Agenda of Puketāpapa Local Board - Thursday, 19 September 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Puketāpapa Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Mark Xu and Mark Michaels - The Y update

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Mark Xu and Mark Michaels to present an update from The Y.

Whakarāpopototanga matua

Executive summary

2. Mark Xu and Mark Michaels will present an update on The Y on the programmes and activities they have been involved with the community.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Mark Xu and Mark Michaels for their attendance and presentation.

Attachments

a Presentation The Y in Puketāpapa - September 2024................................ 161

8.2 Waikōwhai resident advocacy group through Te Hotonga Hapori wellbeing study "Community Wellbeing and Lived Experiences"

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for the Waikōwhai resident advocacy group through Te Hotonga Hapori wellbeing study “Community Wellbeing and Lived Experiences” to present.

Whakarāpopototanga matua

Executive summary

2. The Waikowhai resident advocacy group through Te Hotonga Hapori wellbeing study “Community Wellbeing and Lived Experiences will provide an update on their project and present the issues they have identified.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Gillian Ross and the Waikōwhai resident advocacy group for their attendance and presentation.

8.3 Doreen Wakefield - Home Interaction Program for Parents and Youngsters (HIPPY) programme

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Doreen Wakefield (Coordinator) to present on the Home Interaction Program for Parents and Youngsters (HIPPY) program.

Whakarāpopototanga matua

Executive summary

2. Doreen Wakefield, HIPPY Coordinator will present on the HIPPY program and explain how it breaks down barriers and connects people from many ethnicities throughout Puketāpapa.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Doreen Wakefield for her attendance and presentation.

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.”

Puketāpapa Local Board

19 September 2024

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

File No.: CP2024/13468

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 Puketāpapa 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 through an annual process that includes the following steps:

Table 1: Steps for the Kōkiri Agreement’s annual process

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:

Table 2: IAP2 levels of engagement

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

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025. This report also includes Attachment B on the quarterly update on road maintenance activities that will be tabled at the meeting.

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 15 August 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	13
B	Quarterly update on road maintenance activities TO BE TABLED

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers – Local Board Manager

Puketāpapa Local Board

19 September 2024

Joint traffic bylaw review feedback report

File No.: CP2024/11735

Te take mō te pūrongo

Purpose of the report

1. To receive feedback from local boards on the review of the joint Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport and Auckland Council both have powers to make traffic-related rules in Auckland.

3. The current rules are set out in several documents: Auckland Transport’s Traffic Bylaw 2012 (https://at.govt.nz/about-us/bylaws/traffic-bylaw-2012), Auckland Council’s Traffic Bylaw 2015 (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/traffic-bylaw.aspx) and Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches) (https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/bylaws/Pages/public-safety-nuisance-bylaw.aspx).

4. Auckland Transport and Auckland Council are conducting a review of these bylaws which has found that they are largely effective but that there could be efficiencies and improvements.

5. Auckland Transport seeks local board feedback on the proposed changes which will inform the proposals for future public consultation. Feedback is due by 19 September 2024.

6. After public consultation is completed, local boards will be provided with summaries of public feedback. Further feedback will be sought from local boards.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakarite / provide feedback on the proposed changes on the review of Auckland Transport (AT) and Auckland Council (AC) traffic-related bylaws outlined in Attachment A of the agenda report.

Horopaki

Context

Traffic bylaws

7. The use of Auckland’s road space, including some beaches and roads in parks, is regulated by national legislation (laws) and by local government rules through bylaws.

8. Both Auckland Transport and Auckland Council have powers to make traffic-related rules in Auckland. The current rules are contained across the following bylaws:

a) Auckland Transport Traffic Bylaw 2012 (covering the requirements for parking and control of traffic on roads under the care, control, or management of Auckland Transport).

b) Auckland Council Traffic Bylaw 2015 (covering traffic management in public places, like parks, beaches, off-street parking facilities (like libraries and community centres) and council-owned car parking buildings).

c) Auckland Council Public Safety and Nuisance Bylaw 2013 (covering use of vehicles on beaches).

9. Responsibilities for bylaws are allocated by control of the land. Auckland Transport’s rules apply to Auckland’s transport system, while Auckland Council’s rules apply to council-controlled land such as parks and beaches.

10. The bylaws provide a “framework” for regulating vehicle use, traffic and parking on Auckland’s transport system and on council-controlled land. This means that they enable activities like bus lanes to be created. However, the exact locations of the bus lanes are not in the bylaw but are set through resolutions, made later. This works well where there are location-specific needs that change over time.

11. Some topics in the bylaws are not site-specific. This is used where Auckland Transport want the same rule applied everywhere, and do not need a site-specific resolution for instance, to prohibit vehicles from being abandoned on roads or in public places.

Reviewing Auckland’s traffic bylaws

12. A joint review of Auckland’s traffic-related bylaws is being undertaken to ensure they continue to meet the needs of Aucklanders. For example, there have been changes in legislation and technology, and feedback from subject matter experts has indicated that there are things Auckland Transport can do to improve how we use bylaws.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Auckland Transport subject matter experts met with and discussed the traffic bylaw review with the Puketāpapa Local Board at a workshop on Thursday, 22 August 2024.

14. Before that workshop, Auckland Transport and Auckland Council staff reviewed the bylaws across 18 different topics (listed in Attachment A) to identify if there were problems, whether the bylaws helped address those problems, and if there were any alternatives or improvements.

15. There were five possible options for each topic, which align with the statutory options to respond to the Bylaw review findings – retain, amend, replace and revoke. These are outlined in Attachment A.

16. Auckland Transport and Auckland Council advice to local boards can be summarised in the following set of key findings:

a) the current bylaws are generally effective, ensuring that Auckland’s land transport system connects people and places in a way that is safe, effective and efficient, and protects the environment

b) bylaws regulating vehicle use and parking controls by enabling controls to be set ‘if and where’ required to manage the use of the road space in Auckland have been particularly helpful (for example, to regulate the use of one-way streets, bus lanes and P60 parking spaces by resolution of a delegated authority) but could benefit from minor improvements

c) bylaws regulating vehicles on beaches and off-road parking could be improved to be more effective and efficient. For example, there are no infringement fines for vehicles on beaches and the process to enforce berm parking prohibitions is time consuming and costly

d) bylaws that regulate activities involving vehicles, machinery or equipment that is left, broken down, repaired, advertised or sold on roads or public places are not used. Additionally, reviewers found that other existing legislation and bylaws already address the problems better

e) a bylaw can no longer regulate new speed limits because speed management plans are required to be used instead

f) consideration should be given to the possible benefits of replacing the bylaws with a single bylaw made by both Auckland Transport and Auckland Council. While most of Auckland’s roads are the responsibility of Auckland Transport, the boundaries with Auckland Council controlled roads or public places can be indistinguishable.

17. The summary of the discussion and proposed changes are in Attachment A of this report.

18. At this stage of the review, Auckland Transport and Auckland Council have not finalised any final recommendations and therefore encourage local boards to provide feedback. This feedback will be incorporated in the proposals for the upcoming public consultation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Auckland Transport and Auckland Council both support the outcomes sought by the Auckland Plan 2050, the Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and other council climate priorities.

20. During the development of the bylaws, climate impacts were considered because effective bylaws are a tool that helps give effect to these strategic directives, for instance:

a) parking restrictions regulated by bylaws can be used to provide clearways and bus lanes that allow for quicker and more reliable public transport

b) controlling vehicle access and use on beaches protects coastal biodiversity

c) the ability to control access by heavy vehicles to unsuitable residential roads or town centres helps to minimise carbon emissions by encouraging them to use arterial routes designed for these vehicles to use efficiently.

21. The bylaws are an ‘enabler’ for climate goals providing the regulatory tools required to enforce a variety of controls that contribute to climate change goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. This review is being conducted jointly by Auckland Transport and Auckland Council. Other Council Controlled Organisations provided staff to assist with the initial review to ensure that impacts and their views were considered.

23. The Regulatory and Community Safety Committee discussed the review with staff and endorsed the Findings Report at a meeting on 02 July 2024.

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

Local impacts and local board views

24. Auckland Transport held workshops with all local boards throughout the month of August 2024. These workshops will provide local boards with an opportunity to receive quality advice about the review and its finding.

25. Further engagement with local boards will be conducted post-public consultation to enable local boards to provide feedback after consideration of the consultation data. The timeframe for this will be communicated later this year.

Tauākī whakaaweawe Māori

Māori impact statement

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

27. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

28. Using this framework for discussion, Auckland Transport informed iwi about the review in November 2023. The initial engagement was followed by a series of hui in July and August 2024 at which staff provided details of the review.

29. Māori have been informed and provided with opportunities to engage with the review and after public engagement is finished will be engaged with again.

Ngā ritenga ā-pūtea

Financial implications

30. This decision has no financial implications for Puketāpapa Local Board because Auckland Transport funds all projects and programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The proposed decision does not carry specific risk for this local board. Bylaw application and enforcement is not a role of local boards and is not funded by local board budgets. This situation means that there is no legal or financial risk.

Ngā koringa ā-muri

Next steps

32. Local board feedback is due by 19 September 2024. After receiving this report, Auckland Transport will review the formal feedback from all local boards.

33. A further period of consideration is planned and on 8 October 2024, Auckland Council’s Regulatory and Community Safety Committee will review the bylaw review’s findings, options and recommendations and approve public engagement.

34. The Governing Body and the AT Board will also review the bylaw review’s findings, options and recommendations and approve public engagement on 24 October 2024 and 29 October 2024, respectively.

35. After public engagement, further local board feedback will be sought. Timelines for this engagement will be communicated after the committee decisions later this year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Review Findings and Proposed Changes	25

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Puketāpapa Local Board

19 September 2024

Proposed new community lease to the Fairholme Tennis Club Incorporated at Newsome Park, 6-8 Fairholme Avenue, Epsom

File No.: CP2024/10836

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Puketāpapa Local Board to grant a new community lease to the Fairholme Tennis Club Incorporated at Newsome Park, 6-8 Fairholme Avenue, Epsom.

Whakarāpopototanga matua

Executive summary

2. The Fairholme Tennis Club Incorporated (club) seeks a new community lease to continue occupation and operation from the council-owned building at Newsome Park located at 6-8 Fairholme Avenue, Epsom.

3. The club holds the lease for the building and improvements which will reach final expiry on 28 February 2025.

4. The new lease was identified and approved by the Puketāpapa Local Board as part of the Community Facilities: Community Leases Work Programme 2024/2025 at their 27 June 2024 local board meeting (Resolution number PKTPP/2024/115).

5. The club aims to enhance the growth of skills, providing quality tennis development opportunities, and develop player confidence, all while establishing a fun, community environment. These activities align with the Puketāpapa Local Board plan 2023: ‘Our community - People can access places and services that cater for their need.

6. The club has provided all required information, including financials showing that it has sufficient funds and is being managed appropriately. The club has all the necessary insurance cover, including public liability in place.

7. As this is a council-owned building, review of alternatives for the use of the premises should be carried out as good practice.

8. A site visit has been undertaken by staff on the 17 June 2024 and the facility appears to be well managed and maintained.

9. A community outcomes plan has been prepared and is attached to this report (Attachment B).

10. Staff recommend implementing the new rent ($1,300 plus GST per annum) and maintenance charge ($2,500 plus GST per annum) in accordance with the updated community occupancy charges under the Community Occupancy Guidelines (updated July 2023). The club has requested for both these charges to be waived (Attachment C). The implementation of rent and maintenance charges is at the local board's discretion. Should the local board not support staff’s recommendations, a formal resolution would be required amending these recommendations on providing a new lease to the club.

11. This report recommends a new community lease be granted to the club for five years commencing from 1 March 2025 with one five-year right of renewal.

12. If the local board resolves to grant the proposed new community lease, staff will work with the club to finalise the lease agreement in accordance with the local board decision.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) karaati / grant under Section 54 (1)(b) of the Reserves Act 1977, a new community lease to the Fairholme Tennis Club Incorporated for 1765 square metres (more or less) located at 6-8 Fairholme Avenue, Epsom on the land legally described as Lot 41 Deposited Plan 15865 being part of certificate of title NA/44/283 (as per Attachment A – Site Plan - Newsome Park, 6-8 Fairholme Avenue, Epsom), subject to the following terms and conditions:

i) term – five years, commencing 1 March 2025, with one five year right of renewal

ii) rent – $1,300 plus GST per annum

iii) maintenance fee/operational charge - $2,500 plus GST per annum

b) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community Outcomes Plan).

c) whakaae / approve all other terms and conditions to be in accordance with the Reserves Act 1977, the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023), and the Auckland Council standard form community lease agreement.

Horopaki

Context

13. Local boards have the delegated authority relating to local recreation, sport and community facilities, including community leasing matters.

14. The Puketāpapa Local Board approved the Parks and Community Facilities: Community Leases Work Programme 2024/2025 at their 27 June 2024 local board meeting (Resolution number PKTPP/2024/115).

15. The progression of this lease to the Fairholme Tennis Club Incorporated at Newsome Park, 6-8 Fairholme Avenue, Epsom was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building and lease

16. Newsome Park is located at 6-8 Fairholme Avenue, Epsom (refer to Attachment A Site Plan - Newsome Park, 6-8 Fairholme Avenue, Epsom). The land is legally described as Lot 41 Deposited Plan 15865 being part of certificate of title NA/44/283.

17. Lot 41 Deposited Plan 15865 being part of certificate of title NA/44/283 is held in fee simple by Auckland Council as a classified recreation reserve under the Reserves Act 1977.

18. The club holds a community lease for the council owned land and building situated at Newsome Park.

19. The area proposed to be leased is 1765 square metres (more or less)as outlined in Attachment A – Site Plan - Newsome Park, 6-8 Fairholme Avenue, Epsom.

20. An annual subsidised maintenance fee/operational costs for a council owned building is charged to the tenant.

21. The building is primarily used by the group to provide tennis activities that are being delivered from the building.

22. These programmes provide growth of skills, providing quality tennis development opportunities, and develop player confidence, all while establishing a fun, community environment.

The Fairholme Tennis Club Incorporated

23. The Fairholme Tennis Club was established in March 1931 and its primary purpose is to provide regular, interclub, and annual tennis tournaments and championships within the community.

24. The club has 30 members, of which four members are aged 25 years and under; and 26 members aged 25 and over. Of the total membership, 50 per cent are male and 50 per cent are female members.

25. The club does not have full time staff and part-time employed staff; however, the club does have volunteers who serve over 65 hours per annum towards the club activities.

26. The club has been operating from the Newsome Park since March 2010. Over the years the building has not been modified and improved by the council, however a general upkeep is done.

27. The club’s current community lease with the council commenced on 1 March 2010, with two right of renewals of five years and will finally expire on 28 February 2025.

Tātaritanga me ngā tohutohu

Analysis and advice

28. At the expiry of a lease for a council owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the group without undergoing an expression of interest process.

29. Staff recommend the club continue occupation and operation from the council owned building at Newsome Park, based on the following considerations:

30. The club has submitted a comprehensive application supporting the new lease request. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities. They have appropriate insurance cover in place, including public liability insurance.

31. The club is able to demonstrate its ability to deliver on local board outcomes to the community. The club provides a valuable service to the community by providing services and programmes for increasing participating in active recreation.

32. The club is open to sharing its facilities with other community groups and has formed a mutual relationship with other community groups like the Chinese Auckland Tennis Association and the Cook Island Maori Girl Group.

33. The building has limited amenities and therefore would only suit a recreational sports group given the proximity of the building to sports fields, and in compliance with the classification of land as a recreation reserve.

34. Staff have completed a review of the community occupation interest register for the Puketāpapa area and have found no other groups with a registered interest for tennis in this area. There have been no other community groups with an interest for this council-owned building at Newsome Park.

35. No other concerns were raised by other staff members from Active Recreation, Area Operations, Park Specialists and Connected Communities for the club being granted a new lease.

36. The assessment of the application was discussed with the local board at their workshop on 13 June 2024. The local board indicated in principle support of the lease proposal.

37. The club has complied with the terms of the current lease.

38. Based on a site visit to the club, the facilities were found to be well maintained.

Public notification and engagement

39. As there is an adopted reserve management plan, Fernleigh Avenue Reserve and Newsome Park Reserve Management Plan 1983, and the proposed lease is contemplated on the plan, no public notification or iwi engagement is required.

Assessment of the application

40. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver tennis sport services.

41. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

42. The club has all necessary insurance cover, including public liability insurance in place.

43. A site visit has been undertaken by staff and the facility is well managed and maintained.

44. The group provides a valuable service to the local community by providing tennis sporting activities for locals within the community and by hosting tennis tournaments and championships amongst fellow tennis clubs.

45. A Community Outcomes Plan has been negotiated with the club to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

46. Auckland Council’s Community Occupancy Guidelines 2012 (Updated July 2023) sets out the requirements for community occupancy agreements and the community outcomes plan will be included as part of the lease agreement if approved by the local board.

47. Staff recommend that a new community lease be granted to the Fairholme Tennis Club Incorporated for a term of five years commencing from 1 March 2025 with one five year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. It is anticipated that activation of the building will not result in an increase of greenhouse gas emission. A shared workspace/community space will however decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

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

a) use sustainable waste, energy and water efficiency systems

b) use eco labelled products and services

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

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

a) to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

b) to prepare the region for the adverse impacts of climate change.

42. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. Council staff from within the Community Directorate (Parks and Community Facilities Operational Management, Specialist Operations, Active Recreation and Community Empowerment) have been consulted. They are supportive of the proposed lease as it will provide sports and recreation activities to benefit the community.

44. The proposed new lease has no identified impact on other parts of the council group. 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

45. The proposed lease will benefit the community by enabling initiatives that promote tennis sporting activities from Newsome Park for the Puketāpapa Local Board area and its surrounding communities.

46. The assessment of the application was discussed with the local board at their workshop on 13 June 2024. The local board indicated in principle support of the lease proposal.

47. The delivered activities align with the Puketāpapa Local Board Plan 2023: ‘Our community - People can access places and services that cater for their needs’.

Tauākī whakaaweawe Māori

Māori impact statement

48. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through programmes, activities and services for sports, health and well-being.

49. 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.

50. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

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

Ngā ritenga ā-pūtea

Financial implications

53. Staff have consulted with the Auckland Council Financial Strategy and Planning Department. No concerns were raised regarding the financial implications for the new lease to Fairholme Tennis Club Incorporated at Newsome Park.

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

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

56. Ongoing maintenance of the assets will be covered by the council which is accounted for in current and future budgets. An annual subsidised maintenance fee/operational costs for a council owned building is proposed to be charged to the tenant.

57. Staff have recommended the new rent ($1,300 plus GST per annum) and maintenance charges ($2,500 plus GST per annum) in accordance with the updated fees and charges on the Community Occupancy Guidelines (updated July 2023) to be applied on the proposed new lease to the club.

58. The Club has separately requested for the rent ($1,300 plus GST per annum) and the maintenance charge ($2500 plus GST per annum) to be waived. The implementation of rent and maintenance charges is at the discretion of the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. Should the local board resolve not to grant the proposed community lease to the Fairholme tennis Club Incorporated at Newsome Park, 6-8 Fairholme Avenue, Epsom, the club‘s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

60. The new lease affords the groups security of tenure. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the assets regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

61. If the local board resolves to grant the proposed new community lease, staff will work with the Fairholme Tennis Club Incorporated to finalise the lease agreement in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan - Newsome Park, 6-8 Fairholme Avenue, Epsom	37
b ⇩	Community Outcomes Plan - The Fairholme Tennis Club Incorporated	39
c ⇩	Fairholme Tennis Club Incorporated waiver of rental and maintenance fee	41

Ngā kaihaina

Signatories

Author

Malinda Naidoo - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nina Siers - Local Area Manager

Puketāpapa Local Board

19 September 2024

Puketāpapa Local Board Annual Report 2023/2024

File No.: CP2024/13012

Te take mō te pūrongo

Purpose of the report

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

a) whai / adopt the draft 2023/2024 Puketāpapa 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:

Table 1: Sections in the Annual Report:

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 2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Puketāpapa Local Board Annual Report 2023/2024	47

Ngā kaihaina

Signatories

Author

Manoj Rathod – Lead Finanical Advisor

Authorisers

Faithe Smith - Lead Financial Advisor

Nina Siers - Local Area Manager

Puketāpapa Local Board

19 September 2024

Thriving Rangatahi

File No.: CP2024/13188

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 the 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 people told us was important to their wellbeing: civic participation, climate and the environment, connection and belonging, health and wellbeing and access to opportunities.

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

8. Thriving Rangatahi recognises that while the 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 2024 was generally supportive of the focus areas and the council’s roles in supporting children and young people.

11. There is a perceived risk that nesting under Ngā Hapori Momoho will reduce the 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 Puketāpapa Local Board:

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

Horopaki

Context

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

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

Most children and young people in Auckland are doing well

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

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

Some children and young people face persistent issues

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

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

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

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

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

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

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

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

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

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

· children and young people need loving and accepting relationships and communities

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

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

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

The review findings also led to some new opportunities for the council

25. The review also identified some new opportunities to inform the way we work. These opportunities allow the 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 the council:

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

26. Many of the review findings and opportunities align closely with the 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” the 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 the 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 the 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. The 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 2024 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 the 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:

· the 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 the 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 the council’s role and the actions the 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 the 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 the 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 the 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	69
b ⇩	Local board feedback from Thriving Rangatahi workshops	107

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers – Local Area Manager

Puketāpapa Local Board

19 September 2024

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

File No.: CP2024/11810

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

· Eke Panuku responsibilities

· local board commitments

· detailed engagement approach

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

5. The engagement approach consists of:

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

· ongoing engagement – provide a memorandum annually to update on the agreed activities

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

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whai / adopt the Eke Panuku Puketāpapa Local Board Development Auckland Engagement Plan 2024/2025 included in the agenda report as Attachment A.

b) tuhi ā-taipitopito / note that Eke Panuku will provide a memorandum annually to update on the Onehunga Urban Regeneration – Onehunga Wharf.

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

Horopaki

Context

6. The Council-controlled Organisation (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:

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

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

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

13. This engagement plan covers all Eke Panuku activities in the local board area, noting that each project and/or activity will have its relevant engagement planning and approaches. Eke Panuku will report on those separately or as in the case of the City Centre where Eke Panuku is the lead council agency, helping to facilitate a whole of city view by working with Auckland Council, Auckland Transport and other relevant parts of the council group, the reporting will be done under the integrated programme.

Tātaritanga me ngā tohutohu

Analysis and advice

14. 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.

15. 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

16. 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.

17. 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:

Table 1: Levels of engagement

Level	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.

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

Table 2: How Eke Panuku will deliver on the engagement plan

Annually

· Review the engagement plan by:

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

· reporting to the local board to formally adopt the engagement plan

· providing the local board with a memorandum annually to update on Eke Panuku activities in the local board area and other items of governance interest to the local board.

Reactive

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

20. 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

21. 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

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

23. 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

24. 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

25. The adoption of the engagement plan does not have financial impacts on the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. 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

27. Eke Panuku will implement the new approach and provide a memorandum annually to update on its relevant activities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Puketāpapa Local Board Engagement Plan 2024/2025	115

Ngā kaihaina

Signatories

Author

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Jo Brothers – Acting General Manager Community and Stakeholder Relations, Eke Panuku Development Auckland

Nina Siers - Local Area Manager

Puketāpapa Local Board

19 September 2024

Addition to the 2022-2025 Puketāpapa Local Board meeting schedule

File No.: CP2024/13141

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Puketāpapa Local Board adopted its 2022-2025 meeting schedule on 17 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 two meeting dates as an addition to the Puketāpapa Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakaae / approve the addition of two meeting dates to the 2022-2025 Puketāpapa Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Thursday, 1 May 2025 at 10.00am

ii) Thursday, 12 June 2025 at 10.00am.

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 Puketāpapa Local Board adopted its 2022-2025 business meeting schedule during its 17 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

Authors

Vanessa Phillips – Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Chairperson	Ella Kumar, JP
Deputy Chairperson	Fiona Lai
Members	Roseanne Hay
	Mark Pervan
	Bobby Shen
	Jon Turner

No.	Title	Page
a ⇩	Workshop record 08 August 2024	135
b ⇩	Workshop record 15 August 2024	139
c ⇩	Workshop record 22 August 2024	141
d ⇩	Workshop record 29 August 2024	145

Author	Selina Powell - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager

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