Agenda of Albert-Eden Local Board - Thursday, 26 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 Albert-Eden Local Board:

a) whakaū / confirm the minutes of its ordinary meeting, held on Thursday, 19 September 2024, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

6.1 Acknowledgement - 2024 Auckland Moon Festival in Balmoral

Te take mō te pūrongo

Purpose of the report

1. For the local board to note a formal acknowledgement on the meeting agenda.

Whakarāpopototanga matua

Executive summary

2. The local board congratulates the organising committee of the 2024 Auckland Moon Festival held in Balmoral on their recent successful and prosperous event.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) acknowledge and congratulate the organising committee of the 2024 Auckland Moon Festival held in Balmoral on their successful and prosperous event and wish them well in the future.

6.2 Acknowledgement - Condolences to the family of Sir Harold Marshall

Te take mō te pūrongo

Purpose of the report

1. For the local board to note a formal acknowledgement on the meeting agenda.

Whakarāpopototanga matua

Executive summary

2. The local board extends its condolences to the family of Sir Harold Marshall KNZM, FRSNZ, noting his outstanding achievements in the field of acoustics and his life-long association with Mount Albert as a resident, a contributor to many activities and as a member of many community groups including the Mount Albert Residents’ Association and the Mount Albert Methodist Church.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) extend its condolences to the family of Sir Harold Marshall KNZM, FRSNZ, noting his outstanding achievements in the field of acoustics and his life-long association with Mount Albert as a resident, a contributor to many activities and as a member of many community groups in the community he cherished including the Mount Albert Residents’ Association and the Mount Albert Methodist Church.

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 Albert-Eden 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 - Victoria Toon, Auckland Transport Bus Route 64

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Victoria Toon, resident, to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Victoria Toon, resident, will be in attendance to present to the local board the views of residents of Walters Road concerning Auckland Transport’s proposed changes for Bus Route 64.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Victoria Toon, resident, for her attendance and Deputation presentation outlining the views of residents of Walters Road concerning Auckland Transport’s proposed changes for Bus Route 64.

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 - BirdCare Aotearoa, Highly Pathogenic Avian Influenza H5N1

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Dr Rashi Parker, Fundraising Manager, BirdCare Aotearoa, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Dr Rashi Parker, Fundraising Manager, BirdCare Aotearoa, will be in attendance to present to the local board a brief presentation outlining the work that BirdCare Aotearoa is undertaking to mitigate the danger to local birds posed by the highly contagious Highly Pathogenic Avian Influenza (H5N1).

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Dr Rashi Parker, Fundraising Manager, BirdCare Aotearoa, for her attendance and presentation regarding the work that BirdCare Aotearoa is undertaking to mitigate the highly contagious Highly Pathogenic Avian Influenza (H5N1) and its danger to local birdlife.

Attachments

a Powerpoint re. BirdCare Aotearoa Public Forum......................................... 195

9.2 Public Forum - Graeme Easte, Dominion Road Flyover

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Graeme Easte, resident, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Graeme Easte, resident, will be in attendance to present to the local board a brief presentation outlining his advocacy for the redevelopment of the Dominion Road Flyover, as part of a broader initiative to grade-separate level crossings across the region.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Graeme Easte, resident, for his attendance and Public Forum presentation outlining advocacy for the redevelopment of the Dominion Road Flyover, as part of a broader initiative to grade-separate level crossings across the region.

Attachments

a Dominion Road Flyover Presentation to Transport and Infrastructure Committee (August 2024)............................................................................ 201

b Notice of Motion re. Dominion Road - New North Road Intersection Proposal (November 2014).......................................................................... 215

c Auckland Design Office Report re. Dominion Road Flyover (September 2016)............................................................................................................. 219

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.”

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1, a Notice of Motion has been received from Chairperson K

Smith and Member J Fowler for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion – Chairperson K Smith – Request for a review of Central Crosstown Bus Changes 2024, in regard to changes proposed for Route 64	13

Albert-Eden Local Board

26 September 2024

Adoption on the Epsom Play, Sport and Recreation Strategic Assessment

File No.: CP2024/11247

Te take mō te pūrongo

Purpose of the report

1. To adopt the Epsom Play, Sport, and Recreation Strategic Assessment 2024.

Whakarāpopototanga matua

Executive summary

2. On 27 July 2023, Albert-Eden Local Board approved the 2023/2024 Customer and Community Services work programme, including item number 3006, Albert-Eden Sport and Active Recreation Facilities Plan Implementation (resolution AE/2023/98).

3. The 2021 Albert-Eden Sport and Active Recreation Facilities Plan identified the Mt Eden/Epsom precinct as high priority. This was due to the possible sale of the University of Auckland’s Epsom Campus which contains sport and recreation facilities (including open space) used by the wider community.

4. The local board allocated $25,000 Locally-driven Initiatives (LDI Opex) budget for the 2023/2024 financial year. The budget was set aside to undertake a strategic assessment of future open space, sport and recreation needs in the Epsom Campus Precinct.

5. The Strategic Assessment aims to answer two key questions involving the provision requirements. It recognises potential land-use and populations change and what roles should the facilities and land in the Epsom Precinct play in meeting those requirements.

6. The Strategic Assessment provides key findings and five recommendations to support the local board. The findings and recommendations will help the local board with advocacy for the future of the Epsom Precinct and the impact of play, sport and recreation for the community.

7. Staff recommend that the local board adopt the Epsom Play, Sport and Recreation Strategic Assessment 2024.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) adopt the Epsom Play, Sport and Recreation Strategic Assessment 2024 provided in Attachment A of the agenda report.

Horopaki

Context

Albert-Eden Local Board – Customer and Community Services Work Programme 2023/2024

8. On 27 July 2023, Albert-Eden Local Board approved the 2023/2024 Customer and Community Services work programme, including item number 3006, Albert-Eden Sport and Active Recreation Facilities Plan Implementation [AE/2023/98].

9. Activity Description: Support priority projects within the Albert-Eden Sport and Active Recreation Facilities Plan. Assess Implementation options for funding and allocation of grants based on criteria in the plan.

10. The local board allocated $25,000 Locally-driven Initiatives operational (LDI Opex) budget for the 2023/2024 financial year. The budget was set aside to undertake a strategic assessment of future open space, sport and recreation needs in the Epsom Campus Precinct.

Albert-Eden Sport and Active Recreation Facilities Plan 2021

11. Albert-Eden Local Board adopted the Albert-Eden Sport and Active Recreation Facilities Plan (“SARFP”) in December 2021 [AE/2021/191].

12. The SARFP is designed to assist the local board and all stakeholders in prioritising future investment into sport and active recreation facility projects. This approach looks to maximise the community impact of that investment.

13. The plan identifies the Mt Eden/ Epsom Precinct as high priority due to the possible sale of the campus. The campus contains sport and recreation facilities (including open space) used by the wider community.

Epsom Campus Precinct

14. The University of Auckland’s Epsom Campus is expected to be sold and converted to residential use, resulting in an increase of population in the area.

15. Intensification and population growth is expected to increase pressure on existing open space and sport and recreation provision.

Epsom Play, Sport and Recreation Strategic Assessment 2024

16. The Epsom Play, Sport and Recreation Strategic Assessment 2024 was commissioned staff on behalf of the local board. This was done in response to the expected sale of the University of Auckland’s Epsom Campus, and the impact this could have on the community.

17. The purpose of the assessment is to provide an evidence-based assessment of the future, play, sport and recreation needs, arising from the pending land-use change at Epsom Campus.

18. The aim of the strategic assessment endeavours to answer two key questions:

· What are the likely open-space, play, sport and recreation provision requirements in the immediate 15-minute catchment of Epsom Precinct, recognising potential land-use and population change?

· Consequently, what roles should the facilities and land at Epsom Precinct play in meeting those requirements?

Tātaritanga me ngā tohutohu

Analysis and advice

Hypothetical Development Assumptions

19. For the purposes of the strategic assessment, hypothetical development assumptions were created as a basis for analysing potential impacts of residential redevelopment of Epsom Campus on play, sport and recreation needs.

20. The following parameters were included:

· All notable trees are retained and incorporated into a communal green space

· The site of Te Pou Hawaiki is not included as part of any residential development

· A road is formed linking Epsom Avenue to St Andrews Road and Gillies Avenue

· Allotment depth of 25m to enable a range of housing typologies

· Building coverage of 50 per cent across the site

· 50 per cent of the developable area is set aside for roads, shared access, required greenspace, storage areas, servicing requirements and communal areas.

21. Based on these parameters, three different possible building typologies were explored:

· terraced dwellings

· primarily three-storey apartments and terraced towards boundaries

· primarily five-storey apartments and terraced towards boundaries.

22. With this assumption the approximate residential capacity would range from 1,504 to 5,526 residents, depending on building typologies.

23. Should an opportunity arise to secure existing play, sport and recreation facilities used by the community (indoor and outdoor courts) and green space located in the south/ south-east of the campus, the developable area would only reduce by 0.6 hectares.

24. This would result in an approximate residential capacity ranging from 1,259 to 4,298 residents, depending on building typologies.

Key Findings

25. The strategic assessment provides key findings across open space, play-spaces, indoor/covered courts, outdoor courts, aquatic and pathways.

26. Demand is assessed in two categories:

a) demand into precinct

b) needs from precinct.

Demand into precinct

27. Open space – Facilities on the campus cater for demand from outside the Precinct, a large geographic area with predominant provision for sport activity.

28. Open space - Identified shortfall in sport field provision across Albert-Eden, particularly flood lit training space.

29. Indoor/Covered courts - Clear under-supply in indoor/covered court across Albert-Eden and Auckland. Recent loss of five courts from Albert-Eden network has exacerbated under-supply.

30. Outdoor courts - Sufficient provision when including current, planned and proposed developments.

31. Play-spaces - Sufficient provision when including current, planned and proposed developments both locally and destination.

Needs into precinct

32. Open-Space - Additional open-space will be required to meet demand of growing population.

33. Open-Space - Insufficient open-space provision for neighbourhood park functions for informal/social open spaces.

34. Pathways - Provide for east-west and north-south connections.

35. Indoor/covered courts - Insufficient indoor/covered court space, with additional need arising with growing population. Potential to gain access short-term or permanently to existing indoor courts to address under-supply.

Strategic assessment recommendations

36. The strategic assessment provides five recommendations to be considered a priority for advocacy for core needs and potential opportunities relating to Epsom Precinct.

a) Seek to activate the existing indoor courts which are sitting idle – securing at least short term to medium term access for sports code use.

b) Explore opportunities for early cooperation or partnership with the new site owner.

c) Secure and consolidate the western boundary of the site (potentially in collaboration with the Ministry of Education/schools).

d) Advocate more greenspace/restoration of the quarried maunga and pā site which could link to potential new public pathways.

e) Explore partnerships with the neighbouring schools for reciprocal access in response to higher utilisation and space demands.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. Adoption of the strategic assessment has no direct impact on the climate.

34. However, the strategic assessment does provide recommendations that, if actioned, will minimise climate impact.

35. Re-using the existing indoor facilities can avoid additional embodied carbon and construction waste generated by new buildings.

36. The opportunity to secure and consolidate the western boundary of the site can maintain existing greenspace and protected trees within the area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. In the creation of the Epsom Play, Sport and Recreation Strategic Assessment, staff continued to work collaboratively with relevant council staff members and teams.

38. The Windmill Park Concept Plan was adopted by the local board in March 2024. The Parks and Community Facilities 2024/2025 work programme includes an investigation study for covered courts at Windmill Park.

39. Adoption of the plan may have implications for future land acquisitions and/or partnership with future owners. Any commitment to partnership relationship or investment would be subject to its own advice and decision-making process.

40. There are no further implications of known plans or projects for the wider council whānau.

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

Local impacts and local board views

41. Adoption of the assessment would support outcomes related to the Albert-Eden Local Board Plan, including:

· Our Places – New neighbourhoods are well planned, built and serviced, with a focus on Carrington, Epsom and Owairaka

· Our Community – Our parks and open space meet the needs of our changing and growing population.

42. The assessment was a project identified in the Albert-Eden Sport and Active Recreation Facilities Plan, adopted by the local board in December 2021 [AE/2021/191].

43. At a workshop on 11 April 2024, local board members were receptive to the strategic assessment and provided feedback that was incorporated into the final assessment.

44. The adoption of this document will provide the local board with an assessment tool that can be used for advocacy relating to the site. It also provides potential evidence-based solutions for implementation by the local board.

Tauākī whakaaweawe Māori

Māori impact statement

45. The recommendations in the strategic assessment do acknowledge the restoration of the quarried maunga and pā site within the Epsom Campus, recognising the significance of the area to mana whenua and the importance of restoration of places of significance.

46. There are no clear specific Māori outcome impacts when it comes to the adoption of the Strategic Assessment.

47. The Māori demographic within the Albert-Eden Local Board area is 7.1 per cent of the total local population. Therefore, the adoption of the strategic assessment may support Māori to be more active through play, sport and recreation within the Epsom Precinct.

Ngā ritenga ā-pūtea

Financial implications

48. On 27 July 2023, Albert-Eden Local Board approved the 2023/2024 Customer and Community Services work programme, including item number 3006, Albert-Eden Sport and Active Recreation Facilities Plan Implementation [AE/2023/98].

49. This item had $25,000 Locally-driven Initiatives operational (LDI Opex) budget allocated to it for the 2023/2024 financial year. The budget was fully utilised during that year.

50. There are no further financial implications associated with this report. The implementation of any recommendations that require future funding will need detailed analysis and will be subject to local board approval.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. The Epsom Play, Sport and Recreation Strategic Assessment presents risks that are listed in Table 1 below. The table also includes the actions that have been taken to mitigate these risks.

Table 1: Risks and mitigations

Risks

Mitigations

The impact this strategic assessment could have on the commercial interests of the University of Auckland, in respect of the site

The strategic assessment was developed using publicly available information. Hypothetical development scenarios were created to provide a basis for analysis of potential play sport and recreation demand.

The University of Auckland confirmed it has no concerns with the content of the strategic assessment.

The new owner may not appreciate council discussing what happens on their land.

At the time of writing the site is still owned by the University of Auckland. Future ownership is still to be determined.

The recommendations indicate exploring opportunities for early cooperation and partnership once the new site owner is confirmed.

Ngā koringa ā-muri

Next steps

52. Recommendations within the Strategic Assessment provide the local board with an advocacy document. The document will assist with discussions relating to the Epsom Campus area or future discussions with the new site owners.

53. Staff will explore actions to be taken from the recommendations, including exploring short-term access to the indoor facilities on the campus.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Epsom Play, Sport and Recreation Strategic Assessment	23

Ngā kaihaina

Signatories

Author

Yvaan Hapuku-Lambert - Sport & Recreation Lead

Authorisers

Kenneth Aiolupotea - General Manager Community Wellbeing

Nina Siers - Local Area Manager

Albert-Eden Local Board

26 September 2024

Albert-Eden Quick Response Round One 2024/2025 grant allocations

File No.: CP2024/13351

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Albert-Eden Quick Response Round One 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2024/2025 on 24 April 2024 (Attachment A). The document sets application guidelines for contestable grants.

3. This report presents applications received for the Albert-Eden Quick Response Round One 2024/2025 (Attachment B).

4. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year.

5. Twenty-seven applications were received for Quick Response Round One 2024/2025, requesting a total of $68,739.80.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) agree to fund, part-fund or decline each application in Albert-Eden Quick Response Round One 2024/2025 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2501-101	Shager Ethiopian Entertainment NZ Incorporated	Community	Towards venue hire for the Ethio-Kiwi Kids programme from 14 October 2024 to 20 December 2024.	$3,000.00	Eligible
QR2501-102	Asthma New Zealand Incorporated	Community	Towards the printing and free distribution of 5,000 Respiratory Educational pamphlets & 1,000 Asthma Emergency information fridge magnets.	$3,000.00	Eligible
QR2501-104	Communicare CMA(Auckland) Incorporated	Community	Towards the weekly venue hire cost of the Communicare Friendship Centres at Jack Dickey Community House in Greenlane from 1 January to 30 June 2025.	$2,425.35	Eligible
QR2501-105	Mt Eden Community Patrol Incorporated	Community	Towards the maintenance, insurance, warrant of fitness (WOF) and road user charges (RUC) charges of the community patrol car.	$1,000.00	Eligible
QR2501-106	Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in the local board area from 1 October 2024 to 22 December 2024, including creative tutors, project management, tools, equipment, materials, marketing, prep, travel and administration costs.	$2,740.00	Eligible
QR2501-110	Uptown Business Association Incorporated	Events	Towards hiring infrastructure for the children's zone, a stand-alone structure for shelter from the weather, activities including a face painter, performers and a children's coordinator cost to organise and run the children’s activity zone for the "Branch Out" festival on 5 October 2024.	$3,000.00	Eligible
QR2501-113	Monte Cecilia Catholic School	Sport and recreation	Towards the Auckland Netball Centre entry fees for the netball team at the Monte Cecilia school.	$1,880.00	Eligible
QR2501-118	Wingspan Trust	Community	Towards 38 subsidised counselling sessions for the Albert-Eden community between 1 October 2024 to 31 March 2025.	$3,000.00	Eligible
QR2501-120	Glass Ceiling Arts Collective Limited	Arts and culture	Towards the lead tutor's costs for all-inclusive theatre classes and production.	$3,000.00	Eligible
QR2501-121	Playcentre Aotearoa - Morningside Playcentre	Community	Towards the purchase of a new waka for the playcentre.	$2,501.25	Eligible
QR2501-122	BirdCare Aotearoa	Environment	Towards the BirdCare Aotearoa hospital's containment wall build and installation at 74 Avonleigh Road, Green Bay.	$1,500.00	Eligible
QR2501-123	Epsom Chinese Association Incorporated	Community	Towards the fees/gift vouchers for the instructors, administrator and registration coordinator, venue hire, printing and marketing costs for the "Community Activities Programme" at the Melville Cricket Pavillion.	$3,000.00	Eligible
QR2501-124	Elder Care Volunteers	Community	Towards the cost of running a free series of seminars on topics related to ageing, residential care, and dementia held online, including the costs of seminar facilitation (webinar software subscription), guest speakers fees and advertising.	$2,429.20	Eligible
QR2501-125	Fix Up, Look Sharp	Community	Towards the venue hire, catering, marketing, online radio station time and hire costs for the "Fix Up, Look Sharp 10th Anniversary Pop Up Sale" on 28 September 2024.	$2,000.00	Eligible
QR2501-128	The Upside Downs Education Trust	Community	Towards the speech-language therapy fees for nine children with Down Syndrome in the local board area.	$3,000.00	Eligible
QR2501-132	Auckland Netball Centre Incorporated	Sport and recreation	Towards the purchase and installation of a new lockable community notice board to be placed on the building at Windmill Park.	$1,482.00	Eligible
QR2501-133	Momentum Charitable Trust	Community	Towards the cost of delivering two one-day life and financial skills programmes to 40 at-risk individuals at the Mt Eden Probation Centre.	$3,000.00	Eligible
QR2501-134	Breathe Move Enliven Limited	Arts and culture	Towards venue hire, leadership and musicians’ fees for "Unity in Diversity" events.	$3,000.00	Eligible
QR2501-135	Mount Albert Ramblers Softball Club Incorporated	Sport and recreation	Towards the purchase of 40 junior softball shirts and 40 T-ball shirts.	$3,000.00	Eligible
QR2501-136	Sandringham Project in Community Empowerment (Spice Trust)	Arts and culture	Towards venue hire, community facilitator's and coordinator's wages, the printing of portraits, marketing and social media promotion costs for the "Bridging Generations: The Sandringham Stories" portrait and video exhibition and opening night to be held at the Sandringham Community Centre.	$2,907.00	Eligible
QR2501-140	Circability Trust	Arts and culture	Towards the costs of venue hire, photography videography, accommodation and catering for the Kanohi Kitea- Matauranga Maori & Circus Arts 2024 “Kia takaro tahi tatou - Let's Play Together" event at Te Noho Kotahitanga Marae on the Unitec Mt Albert campus on 23 October 2024.	$3,000.00	Eligible
QR2501-142	PHAB Association (Auckland) Incorporated	Community	Towards operational costs, including venue hire and club coordinator's salary.	$3,000.00	Eligible
QR2501-144	Internal Strength Limited	Community	Towards the professional facilitator's costs for the "Internal Strength - Work ready, Life ready" programme.	$2,875.00	Eligible
QR2501-145	Mobility Assistance Dogs Trust	Community	Towards the purchase of a puppy to join the training programme.	$2,000.00	Eligible
QR2501-146	Disha New Zealand (NZ)	Community	Towards transport, donations at the religious places, koha for the volunteers, and administration costs for the "Embracing Diversity - organising Interfaith journey with Seniors" event.	$3,000.00	Eligible
QR2501-147	Grow New Zealand Incorporated	Community	Towards digital marketing cost to help promote its mental health support groups.	$3,000.00	Eligible
QR2501-149	Carolyn Jan Sylvester	Arts and culture	Towards the filming, editing and post-production costs of the short film "Music in the Forest" and STEPS "Maunga to Moana guided walk" event to publicise the cause and restoration of Waitītiko Meola Creek.	$1,000.00	Eligible
Total				$68,739.80

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close any additional accountability requirements.

9. The Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2024/2025 on 24 April 2024 (Attachment A). The document sets application guidelines for contestable grants.

10. The community grants programs have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, and community networks.

11. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The aim of the local board grants programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment, or heritage.

15. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Albert-Eden Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

18. A summary of each application received through Albert-Eden Quick Response Round One 2024/2025 (Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

19. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grants processes.

20. Fourteen applicants applying to Albert-Eden Quick Response Round One indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements.

22. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year.

23. Twenty-seven applications were received for Quick Response Round One 2024/2025, requesting a total of $68,739.80.

24. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

26. Following the Albert-Eden Local Board allocating funding for round one of quick response grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board Community Grants Programme 2024/2025	61
b ⇨	Albert-Eden Quick Response Round One 2024/2025 - grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

26 September 2024

Thriving Rangatahi

File No.: CP2024/13620

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 Albert-Eden 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	79
b ⇩	Local board feedback from Thriving Rangatahi workshops	117

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Albert-Eden Local Board

26 September 2024

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

File No.: CP2024/13556

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 Albert-Eden 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

· Attachment C is a quarterly update on local road related deaths and serious injuries.

12. Additionally, during its workshop on 19 September 2024, AT staff provided the local board with updates on the following projects:

· St Andrews Intersection

· Provision of Bike Shelters

· Elim Road safety measures.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

14. 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.

15. 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

16. 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.”

17. 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.

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

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

20. 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

21. The local board endorsed the Kōkiri Agreement 2024-2025 during its 25 July 2024 business meeting. This report provides the first quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

22. 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.

23. 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

24. 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

25. 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.

26. 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

27. 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.

28. 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

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

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

31. 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	125
b ⇩	Attachment B – Road maintenance activities	133
c ⇩	Attachment C – Update on local road death and serious injury	135

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Albert-Eden Local Board

26 September 2024

Adoption of Eke Panuku Albert-Eden Local Board Engagement Plan 2024/2025

File No.: CP2024/13420

Te take mō te pūrongo

Purpose of the report

1. To adopt the Eke Panuku Albert-Eden 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 relevant 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 report 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

Recommendations

That the Albert-Eden Local Board:

a) whai / adopt the Eke Panuku Albert-Eden Local Board Engagement Plan 2024/2025. Attachment A

b) tuhi ā-taipitopito / note that Eke Panuku will provide six-monthly updates on the following items:

i. 132 Greenlane East

ii. 198 Dominion Road, Mount Eden

iii. Maungawhau Precinct Development

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

Horopaki

Context

7. The Council-controlled Organisation (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.
Ongoing engagement	· Attend a scheduled quarterly workshop. · Provide a six-monthly update on the agreed activities in the schedule in Appendix A. · Provide memos and briefings as required.
Activity criteria	· Activities of governance interest to the local board. · Activities that require community engagement or consultation. · Activities in the local board area with high public and media interest.
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 report to the local board to update on its relevant activities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Albert-Eden Local Board Engagement Plan 2024-2025 Final	141

Ngā kaihaina

Signatories

Author

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Kate Cumberpatch - Priority Location Director

Nina Siers - Local Area Manager

Albert-Eden Local Board

26 September 2024

Addition to the 2022-2025 Albert-Eden Local Board meeting schedule

File No.: CP2024/13132

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Albert-Eden Local Board adopted its 2022-2025 meeting schedule on 23 November 2022.

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

4. The local board is being asked to approve three meeting dates as an addition to the 2022-2025 Albert-Eden Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

i) Thursday, 21 November 2024 at 3.00pm

ii) Thursday, 1 May 2025 at 10.00am

iii) Thursday, 12 June 2025 at 10.00am.

Horopaki

Context

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

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

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

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

7. The Albert-Eden Local Board adopted its 2022-2025 business meeting schedule during its 23 November 2022 business meeting.

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

9. The board is being asked to make decisions in late-November 2024 and late-April / late May and early-June 2025 to feed into the Annual Budget processes. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

ii) Include the meetings as extraordinary meetings.

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

12. For option two, only the specific topic the Annual Budget may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget process could be considered at this meeting.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Michael Mendoza - Democracy Advisor

Emma Reed – Senior Local Board Advisor

Authorisers