at its Annual General Meeting (AGM) when members vote to approve a detailed income and expenditure operational budget for the following financial year. This budget funds the implementation of a business plan that delivers programmes based on each association’s BID strategic priorities.

Decision making

Auckland Council

19. The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Budget 2023/2024 and its striking (setting) of the targeted rates.

20. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Local Boards

21. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rates to the Governing Body if it is satisfied that the BID is sufficiently complying with the BID Policy.

Tātaritanga me ngā tohutohu

Analysis and advice

Business North Harbour BID

22. Business North Harbour BID have met the BID Policy annual accountability requirements.

BID Policy – summary of annual accountability reporting requirements.

23. The BID Policy and the BID Targeted Rate Grant Agreement set out the documents that form the annual accountability reporting documents for each BID. These documents confirm membership decision-making has taken place regarding the BID programme at the 2022 Annual General Meeting (AGM).

24. Other reporting requirements such as the filing of annual financial statements with the Companies Office under the Incorporated Societies Act are included in this reporting.

25. The table below sets out the documents required. The table identifies where documents have not been submitted and or are not complete.

Table 2: Business associations compliance with the BID Policy.

Business Associations – documents submitted	Business North Harbour Incorporated
Statement of financial/ performance reporting 2021/2022	ü
Audited report/review 2021/2022	ü
Audit Management Letter 2021/2022	ü
Chairs report (written) 2021/2022	ü
Treasurers report (written) 2021/2022	ü
Manager’s report (written) 2021/2022	ü
Approved business plan for 18 months 2023/2024	ü
Income and expenditure budget 2023/2024	ü
Draft Minutes 2022 AGM	ü
Financial/Audit reports posted to Companies Office website	ü
Mandatory Management Summary – signed by manager	ü
Mandatory Governance Summary – signed by chairperson	ü
Strategic Plan *	2021-2024

Note: * Current strategic 3–5-year plans to be available upon request.

26. Using the documents and information submitted, the BID Team is satisfied that Business North Harbour BID has met the requirements of the BID Policy accountability reporting.

27. Staff advise the local board to recommend to the Governing Body the setting of the targeted rates for 2023/2024 as follows:

· Business North Harbour proposed BID targeted rate - $782,938.00.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. Through targeted rate-funded advocacy and activities, BID-operating business associations promote and can facilitate environmental sustainability programmes and climate response where appropriate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. Advocacy is a key service provided by business associations that operate a BID programme. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including CCOs, on those policies, plans, programmes, and projects that impact them.

30. BIDs work across several council-controlled organisations including Auckland Transport, Eke Panuku and Tātaki Auckland Unlimited.

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

Local impacts and local board views

31. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternates) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

32. Business North Harbour BID programme tangibly supports the vision and aspirations of the Upper Harbour Local Board Plan 2020, best expressed in Outcome 5: A resilient local economy.

Local rohe, local benefit, local funding

33. Recommending that the Governing Body sets the targeted rates for Business North Harbour business association means that this BID programmes will continue to be funded from targeted rates on commercial properties in their respective rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

34. Upper Harbour Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and each business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

35. Māori make up more than 5.1% of the population living in the Upper Harbour Local Board area, compared to 11.5% of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

36. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from business ratepayers in the district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the associations every quarter.

37. The targeted rate is payable by the owners of the business rated properties within the geographic area of the individual BID programmes.

38. If the Governing Body agrees with the BID targeted rate grants proposed by the business associations, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rate grants for these business associations.

40. To sustain public trust and confidence in the council, there needs to be a balance between the independence of the BID-operating business associations and the accountability for monies collected by a public sector organisation.

41. The requirements and obligations of the BID Policy are intended to help minimise the potential for business associations to misuse BID targeted rate grant funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts annually audited.

42. For the council to be confident that the targeted rate grant funds provided to the BID-operating business associations are being used appropriately, it requires the BIDs to fully complete all annual accountability requirements under the BID Policy.

43. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds. Compliance reports are provided in May annually to each of the local boards that have BID’s operating within their areas.

Ngā koringa ā-muri

Next steps

44. If the local board supports this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the Annual Budget 2023/2024.

45. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2023 to Business North Harbour BID.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Governance Summary - Business North Harbour	25

Ngā kaihaina

Signatories

Authors

Gill Plume - BID Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

25 May 2023

Community Partners Interim Service and Funding Approach for 2023/2024

File No.: CP2023/05742

Te take mō te pūrongo

Purpose of the report

1. To approve an interim service and funding approach for community partners from 1 July 2023.

Whakarāpopototanga matua

Executive summary

2. The Upper Harbour Local Board partners with community organisations to manage venues through Asset-Based Services funding. Funding agreements expire on 30 June 2023.

3. Due to current Auckland Council budget constraints, the nature of these arrangements going forward are ambiguous while the local board work programme 2023/2024 is being developed. Therefore, key concerns for partners are:

· council’s expectation of service delivery from 1 July 2023

· levels of activity they will deliver

· funding they will receive from 1 July 2023

· their responsibilities as employers, especially if funding levels (and consequently staffing levels) change.

4. Connected Communities is establishing a refreshed approach to procure community venue partners to ensure the council partners with groups who can drive change and best deliver to the council’s strategies. This programme is being developed and will be ready for local board decision making in 2024.

5. The recommended approach for community partners is to clarify services should continue until at least 30 June 2024 when a procurement process can take place, through Community Centre Management Agreements with a 12-month term for 2023/2024.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / approve Community Centre Management Agreements with Hobsonville Community Trust and Meadowood House Incorporated for a term beginning 1 July 2023 and ending 30 June 2024, with the associated funding:

i) $176,597.62 to Headquarters Building and Sunderland Lounge

ii) $59,174.00 to Meadowood Community House.

Horopaki

Context

6. Community partners are funded to manage access and activation of community centres and halls through Community Centre Management Agreements (CCMAs), which usually have a tenure of three to five years.

7. Auckland Council is facing major financial challenges and needs to overcome a budget shortfall of $295 million for the 2023/2024 financial year. To respond to this, the Governing Body approved a proposal to reduce local board operating funding by $16 million.

8. While the annual local board work programme for 2023/2024 is being developed, there is uncertainty amongst partners and the community over whether funding and services will continue from 1 July 2023.

9. A reduction or discontinuation of funding would have a significant impact on current services, and partners would require time to communicate any change with their customers and community.

10. Partners are also employers and their ability to pay wages could be impacted if funding is changed from 1 July 2023. To follow good practice, partner organisations will require time and funding to follow appropriate employment processes, if required.

Tātaritanga me ngā tohutohu

Analysis and advice

Interim service delivery for community partners

11. Community partners are funded under a Community Centre Management Agreement (CCMA) with a term that tends to be between three and five years.

12. A refreshed approach to partnering with community groups is being developed to be implemented in 2024/2025. This will involve regularly reviewing partnerships once CCMA terms have ended and undertaking procurement processes that drive for change. Therefore, a different approach is required for the continuity of service for community partners from 1 July 2023.

13. Options have been developed for an interim service approach to community partners.

Table One: Options for an interim service approach to community partners in Upper Harbour Local Board

Options	Option 1: Status quo	Option 2: Provide funding for first quarter of 2023/2024 pro rata	Recommended approach Option 3: Provide funding and certainty to community partners for a further 12 months
Detail	Take no action and defer funding decision until the local board approves its work programme for 2023/2024 in July 2023	Provide a proportionate interim payment for the first quarter of 2023/2024 (12 weeks of the annual amount)	Enter a new Community Centre Management Agreement (CCMA) with community venue partners for a term of 12 months and undertake a procurement process within the 12-month term
Funding	No interim funding would be required	Funding required to cover quarter one of 2023/2024 (12 weeks of the annual amount) Interim amounts would be based on approved 2022/2023 budgets	Funding required for community venue partners under a CCMA of 12 months
Implications	· Lack of certainty that partners can provide a service to the community from 1 July 2023. · By deferring a decision until late July 2023, there may be a gap in service provision. · If funding for partners is discontinued in 2023/2024, partners may not be able to work through timely and appropriate employment processes in the first quarter of the financial year.	· Provides partners with the certainty that they can follow appropriate employment procedures in the first quarter of 2023/2024 if staffing is impacted by reduced or discontinued funding. · Provides minimal certainty for partners and the community about continuity of service.	· Provides certainty of service provision · Allows staff to provide quality and timely advice to the local board on the upcoming procurement programme. · A procurement process can be undertaken within the 12-month term to review the funding amount, the current partnerships, and the best use of assets and service delivery model. · This timeline will be more appropriate considering local board and staff capacity.

14. At present, Upper Harbour Local Board partners with three community organisations who manage council-owned community centres and halls under a CCMA.

Table Two: Community partners managing venues in Upper Harbour Local Board with contracts expiring 30 June 2023

Partner	Venues they manage	Current CCMA term	Funding they receive over 12 months
Hobsonville Community Trust	Headquarters Building and Sunderland Lounge	1 year	$176,597.62
Meadowood House Incorporated	Meadowood Community House	3 year	$59,174.00

15. The recommended approach will enable community partners to continue to manage access and activation to their venues from 1 July 2023 to 30 June 2024, to ensure continuity of service for the community.

16. During the 2023/2024 financial year, staff will develop a procurement programme and return to the local board with options and advice regarding the future use of these community venues, and a corresponding procurement process to confirm the best partner to support local board aspirations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. Connected Communities manages the relationships and contracts with community partners. Subject to the outcome of this decision, staff will work with Parks & Community Facilities to manage implications for council owned assets.

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

Local impacts and local board views

19. Community partners support the delivery the Upper Harbour Local Board plan, in particular:

· Outcome 1: Empowerment, connected and resilient Upper Harbour communities

· Outcome 2: Healthy and active communities.

Tauākī whakaaweawe Māori

Māori impact statement

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

21. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan 2050, the 10-year Budget Plan 2021-2031 (Long-term Plan), the Auckland Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, the council’s Māori Responsiveness Framework.

22. Partner-led community services enable locally responsive activities, promoting participation, inclusion, and connection for all Aucklanders, including Māori.

23. A Community Centre Management Agreement includes key performance indicators (KPIs), which require community partners to engage with Māori, and where appropriate support the delivery of programmes that local iwi may wish to run in the facility.

Ngā ritenga ā-pūtea

Financial implications

24. The recommended options require a total commitment of $235,771.62 from the Upper Harbour Local Board’s Asset-Based Services (ABS) Opex budget in advance of the approval of the 2023/2024 local board work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Risk	Mitigation
A decision could preempt significant budgetary decisions	This is an interim approach and leaves room for decisions pending local board work programme approval to be actioned from 1 July 2024
The recommended approach may not provide sufficient certainty for partners	Staff will maintain regular communication with partners, providing updates on the annual plan process and outcomes so that they will have at least three months (i.e. the first quarter of 2023/2024) to prepare for any changes

Ngā koringa ā-muri

Next steps

25. If the local board agrees with the staff recommendation, the CCMAs will be signed, and funding will be administered.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Darryl Soljan – Head of Community Delivery

Authorisers

Mirla Edmundson - General Manager Connected Communities

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

25 May 2023

Approval to name two new private roads at 2 Falcon Crescent, Hobsonville.

File No.: CP2023/05750

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board for names for two new private roads being commonly owned access lots created by way of the Stage 2 subdivision development at 2 Falcon Crescent, Hobsonville.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The Auckland Council Road Naming 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. Maven Associates has proposed the road names presented in this report for consideration by the local board on behalf of the developer and applicant, Falcon Green Limited.

4. The proposed road name options have been assessed against the Auckland Council Road Naming 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 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 are:

Road 1

· Rakau Road (applicant’s preference)

· Maikaika Road (alternative)

· Putangitangi Road (alternative)

Road 2

· Mataitai Road (applicant’s preference)

· Raki Place (alternative)

· Wharariki Road (alternative)

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / approve the names ‘Rakau Road’ and ‘Mataitai Road’ (applicant’s preference) for two new private roads created by way of the Stage 2 subdivision being undertaken by Falcon Green Limited at 2 Falcon Crescent, Hobsonville in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60305624, SUB60394076-1 and RDN90108220).

Horopaki

Context

6. Resource consent BUN60305624 (subdivision reference number SUB60394076-1) was issued in September 2022 for the construction of 20 new residential Lots and two commonly owned access lots (COALs).

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

8. In accordance with 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), every public road and any private way, COAL, or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical, and efficient street numbering.

9. The two new COALS therefore require road names as they each serve more than five lots and are highlighted on the site plan in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Auckland Council Road Naming Guidelines (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 either reflect historical linkages or reflect the natural environment from the Hobsonville area where the development site is located i.e. plants, trees, birds.

13. The applicant has proposed the names set out in the following table:

Proposed name

Meaning (as described by applicant)

Road 1

Rakau Road

(applicant’s preference)

Translates to ‘timber’. The early Māori settlers used the timber found in Hobsonville for building, tools etc.

Maikaika Road

(alternative)

Translates to ‘onion orchid’.

Putangitangi Road

(alternative)

Translates to ‘Paradise Shelduck’ (duck).

Road 2

Mataitai Road

(applicant’s preference)

Translates to ‘shellfish’, found in abundance on the tidal flats on the southern and eastern coast for the early Māori settlers to use as Kai (food).

Wharangi Road

(alternative)

A small coastal tree.

Wharariki Road

(alternative)

A mountain flax.

14. 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.

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

16. Road Type: ‘Road’ is an acceptable road type for the new private roads, suiting the form and layout.

17. 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

18. 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

19. 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

20. 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

21. 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.

22. On the 1st of March 2023 mana whenua were contacted by the applicant, 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

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Iwi Trust

· Ngāti Paoa Trust Board

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Manuhuri

23. A reply was received from Ngāti Manuhiri who deferred comment to the local iwi. Te Kawerau ā Maki have confirmed acceptance of the proposed names. No other responses were received.

24. The level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

Ngā ritenga ā-pūtea

Financial implications

25. The road naming process does not raise any financial implications for the council.

26. 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

27. 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

28. 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

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