I hereby give notice that an ordinary meeting of the Devonport-Takapuna Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 30 April 2024

1:00pm

Devonport-Takapuna Local Board Office
1-7 The Strand
Takapuna

 

Devonport-Takapuna Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Toni van Tonder

 

Deputy Chairperson

Terence Harpur

 

Members

Peter Allen

 

 

Gavin Busch

 

 

Melissa Powell

 

 

George Wood, CNZM

 

 

(Quorum 3 members)

 

 

 

Henare King

Democracy Advisor

 

24 April 2024

 

Contact Telephone: 027 2043 466

Email: henare.king@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Devonport-Takapuna Local Board

30 April 2024

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Nau mai | Welcome                                                                                                        5

2          Ngā Tamōtanga | Apologies                                                                                         5

3          Te Whakapuaki i te Whai Pānga | Declaration of Interest                                         5

4          Te Whakaū i ngā Āmiki | Confirmation of Minutes                                                    5

5          He Tamōtanga Motuhake | Leave of Absence                                                            5

6          Te Mihi | Acknowledgements                                                                                       5

7          Ngā Petihana | Petitions                                                                                                5

8          Ngā Tono Whakaaturanga | Deputations                                                                    5

9          Te Matapaki Tūmatanui | Public Forum                                                                      5

10        Ngā Pakihi Autaia | Extraordinary Business                                                              6

11        Devonport-Takapuna Local Board Long-Term Plan 2024-2034: Local Board consultation feedback and input                                                                                 7

12        Review of the allocation table recording the allocation of decision-making responsibility for non-regulatory activities                                                              37

13        Summary of Confidential Decisions and related information released into Open 53

14        Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items

 

 


1          Nau mai | Welcome

 

The meeting was opened with a karakia.

 

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta 

Kia mātaratara ki tai         

E hī ake ana te atakura   

He tio 

He huka 

He hau hū  

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

 

 

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 Devonport-Takapuna Local Board:

a)         whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 16 April 2024, 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 Devonport-Takapuna 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 three 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.”

 


Devonport-Takapuna Local Board

30 April 2024

 

 

Devonport-Takapuna Local Board Long-Term Plan 2024-2034: Local Board consultation feedback and input

File No.: CP2024/04810

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To receive consultation feedback from the Devonport-Takapuna Local Board area on:

·    proposed priorities, activities, and advocacy initiatives for the Devonport-Takapuna Local Board Agreement 2024/2025

·    regional topics for the Long-term Plan (LTP) 2024-2034.

2.       To recommend any local matters or advocacy initiatives to the Governing Body, that they will need to consider or make decisions on in the Long-term Plan 2024-2034 process.

3.       To provide input on the proposed regional topics in the Long-term Plan 2024-2034.

Whakarāpopototanga matua

Executive summary

4.       Local board agreements set out annual funding priorities, activities, budgets, levels of service, performance measures and initiatives for each local board area. Local board agreements for 2024/2025 will be included in the Council’s Long-term Plan 2024-2034.

5.       Auckland Council publicly consulted from 28 February to 28 March 2024 to seek community views on the proposed Long-term Plan 2024-2034. This included consultation on the Devonport-Takapuna Local Board’s proposed priorities for 2024/2025 to be included in their local board agreement, and key priorities and advocacy initiatives for the Long-term Plan 2024-2034.

6.       Auckland Council received 27,960 submissions in total across the region and 975 submissions from the Devonport-Takapuna local board area.   

7.       In the Long-term Plan process there are matters where local boards provide recommendations to the Governing Body, for consideration or decision-making. This includes any local board advocacy initiatives. The Governing Body will consider these items as part of the Long-term Plan decision-making process in May/June 2024:

·    any new/amended business improvement district targeted rates.

·    any new/amended local targeted rate proposals. 

·    proposed locally driven initiative capital projects outside local boards’ decision-making responsibility.

·    release of local board specific reserve funds

·    any other local board advocacy initiatives.

8.       Local boards have a statutory responsibility to provide input into regional strategies, policies, plans, and bylaws. This report provides an opportunity for the local board to provide input on council’s proposed Long-term Plan 2024-2034.

 

 

 

 

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receive consultation feedback on the proposed Devonport-Takapuna Local Board priorities and activities for 2024/2025 and key advocacy initiatives for 2024-2034.

b)      receive consultation feedback on regional topics in the Long-term Plan 2024-2034 from people and organisations based in the Devonport=-Takapuna local board area.

c)      provide input on regional topics in the proposed Long-term Plan 2024-2034 and advocacy initiatives to the Governing Body.

 

Horopaki

Context

9.       Each financial year Auckland Council must have a local board agreement (as agreed between the Governing Body and the Devonport-Takapuna Local Board) for each local board area. The local board agreement sets out how the Council will reflect priorities in the Devonport-Takapuna Local Board Plan 2023 in respect of the local activities to be provided in the local board area, and includes information relating to budgets, levels of service, and performance measures.

10.     The local board agreements 2024/2025 will form part of the Auckland Council’s Long-term Plan 2024-2034.

11.     Auckland Council publicly consulted from 28 February to 28 March 2024 to seek community views on the proposed Long-term Plan 2024-2034.  The consultation content included information on regional proposals to be decided by the Governing Body, and information on the Devonport-Takapuna Local Board’s proposed priorities for 2024/2025 to be included in their local board agreement, and key local board priorities and advocacy initiatives for 2024-2034.

12.     Auckland Council is facing key financial challenges including adapting to economic fluctuations, paying for growth, the rising cost of asset ownership, storm response and resilience and a limited funding system. To address this, strategic choices and direction must be made in the council’s proposed Long-term Plan 2024-2034.

13.     Local boards have a statutory responsibility to identify and communicate the interests and preferences of people in their local board area in relation to the content of the Long-term Plan 2024-2034.

Tātaritanga me ngā tohutohu

Analysis and advice

14.     This report includes analysis of consultation feedback, any local matters to be recommended to the Governing Body and seeks input on regional topics in the proposed Long-term Plan 2024-2034.

Consultation feedback overview  

15.     As part of the public consultation for the Long-term Plan 2024-2034 Auckland Council used a variety of methods and channels to reach and engage a broad cross section of Aucklanders to gain their feedback and input into regional and local topics.

16.     In total, Auckland Council received feedback from 27,960 people in the consultation period. This feedback was received through written feedback hard copy and online forms, emails and letters and independently managed phone interviews.

17.     In total 975 submissions were received from people in the Devonport-Takapuna Local Board area. This feedback was received through:

·    Written feedback- 964 hard copy and online forms, emails, letters and proforma submissions

·    In person- 11 pieces of feedback through the events which were held in the area during the consultation period.

18.     The tables and graphs below indicate the demographic categories people identified with. This information only relates to those submitters who provided demographic information.

Graph 1; Devonport-Takapuna submitters demographics (Gender and Age) compared to Census data.

 

Graph 2: Devonport-Takapuna submitters Ethnicity data compared to Census data.

·   

19.     All feedback will be made available on an Auckland Council webpage called “Submissions on the Long-term Plan 2024-2034” and will be accessible after 24 April 2024 through the following link: https://akhaveyoursay.aucklandcouncil.govt.nz/long-term-plan-2024-2034-consultation-feedback 

Feedback received on the Devonport-Takapuna Local Board’s priorities for 2024/2025 and the 10-year budget (LTP) 2024-2034

20.     The Devonport-Takapuna Local Board consulted on the following priorities for 2024/2025: Key themes from the feedback received are summarized under each priority.

Priority1: Progress the detailed business case and delivery of a new library and community hub in Takapuna. Key themes include:

o The library is a valued and well used community facility.

o There is recognition that the library is tired and requires investment.

o Respondents would like any new library and community hub to be developed on the existing location.

o There were few comments on the development of the community hub with most comments focusing on the library itself as a traditional library space.

 

Priority 2: Complete the Devonport-Takapuna Local Parks Management Plan

o Recognition of importance of this document to assist decision making on future use and management of reserves, open spaces, and facilities in the area.

o Note that more organisations feel this is very important. This may reflect their understanding of processes and the importance of the Reserves Act in decision making over reserves and open spaces.

 

Priority 3: Implement priority actions from the Devonport Takapuna Ethnic Plan.

o People are important and should be supported.

o All residents should be treated equitably and be able to access programmes and services.

o Investment should be targeted to areas of need when budgets are limited.

 

Priority 4: Invest in the delivery of key events in our town centres to support local businesses.

o Free to attend events bring vitality and visitors to town centres.

o Events showcase the area as a great place to live and work.

o When budgets are constrained, some events should be user pays or receive greater support from business or sponsorship.

 

Priority 5: Continue to build relationships with Iwi and Mataawaka

o The area’s history and heritage are important. Good relationships with local mana whenua and mataawaka will help guide decision making.

o There is a desire for all in the local board area to be treated equally.

 

Priority 6: Continue to renew and improve community facilities.

o The provision and maintenance of community assets, including sports fields is critical.

o Whilst the development of new assets is needed to meet future needs and changing demands focus is required on maintain existing assets if they are being used and fulfilling needs.

Priority 7: Continue support of our valued art partners.

o Art in all forms is required for community wellbeing.

o Our art partners and the venues they manage attract visitors and contribute to the way residents and visitors alike feel about the area.

o In times of constrained budgets some feel that the arts should be better supported form those who use the facilities and services provided by our art partners.

21.     The Devonport-Takapuna Local Board consulted on the following priorities for the Long-term Plan 2024-2034:

·    Priority 1: Invest in initiatives that build community networks and contribute to local resilience.

·    Priority 2: Support environmental groups to undertake community-led conservation including planting, eradication of plant and animal pests and community clean up events in our parks and waterways.

·    Priority 3: Support initiatives that promote inclusion, diversity, and expression of culture.

·    Priority 4: Investigate options to sell underperforming or underutilized assets. The proceeds will fund investment in well used assets including valued heritage buildings.

·    Priority 5: Support and invest in sport and recreation organisations to provide opportunities for all to become and stay active.

 

22.     The Devonport-Takapuna Local Board also consulted on the following key advocacy initiatives that sit outside local board decision-making:

·    Initiative 1: Advocate for the delivery of community initiatives that help people prepare and respond to emergencies.

·    Initiative 2: Advocate for increased investment in in the provision and improvement of stormwater assets through the Making Space for Water programme.

·    Initiative 3: Advocate for investment in the Wairau catchment and Lake Pupuke to improve water quality.

·    Initiative 4: Advocate for additional funding to renew and protect our heritage assets or that they be funded from a regional budget.

·    Initiative 5: Advocate for greater funding and support for improved travel options including the upgrade of Lake Road, the development of the Francis-Esmonde Link and the development of a new Bayswater Ferry Terminal.

23.     686 submissions were received on Devonport-Takapuna Local Board’s key priorities for 2024/2025 and key advocacy initiatives. The majority of local respondents and organisations supported all or most of the local priorities identified.

 

 

 

 

 

 

 

 

 

Graph 3 What do you think of our proposed priorities in 2024/2025

 

Graph 4 More specifically, what do you think of each priority?

24.     Consultation feedback on local board priorities will be considered by the local board when approving their local board agreement on 11 June 2024. Local board key advocacy initiatives will be considered in the current report.

Feedback on other local topics

25.     Key themes across feedback received on other local topics included:

·    In times of budget constraints residents ask that the local board focus on the essentials or core business and that projects are prioritised on need rather than desire for something new.

·    Investment in the environment, particularly in the Wairau Catchment is sought.

·    Climate issues and our preparedness for changes including the frequency of severe weather events is of concern to residents.

·    Investment in infrastructure to manage stormwater and the progress of the Making Space for Water programme is important to residents.

·    Lake Road and the issues related to traffic movement in the corridor continues to be of concern.

·    The provision of efficient, timely and appropriately sized buses and ferries continue to frustrate public transport users in the area.

·    Greater support for the maintenance of heritage assets and notable tress was requested.

·    Planning to manage future growth is needed, especially in the northern part of the local board area.

Overview of feedback received on regional topics in the Long-term Plan from the Devonport-Takapuna Local Board area.

26.     The proposed Long-term Plan 2024-2034 sets out Auckland Council’s priorities and how to pay for them. Consultation on the proposed Long-term Plan asked submitters to respond to key questions on the following:

1.   Overall direction for Long-term Plan

2.   Transport plan

3.   North Harbour Stadium

4.   Major Investments:

a.   Creating an Auckland Future Fund using the Auckland International Airport shareholding

b.   Options relating to the future of Port of Auckland (includes options c. and d.)

5.   Port Land

6.   Changes to other rates, fees, and charges.

 

27.     Submitters were also encouraged to give feedback on any of the other matters included in the Long-term Plan 2024-2034 consultation document.

28.     The submissions received from the Devonport-Takapuna Local Board area on these key issues are summarised below, along with an overview of any other areas of feedback on regional proposals with a local impact.

Key Question 1: Overall direction for Long-term Plan

29.     Aucklanders were asked about the overall proposed direction for council services and investment over the next ten years. This included the ‘central proposal’ alongside alternative options of ‘pay more, get more’ and ‘pay less, get less’ in seven areas of council-funded service and activities. These seven areas are their associated options are described in detail in the consultation document available at Auckland Council Long-term Plan 2024-2034 Consultation Document from pages 22-27 and included:

·    Transport - Roads, public transport, and safety improvements across the transport network

·    Water - Managing stormwater to minimise flooding and protect waterways.

·    City and local development - Delivering urban regeneration and lead development of the city centre.

·    Environment and regulation - Protecting and restoring the natural environment.

·    Parks and community - A wide range of arts, sports, recreation, library, and community services including a fair level of funding for local boards (see section on fairer funding for local boards below)

·    Economic and cultural development - Major events funding and economic development

·    Council support - Supporting the delivery of services, enabling effective governance, emergency management and grants to regional amenities.

30.     The central proposal would see annual rates increases for the average value residential property set at 7.5 per cent in year one, 3.5 per cent in year two, 8.0 per cent in year three and no more than 3.5 per cent for the years after that. Over the 10-year period 2024-2034, the central proposal would provide for a capital investment programme of $39.3 billion and $53.7 billion of operational spending.

31.     The central proposal, and alternative options of ‘pay more, get more’ and ‘pay less, get less’ scenarios are outlined in Table 1 below.

Table 1 - The central proposal and the ‘pay more, get more’ and ‘pay less, get less’ scenarios.

Annual rates increase for average value resident property

Pay less and get less

Central proposal

Pay more and get more

Year 1

5.5 per cent

7.5 per cent

14 per cent

Year 2

3.5 per cent

3.5 per cent

10 per cent

Year 3

3.5 per cent

8.0 per cent

10 per cent

Later years

No more than 1 per cent above CPI inflation thereafter

No more than 3.5 per cent for the years after that

5 per cent for the years after that

CAPEX

$33.5b

$39.3b

$52.0b

OPEX

$69.2b

$72.0b

$76.5b

 

32.     The graphs below give an overview of the responses from the Devonport-Takapuna Local Board area.

 

Graph 5: Overall direction for the Long-Term Plan

 

 

 

Graph 6: Overall direction -more/less of

 

33.     The majority of both individuals and organisations support the core proposal. This was reflected in the feedback for all of the specific topics canvassed other than Economic and cultural development where respondents thought we could do less.

34.     The main themes from comments received include:

Transport: Public transport users want efficient services with coordinated timetables, any measures that can improve the traffic flow on Lake Road, including the provision of safe cycling and walking paths and critical analysis of any new roading infrastructure.

Water: Respondents want assurance that water infrastructure can cope with projected growth and can minimise impacts from severe weather events.

Resilience and Preparedness: respondents would like support for projects and programmes that enable residents and business prepare for and react to sever weather events.

Environment and water quality: these matters are still of great importance to respondents particularly water quality on beaches and in the Wairau Estuary. Respondents also commented on the need for maintenance and protection of parks and open spaces and the management of the Lake Pupuke including weed control and removal.

 

Key Question 2: Transport Plan

35.     Aucklanders were asked for feedback on a proposal to work with government to make progress toward an integrated transport plan for Auckland with a proposed total capital spend of $13.4 billion for Auckland Transport over 10 years.

36.     This would include:

·    making public transport faster, more reliable, and easier to use by investing in rapid transit network actions, such as making it easier to pay, including introducing capped weekly public transport passes.

·    network optimisation, reducing temporary traffic management requirements and introducing dynamic lanes.

·    stopping some initiatives previously planned such as some raised pedestrian crossings and cycleways.

37.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

 

Graph 7: Transport Plan

  

38.     The main themes for the responses to the Transport Plan include:

·        Support for the investment in electrification of the transport fleet including ferries.

·        Support for greater investment in active transport modes and the infrastructure required to facilitate this.

·        Support for the proposed changes to the Hop Card charging model.

·        Support for dedicated busways to improve traffic flow.

·        Support for more public transport services connecting the suburbs to the main transport nodes.

·        Concern re cost of some roading costs including the cost and number of raised crossings being installed

·        Concerns re the cost for traffic management plans and the impediment to traffic flows when these are in place.

 

 

 

Key Question 3: North Harbour Stadium

39.     Aucklanders were asked for feedback on options for the future of North Harbour Stadium precinct. The options set out were:

1.   to keep the stadium precinct as it is now and maintain it at a cost of $33 million over 10 years.

2.   redevelop the stadium precinct funded through reallocation of this $33 million, the sale of some stadium precinct land while retaining the existing community playing fields and any other external funding available.

3.   change the operational management of the stadium to ensure greater use by the community (noting that this option could be considered in addition to either option 1 or 2).

40.     The graphs below give an overview of the responses from the Devonport-Takapuna Local Board area.

 

Graph 8: North Harbour Stadium

  

 

Q3 North Harbour Stadium

 

 

 

 

 

 

Category

Count

 

 

 

 

Total

Keep the stadium precinct as it is

Consider redeveloping the stadium precinct

Change the operational management

Other

I don’t know

 

Individuals (n=0,816)

188

301

217

35

75

816

Organisations (n=15)

4

4

6

0

1

15

Maori entities (n=0)

0

0

0

0

0

0

Pro forma (n=110)

55

0

55

0

0

110

 

 

 

 

 

 

 

 

Graph 9: North Harbour Stadium – Combined responses (Individuals only)

 

41.     A total of 816 individuals, 15 organisations and 110 pro forma were received from respondents to the question on the future of the North Harbour Stadium.

42.     The majority of individuals support redevelopment of the stadium, however the organisations that responded would rather change the management model and are divided on whether to redevelop or not.

43.     If the responses are coded to allow respondents to choose an option for the future of the facility together with the option of a change to the management model as shown in Graph 9 then redevelopment is still the option supported.

44.     The main themes that emerged were:

·        Dissatisfaction with the current management noting that changes to the management model could result in a facility that is more accessible, affordable, and open to different uses including events and concerts and that there may be opportunities to support more local events and users.

·        The use of the facility by north shore sporting organisations is supported.

·        There is still a sense that the stadium was developed using local support and finance and that whilst there may be a call for change any such moves should be to the benefit of the North Shore community.

·        Further investigation on options and consultation is required.

 

Key Question 4a: Major Investments: Auckland Future Fund and Auckland International Airport Limited shares

45.     Aucklanders were asked to provide feedback on a proposal to establish a diversified investment fund for Auckland (the Auckland Future Fund) to spread the risk of council’s investments over a range of different assets in different locations. The proposal includes the transfer of council’s shareholding of just over 11 per cent in Auckland International Airport Limited (AIAL) to the fund to enable the subsequent sale of any or all the shares by the fund manager.

46.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

 

 

 

 

Graph 10 Auckland Future fund

 

   

47.     There are mixed views for the proposal. More individuals support the proposal than organisations who do not support the fund.

48.     Themes from the consultation responses include:

·    Opposition to asset sales. Many of those who do not support the fund are fundamentally against asset sales citing the risk of overseas influence and potential control. The alternative is to look for other ways to secure revenue to manage increases in costs including those to service council debt.

·    Planning for the future; Those who support the proposal highlighted the ability for council to hold reserves that could mitigate the impacts of future events or cost increases.

·    Diversification of risk: the ability to hold reserves in a professionally managed fund that could diversify risk in the national and international market is prudent especially as both the Auckland International Airport and the Port of Auckland can both be impacted by global events at the same time.

·    Transparency and control if fund managers are appointed: many sought assurances that there would still be a degree of scrutiny over future management available to council.

·    Timing: some respondents question the timing as both assets are beginning to show profit after some very hard years following the impacts of COVID.

 

Key Question 4b: Major Investments: Port of Auckland

49.     Aucklanders were also asked for their feedback on options for the future of Port of Auckland.  The two options identified were:

1.   retain underlying ownership of the port land and wharves and lease the operation of the port for a period of about 35 years with the upfront payment from the lease invested in the proposed Auckland Future Fund.

2.   retain underlying ownership of the port land and wharves with the Port of Auckland Limited continuing to operate the port and implement their plan to deliver improved profitability and dividends.

50.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area on the question of how the future operations of the Port of Auckland should be managed.

Graph 11: Future management of Port of Auckland Operations

 

51.     Both individuals and organisations support Auckland Council’s operation of the port.

52.     The pro forma responses were on a document prepared by the Taxpayers Union that stated:

I also call on the Council to get smarter about infrastructure investment. I support the mayor’s proposed Future Fund and the proposal to perhaps lease Auckland Port’s operation to an expert external; operator while keeping the port land in ratepayer’s hands and ring fencing the money to invest in infrastructure so that te rates and debt are kept down, I’d like to see the numbers.”

53.     The main themes from responses that support the council group’s operation of the port include:

·    Public assets should be kept in council control. There is some concern from respondents who want council to retain ownership and control that any change may result in foreign ownership that could focus on financial returns and having less interest in the port and its place in the city. (approx. 49% of all responses in this category).

·    A long lease of the site may preclude the opportunity to move the port to an alternative location. This includes concerns that if port operations grow there could be impacts on city-centre traffic, growth in number of vessels accessing the site and the harbour environment being adversely affected. (approx. 20% of all responses in this category).

·    If there are opportunities to improve port operations and financial returns to council, then they should be implemented by the council group rather than leasing the site to another operator. (approx. 13% of all responses in this category).

54.     The main themes from responses that support leasing the port operations for a period of 35 years include:

·        The ability of commercial managers to improve the ports profitability and efficiency (approx. 36% of all responses in this category).

·        A known revenue stream for council that can be used to keep rates down and reduce debt. (approx. 26% of all responses in this category).

·        If a lease is negotiated, then there should be transparency and accountability to council as owners of the land. A small number of respondents mentioned consideration to allowing the lease to be shorter or having the ability to be terminated if the port is required to move to another location.

 

Key Question 4c: Major Investments: Port of Auckland

55.     It was noted that if the council group continues to operate the port through Port of Auckland Limited, it could continue to use the profits and dividends from the port to fund council services, or it could invest the profits and dividends in the proposed Auckland Future Fund.

56.     The graph below gives and overview of the responses from the Devonport-Takapuna Local Board area on the questions of how to use future profits or dividends form the Port of Auckland.

Graph 12 Future profits or dividends from Port of Auckland

Key Question 4d: Major Investments: Port of Auckland

57.     People were also encouraged to give feedback on other aspects of the proposal, including in relation to self-insurance, and implementation options for the proposed Auckland Future Fund and possible changes to the council’s shareholding in Port of Auckland Limited and to the ownership of the Port Land.

58.     There were a range of views, many expressed in responses to questions 4b and 4c on the future management of the port operations. Other matters raised included:

·        Future development and use of the site for recreation purposes, including some consideration for a future stadium.

·        Concerns regarding upfront payment for the lease that could be used very quickly either to support council operations or to be held in the proposed Future Fund. In either case respondents feel that 35 years is a long time with no detail available on any review of the arrangement or lease costs/returns.

Key Question 5: Port Land

59.     Aucklanders were asked for their feedback on a proposal whereby some land and wharves currently used for port operations could be transferred to Auckland Council and used for something else that provides public benefit. This could include the creation of some new public spaces and/or new waterfront residential or commercial developments.

60.     Captain Cook and Marsden wharves could be transferred to council within 2-5 years provided that resource consent can be obtained for work at the Bledisloe Terminal. These works are required to allow some port operations to be moved and would cost around $110 million, but otherwise there would be no significant impact on the operations or value of the port.

61.     The Bledisloe Terminal site could be freed up and transferred to council for use in another way within 15 years. However, this would significantly reduce the scale of port operations in Auckland with many shipments needing to be transported into the Auckland by truck or rail. It would also lower the value of the proposed port lease by an estimated $300m or reduce the future profits and dividends the council earns from the port.

62.     The graphs below give an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 13 Future use of Port of Auckland land Captain Cook and Marsden Wharves

 

 

Graph 14 Future use of Port of Auckland land – Bledisloe Terminal

 

63.     Key themes on the responses to the question of the future use of the Captain Cook and Marsden wharves:

·        The majority of respondents want the land to be opened up for public access including consideration of opportunities to support tourism (approx. 52% of all responses in this category).

·        Many commented that the port operations are in the wrong place: parking for vehicles is a waste of waterfront land, a cruise ships should have better facilities than those currently available and that there could be better use made of the site to accommodate ferry services for commuters. (approx. 28% of all responses in this category).

·        A small number of comments were received in support of a new stadium being developed on the land. (approx. 4% of all responses in this category).

64.     The responses to this question were mixed and there are many factors to consider. Respondents are uncertain on the impact on port operations, reduction in income generated and that given the timeframes mentioned feel there could be factors that are currently unknown to consider.

Key Question 6: changes to other rates, fees, and charges

65.     Aucklanders were asked for feedback on proposed changes to business rates, targeted rates and charges as set out below.

Waste management rates changes

66.     Auckland Council is proposing to continue the planned roll out of rates funded refuse collections to the North Shore, Waitākere and Papakura in 2024/2025, and Franklin and Rodney in 2025/2026 replacing the current pay as you throw service, and consequent rates change. During the rollout it is proposed the refuse targeted rate will be applied to properties in these areas based on the approximate number of months the rate’s funded service is available to them.

67.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 15: Rates funded refuse collection roll out.

68.     Whilst the responses indicate support for the change most of the responses that included specific comment came from those who do not support the change and have concerns that it will negatively impact the number of residents who recycle waste and cost others more for a service that they may use less frequently.

Re-Introducing recycling charges for schools.

69.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

 

Graph 16 Re-Introducing recycling charges for schools

 

Changes to other rates, fees, and charges

70.     Other proposed changes to rates and fees and charges included in the consultation document for the Long-term Plan 2024-2034 include:

 

Resuming the Natural Environment Targeted Rate (NETR) and extend it to 2034/2035 to continue to invest in the protection of native ecosystems and species.

71.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

 

 

 

Graph 17: Natural Environment Targeted Rate

 

Resuming the full Water Quality Targeted Rate (WQTR) and extend it to 2034/2035 at a level that only covers the annual programme operating and interest costs. This ensures water quality improvements in harbours and streams across the region can be funded but at a lower amount for next year than previously planned.

72.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 18: Water Quality targeted Rate

 

 

Broadening the description of bus services funded by the Climate Action Transport Targeted Rate (CATTR) to reduce the need to consult each year for minor changes to the bus programme.

73.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 19: Climate Action Transport Targeted Rate

Discontinue the Long-Term Differential Strategy which gradually lowers the share of general rates paid by businesses and raises the share paid by other ratepayers, and raise the share of the NETR, WQTR and CATTR paid by businesses to align to the share of general rates paid by businesses.

74.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 20: Long Term Differential Strategy

Changing the Rodney Drainage Districts Targeted Rate to reflect public feedback and updated analysis of the benefits to properties and boundaries.

 

75.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 21: Changing the Rodney District ‘s Targeted Rate

 

Increasing the Waitākere Rural Sewerage Targeted Rate from $296.75 to $336.80 (per year) for the 2024/2025, 2025/2026, and 2026/2027 years to maintain cost recovery in the three-year contract cycle and avoid an annual subsidy of around $117,000 from general rates.

76.     The graph below gives an overview of the responses from the Devonport-Takapuna Local Board area.

Graph 21: Increasing the Waitakere Rural Sewerage Targeted Rate

77.     Respondents to the changes to fees and charges also commented on the following matters.

78.     Rising costs to ratepayers, whilst many support the intent of targeted rates in times when general costs are rising the burden to the ratepayer is increasing.

·        Businesses should be asked to contribute to the cost of targeted rates in the same way residents are.

·        There is concern that waste costs include an amount for the recycling of household food scraps. There are some in the community who still resent this as they already compost household food waste.

·        Generally, the targeted rates that promote and assist in the protection of the environment, including the Climate Action Transport targeted rate received greater support. This reflects the feedback that the Devonport-Takapuna Local Board has received through other consultation processes that indicate how important these matters are to residents and organisations.  

79.     In addition to most other fees and charges which will be adjusted in line with inflation, there are also specific changes to the fees outlined below.:

· new fees to recover the cost of processing new requirements under the Building (Dam Safety) Regulations 2022

· increased deposit levels for a number of consenting fees

· an increase to film-permitting fees to adjust for cumulative inflation since 2015. It is also proposed that this fee is adjusted for inflation yearly.

· adjusted fees for all services provided from pool and leisure centres to ensure an appropriate level of cost recovery.

· baseline fees across similar venue hire and bookable spaces so that they are charged appropriately. This includes community halls, community centres, art centres and bookable library spaces.

80.     The were minimal responses to these matters form the Devonport-Takapuna area. However, in other parts of the consultation document there were responses indicating how important access to community facilities, including pools and recreation facilities is to wellbeing ad that these should be affordable to all.

 

Other matters for feedback

81.     The following proposals were also included in the consultation in the Long-term Plan:

Draft Tūpuna Maunga Authority Operational Plan 2024/2025

82.     Aucklanders were asked to feedback on the draft Tūpuna Maunga Authority Operational Plan 2024/2025 which sets out a framework in which the council must carry out the routine management of 14 Tūpuna Maunga.

83.     There were no submissions from the Devonport-Takapuna area referencing the Tūpuna Maunga Authority Operational Plan 2024/2025.

Fairer funding for Local Boards (Local Board Funding Policy)

84.     Auckland Council is proposing to shift to a fairer funding model, where some local boards will receive additional funding to deliver for their communities. Other local boards, where there is a disparity of funding, would need to make changes in their priorities to manage within a reduced budget. The proposal is to address local board funding equity through the first three years of the Long-term Plan 2024-2034.

85.     The central proposal is to achieve this through a 50/50 combination approach, i.e., reallocating some existing funding between local boards and providing some new funding ($20 million opex and $30 million capex) over the first three years of the LTP 2024-2034.

86.     As the extent of funding disparity between local boards is significant, and the council’s capacity for new funding is limited, the proposal is for 18 local boards to be within 5 per cent of their equitable funding levels (opex and capex) by year three of the LTP 2024-2034. Of the 21 local boards, three local boards will remain funded above their equitable levels but to a lesser degree than current levels.

87.     A fixed funding allocation is proposed for Aotea/Great Barrier and Waiheke Island Local Boards, who will be allocated 1 per cent and 2 per cent of the available funding respectively, given their smaller population sizes.

88.     These changes would require an amendment to the Local Board Funding Policy.

89.     In addition to the central proposal being put forward, there are also scenarios to 'pay more, get more' and 'pay less, get less'. Under the ‘pay more, get more’ scenario no reallocation among local boards would be required. A funding uplift would be provided to get all local boards to their equitable funding levels. To achieve full equity under this option, close to $900 million would be required in additional operating funding and about $1 billion in capital funding over 10-years.

90.     To achieve local board funding equity under the ‘pay less, get less’ scenario, where no additional funding would be available, a significant reallocation would be required from local boards that are currently funded above their equitable level of funding to boards who receive lesser funding. Local boards that could lose funding may not be able to deliver projects previously agreed, asset renewals or services without increasing fees, imposing local targeted rates, or rationalising assets.

91.     There were 18 submissions from the Devonport-Takapuna Local Board area which referenced fairer funding, two were in support of the proposed changes with 16 in opposition to the proposed changes to the local board funding model.

92.     The main themes were:

·   The local board cannot afford to lose any funding, any reduction would impact local groups and services.

·   It would be better if the local boards who need the funding are brought up to our current levels without impacting our local delivery.

·   The timeline for the introduction of any changes is too short.

  

Recommendations on local matters  

93.     This report allows the local board to recommend local matters to the Governing Body for consideration as part of the Long-term Plan process, in May 2024. This includes:

·    any new/amended business improvement district targeted rates.

·    any new/amended local targeted rate proposals. 

·    proposed locally driven initiative capital projects outside local boards’ decision-making responsibility.

·    release of local board specific reserve funds

·    local advocacy initiatives.

Local targeted rate and business improvement district (BID) targeted rate proposals

94.     Local boards are required to endorse any new or amended locally targeted rate proposals or business improvement district (BID) targeted rate proposals in their local board area. Note that these proposals must have been consulted on before they can be implemented.

95.     Local boards then recommend these proposals to the Governing Body for approval of the targeted rate.

There are no new Business Improvement targeted Rates in the Devonport-Takapuna area therefor this does not apply to the Devonport-Takapuna Local Board for the 2024/2025 financial year.]

Funding for Locally Driven Initiatives (LDI)

96.     Local boards are allocated funding for local driven initiatives (LDI) annually, to spend on local projects or programmes that are important to their communities. Local boards have decision-making over the LDI funds but need approval from the Governing Body where:

·    the release of local board specific reserve funds is requested, which are being held by the council for a specific purpose.

·    a LDI capital project exceeds $1 million.

97.     These conditions do not apply to the Devonport-Takapuna local board for the 2024/2025 financial year.]

Local board advocacy

98.     Local boards can also agree advocacy initiatives which considers the consultation feedback above. This allows the Governing Body to consider these advocacy items when making decisions on the Long-term Plan 2024-2034 in May. 

99.     The advocacy initiatives approved by the local board will then be included as an appendix to the 2024/2025 Local Board Agreement

Local board input on regional topics in the Long-term Plan 2024-2034

100.   Local boards have a statutory responsibility for identifying and communicating the interests and preferences of the people in its local board area in relation to Auckland Council’s strategies, policies, plans, and bylaws, and any proposed changes to be made to them. This report provides an opportunity for the local board to provide input on council’s proposed Long-term Plan 2024-2034.

101.   Local board plans reflect community priorities and preferences and are key documents that guide the development of local board agreements (LBAs), local board annual work programmes, and local board input into regional plans such as the Long-term Plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

102.   The decisions recommended in this report are part of the Long-term Plan 2024-2034 and local board agreement process to approve funding and expenditure over the next 10 years.

103.   Projects allocated funding through this Long-term Plan process will all have varying levels of potential climate impact associated with them. The climate impacts of projects Auckland Council chooses to progress, are all assessed carefully as part of council’s rigorous reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

104.   The Long-term Plan 2024-2034 is an Auckland Council Group document and will include budgets at a consolidated group level. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group.

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

Local impacts and local board views

105.   The local board’s decisions and feedback are being sought in this report. The local board has a statutory role in providing its feedback on regional plans.

106.   Local boards play an important role in the development of the council’s Long-term Plan 2024-2034. Local board agreements form part of the Long-term Plan. Local board chairs have also attended Budget Committee workshops on the Long-term Plan.

Tauākī whakaaweawe Māori

Māori impact statement

107.   Many local board decisions are of importance to and impact Māori. Local board agreements and the Long-term Plan are important tools that enable and can demonstrate the council’s responsiveness to Māori Outcomes.

108.   Local board plans, developed in 2023 through engagement with the community including Māori, form the basis of local board area priorities.

109.   There is a need to continue to build relationships between local boards and iwi, and the wider Māori community. Ongoing conversations enable local boards and Māori to understand each other’s priorities and areas of mutual interest. Ongoing relationships influence and encourage Māori participation in council’s decision-making processes.

110.   Some projects approved for funding could have discernible impacts on Māori. For any project or programme progressed by Auckland Council, the potential impacts on Māori, will be assessed as part of relevant reporting requirements.

111.   Analysis of consultation feedback received on the proposed Long-term Plan includes submissions made by mana whenua, matawaaka organisations and the wider Māori community who have interests in the rohe / local board area.

112.   Ngā Mātārae led the council-wide approach to engagement with Māori entities.  This included:

·    Two information sessions for mana whenua

·    One information session for mataawaka organisations

·    Two submission workshops (to provide help with developing submissions)

·    A hearing style event for mana whenua, Māori organisations and community groups.

 

113.   Nineteen mana whenua entities have interests in the Auckland Council rohe. 14 of the 19 (73 per cent) responded to the Auckland Council’s proposals for the Long-term Plan 2024-2034.

 

114.   Of the 14 responses, seven entities responded to proposal 1a (overall direction for 10-year budget). These responses were not from mana whenua entities that have an interest in Devonport–Takapuna Local Board.

 

115.   Ngāti Tamaterā Treaty Settlement Trust, Ngāti Whātua Ōrākei Trust and Te Kawerau Iwi Tiaki Trust all supported the central proposal or supported doing more emphasised the need for increased levels of investment needed to achieve outcomes for Māori, to protect the taiao, and to ensure that services are retained.

 

116.   Ngāi Tai ki Tāmaki Trust, Ngāti Tamaoho and Ngātiwai Trust Board did not provide support to a particular proposal, but did provide feedback pertaining to the overall direction emphasising the need for council to focus on housing, and to engage more with iwi partners on significant decisions.

117.   A total of nine Mataawaka entities made a submission on the LTP. Six of those entities addressed proposal 1a in their feedback.

118.   Two of these entities stated that they support proceeding with the central proposal but did not provide a reason.

 

119.   The remaining four did not explicitly support the central proposal or doing less or doing more and selected ‘other’ in their response. They stated that the LTP process should focus more on the concerns and aspirations of rangatahi and wāhine, and should address concerns around housing. These entities expressed that the proposal overlooks diverse values and perspectives, offering one-size-fits-all solutions without genuine consultation.

120.     No mana whenua or mataawaka entities addressed proposal 7a that referred to the Devonport-Takapuna Local Board priorities in their submissions. Note that Ngāti Tamaterā Treaty Settlement Trust provided a detailed written submission commenting on aspects of the local board plans.

121.     Māori comprise 5.5 per cent of the population in the Devonport-Takapuna Local Board area. 39 submissions from people who identify as Māori were received from people residing in the Devonport-Takapuna Local Board area. This represents 1.22% per cent of total submissions.

122.   In addition to answering LTP questions, the following mana whenua entities provided detailed written submissions outlining aspirations for their iwi and how they seek to work with council.

·    Te Kawerau Iwi Tiaki Trust

·    Ngāti Tamaterā Treaty Settlement Trust

·    Ngāti Whātua Ōrākei Trust

·    Waikato-Tainui

·    Ngāi Tai ki Tāmaki Trust

123.   The following mataawaka entities provided written submissions outlining their aspirations.

·    Te Whanau o Waipareira

·    Te Ohu Whakawhanaunga Tāmaki Makaurau

·    Te Kotahi a Tamaki Makaurau Marae Collective

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

125.   The council must adopt its Long-term Plan, which includes local board agreements, by 30 June 2024. The local board is required to make recommendations on these local matters for the Long-term Plan by mid-May 2024, to enable and support the Governing Body to make decisions on key items to be included in the Long-term Plan on 16 May 2024.

Ngā koringa ā-muri

Next steps

126.   Recommendations and feedback from the local board will be provided to the relevant Governing Body committee for consideration as part of decision-making for the Long-term Plan 2024-2034.

127.   The local board will approve its local content for inclusion in the final Long-term Plan 2024-2034 (including its local board agreement) and corresponding work programmes in June 2024.

128.   The final Long-term Plan 2024-2034 (including local board agreements) will be adopted by the Governing Body on 27 June 2024.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

30 April 2024- Template for local board feedback on the Long-Term Plan 2024-2034

33

      

Ngā kaihaina

Signatories

Author

Maureen Buchanan - Senior Advisor

Authoriser

Trina Thompson - Local Area Manager

 

 


Devonport-Takapuna Local Board

30 April 2024

 

 

Devonport-Takapuna Local Board feedback on Long-term Plan 2024-2034 regional topics

Overall direction for Long-term plan

Topic

Support / Do not support

Local board input

Pay less and get less

Central proposal

Pay more and get more

Overall direction for Long-term plan

 

 

 

 

Transport
Roads, public transport and safety improvements across the transport network

 

 

 

 

Water

Managing stormwater to minimise flooding and protect waterways

 

 

 

 

City and local

development

Delivering urban regeneration and lead development of the city centre

 

 

 

 

Environment and regulation

Protecting and restoring the natural environment

 

 

 

 

Parks and community

A wide range of arts, sports, recreation, library and community services including a fair level of funding for local boards

 

 

 

 

Economic and cultural development

Major events funding and economic development

 

 

 

 

Council support

Supporting the delivery of services, enabling effective governance, emergency management and grants to regional amenities

 

 

 

 

Transport Plan

Proposal

Support / Do not support

Local board input

Investing in rapid transit network actions, such as making it easier to pay, including introducing capped weekly public transport passes

 

 

Network optimisation, reducing temporary traffic management requirements and introducing dynamic lanes

 

 

Stopping some initiatives previously planned such as some raised pedestrian crossings and cycleways.

 

 

North Harbour Stadium

Proposal

Support / Do not support

Local board input

Keeping the stadium precinct as it is now, and maintaining it at a cost of $33 million over 10 years

 

 

Redeveloping the stadium precinct funded through the reallocation of $33 million and the sale of some stadium precinct land while retaining the existing community playing fields and any other external funding available

 

 

Change the operational management of the stadium to ensure greater use by the community (noting this option can be considered in addition to either of the options above)

 

 

Auckland Future Fund and Auckland Airport Limited Shares

Proposal

Support / Do not support

Local board input

Creating a diversified investment fund for Auckland (the Auckland Future Fund)

 

 

Transferring council’s shareholding of just over 11 per cent in Auckland International Airport Limited (AIAL) to the fund to enable the subsequent sale of any or all the shares

 

 

Ports of Auckland

Proposal

Support / Do not support

Local board input

Keeping underlying ownership of the port land and wharves but entering into a lease for the port operations for a period of 35 years

 

 

Continuing to operate under the current arrangements and delivering more profits and dividends

 

 

If the council group continues to operate the Port of Auckland continuing to use the profits and dividends to fund council services

 

 

If the council group continues to operate the Port of Auckland, investing the profits and dividends in the proposed Auckland Future Fund

 

 

Any other aspects of the proposal including in relation to self-insurance, and implementation options for the proposed Auckland Future Fund and possible changes to the council’s shareholding in Port of Auckland Limited and to the ownership of the Port Land

 

 

Port Land

Proposal

Support / Do not support

Local board input

Captain Cook and Marsden wharves transferred to council within 2-5 years

 

 

The Bledisloe Terminal site transferred to council for use in another way within 15 years

 

 

Changes to other rates, fees and charges

Proposal

Support / Do not support

Local board input

Resuming the Natural Environment Targeted Rate (NETR) and extending it to 2034/2035

 

 

Resuming the Water Quality Targeted Rate (WQTR) and extending it to 2034/2035

 

 

Broadening the description of bus services funded by the Climate Action Transport Targeted Rate (CATTR) to reduce the need to consult each year for minor changes to the bus programme

 

 

Discontinuing the Long-Term Differential Strategy and raising the share of NETR, WQTR and CATTR paid by businesses to align with their share of the general rate

 

 

Changing the Rodney Drainage Districts Targeted Rate

 

 

Increasing the Waitākere Rural Sewerage Targeted Rate from $296.75 to $336.80 (per year)

 

 

Applying the Recycling Targeted Rate to all schools

 

 

Continuing the planned roll out of rates funded refuse collections to the North Shore, Waitākere and Papakura in 2024/2025, and Franklin and Rodney in 2025/2026

 

 

Other matters

Proposal

Support/Do not support

Local board input

Tūpuna Maunga Authority Operational Plan 2023/2024

 

 

Fairer funding - Local Board Funding Policy moving to the fairer funding model (include whether there is support for ‘pay more get more’ and ‘pay less get less’ options)

 

 

 

XXXX Local Board key advocacy initiatives

Initiative

Description

 

 

 

 

 


Devonport-Takapuna Local Board

30 April 2024

 

 

Review of the allocation table recording the allocation of decision-making responsibility for non-regulatory activities

File No.: CP2024/04505

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek local board input into the current review of the allocation table, which records the allocation of decision-making responsibility for non-regulatory activities.

Whakarāpopototanga matua

Executive summary

2.       The “Decision-making responsibilities of Auckland Council’s Governing Body and local boards” document (Attachment A) records the allocation of decision-making responsibilities for the non-regulatory activities of Auckland Council, as determined by the Governing Body.   This document is also sometimes referred to as the “allocation table”.

3.       The allocation table is being routinely reviewed as part of the Long-term Plan 2024-2034 process. In 2022, the allocation table was substantially reviewed to give local boards increased decision-making powers.

4.       There does not appear to be any need for substantive changes to the allocation table at this time. Feedback suggests that some parts of the current allocations are not clear, and minor amendments can be made to support a better understanding of the respective governance roles and responsibilities between the Governing Body and local boards.

5.       However, there is work needed on implementation actions to support the organisation to give better effect to the shared governance model. This is being advanced through the Joint Governance Working Party’s (JGWP) enquiry into the Mayor’s proposal for more empowered local boards.

6.       Local boards are being asked to provide feedback on the review of the allocation table that will go to the Governing Body for consideration, prior to being adopted for inclusion in the Long-term Plan 2024-2034.

 

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      provide its input into the current review of the allocation table, recording the allocation of decision-making responsibility for non-regulatory activities.

 

Horopaki

Context

7.       The Local Government (Auckland Council) Act 2009 (LGACA) provides that both the Governing Body and local boards are responsible and democratically accountable for the decision-making of Auckland Council, and that where responsibility rests depends on the nature of the decision being made.

8.       Section 15 of LGACA sets out the classes of decisions that the Governing Body make, and section 16 sets out the classes of decisions that local boards make. Both sections include a class of decisions in respect of non-regulatory activities of the council. LGACA requires that the Governing Body allocate decision-making responsibility for these non-regulatory decisions to either itself or local boards in accordance with the principles set out in section 17.

9.       The “Decision-making responsibilities of Auckland Council’s Governing Body and local boards” (also known as the “allocation table”) records the allocation of decision-making responsibilities for the non-regulatory activities of Auckland Council, as determined by the Governing Body. The allocation table is included in the long-term plan and each year’s annual plan. The current allocation table is attached at Attachment A.

10.     The overarching intent of the document is to empower local boards to make decisions that reflect the needs and preferences of diverse local communities while ensuring that the Governing Body is able to fulfil its statutory decision-making responsibilities and make decisions regionally, where to do so will better promote the well-being of communities across Auckland.

11.     The allocation table is not intended to be an exhaustive list of all allocated decision-making because of the broad range of Auckland Council’s activities and the nuances within those. Allocation of decision-making is therefore applied on a case-by-case basis, with the allocation table used as a starting point.

12.     The allocation table was last reviewed in 2022 where substantial updates were made to provide local boards with increased decision-making powers, in alignment with the Governance Framework Review work.

13.     The allocation table is routinely reviewed as part of every long-term plan process and included in the final long-term plan. However, changes to decision-making responsibilities can be made at any time via a new allocation decision (by the Governing Body) or a delegation.

Empowering Local Boards

14.     Consequently, allocated decision-making will continue to be considered in the context of the “More Empowered Local Boards” workstream, which is being led by the Joint Governance Working Party (JGWP) and reported recently to local boards. This recognises that empowerment includes allocated decision-making, but that there are other levers to consider, including:

·    delegated and statutory decision-making powers

·    how well information and advice enable governors to utilise their powers

·    the skills and knowledge staff need to give effect to the governance model

·    whether updates are required to other policies, systems and processes to reflect more empowered local boards.

15.     Local boards resolved their feedback related to empowerment at their March business meetings and this will be reported to the JGWP’s 6 May meeting. Feedback related to the allocation of decision-making responsibility will be considered within the scope of this current review.

Tātaritanga me ngā tohutohu

Analysis and advice

16.     Informal feedback on the current allocation table from elected members and relevant business units was used to identify the scope of the review. Feedback suggests that the allocation table is still leading to confusion around governance roles and responsibilities. In practice many activities require both regional and local decisions, and there is actual and perceived complexity in giving effect to allocated decision-making.

17.     Aside from an anomaly related to disposal decisions, the current review does not recommend any substantive changes to decision-making allocation. Some amendments are proposed to the text to help aid interpretation and flow. These include:

·    refining the introductory text

·    minor wording amendments to help make more explicit the governance roles and responsibilities

·    closely aligning activity descriptions to the Groups of Activities in the long-term plan.

18.     A key focus is on implementing the allocation table to help the organisation give better effect to allocated decision-making in practice. This includes:

·    reviewing other relevant documents that may require updates

·    considering training and guidance needs for staff

·    awareness raising through communications and engagement.

19.     Local board delegations are also scheduled to be reviewed separately.

Further consideration is required for some parks disposals

20.     An issue has been raised with decision-making around some parks disposals. Table 1 shows the current position in terms of decision-making around different types of parks-related decisions.

Table 1: Decision-making responsibility for asset acquisitions and disposals

Type of decision

Current decision-maker

Basis for decision-making

Current constraints / process

Acquisition

Acquisition of local community assets (e.g. local parks, local community facilities)

Local boards

Allocation

Subject to budget parameters agreed with Governing Body

Acquisition of regional assets (e.g. stormwater assets, regional parks, regional facilities)

Governing Body

Allocation

Decisions made by relevant committee (as per GB terms of reference)

Disposal

Disposal as part of land exchange

Needs to be clarified

Disposal of service properties

Local boards

Delegation (from GB – statutory responsibility)

Service property optimisation framework

Disposal of non-service properties

Governing Body

Statutory responsibility

Asset recycling programme

21.    The report to the Governing Body in 2021 [GB/2021/67] provided the policy intent of the changes to the current allocation table which was to allow local boards to make decisions relating to acquisition of new assets.

22.     Historically, disposal decisions have been treated as sitting with the Governing Body (as a statutory responsibility). But this is difficult in practice where local boards make acquisition decisions as part of a land exchange, but not the related disposal decision.

23.     Work is underway to consider whether, from a policy perspective, local boards should be able to make both the acquisition and disposal decision as part of land exchanges, and whether this should be allocated or delegated.

Clarifying decision-making over stormwater activities in relation to local parks activities

24.     Current landowner approvals processes for council-led stormwater activities do not align with the existing allocation table and the LGACA. This has contributed to inefficiencies where a part of council wants to undertake a stormwater activity on council land.

25.     Council’s stormwater, flood resilience and water quality activities are generally regional in nature. As per the current allocation table, decision-making for all these activities sits with the Governing Body to ensure a coordinated, consistent approach across the network and integration with other regulatory related decisions. This position remains the same regardless of how the land is held – whether as a regional or local asset.

26.     Under the allocation table, local boards are allocated decision-making responsibilities for local parks. Staff are not proposing any changes to the allocated responsibilities of local boards and consider that the explanatory note in the allocation table adequately explains how the overlap in responsibilities will be managed. This states “[t]he decision-making of local boards in relation to local parks may be constrained where decisions relate to council stormwater management activities, including the stormwater network”.

27.     Under the local board delegation protocols, Land Advisory staff have been delegated responsibility for land use consents. Staff have interpreted this mandate to be broad, because of the broad responsibilities of local boards for determining ‘use of and activities within local parks’. The delegation protocols require that staff consult with local boards before making these decisions and refer the matter to them if the local board calls the delegation in as the “landowner”.

28.     However, this is contrary to the LGACA, where decision-making responsibilities are allocated for particular activities (as opposed to categories of land) and the land remains owned by Auckland Council.

29.     Therefore, in line with the allocation table, Healthy Waters, instead of Land Advisory, will now seek the views of local boards before taking a decision on whether to proceed with the proposed stormwater works. The experience of local boards should not be different to consultations over landowner approval applications. The only difference will be the local board’s ability to ‘call in’ a decision.

30.     This revised process is consistent with the allocation of decision-making responsibility for stormwater activities to the Governing Body (and Healthy Waters under delegation).

31.     When a stormwater activity is proposed to occur on a local park, staff will carefully consider the views and preferences of local boards and will be mindful of other local activities on parks when making decisions, consistent with the process previously undertaken by Land Advisory. Similarly, there is still potential for escalation of decision-making where the proposal is not supported by the relevant local board. Diagram 1 outlines this process.

 

 

 

 

 

 

 

 

 

Diagram 1: Decision-making process for stormwater activities

32.     Staff recommend that this process be reviewed with local boards in six months’ time. Any issues arising will be considered through the next annual review of the allocation table or, through the local board delegation protocols which are due to be reviewed later this year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33.     There are no climate impacts associated with local boards providing their feedback.

34.     Climate impacts for individual decisions by way of the application of non-regulatory decision-making are determined on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35.     Feedback was sought from relevant business units who give effect to the allocation of non-regulatory activities through provision of advice.

36.     Key themes from their feedback are as follows:

·    The need to be more explicit on the extent of the local board / Governing Body role, where there are overlaps and limitations are not made clear.

·    Some activities could be further specified e.g. priority locations for development, place-shaping vs place-making etc.

·    Work to ensure staff understand where decision-making responsibility sits, and how best to give effect to the shared governance principles in practice.

·    More guidance and definitions would help to understand the nature of decision-making.

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

Local impacts and local board views

37.     Local board views are being sought through this report.

38.     Local impacts for individual decisions by way of the application of non-regulatory decision-making are determined on a case-by-case basis.

Tauākī whakaaweawe Māori

Māori impact statement

39.     There are no Māori impacts associated with local boards providing their feedback.

40.     Māori impacts for individual decisions by way of the application of non-regulatory decision-making are determined on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

41.     There are no financial implications associated with local boards providing their feedback.

42.     Financial implications for individual decisions by way of the application of non-regulatory decision-making are determined on a case-by-case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43.     There are limited risks associated with local boards providing their feedback. The main risks are outlined in Table 2 below.

Table 2: Risk identification and mitigation

Main risks

Consequence

Likelihood

Comments and risks management strategies

Delay in adoption of the refreshed allocation table

Medium

Low

The allocation table must be adopted by the Governing Body by the end of May to meet the LTP timeframes. Careful project management is in place to ensure milestones are met.

Local boards are not satisfied with the scope of their decision-making powers

Medium

Medium

Local board views will continue to be considered as part of the “Empowering Local Boards” workstream. A range of levers will be considered as to how to empower local boards. This includes, but is not limited to, allocated decision-making.

Ngā koringa ā-muri

Next steps

44.     Local board feedback will be assessed to inform final recommendations on the review of the allocation table.

45.     All feedback will be reported to the Governing Body for their consideration, before the Governing Body is asked to adopt the refreshed allocation table at their meeting on 30 May.

46.     The allocation table will be included in volume two of the Long-term Plan 2024-2034.

47.     Staff will implement activities that support the organisation to give effect to the allocation table. These activities include developing guidance, considering learning and development needs, and outreach to relevant business units via communications and engagement.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Decision-making responsibilities of Auckland Council's Governing Body and local boards

45

     

Ngā kaihaina

Signatories

Author

Christie McFadyen – Principal Advisor, Governance Strategy

Authorisers

Trina Thompson - Local Area Manager

Louise Mason – General Manager Local Board Services

 

 



Devonport-Takapuna Local Board

30 April 2024

 

 









Devonport-Takapuna Local Board

30 April 2024

 

 

Summary of Confidential Decisions and related information released into Open

File No.: CP2024/04182

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note confidential decisions made by the Devonport-Takapuna Local Board, and related information released into the public domain.

Whakarāpopototanga matua

Executive summary

2.       This is a regular information-only report which aims to provide greater visibility of confidential decisions that have been made by the Devonport-Takapuna Local Board which can now be released into the public domain.

3.       The following minutes can now be released, and are included as attachments to this agenda report:

Date of Decision

Subject

19 March 2024

Devonport-Takapuna Local Board Business Meeting, 19 March 2024 – Confidential Minutes

4.       Note that, unlike an agenda report, staff will not be present to answer questions about the items referred to in this summary. Local board members should direct any questions to the authors.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      note the confidential decisions made by the Devonport-Takapuna Local Board on the 19 March 2024, and related information that are now publicly available.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Devonport-Takapuna Local Board Confidential Minutes, Tuesday 19 March 2024

55

     

Ngā kaihaina

Signatories

Author

Henare King - Democracy Advisor

Authoriser

Trina Thompson - Local Area Manager

 

 


Devonport-Takapuna Local Board

30 April 2024