Agenda of Upper Harbour Local Board - Thursday, 26 September 2024

1 Nau mai | Welcome

The Chairperson A Atkinson will open the meeting with a Karakia.

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 Upper Harbour Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 12 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 Upper Harbour 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 North Shore City Baseball Club Incorporated - Te Kori Scott Point Baseball Lighting Proposal and Other Baseball Facility Matters

Te take mō te pūrongo

Purpose of the report

1. To receive an update from North Shore City Baseball Club Incorporated on a baseball lighting proposal at Te Kori Scott Point and other baseball facility matters.

Whakarāpopototanga matua

Executive summary

2. Camryn Brown, President, and Adam Lough, Committee member, North Shore City Baseball Club Incorporated, representing North Shore City Baseball Club Incorporated, will be in attendance to provide an update on a baseball lighting proposal at Te Kori Scott Point and other baseball facility matters at Albany Domain and Unsworth Reserve.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Camryn Brown, President, and Adam Lough, Committee member, North Shore City Baseball Club Incorporated, representing North Shore City Baseball Club Incorporated and thank them for their attendance and presentation.

Attachments

a North Shore City Baseball Club Incorporated presentation......................... 167

8.2 Upper Harbour Indian Association - Strengthening Community Engagement and Cultural Enrichment

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Upper Harbour Indian Association on Strengthening Community Engagement and Cultural Enrichment.

Whakarāpopototanga matua

Executive summary

2. Udita Sood, Chairperson, and Shefali Kothari, Secretary, of the Upper Harbour Indian Association, representing the Upper Harbour Indian Association, will be in attendance to provide an update on promoting cultural awareness, strengthening community ties, supporting community needs and encouraging volunteerism.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Udita Sood, Chairperson, and Shefali Kothari, Secretary, of the Upper Harbour Indian Association, representing the Upper Harbour Indian Association and thank them for their attendance and presentation.

Attachments

a Upper Harbour Indian Association presentation.......................................... 187

8.3 Open and Connect NZ - Programme Overview

Te take mō te pūrongo

Purpose of the report

1. To receive an update from Open and Connect NZ.

Whakarāpopototanga matua

Executive summary

2. Cheryl Han and Penny Zhang, representing Open and Connect NZ, will be in attendance to provide an update on projects and initiatives involving participants in the local board area and strengthening connections.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Cheryl Han and Penny Zhang, representing Open and Connect NZ and thank them for their attendance and presentation.

Attachments

a Open and Connect 2024 presentation......................................................... 199

8.4 Albany Community Hub - Year End Report 2023/2024.

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Albany Community Hub on their Year End Report 2023/2024.

Whakarāpopototanga matua

Executive summary

2. Amanda Isada, Albany Community Hub Manager, representing Albany Community Hub, will be in attendance to provide an overview of the activities in the Albany Community Hub for 2023/2024.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Amanda Isada, Albany Community Hub Manager, representing Albany Community Hub and thank her for her attendance and presentation.

Attachments

a Albany Community Hub - Year End Report 2023/2024 presentation.......... 231

8.5 Rosedale Country Club - Proposed Greenspace Project

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the Rosedale Country Club on a proposed project for the greenspace on the corner of Rosedale Road and Bush Road.

Whakarāpopototanga matua

Executive summary

2. Benedict Casey and Charlie Bott, representing the Rosedale Country Club, will be in attendance to provide an update on proposed project for the greenspace on the corner of Rosedale Road and Bush Road.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Benedict Casey and Charlie Bott, representing the Rosedale Country Club and thank them for their attendance and presentation.

Attachments

a Rosedale Country Club - Proposed Greenspace Project presentation....... 245

8.6 North Harbour Hockey Association - Hikoi for Health Wayfinding Signage

Te take mō te pūrongo

Purpose of the report

1. To receive an update from the North Harbour Hockey Association on the Hikoi for Health concept and request funding support for wayfinding signage.

Whakarāpopototanga matua

Executive summary

2. Nicky Shave, North Harbour Hockey Association board member, representing North Harbour Hockey Association, will be in attendance to provide an update on the Hikoi for Health concept and request funding support for wayfinding signage.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whiwhi / receive the deputation from Nicky Shave, North Harbour Hockey Association board member, representing North Harbour Hockey Association, and thank her for her attendance and presentation.

Attachments

a North Harbour Hockey Placemaking and Wayfinding Model Project - presentation.................................................................................................. 253

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Upper Harbour Local Board

26 September 2024

Proposed new community ground lease to Meadowood Centre Incorporated at R 55 Meadowood Drive, Unsworth Heights

File No.: CP2024/10948

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Upper Harbour Local Board to grant a new community ground lease to Meadowood Centre Incorporated for their group-owned creche building located at R 55 Meadowood Drive, Unsworth Heights.

Whakarāpopototanga matua

Executive summary

2. Meadowood Centre Incorporated seeks a new community ground lease to continue occupation and operation from their group-owned building at R 55 Meadowood Drive, Unsworth Heights (Attachment A to the agenda report).

3. Meadowood Centre Incorporated manage two buildings at Meadowood Reserve. This lease application and advice relates to the group-owned building operating as a community creche at the reserve.

4. Meadowood Centre Incorporated holds a community ground lease which has expired on 31 March 2020 and is holding over on the same terms and conditions until terminated or a new lease is granted to the group.

5. A new lease to Meadowood Centre Incorporated was identified and approved by the Upper Harbour Local Board as part of the 2023/2024 Customer and Community Services Work Programme on 27 July 2023 (resolution number UH/2023/80).

6. As Meadowood Centre Incorporated is contemplated on the recently adopted local parks management plan, public notification and iwi engagement will not be required for granting a new lease to the group.

7. Staff from Parks and Places and Area Operations, as well as the Community Broker have been consulted and no concerns were raised about providing a new lease to Meadowood Centre Incorporated.

8. Staff recommend implementing the $1300 per annum rent in accordance with the updated fees and charges under the Community Occupancy Guidelines (updated July 2023). The implementation of rent is at the discretion of the local board. Should the local board decide not to support the staff recommendation, a formal resolution identifying an alternate rental will be required.

9. Based on staff feedback on the recent restructuring of the Meadowood Centre Incorporated’s committee, the lease term has been adjusted to an initial three-year term so that the council can monitor the group’s operation during this period, with an allowance for a 10-year right of renewal on expiry of the initial term.

10. This report recommends that a new community ground lease be granted to Meadowood Centre Incorporated for a term of 3 years commencing from 1 October 2024 with one 10-year right of renewal.

11. If the local board decides to grant the proposed new community ground lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae / grant a new community ground lease to Meadowood Centre Incorporated for an area comprising approximately 1003m² located at R 55 Meadowood Drive, Unsworth Heights on the land legally described as Lot 360 DP 132246 (as per Attachment A to the agenda report), subject to the following terms and conditions:

i) term – 3 years, commencing 1 October 2024, with one 10-year right of renewal.

ii) rent – $1300.00 plus GST per annum.

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

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012 for the proposed new lease to Meadowood Centre Incorporated at R 55 Meadowood Dive, Unsworth Heights.

Horopaki

Context

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

13. The Upper Harbour Local Board approved the 2023/2024 Customer and Community Services Community Leases Work Programme at their local board meeting on 27 July 2023 (resolution number UH/2023/80).

14. Progression of a new lease to Meadowood Centre Incorporated at R 55 Meadowood Drive, Unsworth Heights was part of the approved work programme. This report considers the granting of new community lease as outlined in the approved work programme.

Land, building and lease

15. The land occupied by Meadowood Centre Incorporated (the group) is legally described as Lot 360 DP 132246 and classified as a local purpose (community) reserve.

16. The group holds a community ground lease for their group-owned building operating as a community creche at Meadowood Reserve.

17. As a group-owned building, all operational and maintenance costs are borne by the group.

18. Staff undertook a site visit in February 2024, and the creche building was found to be well managed and maintained. The group has recently undertaken improvements to their building by repainting the exterior, and plan to upgrade their toilets in the near future.

19. The group’s building is primarily used for early childhood education, and contains an outdoor playground, large indoor play area, kitchen, office, and toilets.

20. The group’s current community lease with the council commenced on 1 April 2000 and expired on 31 March 2020. The lease is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised with the group.

Meadowood Centre Incorporated

21. Meadowood Centre Incorporated’s purpose for its community creche is to:

· provide affordable quality early childcare and education to the community

· support children’s learning

· provide a welcoming environment for parents/ whānau and children.

22. The creche was built in the late 1990’s based on funding from the Ministry of Education and the need identified by the community. Since then, the group has held a presence at this location for 26 years with a licence from the Ministry of Education to cater for 25 children from the creche.

23. The group currently has 25 registered children attending, with 5 full-time and 1 part-time staff supporting their daily operations. They also have a separate parents committee to manage the creche.

24. The group operates largely based on Ministry of Education funding and annual fundraisers.

Tātaritanga me ngā tohutohu

Analysis and advice

25. Under the Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The group is exercising this right by applying for a new lease. The local board has the discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

26. As the group is contemplated on the recently adopted local parks management plan, public notification and iwi engagement will not be required for granting a new lease to this group.

Assessment of the application

27. The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver early childhood education services.

28. The group as a registered incorporated society provides an opportunity for affordable early childhood education for the community that has an economically compatible price point in comparison to commercial early childhood centres within the vicinity.

29. The area proposed to be leased to the group consists of approximately 1003m² and is outlined in Attachment A to the agenda report – Site Map.

30. The recommended tenure term has been adjusted for this group to an initial three-year term with one 10-year right of renewal based on feedback provided by staff regarding recently restructured governance arrangements for the group. The three-year term will likely provide an adequate window for the council to review the group’s operations prior to considering a longer lease renewal period.

31. The group has provided financial details which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

32. The group has all necessary insurance cover, including public liability insurance, in place.

33. A site visit was undertaken by staff during February 2024, and the group-owned building was found to be well managed and maintained. All management and operational costs are funded by the group. The group has also recently undertaken improvements to their building by repainting the exterior and plan to upgrade their toilets in the near future.

34. The group provides a valuable service to the local community by providing affordable early childhood education services to the local community.

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

36. Staff recommend that a new community ground lease be granted to Meadowood Centre Incorporated for a term of 3 years commencing from 1 October 2024 with one 10-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities

Figure 1: Meadowood Community Creche – Flood Plains and Flood Prone Areas

A screenshot of a phone

Description automatically generated

38. Climate change has some potential to impact the lease for Meadowood Creche as part of the leased area is in a flood plain and flood prone area.

39. However, as the building is group-owned, the group are expected to mitigate against or prepare for any climate change impacts on their assets at this location. The group has further advised they have not suffered damage from the 2023 Auckland Anniversary weekend floods despite their location within a flood prone area. The group have been advised on exposure to these climate change risks.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Council staff from the Community Directorate, including Area Operations, Parks and Places, and the Community Broker have been consulted. They are supportive of the proposed new lease.

41. Based on staff consultation, the lease tenure has been adjusted to a three-year initial term with one 10 year right of renewal as advised under paragraph 30 above.

42. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

43. The proposed new lease will benefit the community by enabling initiatives that promote early childhood education for the Upper Harbour Local Board area and its surrounding communities.

44. The assessment of the application was discussed with the Upper Harbour Local Board through a memo and workshop on 6 June 2024.

45. The delivered activities align with the Upper Harbour Local Board Plan 2023 outcomes and objectives:

Table 2: 2023 Upper Harbour Local Board Plan outcomes and objectives

Outcome	Objective
Outcome: Our Community	Upper Harbour has a range of fit for purpose multi-use sports, recreation and community amenities that serve a growing and diverse community
Outcome: Our Community	People of all abilities have access to well-maintained sports fields, parks, coastal and community facilities in Upper Harbour

Tauākī whakaaweawe Māori

Māori impact statement

46. Iwi engagement was not required as advised under paragraph 26 above in consideration of this lease application.

47. The lessees have agreed, via community outcomes plans, to deliver Māori outcomes that reflect their local community as per Attachment B to the agenda report. The leases will benefit Māori and the wider community by enhancing Māori education, health and well-being through services offered by these community leases.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

52. On 8 June 2023, the 2023/2024 Annual Budget was approved by the Governing Body, which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1.00 per annum to $1,300.00 plus GST per annum taking effect from 1 July 2023. 

53. The group has been advised of the rent level of $1,300.00 plus GST per annum and understands that this may be an additional cost incurred as part of this lease application subject to the local board decision.  

54. Staff have included the new rent level ($1,300.00 plus GST per annum) as a recommendation to the local board in accordance with the Community Occupancy Guidelines (updated July 2023).  

55. The final decision lies with the local board for charging rent to community groups subject to a new lease application.  

56. If the local board chooses to retain the level of rent at $1.00, there will be no requirement for the local board to top up the community lease revenue budget. Should the local board agree to the $1,300.00 rent, the local board would receive a financial benefit over the lifetime of the lease.

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

58. Staff have consulted with the Financial Strategy and Planning department of the council. No concerns were raised regarding the financial implications for the proposed new lease to the group for the group-owned building at R 55 Meadowood Drive, Unsworth Heights.

59. Ongoing maintenance of these assets including operational costs will be covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

60. Risks arising particularly from the proposed ground lease in relation to climate impact and governance issues have been accounted for and mitigated in our recommendations to the local board and by discussing this with the group.

61. Should the local board resolve not to grant the proposed community lease, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Site Map	19
b	Community Outcomes Plan	21

Ngā kaihaina

Signatories

Author

Chan Park - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Upper Harbour Local Board Kōkiri Agreement 2024-2025 - Quarterly Update - September 2024

File No.: CP2024/13575

Te take mō te pūrongo

Purpose of the report

1. To receive the September 2024 quarterly update on projects in the Upper Harbour Local Board Kōkiri Agreement 2024-2025.

Whakarāpopototanga matua

Executive summary

2. The Upper Harbour Local Board Kōkiri Agreement 2024-2025 is the local board’s engagement plan with Auckland Transport’s work programme.

3. Developing the Upper Harbour Local Board Kōkiri Agreement 2024-2025 is an annual process. During this process Auckland Transport 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. The local board endorsed the Upper Harbour Local Board Kōkiri Agreement 2024-2025 at its 25 July 2024 business meeting.

5. This report provides an update on projects in the Upper Harbour Local Board Kōkiri Agreement 2024-2025.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

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

Horopaki

Context

6. In mid-2023, development of the Kōkiri / Local Board Transport Agreements 2024-2025 (Kōkiri Agreement) was initiated to build a more structured and supportive relationship between local boards and Auckland Transport (AT). The Kōkiri Agreement is formed through 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.

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

8. 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

9. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides AT 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.

10. 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.

11. 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.

12. This agenda report includes the following attachments:

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

· Attachment B - is a quarterly update on road maintenance activities.

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 Upper Harbour Local Board endorsed the Kōkiri Agreement at 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, AT 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 Upper Harbour 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 the 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 2024 or November 2024, AT will conduct its annual forward works programme brief which starts the process to develop the Kōkiri Agreement 2025-2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Schedule of Kōkiri Agreement updates.	27
b	Road maintenance activities.	33

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Thriving Rangatahi

File No.: CP2024/13228

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

10. Informal feedback from local boards during workshops in July / August 2024 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 Upper Harbour Local Board:

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

Horopaki

Context

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

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

Most children and young people in Auckland are doing well

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

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

Some children and young people face persistent issues

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The review findings also led to some new opportunities for council

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

Figure 1 Findings from the review and new opportunities for council

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

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

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

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

· respond to the changing context facing children and young people

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

32. The five focus areas are:

Figure 2 Thriving Rangatahi Five Focus Areas

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

The council has six key roles that contribute to wellbeing outcomes

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

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

Figure 3 Six roles of council to support community wellbeing

Council has roles alongside others to support children and young people

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

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

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

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

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

Services and programmes

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

Council as facilitator

· Strengthen local networks and facilitate sharing of resources.

Partnerships

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

· Partner with communities to support their leadership.

Community funding and grants

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

· Support a whānau centred approach to health and wellbeing.

Council workforce

· Create employment pathways and development opportunities for rangatahi.

· Provide capability training for staff.

Facilities, parks and open space

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

Leadership and advocacy

· Advocate for the needs of children and young people.

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

Learning and skills

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

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

Transport

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

· Provide multiple transport options.

Urban form

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

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

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

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

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

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

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 2024 to introduce the new approach of nesting strategic priorities for children and young people under Ngā Hapori Momoho.

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Table 3 Risk and mitigation

Then

Possible mitigations

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

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

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

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

A low reputational, strategic, and delivery risk.

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

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

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

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

Ngā koringa ā-muri

Next steps

76. After receiving formal feedback from local boards at their September 2024 business meetings, staff will present Thriving Rangatahi to the Policy and Planning Committee in November 2024 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	45
b	Local board feedback from Thriving Rangatahi workshops	83

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Changes to the 2022-2025 Upper Harbour Local Board meeting schedule

File No.: CP2024/13233

Te take mō te pūrongo

Purpose of the report

1. To seek approval for changes to the 2022-2025 Upper Harbour Local Board meeting schedule in order to accommodate the Annual Budget 2025-2026 (Annual Budget) timeframes.

Whakarāpopototanga matua

Executive summary

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

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

4. The local board is being asked to approve three meeting dates as an addition to, and the deletion of one meeting date from, the Upper Harbour Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

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

i) Thursday, 21 November 2024 at 9.30am

ii) Thursday, 1 May 2025 at 9.30am

iii) Thursday, 12 June 2025 at 9.30am.

b) whakaae / approve the removal of one meeting date from the 2022-2025 Upper Harbour Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Thursday, 28 November 2024 at 9:30am.

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 Upper Harbour Local Board adopted its 2022-2025 business meeting schedule during its 24 November 2022 business meeting.

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

ii) Include the meetings as extraordinary meetings.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However, there is a risk that if the Annual Budget 2025-2026 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 2025-2026 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 2025-2026.

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

Max Wilde - Democracy Advisor (Upper Harbour Local Board)

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Approval for new road names at 4 Scott Road, Hobsonville.

File No.: CP2024/13270

Te take mō te pūrongo

Purpose of the report

1. To seek approval to name three new public roads and an existing road name for the extension of an existing public road created by way of a staged subdivision development at 4 Scott Road, Hobsonville.

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 Auckland Council Road Naming 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. On behalf of the developer and applicant, Aedifice Development Limited, their agent from Civix Engineering has proposed the names presented below for consideration by the local board.

4. The proposed road name options have been assessed against the Auckland Council Road Naming 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 three public new roads and the extension of an existing public road at 4 Scott Road are:

Road 1

· Glenburn Road (applicants’ preference)

· Chimney Road (alternative)

· Te Ara Pereti (alternative)

Road 2

· Pipeworks Drive (applicants’ preference)

· Coal Burner Drive (alternative)

· Te Ara Ahi (alternative)

Road 3

· Firebrick Way (applicants’ preference)

· Kiln Way (alternative)

· Te Ara Umuuku (alternative)

Existing Road Extension

· Limestone Drive

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae/approve the following names for three new public roads and the extension of an existing public road created by way of subdivision at 4 Scott Road, Hobsonville, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references FTC000044, SUB60396473 and RDN90118169).

i) Glenburn Road – Road 1

ii) Pipeworks Drive – Road 2

iii) Firebrick Way – Road 3

iv) Limestone Drive (extension)

Horopaki

Context

6. Resource consent reference FTC000044 (subdivision reference SUB60396473) was issued in March 2022 for a thirteen-stage subdivision and the construction of roads.

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

8. In accordance with the standards, every public road and any private way, commonly owned access lot (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. Therefore, the public roads shown highlighted in Attachment A to the agenda report require a name. The scheme plan also shows multiple private roads (COAL’s) but the naming of these, if necessary, will be addressed at a later time.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The Auckland Council Road Naming Guidelines (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 reflect the historic production of brickworks and pottery in the area and region.

Proposed name	Meaning (as described by applicant)
Road 1 Glenburn Road (applicant’s preference)	Named after one of the original bricks produced by the established brick master in the area, that was part of construction of the historic pottery works.
Chimney Road (alternative)	In relation to the chimney stacks that were found in the area.
Te Ara Pereti (alternative)	Māori name for ‘pottery.’
Road 2 Pipeworks Drive (applicant’s preference)	Named after early clay pipe work in the region.
Coal Burner Drive (alternative)	Coals were used to produce fire which was needed for the production of clay products in the area.
Te Ara Ahi (alternative)	Māori name for fire. Fire was of importance to the area due to it being a primary ingredient in the production of pottery.
Road 3 Firebrick Way (applicant’s preference)	The ‘firebrick’ was one of the early bricks produced in the region.
Kiln Way (alternative)	Kilns were used for the production of brickworks.
Te Ara Umuuku (alternative)	Māori word for ’kiln.’

Proposed name

Meaning (as described by applicant)

Road 1

Glenburn Road

(applicant’s preference)

Named after one of the original bricks produced by the established brick master in the area, that was part of construction of the historic pottery works.

Chimney Road

(alternative)

In relation to the chimney stacks that were found in the area.

Te Ara Pereti

(alternative)

Māori name for ‘pottery.’

Road 2

Pipeworks Drive

(applicant’s preference)

Named after early clay pipe work in the region.

Coal Burner Drive

(alternative)

Coals were used to produce fire which was needed for the production of clay products in the area.

Te Ara Ahi

(alternative)

Māori name for fire. Fire was of importance to the area due to it being a primary ingredient in the production of pottery.

Road 3

Firebrick Way

(applicant’s preference)

The ‘firebrick’ was one of the early bricks produced in the region.

Kiln Way

(alternative)

Kilns were used for the production of brickworks.

Te Ara Umuuku

(alternative)

Māori word for ’kiln.’

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 therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

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: ‘Road’, ‘Drive’ and ‘Way’ are acceptable road types for the new public roads., suiting their form and layout.

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 the 23rd of July 2024 mana whenua were contacted by the applicant, 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

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Iwi Trust

· Ngāti Paoa Trust Board

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Manuhiri

22. By the close of the consultation period (10 working days), no responses had been received.

23. The level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

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

Ngā ritenga ā-pūtea

Financial implications

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

26. 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

27. 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

28. 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	4 Scott Road Site Plan	97
b	4 Scott Road Location map	99

Ngā kaihaina

Signatories

Author

Dale Rewa - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Approval for a new private road name at 10C Scott Road, Hobsonville.

File No.: CP2024/13377

Te take mō te pūrongo

Purpose of the report

1. To seek approval to name a new private road, being combined right of way easements created by way of a subdivision development at 10C Scott Road, Hobsonville.

Whakarāpopototanga matua

Executive summary

3. On behalf of the developer and applicant, Scott Road Limited, their agent from Decho Group has proposed the road names presented in this report for consideration by the local board.

5. The proposed names for the new private road at 10C Scott Road are:

Road 1

· Kanorau Way (applicant’s preference)

· Maha Way (alternative)

· Tāhiri Way (alternative)

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

6. whakaae/approve the name of Kanorau Way for a new private road created by way of subdivision at 10C Scott Road, Hobsonville, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60395297, SUB60395299 and RDN90116928).

Horopaki

Context

7. Resource consent reference BUN60395297 (subdivision reference SUB60395299) was issued in April 2024 for the construction of 31 dwellings and two commonly owned access lots.

8. Site and location plans of the development can be found in Attachments A and B to the agenda report.

9. In accordance with the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 (the standards), every public road and any private way, commonly owned access lot (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.

10. Therefore, in this development, the combined right of way easements require a road name because they serve more than five lots. This can be seen in Attachment A to the agenda report, where the right of ways that require a name are highlighted in orange. The two commonly owned access lots shown on the plan will be sub-addressed from Road 1 and so do not require a name.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The Auckland Council Road Naming Guidelines (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

12. 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.

13. The development of Hobsonville has been characterized by a diversity of ethnicities settling in the area. The proposed road names have been chosen by the applicant to emphasize and celebrate this diversity.

Proposed name	Meaning (as described by Nga Maunga Whakahii o Kaipara Development Trust)
Kanorau Way (applicant’s preference)	Meaning ‘be diverse’ in Māori.
Maha Way (alternative)	Meaning ‘multiple’ in Māori.
Tāhiri Way (alternative)	As a noun in Māori, ‘Tāhiri’ is a call of welcome. This new community is welcoming people from all over the world.

14. 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 therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

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

16. Road Type: ‘Way’ is an acceptable road type for the new private road, suiting its form and layout.

17. 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

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. On the 8th of July 2024 mana whenua were contacted by the applicant 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

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Iwi Trust

· Ngāti Paoa Trust Board

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Manuhiri

23. By the close of the consultation period (10 working days) a response was received from Te Kawerau ā Maki who supported the proposed road names. No other responses were received.

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

Ngā ritenga ā-pūtea

Financial implications

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

26. 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

27. 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

28. 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	10C Scott Road Site Plan	105
b	10C Scott Road Location map	107

Ngā kaihaina

Signatories

Author

Dale Rewa - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Upper Harbour Local Board

26 September 2024

Approval for new road names at 14 & 14A Scott Road, Hobsonville.

File No.: CP2024/13417

Te take mō te pūrongo

Purpose of the report

1. To seek approval to name three new public roads and use an existing name for the extension of an existing public road, created by way of the subdivision development at 14 & 14A Scott Road, Hobsonville.

Whakarāpopototanga matua

Executive summary

3. On behalf of the developer and applicant, Scott Road Jixiang Garden Ltd, agent Kianush Haghi from CPMC Group has proposed the names presented below for consideration by the local board.

5. The proposed names for the new roads & the extension are as follows.

Road 1

· Sails Road (applicant’s preference)

· Ebb Tide Road (alternative)

· Bricks Road (alternative)

Road 2

· Tiller Street (applicant’s preference)

· Seahill Street(alternative)

· Churchpark Street (alternative)

Road 3

· Wavecrest Lane (applicant’s preference)

· Claybank Lane (alternative)

· Shell Bay Lane (alternative)

Existing Road extension

· Limestone Drive

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) whakaae/approve the following names for the three new public roads and the extension of an existing road, created by way of the subdivision being undertaken by Scott Road Jixiang Garden Ltd at 14 & 14A Scott Road, Hobsonville in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60393017, SUB60393031 and RDN90118844).

i) Sails Road - Road 1

ii) Tiller Street - Road 2

iii) Wavecrest Lane - Road 3

iv) Limestone Drive (extension)

Horopaki

Context

6. Resource consent BUN60393017 (subdivision reference number SUB60393031) was issued in July 2023 for the construction of 203 residential lots, two commercial units, four commonly owned access lots (COALs), three public roads and the extension of an existing road.

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

8. In accordance with the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 (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. Therefore, the three new public roads shown highlighted in Attachment B to the agenda report require names.

Tātaritanga me ngā tohutohu

Analysis and advice

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. The applicant has proposed the names set out in the following table:

Proposed name

Meaning (as described by applicant)

Road 1

Sails Road

(applicant’s preference)

Reflective of the subdivision’s proximity to the Waitematā Harbour near Hobsonville Point.

Ebb Tide Road

(alternative)

Refers to the receding tide, reflective of the subdivision’s proximity to the Waitematā Harbour and coastal life.

Bricks Road

(alternative)

Reflects early settler Clark’s brickworks, essential to Hobsonville’s development. It also reflects its proximity to Brickbat Bay, known for its clay deposits vital to brickmaking.

Road 2

Tiller Street (applicant’s preference)

Refers to the steering mechanism of a boat connecting the name to maritime traditions.

Seahill Street

(alternative)

Reflective of the views of the sea and waves that can be obtained of the Waitematā Harbour from various vantage points.

Churchpark Street

(alternative)

Named in reference to the historic Hobsonville Church, a central landmark in the community. The name honours the church’s role as a gathering place in social and spiritual life in Hobsonville.

Road 3

Wavecrest Lane

(applicant’s preference)

Refers to the crests of waves that are a constant feature of Hobsonville’s coastal scenery.

Claybank Lane

(alternative)

Named for the clay-rich banks along Brickbat Bay, reflecting the area’s history of brickmaking.

Shell Bay Lane

(alternative)

Named for the abundance of shells found along the bay’s shoreline, highlighting the coastal environment.

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. In particular the names follow a specific theme reflecting the history of the area and a unique coastal environment. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

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: Road, Street and Lane are acceptable road types for the new public roads, suiting their form and layout.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

21. On the 26 August 2024 mana whenua were contacted by the 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

· Te Kawerau ā Maki

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Iwi Trust

· Ngāti Paoa Trust Board

· Ngāti Maru

· Ngāti Tamaterā

· Ngāti Manuhiri

22. By the close of the consultation period (10 working days) a response was received from Ngāti Manuhiri who do not support the proposed names as they are of the opinion that they do not conform to the guidelines. However as earlier confirmed in the report, it is the report author’s opinion that the names do conform to the guidelines given that they follow a particular theme. Ngāti Manuhiri also deferred to Te Kawerau ā Maki for further comment, however no further responses were received.

23. The level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

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	Site Plan - 14 & 14A Scott Road Hobsonville	115
b	Location Plan - 14 & 14A Scott Road Hobsonville	117

Ngā kaihaina

Signatories

Author

Sharon Legge-Murray - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Lesley Jenkins - Local Area Manager

Chairperson	Anna Atkinson
Deputy Chairperson	Uzra Casuri Balouch, JP
Members	Callum Blair	Kyle Parker
	John Mclean	Sylvia Yang

No.	Title	Page
a	Upper Harbour Local Board - record of workshop 8 August 2024.	125
b	Upper Harbour Local Board - record of workshop 22 August 2024.	129
c	Upper Harbour Local Board - record of workshop 5 September 2024.	131