Agenda of Maungakiekie-Tāmaki Local Board - Tuesday, 24 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 Maungakiekie-Tāmaki Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 27 August 2024, and the extraordinary minutes of its meeting, held on Tuesday, 17 September 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 Maungakiekie-Tāmaki 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 Deputation: Moa Kingi - Panamasians ō Tuia

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Moa Kingi, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Moa Kingi will be in attendance to introduce the Panamasians ō Tuia and share their vison. He will also be providing an overview of the services they are offering in the local board area.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakamihi / thank Moa Kingi for his presentation and attendance.

8.2 Deputation: Ashok Gaur, Ataur Rahman and Sankar - Shanti Niwas Charitable Trust

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Ashok Gaur, Ataur Rahman and Sankar to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Ashok Gaur, Ataur Rahman and Sankar will be in attendance to introduce the Shanti Niwas Charitable Trust and the services they are providing for socially isolated senior citizens of Indian and South Asian origin living in the Auckland region.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakamihi / thank Ashok Gaur, Ataur Rahman and Sankar for their presentation and attendance.

Attachments

a Deputation: Ashok Gaur, Ataur Rahman and Sankar - Shanti Niwas Charitable Trust, presentation............................. 199

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.

9.1 Public Forum: Richard Green - The Factory Theatre / Kete Aronui

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Richard Green to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Richard Green will be in attendance to introduce the He Waka Eke Noa Charitable Trust and the work they are doing in the local board area.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakamihi / thank Richard Green for his attendance and presentation.

Attachments

a Public Forum: Richard Green - The Factory Theatre / Kete Aronui, presentation....................................... 221

9.2 Public Forum: Aaron Martin and Leigh McKenzie - East Skate Club

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Aaron Martin and Leigh McKenzie to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Aaron Martin and Leigh McKenzie will be in attendance to speak about the importance of the Onehunga Vert Ramp renewal, located at Onehunga Bay Reserve (Auckland’s Only Vert Ramp).

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakamihi / thank Aaron Martin and Leigh McKenzie for their attendance and presentation.

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.”

No.	Title	Page
a ⇩	Councillor Bartley August to September 2024 Local Board Report	11

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Chair’s Report, 24 September 2024	19

Maungakiekie-Tāmaki Local Board

24 September 2024

Approval for one new private road name at 23 Castledine Crescent & 12 Melling Street, Glen Innes

File No.: CP2024/12161

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Maungakiekie-Tāmaki Local Board to name one new private road, being a commonly owned access lot, created by way of a subdivision development at 23 Castledine Crescent & 12 Melling Street, Glen Innes.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, DF Family Trust, has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the Guidelines and the Australian & 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 technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new private road at 23 Castledine Crescent & 12 Melling Street, Glen Innes are:

· Whakatū Lane (applicant’s preference)

· Serenity Reach Lane (alternative)

· Graceland Lane (alternative)

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakaae / approve the name ‘Whakatū Lane’ for the new private road created by way of subdivision undertaken by DF Family Trust at 23 Castledine Crescent & 12 Melling Street, Glen Innes, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60385183, SUB60385185, road naming reference RDN90117263).

Horopaki

Context

6. Resource consent reference BUN60385183 (subdivision reference number SUB60385185) was issued in April 2020 for the construction of 17 new residential freehold units and one commonly owned access lot (COAL).

7. The scheme and location plans of the development can be found in Attachment A and B to the agenda report.

8. In accordance with the standards, every public road and any private way, COAL, or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical and efficient street numbering.

9. In this development, the new COAL therefore requires a road name because it serves more than five lots. This can be seen in Attachment A, where the COAL that requires a name is highlighted in yellow.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The proposed names refer to the subsequent community to be created in Glenn Innes.

Proposed name	Meaning (as described by applicant)
Whakatū Lane (applicant’s preference)	Whakatū in Te Reo Māori means ‘to make stand, construct, put up’, ‘to create’.
Serenity Reach Lane (alternative)	This name provides a sense of tranquility and harmony. It is suitable for describing the new housing development – a quiet, comfortable, and peaceful community / residential area. It emphasizes a pleasant lifestyle, offering residents a tranquil environment.
Graceland Lane (alternative)	This name evokes a sense of refined living, symbolising a tranquil environment ideal for family living and a community.

14. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

15. Road Type: ‘Lane’ is an acceptable road type for the new private road, suiting the form and layout of the COAL.

16. Consultation: Mana whenua were consulted in line with the processes and requirements described in the Guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. 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

18. 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

19. 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.

Tauākī whakaaweawe Māori

Māori impact statement

20. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

21. On 4 July 2024 mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. 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 (Ngāi Tai ki Tāmaki Tribal Trust)

· Te Kawerau ā Maki

· Ngāti Maru (Ngāti Maru Rūnanga Trust)

· Ngāti Pāoa (Ngāti Paoa Iwi Trust)

· Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust

· Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

· Ngāti Whanaunga (Ngāti Whanaunga Incorporated)

· Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)

· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

· Te Patukirikiri (Te Patukirikiri Incorporated)

· Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)

22. By the close of the consultation period, no responses, comments, or feedback were received.

23. After seeking advice, the applicant followed up with mana whenua individually, with a response received from Waikato – Tainui on 28 August 2024 that they would withdraw from the discussion and advised that “In localised matters such as these Waikato -Tainui supports Mana Whenua to take the lead role. Waikato-Tainui will withdraw from this discussion.”

24. Subsequently on 02 September 2024 the applicant made further contact with all mana whenua to follow up their opinions on proposed names and with further attempts being made to contact Ngāti Pāoa and Ngāi Tai ki Tāmaki on 04 September 2024, and Ngāi Tai ki Tāmaki again on 06 September 2024.

25. While acknowledging that a lack of response does not automatically signify a lack of interest in the matter, and noting that dependent on the scale of a development and its level of significance, not all road naming applications do receive comments from mana whenua, and noting recent events in the Kingitanga, after a number of attempts at contact, the applicant now wishes to continue to a decision from the local board.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

30. 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 ⇩	Report Attachment A Scheme Plan	39
b ⇩	Report Attachment B Location Plan	41

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

24 September 2024

Approval for a new private road name at 17 and 19 Lyndhurst Street, Wai O Taiki Bay

File No.: CP2024/14078

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Maungakiekie -Tāmaki Local Board to name a new private road, being a commonly owned access lot created by way of a subdivision development at 17 and 19 Lyndhurst Street, Wai O Taiki Bay.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Tāmaki Regeneration Limited has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the guidelines and the Australian & 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 standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity.

5. The proposed names for the new private road at 17 and 19 Lyndhurst Street, Wai O Taiki Bay are:

· Hita Lane (applicant’s preference)

· Tini Whetu Lane (alternative)

· Cyril Bennett Lane (alternative)

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakaae / approves the name Hita Lane for a new private road created by way of subdivision undertaken by Tāmaki Regeneration Limited at 17 and 19 Lyndhurst Street, Wai O Taiki Bay in accordance with section 319(1)(j) of the Local Government Act 1974 (road naming reference: RDN90118238; resource consent references BUN60430219 and SUB60430281).

Horopaki

Context

6. Resource consent BUN60430219 (subdivision consent reference: SUB60430281) was approved on 10 July 2024 for the creation of seven residential units and associated subdivision, including one commonly owned access lot (COAL). The subdivision is part of a comprehensive subdivision and development along Lyndhurst Street.

7. Site and location plans of the development can be found in Attachments A and B.

8. In accordance with the standards, any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. In this development only four lots will need to be addressed from the COAL. Tāmaki Regeneration Limited has advised that there are future developments planned on adjoining sites which would result in the potential extension of the COAL. The road that requires a name is highlighted in yellow in Attachment B.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The proposed road names are to commemorate people who used to live in the area.

Proposed name

Meaning (as described by applicant)

Hita Lane

(applicant’s preference)

The Hita whānau have been a core part of the Tāmaki-Glen Innes community since the 1960s, especially Ma (Joan) Hita. Ma Hita has led community groups, including Manuwai Ice Hockey for young Māori, a team that is still active today and has played around the world.

Raewynne Hita is a core member of the kaumatua kuia group of Ruapotaka Marae and is an active member of civil society, from the Ratana Haahi to sitting on several educational boards of trustees. Raewynne is also the treasurer for the Island Child Charitable Trust.

(Submission received from Facebook)

Tini Whetu Lane

(alternative)

Tini Whetu Rehua (Deceased), mother to Lorraine Mare Tomlinson and Celia Tautoko Hunt, is described as a leader in her community and played an important role in the establishment of Ruapotaka Marae, one of the first Māori whanau in Panmure. She owned her own home at the top of Lagoon Drive, which was named Domain Road at the time. She birthed 13 tamariki, some of whom still live in Panmure.

(Submission received from Community member)

Cyril Bennett Lane

(alternative)

Cyril Bennett was a stalwart of the Panmure Yachting and Boating Club (PYBC). He was a lifetime member and two-time commodore and was awarded Mt Wellington Sports Person of the Year for his involvement in bringing international yacht racing events to the community.

Cyril raised eight children and scores of grandchildren along the Tāmaki River and gave his whole life to supporting PYBC. Cyril passed away in 2017.

"To have him immortalised in the community he gave so much to (and which means so much to our family) through a street name would be so special for his family.

I can just imagine kids Googling the name of their street, learning about our grandad, and being just as inspired by all he has achieved from little old Panmure as we all are."

(Submitted by Cyril Bennett’s granddaughter)

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation. Of particular note, while the guidelines suggest the naming of streets after living persons is to be undertaken with caution, in this instance the two alternative names are of deceased people, while the proposed name is reflective of the community input of the Hita whānau as a whole and not a single member of that whānau.

14. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

15. Road Type: ‘Lane’ is an acceptable road type for the new road, suiting the form and layout of the road.

16. Consultation: Mana whenua were consulted with directly by the applicant. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

17. The applicant has also consulted with the wider community via Facebook and obtained consent from the family members of those people who’s names have been suggested.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. 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

19. 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

20. 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.

Tauākī whakaaweawe Māori

Māori impact statement

21. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

22. Tāmaki Regeneration Limited, as component of their remit to support the development of warm dry houses in Tāmaki consults on all aspects of their developments with all relevant Iwi Authorities in a comprehensive and enduring manner. In respect the naming of this road, they consulted directly with mana whenua on 17 June 2024. While no response was directly received, the ongoing commitment of Tāmaki Regeneration Limited to working closely with mana whenua, and that the proposed names have a close relationship with the history of the area do strongly suggest that the proposed names are acceptable to the local community.

23. This site is not listed as a site of significance to mana whenua and it therefore remains for the local board to determine the suitability of the names in this instance.

Ngā ritenga ā-pūtea

Financial implications

24. The road naming process does not raise any financial implications for the Council.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27. 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 ⇩	RDN90118238-17 19 Lyndhurst Street Wai O Taiki Bay Attachment A Location Map	49
b ⇩	RDN90118238-17 19 Lyndhurst Street Wai O Taiki Bay Attachment B Site Plan	51

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

24 September 2024

Local board views on private plan change 101 for Pilkington Park Point England

File No.: CP2024/13427

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a private plan change by Wyborn Capital Investments Limited (WCI) for 167-173 Pilkington Road and railway land on the corner of Apirana Avenue and Merton Road (North Island Main Trunk 671.04-672.38 KM), Point England.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a private plan change to the Auckland Unitary Plan (operative in part_ 2016 (AUP) must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

3. Private Plan Change 101: Pilkington Park (PC 101) relates to a 7.3 ha block of land at 167-173 Pilkington Road and railway land on the corner of Apirana Avenue and Merton Road (North Island Main Trunk 671.04-672.38 KM), Point England. WCI advises the purpose of the plan change is to “enable the efficient use of land with high levels of accessibility to existing amenities and public transport and contribute to compact quality compact urban form”. WCI has no specific development plans for the land.

4. The plan change request by WCI seeks to rezone the land from Business – Light Industry Zone to Business – Mixed Use Zone. Two Height Variation Controls to amend the planning maps are sought to enable greater building heights of 21m and 27m. A new precinct is proposed which includes provisions to manage the location and design of buildings, and the effects of rail and road noise on sensitive activities. The railway land is excluded from the precinct.

5. PC 101 was publicly notified on 23 May 2024, submissions closed on 21 June 2024. The Summary of Decisions Requested (SDR) was notified on 12 July 2024 with the further submission period closing on 26 July 2024.

6. There are eight primary submissions to be considered. Main issues raised include height, transport, wastewater/water servicing and reverse sensitivity concerns. No further submissions were received

7. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on PC 101. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide local board views on PC 101 by Wyborn Capital Investments Limited for 167-173 Pilkington Road, Point England and the railway land on the corner of Apirana Avenue and Merton Road (North Island Main Trunk 671.04-672.38 KM), Point England.

b) appoint a local board member to speak to the local board views at a hearing on PC 101

c) delegate authority to the chairperson of Maungakiekie - Tāmaki Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the private plan change hearing.

Horopaki

Context

Decision-making authority

8. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (ss15-16 Local Government (Auckland Council) Act 2009).

9. A private plan change request will be included in the Auckland Unitary Plan if it is approved. Local boards must have the opportunity to provide their views on private plan change requests when an entity other than council proposes a change to the Auckland Unitary Plan.

10. If the local board chooses to provide its views, the planner includes those views in the hearing report. The hearing report will address issues raised in the local board views section of the report as well as lodged submissions by themes.

11. If appointed by resolution, local board members may present the local board’s views at the hearing to commissioners, who decide on the private plan change request.

12. This report provides an overview of the private plan change, and a summary of submissions’ key themes.

13. This report does not recommend what the local board should convey, if the local board expresses its views on PC 101. The planner must include any local board views verbatim in the evaluation of the private plan change. The planner cannot advise the local board as to what its views should be, and then evaluate those views.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The private plan change applies to 167-173 Pilkington Road and railway land on the corner of Apirana Avenue and Merton Road (North Island Main Trunk 671.04-672.38 KM), Point England. The plan change area covers a 7.3 ha block of land zoned as Light Industry zone. The main site is flat and currently contains a range of light industrial activities including manufacturing, warehousing and a childcare centre.

15. Two key features of the plan change area are that to the west it abuts the North Island Main Trunk line and to the east and north it is separated from Merton Road, Apirana Avenue and Pilkington Road by surplus railway land and open space zoned land. Residentially zoned land is located to the east of the site and is part of a large urban regeneration programme by the Tamaki Regeneration Company.

16. To the immediate south lies land zoned Business Mixed Use zone. The neighbouring property to the south, involves outdoor container storage. To the west, beyond the railway line is light industrial land. The Glenn Innes train station and town centre are located to the north of the site. Community facilities, parks and schools are also nearby. The AUP zoning of the site and surrounding neighbourhood is shown in Figure 1 below. The plan change area is also subject to regional (maunga) and locally significant viewshafts overlays shown in Figure 2 below. Figure 3 below shows the location of the railway land to the immediate north of the main site.

Figure 1: AUP current zoning, surrounding area and proposed plan change area (outlined in blue)

Figure 2: Volcanic Viewshaft Overlays and plan change area outlined in red

Figure 3: Kiwi Rail land outlined in red

Plan change overview

17. WCI states the purpose of PC 101 is to “enable the efficient use of land with high levels of accessibility to existing amenities and public transport and contribute to a quality compact urban form”. WCI has no specific development plans for the site. However, WCI estimates a potential ‘yield’ of 713 dwellings. No estimate of population numbers was provided.

18. PC101 seeks to rezone 167- 173 Pilkington Road, including the small area of surplus railway land (shown in Figure 3) from Business – Light Industry Zone to Business – Mixed Use Zone. A new precinct is proposed which includes provisions to manage the location and design of buildings, and the effects of rail and road noise on sensitive activities. The railway land is excluded from the precinct.

19. It also proposes to amend the planning maps with the inclusion of two Height Variation Control (HVC) areas seeking up to 27m within the northern portion of the Site and up to 21m within the southern portion of the Site as shown in Figure 4 below. The application concludes the additional height will not protrude into the regionally significant maunga and locally significant viewshafts which are protected by the Volcanic Viewshafts and Height Sensitive Areas Overlay in the AUP. In this instance the maunga, this overlay relates to, is Mount Wellington.

Figure 4: Proposed amendments to the planning maps showing the proposed zoning, new precinct boundary (outlined in red) and two Height Variation Controls areas

20. In summary, the application documents outline what PC 101 intends to accomplish by introducing new precinct provisions to manage development. The proposed new precinct plan provisions would include:

· a precinct description (IX.1) which states the purpose of the precinct and recognises the future development opportunities afforded by the Business – Mixed Use zone while ensuring the precinct is developed in a comprehensive manner. It also supports the ongoing safe and efficient operation of the North Island Main Trunk Line, including protecting sensitive activities from noise associated with the railway corridor.

· Objectives and policies

· An activity table (IX.4.1) that applies the AUP Business – Mixed Use zone provisions with the exception of requiring new buildings which do not comply with standards IX.6.1 to IX.6.3 (relating to building height and activities sensitive to noise), these are provided for as restricted discretionary activities.

· Applying the normal rules of notification for activities listed in activity table IX.4.1

· Deleting the zone standards H13.6.1 Height, and Table H13.6.2.1 Height in relation to boundary where the site boundary adjoins the Open Space – Informal Recreation zone

· Adding new standards:

• IX.6.1 Standard for Building Height which stipulates the maximum height in relation to the Height Variation Controls shown on the planning maps cannot be exceeded.

• ‘IX6.2 Standard for activities sensitive to noise within 60m of the railway corridor’, including the provision of mechanical ventilation.

· ‘IX6.3 Standards for outdoor play areas within 60m of the rail corridor’

· Matters of discretion/assessment criteria for infringements to the Standards

21. The plan change documentation includes technical reports relating to:

· Planning assessment and secton32 report

· urban design

· landscape

· economics

· transport

· acoustics

· engineering (infrastructure servicing and. flooding and stormwater management)

· contamination

· consultation (mana whenua and stakeholders)

· Assessment of the Regional Policy Statement and other plans and;

· Provision of an open space map

22. The reports and other application details are available from council’s website at: PC101 Pilkington Park.

23. Council’s planner, and other experts, will evaluate the plan change and report on:

· technical reports supplied by the applicant

· submissions and local board views

· reverse sensitivity concerns raised by a submitter - Van Den Brink Poultry Limited

Strategic Planning Context

24. The National Policy Statement on Urban Development 2020 (updated in 2022) (NPS-UD) seeks to ensure New Zealand’s town and cities are well-functioning urban environments that meet the changing needs of diverse communities. WCI’s s32 evaluation considers the proposed plan change to be consistent with the NPS-UD.

25. WCI’s section 32 assessment report considers that PC 101 supports the following components of a well-functioning urban environment:

· it contributes to a variety of housing choices

· accommodates a range of different business sectors

· promotes good accessibility between, housing, jobs and community services and open spaces

· supports the competitive operation of land and development markets and promotes a compact and efficient urban form

26. The Auckland Plan 2050 (Auckland Plan) is Auckland’s long term spatial plan. A key direction of the Auckland Plan is to develop a quality compact urban form to accommodate growth. The Tamaki area is a priority area for implementing housing outcomes by prioritising central and local investment in housing and infrastructure.

27. The Future Development Strategy 2024-2034 sets out how Auckland will grow and change over the next 30 years. It notes a strong demand for industrial land which plays a critical role in providing services, economic activity and employment. Making the best use of existing business land is seen as repurposing and intensifying centres and business areas, especially those in accessible locations.

28. WCI’s section 32 report concludes PC 101 is in keeping with the outcomes sought in the Auckland Plan.

29. The PC 101 documents state that the plan change is consistent with the Regional Policy Statement and gives effect to the relevant B2 ‘Urban growth and Form’ objectives and policies. It is further stated that the land is within an existing urban area and a proposed Mixed-Use Zone will contribute to a quality compact urban form that supports efficient use of existing public transport and infrastructure. Higher residential intensification around centres, social facilities, open space and employment opportunities will be enabled.

30. The hearing process will test the extent to which PC101 as proposed will give effect to the relevant provisions of the NPSUD, Auckland Plan and RPS.

Themes from submissions received

31. PC 101 was publicly notified on 23 May 2024 and submissions closed on 21 June 2024. The Summary of Decisions Requested (SDR) was notified on 12 July 2024 with the further submissions period closing on 26 July 2024. Eight primary submissions were received and no further submissions. Of the eight submissions received, three submitters were individuals and five were corporate submissions. Six submissions were in support, one submission is in opposition and one submission is neutral.

32. Main issues raised in submissions include:

· Height (three submission points), seeking reduced height

· Transport (eight submission points), seeking pedestrian crossing and site access provisions

· Wastewater networks and water supply, (four submission points), seeking to ensure effects are adequately assessed at resource consent stage

· Amenity (three points), seeking amenity protection and raise potential effects on future landowners and occupants

· Noise and vibration (nine submission points), seeking noise and vibration effects from the rail and road corridors are managed adequately.

· General reverse sensitivity (one submission point), seeks that reverse sensitivity effects associated with enabling residential activities adjacent to a large poultry processing plant are adequately addressed.

33. Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website: PC101 Pilkington Park .

Tauākī whakaaweawe āhuarangi

Climate impact statement

Context

34. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation).

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

35. The first of council’s climate goals is relevant because it relates to climate adaptation. That goal aligns with the legal principle for RMA decision-makers to have particular regard to the effects of climate change (section 7(i) RMA).

36. However, the RMA currently precludes the second goal: consideration of climate mitigation. Consequently, any local board views on climate mitigation will be disregarded by the plan change decision-makers.

37. RMA amendments coming into force next year will enable climate mitigation to be considered. These effects cannot be considered now, unless the private plan change proposes rules about particular greenhouse gas discharges. No rules of that kind are proposed.

38. Pilkington Park is in a central location accessible to public transport, employment and other services. Potential residential or business development of the site may assist in reducing vehicle trips and greenhouse gases. Greenhouse gas issues are the subject of developing information, analysis and mechanisms to achieve targets.

39. There were no submissions that raised specific climate matters.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Watercare staff have been involved in discussions with the applicant since pre lodgement of the plan change. Watercare have identified within their submission on PC101 that effects on Watercare’s planned and existing network will need to be appropriately managed during the future resource consent phase.

41. Auckland Transport made a submission on the proposed private plan change. Matters raised by Auckland Transport are in relation to pedestrian safety, site access, the need to support the ongoing and efficient operation of the North Island Main Trunk Line and manage noise sensitive activities from road traffic.

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

Local impacts and local board views

42. The private plan change request is for 167-173 Pilkington Road, and surplus railway land Point England, is within the Maungakiekie - Tāmaki Local Board area.

43. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in local board area

· well-being of communities within the local board area

· local board documents, such as local board plan, local board agreement

· responsibilities and operation of the local board.

· landscape and natural character in regard to regionally and locally significant volcanic viewshafts

44. This report is the mechanism for obtaining formal local board views. The decision-maker will consider local board views, if provided, when deciding on the private plan change.

Tauākī whakaaweawe Māori

Māori impact statement

45. There are 15 mana whenua groups who have a registered interest in the plan change area. The section 32 report assesses the proposal against the three publicly available Iwi Management Plans from Ngāti Whātua Ōrākei, Ngāi Tai ki Tāmaki, and Waikato – Tanui. That assessment finds the proposal aligns with many of the objectives and outcomes of the Iwi Management Plans including the provision of housing, the integration of land use with mass transit and low carbon transport networks. The protection of the mauri of water and mana whenua values will be ensured by ensuring future redevelopment can be adequately serviced and potential effects on the environment are appropriately managed.

46. The assessment notes the site is not identified as a site of significance to mana whenua in the AUP.

47. WCI advised it consulted with 15 iwi authorities as listed in Table 1 below. Emails and letters were sent on 23 November 2022 and followed up on 23 January 2023. Nine iwi did not respond and four indicated they would not be engaging or deferred to other iwi. Ngāti Whanaunga and Ngāti Pāoa (Ngāti Pāoa Trust Board) were provided additional information as requested. Ngati Whanaunga sought a site visit and hui but it appears this did not eventuate.

Iwi	Response
Ngāti Whanaunga	Requested a site visit . Further information provided
Ngāti Pāoa (Ngāti Paoa Trust Board)	Requested information. Information provided
Ngāti Te Ata	Indicated not engaging
Ngāti Whātua o Kaipara	Defer to Ngāti Whātua o Ōrākei
Te Ahiwaru – Waiohua	Defer to Ngaati Paoa / Ngaati Whatua ki Orakei
Waikato – Tainui	Defer to local Mana Whenua
Ngai Tai Ki Tāmaki	No response
Ngāti Maru	No response
Ngāti Pāoa (Ngāti Paoa Iwi Trust)	No response
Ngāti Tamaterā	No response
Ngāti Whātua Ōrākei	No response
Te Ākitai Waiohua	No response
Te Kawerau ā Maki	No response
Te Patukirikiri	No response
Te Rūnanga o Ngāti Whātua	No response

48. Council notified all of the above iwi authorities of this plan change request. No iwi authorities made a submission or provided any additional information.

49. The hearing report will include analysis of Part 2 of the Resource Management Act which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

Ngā ritenga ā-pūtea

Financial implications

50. The private plan change request does not pose any financial implications for the local board’s assets or operations. If the plan change is approved, it will enable additional development for which development contributions will be required to offset additional demand for services in the local board area.

51. Costs associated with processing the private plan change request will be recovered from the applicant.

52. Impacts on infrastructure arising from the private plan change request, including any financing and funding issues will be addressed in the hearing report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. There is a risk that the local board will be unable to provide its views and preferences on the plan change, if it doesn’t pass a resolution. This report provides:

· the mechanism for the Maungakiekie - Tāmaki Local Board to express its views and preferences

· the opportunity for a local board member to speak at a hearing.

54. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

55. The power to provide local board views regarding the content of a private plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Sch 7, cls 36D). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

56. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

57. The planner will advise the local board of the decision on the private plan change request by memorandum.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Hannah Milatovic, Policy Planner

Michele Perwick - Senior Principal Planner

Authorisers

Celia Davison - Manager Planning - Central/South

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

24 September 2024

Thriving Rangatahi

File No.: CP2024/13198

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 Maungakiekie-Tāmaki Local Board:

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

Horopaki

Context

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

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

Most children and young people in Auckland are doing well

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

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

Some children and young people face persistent issues

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The review findings also led to some new opportunities for council

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

Figure 1 Findings from the review and new opportunities for council

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

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

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

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

· respond to the changing context facing children and young people

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

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

29. In October 2023, the Planning, Environment and Parks Committee received the three-year review of I Am Auckland and agreed to a new approach to “nest” council’s strategic priorities for children and young people under Ngā Hapori Momoho (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	73
b ⇩	Local board feedback from Thriving Rangatahi workshops	111

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

Maungakiekie-Tāmaki Local Board

24 September 2024

Maungakiekie-Tāmaki Local Board - Wheeled Play Network Study 2024

File No.: CP2024/13155

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Maungakiekie-Tāmaki Local Board Wheeled Play Network Study 2024.

Whakarāpopototanga matua

Executive summary

2. In financial year 2023/2024 the Maungakiekie-Tāmaki Local Board approved the Wheeled Play Network Study as a project in the Parks and Community Facilities work programme (Sharepoint ID 4021, resolution MT/2023/86).

3. The key purpose of the Maungakiekie-Tāmaki Local Board Wheeled Play Network Study is to assess wheeled play provision at a network scale to establish an understanding of current wheeled play distribution and experiences provided. It also identifies opportunities to improve the wheeled play network over time.

4. The wheeled play network study gives the local board a strategic approach for future investment in wheeled play. The investment opportunities can be programmed and realised, as and when funds are available, through the local board’s Parks and Community Facilities work programme development process.

5. Learn to ride experiences have been considered as local level assets that ideally, residents have reasonable access to. The network analysis has also taken into consideration the Maungakiekie-Tāmaki Local Board key precinct areas for investment as applicable. Existing assets that can be leveraged during the renewals process have also helped to inform identified opportunities.

6. Larger wheeled play facilities, such as skate facilities and pump tracks, have been considered at a network level. This is because these experiences are larger, require higher levels of capital investment and people who utilise these experiences find means of transport to them. Existing amenities within parks, transportation connections and size of open space have been considered to identify these wheeled play opportunities.

7. Subject to local board adoption of the wheeled play study, ongoing processes to identify the wheeled play priorities within the Maungakiekie-Tāmaki Local Board area will be undertaken through the development of future Parks and Community Facilities work programmes, including the renewals programme.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whai / adopt the Maungakiekie-Tāmaki Local Board Wheeled Play Network Study 2024 (Attachment A to this agenda report).

Horopaki

Context

8. In financial year 2023/2024 the Maungakiekie-Tāmaki Local Board approved the Wheeled Play Network Study as an approved project in the Parks and Community Facilities work programme (Sharepoint ID 4021, resolution MT/2023/86).

9. The study of wheeled play across the local board area aligns with the following Maungakiekie-Tāmaki 2023 Local Board Plan service statement: We provide safe and accessible parks, reserves, beaches, recreation programmes, opportunities and facilitates to get Aucklanders more active, more often.

10. The key purpose of the Maungakiekie-Tāmaki Local Board Wheeled Play Network Study is to assess wheeled play provision at a network scale to establish an understanding of current distribution and types of wheeled play experiences provided. It also identifies opportunities to improve the wheeled play network over time.

11. The assessment was carried out in stages to first establish the current provision of wheeled play across the board area, then to identify any gaps in wheeled play provision and opportunities at a network level. Staff undertook site visits to all locations as well as desktop assessments.

12. The wheeled play study considers formal wheeled play provision including:

· learn to ride tracks

· BMX and pump tracks including ‘pop up’ relocatable pump tracks

· skate parks

· dirt tracks and mountain bike tracks.

13. The Wheeled Play Network Study findings were presented to the Maungakiekie-Tāmaki Local Board at the workshop on 13 August 2024. Feedback received at this workshop has been incorporated into the final Network Study.

14. The Wheeled Play Network Study gives the local board a strategic approach for future investment in wheeled play. This investment will be programmed and realised, as and when funds are available, through the local board’s Parks and Community Facilities work programme development process.

Tātaritanga me ngā tohutohu

Analysis and advice

Current wheeled play provision

15. Maungakiekie-Tāmaki has a relatively limited provision of wheeled play, despite the growing network of formal cycle infrastructure that is being built in the area and increasing population density.

16. Current provision of wheeled play across the local board includes the following facilities:

· Learn to ride – Commissariat Reserve, Kotuku Park.

· Skate Parks – Panmure Basin Park.

· Skate elements – vert ramp in Onehunga Bay Reserve, small skate ramps in Talbot Reserve, balance bowl in Cornwall Park.

· BMX/Pump Tracks – Onehunga Bay Reserve, Fergusson Domain (partial).

· Bike Hubs – Maybury Reserve, Onehunga Train Station.

17. Neighbouring local board areas provide extra coverage of wheeled play provision for the residents of Maungakiekie-Tāmaki. Locations of wheeled play facilities in neighbouring local boards can be found in section 3.1.5, table 2 and figure 6, pages 11 and 12 of the Wheeled Play Network Study.

Opportunities – learn to ride

18. Learn to ride experiences have been considered as local level assets that ideally, all residents have reasonable access to. The network analysis has also taken into consideration the Maungakiekie-Tāmaki Local Board key precinct areas for investment as applicable.

19. Consideration of locations for new learn to ride facilities also considers the assets that already exist in local parks that can be leveraged to raise provision levels.

20. Opportunities identified include painted learn to ride courses, adding inserts to existing paths to create challenge plus interest and creating ride tracks specifically for learning to ride a bike.

Table 1: Locations of opportunities to create learn to ride facilities in Maungakiekie-Tāmaki.

Location	Suburb	Recommendation	Considerations / existing facilities
Onehunga Bay Reserve	Onehunga	Ride track incorporated into the paths and slopes already there.	· Expands provision of wheeled play experiences · Utilises current paths in park. · Existing playground · Complementary amenities (toilet and water) · Any wheeled play on paths needs to be on the eastern side of the reserve, away from the dog off leash area.
Tin Tacks Reserve	Onehunga	Small learn to ride painted paths incorporated into paths near play space.	· Junior ages focused playground · Plunket clinic on site so would suit users of the space · High shade provision · Close to town centre and public transport links · Close to bike hub.
Fergusson Domain	Oranga	Ride track incorporated into the paths and courts.	· Expands provision of wheeled play experiences. · Utilises current paths in park. · Existing playground.
Bert Henham Park	Mount Wellington	Ride track incorporated into the paths and slopes.	· Utilises current paths in park. · Sports park. · Existing playground · Complementary amenities within sports club buildings.
Hamlin Park	Mount Wellington	Ride track incorporated into the paths and slopes.	· Opportunity to incorporate learn to ride features into path network or any playspaces in the future · Sports park.
Mount Wellington War Memorial Park	Panmure	Ride track incorporated into the paths and slopes.	· Connection into Tāmaki shared path. · Existing play space · Complementary location amenities · Sports park.
Riverside and Dunkirk Reserves	Panmure	Inserts incorporated into paths or secondary ride paths next to shared path.	· Connection into Tāmaki shared path.
Maybury Reserve	Glen Innes	Learn to ride painted track incorporated into paths and playground area.	· Reserve to be developed in the future. · Opportunity to incorporate learn to ride features into future path network. · Connection to Greenway 10. · Bike hub.
Point England Reserve	Point England	Learn to ride track included in future paths and playspace design.	· Reserve to be developed in the future. · Opportunity to incorporate learn to ride features into future path network · Connected into Tāmaki shared path · Sports park.

Opportunities – other wheeled play

21. Skate facilities, pump tracks and mountain biking facilities have been considered at a wider network level. This is because these experiences are larger, require higher levels of capital investment and people who utilise these destination level experiences find means of transport to them. Existing amenities within parks, transportation connections and size of open space have been considered to guide recommendations.

Table 2:Table showing wheeled play opportunities.

Wheeled play type		Location	Suburb	Considerations / existing facilities
Pump Tracks	Pump track	Fergusson Domain	Oranga	· Play and basketball located at site · Community centre · Sports park.
	Relocatable Pump track	Sir Woolf Fisher Park	Mount Wellington	· Complementary amenities (toilet and water) · Accessible via bus.
	Pump track	Mount Wellington War Memorial Park	Panmure	· Connection to Tāmaki shared path · Well used playground · Sports park · Complementary amenities (toilet and water).
	Pump track	Maybury Reserve	Glen Innes	· Future development of park will create a destination park and play site which will provide complementary amenity · Bike hub · Connection to Greenway · Alternative location to Elstree North · Accessible via bus and train station.
	Pump track	Elstree North Reserve	Glen Innes	· Play and basketball here. · Good road frontage providing high levels of CPTED. · Alternative location to Maybury Reserve.
Skate Facilities	Skate Park	Onehunga Bay Reserve	Onehunga	· Complementary amenities already here (toilet and water) · Play and basketball located at site · Accessible via bus.
	Skate Park	Maybury Reserve	Onehunga	· Future development will create a destination park and play site which will provide complementary amenity. · Bike hub here. · Will be a destination play site. · Accessible via bus and train station. · Could be located near Glen Innes leisure centre with street frontage, away from main play area.
Dirt Tracks or Mountain Biking	Mountain bike track	Apirana Reserve	Glen Innes	· Topography of park could support mountain biking · Adjacent to Glen Innes and St John cycleway · Connection to Greenway · Community group support · Collaborative work with user group creating memorandum of understanding for potential development of tracks.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The future pressures associated with climate change and sea level rise, pose significant management challenges for how our parks network continues to function and provide services.

23. An ‘adaptive planning’ approach which is aligned to all current central government and council policies and directives is considered as the most effective way to mitigate these effects. The key planning tools relating to this approach includes:

· The Ministry for the Environment ‘Coastal Hazards and Climate Change Guidance’

· Auckland’s Climate Action Framework

· Natural Hazards Risk Management Action Plan

24. The development of any assets, including renewing of assets, should be implemented using sustainable design principles to both minimise climate change drivers and provide resilience to its impacts. These may include, but not limited to initiatives such as:

· Sourcing of sustainable, renewable materials or low carbon alternatives for construction processes.

· Waste minimisation through recycling and repurposing during any deconstruction or renewals processes.

· Evaluate design choices in terms of the upfront carbon reduction as a part of whole of life construction approach.

· Consider the use of energy efficient alternatives, water minimisation and low emission transport options whenever possible through design and construction stages.

· Where practical implement amenity plantings and/or naturalisation of hazardous areas using species chosen that tolerate anticipated climate changes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The wider Parks and Community Facilities specialist teams have reviewed the draft wheeled play study and added advice and responses.

26. Parks and Community Facilities have projects in the current and future work programmes that relate to wheeled play provision and this network study. Parks and Places Specialists have been working with the Area Operations teams on these projects to ensure principles and recommendations are being integrated into these projects. These include the playground renewals projects that will be upcoming within the next three to five years where wheeled play could be incorporated.

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

Local impacts and local board views

27. The study of play across the local board area aligns with the following Maungakiekie-Tāmaki Local Board Plan 2023 service statement: We provide safe and accessible parks, reserves, beaches, recreation programmes, opportunities and facilitates to get Aucklanders more active, more often.

28. Views expressed by the local board through workshop sessions in August 2024, to review the draft document, have helped refine the analysis findings. These views have been integrated into the proposed recommendations and opportunities contained in the attached network study (Attachment A).

Tauākī whakaaweawe Māori

Māori impact statement

29. Once adopted, future projects aligned to this network study will be presented and Mana Whenua will have the opportunity to express interest in these projects and indicate how they would like to be involved.

30. Matauranga Māori refers to the body of knowledge that Māori communities have accumulated in the time that Māori have lived in Aotearoa. Accessing this knowledge is a valuable management tool in council’s design and construction processes.

31. Tangata whenua have detailed knowledge of Matauranga Māori as a living resource and, as the holders of this knowledge, it is important that consultation and engagement is thoroughly undertaken to ensure Te Ao Māori design principles are integrated into any development related to this service assessment.

Ngā ritenga ā-pūtea

Financial implications

32. The Maungakiekie-Tāmaki Wheeled Play Network Study is to be used as a strategic guidance tool to understand how funds may be allocated in the future. Should any projects be initiated in response to the service assessment, then funding will need to be allocated as part of the Parks and Community Facilities work programme for investigation and design.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. The Wheeled Play Network Study takes a network approach to the provision of park services and reduces risk that relates to investment in wheeled play and the location of associated facilities.

Ngā koringa ā-muri

Next steps

34. Following local board adoption, ongoing processes to identify the wheeled play priorities will be undertaken through the Parks and Community Facilities work programmes, including the renewals programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Wheeled Play Network Study 2024	123

Ngā kaihaina

Signatories

Author

Ngaio Emery - Parks & Places Specialist

Authorisers

Martin van Jaarsveld - Head of Specialist Operations

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

24 September 2024

Adoption of Eke Panuku Maungakiekie-Tāmaki Local Board Engagement Plan 2024/2025

File No.: CP2024/12244

Te take mō te pūrongo

Purpose of the report

1. To adopt the Eke Panuku Maungakiekie-Tāmaki 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 (refer to Attachment A of 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/regular engagement – attend a quarterly workshop and provide a six-monthly memorandum to update the agreed list of activities.

6. Reactive engagement—Eke Panuku commits to the free flow of information with the local board regarding issues of interest and responds promptly to the local board’s queries and requests for information.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whai / adopt the Eke Panuku Maungakiekie-Tāmaki Local Board Engagement Plan 2024/2025 (Attachment A).

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

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

Horopaki

Context

7. The CCO Joint Engagement Plans were adopted in July 2021 to align with recommendations in the CCO Review 2020.

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

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

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

11. 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.

12. 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.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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:

	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:

Annually

· Review the engagement plan.

· Confirm the list of local activities to be included in the ongoing reporting.

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

Project/Activity Criteria

· Activities of governance interest to the local board.

· Activities that are part of the urban regeneration programme in the local board area

· Activities that require community engagement or consultation.

· Activities with high public or media interest.

· Placemaking activities in the local board area.

Regular engagement

· Quarterly workshops with the local board.

· Memos and briefings as required.

· Seeking local board input, views and decisions as required.

Six-monthly scheduled reporting

· Eke Panuku will report on a six-monthly schedule to the local board. This will include current updates on agreed activities (Appendix A), changes to engagement levels, activity status and upcoming milestones.

Reactive

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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 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

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 in any potential changes.

Ngā koringa ā-muri

Next steps

27. 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 Maungakiekie-Tāmaki Local Board Engagement Plan 2024/2025	149

Ngā kaihaina

Signatories

Author

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Kate Cumberpatch - Priority Location Director

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

24 September 2024

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

File No.: CP2024/13446

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 Maungakiekie-Tāmaki Local Board:

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

Horopaki

Context

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

· Attachment B is a quarterly update on road maintenance activities

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

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

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 23 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 ⇩	Attachment A - Schedule of Kōkiri Agreement updates	159
b ⇩	Attachment B – Road maintenance activities	165

Ngā kaihaina

Signatories

Author	Ben Stallworthy – Principal Advisor – Auckland Transport
Authoriser	Lou-Ann Ballantyne - General Manager Governance and Engagement

Maungakiekie-Tāmaki Local Board

24 September 2024

Response to Ombudsman's recommendation to open workshops by default

File No.: CP2024/11635

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

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

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

d) whakaae / agree that the local board will implement an open by default approach by.

Horopaki

Context

Defining workshops

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

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

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

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

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

LGOIMA requirements

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

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

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

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

Current local board practice

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

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

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

Best practice guidance

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

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

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

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

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

Ombudsman’s findings

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Aligning to the Ombudsman’s recommendation

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

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

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

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

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

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

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

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

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

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

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

How local boards currently adhere to the recommendations

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

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

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

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

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

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

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

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

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

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

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

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

How to implement open workshops

42. Options for open workshops include:

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

· low public attendance: the benefits of transparency are limited

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

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

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

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

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

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

Local impacts and local board views

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

Benefits of open workshops

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

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

Risks of open workshops

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

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

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

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

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Alyson Roach - Senior Advisor Business Planning & Projects
Authoriser	Lou-Ann Ballantyne - General Manager Governance and Engagement

Maungakiekie-Tāmaki Local Board

24 September 2024

Addition to the 2022-2025 Maungakiekie-Tāmaki Local Board meeting schedule

File No.: CP2024/13785

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board adopted its 2022-2025 meeting schedule on 22 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 amend two meeting dates and approve one extraordinary meeting date in the Maungakiekie-Tāmaki Local Board meeting schedule to meet revised Annual Budget timeframes.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakaae / approve the addition of one extraordinary meeting date to the 2022-2025 Maungakiekie-Tāmaki Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Tuesday, 19 November 2024 at 1.00pm

b) tapi / amend the 2022-2025 Maungakiekie-Tāmaki Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) change the November 2024 business meeting date, currently scheduled on Tuesday, 26 November at 1.00pm, to Tuesday, 3 December at 1.00pm.

ii) change the April 2025 business meeting date, currently scheduled on Tuesday, 22 April at 1.00pm, to Tuesday 29 April at 1.00pm.

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 Maungakiekie-Tāmaki Local Board adopted its 2022-2025 business meeting schedule during its 22 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 / amendments 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 and/or amendments 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. Since there is enough time to meet statutory requirements, staff recommend adding an extraordinary meeting and amending two business meeting dates in the schedule. This provides the local board more flexibility to address various issues. A decision from the local board is required.

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

Jessica Prasad - Democracy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement