Agenda of Franklin Local Board - Tuesday, 27 August 2024

Franklin Local Board

27 August 2024

Auckland Councils Quarterly Performance Report: Franklin Local Board for Quarter Four 2023/2024

File No.: CP2024/11575

Te take mō te pūrongo

Purpose of the report

1. To provide the Franklin Local Board with a quarterly performance report for Quarter Four, 1 April to 30 June 2024 and the overall performance for the financial year against the approved 2023/2024 local board work programme.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Franklin Local Board and includes financial performance and delivery against work programmes for the 2023/2024 financial year The work programme is produced annually and aligns with Franklin Local Board Plan outcomes.

3. One hundred and thirty four activities within the approved work programme have a green RAG status (activities that were completed in 2023/2024 / multi-year projects that have progressed as expected). Eight activities have an amber RAG status (activities that were expected to be completed in 2023/2024 which are now expected to be completed in the first quarter in 2024/2025 / multi-year projects that have not progressed as expected / activities that are on hold). Fifteen activities have a red RAG status (activities that were not delivered / activities that were expected to be completed in 2023/2024 which are not expected to be completed until after the first quarter in 2024/2025 / multi-year projects that are significantly delayed / activities that are on hold with significant issues). Two activities have a grey RAG status (activities that have been cancelled or deferred in the period April to June 2024).

4. Key activity achievements from the 2023/2024 work programme include:

· Local crime prevention fund, safety initiatives investment - funding fully expended. Patumahoe Community Trust funding supported stage one of their community-led safety project. They acknowledge that the grant, combined with their fundraising efforts, secured cameras. The Franklin Local Board logo will be used on the camera warning signs around the town centre.

· Franklin Sport and Active Recreation Facilities Plan implementation - the recommended community grants were approved at the 27 February 2024 business meeting [FR/2024/10]. The local board has adopted an updated priority projects list with the inclusion of projects from Maraetai Bowling Club, Maraetai Tennis Club and Counties Manukau Rugby Football Union. Funding was approved to support grants to two projects:1. $50,000 to Pohutukawa Coast Bike Club to support track development, winterproofing of tracks, construction of a skills park and purchase of an eco-toilet. 2. $100,000 to Patumahoe Tennis Club to support the renewal of five tennis courts and floodlights. A signed funding agreement is in place with both clubs and staff will work alongside the clubs to administer the funding progress the respective projects.

· Colin Lawrie Reserve - renew sports field irrigation and lighting. Renew sports field lighting to modern standard including irrigation system connection to the mains water supply physical works completed in May 2024.

5. Key activities not delivered / not progressed as expected include:

· The wider southern local settlements planning scoping study is on hold waiting on the outcome from Plan Change 78 and the refreshed Future Development Strategy.

· Colin Lawrie Reserve - renew playground: Project on hold, the local board has requested for further strategic assessment to be done for the site to understand the future service needs.

· Umupuia Coastal Reserve - upgrade park assets: Project on hold May 2024. Local board advised to place this project on hold until further direction is provided from local iwi.

· Bombay War Memorial Hall - renew roof, building exterior and interior: Project on hold April 2024. Waiting for further direction from local board on the future of the hall as divestment is an option.

6. Qualifying budgets of unfinished activities will be carried forward into 2024/2025 work programmes.

The financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX (high level summary only) – on or about 29 August 2024.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) receive the performance report for quarter four ending 30 June 2024

b) note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group results for 2023/2024 are released to the New Zealand’s Exchange (NZX) which are expected to be made public on or about 29 August 2024.

Horopaki

Context

7. The Franklin Local Board has an approved 2023/2024 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services

· External Partnerships

· Plans and Places

· Auckland Emergency Management.

8. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

9. The graph below identifies each work programme activity by RAG status (red, amber, green and grey) which measures the performance of each activity.

Graph 2: Work programme performance by RAG status

10. The definitions of the red, amber green and grey for the quarter four / end of year report outlined in table 1 below.

Table 1: RAG status definitions for quarter four / end of year report

Red	· activities that were not delivered, · activities that were expected to be completed in 2023/2024 which are not expected to be completed until after the first quarter in 2024/2025, · multi-year projects that are significantly delayed, and · activities that are on hold with significant issues.
Amber	· activities that were expected to be completed in 2023/2024 which are now expected to be completed in the first quarter in 2024/2025, · multi-year projects that have not progressed as expected, and · activities that are on hold.
Green	· activities that were completed by the end of the financial year, and · multi-year projects that have progressed as expected.
Grey	· activities have been cancelled or deferred in the period April to June 2024.

11. The graph below shows the stage of the activities in each department’s work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter four

12. Key activities with updates from the WP Update attachment include:

· Pukekohe Cemetery unmarked graves project: At its inaugural meeting in May, the Committee confirmed the Chair and Deputy Chair, and adopted its meeting schedule and terms of reference.

· Franklin Arts Broker programme: In Q4 The Franklin Community Arts Broker supported several projects including:

o visual artist Robbi Carvalho's exhibition "Wildeye" at the Franklin Arts Centre, enabling the broker to work with local women to create artworks about post-partum depression. The exhibition's opening featured several participating women, who created and shared their work.

o Art educator Margaret Feeney sought participants from disadvantaged backgrounds for her workshop "Animals & Us," reaching out through the Corrections Department, iwi contacts, and education facilities. The workshop included rangatahi (youth) participants.

o Sunday Serenades at St Andrews Church in Clevedon has featured both up-and-coming and established musicians, with the April event showcasing a variety of performers.

o Waiuku resident Jenna Winterton's artwork "Bloom" will be mounted in central Waiuku, with local business funding for lighting. On 27 April, an art event at Beachlands School Hall attracted many participants in the art competition, including professional artists and children, with prizes supplied by local businesses. The exhibition was held in the school hall alongside a puzzle competition. Organiser Adele Bryson sought advice from Franklin Arts Centre and local artists.

· Capacity and resilience building: This year, staff partnered with LEAD to enhance local governance and leadership, supported community emergency planning and financial resilience workshops, and provided funding for various initiatives, significantly empowering and building local capacity. The LEAD governance and leadership program has concluded, supporting six groups.

o The constitution review clinic at Clevedon supported hall committees from Hunua, Orere, Maraetai, and Paparimu.

o The constitution review clinic at Pukekohe concluded with LEAD supporting hall committees from Mauku, Waiau Pa, Ramarama, Karaka, and Pukekohe East. The Waiuku clinic supported hall committees from Awhitu Central, Pollok, Glenbrook Beach, Pukeoware, Waipipi, and Matakawau.

o The financial resilience program at Pasifika Digital Hub is nearing completion, with ten workshops conducted including scheduled check-ins with participants. Groups supported include Te Kōhanga Reo o Ngā Hau e Whā o Pukekohe, Fagota Sasa'a Charitable Trust and Ola le Ola Aotearoa Trust.Staff supported Pukekohe Community Action in gaining access to the GEM grants portal.

o Funding finalised with the Pohutukawa Coast Community Response Team to Support their Community-led emergency response initiative

Changes to the local board work programme in Quarter Four

Activities with changes

13. The following work programmes activities have changes which been formally approved by the board.

Table 2: Work programmes change formally approved by the board

ID/Ref	Work Programme Name	Activity Name	Summary of Change	Resolution number
116	Customer and Community Services	Local Māori responsiveness- Franklin	Retire the Franklin Māori Responsiveness Action Plan 2019 noting that key relationships actions will moved forward to new Māori partnership programme.	FR/2024/90

Key activity achievements from the 2023/2024 work programme

14. The key achievements in the delivery of the local board work programmes for 2023/2024 include:

· Youth: Franklin youth participation: Franklin Youth Action Board (FYAB) rebranded to Central Franklin Youth Council (CFYC). In May 2024, all members of the CFYC resigned from the youth council. Staff completed an expression of interest for a delivery partner to continue the youth council. The CFYC will be re-commence in financial year 2024/2025. Waiuku Youth Voice (WYV) have been progressing well and will be presenting to the local board in financial year 2024/2025 the work WYV have been doing to strengthen youth voice. In Wairoa subdivision, the focus continues to be connecting organisations and young people together by fostering collaboration on shared objectives. This has provided a valuable network, while additional recommendations for future progress are anticipated. Meanwhile, funding is supporting a Friday night drop-in program at Te Puru, further activating young people within their community.

· Community-led Placemaking and Safety: The year featured successful placemaking initiatives, community resilience meetings for emergency planning, and impactful events including:

o The Bluelight Fear Factor challenge and local Christmas festivals, collaborative safety efforts at Franklin beaches, and funding support for diverse community events and projects across Franklin. Overall, the year showcased strong community engagement and support across Franklin.

o Planning is underway for Franklin STEM by the Pasifika Digital Knowledge Bank, with the event scheduled for August. The "School Holidays at the Square" event, hosted by the Pukekohe Business Association, was a hit, offering a plethora of free activities including arts and crafts, face painting, and outdoor games. The highlight was a dazzling performance by 8 Count Dance Studio followed by a mesmerizing magic show. The event provided wholesome entertainment for families and showcased the vibrant spirit of the Pukekohe community thanks to the support from the Franklin Local Board.

o Pukekohe Whānau Day drew a significant turnout and was hosted by Ngaa Hau E Wha Marae, organised by local Police. The local board grant supported the event with free kai and entertainment. It was a positive engagement for local whānau Māori and surrounding communities.

o Funding finalised to support a community-led safety project by the Hunua community. Funding support was provided to Clarks Beach Waiau Pa Residents Association to deliver a local Matariki event.

Overview of work programme performance

Customer and Community Services work programme

15. In the Customer and Community Services work programme, there are 124 activities that with a green RAG status, 6 activities that with an amber RAG status, 14 activities that with a red RAG status and 3 activities that with a grey RAG status. Activities with significant impact are discussed below:

Table 4: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Colin Lawrie Reserve - renew playground	Red	In progress	The local board requested further strategic assessment to be done for the site to understand the community’s aspirations
Umupuia Coastal Reserve - upgrade park assets	Red	In progress	The project is paused until further direction received from local iwi.
Te Puru Park - renew skate park	Red	In progress	The project is paused until further direction received from local iwi.
Kingseat Recreation Reserve - renew playground and associated park furniture	Red	In progress	The project was presented to the local board for prioritisation and decision was made to defer this project to future years.
Clevedon Scenic Reserve - Renew Play Items	Red	In progress	This project is on hold waiting further direction from local board on the future of the hall as divestment is an option.
Bombay War Memorial Hall - renew roof, building exterior and interior	Red	In progress	The project is on hold waiting further direction from local board on the future of the hall as divestment is being considered
Puriri Road Reserve - replace access	Red	In progress	This project is on hold to undertake additional geotechnical investigations on-site over a wider area of the slope
Franklin Local Board - Te Kete Rukuruku (Māori naming of parks and places) Tranche Two	Red	In progress	Māori names were presented to the local board on 30 May as planned and formally adopted at the June business meeting. Park signage assessment is now underway at the exemplar park Te Ara-pouri / Kennelly Park.
Franklin Local Parks Management Plan	Red	In progress	The Local Board's workshop on 28 May focused on discussing key parks in the Waiuku subdivision - their values, issues and opportunities. Local Board providing feedback on further Franklin local parks. Funding carried forward to FY2024/2025 has been requested to complete this project
Wider southern local settlements planning scoping study	Red	Proposed	The wider southern local settlements planning scoping study is on hold waiting on the outcome from Plan Change 78 and the refreshed Future Development Strategy
Whitford-Maraetai Road, Maraetai: Beachlands Maraetai Pony Club	Red	In progress	Application on hold as the land is under investigation for optimization.
McNicol Homestead Reserve, 12R McNicol Road; Clevedon and Districts Historical Society	Red	In progress	Application on hold awaiting landowner approval for additional land at 80R McNicol Road
Paparata Road Local Purpose Reserve, 31 Paparata Road, Bombay; Te Whānau Tupu Ngātahi o Aotearoa - Playcentre Aotearoa (Bombay)	Red	In progress	On hold while landowner approval being processed for changes to the outdoor play area. Public notification of classification of land and new lease will be prepared in August 2024
Achieving Māori Outcomes Franklin: Tuia Programme	Amber	In progress	For 2024 this project is not progressing due to uncertainty surrounding funding and the Governing Body decision in 2023 to withdraw from membership of Local Government NZ and the Mayor’s Taskforce for Jobs
Achieving Māori Outcomes Franklin: Ara Kōtui	Amber	In progress	A hui was held on 14th May 2024 with a presentation from Te Kotahi a Tāmaki Marae Collective, and a presentation on the Māori Outcomes Fund. A representative from Ngāti Tamaoho made an informal presentation on their priorities.
Beachlands skate facility assessment	Amber	In progress	Staff have undertaken site visits with mana whenua. Their feedback and staff site assessments will be presented to the Franklin Local Board at a workshop for feedback in August 2024
Hamilton Estate Recreation Reserve park assessment	Amber	In progress	The Hamilton Estate Recreation Reserve strategic assessment proposals were presented to the Franklin Local Board at a workshop in June. Local board feedback will be included in the final assessment recommendations are presented for a decision at the August 2024 local board business meeting.
Auckland Transport amenity lighting - lights to be operationally managed by Parks and Community Facilities	Amber	In progress	Contract has been awarded and physical works is nearly complete. Sites relating to this project; Rosa Birch Park, near Kitchener Road and along the stream, Pukekohe Town Square, Bledisloe Park and Seddon Park.
Waiuku Trails - implement plan (Year 3+)	Amber	In progress	Project on hold awaiting direction from the local board and local iwi for the scope of works. This project would be placed on hold until further feedback has been received from iwi regarding the scope of works. Workshop with the local board in August 2024
13R Karaka Road, Kawakawa Bay: Kawakawa Bay Community Association Incorporated	Amber	In progress	The land use advisor is preparing a report for local board consideration, in conjunction with the lease specialist.
Franklin Open space network and Parks and Community Facilities Plan prioritisation	Amber	In progress	Workshop to present future open space investment opportunities to board members is booked for August 2024
Franklin - remediate storm damaged assets	Grey	Cancelled	Engaging and working with the assessment team to prioritise the scope of works
Orere Point - stormwater upgrade slip prevention	Grey	Deferred	This project is deferred to financial year 2025/2026 when funding is available
Franklin Service Property portfolio review	Grey	Deferred	The project is deferred to FY2024/2025

Infrastructure and Environmental Services work programme

16. In the Infrastructure and Environmental Services work programme, there are 8 activities with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status and 0 activities with a grey RAG status.

Auckland Emergency Management work programme

17. In the Auckland Emergency Management work programme, there is 1 activity with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status and 0 activities with a grey RAG status.

Plans and Places work programme

18. In the Plans and Places work programme, there are 0 activities with a green RAG status, 0 activities with an amber RAG status, 1 activity with a red RAG status and 0 activities with a grey RAG status. Activities with significant impact are discussed below:

Table 7: Plans and Places activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Wider southern local settlements planning scoping study	Red	proposed	The wider southern local settlements planning scoping study is on hold waiting on the outcome from Plan Change 78 and the refreshed Future Development Strategy

Deferred activities

19. The Lead Financial Advisors are identifying projects from the local board’s 2023/2024 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the 2024/2025 work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

21. The local board is invested in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· Predator Free Franklin Te Ara Hikoi: during this quarter seven bait and trap events have been held in Franklin. These events continue to be popular with a stream of new properties enrolling in the programme. A winter newsletter will encourage trappers across Franklin to do a last-minute burst before the coming nesting season. We continue to have success adding pest plant control to predator control and anticipate demand will grow. An additional $45,000 has been reallocated to the project from the Franklin Local Board to undertake additional planting, maintenance, and pest management work.

· C.R.E.S.T Programme: The team facilitated bait and trap days at Farrels, bat discovery nights, and a tree planting event in addition to their ongoing trapping and baiting work. They presented to the local board videos of dotterel nest sites. CREST have been doing education around the importance of cat management to reduce the spread of the Toxoplasmosis parasite, which is harmful to Māui dolphins. They have increased the size of their reach by 35 per cent with additional landowners coming on board across the Karaka area. CREST reported that their latest possum residual trap catch index is at 4.51 per cent which is below (better than) the desired 5 per cent mark.

· Papakura Stream Restoration programme – Franklin: Conservation Volunteers have run 17 planting events, with 753 volunteer days given and 23,568 plants planted. These events have included volunteers from schools, community members, religious groups, corporates, and other community groups. Throughout the project, over 100,000 plants have been planted along the stream. Water quality testing has begun in locations for e-coli and nutrient loads. Two of the three sites were rated as poor quality and one very poor. E-DNA sampling was undertaken at three project sites which revealed lots of native species residing in the stream including īnanga, tuna kuwharuwharu and common bullies, as well as banded kokopu, koura and pāteke at one site. Water quality and e-DNA samplings will continue to be carried out. Work is being undertaken to choose new locations for future planting sites. CVNZ is also developing its native plant nursery. Plans are on track to grow 5,000 – 10,000 plants in 2024/2025.

· Manukau Harbour Forum: This year the work programme successfully completed four community engagement hui, targeted support for planting initiatives, and widespread distribution of developed educational materials in libraries and events. Collaboration with Sea Cleaners underscored environmental stewardship, while workshops with all nine local boards shared successful delivery of objectives. Coordinator presence at a NIWA presentation and Tauranga conference in quarter four underscored engagement on critical environmental issues. Community wānanga in Franklin, Papakura, Manurewa, Whau, and Waitākere highlighted the necessity for sustained community involvement in strategic actions, education, and volunteer programs. Emphasis was placed on integrating youth and newcomers into these initiatives. REAL youth wānanga was held from 17 April to 19 April 2024. 48 students from 24 schools from 12 local boards and four returning leaders participated in this wānanga.

· Waterways Protection Fund: landowners continue to undertake planting days along the creek waterway protection area. These planting events involving Trees for Survival and Awhitu, Sandspit Road and Waiuku Primary Schools. They continue to trap for pests and plant to restore the inanga spawning area. Local iwi Ngaati te Ata were present at the planting day to share the cultural heritage of the site.

· Finding Franklin Bats: In collaboration with landowners and mana whenua, EcoQuest surveyed 26 sites around the Patumahoe and Mauku area for bat activity. From these, five sites with the highest activity were shortlisted and further surveys for roost trees and pekapeka flyways were conducted. These sites will be used as catch sites for November 2024. In addition, students from EcoQuest interviewed stakeholders involved in the project and identified what education resources are required to increase awareness about the project and pekapeka in the local community. As bats are not as active in winter, the focus of the project in quarter 4 is around increasing the visibility of Finding Franklin Bats and education/awareness around long tailed bats. We have planned multiple workshops and community training days in the upcoming months to further upskill members of the Franklin community.

· Waiuku Zero Waste Business and Community Education Programme: Delivery this quarter included two Repair Café events and six upcycling/education events (including Visible Mending workshops, Hand Sewing Workshops, Scrap Wood Crafts, and others). Each of these events tended to average around 16 attendees each. Waiuku Zero Waste also delivered Junk Play events, including as part of Pukekohe Business Association’s ‘School Holidays in the Square’ event, which saw over 200 attendees participate in the Junk Play event. Further, planning is underway for an upcoming Junk Play event as part of Matāriki celebrations in early July. Waiuku Zero Waste attended the whanau day at the newly refurbished Ngā Hau e Whā o Pukekohe marae, where Waiuku Zero Waste hosted a textile reuse activity and supplied bin services. 20 people attending the marae event participated in the reuse activity. Planning continues to occur for the remaining events for the year. Overall, 2023/2024 included five educational visits to the Waiuku CRC (schools, enviro-groups), five repair café events and 24 upcycling/education events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

23. This report informs the Franklin Local Board of the performance for quarter four ending 30 June 2024 and the performance for the 2023/2024 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

24. This report includes activities that have a direct impact on Māori outcomes with Mana whenua or Mataawaka:

· Wai-O-Manu: A refreshed draft Co-management agreement underway, mana whenua and local board members are being engaged during the reset process to input to the refreshed agreement.

· Franklin Local Board - Te Kete Rukuruku (Māori naming of parks and places) Māori names presented to the local board on 30 May as planned and formally adopted at the June business meeting. Park signage assessment is now underway at the exemplar park Te Ara-pouri / Kennelly Park.

· Te Korowai o Papatuuaanuku: Four out of five planting sites have had all maintenance rounds completed for the end of this financial year by Ngāti Te Ata contractors, with the last site (Waipipi) due to be completed by the end of June. Three school planting days were undertaken in late May to early June at Rangiriri, Reretewhioi and Tahuna Pā sites with a total of 17,447 plants planted by 380 students overall. The Harris Family on Lee Valley Rd hosted three school planting days in May with Āwhitu District School, Waiuku Primary and Sandspit Rd School. 14,000 plants were planted at Lake Whatihua in June. The deer fencing at Rangiriri was completed in early May protecting 9,700m2 of planting from deer. Planning with Ngāti Te Ata and Āwhitu Landcare has been undertaken to organise planting sites for financial year 2024/2025.

Ngā ritenga ā-pūtea

Financial implications

25. This report is provided to enable the Franklin Local Board to monitor the organisation’s progress and performance in delivering the 2023/2024 work programme. There are no financial implications associated with this report

Financial Performance

26. Auckland Council (Council) currently has a number of bonds quoted on the New Zealand, Singapore and Swiss Debt Markets (Quoted Bonds). As a result, the Council is subject to continuous disclosure obligations, which it must comply with under the listing rules of the NZX (Listing Rules), the listing rules of other exchanges and the Financial Markets Conduct Act 2013 (FMCA).

27. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2024.

28. Due to these obligations the financial performance attachment to this report (Attachment B) is excluded from the public and is under confidential cover

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

30. Work programmes for 2024/2025 were approved at the board’s business meeting in June 2024.

31. Deferral of budgets of unfinished activities will be added into 2024/2025 work programmes by quarter one reporting

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Local Board 1 April to 30 June 2024 Work Programme update (Under Separate Cover)
b ⇩	Franklin Local Board - Operating Performance Financial Summary CONFIDENTIAL - Confidential

Ngā kaihaina

Signatories

Author	Orrin Kapua - Local Board Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Response to Ombudsman's recommendation to open workshops by default

File No.: CP2024/09777

Te take mō te pūrongo

Purpose of the report

1. To respond to the recommendations made in the Ombudsman’s report ‘Open for business’ in relation to transparency and workshop practices.

Whakarāpopototanga matua

Executive summary

2. Local board workshops are informal, non-decision-making meetings used for discussions and refining options before formal board decisions.

3. The standard approach to workshops is that they are closed however, the decision to open a workshop can be made by each local board. Currently, six boards allow public observation, and eight release workshop materials proactively.

4. In October 2023, the Ombudsman released a report which found no evidence of decision-making occurring in workshops but noted practices that could undermine transparency. The Ombudsman recommended that workshops should be open by default, with any closures justified on a case-by-case basis.

5. Local boards generally follow best practices aligned with many of the Ombudsman’s recommendations, such as publishing workshop records and releasing information proactively. However, there is variation in how this is applied.

6. In light of the Ombudsman’s report, local board elected members and senior staff with experience in open workshops were asked to provide their views. They reported:

· risks to opening workshops, such as breaching confidentiality, discouraging free and frank discussions, causing public confusion about whether a decision is being made and potential disruption of subsequent community engagement and governance processes; public attendance is also very low for those local boards that do hold open workshops

· benefits of opening workshops, such as supporting transparency and holding elected members accountable, increasing public awareness of council matters, and enabling community connection; there is also a level of public expectation that the Ombudsman’s recommendations will be adopted.

7. To meet the Ombudsman’s expectations for transparency, it is recommended local board workshops default to being open. Staff will update the Best Practice Guidance for the 2025-28 term.

8. Some methods for opening workshops include in-person attendance, live streaming or recording. Staff will explore feasible options if workshops are open.

9. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. It also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

10. If workshops default to being open, staff will need a period to implement it to ensure staff are properly briefed and systems are in place to deliver. Alternatively, the board may wish to implement this for the start of the 2025-2028 term.

11. The chairperson can open or close a workshop without a board resolution, as it is an informal meeting. However, a decision helps to confirm support of the local board.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) tuhi ā-taipitopito / note that to meet transparency, the Ombudsman expects workshops to be open by default

b) whakaae / agree that workshops will be open to the public by default, unless the chairperson deems it reasonable to close a specific workshop

c) tuhi ā-taipitopito / note that staff are preparing guidance to support an open by default approach into the Best Practice Guidance for the 2025 term

d) whakaae / agree the date at which the local board will implement an open by default approach to workshops.

Horopaki

Context

Defining workshops

12. The Governance Manual (Section 10.8) defines elected member workshops as:

· informal, non-decision-making meetings, which are generally closed to the public or media. Workshops support the decision-making process by informing elected members on items prior to making a formal decision.

· a mechanism for staff to seek informal guidance from elected members to improve future advice, including identifying information gaps and discussing options for policy development.

13. Local boards use workshops for informal discussions, brainstorming, scoping draft proposals, unpacking complex topics and refining options for a final decision. Workshops are typically used to enable discussion between elected members, and between elected members and staff. Workshops are also used for cross local board collaboration and for joint discussions between the Governing Body and local board members.

14. Workshops are not used for decision-making and this is made clear to members when elected.

LGOIMA requirements

15. The Local Government Information and Meetings Act 1987 (LGOIMA) promotes the open and public transaction of business at meetings of local authorities.

16. LGOIMA states that a meeting at which no resolutions or decisions are made, is not a meeting for the purposes of setting requirements for local authority meetings. Therefore, there is no statutory requirement that a non-decision-making workshop be open to the public, notified in advance and have minutes taken.

17. Although not required, local boards may hold non-decision-making workshops in open and invite members of the public, media or stakeholders to attend.

18. Through each term’s induction process, elected members are reminded of their obligations to be open and transparent in decision-making. It is made clear to elected members that closed workshops do not replace the decision-making meetings.

Current local board practice

19. Six local boards allow public observation at their workshops. They are Devonport-Takapuna, Kaipātiki, Waitākere Ranges, Hibiscus and Bays, Rodney and Waitematā.

20. While the driver for this practice is to demonstrate a commitment to openness and transparency, public attendance has been low.

21. Eight local boards have adopted the practice of proactively releasing workshop materials. They are Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Puketāpapa, Rodney, Waiheke, Waitākere Ranges and Waitematā.

Best practice guidance

22. At the start of the 2022-2025 term, the Local Board Services Best Practices Review 2022 recommended that workshops should be closed to the public because:

· a non-public setting can better facilitate and support free and frank exchanges between staff and elected members

· workshops do not provide opportunity for the public to give input (in the way that the business meeting provides for a public forum), so the role of the public in the workshop would only be to bear witness to the informal discussions

· attending a workshop may not provide a complete picture of council processes or may lead to some premature assumptions about decisions and projects

· workshops provide a safe space for elected members to assess the overall progress, measure the effectiveness of its work programme and reflect on their own effectiveness as a local board. This type of exercise is unlikely to be robust and less likely to be authentic if done with a public audience.

Ombudsman’s findings

23. In October 2023, the Ombudsman released a report, Open for business, detailing the investigation into the actions and decisions of eight councils regarding both council meetings held under LGOIMA and workshops (and other informal meetings) to which LGOIMA meeting provisions do not apply.

24. The Ombudsman’s review was carried out using their powers under the Ombudsman Act 1975 which allows the Ombudsman to review any act or omission by a local authority – except for a decision made by a full council (i.e., a decision by the Governing Body or a committee of the whole).

25. The purpose of the investigation was to test concerns that councils were using workshops and other informal meetings to make decisions.

26. The eight councils investigated were Rotorua Lakes Council, Taranaki Regional Council, Taupō District Council, Palmerston North City Council, Rangitīkei District Council, Waimakariri District Council, Timaru District Council and Clutha District Council.

27. The Ombudsman’s report highlights the requirement under the Local Government Act 2002 (LGA) for a local authority to “conduct its business in an open, transparent, and democratically accountable manner”. It also highlights the requirement in the LGOIMA that anything taking place or provided to any meeting is “official information” and subject to the principle of availability, unless there is a good reason to withhold it.

28. The Ombudsman found no evidence of decisions being made in workshops. They did see workshop practices that in their opinion were “counter to the principles of openness and could contribute to a public perception that workshops are not being used in the right way”. These examples included not advertising workshops or having all workshops closed to the public.

29. The Ombudsman also cautioned against using workshops to include a significant component of determination, such as a substantial narrowing of options prior to public consultation.

30. The Ombudsman has provided three principles of good administrative practice, which they consider should guide council workshops:

· Councils have a general discretion to advertise and undertake all meetings in public, and this is consistent with the principle in the LGA that councils should conduct their business in an open, transparent, and democratically accountable manner.

· A general policy of not publicising / closing all non-decision-making meetings, such as workshops, may be unreasonable and / or contrary to law. The Ombudsman can assess this on a case-by-case basis.

· Using closed workshops to do “everything but” make a final decision could be seen as undermining the principles in the LGA and purposes of the LGOIMA and may be unreasonable in terms of the Ombudsmen Act 1975.

Tātaritanga me ngā tohutohu

Analysis and advice

Aligning to the Ombudsman’s recommendation

31. The Ombudsman reports that workshops should be open by default as a matter of good practice. Open workshops are consistent with the principles of transparency, openness, and accountability.

32. The Ombudsman recognises there may be good reasons to close a workshop to the public, and that LGOIMA doesn’t require workshops to be open.

33. The six key recommendations made by the Ombudsman in respect of council workshops are:

· adopt a principle of openness by default for all workshops, including a clear commitment to record a clear basis for closure where justified, on a case-by-case basis

· publicise times, dates, venues, and subject matters of all workshops in advance, including a rationale for closing them, where applicable

· provide clear audit trails of all workshops and internal guidance for the keeping of records of workshop proceedings

· publish workshop records on the council website as soon as practicable

· formalise a process for considering the release of information from closed workshops

· consider sign-posting on the council website that members of the public can complain to the ombudsman in relation to the administration of workshops.

34. The Ombudsman’s report is not legally binding on the council. But the Ombudsman has made it clear that open by default is the best practice approach, and they will be closely monitoring decisions on these matters.

35. To meet the Ombudsman’s expectations that workshops are seen to be open, transparent and democratically accountable, it is recommended local boards have a default setting of open for workshops.

How local boards currently adhere to the recommendations

36. Local boards individually set their own meeting practices in accordance with LGOIMA.

37. Local Board Services identifies that many of the existing practices already meet the Ombudsman’s expectations. This includes:

· having a standing report on business meeting agendas which notes the record of any workshops held since the previous meeting

· posting agendas on the council’s website with as much advance notice as possible before meeting dates

· clear and robust practices for keeping of meeting minutes and drafting of public exclusion resolutions

· publication of workshop records on the council’s website as soon as practicable after the workshop

· actively releasing confidential information as soon as practicable, when the reason for withholding has passed

· restating information in subsequent open meetings and keeping records of the workshop.

38. In principle, the holding of closed workshops does not mean that workshops are secret or inconsistent with the principles of transparency and openness. Any lack of transparency can be addressed through the proactive release of workshop information (where possible), restating information in subsequent open meetings and keeping records of the workshop.

39. Governing Body workshops are currently closed to public observation. To address transparency, workshop records are proactively published as part of its next meeting agenda, including presentations and other documentation discussed or made accessible.

40. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. They also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

41. Staff will incorporate the Ombudsman’s recommendations into the next Local Board Services Best Practice Review, which will inform induction for the 2025-2028 term.

How to implement open workshops

42. Options for open workshops include:

· opening the workshop so the public can attend in-person

· providing remote access via MS Teams link without the public present in the room

· recording workshops without the public present and making available on Auckland Council’s website.

43. Each method for conducting an open workshop has its own risks, benefits, and operational impacts. These are currently being investigated further for each option. The resulting guidance will be included in the 2025-2028 Best Practices Review.

44. Guidance will also include considerations for when to close workshops if operating under a default open workshop approach. The Ombudsman recognises that in some instances it will be reasonable to close workshops to the public and that this should be considered on a case-by-case basis.

45. Should any local boards choose to change to open workshops before the next term begins, staff will assist in this process.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The decisions in this report are not expected to have any significant impact on our climate objectives or targets. Staff have not quantified the impact of increased administrative requirements or the likely impact of increased travel requirements for in-person workshop observers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. As staff are seeking a political decision from local boards on their approach, there has not been a comprehensive consultation with the council group.

48. Senior Governance staff provided views which largely reflect the pros and cons highlighted by elected members with some additional concerns including:

· low public attendance: the benefits of transparency are limited

· communication challenges: keeping the public updated on workshop details can be difficult due to last-minute changes

· reduced input opportunity: local boards may miss the chance to provide early input on topics not ready for public release

· staff exposure: open workshops may make staff vulnerable to inappropriate behavior, especially as their faces are visible to the public and their names may be published by the media.

49. The Ombudsman’s investigation had canvassed a few concerns and potential risks and concluded that while there are good reasons that exist for closing workshops, they did not consider controversy and complexity to be good reasons in themselves.

50. If the decision to open workshops is approved before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

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

Local impacts and local board views

51. Staff have gathered the views from some local board elected members with open workshops to understand their current experiences.

Benefits of open workshops

· Transparency and community connection: media access boosts public awareness of local board business, helps local board members gain recognition, and reduces reliance on social media.

· Access to information: even if public attendance is low, people appreciate the option which fosters a better understanding of decision-making and the ability to follow topics of interest.

Risks of open workshops

· Media sensationalism: can hinder effective governance by swaying decisions based on a few vocal individuals rather than the broader community.

· Public disruption: the presence of the public can alter interactions between board members and staff, leading to potential harassment of staff and reducing the willingness of staff to participate. Public interjections can derail workshop progress and disrupt important relationships, such as those with local iwi and community groups.

· Overemphasis: a small number of vocal attendees can gain disproportionate political influence, overshadowing the broader community's input.

52. Opinions on whether workshops should be open or closed varied. Some elected members preferred closed workshops to create a safe environment for staff, allowing for free and frank discussions in a more relaxed setting. They believed that open workshops often led to political posturing, which could harm the democratic process by giving undue influence to a small number of voices. And they noted negative impacts on subsequent community engagement, such as when the media prematurely releases information. Overall, they felt that the benefits were outweighed by the disadvantages.

53. Conversely, other elected members argued that workshops should be open to ensure transparency and public trust. They believed that the presence of the public generally did not pose significant issues. These chairs felt that board members should be prepared to handle the political environment and potential media exposure and public scrutiny.

Tauākī whakaaweawe Māori

Māori impact statement

54. Māori were not consulted on this report. There are no identified direct impacts on Māori arising from this report.

55. Open workshops would provide an opportunity for Māori to observe a workshop but would not provide for an opportunity to engage in the decision-making process and would not go beyond what is already available through invitation by a local board to engage directly on an issue.

Ngā ritenga ā-pūtea

Financial implications

56. There will be financial implications to open workshops, depending on how they are conducted, including time and cost of enabling online access or potentially managing security at a physical meeting. These costs will vary by board, including what technology is currently used, so will need to be considered on a case by case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The Ombudsman’s recommendations are non-binding. However, there may be reputational and/or political consequences arising from a failure to act where needed to respond to recommendations from the Ombudsman.

58. The Best Practice Review 2022 notes some risks that should be considered when opening a workshop, such as:

· increasing likelihood of breaching the LGOIMA and the Auckland Council Confidential Information Policy and Protocols through wilful or advertent ‘disclosure of information for which good reason to withhold would exist’

· discouraging free and frank exchange of views between members and provision of advice from staff, which is often necessary in the early stages of a project or idea

· potentially creating misinformation or confusion in the community about the status of projects

· increasing potential for Code of Conduct complaints about predetermination and conflicts of interest if elected members indicate specific preferences in a workshop

· exposing staff to opportunities for harassment and complaints based on comments made when giving free and frank advice to elected members (note Auckland Council has obligations under the Health, Safety and Work Act 2015 to ensure staff are not put at risk while conducting their role).

59. There is also a risk that workshops can be called or cancelled at very short notice. This may impact on members of the public that may plan to attend. Staff will do all they can to keep advertised information about workshops current.

60. Local boards can review their approach in the future if opening workshops by default leads to unintended adverse consequences.

Ngā koringa ā-muri

Next steps

61. If the local board decide to hold open workshops by default, staff will provide advice on practices, procedures, and information technology to support this decision.

62. If a local board requests to open their workshops before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Alyson Roach - Senior Advisor Business Planning & Projects

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Feedback on the representation review initial proposal

File No.: CP2024/11686

Te take mō te pūrongo

Purpose of the report

1. To seek formal feedback from local boards on the initial representation review proposal.

Whakarāpopototanga matua

Executive summary

2. The Governing Body resolved the representation review initial proposal on 27 June 2024 for public notification and consultation outlined in the body of this report and provided in Attachment A.

3. Feedback on Auckland Council’s representation review initial proposal for the 2025 elections was received between 8 July and 8 August 2024.

4. Due to the proximity of the closing date for public feedback (8 August) and local board business meeting dates, this report provides the high-level summary of key themes. The feedback analysis report produced by the Insights team will be provided separately prior to the Franklin Local Board business meeting.

5. At the time of writing this report, approximately 1050 submissions have been received. The final submission numbers will be communicated via the feedback analysis report.

6. Key themes included general support for the proposed changes in the central Auckland wards, North Shore wards, the Howick Local Board subdivision arrangements, and the minor local board boundary changes. Submissions on the proposed changes to the Rodney Local Board subdivisions raised a number of issues to be considered before the council adopts its final proposal.

7. The initial proposal contains a recommendation that the Franklin Local Board does not comply with the fairness of representation rule. At a high level, feedback is generally in support of the noncompliance, with the feedback supporting the reasons provided in the initial proposal.

8. The next stage is for the Joint Governance Working Party (JGWP) to review this feedback through a hearings process, which will close with deliberations on whether to recommend any changes to the initial proposal to the Governing Body. The Governing Body will then decide the final proposal on 26 September 2024.

9. Local board chairs who are members of the JGWP are recommended to step aside from participating in decision-making on their board’s formal feedback to enable them to fully participate in the work of the hearings panel.

10. If the local board wishes to provide feedback that the initial proposal should be amended, it is important to include sufficient reasoning for the JGWP to recommend an amendment. The reasoning should be in line with the requirement to consider the effective representation of communities of interest and fair representation (the 10 percent rule).

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whiwhi / receive the summary of feedback on the representation review initial proposal via memo prior to the business meeting.

b) tuhi ā-taipitopito / note that the Joint Governance Working Party (JGWP) will hear submissions on the proposal including local board feedback, for a decision by the Governing Body on 26 September 2024.

c) whakarite / provide its formal submission on the proposal.

d) tono / request to speak to its submission in front of the JGWP at the hearing.

Horopaki

Context

Process

11. The Local Electoral Act 2001 (LEA) requires councils to follow a prescribed process within certain timeframes when undertaking a review of the representation arrangements. The proposed process and dates are provided below.

1. Action	2. Required timeframe	3. Planned timeframe
4. Resolution of initial proposal	5. By 31 July 2024	6. 27 June 2024
7. Public notice of initial proposal	8. Within 14 days of resolving initial proposal	9. 8 July 2024
10. Public consultation	11. Period of no less than 1 month	12. 8 July – 8 August 2024
13. Hearings	14. -	15. 2 – 13 September 2024
16. Resolve final proposal	17. -	18. 26 September 2024
19. Public notice of final proposal	20. Within eight weeks of close of submissions	21. 3 October 2024
22. Receive objections or appeals to final proposal	23. Period of no less than 1 month	24. 3 October – 3 November 2024
25. Forward objections or appeals to the LGC for final determination	26. As soon as practicable but no later than 1 December 2024	27. 4 November 2024
28. Final determination on proposal from the LGC	29. No later than 11 April 2025	30. -

31.

12. The Governing Body confirmed the scope of the initial proposal for the 2025 representation review at its 30 May meeting before finalising and confirming the content of the associated public consultation material at its 27 June meeting. The proposal was publicly notified for feedback from 8 July to 8 August.

13. This report provides a summary of the key themes from feedback (including local board feedback, if made) and enables local boards to make a formal response to the initial proposal and other feedback via business meeting resolutions.

14. The Local Electoral Act 2001 requires the council to ensure that any person who makes a submission on the initial proposal is given a reasonable opportunity to be heard by the council.

15. The JGWP has been appointed as the panel to hear those that wish to speak to their written submissions over four days in September, including the 6 September to hear local board feedback and 13 September to deliberate and make recommendations to the Governing Body.

16. The JGWP recommendations will be reported to the 26 September Governing Body meeting, which will make a final decision on the proposal. If any objections or appeals are received, they will be assessed by the Local Government Commission.

17. A range of engagement events were held during the consultation period, some with a regional focus and some with a focus on local changes being proposed. These events were promoted through local communications, social media, and through the AK Have Your Say website. A full record of all events held during the consultation period is available on akhaveyoursay.nz/represent under ‘drop-in sessions’ and ‘webinars’. The webinar recordings are also available on the webpage.

18. All information relevant to the representation review has been made available through the AK Have Your Say website. In addition to providing access to the initial proposal and consultation documents, the website provided an interactive map with the ability to zoom in to inspect boundary locations. It also provided the events above and all the reports to the Governing Body and local boards, setting out the issues and options.

Tātaritanga me ngā tohutohu

Analysis and advice

Representation review initial proposal

19. The Governing Body resolved the representation review initial proposal on 27 June 2024 for public notification and consultation outlined below and provided in Attachment A.

a) Ward boundary / representation changes

i) changes to the Central Auckland ward boundaries (Waitematā and Gulf, Ōrākei, Maungakiekie-Tāmaki, and Albert-Eden-Puketāpapa wards) so they match the proposed local board boundary changes while still following the fairness of representation rule, as shown in maps 1.2, 1.3 and 1.4.

ii) enlarge the North Shore Ward to include an area around Bayview, reducing noncompliance with the fairness of representation rule. These changes align the North Shore and Albany ward boundary with boundary changes to Upper Harbour and Kaipātiki local boards, as shown in map 1.5.

iii) Noncompliance of the North Shore Ward, with a -13.82 per cent variance, as compliance would split a community of interest.

b) Local board boundary / representation changes

i) the Rodney Local Board subdivisions will be, as shown in maps 2.1 and 2.2:

A) North Rural, 2 members

B) South Rural, 2 members

C) Warkworth, 2 members

D) Kumeū, 2 members

E) Dairy Flat, 1 member

ii) the total number of members on the Howick Local Board will increase from 9 to 11 members. The subdivisions will be, as shown in map 3:

A) Howick, 3 members (no change)

B) Pakuranga, 3 members (no change)

C) Botany, 2 members (changed area)

D) Flat Bush, 3 members (new subdivision)

iii) minor changes to local board boundaries:

A) the boundary between the Upper Harbour and Devonport-Takapuna local boards will be changed so that all of Saunders Reserve is in the Upper Harbour Local Board area (Map 4.1)

B) the boundary between Kaipātiki and Upper Harbour local boards will run along Sunset Road (Map 4.1)

C) the boundary between Kaipātiki and Upper Harbour local boards in the vicinity of Kereru Reserve will be adjusted such that the parcel of land, Lot 3 DP 142477 (R 14 Kereru Grove), becomes part of the Upper Harbour Local Board area (Map 4.1).

D) the boundary between Kaipātiki and Upper Harbour local boards will be adjusted to include the residential area of Bayview that is north of Glendhu Road in the Kaipātiki Local Board area, noting that meshblocks will need to be adjusted to avoid affecting any reserve area in the Upper Harbour Local Board area (Map 4.1).

E) the boundary between the Puketāpapa and Maungakiekie-Tāmaki local boards will be adjusted such that all Taumanu Reserve lies within the Maungakiekie-Tāmaki Local Board area (Map 4.2)

iv) noncompliance with the 10 per cent rule for the following local boards for the reasons given in Attachment A:

A) Hibiscus and Bays

B) Maungakiekie-Tāmaki

C) Ōtara-Papatoetoe

D) Franklin.

Feedback on the representation review initial proposal

20. Feedback on Auckland Council’s representation review initial proposal for the 2025 elections was received between 8 July and 8 August 2024.

21. The consultation document, feedback questions and maps are provided in Attachment A to this report.

22. Due to the proximity of the closing date for public feedback (8 August) and local board business meeting dates, this report provides the high-level summary of key themes. The feedback analysis report produced by the Insights team will be provided separately prior to the Franklin Local Board business meeting.

High level summary of feedback

23. At the time of writing this report, approximately 1050 submissions have been received however the final submission numbers will be confirmed at a later date and communicated via the feedback analysis report.

24. Key themes included general support for the proposed changes in the central Auckland wards, North Shore wards, the Howick Local Board subdivision arrangements, and the minor local board boundary changes. Submissions on the proposed changes to the Rodney Local Board subdivisions raised a number of issues to be addressed in the final proposal. Table A summarises key feedback themes.

32. Table A – proposed changes and summary of feedback

Change type	Change detail	Feedback
Ward boundaries	Central Auckland ward boundaries (Waitematā and Gulf, Ōrākei, Maungakiekie-Tāmaki, and Albert-Eden-Puketāpapa wards)	Feedback is mostly in support of the proposed boundary changes. Those in support generally feel the proposal will improve representation and those opposed generally feel the proposal will divide communities.
Ward boundaries	North Shore ward boundaries (North Shore and Albany wards)	Feedback is mostly in support of the proposed boundary changes. Generally, those in support feel it is a logical proposal and those who do not support disagree with the need for any change.
Ward noncompliance	North Shore ward	Feedback is mostly in support of the proposed noncompliance.
Local board subdivisions	Rodney Local Board. Four subdivisions to five. New ‘North’ and ‘South’ rural subdivisions.	Feedback is mixed on the proposed subdivision changes, with the majority in support and the remainder split fairly evenly between ‘do not support’ and ‘I don’t know’. Generally, those in support agree with rural representation and those who do not support disagree with the proposal subdivision boundaries.
Local board subdivisions	Howick Local Board. Three subdivisions to four. Additional subdivision for Flat Bush area.	Feedback is mostly in support of the proposed subdivision changes. Generally, those in support agree with creation of Flat Bush subdivision and those who do not support disagree with the need for any change.
Local board members	Howick Local Board. Additional two members for the proposed Flat Bush subdivision.	Feedback included a small number of submissions in support of Flat Bush subdivision, but not the additional members.
Local board boundaries	Minor changes to boundaries across Upper Harbour, Devonport-Takapuna, Kaipātiki, Maungakiekie-Tāmaki, and Puketāpapa local boards	Feedback is mostly in support of the proposed minor local board boundary changes. Generally, those in support agree with the minor shifts and those who do not support feel there is not enough information.
Local board noncompliance	Hibiscus and Bays, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, and Franklin local boards.	Feedback is mostly in support of the proposed local board noncompliance.

33.

25. Through the consultation on the representation review initial proposal, the council received feedback on matters that are not covered by the representation review scope under the LEA. The key themes for out-of-scope feedback include, but are not limited to:

· support for wider review (including reverting to pre-amalgamation)

· feedback on Māori representation for Auckland Council

· support for a change from First Past the Post to Single Transferable Vote

· requests for more civic education opportunities to better understand council.

Local Board feedback on initial proposal

26. This report provides the mechanism through which local boards may receive both high level feedback and the full analysis report to inform their own feedback on the initial proposal.

27. Local board members who are also members of the JGWP are recommended to stand aside from decision-making on their local board feedback to mitigate the risk of a perceived conflict of interest.

28. Local boards will have an opportunity to present their submission during a hearing on the 6

29. September 2024. Further information will be communicated to the local boards who wish to speak to their submissions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. There are no direct or specific climate change impacts resulting from this report or its implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. The representation review proposes a number of relatively minor changes to representation arrangements, including to ward and subdivision boundaries, and in the case of the Howick Local Board, two additional members.

32. Should these or any further changes be confirmed, there will be some impact on council staff resourcing, which will mostly be absorbed within the local election work programme.

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

Local impacts and local board views

33. Local boards have been involved throughout the representation review process via their representatives on the JGWP, via workshops and business meeting resolutions.

Tauākī whakaaweawe Māori

Māori impact statement

34. The Houkura chair sits on the JGWP and engagement with Māori and mataawaka has been ongoing as part of the process of developing the initial proposal, including the local board reorganisation plan, which is not proceeding.

35. Separate engagement sessions on the consultation material were held with Māori and mataawaka during early July.

36. Feedback from Māori has focused less on the changes proposed through the representation review initial proposal and more on the need for specific Māori representation both on local boards and the Governing Body.

37. The current legislation only contains provisions for Māori representation on the Governing Body, not local boards. On 26 October 2023, the Governing Body decided to not establish Māori wards for the 2025 local elections, acknowledging the need for further work to be undertaken through the JGWP and reported back to the Governing Body by 31 December 2024.

Ngā ritenga ā-pūtea

Financial implications

38. There are no specific or direct financial implications resulting from this report. Should the proposed representation changes proceed at the 2025 local elections, there will be some impact on council budgets.

39. Direct costs associated with election process changes, modification of election material etc will be absorbed within the local election work programme. There will also be consequential costs on council’s systems and processes where matters are shifted from one ward or local board to another. Again, it is expected these would be absorbed within existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. No specific risks have been identified with this report, which is simply seeking local board views on the representation review. Whatever representation arrangement changes occur as a result of this review will be assessed for risks as part of implementing those changes.

Ngā koringa ā-muri

Next steps

41. Local board feedback will be considered by the JGWP which has been appointed as the panel to hear feedback in early September and included as appropriate in the working party’s report to the Governing Body.

42. The Governing Body will make decisions on the representation review at it 26 September meeting. Any submitters may lodge objections or appeals to these decisions with the Local Government Commission from 3 October – 3 November, which will make final decisions.

43. Approved representation arrangements will be implemented as part of the October 2025 local elections.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Initial proposal document and feedback form	39

Ngā kaihaina

Signatories

Author

34. Libby Hetet – Senior Policy Project Manager Representation Review – Planning and Operations

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Franklin Local Board Community Partnerships Programme 2024/2025

File No.: CP2024/11236

Te take mō te pūrongo

Purpose of the report

1. To approve community partners and associated funding for the new Community Partnerships Programme 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board's Community Partnerships Programme 2024/2025 aims to provide targeted funding and support to community groups that align with the outcomes as outlined in the Franklin Local Board Plan 2023. This new programme shifts focus from administrative transactions to achieving tangible outcomes that benefit the community.

3. After extensive consultation and review, staff have identified key community partners and proposed funding allocations for a diverse range of projects. These initiatives focus on Māori, young people, arts and events, accessibility for disabled and aged communities, attracting business, safety on our coasts, and promoting Franklin to tourists.

4. The total budget for the Community Partnerships Programme is $402,000 for the 2024/2025 financial year. The programme also includes in-principle funding for years two and three, subject to annual performance and budget reviews, ensuring long-term support and sustainability for community projects.

5. The recommended allocations aim to foster strong community relationships, enhance local project delivery, and support groups that contribute to the local board strategic goals, particularly those involving Māori, youth, arts, accessibility, safety, and tourism.

6. The non-contestable nature of the programme, combined with staff support and annual reviews, is designed to provide a stable and efficient funding framework that promotes community resilience and growth.

7. This report includes detailed recommendations for funding allocations, based on a rigorous assessment process that considers project alignment with strategic goals, organisational capacity, and potential community impact.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the following recommended Franklin Local Board Community Partnerships Programme applications and the in-principle amounts for year two (2025/2026) and year three (2026/2027) subject to annual performance and budget reviews

Group	Recommendation	In-Principle amount Year 2 & Year 3 (Subject to annual review)
CCBA - Clevedon Community & Business Association Incorporated	$45,000	$45,000
Clarks Beach Golf Club Incorporated	$13,000	$13,000
Franklin Integration Project	$9,000	$9,000
HAPVRA - Hunua, Ararimu and Paparimu Valley Residents Association	$20,000	$20,000
Health Through the Marae	$20,000	$20,000
Pukekohe Business Association	$10,000	$10,000
Rotary Club of Pohutukawa Coast	$5,000	$5,000
Surf Life Saving Kariaotahi	$5,000	$5,000
Te Taki Tu	$70,000	$70,000
Waiau Pa Hop Trust	$5,000	$5,000
Waiuku Museum Society Incorporated	$40,000	$40,000
Waiuku Search and Rescue (Coastguard Waiuku)	$10,000	$10,000
WBDA - Waiuku Business & Development Association	$25,000	$25,000
YMCA North - Camp Adair	$15,000	$15,000
Clevedon A&P Association	$10,000	$5,000
Franklin A&P Society	$10,000	$5,000
Franklin Family Support	$10,000	$10,000
Pasifika Digital Knowledge Trust	$25,000	$25,000
Takutai Charitable Trust	$20,000	$20,000
Te Kopu Inc	$15,000	$15,000
Ngaa Hau E Wha Marae O Pukekohe	$20,000	$0

b) tuhi ā-taipitopito / note the staff assessment of all applications in Attachment B to the agenda report.

Horopaki

Context

8. Prior to this new programme, the Franklin Local Board utilised the Strategic Partnership Grants programme administered through SmartyGrants. This programme had limitations in reporting, focusing on specific itemised transactions rather than the outcomes anticipated by the local board.

9. In an October 2023 workshop, the Franklin Local Board requested a new Community Partnerships Programme. They emphasised the need to focus on delivering outcomes, not just administrative tasks and to target project implementation to begin in July 2024.

10. The local board direction at this workshop highlighted the existing council grant-making systems are not well-suited for this new focus.

11. To address these issues, Connected Communities staff developed a new Community Partnerships Programme to be integrated into the local board work programme.

12. The Community Partnerships Programme has been developed recognising that partnering is about the relationship between the parties. Franklin Local Board support for successful partners includes staff assistance through the Community Broker and Specialist Advisor roles. Staff may be able to access additional support through other council teams for both funded and non-funded partner groups.

13. This new non-contestable Community Partnerships Programme budget amalgamates former work programmes including the previous strategic partnership grant, coastal rescue grant, Māori Responsiveness, and selected work programme lines to support initiatives aligned with the 2023 Local Board Plan.

14. These initiatives focus on Māori, young people, arts and events, accessibility for disabled and aged communities, attracting business, safety on our coasts, and promoting Franklin to tourists. The programme is intended to run over three years, with funding allocated annually. This approach allows for sustained support of community projects while incorporating an annual review process to assess progress, financial management, and continued alignment with local board priorities.

15. The local board deferred this report at the 25 June 2024 business meeting (resolution FR/2024/72):

Tātaritanga me ngā tohutohu

Analysis and advice

16. At a workshop on 26 March 2024, staff confirmed with the local board the priorities and key organisations invited to submit their Expressions of Interest (EOI) for the Community Partnerships Programme.

17. The EOI was opened on 3 April 2024 and closed on 30 April 2024. Mana whenua and targeted community organisations were invited to submit EOIs for projects aligning with the outcomes, objectives and inititiatives in the 2023 Franklin Local Board Plan.

18. In total, 33 organisations were identified and directly invited to apply. Of these, 29 applications were received, as shown in Attachment A, with total funding requests exceeding $1.5 million as shown in Attachment B. Four applications came from organisations not included in the initial outreach and two applications received after the deadline. Due to their potential value, these applications were accepted for assessment.

19. Applications were assessed based on criteria that contribute to and deliver the Franklin Local Board Plan 2023 outcomes, objectives and initiatives. This includes Outcomes for Māori, Climate Action, Community, People and Environment. Further considerations as per council procurement practices include organisational legal status and compliance, feasibility, viability, collaboration, strong financial case, and impact. These criteria ensure funded projects contribute to the local board's priorities and adhere to sound financial management.

20. Recognising the impact of bringing a range of small budget lines together in a broader Community Partnership Programme means that some focus must also be given to applications with high Māori involvement, those with water safety priorities and local placemaking activities.

21. Further considerations as per council procurement practices include organisational legal status and compliance, feasibility, viability, collaboration, strong financial case, and impact. These criteria ensure funded projects contribute to the local board's priorities and adhere to sound financial management.

22. Applications also incurred rating reductions due to issues with formal group status and accountability, excessive budget requests without sufficient detail, and insufficiently described planning and delivery with unclear outcomes. These reductions ensure alignment with the local board directions and the council procurement policy, promoting efficient resource use and well-defined, outcomes-focused proposals.

23. Application ratings were moderated in a panel review based on alignment with the criteria above and are indicated as:

a. High (consistently high alignment with assessment framework)

b. Medium (good alignment with assessment framework)

c. Low-funded (good alignment with assessment framework, with some rating reductions incurred)

d. Low: not funded (low alignment with assessment framework and/or multiple rating reductions incurred)

e. Not applicable (not in scope for Community Partnerships Programme).

Table 1: summary of the recommended organisations

Group and Programme	Outcome Alignment Franklin Local Board Plan 2023	Strength of proposition
CCBA - Clevedon Community & Business Association Incorporated Clevedon Annual Village Placemaking and Community Enrichment Programme	Enable communities to lead, free and low-cost events, local economic development, promoting Franklin as a visitor destination, embracing new communities, celebrate local history, improved water quality. Supports isolated community. Supports active lifestyles.	High
Clarks Beach Golf Club Incorporated Community Events	Enable communities to lead, free and low-cost events, local economic development, promoting Franklin as a visitor destination, embracing new communities, celebrate local history, improved water quality. Supports isolated community. Supports active lifestyles.	High
Franklin Integration Project Franklin Positive Ageing Expo	Only Franklin activity noted in Age Friendly Auckland plan. Enable community groups to lead, support young people to realise their potential, intergenerational approach, access to community services, addressing needs of disabled.	High
HAPVRA - Hunua, Ararimu and Paparimu Valley Residents Association Kaitiaki of the three valleys	Enable community to lead. Free and low-cost events, embrace new communities, intergenerational approach. Supports isolated community. Supports active lifestyles.	High
Health Through the Marae Tytowhare: Deliver efficient health monitoring	Mana whenua priorities in LBP 2023: achieving a high standard of health, developing rangatahi. Enable community to lead, Māori-led, promoting Te Reo and tikanga Māori, intergenerational approach, support young people to reach their potential, focus on the needs of disabled. Supports isolated community.	High
Pukekohe Business Association To provide free community events in Pukekohe	Only Franklin activity noted in Age Friendly Auckland plan. Enable community groups to lead, support young people to realise their potential, intergenerational approach, access to community services, addressing needs of disabled.	High
Rotary Club of Pohutukawa Coast GJ Gardner Beachlands and Maraetai Trolley Derby	Enable community to lead, intergenerational approach, support young people to realise their potential. Supports active lifestyles. Free and low-cost events. Supports isolated community.	High
Surf Life Saving Kariaotahi Junior Surf Programme and Search & Rescue Squad	Enable community to lead, local response to climate impacts, support young people to realise their potential, partner with community to restore whenua, improved water quality, pest plants well managed. Supports isolated community.	High
Te Taki Tu Oranga Ma Te Wai: community health and well-being activities using Waka on our waterways	Mana whenua priorities LBP 2023: Enable community (Māori) to lead, support young people to realise their potential, intergenerational approach, coastal rescue services. Supports active lifestyles. Community-led safety initiative. Supports isolated community.	High
Waiau Pa Hop Trust Franklin Hop	Community-led, intergenerational approach, promoting Franklin as a visitor destination. Free and low-cost events. Supports isolated community.	High
Waiuku Museum Society Incorporated Redevelopment upgrades	Enable community to lead, partner to recognise local history, public education about revegetation to improve water quality, promoting Franklin as a visitor destination.	High
Waiuku Search and Rescue (Coastguard Waiuku) Infrastructure support	Enable community to lead, coastal rescue services. Supports active lifestyles.	High
WBDA - Waiuku Business & Development Association Waiuku annual community events	Enable community to lead, free and low-cost events, promoting Franklin as a visitor destination. Supports isolated community.	High
YMCA North - Camp Adair YMCA Camp Adair Sports Camps	Enable communities to lead, support young people to realise their potential. Supports active lifestyles.	High
Clevedon A&P Association Clevedon Show	Enable community to lead, support young people to realise their potential, promoting Franklin as a visitor destination. Free and low-cost events.	Medium
Franklin A&P Society Pukekohe Show	Enable community to lead. Free and low-cost events.	Medium
Franklin Family Support Filling the Gaps Youth Programme	Enable community to lead, support young people to reach their potential, support initiatives targeted to support Franklin's young people.	Medium
Pasifika Digital Knowledge Trust To enhance community well-being through digital technology	Enable community to lead, support young people to reach their potential, intergenerational approach, partner with others to deliver new facilities, lens of disability.	Medium
Takutai Charitable Trust Pohutukawa Intergenerational project	Enable community to lead, intergenerational approach, support young people to realise their potential. Supports isolated community.	Medium
Te Kopu Inc To deliver their signature Matariki event, Tuhiōnōrangi	Mana whenua priorities LBP 2023: promoting Te Reo and tikanga Māori. Enable community (Māori) to lead, intergenerational approach. Supports isolated community.	Medium
Ngaa Hau E Wha Marae O Pukekohe Cultural programme to strengthen whānau and community in matauranga Māori	Mana whenua priorities LBP 2023: supporting and developing rangatahi, promoting Te Reo and tikanga Māori. Support initiatives that recognise local history, enable community to lead.	Low-funded Propose one off amount to scope project

Table 2: Organisations that received a low or not applicable assessment and are therefore proposed as not funded

Group	Programme Purpose	Reason	Recommendation
Beautification Trust	Eye on Nature school costs	Event not locally delivered. Strong Council support across a range of departments.	$0
CLM Sport	He Waka Eke Noa programme	Activities not locally-led. Sub-regionally developed programme.	$0 Staff to explore options with CLM for future Community Partnership Programme rounds.
Coastguard Maraetai	Contribution to annual operating costs	Unclear programme alignment to local board plan outcomes.	$0 Staff to explore options with Coastguard Maraetai for future Community Partnership Programme rounds.
Counties Manukau Sport	Franklin Fridays.	Activities not locally-led. Application provided no evidence of local need.	$ 0 Staff to explore options with Counties Manukau Sport for future Community Partnership Programme rounds.
Marama Hou Ministries Trust	Roots of Resilience (food sovereignty)	Activities not linked to similar programmes and alternate funding opportunities.	$ 0 Staff to explore options with Marama Hou Ministries for alternate resourcing and future Community Partnership Programme rounds.
Waiuku Family Support	Whare Hapori: Health hub Contribution to annual operating costs.	Unclear alignment to local board plan outcomes.	$ 0 Staff to explore options with Waiuku Family Support for future Community Partnership Programme rounds.
A&K Thompson	Franklin’s future with AI (Artificial Intelligence) to enhance digital skills among diverse demographics	Not in scope for Community Partnership Programme. Limited liability company supporting Pasifika Digital Knowledge Trust.	$ 0
Clarks Beach Waiau Pa Ratepayers Association	Establish new community and business focused entity to serve Clarks Beach Waiau Pa area.	Not in scope for Community Partnership Programme. Organisation not yet established as entity.	$ 0 Staff to liaise with Association to support amalgamation and strategic planning through Capacity and Resilience Building work programme.

24. Some of these organisations have the potential as valuable future partners. Staff will continue to work with them for future community partnerships round.

25. This report recommends the allocation of the total amount of funding available. Where a decision by the local board creates an underspend, staff recommend this is reallocated to work programme line 112 Capacity and Resilience Building. This will enable staff to support potential partner groups for future applications to the Community Partnership Programme or alternative resourcing opportunities.

Evaluation and review

26. Implementation of the Community Partnership Programme includes the development of an evaluation and review framework. This is still under development but will include:

a. development with each organisation on the funding deliverables

b. agreement with each organisation on the outcome targets

c. initial written progress report – 3 months after start date

d. regular monitoring meetings with staff and organisations

e. minimum of one project update presentation to the local board

f. review meeting to identify challenges, achievements and improvements needed for the coming year

g. end of year written report

h. networking opportunity to share programme achievements, meet with other delivery partners and connect with local board members.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. The local board Community Partnership Programme is aligned to the Franklin Local Board Plan 2023 which includes a strong focus on addressing the impacts of climate change.

28. This programme aims to respond to Auckland Council’s commitment to address climate change by providing funding to individuals and groups with projects that support community climate change action.

29. Mitigation of climate impacts formed part of the assessment process and applications with strong outcomes in climate impact response were assessed as ‘High’ in the review.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. During work programme development and implementation, staff collaborated to ensure a coordinated approach, best utilisation of budgets available, and a shared commitment to the outcomes and successes of local board work programmes.

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

Local impacts and local board views

31. This report updates on applications received for the Community Partnerships Programme. Staff consulted with the local board on 28 May 2024 to confirm the strategic direction and assess applications to develop funding recommendations.

32. The recommendations align with the Franklin Local Board Plan 2023, ensuring equitable resource distribution and support initiatives that benefit local communities.

33. This report was initially presented at the 25 June business meeting at which the local board resolved to defer the decision until August (resolution number FR/2024/72). This report provides the updated information.

Tauākī whakaaweawe Māori

Māori impact statement

34. The new Community Partnerships Programme explicitly invites applications from mana whenua and kaupapa Māori organisations to ensure Māori participation and benefit from funded projects. Projects like Te Taki Tu Charitable Trust and Health through the Marae exemplify initiatives that support Māori aspirations and align with the local board’s priorities for Māori responsiveness.

Ngā ritenga ā-pūtea

Financial implications

35. The Franklin Local Board has allocated a total budget of $402,000 for the 2024/2025 Community Partnerships Programme. The total proposed funding recommendations of $402,000 fully expends this budget. Should there be a residual amount after the final allocations are made, staff recommend the balance be reallocated to work programme line item 112 Capacity and Resilience Building to enable additional capacity support for partner organisations.

36. The programme is designed to run over three years, with funding decisions reviewed annually. This allows for ongoing support and adjustments based on annual performance reviews, ensuring projects continue to align with the local board plan and deliver expected outcomes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. One risk is that funded projects may not achieve the desired outcomes. To mitigate this, staff have recommended projects with clear, achievable goals and supported by strong organisational capacity. Regular reporting and monitoring will ensure accountability and enable adjustments as needed.

38. Another risk is the potential for funding shortfalls or overspending. Staff have carefully reviewed budget requests and recommended funding levels that are reasonable and aligned with the project scope and expected outcomes. Clear funding agreements will help manage financial risks.

39. A further risk is the impact on project delivery due to the programme starting in Quarter Two. To mitigate this, staff will work closely with funded organisations to adjust timelines and ensure projects remain on track to achieve their goals despite the delayed start. Regular updates and flexibility in planning will be crucial to managing this risk effectively.

Ngā koringa ā-muri

Next steps

40. Following the Franklin Local Board allocating funding for Franklin Community Partnerships Programme, staff will update the local board work programme.

41. Staff will then work with Governance and Engagement staff to develop letters from the Chair to notify the applicants of the local board’s decision.

42. For unsuccessful groups, staff will provide feedback, suggest alternative funding sources, and offer capacity building opportunities.

43. Staff will finalise funding agreements with the approved community partners. Monitoring and evaluation processes will be finalised to track progress and ensure accountability.

44. Further updates will be provided to the local board throughout the financial year to report on the progress and impact of the funded projects.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A Summary applicants_Community Partnerships Programme (Under Separate Cover)
b ⇨	Attachment B Summary of EOI applications and staff assessment (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Adel Chanson - Specialist Advisor

Coral Timmins - Community Broker

Authorisers

Kim Taunga - Head of Community Delivery

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Franklin Local Communication and Engagement Work Programme

File No.: CP2024/10451

Te take mō te pūrongo

Purpose of the report

1. To enable the Franklin Local Board to approve the Franklin Local Communication and Engagement programme outcomes as part of the Governance 24/25 work programme.

Whakarāpopototanga matua

Executive summary

2. The board adopted the Franklin Local Board Engagement Strategy in February 2024 (Attachment A).

3. At that time, and via resolution FR/2024/9, the board made a number of requests for specialist communications advice regarding:

· how to better reach youth and Māori

· how to grow the existing communication channels audience

· requesting collaboration between the engagement and communications functions that support the local board.

4. As result of that advice, the board added a new line to the 2024/2025 Governance work programme, allocating $10,000 of local board budget to enable collaborative Franklin local communications and engagement activities. Staff committed to confirming work programme outcomes associated with this funding within quarter 1 of the 2024/2025 financial year.

5. Staff are recommending that funding be used to achieve the following outcomes:

· grow engagement with the new (trial) Franklin Local Board Instagram account

· increase engagement with Māori within the Franklin Local Board rohe (area)

· increase engagement with youth in the Franklin Local Board area

· support and enable community partners within the Franklin Local Board area to better share local communications on local governance activities.

· grow the audience of existing local communications channels (Facebook followers and e-newsletter subscribers).

6. A high-level Franklin Local Board Communications Plan (Attachment B) is included in the context of available resource to reflect local board priorities and outcomes. This plan also compliments the existing Franklin Local Board Engagement strategy.

7. The local board will have the opportunity to monitor delivery progress of the collaborative Franklin Local Communications and Engagement through work programme quarterly reporting.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve outcomes for Governance work programme ID 4371 Franklin Local Communications and Engagement as follows:

i. grow the new (trial) Franklin Local Board Instagram account

ii. increase engagement with Māori within the Franklin Local Board rohe (area)

iii. Increase engagement with youth in the Franklin Local Board area

iv. support and enable community partners within the Franklin Local Board area to better share local communications on local governance activities.

v. grow the audience of existing local communications channels (Facebook followers and E-newsletter subscribers)

b) note high level Franklin Local Board Communications Plan in Attachment B has been developed to compliment the Franklin Local Board Engagement Strategy in Attachment A, reflects the priorities of the Franklin Local Board Plan 2023 and is deliverable within current Auckland Council organisation capacity

c) whai / adopt the high-level Franklin Local Board communications plan in Attachment B as the response to resolution FR/2024/9 (b-d).

Horopaki

Context

8. On 27th February 2024, the board adopted the Franklin Local Board 3-year Engagement Strategy in Attachment A with the following resolution (FR/2024/9):

That the Franklin Local Board:

a) whai / adopt the Franklin Local Board 3-year Engagement Strategy 2023-2025.

b) tuhi ā-taipitopito / note with frustration that Auckland Council’s communications service provision levels are a barrier to engaging effectively in the Franklin context and according to Franklin Local Board aspirations outlined in the Franklin Local Board Plan 2023

c) tono / request that all future Engagement Strategies are developed in collaboration to ensure an integrated Communications and Engagement Strategy.

d) tono / request the Manager Local Communications review Section 6. Communities of Focus, and Appendix F. Engagement challenges and opportunities and schedule a workshop with the board to provide advice on:

i) how the organisation could use additional communication tools and methods to better reach it’s less heard from communities (eg youth, Māori)

ii) the cost of an increased level of communications support

iii) how the organisation plans to grow the audience that follows the Franklin Local Board Facebook page, and/or receive the e-newsletter.

e) tuhi ā-taipitopito / note that increased service levels at the local board level may require an increased level of staff support and provision of additional communications and/or engagement support may require allocation of local board budget.

7. The Manager Local Communications provided the advice requested in resolution FR/2024/9 (d) at the 7 May 2024 local board workshop and presented options to the board on how it might address FR/2024/9 (b).

8. As a result of this advice, the Franklin Local Board approved a new Franklin Communications and Engagement governance work programme activity, and requested (resolution FR/2024/70 (b)) that “Local Board Services staff return to the board to seek approval for more detailed delivery programmes and performance indicators for the new … Local Board Engagement programme”.

9. This report recommends the outcomes that will inform work programme ID 4371 Franklin Engagement and Communications expenditure and against which performance will be measured.

Tātaritanga me ngā tohutohu

Analysis and advice

Baseline engagement and communications services

10. The Local Government (Auckland Council) Act 2009 requires Local Boards to communicate with community organisations and special interest groups in the local board area. Local boards are also responsible for identifying and communicating the interests and preferences of people in the local board area.

11. The Franklin Local Board Plan 2023, under the Our People section, includes the following direction:

Objective: Encourage and enable participated in local governance and decision-making

Key Initiative: Use local communication, consultation and engagement approaches that are relevant and engaging for all people, with a particular focus on young people and Māori communities, including innovative use of social media.

Advocacy: For the Governing Body to give direction to the organisation to expand communication and consultation channels and methods so that they are relevant and engaging for all people, with a particular focus on young people and Māori communities, including through social media.

12. The local board agrees the scope and focus of engagement activities each term, following the adoption of their Local Board Plan, and adopted its Franklin Local Board Engagement Strategy in February 2024

13. Local engagement strategies are led by local board engagement advisors (EA), who sit within the Governance and Engagement Group. EA services are funded through the local board governance support services budgets, alongside other local board advisory and support staff. The role is scoped at a 0.5 full time equivalent role in Franklin. The EA role is to:

i. plan and deliver local engagement relating to the Local Board Plan, Long Term Plan, Annual Plan.

ii. provide elected members with ongoing community engagement support and advice, and

iii. support local staff doing project related engagement in the local community.

14. Local Boards are supported with communications planning and delivery by their Local Communications Advisor (LCA). This position is located under Public Affairs and is funded through organisational operational budgets i.e. not through locally allocated budget.

15. Public Affairs, via the LCA supporting Franklin, delivers the following services to Franklin, Papakura and Manurewa Local Boards:

i. manages the local board Facebook page and e-newsletter, developing both localised content and drawing on regionally developed content in the digital Our Auckland online.

ii. provides content for multiple media partnership channels, including community titles in Franklin

iii. provides responsive communications support for elected members and manages media requests as required

iv. produces an annual Local Board Communications Plan that prioritises and informs operational delivery.

Response to the Franklin Local Board resolution FR/2024/9

16. While the Franklin Local Board endorsed the Franklin Engagement Strategy at its February 2024 business meeting, it also noted frustration that the communications and engagement service provision did not sufficiently support members to effectively engage and deliver outcomes in the Franklin context.

17. In response to this frustration staff have taken the following actions:

i.

Local Communications briefed the board on audience numbers for existing Franklin Local Board channels and how these channels are promoted as outlined in Figure 1: Audience numbers and promotion strategy for existing Franklin Channels below

ii. Local Communications subject matter experts provided advice on how to best engage with youth and Māori, as the two priority areas for engagement noted in the Franklin Engagement Strategy (as summarise in Figure 2: Summary of advice on engaging with youth and Māori below).

iii. Local Communications explored and committed to trialling a Council-managed Franklin Local Board Instagram page to support enhanced communication and engagement with Franklin’s young people. This was soft launched in July 2024 as a trial for six months. Three months of content has been created in advance, and during the second three months there will be a focus on growing the audience.

iv. Local Communications Staff and the EA explored and provided the board with advice around the effectiveness of, and resource and risk implications, associated with a range of board-suggested communications and engagement tactics (in the context of the Auckland governance framework and scale of the organisational structure).

v. The LCA and EA have worked together, and in consultation with the board, developed a Franklin communications plan that articulates strategically deliberate communications priorities that aligns with the Franklin Local Board Plan 2023. It was also informed by the Communications Advice and Options workshop in May 2024 and a Communications Plan 2024/2025 workshop on 18^th June 2024. A summary of the Communications Plan is provided as Attachment B.

vi. Governance and Engagement has received approval from the Franklin Local Board to develop and deliver strategically deliberate outcomes designed to enhance localised engagement on Franklin Local Board activities and priorities beyond baseline service delivery levels (outlined above points 10-15), using a budget allocation of $10,000 in 2024/2025.

18. The LCA and EA will collaborate to deliver the strategic outcomes sought from the Franklin Local Communications and Engagement planning allocation of $10,000. The LCA will lead actions related to communications and the EA will lead actions more related to ongoing engagement. The EA will be responsible for quarterly reporting as the budget sits under Local Governance.

Outcomes priorities for delivery using tactics beyond baseline service levels

19. Franklin Local Board Plan 2023, the adopted Franklin Engagement Strategy and the resource available to deliver non-baseline communications and engagement services have informed the recommended outcomes and anticipated actions to be delivered through work programme ID 4371 Franklin Communications and Engagement. These outcomes and actions are summarised below in Table 1.

Table 1: Recommended expenditure focus - Franklin Comms and Engagement Programme

Strategic Outcome	Measure	Anticipated actions
Increase engagement with Māori	Number of direct engagement opportunities increased from FY23/24 Our Auckland articles and other written content focussed on the local board’s relationship and work with Māori during FY24/25 prioritised and increased from FY23/24 Facebook posts focussed on the local board’s relationship and work with Māori during FY24/25 prioritised and increased from FY23/24 Content of interest to Maori and about our work with Maori posted on the Franklin LB (trial) Instagram account	Promoting content that is likely to be of interest to Māori through existing channels supported by the Senior Maori Outcomes and Engagement Advisor Supported through Franklin Māori Partnership Programme
Increase engagement with youth	Number of direct engagement opportunities increased from FY23/24 Number of pieces of content created by youth partners that are shared on council channels Content of interest to youth and about our work with youth posted on the Franklin LB (trial) Instagram account	Capacity development for youth organisation partners to support safe youth-led localised content creation and content promotion (including about local board initiatives and engagement opportunities), whilst developing local rangatahi.
Grow Franklin Local Board Instagram account	A goal of 150 followers at 3 months depending on level of engagement from Franklin community (it is difficult to quantify with a comparable page to measure against). A goal of doubling to 300 followers by 6 months. Number of posts at 3 months - 25 Number of posts at 6 months - 50 5K video views in 3 months 10K video views in 6 months	Direct investment where appropriate in localised content creation and promotion to grow audience: 3-month soft launch and strategy development 3-month paid boosting activity to grow reach and engagement 6-month review and decide next steps
Attract new audiences to Facebook and e-newsletter	E-news – sustain growth of 26% in FY23-24, by increasing subscribers by 10% for FY24/25 Facebook – building on the growth of 8.5% in FY23-24 by increasing Franklin LB Facebook followers by 10% for FY24/25 Number of rural halls where QR code is on display Number of community venues where QR code is on display	Physical collateral in all community venues in Franklin to raise awareness of and encourage sign-ups to the E-newsletter, the Peoples Panel, and to follow Facebook and Instagram: QR codes to sign up to E-news are displayed in all community venues and rural halls Continued promotion of QR code and sign up process via council and external channels
Support and enable community partners to better share local communications.	Engagement advisor to explore the provision of social media training sessions for community partners, hall committees and resident associations by the end of Q3 via external providers Number of community partners who attend social media training by end of Q4 Number of community partners who have shared council content on local board priorities by end of Q4. Review of presence in local publications and opportunities to support further decided by end of Q2, with required funding allocated by end Q3	Social media strategy capacity development for community organisations and/or community-led initiatives e.g. resident associations, rural halls, community partners, Franklin Paths Programme advocacy partners. Review and consideration of spending plan to support smaller community publications
Support and enable members to better share our content	Feedback on engagement via elected member networks/channels	Provide weekly updates and links to content created for online and social channels that can be shared with elected member networks

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. There is no direct impact on greenhouse gas emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. Staff from Local Communications and Governance and Engagement will collaborate to deliver actions that respond to the outcomes sought.

18. As there is no additional staff resource, actions will be delivered by existing communications and engagement staff that support the Local Board. This may have implications on existing deliverables; however this is not yet understood.

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

Local impacts and local board views

19. This matter relates to only the Franklin local board area.

20. The board gave direction at a workshop on 16 July 2024 that the Franklin Engagement and Communications programme deliverables should not be used to enhance existing channels i.e. should deliver additional benefit through new tactics and initiatives. This feedback has been considered and is reflected in the recommendation on priority outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

21. Māori make up 16.6% of Franklin’s population (n=16,230) with the Māori population generally concentrated around Pukekohe and Waiuku. Of this total Māori population, 48% are aged between 0-24 years, with 17.3% aged between 15-24 year.

22. Māori are mainstream media users. 12,000 (82%) Māori in Franklin use Facebook at least once a week.

23. To engage this audience there will be a focus on prioritising storytelling opportunities highlighting local board work involving Māori.

24. Ongoing engagement with Māori is best developed through ongoing relationships and partnership, which is being supported by Governance and Engagement staff through the Franklin Māori Partnership Programme.

Ngā ritenga ā-pūtea

Financial implications

25. There are no new financial implications associated with the recommendations in this report. The $10,000 budget has already been allocated through the 24/25 work programme.

26. In the event of an underspend, the budget can be reallocated by the Franklin Local Board through the quarterly reporting process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. As the Local Communications Advisor is shared across three local boards, there may be an impact on levels of service for other local boards if staff time is insufficient to support new initiatives.

28. Community partner communications channels, including youth channels, are run by volunteers and while best efforts can be made to support them, there is a risk they will not deliver, may not create content that is usable by council, and may be unwilling to share council content.

29. If the trial of Franklin Local Board Instagram is successful, there may be a requirement for ongoing local content creation through community partners (eg youth) which the board may be required to fund.

30. If the trial of Franklin Local Board Instagram is successful, there will be a requirement for ongoing content creation that may require additional budget.

Ngā koringa ā-muri

Next steps

31. Staff will begin delivery of new initiatives, reporting progress, expenditure and referencing agreed measures through Work Programme quarterly reports.

32. Review of Instagram trial in January 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Local Board Engagement Strategy 2023-2025	97
b ⇩	Franklin Local Board Communications Plan Summary FY24-25	143

Ngā kaihaina

Signatories

Author	Lucy Stallworthy - Senior Māori Outcomes and Engagement Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

· Franklin Local Board 24/25

· COMMUNICATIONS PLAN
Summary

Prepared by: Local Communications
Date: 09/08/24

Background

The Local Communications team is part of a wider communications department and sits within the Public Affairs function, which also includes Corporate Communications & Media, Employee Communications and Growth & Climate Communications.

Seven local communications specialists, in a team of 10 including the manager, each work to provide comms support for three local boards and ward councillors.

Our communications outputs across FY23/24 centred largely on delivery of the 2023 Local Board Plans, Annual Budget decisions and consultation on the Long-term Plan 2024-2034, as well as supporting local board BAU activities, events and consultations.

As a team, we also consolidated and established new media content partnerships across Stuff Suburban newspapers, community publications, The Spin Off online, and ethnic media via print, online social and radio.

FY24/25 has had some initial focus on communicating Long-term Plan outcomes locally, but there will also be shift towards comms outputs highlighting delivery of Local Board Plan outcomes and the LB work programme initiatives that sit within them for the remainder of the FY, up to and until 30 June 2025.

Council’s communications strategy

Over the last quarter of FY23/24 there has been a review and refresh of council’s communications strategy, but we still align to the organisational goal of:

Create an Auckland we can all be proud of

To achieve that, the department’s collective goal is to help grow trust and confidence ensuring:

· Aucklanders know how to make the most of our services and believe council is leading them towards a positive future

The role of the Local Communications team is to deliver on the collective goal by highlighting local plans, projects, initiatives and other activities that reflect the common purpose and align to the outcomes of Local Board Plans.

That work should reflect the often unique and individual requirements of each local board as well as the different challenges faced across the areas they represent.

Local objectives

· Make the connection between what Franklin Local Board and wider council does and how it benefits local communities – grow recognition for the good things we do

· Increase trust and confidence among Aucklanders by demonstrating strong and visible leadership

· Build awareness of our services and how council delivers value for money

· Encourage people in the Franklin area to help shape our future plans and to engage with council events and activities

· Grow understanding of how community groups and local organisations in Franklin are creating positive change with our funding and support

· Find opportunities to highlight our programmes and relationships with Māori and local youth

· Get people to know us – and our work!

Communications approach

Where possible we will put the community at the centre of our storytelling, showing how local people are benefiting from the investment or decisions the board and wider council makes.

Comms planning needs to consider the communication objective, audience, value for money and how we close the loop on projects that are delivered over a specific timeframe.

Our style of communication should be inclusive and engaging, including:

· More use of photography, video, and graphics to tell the story using digital channels balanced against current requirements for written print and online stories.

· Prioritisation of content that has high value or is likely to generate strong engagement from the intended audience.

While we embrace a digital first approach, we will still use available print channels where available to ensure we are reaching audiences still highly engaged with council.

Reactive comms and issue management

Local comms staff are also responsible for identifying issues that may have a negative impact on the risk and reputation of the Franklin Local Board and Auckland Council. They will work with advisors, the chair and other council and CCO staff to prepare for or respond to those issues or queries that come via council’s media team.

Franklin comms & engagement budget

The Local Communications team is allocated budget each FY to deliver comms outputs across 21 local boards via the following channels:

· Local print media (Stuff Suburban newspapers and community publications eg. Pohutukawa
Coast Times)

· Ethnic media – print, online, social and radio

· Online – internal & external (inc. Our Auckland online & Kotahi)

· Social media

· E-newsletters

· Marketing collateral & local advertising (as required)

Franklin Local Board has separately allocated $10,000 for communications and engagement initiatives over and above existing services, primarily to engage with harder-to-reach audiences, including young people and Māori.

Given considerations around availability of other channels, resourcing and capacity, the focus
areas are:

1. Instagram
- Content strategy developed and budget allocated to promote the page and boost its content to attract a younger audience (86% of Franklin youth use Insta at least once a week). Review after six months

2. Facebook
– Content planning focussed on local content creation, with a particular focus on video and other visual tools eg. reels, stories, slideshows and animations
- Budget allocated to boost content through paid posting, particularly items about or of interest to local Māori (82% of Māori in Franklin use FB at least once a week)

3. E-newsletter database growth
- Seek further local opportunities to drive sign ups to the e-newsletter database
- Extend promotion of e-news sign ups via owned and paid channels
- Ensure collateral is available (eg. QR code) to engagement advisor and elected members to share via their networks

4. Promotional materials
– Support engagement advisor in the delivery of pull-up banners, posters and materials that can be re-used as part of wider engagement activities involving board members

5. Review support for local news and community publications
– Franklin is well-served by print publications and newsletters that provide an important entry point into its diverse communities and still offer readerships that have high-interest in council’s decisions and activities.
- Local comms already has paid partnerships with The Pohutukawa Coast Times and Franklin County News, while content is also provided to The Breeze, Greenie and Clevedon Round Up etc
- Extended paid partnerships with hyper-local and community-oriented titles and newsletters could provide a cost-effective opportunity to ensure key messages are reaching across Franklin, and also allow members to gain increased profile for the board’s work. eg. through quarterly highlights, columns etc

6. Enable others to tell our stories
- Work with engagement advisor to help youth, community groups and local organisations receive our messages and share in a way that is appropriate to their audiences, memberships.

7. Share our content more widely
- Elected members to receive weekly links to published content, social media tiles and QR code for E-news sign ups to distribute via their own networks.

Franklin Local Board

27 August 2024

Approval of the Franklin Local Board Auckland Emergency Management work programme 2024/2025

File No.: CP2024/09945

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Franklin Local Board Auckland Emergency Management work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Auckland Emergency Management work programme and associated budgets for approval for delivery within the 2024/2025 financial year in Attachment A.

3. The work programme responds to the following objective that the local board identified in the Franklin Local Board Plan 2023:

· Implement Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in Franklin.

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following regionally-funded project:

· Local Board, community and business emergency response plans and resilience programme.

5. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the Auckland Emergency Management work programme 2024/2025 in Attachment A to the agenda report.

Horopaki

Context

6. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

7. The work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2023. The specific objective reflected in the work programme is:

· Implement Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in Franklin

Tātaritanga me ngā tohutohu

Analysis and advice

8. The proposed activities for delivery as part of the board’s Auckland Emergency Management work programme 2024/2025 are detailed below. See Attachment A for further detail.

Franklin Local Board, community and business emergency response plans and resilience programme

9. To increase disaster awareness, adopt readiness and response plans and implementation after approval, and in collaboration with the Franklin Local Board and the community.

10. The benefits of this activity are identified as people within the local board rohe understand their hazard risks, have mitigated these risks, are prepared and have strong social networks to better support each other during an emergency.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. Table 1 outlines the activities in the 2024/2025 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Franklin Local Board, community and business emergency response plans and resilience programme	Positive impact on our resilience to climate change, as this works increases community readiness to respond emergencies and the impacts of climate change

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

13. The proposed Auckland Emergency Management work programme has been considered by the local board in a series of workshops from October 2023 to May 2024. The views expressed by local board members during the workshops have informed the recommended work programme.

14. The activities in the proposed work programme align with the Franklin Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

15. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

16. The proposed Auckland Emergency Management work programme budget for 2024/2025 is regionally funded so does not need to be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

18. Delivery of the activity in the approved work programme will commence on 1 July 2024 and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis.

19. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Local Board Auckland Emergency Management work programme 2024/2025	151

Ngā kaihaina

Signatories

Authors

Zoe Marr - Community Planning and Readiness Manager

Authorisers

Anna Wallace – Head of Planning

Lou-Ann Ballantyne – General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Adoption of Eke Panuku Franklin Local Board Engagement Plan 2024-2025

File No.: CP2024/11435

Te take mō te pūrongo

Purpose of the report

1. To adopt the Eke Panuku Franklin Local Board Engagement Plan 2024/2025.

Whakarāpopototanga matua

Executive summary

2. Eke Panuku Development Auckland (Eke Panuku) is building a more structured and effective process to engage with the local board.

3. This engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships across the Auckland region.

4. The engagement plan in Attachment A records Eke Panuku and the local board’s commitment to work together. It includes:

· Eke Panuku responsibilities

· Local board commitments

· Detailed engagement approach

· A schedule of Eke Panuku activities in the local board area.

5. The engagement approach consists of:

· Annual review – Eke Panuku will conduct an annual review of the engagement plan, ensuring its continued relevance and effectiveness.

· Ongoing engagement – attend a scheduled monthly workshop and provide a six-monthly memorandum to update about the agreed list of activities.

· Reactive engagement - Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding promptly to the local board’s queries and requests for information.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whai / adopt the Eke Panuku Development Auckland Franklin Local Board Engagement Plan 2024/2025 in Attachment A

b) tuhi ā-taipitopito / note that Eke Panuku will attend a monthly workshop and provide six-monthly memorandum updates on the items in schedule A of the Engagement Plan 2024/2025

c) whakamana / authorise the local board chair to sign this engagement plan on behalf of the local board.

Horopaki

Context

6. The CCO Joint Engagement Plans were adopted in July 2021 to align with recommendations in the CCO Review 2020 and direction in the CCO Statement of Expectations 2021.

7. The concept aimed to ensure that CCOs reported regularly and relevantly to local boards about their programmes of work in local areas.

8. These initial CCO Joint Engagement Plans expired in July 2023.

9. Local boards have reported that engagement plans are a useful tool to improve relations with CCOs and coordinate CCO actions at a local level.

10. Eke Panuku is the council-controlled organisation that delivers urban regeneration in Tāmaki Makaurau / Auckland. Urban regeneration is revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions.

11. Eke Panuku has two core functions:

· Leads urban regeneration across Tāmaki Makaurau, focusing on town centres and locations agreed with the council.

· Manages a property portfolio of $2.6 billion of council non-service properties and provides property-related services to the council group.

12. Eke Panuku is committed to giving effect to the Tamaki Makaurau shared governance model and to achieving outcomes for Aucklanders, as well as building and maintaining a culture of collaboration across the council group.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The revised engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships between Eke Panuku and local boards.

14. The new approach is designed to be more efficient and scalable, allowing Eke Panuku to adjust engagement levels based on priorities and workload in each area.

Key principles for working together

15. A successful working relationship between the local board and Eke Panuku is founded on:

· a shared understanding and mutual respect for the roles, responsibilities and decision-making authority of the local board and Eke Panuku

· transparent and timely communication with no surprises

· understanding and acknowledgement of shared responsibilities between the parties

· a commitment to early inclusion in the planning and decision-making process where issues have specific relevance to the local board

· a commitment to flexibility in terms of engagement, recognising differing levels of interest and local relevance across the Auckland region.

16. The levels of engagement with the local board on the various activities are derived from the International Association for Public Participation framework, and are as follows:

	Commitment
Inform	We will keep you informed.
Consult	We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how your input influenced the decision. We will seek your feedback on drafts and proposals.
Collaborate	We will work with you to formulate solutions and incorporate your input into the decisions to the maximum extent possible.

17. Eke Panuku will deliver on the engagement plan as shown in the table below:

Annually	· Review the engagement approach · Confirm the list of local activities to be included in the ongoing reporting · Report to the local board to formally adopt the engagement plan
Project/Activity Criteria	· Activities of interest to the local board · Activities that are part of the urban regeneration programme in the local board area · Activities that require community engagement or consultation. · Activities with high public or media interest · Placemaking activities in the local board area
Regular engagement	· Monthly workshops with the local board · Memos and briefings as required · Seeking local board input, views and decisions as required
Six-monthly scheduled reporting	Eke Panuku will report on a six-monthly schedule to the local board. This will include current updates on agreed activities (Appendix A), changes to engagement levels, activity status and upcoming milestones
Reactive	Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding to the local board’s queries and requests for information promptly

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The adoption of the engagement plan does not have a direct impact on climate.

19. Eke Panuku is committed to work within Te Taruke-a-Tawhiri: Auckland's Climate Action Framework and information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The engagement plan will be shared with the relevant council and CCO staff and is expected to give staff a greater visibility of Eke Panuku activities.

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

Local impacts and local board views

21. Eke Panuku will engage with the local board as per the agreed engagement approach.

22. The engagement plan provides an opportunity to keep the community and interested stakeholders up to date with Eke Panuku activities in the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

23. The adoption of the engagement plan does not have a direct impact on Māori. Eke Panuku has structured engagement processes with Māori.

Ngā ritenga ā-pūtea

Financial implications

24. The adoption of the engagement plan does not have financial impacts on local boards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. It is likely that there will be changes made to some items in the engagement plan during the year, or to the level of engagement with the local board. This risk is mitigated by ensuring that the local board is informed and involved promptly of any potential changes.

Ngā koringa ā-muri

Next steps

26. Eke Panuku will implement the new approach and provide a six-monthly memorandum to the local board to update on its relevant activities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Franklin Local Board Engagement Plan 2024/2025	157

Ngā kaihaina

Signatories

Author

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Richard Davison - Priority Location Director, Eke Panuku Development Auckland

Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Auckland Transport bi-monthly report to the Franklin Local Board August 2024	165

Franklin Local Board

27 August 2024

Hamilton Estate Recreation Reserve - Strategic Assessment

File No.: CP2024/09845

Te take mō te pūrongo

Purpose of the report

1. To seek the local board’s approval of the service and asset outcomes as presented at a workshop on 18 June 2024 on priority developments at Hamilton Estate Recreation Reserve.

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board’s 2023/2024 Customer & Community Services work programme included a park strategic service assessment for Hamilton Estate Recreation Reserve, Hamilton Drive, Waiuku (ID: 31872).

3. Hamilton Estate Recreation Reserve is a 1.62 hectare suburb park that contains a community hall, playground, and a mixture of mature exotic trees along the eastern boundary. A sports field containing rugby league goal posts and lighting is a major feature of the park.

4. The community hall has been leased to Marama Hou Ministries Trust, an organisation focusing on community development. This work naturally has a spillover effect into the park. Therefore, the leased building is also incorporated into this assessment.

5. To inform this strategic service assessment and determine the recreational service outcomes to be considered, discussions have been held with community stakeholders, Police and key Auckland Council staff.

6. A number of recreational outcomes and improvements have been recommended for this reserve through the assessment undertaken. Once these outcomes are reviewed, refined and approved by the local board, they will guide decision making for future renewal and development initiatives.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the strategic service assessment recommendations for Hamilton Estate Recreation Reserve contained in this report

b) whakaae / approve the use of the approved service outcomes to inform the development of a concept plan for Hamilton Estate Recreation Reserve in the 2024/2025 financial year.

Horopaki

Context

7. The Hamilton Estate Recreation Reserve Strategic Assessment was initiated to produce direction for long-term development of the reserve and associated buildings.

8. Hamilton Estate Recreation Reserve is zoned as open space – sport and active recreation. The park is located in Waiuku. The park extends over 1.6 hectares and caters for organised sport (rugby league and softball) as well as other informal community recreation activities.

9. The park contains a rugby league sports field, a community building and a playground (see Figure 1).

Figure 1: Aerial photo of Hamilton Estate Recreation Reserve

10. The community building on the park, Hamilton Estate Community Hall, is held under a lease agreement by Marama Hou Ministries Trust. Their primary purpose is working toward community development and empowerment. In recent years they have expanded their operation to provide food security to the immediate community. The hall is now at storage capacity and the Trust have placed several containers on the reserve without landowner approval.

11. The park is classified as a ‘suburb park’, is located on the western edge of Waiuku and serves a sizeable 1,000 metre catchment (see figure 2).

Figure 2: Hamilton Estate Recreation Reserve with a 1000 metre suburb park catchment

12. The park has many competing priorities and demands. This strategic assessment seeks to identify these and determine the best fit for the park and where the surrounding park network can accommodate additional activities and overflow.

13. The assessment recommendations took direction from existing strategic documents such as the Auckland Council Unitary Plan, Open Space Provision Policy, Franklin Sport and Active Recreation Facilities Plan, Waiuku Trails Plan and the Franklin Local Board Plan.

14. The recommendations align with the Franklin Local Board Plan 2023 outcome, ‘Our places: Make changes to our current facilities network so that our parks, libraries, community halls and recreational facilities are fit for purpose, and deliver to future needs and budget constraints.’

Tātaritanga me ngā tohutohu

Analysis and advice

15. Asset based information ensures that any park improvements are fit for purpose and the recommendations generally align with both community aspirations and strategic plans. The recommended community outcomes are outlined below.

Community building

16. Implementation of the renewal recommendations in the building assessment, conducted in November 2021, would focus on the following outcomes:

· Decommissioning of the shower, potentially creating additional storage space.

· Upgrading toilet facilities provision, with the aim of creating external access directly into the toilet facility from the park.

· Undertaking accessibility improvements.

· Upgrading the electrical system so it is fit for purpose and meets industry standards.

Trees and gardening

17. Urban Ngahere plan outcomes should be met, and tree succession should be allowed via future tree planting.

18. Along the western perimeter of the reserve are several mature exotic trees. These trees are between the community buildings and the playground, offering afternoon shade protection for playground users. They have been assessed and are in good condition.

19. A community gardening programme is provided by Marama Hou Ministries Trust on the neighbouring property at 2 Hamilton Drive, which is owned by Percy Hamilton Home Trust Board. There is minimal flat space available at Hamilton Estate Recreation Reserve to accommodate gardening of this scale and it would be deemed a low priority in terms of park outcomes.

Sports fields and lighting

20. Hamilton Estate Recreation Reserve is currently home to the only rugby league field in Waiuku. Waiuku Rugby League Club was made up of two junior mini mod teams for the winter season in 2023. There is inadequate infrastructure (changing rooms, field lights, field size and car parks) to accommodate senior teams at Hamilton Estate Recreation Reserve should senior teams emerge in the future.

21. Waiuku Sports Park would be the most suitable location for senior rugby league. This aligns with the ‘Waiuku Sports Partnership Memorandum of Understanding’ for Waiuku Sports Park (refer to Attachment A).

22. The MoU is between Waiuku Rugby Club, Waiuku College and Auckland Council. It states in section 4.2 that Waiuku District Rugby Club is to “provide community and college access to sports fields and designated visitor changing facilities when not used for rugby club purposes or closed for renovation purposes or winter ground closures. Such access to be at a nil or minimal (cost recovery basis).”

23. Alternatively, the future development at Belmont Park in Pukekohe that has been earmarked for rugby league could be considered as a location for Waiuku Rugby League senior teams.

24. Waiuku Softball Club play their junior games at Hamilton Estate while the senior teams are domiciled at Waiuku Sports Park.

25. It is recommended that future work on the sports field is limited to drainage and lighting renewals to address aged lighting infrastructure and ponding.

Play facilities

26. The community has indicated that a basketball facility would be well utilised at Hamilton Estate. The inclusion of a basketball halfcourt is recommended by staff.

27. Future playground upgrades should cater for a wider range of age groups to a large neighbourhood or small suburb park scale. The nearest alternative playground at Kitchener Road is 865 metres away and provides minimal play experiences.

Walkways/trails

28. The Waiuku Trails Plan Eastern Trail connects around the park perimeter and through to the golf course (Section C – Eastern Trail). This is an important walking and cycling link to incorporate into any future development within the park.

Toilets

29. Sports provision guidelines specify that one toilet facility is required to service sports field use. This could be achieved by either retrofitting a more robust external facing toilet facility within the existing leased building or constructing an external single accessible facility.

Landowner Approval process

30. Marama Hou Ministries Trust have an agreement with the neighbouring property owner, Percy Hamilton Home Trust Board (located at 2 Hamilton Drive). This agreement allows Marama Hou Ministries Trust to undertake gardening on 2 Hamilton Drive, however structures are not permitted. Three containers had been placed inside the property prior to the agreement and two have since been removed. One container is yet to be relocated to sit entirely within Hamilton Estate Recreation Reserve.

31. As of June 2024, a Landowner Approval for this container is still pending. The tenant is yet to move the final container and provide a site plan for its proposed location at Hamilton Estate Recreation Reserve.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Auckland Council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· To reduce greenhouse gas emissions to reach net zero emissions by 2050.

· To prepare the region for the adverse impacts of climate change.

33. Due to the western side of the park being located in a flood sensitive zone, future development of the site will require careful consideration and planning to mitigate risks and ensure the safety and resilience of infrastructure. This action would provide the greatest value to the local community and the wider network of park visitors.

34. Recommended development outcomes are modest and will generate a relatively small carbon footprint which is likely to be more than offset by the provision of improved services to the local community.

35. Improvement to service levels will increase the number of local active transport journeys (walking and cycling) to Hamilton Estate Recreation Reserve and reduce the number of car journeys made to reserves further away.

36. The project impact on climate outcomes is not quantified but considered minor in the short term and neutral over the long term. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. Council staff from within the Community Directorate have been consulted. They support the assessment recommendations as it will improve the quality of open space and service provision levels.

38. Adopted strategic plans such as the Auckland Council Unitary Plan, Open Space Provision Policy, Franklin Sport and Active Recreation Facilities Plan, Waiuku Trails Plan and the Franklin Local Board Plan have informed the recommendations.

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

Local impacts and local board views

39. The assessment aligns with the Franklin Local Board Plan objective, ‘Local public places are fit for purpose and affordable and meet the needs of growing communities.’ The objective specifically mentions the development of a concept plan for Hamilton Estate Recreation Reserve.

40. The assessment was presented at a Franklin Local Board workshop on 18 June 2024. The local board indicated general support for the recommendations and requested inclusion of the ‘Waiuku Sports Partnership Memorandum of Understanding’.

Tauākī whakaaweawe Māori

Māori impact statement

41. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

42. Parks and reserves are taonga and hold significant importance to mana whenua. Developing open space that provides for all ages and abilities will positively benefit the health and wellbeing of mana whenua and the wider community through increased recreation provision.

43. The New Zealand census indicates an increase in residents of Māori descent in the Franklin Local Board area from 16.9 per cent in 2013 to 19.2 per cent in 2023.

Ngā ritenga ā-pūtea

Financial implications

44. The Franklin Local Board has allocated funding toward the Hamilton Estate Recreation Reserve as part of the Community Directorate work programme. The funding to refurbish the community halls and grounds consists of $450,000 ABS Capex and is distributed over three financial years (2025/2026 to 2027/2028).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. The assessment ensures a considered, strategic, and objective approach is taken by the board regarding investment at Hamilton Estate Recreation Reserve. Due to the modest nature of the recommendations and the stakeholder consultation undertaken, adoption of the recommended service outcomes is considered by staff as low risk.

Ngā koringa ā-muri

Next steps

46. The service outcomes that the local board would like delivered at Hamilton Estate Recreation Reserve will be used to develop a concept plan to guide future renewal and development planning for the park. A draft concept plan will be presented to the Franklin Local Board later in 2024/2025 financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiuku Sports Park - Memorandum of Understanding	175

Ngā kaihaina

Signatories

Author

Kristen Greenfield - Parks & Places Specialist

Authorisers

Martin van Jaarsveld - Head of Specialist Operations

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Colin Lawrie Reserve - Concept Plan Report

File No.: CP2024/11459

Te take mō te pūrongoPurpose of the report

1. To endorse the Colin Lawrie Reserve strategic assessment recommendations and draft concept plan.

Whakarāpopototanga matua

Executive summary

2. Colin Lawrie Reserve is a large sports park in Pukekohe. The site comprises of the following land parcels: Colin Lawrie Fields (8.5ha), Colin Lawrie Reserve (1.79ha), and The Glade North (1747m2). It is zoned Open Space - Sport and Active Recreation in the Auckland Council Unitary Plan.

3. The open space caters for a wide range of community uses, providing amenities that include a playground, fitness hub and walking paths. Rugby is the main sport played on site during winter (six fields), with cricket (two fields) and softball (five diamonds) being played during the summer.

4. The Franklin Local Board approved Colin Lawrie Reserve playground renewal project (ID #28595) as part of the 2024/25 work programme.

5. The investigation and design phase for this renewal identified that the playground facility is in close proximity to a very busy car park and a waterway is considered suboptimal. An alternate location needed to be found within the park as part of this playground renewal project.

6. The local board requested that the playground renewal was put on hold to enable a strategic service assessment and concept plan for the Colin Lawrie Reserve to be drafted. Outcomes sought through these processes include determining a new location for the playground and identifying future development needs of all users including the resident sports clubs.

7. A number of recreational outcomes and improvements have been recommended for this reserve through consultation with the sports clubs. These outcomes have been developed into a draft concept plan, provided as Attachment A, for Colin Lawrie Reserve.

8. Subject to local board endorsement of the strategic service assessment recommendations and draft concept plan for Colin Lawrie Reserve, staff will then consult with the wider local community on the draft concept plan. Community consultation feedback will be incorporated into the final concept plan that will be presented to the local board for approval.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / endorse the strategic service assessment recommendations and draft concept plan for Colin Lawrie Reserve, Pukekohe in Attachment A to this agenda report.

Horopaki

Context

9. The Colin Lawrie Reserve strategic service assessment was initiated to produce direction for long-term development of the reserve to support both formal and informal use of the open space.

Figure 1: Aerial shot of Colin Lawrie Reserve

10. Colin Lawrie Reserve is zoned as Open Space, Sport and Active Recreation. The site is located in Pukekohe and caters for organised sport (rugby, softball and cricket), as well as other informal community recreation activities. It contains six full sized sports fields, two club buildings, a partial perimeter path, an outdoor fitness hub and a playground.

11. The park has many competing priorities and demands between sporting clubs and informal users. The strategic assessment and concept plan seeks to determine the most effective placement for new and existing assets within the park.

12. The recommendations took direction from existing strategic documents such as the Auckland Council Unitary Plan, Open Space Provision Policy, Franklin Sport and Active Recreation Facilities Plan, Pukekohe-Paerata Paths Plan and the Franklin Local Board Plan.

13. This work aligns with the Franklin Local Board Plan 2023 outcome - Our places: ‘Make changes to our current facilities network so that our parks, libraries, community halls and recreational facilities are fit for purpose, and deliver to future needs and budget constraints.’

Tātaritanga me ngā tohutohu

Analysis and advice

14. Consultation meetings with the sports clubs of Colin Lawrie Reserve have provided valuable insights into the specific needs and preferences of the people who use the park regularly. By considering their feedback, the design can better accommodate the activities and requirements of the clubs, leading to a more functional and enjoyable space.

15. Asset based information ensures that any park improvements are fit for purpose and the recommendations generally align with both community aspirations and strategic plans. The recommended community outcomes that are enabled by the Colin Lawrie draft concept plan are outlined below.

Play facilities

16. The main driver for drafting a concept plan for Colin Lawrie Reserve is the need to renew and relocate the playground facility. The playground has reached the end of its useful life and requires replacement. It is in close proximity to a very busy car park and waterway and therefore considered suboptimal.

17. The play experience and safety of users would be enhanced if the playground was relocated more centrally and in close proximity to the main sporting and social areas beside the new club room and under-utilised fitness hub.

18. Future playground upgrades should cater for a wider range of age groups to a suburb park scale. A half basketball court has been included to cater to the youth population.

Sports fields and lighting

19. Future work on the sports fields includes drainage and lighting renewals to address aged lighting infrastructure and ponding. Drainage for the fields would improve field quality and carrying capacity.

20. The cricket nets have been relocated in the draft plan to resolve the current issues of sunlight glare and balls landing in the stream.

21. The relocation of the softball diamonds from the rugby fields will reduce damage and the need for significant renovations as the winter sports season approaches.

Carparking

22. The relocation of the playground provides an opportunity to expand the parking area. The carpark could be enlarged by 18 spaces by utilising the current playground footprint.

23. A new car park entering from Reynolds Road was tabled in consultation with the sports clubs and later included in the draft concept plan. While an additional car park area is strongly supported by stakeholders, the build cost will be significant and there could be safety issues associated with creating a new vehicle entrance off Reynolds Road. The board would need to allocate funds if the feasibility of this design element was to be investigated further.

24. This design element could be presented as one that will be given future consideration in the concept plan rather than as a confirmed design element.

Walkways / trails

25. The current perimeter footpath does not extend around the northern boundary of the site. Creating a continuous circuit around the park would enhance accessibility for all park visitors. The reserve is popular with dog walkers and having a complete perimeter path would ensure dry footing for these users.

26. The extension of the east west access through the center of the park will enable access to the proposed playground for wheel play. There is an option to widen and strengthen the path to cater for ambulance access.

Toilets and changing rooms

27. An external single public toilet is located at the back of the rugby changing room building on the edge of the main carpark. Internal toilets exist within the rugby club buildings, however this only caters for use associated with this code. A publicly accessible toilet facility is required in the center of the park to support the other sporting codes as well as casual use.

28. The Pukekohe Rugby Club currently has nine club owned changing rooms which adequately meets the provision for a park of this scale. Auckland Council’s ‘Toilet and Changing Room Provision Guideline’ indicates that six changing rooms is adequate for parks with six full sized sports fields. The Rugby Club identified a need for an additional female changing room, however, this could be coordinated within the existing nine changing rooms to reduce further buildings being located on the park.

Shade

29. Some senescent trees were removed in March 2024 from central parts of the reserve. These trees provided shade and shelter for cricket and softball for many years so it is important to replace them in strategic locations along the same central corridor. The plan marks the locations where new specimen trees would deliver important ecological, landscape and amenity outcomes. These trees can be planted in the 2025 planting season.

Signage

30. All signage within the park will be reviewed and scheduled for renewal in future years work programme.

Storage

31. The sporting clubs have all expressed a need for more storage on the park. Currently several shipping containers are placed within the reserve as a short term solution. A storage shed alongside the centrally located clubrooms would meet the club storage needs.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Auckland Council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Aucklands Climate Plan are:

· To reduce greenhouse gas emissions to reach net zero emissions by 2050; and

· To prepare the region for the adverse impacts of climate change.

33. Due to the northern and western sections of the park being located in a flood sensitive zone, future development of the site will require careful consideration and planning to mitigate risks and ensure the safety and resilience of infrastructure.

34. Recommended development outcomes, with the exception of a new car park, are modest and will generate a relatively small carbon footprint which is likely to be more than offset by the provision of improved services to the local community. Improvement to service levels will increase the number of local active transport journeys (walking and cycling) to Colin Lawrie Reserve and reduce the number of car journeys made to reserves further away.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Council staff from within the Community Directorate (Parks and Community Facilities and Active Communities), have been consulted. They support the assessment recommendations as it will improve the reserve quality and service provision levels.

36. Adopted strategic plans such as Auckland Council Unitary Plan, Open Space Provision Policy, Franklin Sport and Active Recreation Facilities Plan, Pukekohe- Paerata Trails Plan and the Franklin Local Board Plan have informed the recommendations.

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

Local impacts and local board views

37. The assessment aligns with the Franklin Local Board Plan objective “Local public places are fit for purpose and affordable and meet the needs of growing communities”. The plan specifically mentions the development of a concept plan for Colin Lawrie Reserve.

38. The assessment and concept plan were presented at a Franklin Local Board workshop on 18 June 2024, with local board members providing the following feedback:

· The provision of youth facilities is supported with the suggestion that a basketball court be located a fair distance from residential properties.

· The need for additional parking was recognised but at the same time members raised concerns about feasibility, safety and cost associated with the delivery of this additional capacity (provisionally identified in the northern sector of the site).

· The importance of getting community feedback on the draft concept plan.

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

40. Parks and reserves are taonga and hold significant importance to mana whenua. Developing open space that provides for all ages and abilities will positively benefit the health and wellbeing of mana whenua and the wider community through increased recreation provision. As part of the draft plan consultation process, feedback will be obtained from mana whenua.

41. The New Zealand census indicates an increase in residents of Māori descent in the Franklin Local Board area from 16.9 per cent in 2013 to 19.2 per cent in 2023.

Ngā ritenga ā-pūtea

Financial implications

42. The Franklin Local Board has allocated funding toward the Colin Lawrie Reserve playground renewal as part of the Community Directorate work programme. The funding to renew the playground consists of $425,947 ABS Capex and is distributed over four financial years (2023/24 to 2026/27).

Budget source	FY23/24	FY24/25	FY25/26	FY26/27	Total ($)
ABS Capex	19,301	40,221	112,664	253,761	425,947

43. No budgets have been allocated to other elements of the draft plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. Basing draft plan outcomes on the strategic service assessment undertaken in financial year 2023/2024 ensures a considered, strategic and objective approach is taken by the local board regarding investment at Colin Lawrie Reserve.

Ngā koringa ā-muri

Next steps

45. The service outcomes in the strategic assessment for Colin Lawrie Reserve have been used to develop a concept plan to guide future renewal and development planning for the reserve.

46. Feedback from the local board will be incorporated into the draft concept plan for consultation.

47. Community consultation will take place via letter drop and online survey on the Auckland Council ‘Have your say’ webpage.

48. The final concept plan will then come back to the Franklin Local Board for adoption and implementation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Colin Lawrie Reserve draft concept plan	189

Ngā kaihaina

Signatories

Author

Kristen Greenfield - Parks & Places Specialist

Authorisers

Martin van Jaarsveld - Head of Specialist Operations

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Approval of proposed concept plan for Clevedon Village

File No.: CP2024/11833

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the proposed concept plan for Clevedon Village and to progress the project to delivery, in line with the priorities stated in the concept plan.

Whakarāpopototanga matua

Executive summary

2. The need for the development of a concept plan for Clevedon Village to improve public open spaces and amenities was identified via a strategic assessment in the 2021/2022 financial year.

3. The local board requested that staff look at the possibility of an upgrade of the North Road play space and park amenities, refurbishment of Clevedon Community Hall and renewal of the village public toilets, and to develop an implementation plan and phase delivery over several years.

4. The local board has allocated $862,664 of ABS: Capex – Local Renewal and $624,687 of Locally Driven Initiative (LDI) – Capex funding, a total of $1,487,351, for the development of a concept plan for the project as part of their 2019-2022 Community Facilities Work Programme (resolution number FR/2019/85) and subsequent delivery.

5. The current funding will only be sufficient for the design and part of the construction of the carparking, bike hub and playground renewal. Funding strategies will need to be developed in consultation with the local board for delivery of part of Stage 2, Stage 3 and Stage 4.

6. The project will deliver on the Franklin Local Board Plan 2023 outcome – Our community: provide improved access to community services and council customer services across the Franklin Local Board area, including in isolated areas.

7. Two workshops were undertaken in August and November 2023 with stakeholders, including the Clevedon Community and Business Association and residential developers to develop a draft concept plan.

8. Initial discussions have been held with Ngāi Tai ki Tāmaki in January 2024. A copy of the draft concept plan has been circulated for their review. No concerns have been raised to date.

9. The draft concept plan was presented to the Franklin Local Board on 5 March 2024. The local board requested that staff seek feedback through a public engagement process.

10. A ‘Have Your Say’ survey consultation was undertaken from 8 April to 9 May 2024 and a public drop-in session was held on 2 May 2024 to seek feedback on the draft concept plan. This feedback has been incorporated in the development of the proposed concept plan.

11. The proposed concept plan was presented and discussed with the local board at its workshop on 16 July 2024. The local board supported the proposed concept plan in principle.

12. Staff now seek approval for the final concept plan before progressing the project to detailed design, consenting and construction according to the staging proposed in the plan.

13. Following the approval of the proposed concept plan, the resource and building consenting process will begin in parallel with the development of the detailed design of each stage.

14. Progress updates on the project will be provided to the local board as part of the quarterly reporting on the local board work programme.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the proposed concept plan for Clevedon Village provided as Attachment A and request staff to progress Stages 1 and 2 of the project to detailed design and construction

b) tuhi ā-taipitopito / note that further funding will be required for delivery of part of Stage 2, Stage 3 and Stage 4 of the project. Staff will develop options for further funding allocation and partnerships for the delivery of the project in consultation with the local board.

Horopaki

Context

15. Clevedon Village Centre community spaces comprise three sites:

· Clevedon Community Hall and adjacent spaces

· Clevedon District Centre site

· Clevedon Village Reserve.

16. As a part of the Franklin Local Board’s 2019-2022 Community Facilities Work Programme, the local board approved a project to develop a concept plan for Clevedon Village to improve public open spaces and amenities (resolution number FR/2019/85).

17. Clevedon community spaces serve a wide regional catchment around the Wairoa valley. Franklin and Papakura are the fastest growing districts in New Zealand, with population set to almost triple by 2040. Current community facilities in the area are not fit-for-purpose and will soon be under further pressure to serve the needs of the many new residents.

18. Clevedon is at the centre of a wider rural community, and the facilities and spaces are being planned to not only support the local population, but also residents who might drive longer distances to reach sports clubs and other facilities.

19. Clevedon is undergoing a lot of change. New residents will double the population of the township in the coming years. Most of that upcoming growth will surround the community spaces in scope for this concept plan.

20. The aim of the proposed concept plan is to ensure that the facilities and public spaces are fit-for-purpose for the existing local community and the community that will soon call Clevedon home.

21. All three sites within the Clevedon Village Centre can be enhanced to better serve the diverse Clevedon community in the future.

22. Two workshops were undertaken in August and November 2023 with the Clevedon Community and Business Association and residential developers to develop a draft concept plan.

23. Initial discussions have been held with Ngāi Tai ki Tāmaki in January 2024 and a copy of the draft concept plan was circulated for their review. No concerns have been raised to date.

24. The draft concept plan includes:

· relocation or removal of the house at 6 North Road

· expanding the playground with a blend of nature-inspired play elements and rural-themed structures

· building a bike hub, public toilets and shower

· shifting the carpark to southern and western edges to create a multi-use carpark area and make way for a central communal area designed for special events

· extending the community hall by creating a foyer towards Papakura-Clevedon Road, opening the northern facade and creating a deck area

· changing the library to a mobile library to create more parking

· moving the Plunket to the District Centre site, to accommodate other community services complementing the Plunket (i.e. consultation rooms) and establishing a civic garden on the District Centre site

· retaining Clevedon Village Centre Reserve as predominantly green space and installing interpretive signage and improved public seating.

25. The draft concept plan was presented to the Franklin Local Board on 5 March 2024. An assessment of the concept considering constraints, risks and estimated cost was tabled and discussed. The local board requested that community and Māori engagement should be carried out to seek feedback.

Link to strategic documents

26. The project will deliver on the Franklin Local Board Plan 2023 outcome: Our community - provide improved access to community services and council customer services across the Franklin Local Board area, including in isolated areas.

27. The proposed concept plan is based on the Clevedon Village Design Framework: Community Aspirations Plan prepared by Isthmus in November 2018 for the Clevedon Community and Business Association, which sets out a vision for Clevedon by identifying key design principles and strategic priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation / Engagement

28. Consultation with the local community took place between 8 April – 9 May 2024 through the Auckland Council Have Your Say webpage, a drop-in event, the local board Facebook page and via email.

29. A community drop-in event was held on 2 May 2024 at Clevedon Community Hall. Several local board members also attended this session.

30. The consultation process was also promoted through the Clevedon Community and Business Association.

31. Consultation feedback is attached to the report as Attachment B.

Themes from engagement

32. There were 99 submissions received through the online AK Have Your Say webpage combined consultation for the Clevedon Village and Showgrounds Concept Plans. The views received have been themed below:

Table 1: Engagement summary and response

Engagement summary	Concept plan response
Overall positive and consistent support for the village plan. Upgrades generally seen as improving the village and civic/recreational opportunities.	The site is a key location to celebrate and welcome people to the village. The design works to activate and bring community into a hub of connected activities both for locals, and the visitor experience.
Feedback around the library, parking issues, and size of playspace. Need for future work to look at operational crossovers, user group allocation and optimisation of spaces, integration with church facilities.	Flexibility to adapt to user group needs across the Clevedon Community Hall extension and Clevedon District Centre is provided. This has been annotated on the plan to provide clarity, particularly for future use of the library. However, the plans are not overly specific, to keep them flexible for the future and allow users and management to adapt as requirements change.
The village is already seen as ‘too busy’, pedestrian crossing points over the main road are seen as an issue, as is general car parking allocation across the village.	The concept plan sets out a vision to work towards and be achieved over time. Use of the main street will need to be addressed, as will future carpark provision. The plan allows for net balance in parking provision, while indicating a future growth opportunity to work with the Chorus site and the Clevedon District Centre.
Issues identified beyond the scope of the Village Hall and green space, including: • parking across the village • roading conditions and maintenance in the Wairoa area • overall cost of projects.	The concept plan can support future parking provision. The village will get busier and the need for improving the pedestrian environment along the main street and particularly crossing the main road will need to be addressed at some point.

Revised concept plan

33. A revised concept plan was developed including key aspects highlighted through the community engagement process.

34. The revised concept plan (Figure 1) includes:

· indication of future footpath connections/crossings to be managed by Auckland Transport

· indication of flexible user group allocation (library, toy library and Plunket)

· extension for future carpark indicated adjacent to Clevedon District Centre.

Figure 1: Proposed concept plan of Clevedon Village

35. The proposed concept plan will need a staged delivery. The staging approach for the concept plan is shown below:

Table 2: Proposed stages for the concept plan

Stage 1

1. Provision of additional parking for Clevedon District Centre

Stage 2

1. Bike hub

2. Playspace / central and greenspace area development

Stage 3

1. Clevedon Community Hall extension

2. Clevedon Community Hall parking configuration

3. Central area civic space

Stage 4

1. Clevedon District Centre

2. Heritage Park

36. Relocation or removal of the house at 6 North Road is required before Stage 2, to provide space for the playground renewal works.

37. The current budget will only be sufficient for the design and part of the construction of the carparking, bike hub and playground renewal at the Clevedon Village. Funding and partnership strategies will need to be developed in consultation with the local board to deliver the full project.

38. Collaboration with Eke Panuku will be required to get a third-party lease for the land owned by Chorus near Clevedon District Centre for carparking, which will be part of Stage 1. Close communication will be maintained with Auckland Transport and the property developers throughout the project for road modification in the village.

39. It is recommended that the local board approve the proposed concept plan, as attached to this report (attachment A), noting that further funding will be required for delivery of part of Stage 2, Stage 3 and Stage 4 of the project.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

41. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as much as possible when delivering the project.

42. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

43. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

44. The concept design has incorporated the use of passive principles and natural infrastructure to provide the required function e.g. create a green and natural buffer around the community spaces, retaining significant trees, use of native plants.

45. The new Clevedon Community Hall and the adjacent playspace design has incorporated passive and renewable design options (e.g. potential of using repurposed agricultural materials for the playground and create a glazed extension of the Community Hall with an open lobby and hang out spaces).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. Council staff from within the Community Directorate (Parks and Community Facilities operational management and maintenance, Parks & Places Specialist) and Auckland Transport have been consulted. They are supportive of the proposed concept plan as it will improve the quality of the facilities and reduce the cost of maintenance. The Libraries team were also supportive of the proposed concept plan in their feedback.

47. The project will deliver significant improvements to the facilities and public spaces and meet the needs of the community in Clevedon and wider surrounding area, by delivering improvements to the carparking at the village centre.

48. Collaboration between teams will be ongoing to ensure that the development of the facilities is integrated appropriately into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

49. The draft concept plan was initially presented to the local board at a workshop on 5 March 2024, along with assessments including constraints, risks and estimated costs. The local board requested that public engagement be undertaken seeking feedback.

50. The revised concept plan, incorporating changes requested by the local board and feedback received from stakeholders, was presented to the local board at a workshop on 16 July 2024. The local board indicated their in-principle support for the revised concept plan at that workshop.

51. The project aligns with the following Franklin Local Board Plan 2023 outcome, detailed in the table below.

Table 3: Franklin Local Board Plan 2023 outcomes and objectives

Outcome

Objective

Our community

Provide improved access to community services and council customer services across the Franklin Local Board area, including in isolated areas.

Key initiative - We will support and enable community organisations to deliver local community activities and cultural programmes, to encourage local participation and to respond to local change.

Tauākī whakaaweawe Māori

Māori impact statement

52. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

53. The development discussed in this report will benefit Māori and the wider community by showcasing Clevedon’s rural identity and Ngāi Tai ki Tāmaki’s aspirations for the township and its community.

54. Engagement with mana whenua on this project has been undertaken as part of the consultation process. Initial discussions have been held with Ngāi Tai ki Tāmaki. A copy of the draft concept plan has been circulated for their review and no concerns have been raised.

55. There will be further opportunities for mana whenua to be involved in the project through the design and implementation stages. Some of the proposed opportunities are listed below:

· creating a mural on the southern facade of the Clevedon Community Hall (theme to be chosen by Ngāi Tai ki Tāmaki and the Clevedon community).

56. wayfinding / mahi toi strategies, or any other design measures to convey mana whenua character and presence at the site.

Ngā ritenga ā-pūtea

Financial implications

57. A total budget of $1,487,351 has been approved by the local board for this project in the following financial years, however this allocation does not cover the entire cost of the project.

Table 4: Approved budget allocation for the project

Budget source	FY20-25	FY25/26	FY26/27	FY27/28	Total ($)
ABS: Capex – Local Renewals	$587,374	$187,000	$110,107	0	$884,481
Locally-driven initiatives (LDI)	$114,552	$55,000	$282,870	$150,448	$602,870
Total allocated budget	$701,926	$242,000	$392,977	$150,448	$1,487,351

58. Funding of $7,304,000 is estimated to be required in future to ensure delivery of all aspects of the project as per the proposed concept plan. The current funding will only be sufficient for the design and part of the construction of the carparking, bike hub and playground renewal.

59. Funding strategies will need to be developed in consultation with the Service Strategy & Partnerships team and the local board to deliver the full concept plan in future.

60. The following table shows the cost estimates of the project in different stages:

Table 5: Cost estimates for all stages of the concept plan

Stages	Estimated cost ($)
Clevedon Village	$7,304,000
Relocation or removal of the house at 6 North Road	$30,000
Stage 1 - Carparking near Clevedon District Centre	$347,500
Stage 2 – Bike hub and playground upgrade	$3,100,000
Stage 3 – Clevedon Community Hall upgrade	$3,072,500
Stage 4 – Clevedon District Centre and Clevedon Village Reserve upgrade	$754,000

61. There is a funding optimisation opportunity with the sale of Ardmore Hall. These funds could be used for the Clevedon Village project (Clevedon Hall enhancements). This can be explored as part of future funding strategy development for the project.<Enter text>

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. Resource and building consents are required, and the preparation and processing of the consents may have an impact on the timeframe and feasibility of construction.

63. Additional engagement with external stakeholders, iwi, mana whenua and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals or groups within the community may not be in support. This may delay the project and result in additional costs through the resource consent and engagement stages.

64. The following risks and mitigations have been considered:

Table 6: Risks and mitigations for the proposed concept plan

Risks identified	Mitigation
Timeframe
Resource and building consent	Preparation and processing of the consent may have an impact on the time frame and feasibility of construction. Staff will endeavour to meet the deadlines.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Construction sites will be fenced off to ensure public safety.
Budget
Budget is not adequate	Funding and partnership strategies will need to be developed and further budget allocation will be required to deliver the full concept plan.
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme will be made to allow for wet weather.
Damage to existing paths due to construction works	If damage were to occur, this would be remedied at a cost to the project. A small contingency has been factored into the budget to account for this.
Dependencies on any other project / department	Close communication needs to be maintained with Auckland Transport and the property developers throughout the project for the road modification in the village.
Reputational	Public expectation has been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in consultation engagement for future projects.

Ngā koringa ā-muri

Next steps

65. Table 7 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step. Unforeseen delays in the procurement of a design or the resource consent process have the potential to delay completion of the project beyond the identified timeframe.

Table 7: Project phasing and timelines

Project phase	Planned completion timeframe
Relocation or removal of the house at 6 North Road	December 2024
Stage 1 - Carparking near Clevedon District Centre	December 2024
Stage 2 – Bike hub and playground upgrade	TBC subject to funding availability
Stage 3 – Clevedon Community Hall upgrade	TBC subject to funding availability
Stage 4 – Clevedon District Centre and Clevedon Village Reserve upgrade	TBC subject to funding availability

66. Progress updates on the project will be provided to the local board as part of the quarterly reports.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Concept Plan for Clevedon Village and Showgrounds (Under Separate Cover)
b ⇨	"Auckland Have Your Say" survey results (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Jason Lee -Senior Project manager (Ops)

Authoriser

Eli Ewens, Action Head of Operations

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Approval of proposed concept plan for Clevedon Showgrounds

File No.: CP2024/11834

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the proposed concept plan for the Clevedon Showgrounds.

Whakarāpopototanga matua

Executive summary

2. The need for the development of a concept plan for Clevedon Showgrounds was identified via a strategic assessment in the 2022/2023 financial year.

3. The local board requested that staff look at the possibility of the future development of the Clevedon Showgrounds, and to understand and look holistically at the asset to accommodate the future growth for the Clevedon Community.

4. The local board has allocated $50,000 of ABS: Capex – Local Renewal funding towards the consultation, development, and approval of the concept plan. The project was approved by the local board as part of their 2022/2023 Customer and Community Services work programme (resolution number FR/2022/92).

5. Two workshops were undertaken in August and November 2023 with the following stakeholders to develop a draft concept plan:

· Clevedon Community and Business Association

· Clevedon sports clubs

· Agricultural & Pastoral (A&P)

· Farmers’ Market

· Pony Club

· Equestrian Park.

6. Initial discussions have been held with Ngāi Tai ki Tāmaki in January 2024. A copy of the draft concept plan has been circulated for their review. No concerns have been raised to date.

7. The draft concept plan was presented to the Franklin Local Board on 5 March 2024. The board members requested that staff seek feedback through a public engagement process.

8. A ‘Have Your Say’ survey consultation was undertaken from 8 April to 9 May 2024 and a public drop-in session was held on 2 May 2024 to seek feedback on the draft concept plan. This feedback has been incorporated in the development of the proposed concept plan.

9. Feedback was received from the equestrian group who raised concerns regarding the draft concept plan. A meeting with the equestrian user group and A&P representatives was held on 3 July 2024 to understand their views.

10. The proposed concept plan was presented and discussed with the local board at its workshop held on 16 July 2024 with updates on the plan incorporating the feedback from the public and the equestrian group, The local board supported the proposed concept plan in principle.

11. Staff now seek approval for the final concept plan to inform subsequent renewals and developments in future work programmes.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the proposed concept plan for the Clevedon Showgrounds provided as Attachment A.

Horopaki

Context

12. The Clevedon Showgrounds is a large rural reserve which hosts three major user groups: traditional sports clubs (rugby, football, cricket, tennis and bowls), equine sports groups (dressage and pony clubs) and the Sunday Clevedon Farmer’s Market. It is also an important resource for informal recreation types (walking, cycling and skateboarding) and the popular annual Clevedon A&P show.

13. As a part of the Franklin Local Board’s 2022/2023 Customer and Community Services Work Programme, the local board approved a project to develop a concept plan for Clevedon Showgrounds (resolution number FR/2022/92).

14. The local board has allocated $50,000 of ABS: Capex – Local Renewal funding towards the consultation, development and approval of the concept plan.

15. Clevedon community spaces, particularly the sports facilities at the Showgrounds, serve a wide regional catchment around the Wairoa valley. Franklin and Papakura are the fastest growing districts in New Zealand, with population set to almost triple by 2040. Current community facilities in the area are not fit-for-purpose and will soon be under further pressure to serve the needs of the many new residents.

16. Clevedon is at the centre of a wider rural community, and the facilities and spaces are being planned to not only support the local population, but also residents who might drive longer distances to reach sports clubs and other facilities. This is also true for the Clevedon Farmers Market which attracts both locals and Aucklanders from across the region every Sunday.

17. Clevedon is undergoing a lot of change. New residents will double the population of the township in the coming years. Most of that upcoming growth will surround the community spaces in scope for this concept plan.

18. The aim of the concept plan is to ensure that facilities and public spaces are fit-for-purpose for the existing local community and the community that will soon call Clevedon home.

19. A holistically considered intervention to its layout along with the delivery of key facility upgrades can build a park that will more than amply service the community for the decades to come, enriching its rural and environmental character.

20. Two workshops were undertaken in August and November 2023 with the following stakeholders to develop a draft concept plan:

· Clevedon Community and Business Association

· Clevedon sports clubs

· Agricultural & Pastoral (A&P)

· Farmers’ Market

· Pony Club

· Equestrian Park.

21. Initial discussions have been held with Ngāi Tai ki Tāmaki in January 2024 and aA copy of the draft concept plan was circulated for their review. No concerns have been raised to date.

22. The draft concept plan includes:

· improving the efficiency of the sports field layout, drainage, and lighting

· expanding the number of outdoor tennis fields*

· creating an indoor tennis club*

· creating a covered equestrian arena and relocating stables*

· shifting the Pony Club’s facilities*

· incorporating roads and pathways into the concept design and layout of the Showgrounds

· separate carparks for the respective activity groups

· creating a youth activity hub with a large pump track, sheltered BBQ picnic area, basketball court and hangout spaces

· establishing an event building to host community attractions such as the Clevedon Farmer’s Market and the Agricultural and Pastoral (A&P) Show

· improved stream crossings.

*Some of the improvements would need to be funded by their respective clubs and organisations as and when funds allow.

23. The scope mentioned above is aspirational and it is not expected that Auckland Council and the Franklin Local Board would pay for all of the items.

24. The draft concept plan was presented to the Franklin Local Board on 5 March 2024. An assessment of the concept considering constraints, risks and estimated cost was tabled and discussed. The local board requested that community and Māori engagement should be carried out to seek feedback.

Link to strategic documents

25. The project will deliver on the Franklin Local Board Plan 2023 outcome – Our community - provide improved access to community services and council customer services across the Franklin Local Board area, including in isolated areas.

26. The proposed concept plan is based on the Clevedon Village Design Framework: Community Aspirations Plan prepared by Isthmus in November 2018 for the Clevedon Community and Business Association, which sets out a vision for Clevedon by identifying key design principles and strategic priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation / Engagement

27. Consultation with the local community took place from 8 April – 9 May 2024 through the Auckland Council Have Your Say webpage, a drop-in event, the local board Facebook page and via email.

28. A community drop-in event was held on 2 May 2024 at Clevedon Community Hall. Several local board members also attended this session.

29. The consultation process was also promoted through the Clevedon Community and Business Association.

30. Consultation feedback is attached to the report as Attachment B.

31. Feedback was received from the equestrian group who raised concerns regarding the draft concept plan. A meeting with the equestrian user group and A&P representatives was held on 3 July 2024 to understand their views.

Themes from engagement

32. 99 submissions were received through the AK Have Your Say online consultation for the combined Clevedon Village and Showgrounds Concept Plans, and the views received have been themed below with the responses:

Table 1: Engagement summary and response

Engagement summary

Concept plan response

Elements of the Showgrounds concept plan are supported – active recreation/youth zone/tennis/walk and tracks/streams and plantings.

The primary issues and feedback relate to equestrian use, provision, and requirements.

The concept plan prioritises space and allocation for active recreation.

Drainage and lighting infrastructure improvements will be undertaken as a priority. This will allow reconciliation of this area to meet future capacity and optimise use. The plan proposes to progress the youth zone and walk connections, and development of the northern road connection.

Key Equestrian feedback includes:

• proposed plan significantly impacts use and function of their facilities.

• limits access and use, and growth potential for national events

• change is not needed – improvements to fencing and allocation of equestrian areas required.

• future roads impact the use and provision for national equestrian events.

The bottom two-thirds of the park will need continued engagement with Equestrian, the Farmers’ Markets, and other user groups to develop a longer-term plan that supports their function but adapts with changing users and context of the park. The location and provision of the Southern Road allows for increased active recreation, and general park users will put more pressure on recreational areas over time.

Other key issues identified include:

• dogs on-leash/off-leash – operational provision and requirement

• events centre – is this needed?

• future function of the markets.

• parking provision

• drainage across the site

• some good input for future toilet facilities along western side.

• there is support for elements of the Showgrounds plan.

• Provision of off-leash areas is in conflict with capacity for equestrian use.

• An events centre is not critical.

• Parking provision at the northern and recreation end can be provided for. Considerations to maintain stabilised parking areas, and road connections through the bottom two-thirds of the park have been updated in the plan.

Revised concept plan

33. A revised concept plan was developed including key aspects highlighted through the community engagement process, and the meeting with the equestrian user group and A&P representatives.

34. The revised concept plan (Figure 1) includes updates from public engagement as listed below:

· tennis and carpark entrance at northern end

· removal of events centre

· maintain existing road and path connections

· retain existing Pony Club location

· retain existing stabilised parking areas

· keep north and south future road connections.

35. The revised concept plan also includes updates from the meeting with the equestrian user group and A&P representatives as listed below:

· general understanding and acceptance of southern road requirement

· a solution to provide an arena and eventing areas has made better use of site

· future parking and event provision indicated

· confirmation of relocated stables*

· fence and gate arrangement at main entrance seen as ‘quick win’.

*Some of the improvements would need to be funded by their respective clubs and organisations as and when funds allow.

Figure 1: Proposed concept plan of Clevedon Showgrounds

36. The proposed concept plan will need a staged delivery. The staging approach for the concept plan is shown below:

Table 2: Proposed stages for the concept plan

Stage 1

1. Fence and gate arrangement at main entrance

2. Drainage and lighting at active recreation area

Stage 2

1. Tennis area carpark

2. Youth Hub

3. Walk connections

Stage 3

1. Future roads and carparking

2. *Long term delivery of equestrian facilities

3. *Covered tennis courts

*Facilities and capacity to be delivered by others, such as clubs, organisations, community partnerships.

37. Some of the improvements would need to be funded by their respective clubs and organisations as and when funds allow.

38. It is recommended that the local board approve the proposed concept plan, as attached to this report (attachment A), and to use this concept plan to feed into future work programmes for specific asset renewals and development opportunities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

40. It is anticipated that there will be an increase in carbon emissions from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as much as possible when delivering the project.

41. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

42. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

43. The proposed concept design has incorporated the use of passive principles and natural infrastructure to provide the required function e.g. maintaining existing trees, enrichment planting through the stream corridor, and creating avenues of trees along the new structure plan roads and pathways.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. Council staff from within the Community Directorate (Parks and Community Facilities operational management and maintenance, Parks & Places Specialist, Sport and Recreation), and Auckland Transport have been consulted. They are supportive of the proposed concept plan as it will improve the quality of the Showgrounds and reduce the cost of maintenance.

45. Sport and Recreation staff from Auckland Council advised that:

· Clevedon Showgrounds offers an important, accessible local multisport hub for a growing and changing population.

· The Showgrounds offer critical equestrian provision as a centralised site for multiple equestrian disciplines.

· The proposed concept plan reflects the importance of retaining the existing provision and planning for future additional or improved functionality on the site.

46. The project will deliver significant improvements to Clevedon Showgrounds and meet the needs of the community in Clevedon and the wider surrounding area.

47. Collaboration with staff, especially in Sport and Recreation, will be ongoing to ensure that the development of the Showgrounds is integrated appropriately into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

48. The draft concept plan was initially presented to the local board at a workshop on 5 March 2024, along with assessments including constraints, risks and estimated costs. The local board requested further consideration of public feedback through a consultation process.

49. The revised concept plan, incorporating changes requested by the local board and feedback received from stakeholders, was presented to the local board at a workshop on 16 July 2024. The local board indicated their in-principle support for the revised concept design at that workshop.

50. The project aligns with the following Franklin Local Board Plan 2023 outcome, detailed in the table below:

Table 3: Franklin Local Board Plan 2023 outcomes and objectives

Outcome

Objective

Our community

Enable community groups across Franklin to lead delivery of community initiatives

Key initiative - We will support and enable community organisations to deliver local community activities and cultural programmes, to encourage local participation and to respond to local change.

Tauākī whakaaweawe Māori

Māori impact statement

51. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

52. The development discussed in this report will benefit Māori and the wider community through showcasing Clevedon’s rural identity and Ngāi Tai ki Tāmaki’s aspirations for the township and its community.

53. Engagement with mana whenua on this project has been undertaken as part of the consultation process. Initial discussions have been held with Ngāi Tai ki Tāmaki. A copy of the draft concept plan has been circulated for their review and no concerns have been raised.

54. There will be further opportunities for mana whenua to be involved in the project through the design and implementation stages. Some of the proposed opportunities are listed below:

o wayfinding / mahi toi strategies, or any other design measures to convey mana whenua character and presence of the site.

Ngā ritenga ā-pūtea

Financial implications

55. A total budget of $50,000 has been approved by the local board for this project in the following financial years:

Table 4: Approved budget allocation for the project

Budget source	FY22/23	FY23/24	FY24/25	Total ($)
ABS: Capex - Local Renewals	$800	$2,429.25	$46,770.75	$50,000
Total allocated budget	$800	$2,429.25	$46,770.75	$50,000

56. Delivery of the future stages of this project will be funded by separate asset renewal programmes according to the staging proposed in the concept plan. The following table shows the cost estimates of the project in different stages:

Table 5: Cost estimates for all stages of the concept plan

Stages	Estimated Cost ($)
Clevedon Showgrounds	24,560,000
Stage 1 - Drainage and lighting at active recreation area	1,050,000
Stage 2 – Youth Hub and walking connections	6,570,000
Stage 3 – Future roads and carparking	16,940,000

57. There is a funding optimisation opportunity of reinvestment from the sale of Bell Field into the Clevedon Showgrounds project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. The feasibility of each recommendation has not been assessed as the assessment will be carried out in the design stage. There can be possible challenges in applying for resource consents during delivery of any stage within the proposed concept plan.

59. Additional engagement with external stakeholders, iwi, mana whenua and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals or groups within the community may not be in support. This may delay the project and result in additional costs through the resource consent and engagement stages.

60. The following risks and mitigations have been considered:

61. Table 6: Risks and mitigations for the proposed concept plan

Risks identified	Mitigation
Timeframe
Resource consent	The feasibility of each recommendation has not been assessed as the assessment will be carried out in the design stage. There can be possible challenges in applying for resource consents during delivery of any stage within the proposed concept plan.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Construction sites will be fenced off to ensure public safety.
Budget
Budget is not adequate	The proposed concept plan is solely aspirational and there is no immediate demand on the Franklin Local Board’s budgets. Third parties will likely need to fund several of the elements within the recommendations.
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme can be made to allow for wet weather.
Damage to existing paths due to construction works	If damage were to occur, this would be remedied at a cost to the project. A small contingency has been factored into the budget to account for this.
Dependencies on any other project / department	Close communication needs to be maintained with Auckland Transport and the property developers throughout the project for the road modification around Clevedon Showgrounds.
Reputational	Public expectation has been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

62. The anticipated next steps for the project are listed below:

· approval of the proposed concept plan by the Franklin Local Board

· advising stakeholders and the wider project team of the outcome

· potentially using this concept plan to feed into future work programmes for specific asset renewals and development opportunities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Concept plans Clevedon Village and Showgrounds (Under Separate Cover)
b ⇨	"Auckland Have Your Say' survey results (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Jason Lee – Senior Project Manager (Ops)

Authorisers

Eli Ewens – Acting Head of Operations

Manoj Ragupathy - Local Area Manager

63.

Franklin Local Board

27 August 2024

Local board views on Proposed Plan Change 102 - Sites of Significance to Mana Whenua - Tranche 2a

File No.: CP2024/10278

Te take mō te pūrongo

Purpose of the report

1. To inform the local board of the submissions received on the Council-initiated Plan Change 102: Sites and Places of Significance to Mana Whenua Tranche 2a to the Auckland Unitary Plan, and to invite local board views on the plan change in light of these submissions.

Whakarāpopototanga matua

Executive summary

2. Plan Change 102: Sites and Places of Significance to Mana Whenua Tranche 2a seeks to introduce nine Sites and Places of Significance to Mana Whenua to Schedule 12 of the Auckland Unitary Plan. Changes to two other schedules in the Auckland Unitary Plan are proposed to recognise the association mana whenua have with scheduled Outstanding Natural Features and Historic Heritage Places in Schedules 6 and 14.1 of that plan. A name change is proposed to one already scheduled Historic Heritage Place.

3. Decision-makers on Council-initiated plan changes to the Auckland Unitary Plan must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

4. As part of the development of Plan Change 102: Sites and Places of Significance to Mana Whenua Tranche 2a, a confidential workshop and business meeting were held with the Franklin Local Board on 13 February 2024 and 27 February 2024 respectively. The local board resolution FR/2024/21 from the 27 February business meeting is at Attachment A to the agenda report.

5. The plan change was publicly notified on 23 May 2024. Twenty submissions and four further submissions have been received.

6. There is one nominated site of cultural significance in the Franklin Local Board area, Kaarearea Paa (Drury Quarry). Only one submission has been received on this site and it is from the landowner, Stevenson Aggregates Limited. They are supportive of the proposed scheduling.

7. This submission reflects an agreed position reached between the nominating iwi and the landowner during resource consent discussions which have been occurring concurrently with this plan change.

8. Two general submissions on the plan change as a whole are also relevant to this site.

9. A plan change-wide submission in support has been received from the mana whenua entity Te Kawerau ā Maki.

10. A plan change-wide submission point has also been made by the mana whenua entity Ngāti Whātua Ōrākei seeking that greater certainty is provided on which mana whenua group(s) should be consulted on future development proposals on scheduled Sites of Significance to Mana Whenua.

11. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on Plan Change 102: Sites and Places of Significance to Mana Whenua Tranche 2a in light of the submissions received, including seeking to present at a forthcoming hearing.

12. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakarite / provide local board views on the Council-initiated Plan Change 102

b) kopou / appoint a local board member to speak to the local board views at a Council hearing on Plan Change 102

c) tautapa / delegate authority to the chairperson of the Franklin Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the plan change hearing

Horopaki

Context

13. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws.

14. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (ss15-16 Local Government (Auckland Council) Act 2009).

15. A plan change will result in amendments to the Auckland Unitary Plan if it is approved. Local boards must have the opportunity to provide their views on plan change proposals.

16. If the local board chooses to provide its views, the planner includes those views in the hearing report. The hearing report will address issues raised in local board views and submissions.

17. If appointed by a resolution, local board members may present the local board’s views at the hearing to commissioners, who in turn decide on the plan change.

18. This report provides an overview of the plan change, and a summary of the submission points relevant to the Franklin Local Board area.

19. The report does not recommend what view the local board should convey, if the local board expresses its views on PC102. The planner must include any local board views verbatim in the evaluation of the submissions on the plan change. The planner cannot advise the local board as to what its views should be.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

20. PC102 seeks to introduce nine SSMW to Schedule 12 of the AUP. Changes to two other schedules in the Auckland Unitary Plan are proposed to recognise the association mana whenua have with scheduled Outstanding Natural Features and Historic Heritage Places in Schedules 6 and 14.1 of that plan. A name change is proposed to one already scheduled Historic Heritage Place.

21. The purpose of the plan change is to recognise and protect the tangible and intangible Māori cultural values of sites and places within Tāmaki Makaurau to provide for the relationship of mana whenua with their cultural heritage.

22. Within the Franklin Local Board area, PC102 applies to Kaarearea Paa, part of the Drury Quarry. A location map of the site is included as Figure 1. Individual maps of the site are included as Figure 2 and Figure 3.

Figure 1: Location Map of Kaarearea Paa

Figure 2: Kaarearea Paa aerial extent

Figure 3: Kaarearea Paa zoning map

23. The plan change includes technical reports and evaluation that assesses the efficiency and effectiveness of scheduling these sites in the Auckland Unitary Plan. The reports and other application details are available from council’s website here. Council’s planner, and other experts, will evaluate and report on:

· submissions

· views and preferences of the local board, if the local board passes a resolution.

Themes from submissions received

24. Key submission themes are listed below.

· Support the plan change (general submission across all sites),

· Support the proposed site of significance over Kaarearea Paa,

· Include a specific requirement that only the 'appropriate' or 'correct' hapū which are recognised as 'tangata whenua' are engaged with for development proposals within identified Sites and Places of Significance to Mana Whenua.

25. Only one party, the landowner, made a submission specifically on the site Kaarearea Paa and it is in support of the proposed extent.

26. Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website here.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

28. The local board could consider whether the Council-initiated plan change:

· will reduce, increase or have no effect on Auckland’s overall greenhouse gas emissions

· prepare the region for the adverse impacts of climate change (i.e. does the private plan change elevate or alleviate climate risks (e.g. flooding, coastal and storm inundation, urban heat effect, stress on infrastructure).

29. Of relevance to climate impact is an aspiration by the nominating iwi to naturalise Sites and Places of Significance to Mana Whenua rather than enable their development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. No council-controlled organisation has made a submission on PC102.

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

Local impacts and local board views

31. PC102 affects five local board areas. One of the nominated sites of cultural significance, Kaarearea Paa, is located within the Franklin Local Board area.

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

· interests and preferences of people in local board area,

· well-being of communities within the local board area,

· local board documents, such as a local board plan or local board agreement,

· responsibilities and operation of the local board.

33. Engagement was undertaken with the local board during the development of PC102 and local board views were provided in relation to the proposed plan change.

34. This report is the mechanism for obtaining formal local board views in light of submissions received on PC102. The independent hearings commissioners will consider local board views, if provided, when making the council’s decision on the Council-initiated plan change.

Tauākī whakaaweawe Māori

Māori impact statement

35. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to the Māori people, well-being of Māori communities or Te Ao Māori (Māori worldview).

36. PC102 is the result of work undertaken through Auckland Council’s Māori Cultural Heritage Programme, a programme that works alongside the 19 recognised mana whenua entities of Tāmaki Makaurau to understand the cultural values and therefore significance of sites and places of significance to mana whenua. This included working with Te Kawerau ā Maki and Ngāti Whātua Ōrākei, who have submitted on this plan change.

37. Te Kawerau ā Maki is in support of the plan change as notified. Ngāti Whātua Ōrākei seeks that the plan provisions clearly identify the relevant mana whenua group to be consulted for the purpose of planning processes.

38. The hearing report will include analysis of Part 2 of the Resource Management Act 1991 which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

39. The hearing report will analyse these matters as they are of particular relevance to the plan change.

Ngā ritenga ā-pūtea

Financial implications

40. No financial implications for council have been identified with respect to the Kaarearea Paa site.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. No significant risks to the local board have been identified in the submissions received.

Ngā koringa ā-muri

Next steps

42. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

43. The planner will advise the local board of the decision on the plan change by memorandum.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment 1 - Franklin LB resolution	231

Ngā kaihaina

Signatories

Author

Matthew Gouge - Senior Policy Planner

Authorisers

John Duguid - General Manager Planning and Resource Consents

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Joint traffic bylaw review feedback report

File No.: CP2024/11656

Te take mō te pūrongo

Purpose of the report

1. To receive feedback from local boards on the review of the joint Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport and Auckland Council both have powers to make traffic-related rules in Auckland.

3. The current rules are set out in several documents: Auckland Transport’s Traffic Bylaw 2012 (https://at.govt.nz/about-us/bylaws/traffic-bylaw-2012), Auckland Council’s Traffic Bylaw 2015 (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/traffic-bylaw.aspx) and Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches) (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/public-safety-nuisance-bylaw.aspx).

4. Auckland Transport and Auckland Council are conducting a review of these bylaws which has found that they are largely effective but that there could be efficiencies and improvements.

5. Auckland Transport seeks local board feedback on the proposed changes which will inform the proposals for future public consultation. Feedback is due by 19 September 2024.

6. After public consultation is completed, local boards will be provided with summaries of public feedback. Further feedback will be sought from local boards.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakarite / provide feedback on the proposed changes on the review of Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws outlined in Attachment A of the agenda report.

Horopaki

Context

Traffic bylaws

7. The use of Auckland’s road space, including some beaches and roads in parks, is regulated by national legislation and by local government rules through bylaws.

8. Both Auckland Transport and Auckland Council have powers to make traffic-related rules in Auckland. The current rules are contained across the following bylaws:

a) Auckland Transport Traffic Bylaw 2012 (covering the requirements for parking and control of traffic on roads under the care, control, or management of Auckland Transport).

b) Auckland Council Traffic Bylaw 2015 (covering traffic management in public places, like parks, beaches, off-street parking facilities (like libraries and community centres) and council-owned car parking buildings).

c) Auckland Council Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches).

9. Responsibilities for bylaws are allocated by control of the land. Auckland Transport’s rules apply to Auckland’s transport system, while Auckland Council’s rules apply to council-controlled land such as parks and beaches.

10. The bylaws provide a framework for regulating vehicle use, traffic and parking on Auckland’s transport system and on council-controlled land. This means that they enable activities like bus lanes to be created. However, the exact locations of the bus lanes are not in the bylaw but are set through resolutions, made later. This works well where there are location-specific needs that change over time.

11. Some topics in the bylaws are not site-specific. This is used where Auckland Transport want the same rule applied everywhere, and do not need a site-specific resolution for instance, to prohibit vehicles from being abandoned on roads or in public places.

Reviewing Auckland’s traffic bylaws

12. A joint review of Auckland’s traffic-related bylaws is being undertaken to ensure they continue to meet the needs of Aucklanders. For example, there have been changes in legislation and technology, and feedback from subject matter experts has indicated that there are things Auckland Transport can do to improve how we use bylaws.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Auckland Transport subject matter experts met with and discussed the traffic bylaw review with the Franklin Local Board at a workshop on 13 August 2024.

14. Before that workshop, Auckland Transport and Auckland Council staff reviewed the bylaws across 18 different topics (listed in Attachment A) to identify if there were problems, whether the bylaws helped address those problems, and if there were any alternatives or improvements.

15. There were five possible options for each topic, which align with the statutory options to respond to the Bylaw review findings – retain, amend, replace and revoke. These are outlined in Attachment A.

16. Auckland Transport and Auckland Council advice to local boards can be summarised in the following set of key findings:

a) the current bylaws are generally effective, ensuring that Auckland’s land transport system connects people and places in a way that is safe, effective and efficient, and protects the environment

b) bylaws regulating vehicle use and parking controls by enabling controls to be set ‘if and where’ required to manage the use of the road space in Auckland have been particularly helpful (for example, to regulate the use of one-way streets, bus lanes and P60 parking spaces by resolution of a delegated authority) but could benefit from minor improvements

c) bylaws regulating vehicles on beaches and off-road parking could be improved to be more effective and efficient. For example, there are no infringement fines for vehicles on beaches and the process to enforce berm parking prohibitions is time consuming and costly

d) bylaws that regulate activities involving vehicles, machinery or equipment that is left, broken down, repaired, advertised or sold on roads or public places are not used. Additionally, reviewers found that other existing legislation and bylaws already address the problems better

e) a bylaw can no longer regulate new speed limits because speed management plans are required to be used instead

f) consideration should be given to the possible benefits of replacing the bylaws with a single bylaw made by both Auckland Transport and Auckland Council. While most of Auckland’s roads are the responsibility of Auckland Transport, the boundaries with Auckland Council controlled roads or public places can be indistinguishable.

17. The summary of the discussion and proposed changes are in Attachment A of this report.

18. At this stage of the review, Auckland Transport and Auckland Council have not finalised any final recommendations and therefore encourage local boards to provide feedback. This feedback will be incorporated in the proposals for the upcoming public consultation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Auckland Transport and Auckland Council both support the outcomes sought by the Auckland Plan 2050, the Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and other council climate priorities.

20. During the development of the bylaws, climate impacts were considered because effective bylaws are a tool that helps give effect to these strategic directives, for instance:

a) parking restrictions regulated by bylaws can be used to provide clearways and bus lanes that allow for quicker and more reliable public transport

b) controlling vehicle access and use on beaches protects coastal biodiversity

c) the ability to control access by heavy vehicles to unsuitable residential roads or town centres helps to minimise carbon emissions by encouraging them to use arterial routes designed for these vehicles to use efficiently.

21. The bylaws are an ‘enabler’ for climate goals providing the regulatory tools required to enforce a variety of controls that contribute to climate change goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. This review is being conducted jointly by Auckland Transport and Auckland Council. Other Council Controlled Organisations provided staff to assist with the initial review to ensure that impacts and their views were considered.

23. The Regulatory and Community Safety Committee discussed the review with staff and endorsed the Findings Report at a meeting on 02 July 2024.

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

Local impacts and local board views

24. Auckland Transport are currently holding workshops with all local boards throughout the month of August. These workshops will provide local boards with an opportunity to receive quality advice about the review and its finding.

25. Further engagement with local boards will be conducted post-public consultation to enable local boards to provide feedback after consideration of the consultation data. The timeframe for this will be communicated later this year.

Tauākī whakaaweawe Māori

Māori impact statement

26. Auckland Transport and Auckland Council are committed to meeting their responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

27. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

28. Using this framework for discussion, Auckland Transport informed iwi about the review in November 2023. The initial engagement was followed by a series of hui in July and August 2024 at which staff provided details of the review.

29. Māori have been informed and provided with opportunities to engage with the review and after public engagement is finished will be engaged with again.

Ngā ritenga ā-pūtea

Financial implications

30. This decision has no financial implications for the Franklin Local Board because Auckland Transport funds all projects and programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The proposed decision does not carry specific risk for this local board. Bylaw application and enforcement is not a role of local boards and is not funded by local board budgets. This situation means that there is no legal or financial risk.

Ngā koringa ā-muri

Next steps

32. Local board feedback is due by 19 September 2024. After receiving this report, Auckland Transport will review the formal feedback from all local boards.

33. A further period of consideration is planned and on 8 October 2024, Auckland Council’s Regulatory and Community Safety Committee will review the bylaw review’s findings, options and recommendations and approve public engagement.

34. The Governing Body and the AT Board will also review the bylaw review’s findings, options and recommendations and approve public engagement on 24 October 2024 and 29 October 2024, respectively.

35. After public engagement, further local board feedback will be sought. Timelines for this engagement will be communicated after the committee decisions later this year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Review Findings and Proposed Changes	239

Ngā kaihaina

Signatories

Author

Ben Stallworthy, Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Franklin Local Board

27 August 2024

Local Board Views on Notices of Requirement for the Papakura to Bombay Stage 2 Project (NoRs P2B Stage 2) from NZ Transport Agency Waka Kotahi

File No.: CP2024/08187

Te take mō te pūrongo

Purpose of the report

1. To invite the Franklin Local Board’s views on five Notices of Requirement (NoRs) served on Auckland Council for Stage 2 of the State Highway 1 (‘SH1’) Upgrades Project between Papakura to Bombay (‘P2B’), by NZ Transport Agency Waka Kotahi (‘NZTA’) (‘the Requiring Authority’).

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a Notice of Requirement to the Auckland Unitary Plan (operative in part) 2016 (‘AUP’) must consider local board views on the Notices of Requirement if the local board chooses to provide its views.

3. NZTA served five Notices of Requirement (‘NoRs’) on Auckland Council, including three NoRs for alterations to existing designations (Designations 6076, 6700, and 6701) and two NoRs for new designations, for Stage 2 of the SH1 Upgrades Project: the Papakura to Bombay (‘P2B’) Project. The P2B Stage 2 between Drury to Bombay is referred to as ‘the Project’.

4. Stage 2 is part of the wider P2B project by NZTA to improve the safety and functionality of the SH1 network and provide for long-term growth in the south of Auckland, including an increase in capacity and upgraded facilities for pedestrians and cyclists.

5. The land to be designated is within the Franklin Local Board area.

6. The NoRs are described below:

· NoR 1 Alteration to SH1 Designation 6706: alter SH1 Designation 6706 ‘Motorway – between Takanini and Hamilton’ to authorise the construction, maintenance, and operation of SH1 improvements between an area 200m north of the Quarry Road overbridge and, an area north of the proposed Drury South Interchange, and associated infrastructure.

· NoR 2 Alteration to SH1 Designation 6700: alter SH1 Designation 6700 ‘Motorway’ to authorise SH1 improvements to an area between the south of Quarry Road overbridge and the SH1 Great South Road overbridge at Bombay, including construction of a new interchange at Drury South, and associated infrastructure.

· NoR 3 Alteration to SH1 Designation 6701: alter SH1 Designation 6701 ‘Motorway’ to authorise SH1 improvements between the SH1 Great South Road overbridge at Bombay and Bombay/Mill Road Interchange, and associated infrastructure.

· NoR 4 Shared User Path: a new 3.0m wide Shared User Path (‘SUP’) to be constructed from an area 200m north of Quarry Road to the existing Bombay/Mill Road Interchange, and associated infrastructure. The SUP will include the construction of a new overbridge at Great South Road, and tie-in infrastructure at all new and/or upgraded interchanges.

· NoR 5 Drury South Interchange Connections: a new state highway to be constructed at the proposed Drury South Interchange and provide direct transport connections between Quarry Road (to the east) and Great South Road (to the west). This includes a new overpass across SH 1 at Drury South Interchange and associated infrastructure.

7. The NoRs were served on Council on 19 February 2024, publicly notified on 14 June 2024. Submissions closed at midnight on 15 July 2024.

8. 57 submissions were received on the proposed NoRs.16 were in support, 29 were in opposition and 12 were neutral.

9. Submitters included Auckland Transport, Watercare, Counties Energy, Transpower New Zealand, Chorus New Zealand, One New Zealand, Spark New Zealand, Connexa, Fortysouth Group; companies, such as Z Energy, BP Oil New Zealand, Drury South, Drury Property Group, Kiwi Property Holding No 2, New Zealand Storage Holdings, New Zealand Agrihub, Bone 187, Dutton Land Holdings and Vernon Development.

10. Key submission themes include adverse effects on the transport network, impeding existing access, impact on the operation of various public utilities and private businesses, the necessity for the extent of the land to be taken for the project, the length of the NoRs’ lapse periods as well as construction effects such as noise, dust and vibration.

11. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on the Notices of Requirement. Staff do not recommend a view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) provide views on the five NoRs from the NZ Transport Agency Waka Kotahi for the Papakura to Bombay Stage 2 project

b) appoint a local board member to speak to the local board views at a hearing on the NORs P2B Stage 2

c) delegate authority to the chairperson of the Franklin Local Board to make a replacement appointment in the event the local board member appointed in resolution (b) is unable to attend the Notices of Requirement hearing.

Horopaki

Context

12. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards must provide their views on the content of these documents. Decision makers must consider local boards’ views when deciding the content of these policy documents^{^[1]}.

13. NZTA’s Papakura to Bombay Stage 2 project NoRs are intended to alter three existing designations and add two new designations to the Auckland Unitary Plan. Local boards must have the opportunity to provide their views where any process proposes a change to the Auckland Unitary Plan.

14. If the local board chooses to provide its views, the planners include those views in the s42a hearing report under Resource Management Act 1991 (‘RMA’). The hearing report will address issues raised in local board views and submissions by themes.

15. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who will make a recommendation under section 171 of the RMA on the Notices of Requirement.

16. Following receipt of the recommendation, the Requiring Authority would be required to advise the council, within 30 working days, whether they accept or reject the recommendation in whole or in part. Once Auckland Council has received this decision under section 172 of the RMA from the Requiring Authority, submitters will be advised and are then given an opportunity to lodge an appeal with the Environment Court if they are not satisfied with the outcomes. Auckland Council will also have the opportunity at this stage to appeal the decisions.

17. This report provides an overview of the NoRs and a summary of the key themes arising from the submissions.

18. The report does not recommend what views the local board should convey, if the local board expresses its views on the NoRs. The planner must include any local board views verbatim in the evaluation of the NoRs. Staff cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The Project involves the southernmost portion of NZTA’s wider P2B project area. The Project extends from approximately 200m north of Quarry Road, Drury to the Mill Road Interchange in Bombay, - see Figure 1 below.

20. The Project includes five NoRs, (see Figure 2 below), for alterations (NoRs 1-3) to the existing SH1 corridor by widening from four to six lanes from approximately 200m north of Quarry Road to the location of Mill Road/Bombay Interchange, the extension of a 3.0 m wide Shared User Path (NoR 4) from 200m north Quarry Road to Mill Road/Bombay Interchange, and link roads (NoR 5) to the adjacent network (Quarry Road and Great South Road) on either side of the Drury South Interchange.

21. Indicative designs have been prepared for the designations being sought, to enable an understanding of what the final design of the project may look like. The final design will however be refined and confirmed at the detailed design stage.

22. Key features of each NoR are summarised below.

23. NoR 1 Alteration to SH1 Designation 6706:

· Alter SH1 Designation 6706 ‘Motorway – between Takanini and Hamilton’ to authorise the construction, maintenance, and operation of the SH1 improvements between an area 200 metres north of Quarry Road overbridge and, an area north of the proposed Drury South Interchange, and associated infrastructure.

· Key features include:

o increase from four to six general traffic lanes on SH1.

o safety improvements include upgrading interchanges, wider shoulders, new barriers, and improved lighting along the full extent of the Project.

o design to accommodate 110km/h design speed on SH1.

o designed to accommodate a potential bus lane within the shoulder of the carriageway.

o swales and wetland treatment train (100% treatment of impervious surfaces and full-scale wetlands).

Figure 1 Indicative Location Plan Showing Stage 2 of the P2B project

Figure 2 Location Plan Showing Five NoRs in the Project Area

24. NoR 2 Alteration to SH1 Designation 6700:

· Alter State Highway 1 Designation 6700 ‘Motorway’ to authorise SH1 improvements to an area between south of Quarry Road overbridge and the SH1 Great South Road overbridge at Bombay, including construction of a new interchange at Drury South, and associated infrastructure.

· Key features include:

o increase from four to six general traffic lanes on SH1.

o safety improvements include upgrading interchanges, wider shoulders, new barriers, and improved lighting along the full extent of the Project.

o design to accommodate 110km/h design speed on SH1.

o designed to accommodate potential bus lane within the shoulder of the carriageway.

o new Drury South Interchange – new over-pass with roundabouts.

o upgraded Ramarama Interchange – new overbridge with new roundabout on the western side and modified roundabout on the eastern side with ramp signals.

o swales and wetland treatment train (100% treatment of impervious surfaces and full-scale wetlands).

25. NoR 3 Alteration to SH1 Designation 6701:

· Alter State Highway 1 Designation 6701 ‘Motorway’ to authorise State Highway 1 (SH1) improvements between the SH1 Great South Road overbridge at Bombay and Bombay/Mill Road Interchange, and associated infrastructure.

· Key features include:

o increase from four to six general traffic lanes on SH1.

o safety improvements include upgrading interchanges, wider shoulders, new barriers, and improved lighting along the full extent of the Project.

o upgrades to the existing Mill Road/Bombay Interchange.

o State Highway 1 Great South Road Bridge.

o design to accommodate 110km/h design speed on State Highway 1.

o designed to accommodate potential bus lane within the shoulder of the carriageway.

· Bombay Interchange.

o Mill Road Bridge – altering both abutments to allow realignment of the state highway beneath Bombay Interchange.

o swales and wetland treatment train (100% treatment of impervious surfaces and full-scale wetlands).

26. NoR 4 Shared User Path:

· Provision of a new 3.0m wide Shared User Path (SUP) to be constructed from an area 200m north of Quarry Road to the existing Bombay/Mill Road Interchange, and associated infrastructure. The SUP will include the construction of a new overbridge at Great South Road, and tie-in infrastructure at all new and/or upgraded interchanges.

· Key features include:

o requires a new designation between 200m north of Quarry Road to the existing Mill Road/Bombay Interchanges, with some locations overlapping the existing SH1 Designations 6706, 6700, and 6701

o 3.0m wide SUP located on the western side of the motorway

o new bridge at Great South Road, Bombay

o tie-ins to all new and upgraded motorway interchanges (i.e. Drury South, Ramarama, and Bombay)

o grade-separated tie-in at all interchanges.

27. NoR 5 Drury South Interchange Connections

· For the designation of a new state highway to be constructed at the proposed Drury South Interchange and provide direct transport connections between State Highway 1 (SH1) and Quarry Road (to the east) and Great South Road (to the west). This includes a new overpass across State Highway 1 at Drury South Interchange and associated infrastructure.

· Key features include:

o four traffic lanes, cycle lanes, and footpaths on either side

o new link roads to the adjacent network (Quarry Road and Great South Road) to tie into the proposed Drury South Interchange

o raised viaduct across the Hingaia reserve area

o designed to accommodate a potential bus lane within the shoulder of the carriageway

o round-about intersection tie-in to Great South Road. Signalised intersection at Quarry Road.

28. The Notices of Requirement include technical reports that evaluate the following effects:

· transport and traffic

· noise and vibration

· ecological

· arboricultural

· historic heritage

· landscape and natural character

· flooding

· urban design.

29. The reports and other application details are available from the Council’s website at:

https://www.aucklandcouncil.govt.nz/nor

30. The Council’s planners and other experts will be evaluating and reporting on:

· technical reports supplied by the NZTA

· submissions

· views and preferences of the local board, if the local board passes a resolution.

31. The Requiring Authority requested that the Notices of Requirement be publicly notified. The Notices of Requirement were publicly notified on 14 June 2024 and submissions closed on 15 July 2024.

Submissions Received

32. A total of 57 submissions were received from 23 people / organisations. Some submitters submitted on more than one NoR. Table 1 shows the overall submissions and their overall positions on each NoR.

Table 1: Submissions received on the NORs 1-5

Submissions

NoR 1

Chairperson	Angela Fulljames
Deputy Chairperson	Alan Cole
Members	Malcolm Bell JP	Andrew Kay
	Sharlene Druyven	Amanda Kinzett
	Gary Holmes	Logan Soole
	Amanda Hopkins

Author	Denise Gunn - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager