1 Nau mai | Welcome

The meeting will be opened with a Karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

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

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

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

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

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

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Kaipātiki Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 21 August 2024, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

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

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Kaipātiki Local Board

18 September 2024

Renewal of community lease to Birkenhead City Cricket & Sports Club Incorporated for land at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead, Auckland.

File No.: CP2024/12498

Te take mō te pūrongo

Purpose of the report

1. To grant a renewal of the community ground lease to Birkenhead City Cricket & Sports Club Incorporated for the tenant-owned building at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead, Auckland.

Whakarāpopototanga matua

Executive summary

2. The Birkenhead City Cricket & Sports Club seeks a renewal for their lease to continue occupation and operation from the tenant-owned building located at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead (refer to Attachment A – Satellite Site Plan – Birkenhead War Memorial Park, 48 Mahara Avenue, Birkdale). There are no variations requested by the group for this renewal.

3. The club currently holds a ground lease which reached renewal on 1 July 2023. The lease commenced on 1 July 2020 for a three-year term with two three-year rights of renewal.

4. The renewal of this lease was identified and approved by the Kaipātiki Local Board as part of the Parks and Community Facilities: Community Leases Work Programme 2023/2024 at their 19 July 2023 local board meeting (resolution number KT/2023/130).

5. Staff have assessed the renewal application and all conditions of the renewal have been met by the applicant.

6. The application aligns with the Kaipātiki Local Board Plan 2023 outcome “Belonging and wellbeing”. The group provides a facility to encourage and enable the game of cricket.

7. A site visit was undertaken by staff on 21 May 2024 and the facility appears to be in good condition and is well maintained. The club’s current lease contains a Community Outcomes Plan to ensure the leased area remains well used and services are delivered to the community.

8. In progressing the renewal, a rent review will be undertaken in accordance with the lease. The revised rent will increase from $1 per annum to $1,300 per annum plus GST to align the level of rent with the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023).

9. The group will cover the cost of maintenance for their tenant-owned building.

10. Staff are satisfied that the club complies with the requirements under the occupancy guidelines and recommend that the renewal of the lease be granted under the existing terms and conditions of the original agreement.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / approve the renewal of the community ground lease to Birkenhead City Cricket & Sports Club Incorporated at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead, Auckland for the tenant-owned building with an area comprising 607 square meters (more or less), as shown outlined in red on Attachment A Satellite Site Plan – Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead, on the land described as Part Allot 152 Parish Takapuna SO 55916 and Part Allot 153 Parish Takapuna SO 41503, subject to the following terms and conditions:

i) renewal term – three (3) years commencing 1 July 2023, with expiry date on 30 June 2026

ii) final expiry – 29 June 2029

iii) rent – $1,300 per annum plus GST if requested, in accordance with clause 5 of the original lease agreement and also to align the level of rent with the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023).

b) whakaae / approve all other terms and conditions as per the existing community lease agreement that commenced on 1 July 2020.

Horopaki

Context

11. The Birkenhead City Cricket & Sports Club has applied for a renewal of their lease for the tenant-owned building at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead to continue occupation and operation from the premises.

12. The current lease, which commenced on 1 July 2020 provides for two (2) rights of renewal of three (3) years with final expiry on 30 June 2029. The group is exercising its first right of renewal.

13. Under the renewal provisions of the lease, the council has a contractual obligation to grant the renewal, if the group fulfils the renewal conditions of the lease.

Land and Buildings

14. The building is tenant-owned and sits on land legally described as Part Allot 152 Parish Takapuna SO 55916 and Part Allot 153 Parish Takapuna SO 41503 with an area of 607 square metres, more or less (refer to Attachment A Satellite Site Plan – Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead). The land is classified as recreation reserve subject to the Reserves Act 1977.

15. The club’s application aligns with the permitted activities undertaken from the premises and are in accordance with the land classification.

16. The buildings and improvements are owned by the club.

17. The buildings and grounds are well-kept and maintained and have a maintenance schedule to ensure the improvements are kept in excellent condition.

Birkenhead City Cricket & Sports Club Incorporated

18. The Birkenhead City Cricket & Sports Club is a community sports club dedicated to providing the facilities, coaching and encouraging the community to engage in cricket.

19. The Birkenhead City Cricket & Sports Club has existed since 1898 and has around 450 plus members.

20. They are a community-focused club delivering cricket programmes to 4 - 65-year-olds at all skill levels, keeping players physically active and socially connected.

21. The club provides facilities, coaching, games and encouragement for all who wish to play cricket.

22. Their building is also available to hire to fellow sports clubs, like the Northcote & Birkenhead Tigers Rugby League & Sports Club Incorporated, who usually hire the clubrooms premises while their new building is being completed.

23. The Birkenhead City Cricket & Sports Club has a history of delivering quality services to the local community.

Tātaritanga me ngā tohutohu

Analysis and adviceAssessment of the application

24. Auckland Council’s Community Occupancy Guidelines 2012 (Updated July 2023) sets out the requirements for community occupancy agreements.

25. Staff assessed the renewal application and undertook a site visit on 21 May 2024. The Birkenhead City Cricket & Sports Club has satisfied all the conditions for the renewal in the following manner:

a) the activity of the club and users of the premises supports the Kaipātiki Local Board Plan 2023 outcome: Belonging and wellbeing.

b) the club is not in breach of any of the lease conditions.

c) the club’s financial accounts have a surplus with no known contingent liabilities.

d) the club holds all necessary insurance, including public liability cover.

e) the club sustains its activities predominantly through grants, fundraising and sponsorship.

f) the facility meets the needs of the group and is utilised seven days a week during the cricket season.

Rent review

26. The Governing Body, at its business meeting of 9 June 2023, approved the annual budget including amendments to the Community Occupancy Guidelines (resolution number GB/2023/101). The amendments increase the level of rent and maintenance fees for community occupancy.

27. The annual rent for community occupancy has been increased to $1,300 per annum plus GST. The increased rental charge reflects a standard subsidised charge for community occupancy. This works out to approximately $25 per week.

28. The lease agreement for the Birkenhead City Cricket & Sports Club contains a rent review provision. The rent review provision allows for the rental to be reviewed at the time of any policy change and following a term renewal.

29. To align with the revised fees and charges under the Community Occupancy Guidelines 2012 (update July 2023), the recommendation is to review the rent in accordance with the lease provision, to $1,300 per annum.

30. As this is a tenant-owned building, no maintenance fee charges apply to this renewal. The Birkenhead City Cricket & Sports Club pays for the costs of maintenance expenses.

Local board discretion

31. While the Governing Body adopted the amendments to the guidelines, local boards still hold the prerogative to vary staff recommendations relating to the amount of rent for leased premises.

32. If the board chooses to retain the level of rent at $1, there will be no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue if rent is increased.

33. The cost recovery increases for community lessees and licensees will provide local boards with a financial lever to ease their respective budgetary constraints.

34. The lease has a Community Outcomes Plan appended. The Community Outcomes Plan identifies the group services and activities which provide a benefit to the community and sets target measures to evaluate the group’s performance. The group has met its targets specified in the outcomes plan.

35. Staff recommend that the renewal of lease be granted and the rent be reviewed in accordance with the terms and conditions of the operative lease. The group has satisfied all the conditions for renewal. In addition, the financial accounts of the group have been assessed which shows that the group has the ability to meet the revised rental.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. It is anticipated that activation of the park will have no impact on greenhouse gas emissions because the proposal continues an existing activity and does not introduce any new sources of emissions.

37. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

a) use sustainable waste, energy and water efficiency systems

b) use eco labelled products and services

c) seek opportunities to reduce greenhouse gas emissions from lease-related activities.

38. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which 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.

39. Climate change has the potential to have a low impact on the lease, as the leased area is near a flood-sensitive zone (as per Attachment B – Birkenhead War Memorial Park Climate Impact location):

· The leased area will be exposed to a nearby flood prone area (floodplains) at a distance of 156 meters (more or less).

· Overland flow paths area between 2000m² to 4000m² and 4000m² to 8000m²

· It is not in a coastal inundation area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. The proposed lease renewal has been consulted on with staff from Area Operations, Parks and Places Specialists from the Parks and Community Facilities Department, as well as staff from Sport and Recreation in the Community Wellbeing Department. No concerns were raised.

41. They are supportive of the proposed lease as it will continue to benefit the local community in creating healthy lifestyle activities.

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

Local impacts and local board views

42. The renewal of this lease was identified and approved by the Kaipātiki Local Board as part of the Parks and Community Facilities: Community Leases Work Programme 2023/2024 at the 19 July 2023 local board meeting (resolution number KT/2023/130). This report considers the renewal of the community lease as approved on the work programme.

43. The recommendations within this report fall within the local board’s delegated authority relating to local sport and community facilities. This report asks the local board for a decision to grant a renewal of a community lease.

Tauākī whakaaweawe Māori

Māori impact statement

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

45. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

46. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

47. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests, and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

48. There is no statutory requirement for public notification or Iwi engagement for this lease renewal. Public notification and iwi engagement were undertaken at the time of the initial term of the lease.

Ngā ritenga ā-pūtea

Financial implications

49. On 8 June 2023, the annual budget was approved by the Governing Body. This included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1 per annum to $1,300 plus GST per annum effective from 1 July 2023.

50. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue of $1,299 per annum over the renewal term of the lease. The level of rent can be reviewed on renewal of the lease and at the expiry of the initial term.

51. Ongoing maintenance of the asset is covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. Should the Kaipātiki Local Board resolve not to grant a renewal of the community ground lease to Birkenhead City Cricket & Sports Club Incorporated at Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead, the club’s ability to undertake future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

Ngā koringa ā-muri

Next steps

53. If the local board resolves to grant the proposed renewal of the community ground lease, staff will work with the Birkenhead City Cricket & Sports Club Incorporated to finalise the deed of renewal in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Attachment A Satellite Site Plan - Birkenhead War Memorial Park	13
b ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Attachment B Birkenhead War Memorial Park Climate Impact location	15

Ngā kaihaina

Signatories

Authors

Jeimy Figueros – Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Renewal of community lease to North Shore Womens Centre Incorporated for rooms at Mayfield Centre, 5 Mayfield Road, Glenfield, Auckland.

File No.: CP2024/12501

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Kaipātiki Local Board to grant a renewal of the community lease to North Shore Women’s Centre for rooms within the council-owned building at Mayfield Centre, 5 Mayfield Road, Glenfield, Auckland.

Whakarāpopototanga matua

Executive summary

2. The North Shore Women’s Centre (the group) seeks a renewal of their lease to continue occupation and operation from the council-owned building rooms located at Mayfield Centre, 5 Glenfield Road, Glenfield (refer to Attachment A Satellite Site Plan – Mayfield Centre, 5 Mayfield Road, Glenfield). No variations have been requested by the group for this renewal.

3. The group currently holds a community lease which reached renewal on 28 February 2024. The current lease commenced on 1 March 2019 for a five-year term with one right of renewal of five years.

4. Progression of the renewal of this lease was identified and approved by the local board as part of the Customer and Community Services: Community Leases Work Programme 2023/2024 at their 19 July 2023 local board meeting (resolution number KT/2023/130).

5. Staff have assessed the renewal application and all conditions of the renewal have been met by the group. A site visit was undertaken by staff on 21 May 2024 and the facility appears to be in good condition and is well maintained.

6. In progressing the renewal, a rent review will be undertaken in accordance with clause 5 of the current lease agreement. The revised rent is proposed to increase from $1 plus GST per annum to $1300 plus GST per annum to align the level of rent with the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023).

7. The group currently pays an operational expenses fee of $2700 plus GST per annum to the council, this contributes towards the utilities costs for the building. Staff recommend for this fee to be reviewed at the final expiry of the group’s lease agreement, to allow the group to forecast this cost appropriately in their maintenance and operational expenditure plan.

8. The application aligns with the Kaipātiki Local Board Plan 2023 outcome - Belonging and wellbeing. The group provides support to enable women to have the resilience and self-determination to live the life they choose.

9. Staff recommend that the renewal of the lease be granted under the existing terms and conditions of the original agreement, as the group has satisfied all the conditions for renewal.

10. Staff also recommend exercising the rent review clause due to policy change, in accordance with the Governing Body approved amendments to the Community Occupancy Guidelines (resolution number GB/2023/101).

11. If the local board resolves to grant the proposed renewal of the community lease, staff will work with the North Shore Women’s Centre to finalise the deed of renewal in accordance with the local board decision.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / approve the renewal of the community lease to North Shore Women’s Centre at the council-owned building, Mayfield Centre, 5 Mayfield Road, Glenfield, Auckland, for the use of rooms space area comprising 108 square metres (more or less), as shown outlined in red in Attachment A Satellite Site Plan – Mayfield Centre, 5 Mayfield Road, Glenfield, on the land described as Part Allotment 466 Parish of Takapuna, subject to the following terms and conditions:

i) renewal term – five (5) years commencing on 1 March 2024, with a final expiry date on 28 February 2029

i) rent – $1300 plus GST per annum if requested, in accordance with clause 5 of the original lease agreement and also to align the level of rent with the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023).

b) whakaae / approve all other terms and conditions as per the existing community lease agreement, signed on 17 September 2019.

Horopaki

Context

12. The North Shore Women’s Centre has applied for a renewal of their lease for the use of room space at the council-owned building at Mayfield Centre, 5 Mayfield Road, Glenfield, to continue occupation and operation from the premises.

13. The current lease, which commenced on 1 March 2019, provides for one right of renewal of five years with final expiry on 28 February 2029. The group is exercising its first and only right of renewal.

14. Under the renewal provisions of the lease, the council has a contractual obligation to grant the renewal, if the group fulfils the renewal conditions of the lease.

Land and building

15. The building is council-owned and sits on land legally described as Part Allotment 466 Parish of Takapuna with an area of 5883 square metres in Certificate of Title NA5B/706 (Part-Cancelled), refer to Attachment A Satellite Site Plan – Mayfield Centre, 5 Mayfield Road, Glenfield. The land is classified as a local purpose reserve (community buildings).

16. The leased area is approximately 108 square metres and the activities undertaken from the premises are in accordance with the land classification.

17. The rooms within the council-owned building are tidy and well kept.

18. The group’s application aligns with the permitted activities undertaken from the premises and is in accordance with the land classification.

North Shore Women’s Centre

19. The North Shore Women’s Centre is a community service group dedicated to providing support for women to make free and self-determined choices. Last year they provided over 185 assessments and 151 legal sessions (refer to information in Attachment B – North Shore Women’s Centre 2022/2023 Infograph with an overview of the group’s activities and services).

20. The group provides support, advice, counselling and legal clinics to women and their families living in the North Shore area. The women’s centre is open from Monday to Friday during business hours along with evenings, and weekend clinics and sessions are also run as required. The counsellors and social work staff at the women’s centre have many years of experience and are all registered with national bodies in their respective fields. Staff deal with a range of issues including family violence, employment, budgeting and housing.

21. The group has an excellent relationship with SeniorNet and Shakti, the other tenants at the Mayfield Centre.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of the application

22. Auckland Council’s Community Occupancy Guidelines 2012 (Updated July 2023) sets out the requirements for community occupancy agreements.

23. Staff assessed the renewal application and undertook a site visit on 21 May 2024. The North Shore Women’s Centre has satisfied all the conditions for the renewal in the following manner:

a) the activity of the group and users of the premises supports the Kaipātiki Local Board Plan 2023 outcome: Belonging and wellbeing

b) the group is not in breach of any of the lease conditions

c) the group allows any women with a need for the group’s services to access their range of services

d) the group’s financial accounts have a surplus with no known contingent liabilities

e) the group sustains its activities predominantly through grants, fundraising and sponsorship

f) the facility meets the needs of the group and is utilised 35 hours per week

g) the group has delivered 150 legal appointments in the previous year and 186 assessments. Refer to the information in Attachment B – North Shore Womens Centre 2022/2023 Infograph for an overview of the group’s activities and services

h) the group shares the Mayfield Centre with other community groups.

24. There is no statutory requirement for public notification or Iwi and mana whenua engagement for this lease renewal. Public notification and iwi engagement were undertaken at the time of the assessment of the initial term of the lease.

Rent review

25. The Governing Body, at its business meeting of 9 June 2023, approved the annual budget including amendments to the Community Occupancy Guidelines 2012 (resolution number GB/2023/101). The amendments increase the level of rent and maintenance fees for community occupancy.

26. The annual rent for community occupancy has been increased to $1300 plus GST per annum. The increased rental charge reflects a standard subsidised charge for community occupancy.

27. The lease agreement for North Shore Women’s Centre contains a rent review provision as per clause 5 of their current lease agreement. The rent review provision allows for the rental charges to be reviewed at the time of any policy change and every two years from the commencement date of the lease agreement in place.

28. To align with the revised fees and charges under the Community Occupancy Guidelines 2012 (Updated July 2023), staff recommend increasing the rent from $1 to $1300 plus GST per annum in accordance with the lease provision.

29. The North Shore Women’s Centre currently pays $2700 plus GST per annum in operational charges to reimburse the council for outgoings such as utilities and building insurance. This works out to approximately $50 per week.

30. As of 1 January 2023, the opex rate has increased to $45 per sqm. This is to be implemented in a phased approach. As such staff recommend for this fee to be reviewed at the final expiry of the group’s lease agreement, to allow the group to work towards their future plans and forecast this cost appropriately in their maintenance and operational expenditure plan.

31. When a new community lease is to be negotiated for community groups that occupy exclusive use of a council-owned building space, the opex rates would be negotiated as maintenance fees which will cover the building costs for operational and maintenance expenses, as per the new fees set up under the Community Occupancy Guidelines 2012 (Updated July 2023).

Local board discretion

32. While the Governing Body adopted the amendments to the guidelines, local boards still hold the prerogative to vary staff recommendations relating to the amount of rent for leased premises in their area.

33. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue if rent is increased.

34. The cost recovery increases in revenue arising out of the increased rental and maintenance charges would provide local boards with an alternative source of funding for community lessees and licensees and provide local boards with a financial lever to ease their respective budgetary constraints.

Staff recommendation

35. The group’s current lease has a community outcomes plan appended. The community outcomes plan identifies the group services and activities which provide a benefit to the community and sets target measures to evaluate the group’s performance. The group has met its targets specified in the outcomes plan.

36. Staff recommend that the renewal of the lease be granted and the rent be reviewed in accordance with the terms and conditions of the operative lease. The group has satisfied all the conditions for renewal. In addition, the financial accounts of the group have been assessed which shows that the group has the ability to meet the revised rental charges as proposed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. It is anticipated that the activation of the park will have no impact on greenhouse gas emissions as the proposal continues an existing activity and does not introduce any new sources of emissions.

38. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

a) use sustainable waste, energy and water efficiency systems

b) use eco labelled products and services

c) seek opportunities to reduce greenhouse gas emissions from lease-related activities.

39. All measures taken are aimed at meeting the council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which 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. Climate change has an unlikely potential to impact the lease as the site does not sit in close proximity of a coastal inundation area.

41. No part of the building or improvements are located in a flood-sensitive area (refer to Attachment C – Mayfield Centre Climate Impact location).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. The proposed lease renewal has been consulted with staff from the Area Operations from the Parks and Community Facilities department. No concerns were raised.

43. They are supportive of the proposed lease as it will continue to benefit the local community in creating a healthy lifestyle and support their wellbeing.

44. There is a continued need for the group to use the premises as the group provides valuable service to the community by provision of women’s services that in turn, enrich many members of the community.

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

Local impacts and local board views

45. Progression of the renewal of this lease was identified and approved by the Kaipātiki Local Board as part of their Customer and Community Services: Community Leases Work Programme 2023/2024 at its 19 July 2023 local board meeting (resolution number KT/2023/130). This report considers the renewal of the community lease as approved on the work programme.

46. The recommendations within this report fall within the local board’s delegated authority relating to local recreation, sport and community facilities including community leasing matters. This report seeks the local board’s decision to grant a renewal of the community lease to the group.

47. The activities delivered by the group align with the Kaipātiki Local Board Plan 2023 priority area ‘Belonging and wellbeing - Our people and communities feel connected, safe, and well’.

Tauākī whakaaweawe Māori

Māori impact statement

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

49. 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), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

50. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

51. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests, and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

52. There is no statutory requirement for public notification or Iwi and mana whenua engagement for this lease renewal. Public notification and iwi engagement were undertaken at the time of the assessment of the initial term of the lease.

Ngā ritenga ā-pūtea

Financial implications

53. On 8 June 2023, the annual budget was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1 plus GST per annum to $1300 plus GST per annum effective from 1 July 2023.

54. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue of $1299 per annum over the renewal term of the lease. The level of rent can be reviewed on renewal of the lease and at the expiry of the initial term.

55. The North Shore Women’s Centre currently pays $2700 plus GST per annum in operational charges to reimburse the council for outgoings such as utilities and building insurance. This works out to approximately $50 per week.

56. As of 1 January 2023, the opex rate has increased to $45 per sqm. This is to be implemented in a phased approach. As such staff recommend for this fee to be reviewed at the final expiry of the group’s lease agreement, to allow the group to work towards their future plans and forecast this cost appropriately in their maintenance and operational expenditure plan.

57. When a new community lease is to be negotiated for community groups that occupy exclusive use of a council-owned building space, the opex rates would be negotiated as maintenance fees which will cover the building costs for operational and maintenance expenses, as per the new fees set up under the Community Occupancy Guidelines 2012 (Updated July 2023).

58. The North Shore Women’s Centre’s use of rooms space area comprising 108 square metres (more or less), would mean that under the current Community Occupancy Guidelines 2012 (Updated July 2023) the maintenance fee would be between $2,500 to $5,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to North Shore Women’s Centre at Mayfield Centre, 5 Mayfield Road, Glenfield, the group’s ability to undertake future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

Ngā koringa ā-muri

Next steps

60. If the local board resolves to grant the proposed renewal of the community lease, staff will work with the North Shore Women’s Centre to finalise the deed of renewal in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Attachment A Satellite Site Plan - Mayfield Centre, 5 Mayfield Road, Glenfield	25
b ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Attachment B - North Shore Womens Centre 2022-2023 Infograph	27
c ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Attachment C Mayfield Centre Climate Impact location	29

Ngā kaihaina

Signatories

Authors

Jeimy Figueros - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Kaipātiki Local Board Annual Report 2023/2024

File No.: CP2024/13042

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2023/2024 Annual Report for the Kaipātiki Local Board, prior to it being adopted by the Governing Body on 26 September 2024.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Annual Report 2023/2024 is being prepared and needs to be adopted by the Governing Body by 26 September 2024. As part of the overall report package, individual reports for each local board are prepared.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whai / adopt the draft 2023/2024 Kaipātiki Local Board Annual Report as set out in Attachment A to the agenda report.

b) tuhi ā-taipitopito / note that any proposed changes after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body on 26 September 2024.

Horopaki

Context

3. In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities and the overall funding impact statement for the local board.

4. In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

Tātaritanga me ngā tohutohu

Analysis and advice

5. The annual report contains the following sections:

Section	Description
Mihi	The mihi is an introduction specific to each local board area and is presented in Te Reo Māori and English.
About this report	An overview of what is covered in this document.
Message from the chairperson	An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.
Local board members	A group photo of the local board members.
Our area – projects and improvements	A visual layout of the local board area summarising key demographic information and showing key projects and facilities in the area.
Performance report	Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved. Includes the activity highlights and challenges.
Our performance explained	Highlights of the local board’s work programme which contributed to a performance outcome
Local flavour	A profile of either an outstanding resident, grant, project or facility that benefits the local community.
Funding impact statement	Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Tauākī whakaaweawe āhuarangi

Climate impact statement

6. The council’s climate change disclosures are covered in volume four of the annual report and sections within the summary annual report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

7. Council departments and council-controlled organisations comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

8. Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the chairperson.

Tauākī whakaaweawe Māori

Māori impact statement

9. The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2021-2031 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

10. The annual report provides a retrospective view on both the financial and service performance in each local board area for the financial year 2023/2024.

11. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

12. The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

13. The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

14. The next steps for the draft 2023/2024 Annual Report for the local board are:

· Audit NZ review during August and September 2024

· report to the Governing Body for adoption on 26 September 2024

· physical copies provided to local board offices, council service centres and libraries by the end of October 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Draft Kaipātiki Local Board Annual Report (2023/2024)	35

Ngā kaihaina

Signatories

Authors

Sugenthy Thomson - Lead Financial Advisor

Authorisers

Faithe Smith – Lead Financial Advisor

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Joint traffic bylaw review feedback report

File No.: CP2024/12446

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 Kaipātiki 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 (laws) 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 Kaipātiki Local Board at a workshop on Wednesday 14 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 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 findings.

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 Kaipātiki 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 ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Schedule of Review Findings and Proposed Changes	53

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Thriving Rangatahi

File No.: CP2024/13192

Te take mō te pūrongo

Purpose of the report

1. To seek local board endorsement of Thriving Rangatahi, the council’s commitment and plan to support the wellbeing of children and young people.

Whakarāpopototanga matua

Executive summary

2. In 2023, staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people.

3. The review found the strategy was not adequately addressing the needs of children and young people and that council could better target support to those facing the greatest disparities in outcomes.

4. As the review findings aligned closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities, the Planning, Environment and Parks Committee approved “nesting” priorities for children and young people under this.

5. Thriving Rangatahi sets out council’s commitment and plan to support the wellbeing of children and young people within this nested approach (refer to Attachment A of the agenda report).

6. It has five focus areas based on the review findings and what children and young people told us was important to their wellbeing: civic participation, climate and the environment, connection and belonging, health and wellbeing and access to opportunities.

7. These contribute to Ngā Hapori Momoho’s outcomes for community wellbeing and ensure a strong child and youth focus on council’s investment decisions and activities.

8. Thriving Rangatahi recognises that while council has important roles to play, we don’t hold all the levers in supporting child and youth wellbeing. Working with others, including government, iwi and community will be critical to success.

9. It proposes four ways of working to improve wellbeing outcomes: working in partnership, targeting our efforts to those who need it most, using mana-enhancing approaches; and ensuring there is a youth voice in decision-making.

10. Informal feedback from local boards during workshops in July / August was generally supportive of the focus areas and council’s roles in supporting children and young people.

11. There is a perceived risk that nesting under Ngā Hapori Momoho will reduce council’s commitment to children and young people. Maintaining accountability and promoting youth voice will help mitigate this.

12. Following endorsement and formal feedback from local boards, Thriving Rangatahi will be reported to the Policy and Planning Committee for approval.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) ohia / endorse Thriving Rangatahi and provide any feedback.

Horopaki

Context

13. In 2023, staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people. The purpose of the review was to take stock of progress and consider if the strategy was fit for the future.

14. The engagement methodology and findings are detailed in the Voices of children and young people from Tāmaki Makaurau report and the full review findings are detailed in the I Am Auckland three-year review report.

Most children and young people in Auckland are doing well

15. The review found that most children and young people are doing well. Children and young people in Auckland are active and have strong relationships with trusted adults.

16. Children and young people told us they love their communities, the diversity of Auckland and all the opportunities that come with living in Tāmaki Makaurau.

Some children and young people face persistent issues

17. Some children and young people are growing up in poverty and living in substandard housing. They told us about their families struggling to afford basic necessities and keep food on the table.

18. We heard that deteriorating mental health is an urgent issue for children and young people in Auckland. They told us about the harms of substance abuse, and the difficulties of growing up while facing discrimination.

19. Tamariki and rangatahi Māori, Pasifika children and young people, rainbow children and young people, and disabled children are more likely to experience inequity across a range of measures than their peers.

The context for growing up in Auckland has changed for children and young people

20. The review found the context for children and young people has changed significantly since I Am Auckland was adopted in 2013.

21. Emerging scenarios such as climate disruption, declining mental health, growing wealth inequality and the changing nature of work and education all impact on the wellbeing of children and young people.

The findings led to four key insights about the needs of children and young people

22. The findings from engagement with children and young people led to four key insights to help inform our strategic direction. These insights highlight what is important to children and young people in Auckland today.

· Community spaces are critical to children and young people’s wellbeing.

· Children and young people need to get around the region safely and reliably.

· Children and young people need loving and accepting relationships and communities.

· We need to involve children and young people in the big decisions about the region.

23. The Auckland Council Group plays a central role in providing community spaces, providing safe and reliable transport options, fostering connection and belonging across Auckland, and ensuring diverse Aucklanders have a say in decisions for the region.

24. When delivering services and making investment decisions, the council can consider these insights and the impacts of our decision-making for children and young people.

The review findings also led to some new opportunities for council

25. The review also identified some new opportunities to inform the way we work. These opportunities allow council to better support the needs of children and young people in Auckland based on evidence, including the voices of children and young people.

Figure 1 Findings from the review and new opportunities for council

Council agrees to a new approach to support child and youth wellbeing

26. Many of the review findings and opportunities align closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities.

27. Ngā Hapori Momoho has a strong focus on equity; empowering community-led solutions; and supporting improved outcomes for Māori.

28. The review recommended that we nest priorities for children and young people under Ngā Hapori Momoho to:

· respond to the changing context facing children and young people

· progress partnerships required when facing long-term and complex issues

· deliver on the request to consolidate council strategies without diminishing our commitment to improving child and youth wellbeing.

29. In October 2023, the Planning, Environment and Parks Committee received the three-year review of I Am Auckland and agreed to a new approach to “nest” council’s strategic priorities for children and young people under Ngā Hapori Momoho (resolution number PEPCC/2023/128).

Tātaritanga me ngā tohutohu

Analysis and advice

Five focus areas can help council deliver outcomes for children and young people

30. Through engagement we heard what matters most to children and young people and what their aspirations are for the future. This has been organised into five themes or focus areas for council.

31. These are what we need to focus on to create positive outcomes for children and young people.

32. The five focus areas are:

Figure 2 Thriving Rangatahi Five Focus Areas

33. These focus areas align to the objectives in Ngā Hapori Momoho and support delivery of its outcomes. Thriving Rangatahi provides a youth lens to the vision to create a fairer, more sustainable Tāmaki Makaurau where every Aucklander feels like they belong.

The council has six key roles that contribute to wellbeing outcomes

34. Under the Local Government Act 2002, local government must enable democratic local decision-making and action and promote the social, economic, environmental and cultural wellbeing of communities in the present and future.

35. There are many ways Auckland Council can contribute to community wellbeing. The different roles of council fit into the six broad categories listed below.

Figure 3 Six roles of council to support community wellbeing

Council has roles alongside others to support children and young people

36. The council group already contributes significantly to many of the five focus areas. However, many of the issues facing children and young people are systemic and complex and cannot be solved by council alone.

37. The wellbeing of children and young people is dependent on different players including central government, iwi, organisations, communities and whānau.

38. When determining our role in supporting child and youth wellbeing it is important to acknowledge the wider ecosystem of support and work together to meet the needs of communities.

39. Aligned to council’s six broad levers, Thriving Rangatahi identifies some specific roles council plays that support the wellbeing of children and young people and their whānau, as set out in the table below.

Table 1 Council's roles to support the wellbeing of children and young people

Services and programmes

· Continue to provide services tailored to the needs of tamariki and rangatahi.

Council as facilitator

· Strengthen local networks and facilitate sharing of resources.

Partnerships

· Partner with organisations and agencies to provide a joined-up response.

· Partner with communities to support their leadership.

Community funding and grants

· Resource children and young people to develop their own solutions.

· Support a whānau centred approach to health and wellbeing.

Council workforce

· Create employment pathways and development opportunities for rangatahi.

· Provide capability training for staff.

Facilities, parks and open space

· Provide safe and accessible spaces where children and young people feel welcome.

Leadership and advocacy

· Advocate for the needs of children and young people.

· Pilot new and innovative ways of working with children and young people.

Learning and skills

· Provide programmes and services that incorporate learning and skill development.

· Provide employment initiatives that support youth getting into the workforce.

Transport

· Connect children and young people to the places they want to go safely and reliably.

· Provide multiple transport options.

Urban form

· Reinforce Auckland’s bicultural foundation and reflect our diversity.

· Ensure our urban form provides opportunities to connect, promotes health and wellbeing and connects people to art and nature.

New ways of working to address the challenges facing children and young people

40. To deliver better outcomes for all children and young people the council also needs to change the way we work. Thriving Rangatahi proposes four approaches that are based on best practice evidence of what works and the voices of children and young people.

41. These closely align to the key shifts and investment principles outlined in Ngā Hapori Momoho and affirm the connection between the wellbeing of children and young people and the wellbeing of their whānau and wider communities.

42. More information on the focus areas and key ways of working can be found in Attachment A.

Table 2 Thriving Rangatahi four ways of working

Our ways of working
Working in partnership	A targeted approach
Partner with others to deliver more joined-up responses that leverage impact and support improve outcomes. Issues such as deteriorating mental health, poverty, and access to safe, warm and dry housing are complex and require long-term joined-up responses. Council does not hold all the levers and must work in partnership with central government, iwi, child and youth organisations and communities to create positive change.	Target our support to those children and young people facing the greatest disparities in outcomes. This is an equity-based approach that targets support to those who need it most. Achieving equity requires us to examine the barriers some children and young people experience that mean they do not have access to the same opportunities or achieve the same outcomes. It may require additional resources and different approaches.
Effective and mana-enhancing	A voice in decision-making
Use best practice, mana enhancing and culturally grounded ways of working to deliver more impact. These are based on foundational principles important to working effectively with children and young people: · culturally responsive · strengths-based · whānau-centred · co-designed. Targeting support to key life stages (first 1000 days and early adolescence) can also deliver more long-term impacts.	Ensure children and young people have a voice in decisions that impact them. Rangatahi feel they remain under-represented and largely voiceless in community decision-making. They are often considered the leaders of tomorrow, but many are already leaders today. Rangatahi feel that government agencies do not listen or when they do listen, they do not act on what they hear. To develop rangatahi potential will require adults to empower them to take an active role in decision-making.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. Children and young people told us about their love for Auckland’s environment including the beaches, parks and open spaces. They want to be connected to nature and care for the environment.

44. Council kaimahi told us that children and young people are experiencing climate anxiety, and that climate disruption will have significant impacts on Auckland and in particular children and young people. The decisions we make today will have long-term and far-reaching impacts for generations to come.

45. One of the five focus areas is climate and the environment. Through renewed commitment to the wellbeing of children and young people we can promote a strong child and youth voice in climate action and decision-making.

46. Through the civic voice focus area, we can help to build the leadership and capability of our young people to enable them to be involved in leading climate change action and being part of the change they want to see in Tāmaki Makaurau.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Council’s commitment to children and young people through Thriving Rangatahi sits under Nga Hapori Momoho / Thriving Communities which is a core strategy for the whole council group.

48. Council staff and the Youth Advisory Panel have participated in the development of the focus areas and helped identify the roles and activities we do that support the wellbeing of children and young people.

49. We will continue to work with council staff to develop tools and build capability to implement the new ways of working and ensure children and young people have a voice in decision-making.

50. We are working to build relationships with council-controlled organisations to create a joined-up response across the council group and embed the focus areas, ways of working (key shifts, investment principles), and youth voice.

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

Local impacts and local board views

51. Local boards play a pivotal role in understanding and responding to the needs of children and young people and whānau in their local areas.

52. Thriving Rangatahi recognises that the needs of children and young people vary across communities. This means shifting from one-size fits all to more targeted approaches that respond to local community needs and enable community-led solutions.

53. Many local boards have statements and objectives in their plans to meet the needs of children and young people in their area. Local boards are delivering wellbeing outcomes through their work plans and responding to the diverse needs of their communities.

54. We held workshops with 21 local boards during July and August to introduce the new approach of nesting strategic priorities for children and young people under Ngā Hapori Momoho.

55. During the workshops we asked for initial feedback and answered questions about the review findings and how we will action council’s continued commitment to supporting the wellbeing of children and young people.

56. We analysed the feedback and the key themes are summarised below:

· Council struggles with ensuring a diverse youth voice is represented in decision-making and there is a desire for more information and advice on this.

· Safe and affordable transport options are a key issue for local boards.

· There were mixed responses to the climate and environment focus area with some local boards very happy to see this clearly represented and others were unsure if this was as important as other focus areas.

· There were many questions and comments about council’s role. Some local boards agreed our actions deliver wellbeing outcomes; however some local boards were concerned about overlap with central government’s role.

· Local boards were very interested in how Thriving Rangatahi can be implemented at a local level and how this relates to other strategies.

57. Feedback from local boards has helped to shape Thriving Rangatahi. For example, more information on council’s role and the actions council can take to support children and young people was added to address some of the concerns.

58. A full summary of feedback from the 21 local board workshops and how it has been considered, is attached to this report (refer to Attachment B of the agenda report).

Tauākī whakaaweawe Māori

Māori impact statement

59. Tamariki and rangatahi are taonga, treasured members of Māori communities and whānau.

60. Over half of the Māori population (50.1 per cent) in Auckland are under 25 years old.

61. Māori children and young people are more likely than the rest of the Auckland population to face disparities across multiple outcomes, including many measures in health and wellbeing.

62. Thriving Communities, Kia Ora Tāmaki Makaurau, and the Independent Māori Statutory Board Māori Plan all emphasise whānau and youth wellbeing as an issue of significance.

63. Māori children and young people made up 12 per cent of total engagement responses for the review of I Am Auckland, and 25 per cent of participants in targeted engagement methods such as empathy interviews and spoken word poetry workshops.

64. The voices of tamariki and rangatahi Māori provided valuable insights for the development of the Thriving Rangatahi focus areas and the four ways of working.

65. Culturally appropriate and mana-enhancing ways of engaging are crucial to achieving better outcomes for tamariki and rangatahi Māori.

66. Te ao Māori, in alignment with evidence and best practice, tells us that the wellbeing of children and young people is interconnected to the wellbeing of whānau.

67. Applying a whānau lens to services and programmes allows council to uplift the wellbeing of children and young people through achieving positive outcomes for their whānau.

68. Uplifting the voices of tamariki and rangatahi Māori and prioritising their needs and aspirations in the design of spaces and programmes offered by council will create a welcoming and safe environment for all whānau. Welcoming spaces, programmes and services are essential to ensuing everyone has access to the same opportunities.

69. Thriving Rangatahi is a commitment by council to work differently. Targeting resources to achieve more equitable outcomes, partnering with others; and working in ways that are mana-enhancing and culturally appropriate will support improved outcomes for tamariki and rangatahi and whānau Māori.

Ngā ritenga ā-pūtea

Financial implications

70. There are no additional budget implications arising from the decision in this report.

71. Thriving Rangatahi is nested under Ngā Hapori Momoho which does not have specific budget attached to it. The strategy provides focus for the use of council’s existing resources and investment, and direction on how we need to work to deliver more impact.

72. Local boards can target their resources to the needs of their communities. This can include decisions on how facilities and open spaces are used and designed, what programs are delivered, and which partners they collaborate with in the community.

73. Any additional investment to support new activities for children and young people will go through normal long-term and annual planning budget processes.

74. The policy work to develop Thriving Rangatahi has been delivered through existing resources (staff time and some costs for engagement and materials).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

75. The table below presents the key risk to council through this work and how it can be mitigated.

Table 3 Risk and mitigation

Then

Possible mitigations

The “nested” approach results in a real or perceived loss of focus on the needs of children and young people in Auckland.

Trust and relationships between council and stakeholders (children and young people, partners, for example) could weaken.

Council’s reputation is challenged because it is not seen to be prioritising a critical population group.

Strategic investment decisions directed at child and youth wellbeing do not improve outcomes.

A low reputational, strategic, and delivery risk.

Thriving Rangatahi includes a clear mandate to focus on children and young people, which clarifies council’s role and commitment.

Socialise with staff and leverage off current traction with the implementation of Ngā Hapori Momoho.

A monitoring and evaluation framework will be developed aligned to Ngā Hapori Momoho to hold the council group accountable for its commitment to child and youth wellbeing.

Staff are involved in the creation of implementation tools and frameworks.

Ngā koringa ā-muri

Next steps

76. After receiving formal feedback from local boards at their September business meetings, staff will present Thriving Rangatahi to the Policy and Planning Committee in November for approval.

77. If approved, staff will develop a monitoring and evaluation framework aligned with Ngā Hapori Momoho. The timeline for this work is subject to the development of a performance measurement framework for the long-term plan.

78. Staff will continue to develop tools such as best practice engagement guidelines to help build capability for implementation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Thriving Rangatahi	69
b ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Local board feedback from Thriving Rangatahi workshops	107

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - September 2024

File No.: CP2024/13447

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024/2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024/2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whiwhi / receive the September 2024 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed thru an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A of the agenda report provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024/2025.This report also includes the following attachments:

· Attachment B of the agenda report is a quarterly update on road maintenance activities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

13. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

14. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

16. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

17. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

18. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

19. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 17 July 2024 business meeting. This report provides the first quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

21. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

22. AT’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

23. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

24. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

25. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

27. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

28. After local boards receive this report, AT will respond to any additional resolutions.

29. The next quarterly report is planned for November 2024.

30. In October or November 2024, AT will conduct its annual forward works programme brief which starts the process to develop the Kōkiri Agreement 2025/2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Schedule of Kōkiri Agreement updates	115
b ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Kōkiri Quarterly Maintenance and Renewals September	123

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Principal Advisor Strategic Relationships – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Urgent Decision: Kaipātiki Local Board feedback into Council's submission on New Zealand’s Second Emissions Reduction Plan (ERP2)

File No.: CP2024/10825

Te take mō te pūrongo

Purpose of the report

1. To receive the decision made using the local board’s urgent decision-making process (resolution number KT/2022/227) to provide local board input for inclusion into Auckland Council’s submission on New Zealand’s Second Emissions Reduction Plan (ERP2).

Whakarāpopototanga matua

Executive summary

2. The second emissions reduction plan (ERP2) will outline the actions that the Government intend to take to reduce emissions in New Zealand during the second half of the emissions budget period (2026-2030). The ERP2 is a key tool to bring the Government’s climate strategy to life.

3. The second emissions reduction plan focuses on sectors that are the key drivers of emissions – energy, transport, agriculture, forestry and waste. The actions in the second emissions reduction plan have been guided by two principles:

· Principle one: we will remove barriers to enable rapid investment in a climate response that also grows the economy and increases productivity (a ‘least-cost’ transition).

4. This approach means there will be a focus on activities that benefit both the climate and the economy, making sure the choices that are made are effective, efficient and flexible enough to support us on our journey while enabling New Zealand to continue to thrive.

· Principle two: we will meet our targets by a mixture of actions that reduce our overall emissions, alongside activities that remove greenhouse gases from the atmosphere (a ‘net-based’ approach).

5. Using targets that are focused on ‘net emissions’ means it will balance the amount of greenhouse gases that are produced with activities that take those emissions out of the atmosphere to reach the overall targets. This gives more options to meet the targets and to take advantage of the unique landscape which enables activities that remove greenhouse gases from the atmosphere, such as growing trees.

6. The full discussion document can be found here.

7. The discussion document sets out how emissions pricing, and the New Zealand Emissions Trading Scheme in particular, will play a central role in the climate change response. Generally, the approach outlined in the discussion document is to support emissions pricing to drive net emission reductions where it is most effective to do so.

8. The document also outlines seven key policies which the Government believes will have the greatest impact on reducing emissions, alongside other actions in each sector:

· Increasing renewable energy by reducing the consenting burden through Electrify NZ

· Targeting 10,00 public EV chargers by 2030

· Lowering agricultural emissions by giving farmers the tools to reduce emissions and through fair and sustainable pricing of on-farm agricultural emissions by 2030

· Inventing in resource recovery through the Waste Minimisation Fund

· Improving organic waste and landfill gas capture

· Improving public transport

· Investigating carbon capture, utilisation and storage (CCUS).

9. The ERP2 is likely to affect the Auckland region in the following ways:

· It will set specific sectoral direction regarding actions to be taken to reduce emissions, particularly for public transport, waste and energy transition.

· It will result in increased reliance on the Emission Trading Scheme (ETS) and private sector investments to finance mitigation actions with a reduction in central government funding and incentives (e.g. Climate Emergency Response Fund, Government Investment in Decarbonising Industry), incentives for electric vehicles …).

· There will be a reduced focus on gross emissions mitigation and a stronger reliance on forestry sequestration and market-led initiatives (including capture and storage systems, even if most of them are not commercially viable and will also take many years to evolve). Indirectly, this would jeopardise Auckland Council's climate interventions and outreach efforts aimed at empowering the community and businesses to significantly lower their carbon footprints while promoting the many co-benefits such as saving money and enhancing resilience in the face of climate events.

10. The consultation material can be found here.

11. The Members’ briefing was held on Monday 5 August 2024.

12. Formal feedback from local boards needed to be received by Thursday 8 August 2024 to be considered for incorporation into the Auckland Council submission, or by Friday 16 August 2024 to be appended to the submission.

13. The draft Auckland Council submission was circulated with members on Monday 12 August 2024 and the report went to the Planning, Environment and Parks (PEP) Committee on Thursday 15 August 2024.

14. The next Kaipātiki Local Board business meeting is scheduled for 18 September 2024; therefore, the urgent decision process was used to formalise the local board’s feedback.

15. After the consultation period ends, the government agencies working on the emissions reduction plan will review submissions and will include their findings in advice to Ministers. A summary of submissions will support Cabinet decisions on the second emission reduction plan, which will be published by the end of 2024.

16. A copy of the final Kaipātiki Local Board feedback approved under urgent decision can be found in Attachment A of this report.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whiwhi / receive the urgent decision made on Friday 16 August as set out in Attachment A of this agenda report, providing local board feedback for inclusion in Auckland Council’s submission on New Zealand’s Second Emissions Reduction Plan (ERP2).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Urgent Decision and Feedback from KLB - New Zealands Second Emissions Reduction Plan	129
b ⇩	18 September 2024 - Kaipātiki Local Board business meeting - Memo: Auckland Council submission on New Zealand’s Second Emissions Reduction Plan (ERP2)	135

Ngā kaihaina

Signatories

Authors	Jacinda Gweshe - Democracy Advisor
Authorisers	Trina Thompson - Local Area Manager

Kaipātiki Local Board

18 September 2024

Addition to the 2022-2025 Kaipātiki Local Board meeting schedule

File No.: CP2024/13227

Te take mō te pūrongo

Purpose of the report

1. To seek approval for three meeting dates to be added to the 2022-2025 Kaipātiki Local Board meeting schedule in order to accommodate the Annual Budget 2025-2026 (Annual Plan) timeframes and the Marlborough Park Youth Hall Expression of Interest process.

Whakarāpopototanga matua

Executive summary

2. The Kaipātiki Local Board adopted its 2022-2025 meeting schedule on Wednesday 7 December 2022 (resolution number KT/2022/241).

3. At that time the specific times and dates for meetings for local board decision-making in relation to the local board agreement as part of the Annual Budget were unknown.

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

5. At this meeting, the local board is also being asked to approve an additional meeting on Wednesday 23 October 2024 to meet the Marlborough Park Youth Hall Expression of Interest timelines. The Request for Proposal (RFP) closes on 20 September 2024, RFP evaluation will be completed on 27 September 2024 and successful and unsuccessful suppliers will be advised on 24 October 2024.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / approve the addition of three meeting dates to the 2022-2025 Kaipātiki Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes and Marlborough Park Youth Hall Expression of Interest process as follows:

i) Wednesday, 23 October 2024 at 10.00am

ii) Wednesday, 30 April 2025 at 10.00am

iii) Wednesday, 11 June 2025 at 10.00am.

Horopaki

Context

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

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

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

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

8. The Kaipātiki Local Board adopted its 2022-2025 business meeting schedule during its 7 December 2022 meeting (resolution number KT/2022/241).

9. The timeframes for local board decision-making in relation to the Annual Budget and Marlborough Park Youth Hall Expression of Interest timelines were unavailable when the meeting schedule was originally adopted.

10. The board is being asked to make decisions in late-April / late May and early-June 2025 to feed into the Annual Budget processes. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The local board has two options for incorporating the meeting dates:

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

ii) Include the meetings as extraordinary meetings.

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

13. For option two, only the specific topic may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget process or the EOI for the Marlborough Park Youth Hall could be considered at these meetings.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. If the local board decides not to add this business meeting to the meeting schedule this would result in the input of the local board not being able to be presented to the Governing Body for consideration and inclusion in the Annual Budget.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Jacinda Gweshe – Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

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