I hereby give notice that an ordinary meeting of the Maungakiekie-Tāmaki Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Tuesday, 22 October 2024 1:00 pm Local Board
Office |
Maungakiekie-Tāmaki Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Maria Meredith |
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Deputy Chairperson |
Debbie Burrows |
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Members |
Don Allan |
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Nerissa Henry |
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Chris Makoare |
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Peter McGlashan |
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Tony Woodcock |
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(Quorum 4 members)
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Jessica Prasad Democracy Advisor
17 October 2024
Contact Telephone: 027 228 0253 Email: Jessica.Prasad@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Maungakiekie-Tāmaki Local Board 22 October 2024 |
ITEM TABLE OF CONTENTS PAGE
1 Nau mai | Welcome 5
2 Ngā Tamōtanga | Apologies 5
3 Te Whakapuaki i te Whai Pānga | Declaration of Interest 5
4 Te Whakaū i ngā Āmiki | Confirmation of Minutes 5
5 He Tamōtanga Motuhake | Leave of Absence 5
6 Te Mihi | Acknowledgements 5
7 Ngā Petihana | Petitions 5
8 Ngā Tono Whakaaturanga | Deputations 5
8.1 Deputation: Altan Ramadan and David Gilmour - Uni-Mount Bohemian AFC 5
8.2 Deputation: Jim Jackson - Manukau Harbour Advocacy Groups, presentation 6
8.3 Deputation:Michael Smythe and Mike Daley - Dolphin Theatre 6
8.4 Public Forum: Rhona Robertson - Raise Up, Youth Development 7
9 Te Matapaki Tūmatanui | Public Forum 7
10 Ngā Pakihi Autaia | Extraordinary Business 7
11 Governing Body Member's Update 9
12 Chairperson's Report 17
13 Board Member's Reports 29
14 Maungakiekie-Tāmaki Local Grants Round One 2024/2025 grant allocations 31
15 Glen Innes Library: interim services provision during closure 287
16 Appointment of delegated local board member to provide feedback on stormwater activities 301
17 Waikaraka Park: Regional speedway consolidation and detailed design of critical works 307
18 Local board views on draft changes to dog policy and bylaw 389
19 Proposed amendments to the Biosecurity Act 405
20 Time of Use Charging - Local Board Feedback 411
21 Amendment to the Maungakiekie-Tāmaki Local Board 2024 meeting schedule 439
22 Hōtaka Kaupapa / Governance Forward Work Calendar 441
23 Record of Maungakiekie-Tāmaki Local Board Workshops 445
24 Test report KN 455
25 Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items
1 Nau mai | Welcome
At the close of the agenda no apologies had been received.
3 Te Whakapuaki i te Whai Pānga | Declaration of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
4 Te Whakaū i ngā Āmiki | Confirmation of Minutes
That the Maungakiekie-Tāmaki Local Board: a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 24 September 2024, including the confidential section, as true and correct.
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5 He Tamōtanga Motuhake | Leave of Absence
At the close of the agenda no requests for leave of absence had been received.
6 Te Mihi | Acknowledgements
At the close of the agenda no requests for acknowledgements had been received.
7 Ngā Petihana | Petitions
At the close of the agenda no requests to present petitions had been received.
8 Ngā Tono Whakaaturanga | Deputations
Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Maungakiekie-Tāmaki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.
8.1 Deputation: Altan Ramadan and David Gilmour - Uni-Mount Bohemian AFC |
Te take mō te pūrongo Purpose of the report 1. To enable an opportunity for Altan Ramadan – Director of Football and David Gilmour - Youth Grade Manager, Uni-Mount Bohemian AFC, to deliver a presentation during the Deputation segment of the business meeting. Whakarāpopototanga matua Executive summary 2. Altan Ramadan – Director of Football and David Gilmour – Youth Grade Manager, Uni-Mount Bohemian AFC, will be in attendance to introduce the club and provide an overview of their initiatives with local schools, along with their future plans.
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Ngā tūtohunga Recommendation/s That the Maungakiekie-Tāmaki Local Board: a) whakamihi / thank Altan Ramadan and David Gilmour for their presentation and attendance.
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Attachments a Deputation: Altan Ramadan and David Gilmour - Uni-Mount Bohemian AFC, presentation....................................... 461 |
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.”
Maungakiekie-Tāmaki Local Board 22 October 2024 |
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Governing Body Member's Update
File No.: CP2024/15396
Te take mō te pūrongo
Purpose of the report
1. To update the Maungakiekie-Tāmaki Local Board on local activities that the Governing Body representative is involved with.
Whakarāpopototanga matua
Executive summary
2. To provide the Governing Body Member an opportunity to update the Maungakiekie-Tāmaki Local Board on regional matters.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whiwhi /receive Maungakiekie-Tāmaki Ward Councillor Josephine Bartley’s 14 September - 11 October 2024 report.
Attachments
No. |
Title |
Page |
a⇩ |
Councillor Josephine Bartley’s 14 September - 11 October 2024 report |
11 |
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
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Chairperson's Report
File No.: CP2024/15399
Te take mō te pūrongo
Purpose of the report
1. To keep the Maungakiekie-Tāmaki Local Board informed on the local activities that the Chairperson is involved with.
Whakarāpopototanga matua
Executive summary
2. Providing the Chairperson with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.
Recommendation/s That the Maungakiekie-Tāmaki Local Board: a) whiwhi / receive the Chairperson’s report.
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Attachments
No. |
Title |
Page |
a⇩ |
Maungakiekie-Tāmaki Local Board Chair Maria Meredith, 25 September to 22 October 2024 Report |
19 |
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
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Board Member's Reports
File No.: CP2024/15401
Te take mō te pūrongo
Purpose of the report
1. To keep the Maungakiekie-Tāmaki Local Board informed on the local activities that the local board members are involved with.
Whakarāpopototanga matua
Executive summary
2. Providing board members with an opportunity to update the local board on the projects and issues they have been involved with since the last meeting.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) receive the board member’s report.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
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Maungakiekie-Tāmaki Local Grants Round One 2024/2025 grant allocations
File No.: CP2024/15603
Te take mō te pūrongo
Purpose of the report
1. To fund, part-fund or decline the applications received for Maungakiekie-Tāmaki Local Grants Round One 2024/2025.
Whakarāpopototanga matua
Executive summary
2. This report presents applications received for the Maungakiekie-Tāmaki Local Grants Round One (Attachment B) 2024/2025.
3. The Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2024/2025 (Attachment A) on 30 April 2024 (MT/2024/1). The document sets application guidelines for community contestable grants.
4. The local board has set a total community grants budget of $117,588 for the 2024/2025 financial year.
5. Fifty applications were received for Maungakiekie-Tāmaki Local Grants, Round One 2024/2025, requesting a total of $3,332,259.52.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whakaae / agree to fund, part-fund or decline each application in Maungakiekie-Tāmaki Local Grants Round One 2024/2025
Application ID |
Organisation |
Main focus |
Requesting funding for |
Amount requested |
Eligibility |
LG2511-101 |
Youthline Auckland Charitable Trust |
Community |
Towards the clinical supervision and training of volunteer counsellors from 1 November 2024 to 1 November 2025 |
$10,000.00 |
Eligible |
LG2511-102 |
Fix Up, Look Sharp |
Community |
Towards the annual rental cost including the utility cost of the Maungakiekie-Tāmaki Fix Up branch in Onehunga from 3 November 2024 to 3 November 2025 |
$5,000.00 |
Eligible |
LG2511-103 |
He Waka Eke Noa Charitable Trust |
Arts and culture |
Towards MacBook Air for trust facilitates, The Factory Theatre at Onehunga from 4 November 2024 to 3 February 2025 |
$2,172.17 |
Eligible |
LG2511-104 |
Path Finders Service Limited |
Community |
Towards wages, activities and food to provide mentorship for at-risk youth from 30 August to 31 December 2024. |
$10,000.00 |
Eligible |
LG2511-105 |
East Skate Club Incorporated |
Sport and recreation |
Towards the costs of delivering inclusive skateboarding lessons for individuals with disabilities at Sonsk8 Indoor Skatepark from 3 November 2024 to 8 June 2025, including the coaching fees, transport for coaches, marketing, photographer, equipment, first-aid kit, post-programme evaluation, venue hire, food, gifts and prizes costs. |
$10,000.00 |
Eligible |
LG2511-106 |
Dishari NZ Incorporated |
Community |
Towards an annual storage hire from 15 November 2024 to 14 November 2025. |
$2,421.00 |
Eligible |
LG2511-107 |
Kiwiora Community Trust |
Arts and culture |
Towards the celebration of the Thai New Year in April 2025 at the Onehunga Library, including the costs of instructor fees, materials and hire of Thai Traditional costumes. |
$2,125.00 |
Eligible |
LG2511-108 |
Onehunga Business Association (Incorporated) |
Events |
Towards the costs of a pipe band, professional entertainment, unicyclist, master of ceremonies fee, sound equipment hires, face painters, eco balloons entertainment, graphic design, and event photography for the "Onehunga Christmas Parade" on 23 November 2024. |
$9,997.00 |
Eligible |
LG2511-109 |
Bhartiya Samaj Charitable Trust |
Community |
Towards venue hire, transport, koha for volunteers, counselling, decorations, sound, photography, videography, events and festival celebration associated costs from 1 November 2024 to 30 October 2025. |
$10,000.00 |
Eligible |
LG2511-111 |
The Auckland Table Tennis Association Incorporated |
Sport and recreation |
Towards the purchase of three table tennis tables, coaches' salaries, affiliation fees, and insurance costs for the 'Tables in Communities” project. |
$5,000.00 |
Eligible |
LG2511-112 |
Re-Creators Charitable Trust |
Community |
Towards the cost of tutors, project management, travel, materials, administration and marketing to deliver Community DIY skills-based upcycling workshops. |
$5,060.00 |
Eligible |
LG2511-114 |
CNSST Foundation |
Arts and culture |
Towards marketing, tutor fee, venue hire, Programme Coordination and Educational Support, operating and admin costs to run the Chinese Cultural Competency Training Programme from 1 January to 31 October 2025. |
$6,000.00 |
Eligible |
LG2511-115 |
Womens Refuge Tamaki Makaurau Incorporated |
Community |
Towards rental cost for the Women's Refuge safehouse from November to 31 December 2024. |
$10,000.00 |
Eligible |
LG2511-117 |
Royal New Zealand Plunket Trust |
Community |
Towards the purchase of child car seats and booster seat resources for whanau in the Maungakiekie-Tāmaki Local Bord area. |
$5,000.00 |
Eligible |
LG2511-118 |
Anita Giebels |
Events |
Towards an annual multiple-stage bicycle race for inviting the Giro d'Italia at the location from 1 May to 3 May 2026. |
$3,000,000.00 |
Ineligible |
LG2511-119 |
Maths for Juniors |
Community |
Towards stationery for free math classes in Panmure from 2 November 2024 to 1 November 2025. |
$1,000.00 |
Ineligible |
LG2511-120 |
The Dust Palace Charitable Trust |
Arts and culture |
Towards tutors’ fees, and venue hire for the Te Kura Maninirau Classes. |
$8,400.00 |
Eligible |
LG2511-124 |
The Auckland Rowing Club Incorporated |
Sport and recreation |
Towards the purchase and installation of security cameras. |
$7,800.00 |
Eligible |
LG2511-125 |
Panmure Chinese Association Incorporated |
Community |
Towards venue hire cost from 1 November 2024 to 25 April 2025. |
$4,747.68 |
Eligible |
LG2511-126 |
Maungarei Community Christian Trust |
Events |
Towards a free annual community event "Glow in the Park", on 15 December 2024, including the big screen hire, artist liaison, production manager, waste management, and mobile adventure activities costs. |
$10,000.00 |
Eligible |
LG2511-127 |
Glen Innes Chinese Groups Incorporated |
Community |
Towards hall hire (Te Huruhi Trust), purchase of a laptop, mobile phones, MS Office software, purchase of traditional Taiji clothing, and operational and administration costs for multiple community events, including "the 2024 Christmas event, the 2025 Chinese New Year celebration, the 2025 Lantern Festival, and a Dragon Boat" from 25 December 2024 to 31 May 2025. |
$8,539.00 |
Eligible |
LG2511-128 |
Onehunga Chinese Association Incorporated |
Community |
Towards the operating costs and events expenses including the costs of venue hire, website design and maintenance, social media advertising, accountant fee, telecommunication, volunteer expenses, administration, Christmas celebration, balloon volleyball, excursions (transport - coach hire), and other activities. |
$9,985.00 |
Eligible |
LG2511-129 |
Auckland Basketball Services Limited |
Sport and recreation |
Towards the coaching fees, Community Basketball Officer's wages, affiliation fees, travel and vehicle lease costs for the "Junior Development Program" in the local board area from 1 November 2024 to 31 August 2025. |
$7,500.00 |
Eligible |
LG2511-130 |
Warriors Community Foundation |
Community |
Towards the staffing costs for the programme delivery in the Maungakiekie-Tāmaki schools from 1 November 2024 to 30 April 2025. |
$10,000.00 |
Eligible |
LG2511-131 |
Youthtown Incorporated |
Sport and recreation |
Towards staff wages to deliver the "EmpowerHER" programme for female students in Panmure schools from 3 February to 11 April 2025. |
$10,000.00 |
Eligible |
LG2511-134 |
Recreate NZ |
Community |
Towards delivering four Life Skills courses for youths with disabilities over terms 1 and 2, including the activity provision, transport, volunteer, and programme facilitation costs at the Recreate base in Ellerslie from 4 November 2024 to 11 April 2025. |
$10,000.00 |
Eligible |
LG2511-136 |
The LIFE Centre Trust Auckland |
Community |
Towards the Panmure Community Kitchen Christmas Celebration on 9 December 2024, including the costs of meals, equipment hires and gifts for children. |
$1,999.00 |
Eligible |
LG2511-137 |
EcoMatters Environment Trust |
Community |
Towards the cost of delivering "Eco Festival 2025" in the Maungakiekie-Tāmaki local board area from 22 March to 22 April 2025, specifically the cost of the coordinator's wages, the Festival Marketing and Communications Manager's wages, administration, advertising, and promotional materials. |
$4,765.94 |
Eligible |
LG2511-138 |
Auckland Seniors Support And Caring Group Incorporated |
Arts and culture |
Towards the costs of the Lagoon Stadium Dance Studio hire and tutor fees from 5 November 2024 to 24 June 2025. |
$2,000.00 |
Eligible |
LG2511-139 |
Ellerslie School |
Environment |
Towards the purchase and installation of four compost bins at Ellerslie School. |
$7,396.00 |
Eligible |
LG2511-140 |
Art for All Trust |
Arts and culture |
Towards an art exhibition showcasing the works of autistic artists, in Glenn Innes and Panmure, from 31 March to 13 April 2025, including the costs of venue hire, equipment hires, catering, framing, stationery, printing and decorations. |
$8,000.00 |
Eligible |
LG2511-141 |
Oceania Literacy Trust - David Riley |
Arts and culture |
Towards the costs of providing gift boxes of culturally relevant books to 30 Māori and Pasifika families within the Maungakiekie-Tāmaki for the "Kainga Pukapuka - Home Libraries" project. |
$3,000.00 |
Eligible |
LG2511-142 |
Aotearoa Latin American Community Incorporated |
Arts and culture |
Towards the production of a short film, including the costs of the permit fee, venue hire, performers fees, catering, crew, titles and graphics. |
$5,000.00 |
Eligible |
LG2511-143 |
Pet Refuge New Zealand Charitable Trust |
Community |
Towards the administration costs for the Pet Refuge shelter from 1 November 2024 to 31 March 2025. |
$10,000.00 |
Eligible |
LG2511-144 |
Momentum Charitable Trust |
Community |
Towards the cost of delivering four one-day life and financial skills programmes to 80 at-risk individuals at the Onehunga and Panmure Probation Centre. |
$6,780.00 |
Eligible |
LG2511-146 |
Roskill Together Trust |
Environment |
Towards the cost of running five workshops, marketing, and reporting of the "EcoConscious Accelerator", a sustainable living coaching program from 11 November 2024 to 24 November 2025. |
$10,000.00 |
Eligible |
LG2511-148 |
Mapura Studios Division of Panacea Arts Charitable Trust |
Arts and culture |
Towards the delivery of a dance and movement-based programme for people with intellectual disability and/or physical disability from 1 January to 22 July 2025, specifically towards the art therapist's wages. |
$2,450.00 |
Eligible |
LG2511-149 |
Bellyful New Zealand Trust |
Community |
Towards operational costs of providing meals for families with babies or young children in need of support within the Maungakiekie-Tāmaki Local Board area from 1 November 2024 to 31 October 2025. |
$3,000.00 |
Eligible |
LG2511-150 |
Road Safety Education Limited |
Community |
Towards the venue hire, and facilitators' costs to deliver the “Road Safety” programme for 150 youth at Tāmaki College, One Tree Hill College, and Onehunga High School, from 1 January to 30 June 2025. |
$4,000.00 |
Eligible |
LG2511-151 |
Raukatauri Music Therapy Trust |
Arts and culture |
Towards the delivery of 30 weeks of subsidised music therapy sessions for children with disabilities in the Maungakiekie-Tāmaki community. |
$9,216.50 |
Eligible |
LG2511-152 |
Life Education Trust Counties Manukau |
Community |
Towards the overall costs to deliver a health and well-being programme to 200 students at St Joseph’s School, Onehunga, including the costs of educational resources, insurance, and teachers' salaries. |
$7,595.10 |
Eligible |
LG2511-154 |
Everybody Eats Charitable Trust |
Community |
Towards the website and signage (on the vehicle) design costs. |
$6,000.00 |
Eligible |
LG2511-155 |
The Helping Paws Charitable Trust |
Environment |
Towards the veterinary costs from 1 November 2024 to 31 October 2025 for the "Maungakiekie-Tāmaki Community Desexing Programme". |
$5,000.00 |
Eligible |
LG2511-156 |
Rockit Design Limited |
Arts and culture |
Towards the Community Art Battle from 6 February to 25 April 2025, including marketing, design, copywriting, artist callouts, artist liaison, art supplies and equipment, event production, event staffing management, master of ceremonies, Disco J, spotlight artist support, entertainment and local business coordination, ticketing, audio-visual services, event tech/support, and administrative costs. |
$10,000.00 |
Eligible |
LG2511-158 |
Point England School |
Arts and culture |
Towards the cost of weaving 13 new piupiu using traditional methods. |
$10,000.00 |
Eligible |
LG2511-159 |
New Zealand Blue Light Ventures Inc |
Community |
Towards the printing and production costs of the "Street Smart" life skills resource Magazine and App for 537 Year-13 secondary school students in Maungakiekie-Tamaki schools, Tāmaki College, One Tree Hill College and Onehunga High School. |
$3,222.00 |
Eligible |
LG2511-160 |
Action Education Incorporated |
Arts and culture |
Towards the facilitator fees, travel, administration, equipment, and resources to deliver 20 spoken word poetry workshops at the Onehunga High School. |
$5,000.00 |
Eligible |
LG2511-161 |
Petal Foundation |
Community |
Towards carers wages for taking care of vulnerable babies from 11 November to 9 December 2024. |
$10,000.00 |
Eligible |
LG2511-162 |
Tongan Health Society |
Community |
Towards delivering the 7-week Pacific Youth Climate Change programme, including the costs of lunch, dinner, food for the healthy eating workshop, plants, tools, stationery, workshop facilitation, and mileage. |
$7,088.13 |
Eligible |
LG2511-163 |
The Kidscan Collective Limited |
Community |
Towards the food costs to deliver the KidsCan programme in 20 low decile schools in the Maungakiekie-Tāmaki Local Board area. |
$10,000.00 |
Eligible |
Total |
|
|
|
$3,332,259.52 |
|
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 Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2024/2025 (Attachment A) on 30 April 2024 (MT/2024/2). The document sets application guidelines for community contestable grants.
10. The community grants programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.
Tātaritanga me ngā tohutohu
Analysis and advice
11. 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
12. 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
13. 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.
14. 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
15. Local boards are responsible for the decision-making and allocation of local board community grants. The Maungakiekie-Tāmaki 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.
16. 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.
Tauākī whakaaweawe Māori
Māori impact statement
17. 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.
Ngā ritenga ā-pūtea
Financial implications
18. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements.
19. The local board has set a total community grants budget of $117,588 for the 2024/2025 financial year.
20. Fifty applications were received for Maungakiekie-Tāmaki Local Grants, Round One 2024/2025, requesting a total of $3,332,259.52.
21. 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
22. 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
23. Following the Maungakiekie-Tāmaki Local Board allocating funding for round one of the local grants, grants staff will notify the applicants of the local board’s decision.
Attachments
No. |
Title |
Page |
a⇩ |
Maungakiekie-Tāmaki Local Board Community Grants Programme 2024/2025 |
41 |
b⇩ |
Maungakiekie-Tāmaki Local Grants Round One 2024/2025 - grant applications |
47 |
Ngā kaihaina
Signatories
Author |
Moumita Dutta - Senior Grants Advisor |
Authorisers |
Pierre Fourie - Grants & Incentives Manager Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Glen Innes Library: interim services provision during closure
File No.: CP2024/15115
Te take mō te pūrongo
Purpose of the report
1. To seek approval from the Maungakiekie-Tāmaki Local Board for interim library service provision in the Glen Innes area during the Glen Innes Library 9-12 months closure for the roof renewal project.
Whakarāpopototanga matua
Executive summary
2. Glen Innes Library is a single level building owned by Auckland Council located at 108 Line Road, Glen Innes. It opened in 1966 creating a community cornerstone in the local town centre.
3. An asset condition assessment of the building carried out in May 2021 found that in general, the building was safe, functional and met service level requirements. However, it was identified as having weathertightness issues.
4. In July 2023, the local board approved its 2024/2025 Customer and Community Services work programme which included the Glen Innes Library Roof Renewal project, which aims to resolve the existing condition issues(resolution number MT/2023/86).
5. The project will be delivered by the Parks and Community Facilities department and includes the scope of roof replacement, gutters and downpipe replacement, seismic reinforcing works, ceiling and interior lighting replacement.
6. It is estimated that the construction works will commence in January 2025 and be completed by December 2025. During this time, the library will be closed to the public to mitigate health and safety risks, the disruption to library operations and for the efficiency of construction.
7. Staff have been working on options for the provision of interim library services to the Glen Innes community while the library is closed.
8. Several options have been developed by staff which were discussed with the local board at a workshop on 8 October 2024.
· option one – provide no interim library services in Glen Innes during the closure of the Glen Innes Library.
· option two – provide minimal interim library services including holds, returns and some community programmes from Te Oro and the Glen Innes Community Hall.
· option three – provide full interim library services by relocating to the Glen Innes Community Hall.
9. During construction, the library assets will need to be stored off-site. The base cost for removal, storage and return is $80,000-$90,000 with $25,000-$30,000 required for a full interim library services set-up. These costs have been accounted for in the local board’s CAPEX roof renewal project budgets across financial years 2024/2025 and 2025/2026.
10. Following the workshop discussion, staff analysed the options using the criteria for the assessment of library services.
11. Staff recommend option three – provide full interim library services by relocating to the Glen Innes Community Hall as it will provide a full library service provision to the Glen Innes community as well as access to community space, connection and wellbeing.
12. Subject to the local board’s decision, staff will develop a public communications plan detailing the library closure and alternative services provision.
13. Staff will keep the local board updated on any impacts of the interim services as part of local board quarterly reporting.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whakaae / approve option three – provide full interim library services by relocating to the Glen Innes Community Hall during the construction period and closure of the Glenn Innes Library roof renewal project, estimated to be from January 2025 to December 2025.
b) tuhi ā-taipitopito / note staff will work with venue hire customers and programme partners of the Glen Innes Community Hall to give appropriate notice and support to find suitable alternative locations where possible for their activities during the period of relocation.
Horopaki
Context
14. The local board has a network of three libraries: Glen Innes Library, Panmure Library, and Onehunga Library as part of the Onehunga Oranga Community Hub (figure 1: Aerial view of libraries in the local board and surrounding area) that it funds.
1.
Figure 1: Aerial view of libraries in the local board and surrounding area
15. Glen Innes library is located at 108 Line Road, Glen Innes (figure 2: Glen Innes Library, 108 Line Road, Glen Innes). It was opened in 1966, and the precinct includes a community hall and an adjacent music and arts centre.
Figure 2: Glen Innes Library, 108 Line Road, Glen Innes
16. Glen Innes Library is a well-used and popular local library in the Glen Innes community.
17. An asset condition assessment of the building was carried out on 17 May 2021 by the council. The assessment found that in general, the building was safe, functional and met the service level requirements. However, it was identified as having weathertightness issues.
18. While the building was rated as in moderate condition (Condition Grade 3 – CG3), the roof was rated as condition 5, with water ingress issues and a number of ceiling tiles removed due to leaking damage.
19. In July 2023, the local board approved the 2024/2025 Customer and Community Services work programme which included the Glen Innes Library Roof Renewal project to resolve the existing condition issues (resolution number MT/2023/86).
20. A budget of $1,265,606 was allocated to the project as part of the work programme. The project is currently in tendering phase and the construction work is aimed to commence in January 2025. It is estimated that the construction will take around 9-12 months to account for potential delays and the library is expected to return to full-service by December 2025.
21. Parks and Community Facilities staff investigated different options for undertaking the works while the library remained open. However, it was concluded for a number of reasons that the temporary closure of the building was necessary to undertake construction works.
a) Health and safety concerns: construction work, especially involving roof renewals, can generate debris, dust, noise, and potential hazards such as falling materials. To ensure the safety of library customers and staff, closing the facility during the work is the best solution.
b) Disruption to operations: the noise and vibrations from construction work can make it difficult for the library to operate normally.
c) Protection of library assets: during construction works, there is a risk of water leaks or other damages. Closing the library ensures that books, electronics, and other valuable resources are protected from any potential damage caused by the construction process.
d) Efficiency of construction: without the need to work around library operations and customers, construction teams can work more efficiently, potentially shortening the duration of the project.
22. At a local board workshop on 8 October 2024 Community Wellbeing staff presented potential library service options during the construction period:
a) option one – provide no library service in Glen Innes during the closure of the Glen Innes Library
b) option two – provide minimal interim library services including holds, returns and some community programmes from Te Oro and the Glen Innes Community Hall.
c) option three – provide full interim library services by relocating to the Glen Innes Community Hall.
23. At the workshop, the local board requested a decision-making report with further analysis of the options on interim library services during the closure of the Glen Innes Library.
Strategic alignment
24. The provision of library services aligns with the following key strategic Auckland Council documents.
2. Figure 1: Key strategic documents informing the delivery of library service provision
Tātaritanga me ngā tohutohu
Analysis and advice
25. The table below outlines the criteria developed for considering options for alternative services provision while the library building is closed for construction:
Table 1: Criteria and considerations for interim library services
Criteria |
Considerations |
Community service outcome |
The range of library services that are able to be delivered. |
Community facility outcome |
Facility is fit-for-purpose. |
Site considerations |
Ease of access, location (close to current library and/or town centre), adequate floor space, capacity, security, health and safety. |
Deliverability |
Level of complexity to deliver the option quickly. |
Financial feasibility |
Considerations of cost outlays (e.g. compensation costs, commercial leasing, ICT setup, Wi-Fi etc), including lost revenue, and ability to recoup. |
26. Staff assessed the identified options against the criteria as detailed in table 2:
Table 2: Assessment criteria and rating scale definitions
|
Option one |
Option two |
Option three |
Criteria |
Provide no library service in Glen Innes |
Provide minimal interim library services including holds, returns and some community programmes from Te Oro and the Glen Innes Community Hall |
Provide full interim library services by relocating to the Glen Innes Community Hall
Recommended option |
Community services outcome |
X |
ü |
üüü |
Community facility outcome |
X |
üü |
üüü |
Site considerations |
ü |
üü |
üüü |
Deliverability |
üüü |
üüü |
üü |
Financial feasibility |
üüü |
üüü |
üü |
Conclusion |
Low |
Medium |
High |
Meets criteria |
Partially meets criteria |
Does not meet criteria / objectives |
|
üüü |
üü |
ü |
X |
Options assessment
27. All options were assessed against the five criteria for considering an alternate library service during the construction works. Staff found that option three - provide full interim library services by relocating to the Glen Innes Community Hall – best met the criteria.
Recommended option
28. Staff recommend option three during this year long closure of the Glen Innes Library as it would continue to provide full library services to the Glen Innes community. It is estimated that up to 85,000 visits would otherwise be displaced to neighbouring libraries. To offer this comprehensive interim library service to the community, an additional $25,000 to $30,000 would be required on top of the $80,000 - $90,000 allocated for storage of library assets for both options one and two, which provide minimal to no library services in Glen Innes. These costs have been accounted for in the local board’s CAPEX roof renewal project budgets across financial years 2024/2025 and 2025/2026
29. Detailed analysis of all options is as below:
Option one: Provide no library service in Glen Innes
30. Option one rated as low in the criteria assessment.
a) Community services outcome: this option doesn’t meet the community services outcome as it provides no library service in the Glen Innes community.
b) Community facilities outcome: this option doesn’t meet the community facilities outcome as there will be no service provided from a facility in Glen Innes.
c) Site considerations: this option would require customers to travel outside of Glen Innes to access nearby libraries and would be a barrier to access for customers who aren’t able to travel.
3. Figure 2: Estimated travel times to neighbouring libraries from Glen Innes Library
d) Deliverability: this option strongly meets the deliverability outcome criteria. Library items would be placed in storage and staff would be redirected to neighbouring libraries in the local board area. Adequate communication will be made to customers and community on the change of library service, including travel options to neighbouring libraries, in the lead up to and during the construction phase.
e) Financial feasibility: This option strongly meets the financial feasibility, as it only involves the costs of removing and storing the library assets (approximately $80,000 to $90,000). However, while it avoids the $25,000 to $30,000 setup costs for an interim full library service in Glen Innes, this savings may be considered negligible, given that up to an estimated 85,000 users would be displaced. This option also incurs negligible operational savings and loss of library revenue.
Option two: Provide minimal interim library services including holds, returns and some community programmes from Te Oro and the Glen Innes Community Hall
31. Option two rated as medium in the criteria assessment.
a) Community services outcome: this option partially meets the community services outcome with the provision of minimal library services provided from either Te Oro or the Glen Innes Community Hall during limited periods. Some of the popular services to the Glen Innes community will not be available for this option, such as wifi and public computers.
Services available |
Services NOT available |
· Community programmes (i.e. Wriggle & Rhyme, Story Time and JP service) · Customer requested items – Holds pick up · Return of library items |
These services would not be available due to the ICT and physical set up requirements: · Photocopying/printing/scanning · Wifi · Public computers · Physical library collection browsing and check outs · Self-check out · Book a librarian · Full range of library programming and events · Physical space to connect, use and enjoy |
b) Community facilities outcome: this option meets the criteria for the community facilities outcome with both Auckland Council venues - Te Oro and the Glen Innes Community Hall - accessible and safe for our community to use.
c) Site considerations: this option meets some of the criteria for site considerations. Te Oro, the Glen Innes Community Hall and Glen Innes Library are in the Maybury precinct, therefore there is ease and familiarity of location, access and parking. Te Oro is purpose built for arts and culture and has rooms designed for specific usage (i.e. dance studio) and along with the Glen Innes Community Hall both have regular venue hire bookings. Therefore, usage in some of the spaces in these venues will limit service type and availability.
d) Deliverability: this option strongly meets the deliverability outcome criteria, as does option one. Library assets would be placed in storage and staff would be redirected to neighbouring libraries in the local board area. Adequate communication will be made to customers and community on the change in service, including travel times to neighbouring libraries, in the lead up to and during the construction phase.
e) Financial feasibility: as with option one, this option strongly meets the financial feasibility criteria due to only incurring removal and storage costs of the library assets ($80,000 - $90,000). However, savings made on the set-up costs may not be significant enough to warrant the removal of full library services to the estimated 85,000 Glen Innes community visits. There would be some minimal loss in revenue from utilising otherwise hireable rooms at Te Oro and the Glen Innes Community Hall for programming and services.
Option 3: Provide full interim library services by relocating to the Glen Innes Community Hall Recommended Option
32. Option 3 rated as the highest in the criteria assessment and is the recommended option.
a) Community services outcome: this option strongly meets the community services outcome as it would provide access to a full library service at the Glen Innes Community Hall. The operating hours would also remain the same as the current Glen Innes Library hours.
Full library services as per current Glen Innes Library service provision |
· Library programming, classes and events – from both the Glen Innes Community Hall and Te Oro · JP services · Customer requested items – Holds pick-up · Return of library items · Self-check out · Photocopying/printing/scanning · Wifi · Four public computers · Physical library collection browsing and check outs · Book a librarian and customer service support · Physical space to connect, use and enjoy |
b) Community facilities outcome: this option strongly meets the criteria for the community facilities outcome with the Glen Innes Community Hall being an Auckland Council venue that is accessible and safe for our community to use. The venue will have some minor remedial works to ensure the building is fit-for-purpose for the relocation of an interim library.
c) Site considerations: this option strongly meets the criteria for site considerations. Both the Glen Innes Community Hall and Glen Innes Library are in the Maybury precinct, therefore there is familiarity and ease of location, access and parking. The floor space of the hall is sufficient to hold a reduced physical library collection, four public computers, a customer service desk, library ICT equipment and space for programming and for community to enjoy. Te Oro will also be utilised for some programming and events.
d) Deliverability: this option meets the deliverability outcome criteria. Glen Innes Library may be closed for up to one week to allow time for relocation. Venue hire team will support with venue relocation for Glen Innes Community Hall hirers and programme partners, where possible. Adequate notice periods will be given to hirers and programme partners.
e) Financial feasibility: this option meets the financial feasibility criteria as the budget has already been incorporated as part of the roof renewal project costs. While this option costs an additional $25,000 to $30,000 for the set-up costs, above that of option one and two which only incur storage costs for the library assets, it would ensure sustained library service provision to the estimated 85,000 visits for the duration of the closure.
f) There would be a loss in venue hire revenue of approximately $40,000 from relocating the interim library service to the Glen Innes Community Hall from January 2025 to December 2025. This would be due to the hall no longer being available for hireage.
g) This revenue loss can be recovered through OPEX savings made from not recruiting to current library staff vacancies during the period of closure.
Other considerations
4. 33. Staff also explored and considered the following options which were not considered viable:
Options |
Reason not viable |
Relocating to a commercially leased building |
Due to lead time required for investigation and scoping this would impact delivery of the roof renewal project |
Using a mobile library service |
Was not available during this period |
Relocating the full library service to Te Oro Music and Arts Centre |
Due to the design and function of the building as a music and arts centre it could not accommodate the full library function |
Tauākī whakaaweawe āhuarangi
Climate impact statement
34. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:
· to reduce greenhouse gas emissions to reach net zero emissions by 2050, and
· to prepare the region for the adverse impacts of climate change.
35. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change and mitigates increased greenhouse gas emissions.
36. Options two and three support the local delivery of services, however option one and two would temporarily increase customers’ need to travel to access full library services at other local libraries.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
37. Auckland Council staff from various departments have been consulted in the creation of this advice and will be involved in ongoing work regarding the implementation:
· Parks and Community Facilities will manage the removal, storage and return of library assets for all options.
· Parks and Community Facilities will manage the relocation works required for option three.
· Libraries and Learning Services will support with collection management and the setting up of the different levels of collection service depending on the option adopted.
· Venue Hire will support with the relocation of Glen Innes Hall hirers and programme partners, where possible.
· Communications and library network marketing will continue to deliver a communications plan, including updates to the community on service changes and implementation using all available channels.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
38. The Glen Innes Library is located at 108 Line Road, Glen Innes and plays an important role in the community by providing space and services for community connection, participation and equitable opportunity and access to information, literacy and technology. The provision of an interim full library service will benefit the community by maintaining access and levels of service to support community needs and wellbeing.
39. Options 2 and 3 as noted in this report will support the local board’s vision in the 2023 Maungakiekie-Tāmaki Local Board Plan:
Table 3: Alignment with the 2023 Maungakiekie-Tāmaki Local Board Plan
Maungakiekie-Tāmaki Local Board Plan 2023 – strategic alignment |
|
Our Community – Our facilities and open spaces are accessible, cost-effective and fit-for-purpose. Te ao Māori is seen throughout our community. We plan for the future and are open to all the opportunities that can enable greater and more targeted investment in our community. |
|
Objective |
Community places are accessible and welcoming to our diverse communities |
Local Community Services – We support strong, diverse, and vibrant communities through libraries and literacy, arts and culture, parks, sport and recreation, and events delivered by a mix of council services, community group partnerships and volunteers |
|
Levels of service statement |
We fund, enable, and deliver services, programmes, and facilities (art facilities, community centres, hire venues, and libraries) that enhance identity, connect people, and support Aucklanders to participate in community and civic life |
40. At a workshop on 8 October 2024, staff presented the options for an alternative service as assessed against the criteria. The local board requested further analysis of the options to provide interim library services in the area. Council staff have identified potential risks noted in the risk and mitigations section of this report.
41. Due to the necessity of closing the building for health and safety reasons during construction, community or customer feedback has not been sought. However, to keep the community engaged and informed, staff will develop a communications plan. The plan will include updates to the community on service provision.
Tauākī whakaaweawe Māori
Māori impact statement
42. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.
43. The Maungakiekie-Tāmaki Local Board Plan 2023 has the following key initiatives:
· Prioritise initiatives that target our least engaged, Māori, Pasifika, Asian and youth communities, and investigate ways to encourage participation.
· Support kaupapa Māori programmes that deliver Māori outcomes and are guided or led by Māori.
44. Libraries respond to these initiatives by providing welcoming, safe, and inclusive environments that deliver digital, facility and community-based services and programmes to promote te reo Māori and te ao Māori.
45. Libraries also recognise significant events through programmes and activities including the celebration of Matariki. These environments, events and programmes will still be available from the Glen Innes Community Hall, Te Oro or nearby libraries in the event of the library closure.
46. The renewal of the library building will benefit Māori and the wider community by providing a well-maintained and fit for purpose asset and helping serve the strong community of Māori living in Maungakiekie-Tāmaki that make up 14 per cent of the local population.
Ngā ritenga ā-pūtea
Financial implications
47. A high-level overview of the financial implications for all three proposed options can be found below.
Table 4: Financial implications across all three options
|
Option 1 |
Option 2 |
Option 3 |
Removal and storage cost of library items |
Approx $80,000 - $90,000
|
Approx $80,000 - $90,000
|
Approx $80,000 - $90,000
|
Set up of the interim library in the Glen Innes Community Hall |
N/A |
N/A |
Approx $25,000 - $30,000 |
Loss of revenue
|
None |
Potential minimal loss from using hireable rooms at Te Oro and the Glen Innes Community Hall for programming and services at specific times. |
Approx. $40,000 OPEX from using the Glen Innes Community Hall no longer being available as a venue for hire from January 2025 to December 2025. |
48. All figures above have been incorporated into the roof renewal project costs and approved through the local board work programme in June 2024.
49. Any loss of revenue can be recovered through OPEX savings made from not recruiting to current staff vacancies during the period of closure.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
50. The council staff have identified the risks and provided relevant mitigations to address these.
Table 5: Identified risks and mitigations
Risk identified |
Mitigation |
Public perception that works and/or temporary closure of library are unnecessary |
Provide communications that explain the health and safety risks of the current building condition, nature of the work including need to close the building during construction and note any / all other neighbouring library locations that people can use during the closure. |
Venue hire hirers and programme partners unhappy about being displaced from Glen Innes Community Hall |
Venue hire team will support with venue relocation for Glen Innes Community Hall hirers and programme partners where possible. Adequate notice period will be given to hirers and programme partners. |
Delays in construction works may increase construction costs and require extending the provision of interim library services |
Poor weather conditions might impact on the delivery of the roof renewal. Staff will put construction methodology and programme in place to allow for wet weather). For options 2 and 3, staff would use the opportunity to extend the use of Glen Innes Community Hall and Te Oro should there be unavoidable delays. |
Potential financial risk from delays to the project causing increased costs if the local board decide not to choose one of the provided options |
Staff advice will be given to the local board to consider on the financial and timeline implications of the project if a provided option is not chosen. |
Ngā koringa ā-muri
Next steps
51. Subject to the local board’s decision, staff will proceed to inform the public and mitigate the identified risks for no / temporary service provision during the Glen Innes Library closure.
52. If the local board decide on option three, staff will plan for relocation and closure of Glen Innes Library as of January 2025, working closely with the roof renewal project delivery team.
53. Venue hire team will support with venue relocation for Glen Innes Community Hall hirers and programme partners, where possible. Adequate notice period will be given to hirers and programme partners.
54. Some minor remedial works are required to the Glen Innes Community Hall as well as the fit out ahead of relocating, these will commence if approval of option three is granted.
55. If the local board decide on option one or two, staff will plan for closure of the Glen Innes Library as of January 2025, and work closely with the roof renewal project delivery team.
56. If the local board decide not to proceed with the provided options, this will incur significant delays and increases to costs noted in the risk section.
57. Staff will keep the local board updated on any impacts of the alternative services as part of the local board quarterly reporting.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Monique Nathu – Lead and Coach for Maungakiekie-Tāmaki & Howick, Community Wellbeing |
Authorisers |
Kevin Marriott - Head of Community Delivery Nina Siers – Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Appointment of delegated local board member to provide feedback on stormwater activities
File No.: CP2024/15626
Te take mō te pūrongo
Purpose of the report
1. To appoint a lead to provide local board views and preferences on council’s stormwater activities that take place over local parks.
Whakarāpopototanga matua
Executive summary
2. Section 17 Local Government (Auckland Council) Act 2009 (LGACA) requires that decision-making for activities that impact beyond a single local board area, and which are beneficial and effective to be managed and coordinated on an Auckland-wide basis must be exercised by the Governing Body. As such, decision-making responsibility for stormwater management and the stormwater network is allocated to the Governing Body.
3. Local boards are responsible for a wide range of non-regulatory activities of the council that are deemed to be local in nature. This includes the use of and activities in local parks and reserves. However, as parks and reserves are crucial to the stormwater network, council’s allocation of non-regulatory responsibilities acknowledges that local board decision-making over parks and reserves may be constrained where decisions relate to council stormwater management activities.
4. Prior to June 2024, staff treated all stormwater management activities on local parks as subject to local board approval. However, as part of the LTP, it was clarified that it is not appropriate to require a landowner approval from local boards for activities of the council that are required for the management of stormwater activities. This is because council’s own activities are to be undertake under the authority that already rests with the Governing Body.
5. Although a landowner approval will not be required for the council’s own stormwater activities, LGACA requires that the Governing Body (including staff acting under delegation) consider the views and preferences of local boards when making its decisions (section 15 LGACA). Therefore, the new process now requires Healthy Waters and Flood Resilience staff to liaise directly with local boards and consider the views and preferences of local boards when making decisions (under delegation from the Governing Body). If a local board wishes to object to any decision made by staff under delegation, they can consider raising an objection with the Governing Body via the Policy and Planning Committee.
6. Staff recommend local boards appoint a lead who can identify and communicate each local board’s views and preferences over stormwater management-related decisions that impact local parks.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) kopou / appoint a lead, and an alternate, for stormwater activities feedback and delegate authority to these members to:
(i) identify and community the local board views and preferences on proposed council stormwater management activities in local parks
(ii) represent the local board at the Policy and Planning Committee, if required, to discuss any objections to proposed council stormwater management activities in local parks.
Horopaki
Context
7. As per their legislative role and council’s allocation of non-regulatory responsibilities (pursuant to section 17 of LGACA), local boards are accountable for the range of non-regulatory activities of the council deemed to be ‘local’ in nature.
8. On the other hand, the Governing Body is responsible for decision-making over activities that are ‘regional’ in nature i.e. that extend beyond local board areas, and which are beneficial and effective to be managed and coordinated on an Auckland-wide basis.
9. Staff who manage local parks and reserves have relied on council’s allocation of decision-making responsibilities over local parks to require local board approval (referred to as landowner approval or landowner consents) for most activities that take place over local parks. This means that staff have been treating all stormwater management works that occur on parks, including those that the Governing Body has been allocated decision-making responsibilities for, as being subject to landowner approvals.
10. Although local boards have generally managed to accommodate council’s stormwater management activities in local parks, a recent case where landowner approval was likely to be withheld highlighted a misalignment between council’s agreed allocation of responsibilities and operational process assumptions.
11. Staff have now provided advice to local boards clarifying that activities allocated to the Governing Body, i.e. council’s own stormwater management activities, should not be subject to a landowner approval. They have clarified that the operational processes that facilitated this misunderstanding have been changed.
12. This change does not affect third-party applications for works over local parks that relate to or connect to the stormwater network. Those applications will continue to require landowner approval from local boards.
Tātaritanga me ngā tohutohu
Analysis and advice
13. Auckland Council’s allocation of non-regulatory responsibilities acknowledges that the decision making of local boards in relation to local parks may be constrained when such decisions intersect with council stormwater management activities, including the stormwater network. This provision ensures the Governing Body’s decision-making, and the effectiveness of the stormwater network, are not compromised.
14. A well-functioning stormwater system enhances flood resilience, reduces waterway contamination, and ensures local beaches are safer for swimming. Parks and reserves play a crucial role in this system, acting as flood plains, hosting waterways, and providing essential facilities for the effective functioning of the council’s stormwater network.
15. Decisions relating to the maintenance of the stormwater network have been delegated by the Governing Body to staff in Healthy Waters and Flood Resilience via the Chief Executive.
Process for giving input to stormwater network decisions
16. Local boards have been advised of the new process that will see Healthy Waters and Flood Resilience, instead of Land Advisory, seeking the views of local boards before making decisions (under delegation from the Governing Body) on whether to proceed with any proposed council-led stormwater projects in local parks.
17. The experience of local boards should not differ from the previous process, where consultations occurred over landowner approval applications while final decision-making is exercised by (Land Advisory) staff under delegation from local boards. Figure 1 shows the comparison between the current and updated processes.
Figure 1: Current and updated decision-making processes for stormwater activities on
local parks
Appointment of a lead to provide input to stormwater network decisions
18. To enable the effective and efficient conduct of a local board’s business, LGACA provides that a local board may delegate to a committee, subcommittee, or member of the local board, or to an officer of council, any of its responsibilities, duties, or powers, except for the exceptions listed in clause 36D, schedule 7 of the Act. The responsibilities that cannot be delegated include the duty to identify and communicate the interests and preferences of the people in the local board area in relation to the content of the strategies, policies, plans and bylaws of Auckland Council.
19. The updated process in Figure 1 requires that Healthy Waters and Flood Resilience seek input from local boards. Seeking input from local boards often requires a report and a decision at a business meeting.
20. Appointing a lead to finalise and provide input on stormwater network decisions can enable efficiencies. While it is expected that stormwater projects on local parks may be referred for discussion to a local board workshop and may include site visits, relying on staff to identify the agreed local board view might lead to misunderstandings, especially if different views are expressed in workshops and site visits. Having a single point of contact on the local board who can be accountable for collating, finalising, and communicating the local board view can prevent confusion and avoid unnecessary delays in decision-making.
21. If it were not possible to identify a shared view from the local board, it is open to the lead to refer the matter to the whole local board for a decision (on the local board input). This can be done at an upcoming local board meeting.
Resolving disputes and disagreements over use of local parks
22. In circumstances where the local board does not support use of a local park for a stormwater management activity and Healthy Waters and Flood Resilience and the local board are unable to agree on reasonable conditions for the use of a local park, Healthy Waters and Flood Resilience staff are encouraged to escalate the matter to the Chief Executive for a decision. This is on the basis that the Chief Executive at an operational level may be best placed to determine issues from an organisation wide perspective and may provide some assurance to the local board that competing perspectives are being carefully balanced.
23. It would also be open to the local board to seek the intervention of the Governing Body, via the Policy and Planning Committee.
Tauākī whakaaweawe āhuarangi
Climate impact statement
24. This is a procedural decision and is not expected to have any impact on council’s climate commitments.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
25. This report recommends the appointment of a lead to ensure that local board input can be provided in a timely manner enabling the council to undertake its operational and statutory duties efficiently.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
26. This report seeks to appoint a local board member to perform a specific function on behalf of the local board. Any local board member who is appointed as a lead should ensure that they represent the wider local board views and preferences on each matter before them.
Tauākī whakaaweawe Māori
Māori impact statement
27. This procedural decision is not anticipated to have a direct impact on Māori.
Ngā ritenga ā-pūtea
Financial implications
28. A decision of this procedural nature is not considered to have financial implications on Auckland Council.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
29. If a local board chooses not to appoint a lead, staff will need to seek input from the local board at a business meeting. This may require a report which delays input and further risk delays to council projects.
30. Where a local board may feel dissatisfied with a proposed council stormwater project or feel that a project may adversely impact on the wellbeing of its community or other local board areas of decision making, and this cannot be resolved in discussions with Healthy Waters and Flood Resilience, staff are expected to escalate the matter to the Chief Executive. It is also open to local boards to seek intervention from the Governing Body via the relevant committee (Policy and Planning Committee)
Ngā koringa ā-muri
Next steps
31. Healthy Waters and Flood Resilience will provide a template to help the appointed lead quickly finalise and communicate the local board’s feedback.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Shirley Coutts - Principal Advisor - Governance Strategy |
Authorisers |
Oliver Roberts - Planning & Operations Manager Lou-Ann Ballantyne - General Manager Governance and Engagement |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Waikaraka Park: Regional speedway consolidation and detailed design of critical works
File No.: CP2024/15718
Te take mō te pūrongo
Purpose of the report
1. Seek in principle agreement from the Maungakiekie-Tāmaki Local Board for implementation of parts of the Waikaraka Park Masterplan, specifically the critical works required to enable the development of facilities and amenity for the consolidation of speedway.
Whakarāpopototanga matua
Executive summary
2. This report seeks to enable the consolidation of speedway across Tāmaki Makaurau / Auckland at Waikaraka Park, Onehunga. The proposed consolidation will relocate speedway activities at Western Springs to Waikaraka Park by the 2025/26 season. The estimated cost of the project is $11 million, and Tātaki Auckland Unlimited (Tātaki) has committed to fully funding the critical works. The transfer of existing Long-term Plan 2024-2034 (LTP) funding between Tātaki and the Maungakiekie-Tāmaki Local Board requires approval of Governing Body.
3. The project will fulfil a large element of the Waikaraka Park Masterplan (Masterplan), which outlines a 30-year vision for the park precinct. Key upgrades include improved track lighting, expanded pit areas, and refurbished amenities. The project funding was an advocacy piece for the Local Board during Long-term Plan 2024-2034 and wrote to the Tātaki Board in August 2024 expressing support for an arrangement to fund the project.
4. Western Springs operator Palmerston North Speedway Limited (PNSL) and Waikaraka Park operator Auckland Stock and Saloon Car Club (ASSCC) support the consolidation at Waikaraka Park and have agreed the detailed design will enable consolidation. This initiative supports a long-term solution for the sustainability and viability of speedway in Auckland while unlocking the potential for other higher value uses of the Western Springs Stadium.
5. The Local Board is asked to approve the detailed design, appoint Tātaki to deliver the project, and agree in principle to the funding arrangements for approval by Governing Body.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whakaae / agree to the consolidation of open wheel speedway activity into a single speedway track for Tāmaki Makaurau / Auckland at Waikaraka Park.
b) whakaae / approve in principle the detailed design set out in Attachment D for the critical works at Waikaraka Park to enable the consolidation of open wheel speedway activity, subject to Governing Body agreement to transfer the required budget from Tātaki Auckland Unlimited to the Maungakiekie-Tāmaki Local Board.
c) kopou / appoint, subject to reccomendation B, Tātaki Auckland Unlimited to manage and deliver the critical works at Waikaraka Park.
d) tono / request that the Governing Body transfer $11 million of existing Long-term Plan 2024-2034 funding from Tātaki Auckland Unlimited to the Maungakiekie-Tāmaki Local Board to fund the delivery of the critical works at Waikaraka Park.
Horopaki
Context
Waikaraka Park Masterplan
6. The Waikaraka Park Masterplan (the Masterplan) reflects a 30-year vision for the Waikaraka Park precinct. The Masterplan was publicly consulted on in 2020 and formally adopted by the Maungakiekie-Tāmaki Local Board in 2021.
7. The Masterplan guides the priorities for the Maungakiekie-Tāmaki Local Board on future decisions to develop and invest in the precinct.
8. Current funding priorities of the Maungakiekie-Tāmaki Local Board means fulfilment of the Masterplan is unable to be progressed, especially in relation to the speedway element where a high level of capital investment is required to complete the critical works.
Local board support to fund critical works in the Masterplan
9. In August 2024, then-Acting Chair Debbie Burrows wrote to the Tātaki Board expressing support for a proposal to fund the speedway critical works in the Masterplan. Her letter referenced the “long-standing advocacy” for the project that aligned closely with the local board’s strategic goals and community interest.
10. The local board has long championed the presence of motorsport activities at Waikaraka Park. This is notable through the Waikaraka Park Reserve Management Plan, Masterplan, and long-term lease to the ASSCC, which align to provide for the presence of speedway into the future.
11. The letter noted this alignment has “enhanced the opportunity for Waikaraka Park to be the premier venue for motorsports in Auckland”.
Opportunity to fulfil the speedway element of the Waikaraka Park Masterplan
12. Consolidation of speedway activity in Auckland has been a strategic consideration for at least the past ten years. The reason for considering consolidation is twofold.
13. First, to focus on establishing a more sustainable platform for speedway sports through the concentration of activity within a single venue. In addition to the benefits to open-wheel sports, there would be cost benefits to the council group in relation to upkeep and maintenance of a single venue, rather than two.
14. Second, to enable Western Springs Stadium to be re-positioned as the city intensifies to deliver greater value as part of the Auckland stadia network. Western Springs Stadium is a valuable inner-city facility with a natural amphitheatre that has been and is used for concerts, speedway and Ponsonby Rugby. An expression of interest process is underway, having sought expressions from potential partners to develop the stadium for its best use.
15. Palmerston North Speedway Limited (PNSL) is the operator and promoter of Western Springs speedway. Tātaki entered into a single-season venue hire agreement with PNSL for the use of open wheel speedway classes to compete for the 2024/25 speedway season ahead.
16. On the basis that consolidation at Waikaraka Park is the preferred option for PNSL, given the progress towards an agreement and funding of consolidation, PNSL did not make a submission on the current EOI process underway for Western Springs.
17. The purpose of the EOI is to find higher and best uses for the Western Springs Stadium area. The EOI process is underway, but a number of the proposals are incompatible with ongoing speedway operations. If consolidation at Waikaraka Park does not occur, then consideration would have to be given to the future of PNSL at Western Springs and the wider impact on any future opportunities for development at the stadium.
18. There is now an opportunity to fund a large number of the key speedway elements of the Masterplan, which would develop the facilities and amenities and enable regional consolidation of speedway at Waikaraka Park.
Tātaritanga me ngā tohutohu
Analysis and advice
Independent Speedway Location Analysis
19. In 2023, with the support of speedway operators and stakeholders, Tātaki commissioned independent analysis of speedway locations (Attachment A). The analysis drew upon broad input from key speedway operators and stakeholders including PNSL, ASSCC, speedway drivers and team owners, as well as council and Tātaki staff.
20. The analysis was centred around five problem statements, agreed by stakeholders, that needed to be addressed by the proposed investment:
· commercial viability of speedway events in Auckland is constrained
· buildings and speedway infrastructure are at end of life, failing infrastructure
elevate safety and security risks to speedway
· lack of certainty of tenure is restricting future investment and planning for the
sport
· venues are operationally constrained
· Tātaki is unable to utilise Western Springs for highest and best use.
21. Benefits were also identified through consultation with stakeholders, these are set out in Table 1 below.
Table 1: Benefits identified by stakeholders
Benefit |
Key Performance Indictators (KPIs) |
Improves commercial viability/return of all venues |
KPI 1: Speedway promoters can generate a return from speedway events KPI 2: Western Springs Stadium increased commercial revenue |
Retaining and attracting spectators |
KPI 1: Number of spectators (retain or increase) |
Retaining and attracting sponsors |
KPI 1: Change in number of sponsors (retain or increase) KPI 2: Value ($) of sponsorship (retain or increase) |
Retains and supports the speedway sector |
KP1: Number of competitors / licence holders (retain or increase) KP2: Number of casual licence holders (retain or increase) |
Assessment of options
22. The longlist options assessment (Attachment B) graded the 13 identified options against both Investment Objectives and Critical Success Factors as set out in Table 2 below.
Table 2: Investment Objectives and Critical Success Factors
Investment Objectives |
Critical Success Factors |
1. Venue lessees/operators to be able to run commercially viable event venues |
1. Strategic Fit and Business Needs |
2. To provide a family friendly, safe and fit for purpose spectator amenities |
2. Potential Affordability |
3. To enable security for the clubs and event promoters by providing a long term home for Speedway |
3. Potential Achievability |
4. To meet current health and safety standards and international speedway requirements |
4. Continuity of Service & Sustainability |
5. All venues are utilised for highest and best use |
5. Site Constrains |
23. Feasibility was based on broad facility requirements, provided by speedway stakeholders, in order to develop high-level bulk and location plans to assess the feasibility of requirements within the constraints of the proposed sites.
24. Of the 13 options, two were discounted and the other eleven were progressed to the shortlist. The shortlisted options were then assessed against their ability to meet investment objectives, realise non-financial benefits, and mitigate risks (Attachment C).
The preferred way forward: consolidation at Waikaraka Park
25. Option 4A, consolidation at Waikaraka Park, was identified as the preferred way forward following the options evaluation. It provides a solution to the problems identified with the status quo and has the greatest capacity to achieve the investment objectives, including:
· venue operators to be able to run a commercially viable event venue
· to provide a family friendly, safe and fit for purpose spectator amenities
· to enable security for the clubs and event promoters by providing a long term lease at a venue
· to meet current health and safety standards and international speedway requirements
· all venues are utilised for highest and best use.
26. The analysis noted that the logic of consolidation at Waikaraka Park leveraged existing favourable factors, including:
· most central location enabled by the Unitary Plan to host the consolidated
volume of speedway activity
· longevity of tenure through a 10 + 10 + 10 year lease held by ASSCC
· the resulting expanded footprint from the upgrade is anticipated through the
Waikaraka Park Masterplan.
27. To implement consolidation at Waikaraka Park, Table 3 below sets out next steps which have guided staff actions to date.
Table 3: Next steps to fulfil the identified way forward
Steps |
Status |
1. Joint engagement with affected speedway clubs and organisations to discuss the potential to implement Option 4A and what would be required |
Completed: consolidation at Waikaraka Park agreed between ASSCC and PNSL |
2. Detailed investigations into facility requirements (including priority and future needs) to ‘right size’ the facility plan, refine cost estimates and construction phasing |
Completed: pending approval by the Maungakiekie-Tāmaki Local Board |
3. Refine capital and operational cost projections for a phased development |
Completed |
4. Development of a funding strategy to deliver Option 4A: The funding strategy and plan may include identifying potential seed funders such as Tātaki, council, and the Maungakiekie-Tāmaki Local Board |
Completed: pending an ‘in principle’ agreement by the Maungakiekie-Tāmaki Local Board |
Critical works required to fulfil the consolidation at Waikaraka Park
28. The analysis identified critical works necessary for the consolidation of all activities currently underway at the site and at Western Springs.
29. Operators and stakeholders have agreed with the Maungakiekie-Tāmaki Local Board and council on the detail of the critical works required across the Waikaraka Park precinct. The key upgrades as part of the agreed critical works include:
· improved track lighting to ensure safe racing conditions for the faster classes
· redesigned track, new track wall and safety fence to provide a racing environment that is better suited to all classes of four-wheeled speedway
· expanded pit area to provide capacity for an increased number of competitors
· upgrade of existing pit area to provide similar amenity to that provided in the new pit area
· refurbishment of existing toilet block to provide improved patron amenity.
30. The critical works align with the Waikaraka Park Masterplan adopted in February 2021. The upgrade would meet four components of the Waikaraka Park Masterplan:
· new speedway buildings
· new speedway spectator seating
· new multi-use buildings incorporating speedway spectator season, public toilet,
change storage and indoor sport practice facilities
· new speedway pit area providing public car parking outside of speedway
events.
31. To ensure readiness for the 2025/26 speedway season, the critical works to consolidate activities need to begin before the end of 2024.
32. The detailed design for the critical works project incorporates the proposed upgrades (Attachment D). This was presented at the Maungakiekie-Tāmaki Local Board workshop on 15 October. Architectural designer Wade Jennings was in attendance to discuss the detail of the plans and provide more technical detail to members’ queries.
Resource consent and heritage overlay
33. The site is identified as a ‘Category B’ scheduled historic heritage extent of place under the Unitary Plan. This overlay applies to the Waikaraka Park grounds and the cemetery, however the cemetery is outside of the subject site boundaries. A detailed assessment of the historical context and significance of this site is provided in the Heritage Impact Assessment prepared by Plan.Heritage for the resource consent.
34. Two sections of the park permitter stone wall would be demolished to provide a gated entry to the pit area. The assessment found the modifications to this primary feature being low-adverse and permanent, but not a moderate- or significant-adverse effect that results in the park no longer meeting scheduling criteria for its historical, social, or context values. The interventions in the wall are noted as relatively limited given its entire circuit.
35. Their report notes the significance of Waikaraka Park as a national and regional sporting venue. It also notes this will be further enabled by the resource consent application, as the proposal involves upgrade works that will provide for the continued operation of speedway events at the site.
Memorandum of understanding between ASSCC and PNSL
36. Working with speedway operators - Auckland Stock and Saloon Car Club and the Western Springs operator Palmerston North Speedway Limited - all parties have agreed that the consolidation at Waikaraka Park is in the best outcome for the sport. The consolidation addresses numerous challenges facing motorsport and enables the sport to preserve their presence in Auckland, and ensure their long-term success.
37. In addition to Western Springs, PNSL is the promoter of stock and saloon car events at Waikaraka Park on behalf of ASSCC. Both parties have developed an agreement governing the relationship between the additional open-wheel classes that will be consolidating at Waikaraka Park, as per the memorandum of understanding.
38. The joint agreement establishes a cooperative approach to long-term consolidation and primarily covers operational matters including:
· number of event nights (per annum)
· classes of speedway
· operation and management of events
· asset management
· repairs and maintenance.
39. ASSCC is proposing to enter into a licence agreement with PNSL promoting and delivering the open-wheel class events at Waikaraka Park. The expectation is that ASSCC, together with PNSL, the agreement of the critical works project will confirm both parties’ commitment to consolidate all their current and future open-wheel class speedway activities at Waikaraka Park and acknowledge that Western Springs will no longer be maintained as a Speedway.
Tauākī whakaaweawe āhuarangi
Climate impact statement
40. The consolidation of speedway is a net neutral effect on emissions due to there being no increase or decrease in the number of events. There is also a reduction in maintenance and renewals with a single speedway venue, reducing the negative impacts of maintenance and end-of-life treatment of assets.
41. The direction set in the Waikaraka Park Reserve Management Plan (RMP) emphasises climate change mitigation and adaptation. Section 8.4.1 of the RMP includes policies on minimising and mitigating the impacts of climate change on the park, including improving climate resilience.
42. Table 4 outlines approaches provided for in the RMP to minimise the potential climate impacts at Waikaraka Park.
Table 4: Potential impacts on climate provided for in the RMP
Use or development |
Approach to minimise negative climate impacts |
Increased parking capacity |
Water sensitive design of car parks |
New buildings and infrastructure |
The plan encourages green building practices in design, constructure, and operation of development or redevelopment of buildings. |
New pedestrian and cycle connections |
New pathways provided for in the Waikaraka Park Masterplan and Maungakiekie-Tāmaki Greenways Plan enable active modes of transport to the park. |
43. The design of the Waikaraka Park Masterplan further accounted for projected flood levels and sea level rise. The critical works align with the Masterplan.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
Leasing advice on Waikaraka Park speedway
44. The ASSCC hold an operative lease over part of Waikaraka Park for motorsport activities and events. The initial term of the lease expires on 22 March 2031 and the lease provides two right of renewals of 10 years each, effecting final expiry on 22 March 2051.
45. The terms of the lease are consistent with the standard terms and conditions for community leases under the Auckland Council Community Occupancy Guidelines 2012. The lease contains specific amendments related to the track operating licences, noise calibration, event endorsement by Speedway New Zealand and access rights to inspect the temporary seating and maintenance of the bathroom facilities on the eastern end of the leased premises.
46. The current permitted use under the lease i.e. “motorsport activities and events” is sufficiently broad to capture all classes of racing including those currently hosted at Western Springs. A key factor in understanding the synergies between the different classes of racing is evidenced by the signed MOU between ASSCC and Western Springs Speedway.
47. The expectation is for the key terms of the lease to be maintained including the term, renewal periods, and rental in return for agreement to the ongoing asset maintenance and renewal costs sitting with ASSCC. The implications including the ownership and maintenance of the new assets and infrastructure were workshopped with the local board on 15 October and are provided in Attachment E.
48. Consequential variations to the lease to give effect to the consolidation activity will be progressed close to and prior to the completion of the critical works, this is anticipated to be September 2026. The variation will be included as an item in the FY2025/2026 Local Board Leasing Work Programme and the board will consulted and will have full decision-making regarding the extent of any variation.
Heritage and consenting advice
49. Heritage provided information to Plan.Heritage which informed the Heritage Impact Assessment for the resource consent.
50. Heritage was involved in previous location options assessment to identify sites for regional consolidation of speedway as preliminary work to the preparation of the Waikaraka Park Masterplan.
51. The site is identified as a ‘Category B’ scheduled historic heritage extent of place under the Unitary Plan. This overlay applies to the Waikaraka Park grounds and the cemetery, however the cemetery is outside of the subject site boundaries. A detailed overview of the historical context and significance of this site is provided in the Heritage Impact Assessment prepared by Plan.Heritage for the resource consent.
Sport and Recreation support for consolidation
52. Sport and Recreation support the consolidation of speedway from a utilisation perspective, as it enhances the use of Waikaraka Park and ensures a long-term solution for speedway in Auckland. This solution is further strengthened by the security of tenure, which is critical not only for attracting investment and sponsorship but also for maintaining participation in the sport.
53. The guaranteed tenure allows for more confident investment in both the site and the sport, similar to what is seen with other sporting codes and venues, creating a stable environment for the future growth of speedway.
Resolution by Tātaki Board on the proposed funding arrangement
54. Due to the timing pressure to source funding and complete the required works by October 2025, the Tātaki Board have agreed to an arrangement to fund the project. The agreement sees Tātaki re-prioritise its capital budget programme, making the necessary funds available.
55. The agreement of Tātaki is because of optimisation opportunities being enabled at Western Springs Stadium, by the consolidation of speedway to a different site. An expression of interest process for Western Springs is underway, having sought expressions from potential partners to develop the stadium for its best use.
56. Tātaki confirmed the decision to reallocate the capital funding will not jeopardise the delivery of priority capital projects over the next two years.
57. In October, the Tātaki Board resolved to reallocate the required funding to the Maungakiekie-Tāmaki Local Board to fulfil the critical works required to enable consolidation of speedway at Waikaraka Park.
58. The resolution by the Tātaki Board noted the decision is subject to agreement of the critical works by the Maungakiekie-Tāmaki Local Board. Following the local board’s decision, the Governing Body must approve the funding arrangement to enable the transfer of Long-term Plan 2024-2034 budget from Tātaki to the Maungakiekie-Tāmaki Local Board.
59. The transfer of funds from Tātaki to the local board to enable the critical works is not prohibited under CCO Accountability Policy and is not considered a major transaction.
60. The decision is consistent with their Statement of Intent 2024-2027 (SOI) where utilisation of venues is a clear priority. The SOI emphasises efficient use of key venues and improving their financial sustainability. This includes a focus on making better use of Auckland’s major stadiums, not only for their current uses, but also to ensure they can host a wider range of activities, making them more financially viable and reducing the reliance on council funding.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
Local Board advocacy for speedway consolidation in Long-term Plan 2024-2034
61. The Maungakiekie-Tāmaki Local Board has championed motorsport at Waikaraka Park and worked alongside the council group in investigating a long-term solution for motorsport and speedway in Auckland.
62. Work to identify a long-term solution has been undergone for many years, with the Maungakiekie-Tāmaki Local Board resolving in September 2017 to—
Re-iterate its commitment to work with Regional Facilities Auckland, Auckland Stock and Saloon Car Club and Speedway Promotions Limited on the Speedway development in Waikaraka Park. [MT/2017/172]
63. More recently, the redevelopment of Waikaraka Park speedway was identified as an advocacy point for the Maungakiekie-Tāmaki Local Board during the Long-term Plan 2024-2034. The local board advocated to the Governing Body during the process to match the then-Tātaki proposal of $5 million seed funding—
Support Tātaki Auckland Unlimited’s proposal for $5 million seed funding and $5 million match funding with Auckland Stock and Saloon Car Club to enable the required redevelopment of Waikaraka Park Speedway for the use of multiple codes.
64. The commitment by the Maungakiekie-Tāmaki Local Board to work on the development of the Waikaraka Park speedway is reflected in the Waikaraka Park Masterplan, adopted in 2021. In their recent advocacy, the Maungakiekie-Tāmaki Local Board noted they do not have the funding to realise the Waikaraka Park Masterplan in the foreseeable future.
65. The consolidation of speedway activity at Waikaraka Park aligns with the outcomes of the Waikaraka Park Masterplan. The required critical works would enable the facility to work for multiple codes and utilises the park precinct. The project has also been subject of prior consultation, which provides information about the views and preferences of persons interested in or affected by the proposed consolidation of speedway. In particular, the critical works are aligned with the publicly consulted on Masterplan adopted in 2021, and key stakeholders including speedway drivers, team owners, and the Onehunga Combined Sports Trust have been consulted as part of the detailed design process.
66. Integration & Programming staff, who were central to the consultation, were present at the workshop. They advised that the views and preferences of persons interested or affected, and the wider community, were captured and provided to the Local Board with no further requirement to consult. Further, they state the proposed detailed design and consolidation of speedway aligned with the Masterplan and RMP.
Community feedback on speedway during Waikaraka Masterplan and Reserve Management Plan consultation
67. In November 2020, drafts of the Masterplan and RMP went to public consultation, including a hearings process, prior to adoption in February 2021. The recommendations from the Hearings Panel noted a significant number of submitters in support of the speedway element of the Masterplan and RMP, noting its history, popularity, and uniqueness.
68. 269 unique submitters gave feedback on the plans, with 255 made by individual and 14 from organisations, primarily sporting groups. A high response rate was received for questions relating to the speedway (see Table 5).
69. 47% of submitters who provided comments to ‘Overall, do you support or oppose the direction of the draft reserve management plan?’ referred to speedway as their reason for supporting the direction of the draft RMP. Key themes included:
· improvements to speedway facilities includes pit space, toilet, parking, and spectator seating facilities
· comments supporting the retention or continuation of speedway within waikaraka park
· comments supportive of recognition of speedway as an important part of waikaraka park
· importance of social and / or family traditions.
70. One submitter who answered question 17 ‘Overall, do you support or oppose the direction of the draft masterplan?’ was opposed to the continuation of speedway within Waikaraka Park. Staff recommended no changes to the plan and responded to the submitter—
In response to the submitter that did
not support the continuation of speedway at the park, the decision to include
speedway and other motorsport activities at Waikaraka Park has been carefully
considered in line with feedback from the local board, council groups
(including Regional Facilities Auckland), mana whenua, key stakeholders and the
community.
We also note that the feedback received during the first round of
consultation prior to the development of the draft RMP and masterplan reflected
strong support for the continuation of motorsport activities at the park.
Table 5: Survey responses relating to speedway
Survey questions |
% Agree |
% Do not |
Total number of |
Draft Reserve Management Plan |
|||
Overall, do you support or oppose the direction of the draft reserve management plan? |
100.0 |
0 |
152 |
Do you support the vision for the park? |
98.0 |
2 |
151 |
Overall, do you support or oppose the objectives and policies in this plan? |
99.3 |
0.7 |
149 |
Organised sport and recreation |
100 |
0 |
129 |
Recreational use and enjoyment |
100 |
0 |
118 |
Park development |
100 |
0 |
122 |
Overall, do you support or oppose the authorisation assessment approach in this plan? |
100 |
0 |
142 |
Commercial activities |
99.0 |
1 |
104 |
Commercial leases and licenses |
100 |
0 |
105 |
Buildings |
100 |
0 |
105 |
Events and activation |
100 |
0 |
102 |
Public and private utilities |
100 |
0 |
101 |
Draft Masterplan |
|||
Overdall, do you support or oppose the direction of the draft masterplan? |
99.2 |
0.8 |
249 |
Do you support the proposed areas for sports on the park? |
96.6 |
3.4 |
237 |
Do you support the proposed area for speedway in the park? |
98.8 |
1.2 |
247 |
Do you support the increased parking areas on the park? |
95.9 |
4.1 |
246 |
Do you support new multi-purpose buildings on the park? |
98.0 |
2.0 |
244 |
71. The Hearings Panel found the RMP made provisions for both the speedway’s continuance and improvement of its associated facilities. Staff comments and recommendations noted—
both the RMP and Masterplan reflect speedway as a key activity that has long been provided for in the park. This is reflected by the masterplan, and section 6.1 and objectives 8.2.1.3 and 9.3.3 in the RMP.
72. Staff are confident that the Local Board is provided sufficient information about the views and preferences of persons interested or affected by the critical works project.
73. The Onehunga Combined Sports Trust were consulted with further in October 2024. This consultation included seeking the views of the trust in relation to the detailed design and a realignment of their lease boundary which will see a slight reduction to their existing area of play. The realignment will result in the removal of their cricket nets, due to the nets sitting beyond their lease boundary.
74. The realignment of lease boundary is also due to the increase in pit space and construction of toilet facilities for use by both speedway and the trust.
Tauākī whakaaweawe Māori
Māori impact statement
75. The Waikaraka Park Masterplan was developed with extensive involvement of Mana Whenua. This included engagement with the then-Parks, Sport and Recreation Mana Whenua Forum, a park walkover with mana whenua, and hui throughout the process.
76. The Waikaraka Park Masterplan places high regard to the importance of te ao Māori managing the park and demonstrates alignment with Mana Whenua Kaitiaki Forum pou outcomes.
77. The Maungakiekie-Tāmaki Local Board worked with Ngāti Maru, Ngāti Tamaoho, Ngāti Te Ata, Ngaati Whanaunga, Ngāti Whātua Ōrākei, Te Ākitai Waiohua, Te Patukirikiri, and Te Ahiwaru in developing the Masterplan and RMP.
78. The RMP acknowledges Council’s obligation to iwi under Te Tiriti o Waitangi in local parks management planning and seeks to embed the te ao Māori world view throughout the document. In line with the pou outcomes, mana whenua culture and identity will be respected and visible in the implemented critical works.
79. Prior to lodging the resource consent application for the critical works, Tātaki contacted the fourteen mana whenua groups identified on Auckland Council’s website to provide an overview of the project and provide the opportunity for involvement and feedback on the proposal. Both Te Ahiwaru and Ngati Te Ata have confirmed that they have in interest in the site and engagement will be undertaken in parallel with the processing of the resource consent application.
Ngā ritenga ā-pūtea
Financial implications
Proposed financial arrangement resolved by Tātaki Board
80. On 16 October, the Tātaki Board resolved to forego $7 million from the FY24/25 capital budget and $4 million from the FY25/26 capital budget for transfer to the Maungakiekie-Tāmaki Local Board to fully fund the critical works at Waikaraka Park. The resolution was made on the basis that the transfer would not jeopardise the delivery of priority Tātaki projects.
81. The reallocation of capital budget funding from Tātaki to the Maungakiekie-Tāmaki Local Board is subject to Governing Body approval. The Tātaki Board noted that Tātaki management will continue to liaise with council staff to seek reimbursement of $8 million with a view to reducing the net Tātaki contribution to $3 million, reflected in the pay back scenarios (see Table 5).
82. Due to the expression of interest process at Western Springs still being underway, the scenarios and detailed financial benefits are confidential. The scenarios are expected for a decision by the Tātaki Board later in October, followed by the Governing Body in November for a decision.
Table 5: Pay back periods by EOI scenario
Scenario (confidential) |
Pay Back Period ($3m) |
Pay Back Period ($11m) |
Scenario A |
2.7 years |
10.0 years |
Scenario B |
2.5 years |
9.2 years |
Scenario C |
1.4 years |
5.2 years |
Scenario D |
1.4 years |
5.2 years |
Ongoing financial implications of the assets
83. Once the critical works have been completed, ongoing operating costs and capital expenditure including compliance, maintenance, and renewals, will sit with the ASSCC for the duration of the lease. At the end of the lease, if not renewed, responsibility for operating and capital expenditure would revert to the Maungakiekie-Tāmaki Local Board and council.
84. Financial Strategy advises that with these ongoing costs being agreed by ASSCC as their responsibility, there is minimal financial liability and costs associated with ownership over such assets. Financial Strategy further advise that there will be no additional depreciation or interest cost burden associated to the transfer of Tātaki funding, with these being modelled through Long-term Plan 2024-2034.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
85. Risks and mitigations facing the proposed consolidation are outlined in Table 6 below.
Table 6: Risks and mitigations facing the proposed consolidation at Waikaraka Park
Primary risks |
Consequence |
Likelihood |
Comments and risk management strategies |
Western Springs Speedway (PNSL) withdraws support for the project |
High |
Low |
· PNSL has been a collaborative partner with Tātaki and ASSCC, but some in the speedway community may oppose moving from Western Springs. · The key risk is if project scope / capacity is reduced, PNSL might withdraw support due to diminished capacity. · PNSL is aware their venue agreement at Western Springs is limited to one season and has not engaged in future planning for the site. · Maintaining a strong relationship with PNSL is critical, but if they withdraw, ASSCC can still operate by licensing speedway classes independently through Speedway NZ. |
Potential of project costs exceeding estimates |
Medium |
Medium |
· The current project cost estimate is $11 million. · Tātaki plans to mitigate cost overruns by running a competitive subcontractor process to secure lower rates. · Significant cost increases may require additional funding from the council via Tātaki. |
Material change to critical works design so that it falls out of alignment with masterplan |
Medium |
Low |
· Staff consider that development proposal gives effect to the Masterplan, which means further public consultation may not be needed if the local board is satisfied that it has sufficient information about the views and preferences of persons interested or affected by the proposed development of speedway at Waikaraka Park. · Any material change outside the scope may require further consultation, but this is unlikely due to stakeholder agreement. Any changes will be managed by the project control group. |
Potential opposition by dissenting members of the speedway community |
High |
Medium |
· Some dissent is expected due to the diversity of the speedway community. · Unified support from the Council group with ASSCC and PNSL reflects the trust built through the process and provides legitimacy to the project. · Proactive and reactive communications will highlight the benefits of consolidation and the unified support from key stakeholders. A joint release is planned once funding is confirmed. |
Consenting delays impact on project programme |
Medium |
Low |
· Tight timeframes make avoiding consenting delays a priority to meet the 2025/26 speedway season deadline. · Tātaki is working with the Premium Unit (Building Consents) to ensure both building and resource consents proceed concurrently. · Regular engagement with the consenting team and involvement of experienced specialists aim to minimize delays. · While delays in physical works could occur, they are not expected to compromise the overall strategic outcome. |
Criticism of Tātaki applying capital funding towards non-Tātaki assets |
Low |
Medium |
· There is a risk of criticism for reallocating Tātaki capital funding to Waikaraka Park, especially in the context of the ongoing CCO Review, which is assessing the CCO model and its performance. |
Ngā koringa ā-muri
Next steps
The critical works project timeline
86. The critical timeline (Table 7) has works starting in January 2025, with necessary works for the 2025/2026 speedway season completed by October 2025. The upgrade of the existing pit area will be undertaken in 2026.
Table 7: Proposed critical works timeframe
Milestone |
Expected date |
Commence pit expansion work (western side) |
24 January 2025 |
Commence race track work |
24 April 2025 |
Complete track lighting upgrade |
24 April 2025 |
Complete track lighting upgrade |
18 August 2025 |
Complete pit expansion work |
15 September 2025 |
Complete race track work (incl. eastern boundary work) |
26 September 2025 |
Commence upgrade of existing pit area |
April 2026 |
Complete upgrade of existing pit area |
September 2026 |
87. The project team have been working closely with council staff on planning and consenting requirements, including maintaining heritage elements and monitoring the impacts on trees within the precinct.
Tātaki project governance and oversight over delivery
88. If approved, the delivery of the critical works will be managed by Tātaki on behalf of council. Tātaki will implement their standard capital project governance structure over project delivery, despite the project falling outside of their standard capital projects framework.
89. The applied capital project governance structure will ensure strong oversight over application of project funding, ensuring funding is allocated to best achieve project objectives.
90. Project delivery will be overseen by a Project Control Group made up of Tātaki executives, a representative from council, and project manager. The project will also be included in regular updates to the Tātaki Board and their Capital Project Committee.
Governing Body approval of the requested funding arrangement
91. If the local board agrees ‘in principle’ to the proposal, Governing Body approval will be sought on 24 October for the transfer of Tātaki funding to the local board.
Appendix A:
Appendix B:
Attachments
No. |
Title |
Page |
A. Independent Speedway Location Analysis (Under Separate Cover) |
|
|
b⇩ |
B. Longlist options assessment |
323 |
c⇩ |
C.Options evaluation results |
325 |
d⇩ |
D. Detailed design of Waikaraka Park project |
327 |
e⇩ |
E. Asset ownership and maintence responsibilities |
387 |
Ngā kaihaina
Signatories
Author |
Alexander Croft - Senior Advisor, CCO Governance & External Partnerships |
Authorisers |
Alastair Cameron - Manager CCO/External Partnerships team Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Local board views on draft changes to dog policy and bylaw
File No.: CP2024/15708
Te take mō te pūrongo
Purpose of the report
1. To receive the local board views on draft proposed changes to Auckland Council’s policy and bylaw on dogs.
Whakarāpopototanga matua
Executive summary
2. To enable the local board to provide its views on draft proposed changes to the Auckland Council Kaupapa mo ngā Kurī | Policy on Dogs 2019 (Policy) and Ture a Rohe Tiakina Kurī | Dog Management Bylaw 2019 (Bylaw), staff have prepared a summary in Attachment A.
3. The changes are in response to a statutory review by the Regulatory and Community Safety Committee and preferred options of an Elected Member Working Group.
4. Key draft proposed changes are to:
· set a limit on the number of dogs one person may walk both on-leash and off-leash
· amend or clarify the dog access rules in 14 regional parks
· clarify some existing rules in the Policy and Bylaw
· reorganise and reformat existing Policy content.
5. Staff recommend the local board provide its views on the draft proposed changes. Taking this approach will help develop a proposal to improve the Policy and Bylaw.
6. There is a reputational risk that the proposed changes or the local board’s views do not reflect the views of people in their local board area. This risk would be partly mitigated by the opportunity for the local board to provide views on public feedback prior to deliberations.
7. The Regulatory and Safety Committee will consider the local board views in December and recommend a proposal to the Governing Body. Public consultation on the proposal is scheduled for early 2025, deliberations in June and final Governing Body decision in July.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whakarite / provide feedback on draft proposed changes to the Auckland Council Kaupapa mo ngā Kurī | Policy on Dogs 2019 and Ture a Rohe Tiakina Kurī | Dog Management Bylaw 2019 summerised in Attachment A of the agenda report.
Horopaki
Context
Council is required to have and review a policy on dogs and bylaw to implement the policy
8. The Dog Control Act 1996 requires Auckland Council to have a policy on dogs and a bylaw to give effect to it by specifying rules that dog owners must comply with.
9. The Auckland Council’s Kaupapa no ngā Kurī / Policy on Dogs 2019 (Policy) and Ture ā Rohe Tiakina Kurī / Dog Management Bylaw 2019 (Bylaw) were originally made in 2012 (GB/2012/157). The Policy was amended, and the Bylaw replaced in 2019 (GB/2019/71).
The Policy and Bylaw aim to keep dogs as a positive part of Aucklanders’ lives
10. The Policy and Bylaw seek to keep dogs as a positive part of the life of Aucklanders by:
· focusing on registration, classification, education and information, a balanced approach to dog access in shared spaces and problem response and reduction
· Animal Management staff using a modern regulator approach to compliance (information, education, enforcement)
· being part of a wider regulatory framework.[1]
A recent Policy and Bylaw review identified improvements
11. In June 2024, the Regulatory and Community Safety Committee completed a review of the Policy and Bylaw and requested the development of options for improvements and a proposal on the preferred option (RSCCC/2024/47).
12. A Joint Working Group[2] provided guidance on the preferred options to enable the development of a proposal for consultation.
13. A summary of the draft proposed changes is contained in Attachment A of this report.
The local board has an opportunity to provide its views on the draft proposed changes
14. The local board has an opportunity to provide its views on the draft proposed changes in Attachment A by resolution to the Regulatory and Safety Committee before a final proposal is adopted for public consultation.
15. For example, the board could support the draft proposed changes for public consultation, recommend changes or defer comment until it has considered public feedback on the proposal.
Tātaritanga me ngā tohutohu
Analysis and advice
The draft proposed changes seek to improve the current Policy and Bylaw
16. The draft proposed changes seek to improve the current Policy and Bylaw across five topics.
17. The Table below summarises the key draft proposed changes. Attachment A contains more details, including other options considered by the Working Group.
Proposed key change |
Reasons for proposal |
· Set a limit on the number of dogs a person may walk at one time (maximum of six dogs of which no more than three dogs are allowed under control off-leash at any one time) |
· Proportionately addresses evidence of nuisance and distress and provides for the needs of dogs and their owner. · Provides consistent guidance to the public which is easy to understand and comply with.
|
Changes to dog access rules at: · Auckland Botanic Gardens off-leash area, busy community areas and waterways · Te Ārai Regional Park to prohibit dogs from Te Ari Beach South (including Forestry Beach) · Hunua Ranges Regional Park to prohibit dogs from connecting roads and tracks, and single-use mountain bike tracks · Mahurangi Regional Park to prohibit dogs from Cudlip Point Loop Track and simplify rules to align with operational practices · Pākiri Regional Park to prohibit dogs on the associated beach · Scott Point (Mahurangi Regional Park) to prohibit dogs from the homestead grounds and change Scott Point and associated beaches time and season rule · Shakespear Regional Park to clarify the Army and Okoramai Bays prohibition rules and change the grassland area rule · Tāpapakanga Regional Park to clarify lambing season rule · Waitawa Regional Park to change off-leash rule to on-leash, the current on-leash on the Eastern end of Mataitai Beach, and the off-leash rule on the eastern end of Mataitai Beach. Prohibit dogs from single use mountain bike tracks, clarify lambing rule · Whakanewha Regional Park to allow on-leash dog access on western most tracks |
· Minimises conflicts over space between dogs and people. · Prevents environmental damage. · Minimises health and safety risks on people or other animals in busy areas (such as popular beaches and mountain bike tracks). · Protects ecological areas or endangered wildlife. · Makes the rules clearer, consistent, and easier for the public to understand and follow. · Updates the rule to reflect change in land-use (such as land no longer used for farming). · Provides more practical access to dog access areas. |
Clarify dog access rules at six regional parks: · Te Ārai Regional Park for access to the quarry off-leash area · Long Bay Regional Park for access to the beach · Wenderholm Regional Park no change to current dog access · Ambury Regional Park, no change to current dog access · Muriwai Regional Park, no change to current dog access · Tāwharanui Regional Park, no change to current dog access |
· Protects ecological areas or endangered wildlife. · Makes the rules clearer, consistent, and easier for the public to understand and follow. · Provides more practical access to dog access areas. |
Clarify the requirements to neuter menacing dogs, who can provide a menacing dog behavioural assessment and term ‘urban residential’ and align Policy objective statement and methods. |
· Improves certainty by making rules clearer, easy to understand and comply with. |
Clarify the shared use of public space access principle and better define ‘public place’, include reference to ‘private ways’, better recognise wildlife in access principles, update and remove outdated information in Schedule 2 for example removing references to Maunga and outdated landmarks, include a statement about compliance, better define the Policy objective and focus areas, clarify the link between Policy methods and Policy schedules. |
· Improves certainty by making rules clearer, easy to understand and comply with. · Removes duplicate and out of date information. |
Clarify the application of region-wide dog access rules such as rules for council carparks and camping grounds and rules and exemptions for working dogs and dogs in vehicles, clarify how the Bylaw implements default on-leash rules in the Policy. |
· Improves certainty by making rules clearer, easy to understand and comply with. |
Reorganise, reformat, and remove duplicated information in the current Policy. |
· Removes duplicate and out of date information. · Easier to read and understand. |
Staff recommend the local board consider providing its views on the draft proposal
18. Staff recommend that the local board consider the draft proposed changes and whether it wishes to provide its views by resolution to the Regulatory and Safety Committee. Taking this approach will help develop a proposal to improve the Policy and Bylaw.
Tauākī whakaaweawe āhuarangi
Climate impact statement
19. There are no implications for climate change arising from this decision.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
20. The draft proposed changes impact the Animal Management, Biodiversity, Regional Operations (Regional Parks) and Natural Environment departments of council.
21. Relevant staff input was sought to inform the draft proposed changes, and staff are aware of the impacts of the changes and their implementation role.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
22. The Policy and Bylaw impact local governance and are of high interest (8,028 public submissions received in response to proposed changes in 2019).
23. Local Board representatives on an Elected Member Working Group in August 2024, helped identify preferred options to inform development of the draft proposed changes.
24. All local boards held workshops on the draft proposed changes to inform any views in response to this report.
25. Local boards will have a further opportunity to provide views on any local public feedback to any proposed changes prior to deliberations in June 2025.
Tauākī whakaaweawe Māori
Māori impact statement
26. The Policy and Bylaw support manaakitanga, whanaungatanga and kaitiakitanga in Houkura | the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and the Schedule of Issues of Significance by providing regulations that help protect people and the environment from harm caused by dogs.
27. Feedback by Māori generally aligns with the other feedback received as part of the review. Mana whenua and mataawaka feedback will be sought on any proposed changes as part of the public consultative process.
Ngā ritenga ā-pūtea
Financial implications
28. There are no financial implications to the local board for any decisions on the draft proposed changes.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
29. The following risks have been identified:
If… |
Then… |
Mitigation |
… the views of the local board on the draft proposed changes may differ from the views of people in the community. |
… there may be negative attention to council regarding the Policy and Bylaw. (medium reputational risk) |
The local board will have an opportunity to consider any public feedback and provide its formal views to a Panel prior to the final decision being made.
|
Ngā koringa ā-muri
Next steps
30. Staff will present the local board views and a Statement of Proposal of proposed changes to the Policy and Bylaw to the Regulatory and Safety Committee on 3 December 2024.
31. Public consultation on the Proposal is scheduled for early 2025, deliberations for June and final Governing Body decision in July 2025.
Attachments
No. |
Title |
Page |
a⇩ |
Summary of the draft proposed changes to the Auckland Council Policy and Bylaw on Dogs |
395 |
Ngā kaihaina
Signatories
Author |
Kylie Hill - Principal Policy Advisor |
Authorisers |
Lou-Ann Ballantyne - General Manager Governance and Engagement Louise Mason - General Manager Policy Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Proposed amendments to the Biosecurity Act
File No.: CP2024/15774
Te take mō te pūrongo
Purpose of the report
1. To seek feedback from local boards on council’s upcoming submission to central government’s public consultation of Proposed amendments to the Biosecurity Act as facilitated by the Ministry for Primary Industries - Manatū Ahu Matua (MPI).
Whakarāpopototanga matua
Executive summary
2. The MPI’s consultation on proposed amendments to the Biosecurity Act (the Act) is open for public submission from 19 September 2024, with a closing date of 29 November 2024.
3. The main purpose of these proposed amendments is to update and modernise the Act. The consultation package contains more than 70 proposals that span across a range of areas in the biosecurity system. The proposals look to amend the framework and legislative tools within the Act that allow for the biosecurity system to operate effectively and are generally technical in detail.
4. Local board feedback is due to by 25 October for inclusion in the drafting of the council submission. To strengthen the submission and aid in its clarity, staff will consider and incorporate local board feedback into the draft submission where possible to create a strong and clear voice for the Auckland region. The council’s draft submission will be considered by the Policy and Planning Committee at its 14 November 2024 meeting.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) provide feedback, if desired, to be considered for incorporation into Auckland Council’s submission to the Ministry for Primary Industries on amendments to the Biosecurity Act.
Attachments
No. |
Title |
Page |
a⇩ |
Memo to local board members on proposed amendments to the Biosecurity Act |
407 |
Ngā kaihaina
Signatories
Author |
Simon Fraser - Senior Analyst NES |
Authorisers |
Lou-Ann Ballantyne - General Manager Governance and Engagement Louise Mason - General Manager Policy Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Time of Use Charging - Local Board Feedback
File No.: CP2024/15388
Te take mō te pūrongo
Purpose of the report
1. To inform and seek feedback on aspects of the Time of Use Charging programme from local boards.
Whakarāpopototanga matua
Executive summary
2. The Time of Use Charging programme is developing policy settings and options analysis to inform the Auckland Council group what a successful scheme in Auckland could look like and what enabling legislation would be required for this. This will inform a council group submission to the Select Committee process once legislation has been drafted and contribute to a detailed design process.
3. Feedback received from local boards will inform policy and scheme designs, along with the submission to Select Committee.
4. This report invites feedback from local boards for the first round of engagement for the project.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) whakarite / provide feedback and insights on issues related to Time of Use Charging policy development, based on discussions held at local board workshops during August / September 2024.
Horopaki
Context
5. In 2020, the Auckland Transport Alignment Project partners investigated the potential for congestion charging in Auckland and The Congestion Question (TCQ) report. The report studied different types of congestion charging and approaches to implementation. The full report is available here: www.transport.govt.nz/area-of-interest/auckland/the-congestion-question
6. In August 2021, Parliament’s Transport and Infrastructure Select Committee recommended that government legislate to allow New Zealand cities to use congestion pricing as a tool in transport planning.
7. In November 2023, Auckland Council’s Transport and Infrastructure Committee (TIC) asked Auckland Transport (AT) and Auckland Council (AC) to establish a time of use charging programme (“the programme”) to further develop policies and investigate scheme designs for a potential scheme in Auckland.
8. AT and AC have developed a programme of work to investigate what a scheme could look like in Auckland with the aim to have it implemented following legislation enactment.
9. In June 2024, TIC endorsed the programme’s primary objective, “to manage travel demand to achieve an improvement in road network performance by reducing congestion, increasing the throughput of people and goods, and improving the reliability of the road network”. In addition, TIC noted that the programme will undertake detailed analysis of the recommended options from TCQ, which included a city centre cordon, and strategic corridors on the inner isthmus; as well as highly congested locations across the motorway and arterial network.
10. In August 2024, the Minister of Transport announced that enabling legislation for Time of Use Charging was being developed, with an aim to introduce it to parliament in late 2024, with Select Committee and enactment in 2025.
11. The programme intends to take advice to the Auckland Council Transport, Resilience and Infrastructure Committee (TRIC) in late 2024 or early 2025. This advice would also form the basis of an Auckland Council Group submission to Select Committee.
12. Feedback from early engagement with partners and key stakeholders, including mana whenua, local boards, key stakeholders and community panels, will be considered in the advice given to TRIC.
13. Future stages of scheme development are subject to legislative development. Extensive engagement is planned to be undertaken throughout the process, including public consultation and with local boards.
Tātaritanga me ngā tohutohu
Analysis and advice
Policy and Option Development
14. Time of Use Charging is a method used to help ease congestion by charging road users to travel at specific times and/or locations to encourage some users to change the time, route or way in which they travel.
15. The TCQ report is the primary reference for the discussion of congestion pricing. Analysis showed that Auckland’s congestion is getting worse, noting in 2020 that an average weekday motorway trip took almost 10 percent more time than it did in 2016, and that motorists needed to allow an additional 40 to 55 percent longer for their trips to be assured of arriving on time.
16. Additionally, congestion was increasingly a problem throughout the day and at weekends, not just at peak times. The TCQ report found that without congestion pricing, congestion was expected to become more widespread, even after significant investment in roading, public transport and active transport modes. It is a situation that compromises Aucklanders’ access to jobs, education and other opportunities and makes it more difficult to travel around the region, thereby negatively impacting both the productivity and liveability of the city. It found:
i) International evidence from several cities shows congestion pricing is being used successfully to influence travel demand and ease congestion.
ii) Auckland’s widespread congestion, heavy car dependency and dispersed commuting patterns present unique challenges for a congestion pricing solution.
iii) Technology exists to enable a wide range of solutions.
iv) It was better to investigate smaller scale options that could be used as ‘stepping stones’ for developing a wider system. An evolving system would allow for close monitoring and the effective management of issues that arise.
v) Building public understanding and acceptance will be critical to successfully implementing any congestion pricing solution.
17. To understand what a successful time of use charging scheme could look like in Auckland, the programme is considering policy settings and an assessment of different scheme design options against the following assessment criteria: network (including public transport alternatives), social impact, economic impact, practical, cost benefit analysis and environmental impact.
18. While seeking to reduce congestion, it is recognised that those gains need to be considered against wider impacts on the transport network, people and businesses. Informed by the TCQ report and feedback from TIC, the programme recommends the following core policy principles for any proposed scheme to be successful:
i) Effective: Improve network performance.
ii) Fair: Minimise and mitigate adverse social impacts and ensure benefits and costs are fairly distributed across users.
iii) Simple: Be easy to understand and avoid complexity.
iv) Feasible: Able to be implemented.
19. The introduction of a time of use charge will result in secondary outcomes. These will be measured but are not factors that will drive how a scheme is designed:
i) Revenue generation.
ii) Public transport mode shift.
iii) Public health through emissions reduction.
20. Additionally, the current work programme aims to minimise the impact of the following undesirable consequences, while ensuring viable public transport options are available to support the implementation of a scheme:
i) Diversion impacts i.e., managing traffic created by people avoiding routes that incur charges.
ii) Community severance i.e., the potential impact on social relationships and cohesiveness created by charging for travel on some roads.
iii) Major differences in user net costs and benefits, ensuring that road users are getting value for money.
iv) Exacerbated transport deprivation; to ensure the fair distribution of costs and benefits across all communities. Specifically considering that charges do not further reduce transport options in areas without adequate public transport alternatives.
21. The programme has identified three broad options and will assess them against these objectives to develop more detailed options that can be discussed further during engagement.
22. The programme is not seeking to finalise a single option at this stage. Instead, work is focused on understanding the situation and the complexities associated with different scheme designs.
Engagement Activities
23. An essential part of this process is understanding the expectations of Auckland communities. The programme is currently engaging early with local boards, mana whenua and key stakeholders. The aim is to understand the views of a broad range of stakeholders and communities so that this information can inform the policy design work, the council’s submission to Select Committee and further engagement phases prior to public consultation.
24. Local boards are encouraged to provide feedback, and a feedback submission form has been included with this report (Attachment A).
25. Future engagement and consultation activities are to be confirmed through the legislative development process, with the expectation that extensive engagement will be undertaken in the future, including public consultation.
Tauākī whakaaweawe āhuarangi
Climate impact statement
26. Auckland Transport and Auckland Council both support the outcomes sought by the Auckland Plan 2050, Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and other council climate priorities.
27. Impacts to water, air and emissions are expected as secondary outcomes of a time of use charging scheme. These factors will be measured and expanded upon in the development of scheme design options.
28. Time of use charging is an ‘enabler’ for climate goals promoting more efficient use of the existing network and encouraging use of less polluting modes of travel.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
29. This programme is being delivered jointly by AT and AC.
30. TIC has endorsed in principle a congestion pricing scheme in Auckland and understand the benefits and disbenefits of a scheme, along with the need to have public transport services and projects in place across Auckland on an equitable basis to allow road users to switch to alternative modes where appropriate.
31. Auckland Council’s Governing Body was involved in developing the Auckland Transport Alignment Plan which studied congestion charging and led to the commissioning of the TCQ report. The Governing Body was also engaged during the development of the TCQ report.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
32. A workshop was held with the Maungakiekie-Tāmaki Local Board on 13 August 2024 providing an introduction to the work underway. A copy of the presentation and memo is included as Attachment B and C to this report.
33. Local board workshops provided an opportunity for the programme to understand local boards’ initial views which included the importance of good public transport options, concerns about impacts on lower socio-economic communities and a desire to see any revenue raised reinvested into transport in Auckland.
34. This report provides the local board with an opportunity to provide feedback either using the attached feedback form or via a resolution.
Tauākī whakaaweawe Māori
Māori impact statement
35. AT and AC are committed to meeting their responsibilities under Te Tiriti o Waitangi as well as broader legal obligations to be responsive to Māori.
36. AT’s Māori Responsiveness Plan outlines its commitment to 19 mana whenua iwi 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 AT website: https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about
37. Using this framework for discussion, AT began engagement with mana whenua via hui in June 2024. This initial engagement will be followed by engagement at ongoing hui at governance and operational levels. Further opportunities for engagement are currently being identified in alignment with programme deliverables.
38. As the programme progresses, the impact of a time of use charge on Māori will be analysed in increasing detail, providing a full understanding of what these charges will mean for Māori communities in Tāmaki Makaurau.
39. Māori will be informed and provided with opportunities to engage with the programme so their views can inform the policy and scheme designs.
Ngā ritenga ā-pūtea
Financial implications
40. Funding for Time of Use Charging has been included in the Regional Land Transport Plan.
41. Government co-funding is subject to legislation and the National Land Transport Fund.
42. Further information on financial implications will be provided during future stages of the programme.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
43. Providing feedback on time use charging currently does not carry any legal or financial risk to the local board.
44. This process is to seek initial views only. If local boards have concerns about resolving feedback before understanding the views of their community, they may choose to delay providing feedback until formal engagement takes place in 2025.
Ngā koringa ā-muri
Next steps
45. The programme will review all feedback from local boards. Feedback will help inform the programme of work prior to reporting to TRIC in December 2024, followed by the Select Committee in 2025.
46. Further engagement with local boards will be sought as policy settings and scheme design progresses in conjunction with legislation development.
47. Once legislation is passed in 2025, AT and AC expect to work closely with NZTA to develop a scheme for Auckland. Part of this process will include broad engagement and consultation with local boards, stakeholders and the public.
Attachments
No. |
Title |
Page |
a⇩ |
Time of Use Charging Feedback Form |
417 |
b⇩ |
Time of Use Charging Workshop Presentation |
423 |
c⇩ |
Time of Use Charging Workshop Memo |
437 |
Ngā kaihaina
Signatories
Author |
Ben Stallworthy - Principal Advisor Strategic Relationships, Auckland Transport |
Authorisers |
Lou-Ann Ballantyne - General Manager Governance and Engagement John Gillespie - Head Stakeholder/Elected Member Management, Auckland Transpor Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Amendment to the Maungakiekie-Tāmaki Local Board 2024 meeting schedule
File No.: CP2024/15855
Te take mō te pūrongo
Purpose of the report
1. To amend the 19 November 2024 extraordinary meeting to an additional business meeting in order to accommodate other reports on the agenda.
Whakarāpopototanga matua
Executive summary
2. The Maungakiekie-Tāmaki Local Board adopted its 2022-2025 meeting schedule on 22 November 2022 (MT/2022/165).
3. At its 24 September 2024 meeting, the local board added an extraordinary meeting for 19 November 2024 to accommodate the Annual Budget 2025-2026 timeframes (MT/2024/1).
4. The local board is being asked to change it’s 19 November 2024 extraordinary business meeting to an additional meeting instead to consider other items on the agenda.
Recommendation/s
That the Maungakiekie-Tāmaki Local Board:
a) tapi / amend the business meeting scheduled for 19 November 2024 from an extraordinary meeting to an additional meeting to allow for the consideration of other items on the agenda.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Hōtaka Kaupapa / Governance Forward Work Calendar
File No.: CP2024/15402
Te take mō te pūrongo
Purpose of the report
1. To present the board with the governance forward work calendar.
Whakarāpopototanga matua
Executive summary
2. The Hōtaka Kaupapa/ governance forward work calendar for the Maungakiekie-Tāmaki Local Board is in Attachment A.
3. The calendar aims to support local boards’ governance role by:
· ensuring advice on meeting agendas is driven by local board priorities
· clarifying what advice is required and when
· clarifying the rationale for reports.
4. The calendar is updated every month. Each update is reported to business meetings. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.
Recommendation/s That the Maungakiekie-Tāmaki Local Board: a) note the attached Hōtaka Kaupapa / Governance Forward Work Calendar. |
Attachments
No. |
Title |
Page |
a⇩ |
Hōtaka Kaupapa / Governance Forward Work Calendar as of 15 October 2024. |
443 |
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Record of Maungakiekie-Tāmaki Local Board Workshops
File No.: CP2024/15403
Te take mō te pūrongo
Purpose of the report
1. To provide a summary of the Maungakiekie-Tāmaki Local Board (the Board) workshop records.
Whakarāpopototanga matua
Executive summary
2. The attached summary of workshop notes provides a record of the Board’s workshops held in September and October 2024.
3. Local board workshops are held to give board members an opportunity to receive information and updates or provide direction and have discussion on issues and projects relevant to the local board area. No binding decisions are made or voted on at workshop sessions.
Recommendation/s That the Maungakiekie-Tāmaki Local Board: a) whiwhi / receive the Maungakiekie-Tāmaki Local Board workshop records for: 10 September, 17 September, 24 September, and 8 October 2024. |
Attachments
No. |
Title |
Page |
a⇩ |
Workshop record - 10 September |
447 |
b⇩ |
Workshop record - 17 September |
449 |
c⇩ |
Workshop record - 24 September |
451 |
d⇩ |
Workshop record - 8 October |
453 |
Ngā kaihaina
Signatories
Author |
Jessica Prasad - Democracy Advisor |
Authoriser |
Nina Siers - Local Area Manager |
Maungakiekie-Tāmaki Local Board 22 October 2024 |
|
Item 8.1 Attachment a Deputation: Altan Ramadan and David Gilmour - Uni-Mount Bohemian AFC, presentation Page 461
Item 8.2 Attachment a Deputation Jim Jackson - Manukau Harbour Advocacy Groups Page 473
Item 8.4 Attachment a Public Forum: Rhona Robertson - Raise Up, Youth Development Page 489