Agenda of Ōrākei Local Board - Thursday, 19 September 2024

1 Nau mai | Welcome

Chairperson S Milne will welcome those present with a karakia.

2 Ngā Tamōtanga | Apologies

An apology from Deputy Chairperson S Powrie and Member A McPhee had been received.

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōrākei Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 15 August 2024, and the ordinary minutes of its meeting, held on Thursday, 29 August 2024, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Ōrākei 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.”

Ōrākei Local Board

19 September 2024

Waiatarua Reserve – Landowner Approval – additional building for Mens Shed Auckland East

File No.: CP2024/13486

Te take mō te pūrongo

Purpose of the report

1. To seek a decision from the Ōrākei Local Board on the landowner approval application from Mens Shed Auckland East Incorporated to build a new building at Waiatarua Reserve, Abbotts Way, Remuera, Auckland.

Whakarāpopototanga matua

Executive summary

2. The applicant, Mens Shed Auckland East Incorporated (MSAE), seeks landowner approval to build an additional building in Waiatarua Reserve, 98 Abbotts Way, Remuera (Figure 1).

3. The proposal does not align with the ‘climate action’ outcome or ‘our environment’ outcome in the Ōrākei Local Board Plan 2023 which aims to protect the natural environment as the proposal will remove open reserve land from the network.

4. The proposal does align with the ‘our people’ outcome of the Ōrākei Local Board Plan 2023 which recognises community groups within the Ōrākei Local Board area. MSAE is an organisation which works with older adults in the area to promote mental health and share skills.

5. The Ōrākei Local Parks Management Plan is pending finalisation. Staff recommend that this plan should be finalised prior to the board contemplating approval for a new building and lease. Staff therefore recommend that the proposal is declined.

6. Council specialists recommend declining the application as they consider the information received insufficient to make an informed decision, insufficient available funding, impacts on climate, and removal of the park from the open space network.

7. If the local board chooses to approve the application, a lease will be required to formalise the occupation under section 54 (1) of the Reserves Act 1977.

8. This report is being presented at a business meeting of the local board at the local board’s request. A business meeting will allow the opportunity for local board members to debate the merits of the application before reaching a decision.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) whakahē / decline the landowner approval application from Mens Shed Auckland East Incorporated (Mens Shed) seeking landowner approval to build an additional building in Waiatarua Reserve, 98 Abbotts Way, Remuera.

Horopaki

Context

Background

9. There are 12 Mens Sheds in the Auckland region. Mens Sheds were originally established to bring men together in one community space to share their skills and work on practical tasks individually or as a group.

10. MSAE has been in existence for eight years. According to the website, MSAE is currently open to members on Tuesday from 9am until 3pm, and on Wednesday to Saturday from 9am until 12pm. MSAE is closed on Sunday and Monday.

11. The current layout consists of a shed and a barn, as well as a storage container and hazardous goods store (which were approved by the Ōrākei Local Board in January 2024).

12. MSAE currently has a membership of 220. This has increased from 2021 when there were approximately 170 members.

13. A maximum occupancy figure of 50 has been set by the MSAE’s Committee. Although the ablutions will accommodate a greater number, 50 is considered an absolute maximum because of the management of health and safety issues associated with congestion in the timber and metal workshops.

14. To accommodate its growth, the MSAE must either expand or cap its membership.

Proposal at Waiatarua Reserve

15. The proposed building will be owned and maintained by MSAE.

16. The proposed building will be a permanent addition to Waiatarua Reserve (see Figure 2).

17. Several young trees will need to be removed from the park to accommodate the works and an area of open space will be permanently lost.

18. The location is currently a flat grassed area with several trees. This location is the only viewshaft into Waiatarua Reserve from Abbotts Way (see Figure 3).

'ŽfăîŻț-
Road

Figure 1. Aerial view of Waiatarua Reserve

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Figure 2. View of current MSAE buildings and proposed location for expansion

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Figure 3. Location of proposed new building showing trees to be removed

19. The proposed new building (see Figure 4) is single story (with a mezzanine floor) and 220sqm. The building will allow space for the expansion of activities and increase the capacity for members to use the facilities, it will also provide a new larger meeting room and increased storage space. The duration/life of the building will be 50 years. The proposed layout of the new building is shown in Figure 4.

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Figure 4. Proposed new building layout

20. The building is proposed to be constructed from a kitset. The final design for the building is still to be determined and no details of the kitset have been provided.

21. No architect has been engaged for the project. As the proposed building is a simple industrial arch in nature and main components will be provided as a kitset, the applicant has stated that an architect will not be necessary.

22. MSAE estimate that the new building will cost approximately $759,000. The project will be managed by the MSAE Chair who has advised he is a civil engineer and project management specialist.

23. Access to the new building will be via an extension to the existing driveway that services the barn. No new connections will be needed to Abbotts Way or the carpark. The location will be included in the lease extension and will not be available for public use.

24. The proposal does not have available funding. The applicant is waiting for the landowner approval and the lease extension prior to accessing any available grants. Some funding is available which has been raised by the MSAE. This available fund is at approximately $62,000.

25. The applicant has advised that the building could be used by the wider community however no information has been received to show how this would be undertaken.

26. MSAE believe that the new building will be required for many decades. In the event of the lease being discontinued, MSAE states that it will either remove the building or negotiate with council for transfer of ownership for community purposes.

27. MSAE has advised that visitors are hosted at the premises and they have not received any negative comments from them regarding their expansion plans.

28. The proposal requires the removal of at least two trees from within Waiatarua Reserve. Should the application be approved, the applicant will be required to supply an arborist report to be accepted by the urban forest specialist.

29. The arborist report will require mitigation to be undertaken by the applicant as well as conditions in relation to tree removal and maintenance of any new planting. This will all be at the applicant’s cost.

Alternative options

30. An alternative location for a third building would be within the reserve, north of the current lease in an area used for overflow parking. This is not preferred by MSAE as it is detached from the current existing lease location.

31. An alternative to the new building would be a minor extension to the existing lease. It will be limited to providing an enlarged meeting room and metal workshop. The applicant has stated that this does not achieve the principal objective of accommodating workshops congestion from long-term growth.

32. There is also an option of creating a second Mens Shed (or Community Shed) within the Ōrākei catchment. A second shed requires firstly a core team of dedicated enthusiasts and secondly a locally available area of land preferably with a building of at least 250 sqm. The applicant has stated that neither of these appeared to be available.

33. The applicant has stated that the only viable option is to start a new Mens Shed at another location in the Ōrākei area.

34. The applicant has stated that the MSAE has been opening on Mondays to accommodate members, however, no further discussion has been undertaken regarding an extension of the current operating hours.

Waiatarua Reserve

35. Waiatarua Reserve is a large park. It is New Zealand's biggest urban wetland restoration project. Recreational opportunities include a basketball half court, gravel path network through the reserve, picnic tables, play equipment, seating and skate facilities. There are also several bird viewing areas within the park. It is accessed from Abbotts Way, Grand Drive, and Towle Place.

36. The building is proposed to be located on an area legally described as Part Lot 3 DP 68674. It is held in fee simple by the Auckland Council and is subject to the provisions of the Local Government Act 2002.

37. The Ōrākei Local Park Management Plan is pending finalisation. Staff recommend that this plan should be finalised prior to the board contemplating approval for a new building and lease. The draft plan focuses on enhancing natural and cultural heritage values and improving recreational provision (play outcomes and toilet development) at the reserve.

38. The proposed site was selected because MSAE already occupy the location to the east of the site. The current lease will expire on 14 February 2028. The proposed site will allow connection with the current location and the two sites can be united into the same new lease.

39. There are no known archaeological sites within the reserve.

40. Public notification and iwi consultation are required as part of any lease extension and have not taken place.

Tātaritanga me ngā tohutohu

Analysis and advice

Specialist input

41. The following council specialists have reviewed the application and provided their feedback:

Specialist	Feedback
Parks and Places Specialist	Does not support project. · Further information is required to make a business case. · No confirmation of funds raised for the new building – need further information regarding the financing of the new building. · No confirmation of exploration around whether or not this building could support a broader community reach. · Concerns as to whether the current buildings are being fully utilised especially in regards to opening hours. · The entry to Waiatarua is important to those who visit the park for recreational use, and it’s not desirable frontage for the park to have multiple buildings as opposed to greenery and ngahere.
Parks Planning	Does not support project. · Will take the advice of the Parks and Places Specialist as it relates to the use and future use of the reserve.
Area Manager	Does not support project. · Need further information to understand the MSEA financial model and how the new build will be sustained. · Need to justify the requirement for a new building within the context of the current shed opening hours. · Agrees with the concerns raised by the Parks and Places Specialist.
Facilities Manager	No concerns from an operational perspective. No carpark space may be used for the construction.
Urban Forest Specialist	Project requires the removal of trees within the reserve. · A full arborist report will be required. · All tree removals will require mitigation to be confirmed by the urban forest specialist.
Closed Landfill Management Specialist	Asset Owner Approval is required.
Asbestos Specialist	It is likely that ACM is present.
Leasing Specialist	Landowner Approval is required before a new lease can be granted. Further information regarding the funding of the new building is required.
Local Park Management Plan Specialist	It is preferable that the plan is finalised before the board contemplates approval for the additional men’s shed structure. The draft plan focuses on enhancing natural and cultural heritage values and improving recreational provision (play outcomes and toilet development) at the reserve.
Service and Asset Planning Specialist	No position on the current and future buildings. Following the review of our services assets, there will be more of an idea of the importance of the building within the overall portfolio.

Options

42. The local board has two options. Option one is to decline the application. This is the recommended option. Specialists do not support the application due to the removal of reserve land from the network and a lack of information from the applicant including confirmation of funding, investigation into available alternative options, and lack of community and iwi consultation.

43. Option two is to approve the application. If the application is approved, a lease extension will be required. The lease extension will need to be considered in an additional report and added to the future work programme.

44. The Parks and Community Facilities Department is aiming to reduce the incremental increase of structures in parks. However, Parks and Community Facilities does recognise that the applicant is a community organisation which is known to be active in the community and provide many benefits.

45. Negative impacts of the building, such as loss of amenity, could be improved by having the building painted to match the existing buildings and the addition of improved landscaping and trees within the location. MSAE would also have to ensure the building is secure as there have been burglaries and graffiti attacks in the past.

46. No public notification has been undertaken so no information is available on whether the public support the new MSAE building.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. This proposal will remove reserve open space land from the network.

48. Waiatarua Reserve is a unique wetland located within the Tāmaki Ecological District. The wetland in Waiatarua Reserve is the largest urban constructed wetland in New Zealand.

49. The reserve has Conservation Zoning under the Auckland Unitary Plan. The ecological importance of this area is underlined by its status as a Significant Ecological Area (SEA) (SEA_T_5287).

50. Any new development within the reserve should carefully consider any potential impact on the restoration and preservation of the balance between the wetlands, the wider environment in the reserve and recreational outcomes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51. The proposal has no identified impacts on other parts of the council group.

52. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

53. There are no identified impacts on other local boards within the Auckland region.

Tauākī whakaaweawe Māori

Māori impact statement

54. 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.

55. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata – Māori Responsiveness Framework, Kia Ora Tāmaki Makaurau – the Māori Outcomes Performance Measurement Framework.

56. No iwi consultation has been undertaken in regarding to the proposal to date. There are no known archaeological sites or sites of significance to Māori, identified within the proposed vicinity of the proposal. A condition of the landowner approval if approved will be the applicant complies with all Accidental Discovery protocols.

57. Iwi consultation will be required if a lease extension is undertaken.

Ngā ritenga ā-pūtea

Financial implications

58. There are no financial impacts for this proposal for council. The applicant, MSAE, will source their own funding to build and maintain the proposed building.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. There is a risk that public opinion does not support the extension of the MSAE further into the reserve.

60. There is a risk to council that the MSAE-owned building could be left to council if MSAE leaves the property and is no longer operating. In this case there is a financial risk to council as future repair and maintenance will need to be undertaken.

61. A limited amount of information has been received by staff. Staff do not consider the information received sufficient to make an informed decision.

Ngā koringa ā-muri

Next steps

62. Staff will advise the applicant, MSAE, of the decision made by the local board.

63. If the local board approves the application, a lease extension will be required to extend the existing lease to cover the new portion of the reserve.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Kate Burson - Land Use Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Adoption of Eke Panuku Ōrākei Local Board Engagement Plan 2024/2025

File No.: CP2024/11030

Te take mō te pūrongo

Purpose of the report

1. To adopt the Eke Panuku Development Auckland Ōrākei Local Board Engagement Plan 2024/2025.

Whakarāpopototanga matua

Executive summary

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

3. The proposed engagement approach provides an opportunity to tailor interactions with the local board based on project priorities and local relevance, ensuring efficient and effective use of resources.

4. The engagement plan (attachment A to the agenda report) records Eke Panuku and the local board’s commitment to work together. It includes:

· Eke Panuku responsibilities

· local board commitments

· detailed engagement approach

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

5. The engagement approach consists of:

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

· Ongoing engagement – Eke Panuku will provide a six-monthly memorandum to update the agreed list of activities

· Reactive engagement - Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding to the local board’s queries and requests for information promptly. This also includes informing the local board of any changes as needed.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) whai / adopt the Eke Panuku Development Auckland Ōrākei Local Board Engagement Plan 2024/2025.

b) tuhi ā-taipitopito / note that Eke Panuku will provide a six-monthly memorandum to update the local board on the following items:

i. 78 Merton Road

ii. 84 -100 Morrin Road

iii. 84a Morrin Road

iv. 6 Clonbern Road

v. Ōrākei request for service property optimisation

vi. Meadowbank Community Centre, Tahapa Hall, 4 Victoria Avenue

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

Horopaki

Context

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

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

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

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

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

11. Eke Panuku has two core functions:

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

Key principles for working together

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

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

· transparent and timely communication with no surprises;

· understanding and acknowledgement of shared responsibilities between the parties;

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

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

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

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

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

Annually

· Review the engagement plan.

· Confirm the list of local activities to be included in the engagement plan.

· Report to the local board to formally adopt the engagement plan.

Ongoing engagement

· Provide a six-monthly memo to update the agreed activities in the schedule in Appendix A in the engagement plan.

· Provide information memos and briefings as required.

Activity criteria

· Activities of governance interest to the local board.

· Activities that require community engagement or consultation.

· Activities in the local board area with high public and media interest.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

24. The adoption of the engagement plan 2024-2025 between the local board and Eke Panuku does not have financial impacts on local boards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Ōrākei Local Board Engagement Plan 2024/2025	19

Ngā kaihaina

Signatories

Author

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Jo Brothers - Acting General Manager Community and Stakeholder Relations

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Ōrākei Local Board Annual Report 2023/2024

File No.: CP2024/13044

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2023/2024 Annual Report for the Ōrākei 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 Ōrākei Local Board:

a) whai / adopt the draft 2023/2024 Ōrākei 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 ⇩	Draft Ōrākei Local Board Annual Report 2023/2024	29

Ngā kaihaina

Signatories

Author

Sugenthy Thomson - Lead Financial Advisor

Authorisers

Faithe Smith – Manager Local Board Financial Advisory

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Approval for four new road names at 80 Korere Terrace and 30 Kauriki Terrace, Stonefields

File No.: CP2024/13023

Te take mō te pūrongo

Purpose of the report

1. To approve the names for two new roads being created by way of the subdivision development at 80 Korere Terrace, Stonefields.

2. To approve the names for two new roads, which will be created by way of a future subdivision development at 30 Kauriki Terrace, Stonefields.

Whakarāpopototanga matua

Executive summary

3. A resource consent was issued on 28 February 2024 for the construction of 29 residential units and associated subdivision at 80 Korere Terrace, Stonefields. This subdivision development is Stage 1 of a larger development. A resource consent application for Stage 2 of the development at 30 Kauriki Terrace, Stonefields is currently being processed by the Council Resource Consents team.

4. The New Zealand Road Naming Standards require that in this particular instance, a road name is necessary in the interests of public safety and administration and the Ōrākei Local Board has been delegated the responsibility for the naming of new roads in this local board area by Auckland Council.

5. The developer, Fletcher Residential Ltd, has proposed the following names for roads within Stages 1 and 2, for consideration by the local board:

Road Number	Applicant’s Preference	Alternative	Alternative
80 Korere Terrace (Stage 1)
Road 1	Koinaki Road	Kohatu Road	Cygnet Road
COAL 1	Reitu Rise	Titaha Lane	Tara Iti Lane
30 Kauriki Terrace (Stage 2)
Road 2	Kohatu Street	Reitu Rise	Pukeko Rise
COAL 2	Sarsen Place	Cygnet Place	Pukeko Way

6. Those names are assessed in this report by the council’s technical specialists as all being acceptable for the location and are now presented to the Ōrākei Local Board to consider which if any name might be approved under the delegation.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the following names for the two new roads created by a development undertaken by Fletcher Residential Ltd at 80 Korere Terrace, Stonefields, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90116870, resource consent reference BUN60421394).

i. Koinaki Road (Road 1)

ii. Reitu Rise (COAL 1)

b) approves the following names for the two new roads which will be created by way of a future subdivision undertaken by Fletcher Residential Ltd at 30 Kauriki Terrace, Stonefields, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90116870).

i. Kohatu Street (Road 2)

ii. Sarsen Place (COAL 2)

Horopaki

Context

7. Resource consent reference BUN60421394 was issued on 28 February 2024 for the construction of 29 new residential units and associated subdivision, creating one public road to be vested to Council and one Commonly Owned Access Lots (COAL). This subdivision development is Stage 1 of a larger development undertaken by Fletcher Residential Ltd. Fletcher Residential Ltd is proposing a residential development at 30 Kauriki Terrace involving the construction of 34 residential units and the creation of a new public road and a COAL.

8. The Australian and New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the NZ Standards) require that in most instances, a road name is required in the interests of public safety and administration when the accessway services more than five dwellings, as in this instance.

9. The Ōrākei Local Board has been delegated by Auckland Council the responsibility for the naming of new roads within this local board area and as required by section 319(1)(j) of the Local Government Act 1974.

10. To aid developers, the Ōrākei Local Board has provided the Ōrākei Local Board Road Naming Policy and Guidelines (the Guidelines) that set out the requirements and criteria for obtaining road names within the area. The Guidelines state that where a new road needs to be named, the subdivider/developer shall provide one preferred and several alternate road names for the local board’s consideration.

11. The developer in this instance, Fletcher Residential Ltd, has proposed the following names for consideration by the local board:

Road Number	Applicant’s Preference	Alternative	Alternative
80 Korere Terrace (Stage 1)
Road 1	Koinaki Road	Kohatu Road	Cygnet Road
COAL 1	Reitu Rise	Titaha Lane	Tara Iti Lane
30 Kauriki Terrace (Stage 2)
Road 2	Kohatu Street	Reitu Rise	Pukeko Rise
COAL 2	Sarsen Place	Cygnet Place	Pukeko Way

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

13. The proposed names are assessed against both the NZ Standards and the Guidelines, so that the local board can have confidence in its decision-making.

14. Having identified the necessity for a road name, the NZ Standards require that the name chosen is not duplicated in proximity and that the roading typology (Road, Place, Lane, Rise, Street, Way, etc.) is suitable for this particular situation. These matters are considered by direct consultation with Land Information New Zealand (LINZ), which has responsibility for ensuring that addressing matters comply with the NZ Standards across New Zealand.

15. The Guidelines contain three principles to aid the consideration of an appropriate name:

Principle 1: Road names to minimise confusion

This Principle and the helpful “Road Naming Criteria” contained at Appendix B addresses the same public safety and prevention of administrative confusion matters that are set out in the NZ Standards. It is therefore considered that the requirements of Principle 1 would be considered to have been met in the event the proposed road names are technically acceptable to LINZ.

Principle 2: Road names to reflect the heritage of an area

At section (2), Principle 2 states that: “Proposed names should reflect the historical or cultural or existing thematic or environmental identity of an area, to recognise the unique characteristics of that area and possibly the community.” This provides a lens through which the appropriateness of a road name might be considered.

Section (4) requires that “The Board expects that there will be consultation with the local residents’ and local business associations, local special interest groups, historical societies and mana whenua to develop new names.” Assessment of this section provides the local board certainty that consultation has taken place with the groups most appropriate to determining the acceptability of a particular name.

Section (7) states that “Where an ancestral linkage to mana whenua is proposed the applicant must consult with the appropriate iwi to ensure cultural propriety”. This section sets the expectation in relation to the appropriate use of te rēo in road names. Assessment of this component of Principle 2 is undertaken in the Tauākī whakaaweawe Māori section of this report below.

Principle 3: Road Types

This Principle addresses the same matters for consideration in respect to road typology as set out in the NZ Standards, Principle 3 would be considered to have been met in the event the proposed typologies are acceptable to LINZ.

16. The analysis and advice that follow is undertaken with reference to the NZ Standards and the Guidelines and as described above.

Tātaritanga me ngā tohutohu

Analysis and advice

17. The proposed names and their meaning are provided in the table immediately below:

Road Number	Proposed name	Meaning (as described by the applicant)
Road 1	Koinaki Road (applicant’s preference)	The name is suggested by Ngāti Pāoa. The meaning of the name is as follows: We have a revered Ngati Paoa tupuna in Tamaki Makaurau named 'Haora Tipa Koinaki' - 'Koinaki Way' has been proposed to honour one of the last fighting chiefs of Ngati Paoa, who passed away in 1873. (We are happy with Koinaki Lane or Koinaki Crescent)
	Kohatu Road (alternative)	This name is suggested by local residents. Kotahu is translated to stone in Māori.
	Cygnet Road (alternative)	A Cygnet is a baby swan. The name has been proposed by a local resident based on the local birdlife.
COAL 1	Reitu Rise (applicant’s preference)	This name is suggested by local residents. Once there were two beautiful red-haired, green-eyed Puhi (Māori Princesses) living in the Waikato region. The elder sister was named Reitu, and her younger twin was Reipae. Both sisters belonged to the confederation of Waikato tribes and lived before European settlement. They travelled together to Maungarei, also known as the Watchful Mountain, and often referred to as the Mountain of Reipae. Reipae has been honoured with a street named after her in Stonefields. To reunite the twin sisters symbolically, we propose naming one of the new streets Reitu Rise. This act of naming not only honours Reitu but also celebrates the sisters' shared history and their journey. Maungarei, or the Watchful Mountain, is named in connection to Reipae, a revered Tainui ancestor. The sisters travelled north on the back of a sparrowhawk (Kārearea) to Whangarei (Te Whanga-a-Reipae) to marry Ueoneone, a Māori chieftain from Northland. During their journey, they rested on Maungarei, where Reipae claimed the mountain. Reitu, having previously named a beach Onerahi ('The beach of quick overhearing'), played an essential role in the region's history. By naming a street Reitu Rise, we not only honour Reitu's legacy but also bring her story close to that of her twin sister, Reipae. This name will ensure that the sisters are remembered together, celebrating their contributions and their connection to Maungarei.
	Titaha Lane (alternative)	This name is suggested by local residents Titaha means "to lean to one side". This name is proposed because the COAL appears to be leaning against the Maunga.
	Tara Iti Lane (alternative)	The Fairy Tern is the rarest and most endangered native bird. It breeds in the Auckland region. The name will help us remember the Fairy tern for many years to come. Tara iti is the Māori word for Fairy Tern.
Road 2	Kohatu Street (applicant’s preference)	This name is suggested by local residents. Kotahu is translated to stone in Māori.
	Reitu Rise (alternative)	This name is suggested by local residents. Once there were two beautiful red-haired, green-eyed Puhi (Māori Princesses) living in the Waikato region. The elder sister was named Reitu, and her younger twin was Reipae. Both sisters belonged to the confederation of Waikato tribes and lived before European settlement. They travelled together to Maungarei, also known as the Watchful Mountain, and often referred to as the Mountain of Reipae. Reipae has been honoured with a street named after her in Stonefields. To reunite the twin sisters symbolically, we propose naming one of the new streets Reitu Rise. This act of naming not only honours Reitu but also celebrates the sisters' shared history and their journey. Maungarei, or the Watchful Mountain, is named in connection to Reipae, a revered Tainui ancestor. The sisters travelled north on the back of a sparrowhawk (Kārearea) to Whangarei (Te Whanga-a-Reipae) to marry Ueoneone, a Māori chieftain from Northland. During their journey, they rested on Maungarei, where Reipae claimed the mountain. Reitu, having previously named a beach Onerahi ('The beach of quick overhearing'), played an essential role in the region's history. By naming a street Reitu Rise, we not only honour Reitu's legacy but also bring her story close to that of her twin sister, Reipae. This name will ensure that the sisters are remembered together, celebrating their contributions and their connection to Maungarei.
	Pukeko Rise (alternative)	This name is suggested by local residents and is proposed due to the large number of Pukeko birds in the area.
COAL 2	Sarsen Place (applicant’s preference)	This name is suggested by local residents., proposed due to interesting rock formations and earthworks.
	Cygnet Place (alternative)	This name is suggested by local residents. It is a reference to the lake near the development.
	Pukeko Way (alternative)	This name is suggested by local residents and is proposed due to the large number of Pukeko birds in the area.

18. The proposed road names have been checked against the NZ Standards in consultation with LINZ. LINZ have confirmed that, as there is no duplication or similarity to other names in close proximity, all names are technically suitable for use at this location. As Principle 1 of the Guidelines addresses the same public safety and prevention of administrative confusion matters that are set out in the NZ Standards, it can be considered that the requirements of Principle 1 have also been met in this instance.

19. Principle 2 section (2) of the Guidelines requires that the road names “… should reflect the historical or cultural or existing thematic or environmental identity of an area, to recognise the unique characteristics of that area and possibly the community.”

20. The proposed names are in keeping with the local street names which are associated with the geology at 'Stonefields' and history associated with mining/the quarry, as well as reflecting the environmental characteristics of the area. For these reasons, it is considered that the Principle 2 section (2) matters have been appropriately addressed.

21. Principle 2 section (4) of the Guidelines anticipates consultation with the potentially affected community and other groups prior to decision making. As per the Orakei Local Board’s request, both the Stonefields Residents Association were consulted by the applicant. Feedback and comments were received from the Stonefield Residents Association. A number of names proposed are suggested by local residents. In summary, there is both support and opposition to the names proposed. Since consultation with potentially affected community groups has been carried out, the Principle 2 section (4) matters are also considered to have been suitably addressed.

22. Principle 2 section (7) requires consideration of ancestral linkages to mana whenua. Consultation was also carried out with Mana Whenua with an interest in the general area. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

23. LINZ has also confirmed that ‘Road’, ‘Street’, Way’,’ Place, and ‘Rise’ are acceptable road types and reflect the form and layout of the COALs and public roads. As Principle 3 of the Guidelines addresses the same matters for consideration as set out in the NZ Standards, it can be considered that the requirements of Principle 3 have also been met.

24. Having provided an assessment against the relevant NZ Standards and the Guidelines in the commentary above, it is therefore considered that the relevant matters have been adequately addressed by the applicant and the preferred road names can be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The decision sought for this report has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

27. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report. The Panmure Historical Society has been contacted for comment and none was received. The preferred name ‘Koinaki’ has been gifted by Ngāti Pāoa who hold mana whenua over this area and therefore it is considered that the local views have been appropriately sought in this instance.

Tauākī whakaaweawe Māori

Māori impact statement

28. To aid local board decision-making, the Guidelines include Principles recognising cultural and ancestral linkages to areas of land through engagement with mana whenua,

29. Prior to the lodgement of the road naming application, Fletcher Residential Ltd has consulted with Ngāti Pāoa. The name ‘Koinaki’ is suggested by Ngāti Pāoa.

30. On 24 July 2024, the council contacted all mana whenua on behalf of the applicant, through the Resource Consenting department’s central facilitation process. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Ngāi Tai Ki Tāmaki

· Te Kawerau ā Maki

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Iwi Trust

· Ngāti Maru

· Ngāti Tamaterā

· Waikato-Tainui

· Ngāti Whanaunga

· Te Patukirikiri

31. By the close of the consultation period, feedback was received from Te Ahiwaru Waiohua confirming their support for the following names:

· Koinaki Road

· Reitu Rise

· Tara Iti Lane

· Pukeko Way

32. This site is not listed as a site of significance to mana whenua.

33. For these reasons it is considered that appropriate mana whenua consultation has taken place and that the preferred names, including those gifted by mana whenua, can be supported.

Ngā ritenga ā-pūtea

Financial implications

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

35. The applicant has the responsibility for ensuring that appropriate signage will be installed once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. There are no significant risks to the council as road naming is a routine part of the subdivision development process, with consultation being a key component of that process.

Ngā koringa ā-muri

Next steps

37. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan	49
b ⇩	Location Map	51

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Thriving Rangatahi

File No.: CP2024/13277

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 (Attachment A).

6. It has five focus areas based on the review findings and what children and young 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 Ōrākei Local Board:

a) ohia / endorse Thriving Rangatahi, the council’s commitment and plan to support the wellbeing of children and young people, 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 (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 (Attachment B).

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 is 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 ⇩	Thriving Rangatahi	63
b ⇩	Local board feedback from Thriving Rangatahi workshops	83

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

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

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

File No.: CP2024/13269

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 Ōrākei 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 though 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.

· Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.

· Attachment B provides a quarterly update on road maintenance and renewals.

11. AT plans to start developing a Comprehensive Parking Management Plan in Newmarket. AT officers will schedule a workshop to discuss the details with the local board as soon as possible and are working with the EMRP. Comprehensive Parking Management plans are detailed, street-by-street analysis of public parking and kerbside space, and identify changes for public consideration. They are the delivery mechanism for 'Room to Move' Auckland's parking strategy, Here is a link: https://at.govt.nz/about-us/transport-plans-strategies/room-to-move-tamaki-makaurau-aucklands-parking-strategy . AT plans to start this work in December 2024.

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 18 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 ⇩	Schedule of Kōkiri Agreement updates	91
b ⇩	Road maintenance and renewals	95

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Kōkiri Report: Local Board Transport Capital Fund

File No.: CP2024/13769

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek decisions from Ōrākei Local Board about three projects in the Kōkiri Agreement. They are all Local Board Transport Capital (LBTCF) projects.

2. Three decisions are required to move three LBTCF projects to construction, being a raised pedestrian crossing at approximately #194 Riddell Road, Glendowie and traffic calming measures on Combes Road, Remuera and Riddell Road, Glendowie (between Whitehaven Road and Hartland Avenue).

Whakarāpopototanga matua

Executive summary

3. This report seeks the local board decisions about LBTCF projects that are recorded in the Kōkiri Agreement.

4. Auckland Transport (AT) seeks three decisions for Local Board Transport Capital Fund (LBTCF) projects; the proposal to install a raised pedestrian crossing at approximately #194 Riddell Road, Glendowie and two proposals to add traffic calming and safety measures to Combes Road Remuera and Riddell Road (between Whitehaven Road and Hartland Avenue), Remuera.

5. The #194 Riddell Road raised crossing proposal was first proposed in 2019, by Glendowie School as part of the community safety programme and its aim was to provide a safe crossing for children attending the school, kindergarten children and those accessing Roberta Reserve.

6. Budget cuts through the Covid years resulted in this project being delayed and then being picked up by the Ōrākei Local Board as part of its LBTCF.

7. It was publicly consulted on in late 2023 and two comments came in from the consultation. That feedback expressed concern with parking loss and the need for further measures to control speeds on Riddell Road.

8. As a result of feedback, AT revised the design to reduce the carpark loss by approximately 11 spaces.

9. The raised crossing project was discussed with the local board in June and July 2024.

10. During detailed design, and discussion with our Healthy Waters colleagues, the crossing was shifted 2.5 metres east to avoid a clash with a stormwater culvert. The crossing was also slightly widened to accommodate recent AT design manual changes and the intersection control for Hartland Avenue was altered from a give way to a stop sign.

11. The designs for Combes Road and Riddell Road were discussed at the local board workshop in June 2024. These are reactive projects and do not need public consultation to proceed to delivery.

12. Construction of all these projects will capitalise on the LBTCF investment so far in design and consultation.

13. This report now requests the local board to authorise the projects to move to construction.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) confirm the Local Board Transport Capital Fund projects as follows:

i) whakamana / authorise Auckland Transport to install a raised crossing at #194 Riddell Road as per the plan advised to the local board in August 2024 and attached to the agenda report.

ii) whakamana / authorise Auckland Transport to install a driver feedback sign on Combes Road per the plan presented to the Ōrākei Local Board at the workshops in June 2024 and recorded in this report.

iii) whakamana / authorise Auckland Transport to safety and speed calming measures as per the plan presented to the Ōrākei Local Board at workshops in June 2024 and recorded in this report.

Horopaki

Context

14. AT manages Auckland’s transport network on behalf of Auckland Council. AT’s Kōkiri Agreement provides a structured annual process for local boards to engage with and influence transport projects and programmes. Every year local boards and AT work together to set ‘levels of engagement’ for projects and programmes that AT is delivering. This process clearly defines the board’s expectations and AT’s responsibilities.

15. The levels of engagement noted in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine, were agreed between Auckland Council and Council Controlled Organisations in 2020; and are as follows:

a) Collaborate - AT and the local board are working 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.

b) Consult - 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.

c) Inform – 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.

16. Any ‘Collaborate’ or ‘Consult’ project involves local board decisions that need to be taken and recorded, this report is to provide the decisions relating to the following:

a) #194 Riddell Road, Raised Pedestrian Crossing

b) Combes Road Driver Feedback Sign

c) Riddell Road (between Whitehaven Road and Hartland Avenue) – Safety and Speed calming Measure

Tātaritanga me ngā tohutohu

Analysis and advice

#194 Riddell Road – Roberta Reserve

17. The #194 Riddell Road proposal was first proposed in 2019, by Glendowie School as a possible inclusion to AT’s Community Safety Programme. The aim of the proposal was to provide a safe crossing for children attending the school, kindergarten children and those accessing Roberta Reserve.

18. Budget cuts through the Covid years resulted in this project being delayed and then being picked up by the Ōrākei Local Board as part of its LBTCF.

19. It was publicly consulted on in late 2023 and two comments came in from the consultation. That feedback expressed concern with parking loss and the need for further measures to control speeds on Riddell Road. No comments were received from Glendowie School.

20. As a result of feedback, AT revised the design to reduce the carpark loss by approximately 11 spaces. Understanding local concerns, the local board also supported a traffic calming project to east of #194 Riddell Road as covered in this report.

21. The #194 Riddell Road project and feedback was discussed with the local board in June and July 2024 and supported to continue to detailed design.

22. During detailed design, and discussion with our Healthy Waters colleagues, the crossing was shifted 2.5 metres east to avoid a clash with a stormwater culvert. The crossing was also slightly widened to accommodate recent AT design manual changes and the intersection control for Hartland Avenue was altered from a give way to a stop sign.

23. These design changes were confirmed by an update letter to the local board in August 2024.

24. AT’s advice is to deliver a raised pedestrian crossing, supported by a Stop Control at Hartland Avenue. See Attachment A.

Combes Road, Remuera

25. The sharp bend in Combes Road has been of concern to residents and a number of crashes have been reported in the past. To address this, AT completed work in 2022 that included a warning sign of the curve with a “25” advisory speed sign, a “Slippery When Wet” sign a chevron board and red “SLOW” markings. Since then, no crashes have been reported but local residents requested further measures be investigated.

26. AT staff provided advice to the local board in June 2024 that a driver feedback sign could be installed prior to the corner to provide advice to motorists and encourage them to slow down. Lack of signage for eastbound traffic approaching the bend was identified so curve warning sign with “25” advisory warning sign will also be installed. See Figure 1 and 2 below.

27. High friction surfacing is not suitable for this location due to the quality of the road surface. If problems persist, high friction surfacing can be considered once Combes Road comes due for resurfacing.

28. This project is a LBTCF project, that is at ‘Collaborate’ level of engagement, so requires the board to authorise the proposed plan

Figure 1 – Proposed works on Combes Road

Figure 2 – Proposed works on Combes Road

Riddell Road, Glendowie (between Whitehaven Road and Hartland Avenue)

29. The local board received complaints of speeding on Riddell Road and additionally requests for a crossing point near the Churchill Club.

30. With the assistance of the local board, AT is installing a raised pedestrian crossing at #194 Riddell Road and at this stage has no plans to install a further crossing point. The location of the Churchill Club on a bend would make installing a crossing in this location challenging.

31. In light of this advice, the local board requested AT to look at some traffic calming measures for this section of Riddell Road which has been the subject of many speeding complaints.

32. At a workshop in June 2024, AT subject matter experts (SME) discussed the options they had reviewed to achieve the project’s objectives.

33. AT’s advice is to install signage including driver feedback sign, red “Slow” markings and to monitor speeds in the area once these improvements are delivered. See Figure 3 below.

Figure 3 – Map of proposed works on Riddell Road

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. 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.

35. 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

36. The projects were initiated by Ōrākei Local Board and do not impact on Council facilities.

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

Local impacts and local board views

37. The projects were initiated by Ōrākei Local Board and were workshopped with members prior to this report being submitted.

38. Local community adjoining projects have been engaged with, where appropriate, and provided generally positive feedback.

Tauākī whakaaweawe Māori

Māori impact statement

39. 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.

40. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua tribes 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

41. In this case, neither decision involves a significant decision in relation to land or a body of water so specific Māori input was not sought.

Ngā ritenga ā-pūtea

Financial implications

42. The decisions in this report do have financial implications, reducing the LBTCF by the following amounts:

a) # 194 Riddell Road - budget allocated at $260,000.

b) Combes Road, Remuera and Riddell Road (between Whitehaven Road and Hartland Avenue – a combined allocated budget of $61,740.00.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. The proposed decisions do have risk, any construction project can be affected by a range of factors including weather, contract availability or discovery of previously un-identified factors like unmapped infrastructure.

44. AT manages risk by retaining a 10% contingency on the projects and historically there are several occasions where the organisation has used budget surpluses in other programmes to support delivery of the LBTCF. However, there is always a small risk that more money may be required from the LBTCF.

Ngā koringa ā-muri

Next steps

45. The following activities or actions are planned:

a) If the Ōrākei Local Board resolves to support the #194 Riddell Road project, then the project will move to construction and will be delivered before June 2025.

b) If the Ōrākei Local Board resolves to support the Combes Road and Riddell Road traffic calming and safety projects, then the projects will be delivered before the end of 2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	#194 Riddell Road Drawing	103

Ngā kaihaina

Signatories

Authors

Lorna Stewart - Elected Member Relationship Manager

John Gillespie – Head Stakeholder / Elected Member Management

Authorisers

Ben Stallworthy – Principal Advisor – Auckland Transport

Glenn Boyd - Local Area Manager

Ōrākei Local Board

19 September 2024

Addition to the 2022-2025 Ōrākei Local Board meeting schedule

File No.: CP2024/13432

Te take mō te pūrongo

Purpose of the report

1. To seek approval for three meeting dates to be added to the 2022-2025 Ōrākei Local Board meeting schedule in order to accommodate the Annual Budget 2025-2026 (Annual Plan) timeframes.

Whakarāpopototanga matua

Executive summary

2. The Ōrākei Local Board adopted its 2022-2025 meeting schedule on 24 November 2022.

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

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

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the addition of three meeting dates to the 2022-2025 Ōrākei Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Thursday 12 December 2024 at 12.00pm

ii) Thursday 1 May 2025 at 12.00pm

iii) Thursday 12 June 2025 at 12.00pm

Horopaki

Context

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

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

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

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

7. The Ōrākei Local Board adopted its 2022-2025 business meeting schedule during its 24 November 2022 business meeting.

8. The timeframes for local board decision-making in relation to the Annual Budget were unavailable when the meeting schedule was originally adopted.

9. The board is being asked to make decisions in late-November 2024 and 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

10. 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.

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

12. For option two, only the specific topic the Annual Budget 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 could be considered at this meeting.

13. 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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. If the local board decides not to add this business meeting to 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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Justin Kary – Senior Local Board Advisor
Authoriser	Glenn Boyd - Local Area Manager

Chairperson	Scott Milne, JP
Deputy Chairperson	Sarah Powrie
Members	Troy Churton
	Angus McPhee
	Penny Tucker
	Margaret Voyce
	David Wong, JP

No.	Title	Page
a ⇩	Workshop Record - 1 August 2024	117
b ⇩	Workshop Record - 8 August 2024	119
c ⇩	Workshop Record - 22 August 2024	121
d ⇩	Workshop Record - 29 August 2024	123

Author	Monique Rousseau - Democracy Advisor
Authoriser	Glenn Boyd - Local Area Manager

Exclusion of the Public: Local Government Official Information and Meetings Act 1987