Agenda of Ōtara-Papatoetoe Local Board - Tuesday, 19 November 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 15 October 2024, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Ōtara-Papatoetoe 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 - PACT Community Building

Te take mō te pūrongo

Purpose of the report

1. Sarah Durham, director at PACT.Org will be in attendance to give information and updates on Te Kupenga, a new alternative education school they are starting from the PACT Community Building (as a PACT programme) in 2025 and discuss a potential partnership with Council.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Sarah Durham, director at PACT.Org for her deputation and attendance.

8.2 Deputation - South Auckland Creative & Tech Hub

Te take mō te pūrongo

Purpose of the report

1. Danny Leaoasava'ii from South Auckland Creative & Tech Hub would like to present the Mobile Tech Hub and how to get the hub into primary schools in the Ōtara-Papatoetoe area.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Danny Leaoasava'ii from South Auckland Creative & Tech Hub for his deputation and attendance.

8.3 Deputation - Rongomai Sports and Community Trust

Te take mō te pūrongo

Purpose of the report

1. Shiu Singh, Chair of the Rongomai Sports and Community Trust will be in attendance to update the Board on the current position of the Trust and where it hopes to go to in future.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Shiu Singh, Chair of the Rongomai Sports and Community Trust for his deputation and attendance.

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.”

Ōtara-Papatoetoe Local Board

19 November 2024

Ōtara-Papatoetoe Local Grant round one 2024/2025 grant allocations

File No.: CP2024/16406

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Local Grants round one 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2024/2025 on 21 May 2024 (OP/2024/50), as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in the Ōtara-Papatoetoe Local Grants round one 2024/2025 as provided in Attachment B.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $271,165 for the 2024/2025 financial year. Noting that in an earlier report this was at $275,165 but has since been corrected and the below figures reflect this change.

5. 19 Excellence Awards were funded for a total of $7,850 in July 2024. This left a total of $263,315 remaining available for two local grant rounds as well as two quick response rounds.

6. Five Excellence Awards were funded for a total of $3,600 in August 2024. This left a total of $259,715 remaining available for two local grant rounds as well as two quick response rounds.

7. One Excellence Award was funded for a total of $1,425 in September 2024. This left a total of $258,290.00 remaining available for two local grant rounds as well as two quick response rounds.

8. Quick Response round one received a total of 31 applications requesting a total of $58,261.92. $31,248.46 was allocated, however one application withdrew after the decision leaving $228,541.54 remaining for one Quick Response and two Local Grant rounds.

9. One additional Excellence Award was funded for a total of $1,500 in September 2024. This left a total of $227,041.54 remaining available for two local grant rounds as well as one quick response round.

10. Local Grant round one received a total of 53 applications requesting a total of $721,777.19.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / agree to fund, part-fund or decline each application received as follows:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2513-101	Papatoetoe Chess Club	Community	Towards venue hire, medals and laptop purchase at Papatoetoe Bowling Club from 31 October 2024 to 31 August 2025	$5,272.81	Eligible
LG2513-105	Life Education Trust Counties Manukau	Community	Towards operating costs from 27 December 2025 to 4 April 2025	$6,000.00	Eligible
LG2513-106	Papatoetoe Cricket Club Inc	Sport and recreation	Towards coaching fees and venue hire at Kolmar Sports Centre from 2 December 2024 to 28 March 2025	$14,130.00	Eligible
LG2513-109	The Cause Collective	Community	Towards catering, advertising, merchandise, petrol, audio/visual equipment, venue hire, videography, performer fees, training and activities and facilitator costs from 2 December 2024 to 31 October 2026	$25,000.00	Eligible
LG2513-110	Youthline Auckland Charitable Trust	Community	Towards ongoing facilitation support from 1 December 2024 to 1 December 2025	$4,000.00	Ineligible - wages
LG2513-111	Training & Budget Services Inc	Community	Towards wages from 2 December 2024 to 31 July 2025	$21,600.00	Ineligible – wages
LG2513-112	Grief Support & Education Charitable	Community	Towards venue hire and wages at Friendship House Manukau from 2 December 2024 to 30 September 2025	$4,800.00	Eligible
LG2513-113	Habitat for Humanity Northern Region Limited	Environment	Towards containers, roofing, eftpos machine, forklift hire at 8 Ormiston Road from 8 January 2025 to 30 June 2026	$11,199.00	Eligible
LG2513-114	Manukau Beijing Opera Society Incorporated	Arts and culture	Towards venue hire of Papatoetoe Townhall from 5 December 2024 to 26 June 2025	$3,200.00	Eligible
LG2513-115	F Lesatele	Community	Towards overhead costs for a car washing business	$50,000.00	Eligible
LG2513-117	Action Education Inc	Arts and culture	Towards facilitation costs for 20 spoken word workshops from 1 January 2025 to 1 July 2025	$5,000.00	Eligible
LG2513-119	Fix Up, Look Sharp	Community	Towards leasing costs at 100 Neilson Street from 2 December 2024 to 2 December 2025	$2,000.00	Eligible
LG2513-120	'Naad' Charitable Trust (NZ)	Arts and culture	Towards venue hire, musician fees, tutor fees, equipment hire at Swami Narayan Complex from 2 December 2024 to 21 December 2024	$16,100.00	Eligible
LG2513-121	Mr J Wang & Mrs Huanxiu Zhang	Community	Towards venue hire from 14 January 2025 to 24 June 2025	$2,000.00	Application withdrawn
LG2513-122	Momentum Charitable Trust	Community	Towards six financial and life skill workshops at Ōtara and Manukau Probation Centre from 2 December 2024 to 28 February 2025	$10,170.00	Ineligible
LG2513-123	School Start First Impressions	Community	Towards school starter packs	$3,008.10	Eligible
LG2513-124	Aruna Po-Ching	Arts and culture	Towards seamstress costs, costume materials, advertising and wages at Renaissance School of Dance from 2 December 2024 to 9 March 2025	$6,640.00	Eligible
LG2513-125	Manukau Business Association Incorporated	Community	Towards wages from 1 December 2024 to 30 November 2025	$70,000.00	Ineligible
LG2513-127	South East Auckland Senior Citizen Association	Community	Towards bus hire, accommodation and food to travel to Waitangi	$13,600.00	Eligible
LG2513-128	The Community Builders NZ Trust	Events	Towards performers, photographers, entertainment hire, waste management, portaloo hire, marketing and food at 120 East Tamaki Road from 31 October 2024 to 1 February 2025	$24,682.50	Eligible
LG2513-129	Auckland Indian Retailers Assoc Inc	Community	Towards wages from 2 December 2024 to 30 June 2026	$100,000.00	Ineligible – wages
LG2513-130	The Community Builders NZ Trust	Events	Towards marketing, activities, photography, portaloo hire, waste management and food	$43,861.75	Eligible
LG2513-133	Kidscan Charitable Trust	Community	Towards overhead costs for from 1 January 2025 to 31 December 2025	$15,000.00	Eligible
LG2513-134	Papatoetoe Central Main Street Society Incorporated	Community	Towards overall costs for the Papatoetoe Santa Parade on 4 December 2024	$30,000.00	Eligible
LG2513-135	Pearl of the Islands	Arts and culture	Towards lamp purchases for art classes from 1 January 2025 to 30 June 2025	$4,760.00	Eligible
LG2513-136	Auckland Cambodian Youth and Recreation Trust	Community	Towards computer, monitor, keyboard and webcam at 35 St George Street	$3,137.33	Eligible
LG2513-138	Pet Refuge New Zealand Charitable Trust	Community	Towards operating cost to run Pet Refugee Shelter from 1 January 2025 to 31 December 2025	$10,000.00	Eligible
LG2513-139	The TYLA Trust	Community	Towards venue hire, food, printing and camp costs	$7,465.65	Eligible
LG2513-140	Otara Business Association	Events	Towards overall costs for a Christmas event at Otara Town Centre from 16 December 2024 to 21 December 2024	$10,000.00	Eligible
LG2513-141	Warriors Community Foundation	Community	Towards wages from 1 February 2025 to 31 July 2025	$5,000.00	Ineligible – wages
LG2513-143	Raukatauri Music Therapy Trust	Arts and culture	Towards ongoing provision of music therapy from 27 January 2025 to 4 July 2025	$6,465.00	Eligible
LG2513-144	The Brain Injury Association (Auckland) Incorporated	Sport and recreation	Towards wages, equipment and resource creation at Tangaroa College from 27 January 2025 to 11 April 2025	$4,000.00	Eligible
LG2513-145	Pregnancy Help Inc	Community	Towards nappies, wetbags and shipping	$6,948.30	Eligible
LG2513-146	Auckland United Oromo Community Incorporated	Sport and recreation	Towards sports gear, transport costs and competition costs from 1 November 2024 to 30 April 2025	$8,918.00	Eligible
LG2513-149	Auckland Wheelbreakers Incorporated	Sport and recreation	Towards venue hire at 30 Bairds Road from 1 November 2024 to 31 March 2025	$3,240.80	Eligible
LG2513-150	Manukau Performing Art	Arts and culture	Towards shelving units at Manukau Performing Arts	$3,333.20	Eligible
LG2513-153	XLR8 Sports Trust	Sport and recreation	Towards venue hire, food, presents, face painting, facilitator costs and inflatable activity hire at East Tamaki Reserve from 12 December 2024 to 14 December 2024	$4,590.50	Eligible
LG2513-154	The Helping Paws Charitable Trust	Environment	Towards overall costs of veterinary care from 1 December 2024 to 30 November 2025	$5,000.00	Eligible
LG2513-155	Seva Charitable Trust	Community	Towards venue hire, food, blue tooth speaker, mic and bus hire from 3 February 2025 to 22 December 2025	$12,995.00	Eligible
LG2513-156	Kindergarten New Zealand Ltd Kinz in the Park	Sport and recreation	Towards photo panel set and tricycles set at KiNZ Ōtara	$3,656.05	Eligible
LG2513-157	Totara Hospice Account	Community	Towards syringe driver purchases	$5,281.20	Eligible
LG2513-159	Hunters Corner Town Centre Society Incorporated	Community	Towards foot patrols, CCTV monitoring, public awareness campaigns and safety meetings from 1 November 2024 to 31 January 2025	$15,000.00	Eligible
LG2513-160	Brain Play Limited	Community	Towards equipment hire from 1 December 2024 to 28 February 2025	$3,036.00	Eligible
LG2513-161	Mapura Studios division of Panacea Arts Charitable Trust	Arts and culture	Towards wages from 3 February 2025 to 7 April 2025	$2,025.00	Ineligible – wages
LG2513-162	New Zealand Blue Light Ventures Inc	Community	Towards Street Smart handbooks	$5,688.00	Eligible
LG2513-163	Compass Housing Services Co Ltd	Community	Towards food and toys	$5,000.00	Eligible
LG2513-164	Papatoetoe Adolescent Christian Trust	Community	Towards fencing, tables, beanbags and garden bed at 311 Great South Road	$8,500.00	Eligible
LG2513-165	Rainbow Youth Incorporated	Community	Towards food, venue hire and wages at 145 Saint George Street from 1 November 2024 to 31 October 2025	$4,000.00	Eligible
LG2513-166	The Operating Theatre Trust T/A Tim Bray Theatre Company	Arts and culture	Towards ticket purchase for The Little Yellow Digger from 5 April 2025 to 9 May 2025	$6,522.00	Eligible
LG2513-168	Counties-Manukau Touch Association Incorporated	Sport and recreation	Towards storage fees from 1 December 2024 to 30 November 2025	$5,250.00	Eligible
LG2513-169	Ngahere Communities Limited	Community	Towards advertising, gift cards, graphic design, videographer hire, photographer hire and posters at 1/57 Cavendish Drive from 5 December 2025 to 21 December 2024	$4,406.00	Eligible
LG2513-170	East Tamaki Rugby Football Club Incorporated	Sport and recreation	Towards bathroom vanity installation at 244R East Tamaki Road	$5,795.00	Eligible
LG2513-172	The Polyfest Trust	Events	Towards venue hire of Manukau Sports Bowl and Grey Hound Track from 2 April 2025 to 5 April 20256	$64,500.00	Eligible
Total				$721,777.19

Horopaki

Context

11. 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.

12. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

13. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

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

Tātaritanga me ngā tohutohu

Analysis and advice

15. The aim of the local board grant 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

16. 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 local residents in a locally relevant way.

17. 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, and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. 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.

19. 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

20. Local boards are responsible for the decision-making and allocation of local board community grants. The Ōtara-Papatoetoe Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

21. Staff will provide feedback to unsuccessful grant applications on request so they can increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

22. 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. Ngā Mātārae has provided input and support towards the development of the community grants processes.

Ngā ritenga ā-pūtea

Financial implications

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

24. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $271,165 for the 2024/2025 financial year. Noting that in an earlier report this was at $275,165 but has since been corrected and the below figures reflect this change.

25. 19 Excellence Awards were funded for a total of $7,850 in July 2024. This left a total of $263,315 remaining available for two local grant rounds as well as two quick response rounds.

26. Five Excellence Awards were funded for a total of $3,600 in August 2024. This left a total of $259,715 remaining available for two local grant rounds as well as two quick response rounds.

27. One Excellence Award was funded for a total of $1,425 in September 2024. This left a total of $258,290.00 remaining available for two local grant rounds as well as two quick response rounds.

28. Quick Response round one received a total of 31 applications requesting a total of $58,261.92. $31,248.46 was allocated, however one application withdrew after the decision leaving $228,541.54 remaining for one Quick Response and two Local Grant rounds.

29. One additional Excellence Award was funded for a total of $1,500 in September 2024. This left a total of $227,041.54 remaining available for two local grant rounds as well as one quick response round.

30. Local Grant round one received a total of 53 applications requesting a total of $721,777.19.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

32. Following the Ōtara-Papatoetoe Local Board allocation of funding for this round, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Grants Programme 2024/2025	29
b ⇨	Ōtara-Papatoetoe Local Grant round one application summary 2024/2025 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

James Boyd - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Classification of Ōtara Creek Reserve (South)

File No.: CP2024/16412

Te take mō te pūrongo

Purpose of the report

1. To seek approval to classify part of Ōtara Creek Reserve, Ōtara as local purpose (esplanade) reserve pursuant to section 16(1) of the Reserves Act 1977.

Whakarāpopototanga matua

Executive summary

2. Ōtara Creek Reserve is located partly at 6R Bond Street and partly at 25R Hannah Road, Ōtara. It is made up of six parcels of land currently held as an unclassified local purpose (esplanade) reserve subject to the provisions of the Reserves Act 1977 (the Act).

3. The Act provides that all unclassified reserves vested in a local authority must be classified according to their principal or primary purpose. Auckland Council is therefore statutorily obliged to classify all unclassified reserves which it holds. This is undertaken under Section 16 of the Act and if not undertaken would mean that the council is not meeting its statutory obligations.

4. Local boards hold the delegated authority under Section 16 of the Act to classify council held reserves, subject to all statutory processes having been satisfied.

5. Staff contacted the relevant mana whenua representatives via an email inviting iwi to submit their feedback by 22 October 2024. Staff did not receive any objection to the proposed classification.

6. The proposed classification was not publicly notified because it is substantially the same as the purpose for which the reserve has been held and administered.

7. This report recommends that the Ōtara-Papatoetoe Local Board approves the classification of part of Ōtara Creek Reserve as local purpose (esplanade) reserve.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaropu / classify pursuant to Section 16(1) of the Reserves Act 1977 as local purpose (esplanade) reserve those parts of Ōtara Creek Reserve legally described as:

i) Lot 127 Deposited Plan 47829

ii) Lot 220 Deposited Plan 47829

iii) Lot 221 Deposited Plan 47829

iv) Lot 114 Deposited Plan 51026

v) Lot 1 Deposited Plan 74536

vi) Lot 218 Deposited Plan 49989.

Horopaki

Context

8. Classification is a mandatory process under Section 16(1) or 16(2A) of the Act which involves determining the principal or primary purpose of a reserve (e.g. recreation reserve, local purpose reserve, historic reserve, etc). When determining the purpose of the reserve the present values of the reserve as well as the future “potential” values and the possible future uses and activities on the reserve are considered.

9. Council is required by law to classify all unclassified reserves which it holds. Council is not meeting its statutory obligations if classification is incomplete.

10. The six parcels of land making up part of Ōtara Creek Reserve are currently held as an unclassified local purpose (esplanade) reserve.

11. To comply with the statutory requirement to classify reserves according to their principal or primary purpose, the parcels must be classified for their principal or primary purpose.

12. Local boards hold delegated authority under Sections 16(1) and 16(2A) of the Act to approve classifications of council owned reserves, subject to all statutory processes having been satisfied.

13. In addition to the statutory requirement that the reserves must be classified, the Act also requires reserves to be classified for local authorities to be able to grant certain rights, such as leases and easements, over reserves to third parties. In this instance council intends to grant an easement to Vector Limited over part of Ōtara Creek Reserve.

Tātaritanga me ngā tohutohu

Analysis and advice

Ōtara Creek Reserve (part)

14. Parts of Ōtara Creek Reserve subject to this classification are located partly at 6R Bond Street (please see Figure 1) and partly at 25R Hannah Road, Ōtara (see Figure 2).

Figure 1 Figure 2

15. The reserve is comprised of six defined land parcels legally described as:

· Lot 114 Deposited Plan 51026 comprising 7537m²

· Lot 127 Deposit Plan 47829 comprising 506m²

· Lot 220 Deposited Plan 47829 comprising 1416m²

· Lot 221 Deposited Plan 47829 comprising 1416m²

· Lot 1 Deposit Plan 74536 comprising 855m²

· Lot 218 Deposited Plan 49989 comprising 4629m².

16. All six lots are currently held by the Crown through the Department of Conservation and vested in council in trust as an unclassified local purpose esplanade reserve, subject to the provisions of the Act.

17. Ōtara Creek Reserve is zoned Open Space – Informal Recreation Zone under Auckland Unitary Plan (operative in part).

18. There are no natural resources, heritage layers or special character areas indicated within the reserve. However, GeoMaps identifies the area as prone to flooding.

Reserves Act 1977 (the Act)

19. The Act came into force on 1 April 1978 and requires all reserves to be classified for their principal or primary purposes.

20. The Act requires the administering bodies to consider necessary or desirable activities on the reserve and to classify the reserve for such specified purpose.

Proposed classification – local purpose (esplanade) reserve

21. The purpose of local purpose (esplanade) reserves is to provide public access to and along rivers, streams, lakes, and the coast, to enable recreational use of the space by the public, contribute to the management of natural hazards and to protect the natural character of the area.

22. As Ōtara Creek Reserve vested in the council with intention to be used as local purpose (esplanade) reserve and that the council intends to continue to use the reserve as an esplanade reserve in the future, council is proposing that the reserve is classified as local purpose (esplanade) reserve.

Easement to Vector Limited

23. Watercare Services Limited is constructing a new pump station on its properties at 37 and 39 Hannah Road (the properties are highlighted in yellow below) as part of Ōtara Wastewater Catchment Capacity Upgrade.

24. The project includes underground installation of two new high voltage cables through part of Ōtara Creek Reserve (shown in red) to provide power to the new wastewater pump station. Watercare looked at other options for the cables, but this was the most viable route.

25. The works relating to installation of cables will be carried out by Vector Limited (Vector). Upon completion of works the council will grant an easement (in gross) to Vector over affected parts of Ōtara Creek Reserve.

26. To enable council to grant the easement in favour of Vector, the reserve must be classified.

Consultation

27. Engagement with iwi has been undertaken in terms of Section 4 of the Conservation Act 1987.

28. The council’s intention to classify the reserve was not publicly notified as the proposed classification is the same as the purpose for which the reserve is currently held.

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. The proposed classification outlined in this report does not include any change in the current use of or activity on Winthrop Way Reserve and does not introduce any new source of greenhouse gas emission.

30. The proposed classification is formalisation of the statutory requirement under the Reserves Act 1977 which is an administrative process and therefore will have no impact on climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. Staff sought feedback from Parks, Sports and Recreation team and Service Investment and Policy Planning team. Both teams were supportive of the proposal.

32. The proposed classification has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of advice in this report.

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

Local impacts and local board views

33. The Ōtara-Papatoetoe Local Board holds the delegated authority under Section 16(1) of the Reserves Act 1977 to approve classification of the reserve subject to completion of all statutory processes.

34. The proposed classification was presented to the local board at its workshop on 8 October 2024. At the meeting the local board was supportive of the proposed classification.

Tauākī whakaaweawe Māori

Māori impact statement

35. There is no express requirement to consult mana whenua under the Reserves Act. However, section 4 of the Conservation Act 1987 states:

Act to give effect to the Treaty of Waitangi

This Act shall be so interpreted and administered as to give effect to the principles of the Treaty of Waitangi.

36. Staff contacted the relevant mana whenua representatives via an email inviting iwi to submit their feedback by 22 October 2024.

37. During the submission period Ngāti Tamaoho Trust sought information on future development plans for this reserve. The information was provided to Ngāti Tamaoho Trust and no further feedback was received from Ngāti Tamaoho Trust. Staff also received a query from Ngaati Whanaunga which was considered to be outside the scope of the proposed classification. However, staff responded to Ngaati Whanaunga and no further feedback was received.

Ngā ritenga ā-pūtea

Financial implications

38. The proposed classification is an administrative exercise and will not result in any costs to the local board. All costs (if any) relating to the publication of a notice of classification in the New Zealand Gazette will be met by council’s Parks and Community Facilities department.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. It is a statutory requirement that the reserve is classified.

40. Should the Ōtara-Papatoetoe Local Board choose not to resolve to classify the reserve, this decision would mean that council is in breach of its statutory obligations under the Act. Council will also not be able to grant the easement to Vector.

Ngā koringa ā-muri

Next steps

41. If approved, staff will seek that the Tier 3 General Manager, Parks and Community Facilities approves and signs, on behalf of the Minister of Conservation and under delegated authority, a gazette notice classifying Ōtara Creek Reserve as local purpose (esplanade) reserve. The gazette notice will then be published in New Zealand Gazette to ensure permanent public record of the classification.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Tamara Zunic - Specialist Technical Statutory Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Endorsement of Karina Williams Way Concept Design

File No.: CP2024/17624

Te take mō te pūrongo

Purpose of the report

1. To endorse the concept design of the Karina Williams Way Streetscape Upgrade project as per Attachment A.

Whakarāpopototanga matua

Executive summary

2. The proposed extension and upgrade of Karina Williams Way will connect the existing dead-end street to Clist Crescent, providing a through road linking Barrowcliffe Place to Manukau Station Road.

3. The new road is designed to be a slow traffic environment (30km/hr) allowing for a safer pedestrian and cycling route that will improve connectivity for the recently established Barrowcliffe residential neighbourhood as well as immediate surrounds to and from Manukau town centre. The proposed extension will also complete the missing gap required for a secondary route in the transport network.

4. The project also provides an opportunity to upgrade the streetscape, with more soft planting and trees, better permeability to manage stormwater runoff and improved safety and connectivity for residents, visitors and workers in the area.

5. The proposed extension continues the existing ‘parking-street’ layout with street trees, landscaped berms, and lighting throughout to improve visual amenity and passive surveillance of the area, where anti-social behaviour has been an issue.

6. 30 on-street parking spaces will be created and meter controlled/user pay, primarily for visitors to the district court and Rainbow’s End. The additional spaces aim to relieve parking pressure from 12 Manukau Station Road and help to unlock its redevelopment potential over time.

7. While it is a public road, Karina Williams Way is currently under Auckland Council ownership and management. It was not vested with Auckland Transport (AT) due to the current layout (insufficient turning circle in the dead-end) not complying with AT standards. The extension will rectify this issue and enable the entire Karina Williams Way to be vested with AT.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) ohia / endorse the concept design of the Karina Williams Streetscape upgrade as per attachment A of the agenda report.

Horopaki

Context

8. Identified as project 14 under the Manukau Spatial Delivery Plan 2022 (Figure 1: Manukau Spatial Delivery Plan), the extension and upgrade of Karina Williams Way is closely aligned with Key Move 5: Enhancing community connectivity in the Manukau Framework Plan (2017).

9. It follows a regeneration approach by:

i) promoting walkability by managing vehicle speeds, making intersection improvements, and filling in missing links to the walking network; and

ii) delivering increased levels of tree cover to assist with attractive streets and additional pedestrian and cyclist shade and shelter.

10. Quality urban design (connectivity and safety): The proposed design continues the “tree-lined parking street” layout of Karina Williams Way. The extension work will rectify the existing ‘dead-end’ by providing a safer local road between the newly established Barrowcliffe neighbourhood and the town centre.

11. Eke Panuku have worked with the Ōtara-Papatoetoe Local Board since the inception of the Transform Manukau programme and have provided regular updates to ensure the views of the local board are considered and consistent with the strategic vision outlined in the High-Level Project Plan (HLPP) and Framework Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The high-level benefits of the project are:

i) improved connectivity for pedestrians and cyclists between the Barrowcliffe neighbourhood and Manukau town centre

ii) improve safety and functionality of the existing grass area currently used as a pedestrian shortcut where anti-social behaviour has been observed

iii) increase of 30 on-street carparks, available for visitors to the district court and Rainbow’s End to help alleviating parking pressure on 12 Manukau Station Road, to be released as a development site in time

iv) complete a public road that complies with the Transport Design Manual (TDM) standards ready to be vested with AT

v) enable revenue capture of 66 on-street parking spaces (36 existing plus 30) to be metered and monitored once vested with AT

vi) improved accessibility for the future development site - 12 Manukau Station Road, as identified in the Transform Manukau HLPP

vii) complete the land exchange transaction between Auckland Council and 18 Manukau Station Road, including legalising the walkways adjacent to the district court – requested and approved by Auckland Council in 2012

viii) unlocking 12 Manukau Station Road as a development site. One of the key objectives of the project is to optimise on-street parking provision. This is to alleviate the parking pressure for the visitors of the Rainbows End to park on 12 Manukau Station Road

ix) Transform Manukau programme seeks to make 12 Manukau Station Road a development site to release funds back into the programme. 30 new on-street parking spaces have been provided in the preferred option presented in this paper. The land exchange with Manukau City Medical Centre has been completed, which has enabled the existing walkway going to Manukau Station Road, allowing the boundary to the court to be rationalised and be in full council ownership. Through this there was an estimated $800k benefit to the Transform Manukau programme.

13. The concept design for the slow traffic environment (30km/h) aims to create a safer connection between Barrowcliffe Place and Manukau Station Road for pedestrians, cyclists, and motorists. It incorporates quality urban design features such as tree planting and landscaped areas between parking spaces. Karina Williams Way will be vested with AT, who will manage the new on-street public parking. The design also seeks to address illegal parking on grass berms through AT monitoring and to reduce anti-social behaviour, particularly along the Rainbow’s End boundary.

14. The project will include soft landscaping and tree planting, focusing on contributing towards an urban ngahere, reducing the heat island effect and holistically connecting the green stitch from existing Karina Williams Way through to Clist Crescent. A selection of pacific and native plants that are hardy yet endemic to the Tāmaki Makaurau climate, soil type and environment will be considered. Colour, texture and year-round interest will be important in the design.

15. Eke Panuku will also:

i) review the design to ensure it meets health and safety standards throughout the design process

ii) do a crime prevention through environmental design (CPTED) review

iii) do a lighting review

iv) pursue safety in design and seek feedback from relevant AT subject matter experts.

16. The options evaluated were:

i) Option 1 - Do nothing: Lack of connectivity for pedestrians and cyclists between the Barrowcliffe neighbourhood and Manukau town centre. If no action is taken, the Barrowcliffe neighbourhood will continue to suffer from poor connectivity for pedestrians and cyclists to the town centre. Issues such as limited passive surveillance will allow ongoing anti-social behaviour along the Rainbow’s End boundary, and parking shortages will persist, with illegal parking on berms due to pressure from shopping mall staff, the district court, and Rainbow’s End visitors. Additionally, Karina Williams Way will remain in Auckland Council’s ownership and management.

ii) Option 2 (preferred) - is to proceed with the detailed design and construction of the extension of Karina Williams Way only (i.e. a partial implementation of Option 3A) which is to develop an approx. 130m of a new formed road that includes:

• 7m wide carriage way with one lane in each direction

• 30x new car parking spaces

• 1 x raised table for traffic calming

• A ‘give-way’ control junction

• interspersed street trees and planting areas to continue the established ‘tree-lined’ visual and landscape amenity

• 1 x pedestrian footpath to the north (no footpath is provided to the south due to the excessive costs incurred by the boardwalk/with the retaining wall; and CPTED concern along the Rainbow’s End mechanical structure situated interface)

iii) Option 3 is to proceed with the detailed design and construction of both ‘extension’ Karina Williams Way and Clist Crescent upgrade which is to develop an approx.

• 130m of a new formed road plus 100m upgrade of an existing street

• 7m wide carriage way with one lane in each direction,

• 38 new parking spaces

• 2 x raised table for traffic calming

• A ‘give-way’ control junction

• interspersed street trees and planting areas to continue the established ‘tree-lined’ visual and landscape amenity.

• 1 x pedestrian footpath to the north on both sections of the road.

17. Based on the objectives as outlined in the context section, an amended version of Option 2 is preferred, incorporating the extension and upgrade of Karina Williams Way as outlined in option 3A, but not progressing with the upgrade of Clist Crescent.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. Operational emissions are likely to be minimal as our project aims to encourage the public to use active modes of transport. The upgraded streetscape will facilitate this by creating a pedestrian connection from Barrowcliffe Place and by creating a slow traffic environment (30km/hr) for all road users, making it safer for people on bikes.

19. Construction activity will increase emissions through the manufacturing of building materials and products, and through use of plant machinery on site etc. The project will attempt to mitigate these emissions, as well as addressing waste to landfill, through materials choices and the procurement process to appoint a contractor to deliver the works.

20. The project team have also engaged the council’s urban ngahere specialist team and will work closely with them to ensure the tree and planting species proposed are in keeping with Auckland Council’s Urban Ngahere Strategy. The project aims to provide enough canopy to offset losses from the construction of the road over time and to help reduce the heat island effect that is prevalent in Manukau.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Karina Williams Way is currently an Auckland Council asset. Eke Panuku is working closely with AT’s planning team to ensure the design meets TDM standards, as well as functional and operational requirements, so that the extended road can be vested with AT.

22. Eke Panuku has been working with both AT and Auckland Council’s Community Facilities during the concept design to hear feedback around functionality and maintenance. Key themes were around plant species, safety, ensuring the design meets TDM standards. The feedback will be incorporated during the next phase of design.

23. Both will be involved during the developed and detailed design process to ensure any concerns are addressed and mitigated where possible with regards to ongoing maintenance post completion.

24. AT will maintain the road after it has been vested, while the streetscape will be managed by council’s Community Facilities

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

Local impacts and local board views

25. Local impacts and local board views https://aklcouncil.sharepoint.com/sites/how-we-work/SitePages/report-writing-guidelines.aspx - local-impacts-and-local-board-views An initial concept design was presented to the local board on 7 December 2023, with a further update on 30 January 2024. The design was also workshopped on 13 August 2024, with comments at the time being broadly supportive.

26. The project aligns with the Ōtara-Papatoetoe Local Board Plan 2023 outcomes:

· Climate Action: investment in transport initiatives that promote walking, cycling and public transport and improve health outcomes and enhancement and protection of the canopy cover through increased awareness, education, and planting initiatives

· Our environment: Increased green space and tree canopy cover

· Our places: Accessible, reliable and safe transport options for all and Attractive and welcoming spaces and neighbourhoods.

Tauākī whakaaweawe Māori

Māori impact statement

27. Eke Panuku engages regularly with mana whenua to help shape the future direction of projects within Manukau town centre. This process adheres to Eke Panuku Māori Outcomes Framework intended to identify key opportunities, themes and aspirations which are important to mana whenua and how they can be incorporated into the various Eke Panuku projects that sit within the Transform Manukau Framework Plan.

28. The project was presented to Te Waiohua Kaitiaki group on 15th May’24. A list of opportunities of how mana whenua could be involved in the project were presented ranging from design, social and environmental.28.

29. The project was also taken to the Te Waiohua Kaitiaki group on 6 May’24, there was a request to have a gross pollutant trap was discussed and this is subject to approval from AT through engineering approval.

Ngā ritenga ā-pūtea

Financial implications

30. The project is funded by Eke Panuku through the Transform Manukau programme. The scale of the streetscape and road upgrade envisaged can be achieved using the existing council budgets assigned to Eke Panuku through the long-term plan (LTP).

31. The annual maintenance and operational costs will be confirmed through the developed design phase. It is expected to be funded using existing council budgets assigned to AT and Auckland Council Community Facilities through the LTP

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The following key risks for the project have been identified and a mitigation has been proposed to respond throughout the project lifecycle:

i) Risk: Lack of communication with AT to ensure that the road reserve meets AT approval requirements, may result the road design not meeting AT standards, redesign work for Eke Panuku.

Mitigation: Eke Panuku has an AT representative on the design team who has advised the team to date. The project team will also apply for engineering approval which will be a formal process that checks that all the requirements from the different council departments have been met.

ii) Risk: Adjacent Manukau City Medical Centre is not in agreement with the design plan and disruption to the parking due to construction.

Mitigation: The medical centre has been across the design of this road and redesign of their car park entrance since the start of the project. The owners of the centre have signed off the resource consent plans. Eke Panuku and contractors going forward will work with the centre owners to make sure any disruption to their service is managed closely.

Ngā koringa ā-muri

Next steps

33. Eke Panuku will submit engineering approval drawings through the council regulatory team by December 2024.

34. Eke Panuku will continue working with AT, the council’s Community Facilities and Urban Ngahere teams and Te Waiohua iwi on the developed and detailed designs of the project.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Karina Williams Way Landscape Design Concept	49

Ngā kaihaina

Signatories

Author

Mridula Duffadar, Senior Project Manager, Eke Panuku

Authorisers

Richard Davison - Priority Location Director, Eke Panuku Development Auckland

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Kōkiri Decision Report for Othello Drive and Boundary Road intersection

File No.: CP2024/16638

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek a decision from the Ōtara-Papatoetoe Local Board about changes to an Auckland Transport plan to upgrade the Othello Drive and Boundary Road intersection.

2. Although the project is listed as an ‘Inform’ level of engagement, in the local board’s Kōkiri Agreement, the nature of the changes warrants consideration by members. Specifically, Auckland Transport seeks the Ōtara-Papatoetoe Local Board’s view on the removal of raised pedestrian crossings from the project.

Whakarāpopototanga matua

Executive summary

3. The intersection of Othello Drive and Boundary Road is a high-risk intersection. Auckland Transport’s original plan for the intersection included extensive use of raised pedestrian crossing to slow down traffic.

4. Current plans reduce the number and scale of traffic controls, aiming to improve safety with less impact of traffic flows. This plan was discussed with the Ōtara-Papatoetoe Local Board, that did not support the new proposal.

5. This report is for Ōtara-Papatoetoe Local Board’s to provide feedback on the Othello Drive and Boundary Road intersection upgrade’s design process, noting the board’s concern for safety.

6. The alternate proposed by AT is using speed cushions and pedestrian refuges instead of raised crossings which could be considered and incorporated into Auckland Transport’s planning on the design process.

7. AT will consider changes to the design, following the local board’s feedback arising from safety concerns.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite / provide feedback on the Othello Drive and Boundary Road intersection upgrade outlined in Attachments A and B of the agenda report.

Horopaki

Context

8. Auckland Transport manages Auckland’s transport network on behalf of Auckland Council. Auckland Transport’s Kōkiri Agreement provides a structured annual process for local boards to engage with and influence transport projects and programmes. Every year local boards and Auckland Transport work together to set ‘levels of engagement’ for projects and programmes that AT is delivering. This process clearly defines the board’s expectations and Auckland Transport’s responsibilities.

9. The levels of engagement noted in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine, were agreed between Auckland Council and Council Controlled Organisations in 2020; and are as follows:

Collaborate - AT and the local board are working together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.

Consult - AT leads the project or programme but works with the local board providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan; and if it is not able to provides clear reasons for that decision.

Inform – AT leads the project or programme but works with the local board providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan; and if it is not able to provides clear reasons for that decision.

10. The level of engagement, set in the 2024-25 Kōkiri Agreement for the Boundary Road and Othello Drive intersection upgrades is ‘Inform.’ Normally, a local board would not be asked for feedback about an ‘Inform’ project. However, in this case the proposed changes are significant, and Ōtara-Papatoetoe does not support them. The project is still at an early stage of design allowing for local board feedback to be considered. Therefore, this report is presented to capture the local board’s feedback.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The intersection of Othello Drive and Boundary Road is a high-risk intersection, included in Auckland Transport’s High Risk Intersections programme.

12. In September 2023 a design was presented to the Ōtara-Papatoetoe Local Board. (Refer Attachment A. Memo to Ōtara-Papatoetoe Local Board dated 25 September 2023). The design included a roundabout, raised crossings on Boundary Road, and at grade crossings on Othello Drive with speed cushions, cycle crossings and cycle paths around the roundabout. It also included realignment of kerb lines and shortening the school bus stop outside 84 Boundary Road. See Figure 1 below.

Figure 1 – Original plan for the Othello Drive and Boundary Road intersection

13. During 2024, Auckland Transport policy regarding the use of raised pedestrian crossings, speed bumps and speed tables changed. So, Auckland Transport’s team re-designed the plan for the intersection, and in August 2024 presented a new plan to the Ōtara-Papatoetoe Local Board (Attachment B - Memo to Ōtara-Papatoetoe Local Board dated 2 August 2024).

14. This plan’s objective remains to reduces speed and make it safer to cross the road. However, after investigating potential options further, Auckland Transport now proposes using speed cushions and pedestrian refuges instead of raised crossings. See Figure 2 below.

Figure 2 – Current for the Othello Drive and Boundary Road intersection

15. The project is at an early-stage of design, called ‘Scheme Design’ during which Auckland Transport seeks feedback on plans from the Ōtara-Papatoetoe Local Board. A workshop describing the changes was held on 12 August 2024, at which members expressed their concerns about the new plan.

16. Therefore, Auckland Transport has drafted this report to provide the opportunity to the board to confirm its feedback about the project. Auckland Transport’s advice is to provide feedback so that it can be considered in the design process, possibly changing the plan.

17. Auckland Transport notes the local board’s concerns that the current concept plan for Othello Drive and Boundary Road (Figure 2 above) does not provide the best safety outcomes for vulnerable road users, i.e. people walking (including school children), people on bikes, scooters and wheelchairs and elderly people, in the area.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

20. This project improves pedestrian safety, encouraging people to walk more reducing carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. This proposal was initiated by Auckland Transport, who as part of the design process liaises with Healthy Waters, Auckland Council. Other members of the Council group are not impacted.

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

Local impacts and local board views

22. The new plan was workshopped with the Ōtara-Papatoetoe Local Board on 12 August 2024. Members expressed concern about the proposal and this report is to capture that feedback.

23. Auckland Transport notes the local board’s concerns that the current concept plan for Othello Drive and Boundary Road (Figure 2 above) does not provide the best safety outcomes for vulnerable road users, i.e. people walking (including school children), people on bikes, scooters and in wheelchairs and elderly people, in the area, and prefers the original plan as outlined in Figure 1.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

26. In this case, neither decision involves a significant decision in relation to land or a body of water so specific Māori input was not sought.

Ngā ritenga ā-pūtea

Financial implications

27. The Auckland Transport proposal to upgrade Boundary Road and Othello Drive intersection has no financial implications for the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. The proposed decisions do have some risk, any construction project can be affected by a range of factors including weather, contract availability or discovery of previously un-identified factors like unmapped infrastructure.

Ngā koringa ā-muri

Next steps

29. The project will continue to detail design and external consultation before construction next year. If Ōtara-Papatoetoe Local Board provides feedback it will be considered and may change the plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Boundary Road-Othello Drive intersection upgrades - pre-consultation engagement - 25 September 2023 - Memo	57
b ⇩	Boundary Road-Othello Drive intersection upgrades - updates for pre-consultation engagement - 2 August 2024 - Memo	59

Ngā kaihaina

Signatories

Author

Jennifer Fraser, Elected Member Relationship Partner

Authorisers

Ben Stallworthy, Principal Advisor Strategic Relationships, Auckland Transport

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/17707

Te take mō te pūrongo

Purpose of the report

1. To provide input on regional consultation content and local board advocacy for the Annual Plan 2025/2026.

Whakarāpopototanga matua

Executive summary

2. The Annual Plan 2025/2026 contains the proposed budget and funding impact statement for the year, identifies any variations from the financial statements and funding impact statement in the 10-year budget for the relevant year, and provides for integrated decision-making and coordination of the council’s resources. The Governing Body is responsible for adopting the Annual Plan. As part of this process, local boards develop annual local board agreements which are agreed between local boards and the Governing Body (and are included in the Annual Plan).

3. Consultation on the Annual Plan 2025/2026 is planned to take place late February to late March 2025. These dates are yet to be confirmed and so are subject to change.

4. This report seeks the views of the local board on priority regional topics to be included in the Annual Plan 2025/2026 consultation.

5. The Budget Committee will approve regional items for consultation on 4 December 2024. The regional and local consultation items (adopted in separate report) will then be incorporated into the Annual Plan 2025/2026 consultation document and supporting information, which is also planned to be adopted by the Budget Committee on 19 February 2025.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite / provide feedback on the draft Mayoral Proposal including potential regional consultation topics and local board advocacy for the Annual Plan 2025/2026.

Horopaki

Context

6. The Annual Plan 2025/2026 contains the proposed budget and funding impact statement for the year, identifies any variations from the financial statements and funding impact statement in the 10-year budget for the relevant year, and provides for integrated decision-making and coordination of the council’s resources. The Governing Body is responsible for adopting the Annual Plan. As part of this process, local boards develop annual local board agreements which are agreed between local boards and the Governing Body (and are included in the Annual Plan).

7. When making decisions, the Governing Body has a statutory obligation to consider the views and preferences of the local boards if the decision affects, or may affect, the responsibilities or operations of the local board or the well-being of communities within its local board area.

8. Public consultation on the Annual Plan 2025/2026 is planned to take place late February to late March 2025. These dates are yet to be confirmed.

9. Aucklanders will be able to provide feedback during the consultation period through a variety of channels, which include face-to-face (for spoken and New Zealand sign language interaction), written and social media.

Tātaritanga me ngā tohutohu

Analysis and advice

10. At the beginning of this annual plan process, the Mayor and Councillors provided direction to staff including a request for options relating to the following areas:

· Council-Controlled Organisation Reform,

· Planning and paying for growth, and

· Funding major events, destination marketing and visitor attraction.

11. Local board chairs were invited to attend the Budget Committee workshops on the development of the regional topics for consultation. Local board members were provided recordings or briefings of the Budget Committee workshops for the Annual Plan 2025/2026.

12. The draft Mayoral Proposal is scheduled to be released the week of the local boards’ meeting to approve feedback on the Mayoral Proposal including the Annual Plan regional consultation topics. The draft Mayoral Proposal will be tabled as Attachment B when it is released. The final Mayoral proposal, which outlines the mayor’s priorities for consultation will be released toward the end of November after local boards have presented their feedback to the Budget Committee.

13. The local board is asked to provide feedback on the draft Mayoral Proposal for the Annual Plan 2025/2026 consultation. The feedback from the local boards will be collated and provided to the Budget Committee to consider when making decisions, including agreeing regional items for consultation on 4 December 2024.

14. Staff are also proposing to consult on the following changes to targeted rates and fees and charges:

· changes to waste management targeted rates to reflect updated budget forecasts including a 3 per cent increase to the overall waste management targeted rate for a typical household

· the introduction of the refuse targeted rate to the former Rodney and Franklin districts in conjunction with the rollout of rates funded refuse to these areas

· possible changes to some Business Improvement District (BID) targeted rates (noting that relevant boards have received advice and will provide a formal recommendation in May 2025 on whether the Governing Body should set each rate depending on ballot results and compliance)

· changes to some animal management fees including an increase in the dog adoption fee from $350 to $450 and an increase vet fee from $75 to $150

· changes to some cemetery fees

· changes to other fees and charges that are over and above inflationary adjustments including:

o changing deposit levels for some regulatory services to better reflect actual final charges,

o realigning bach fees into pricing tiers based on occupancy levels, capacity and location and

o aligning staff charge out rates with staff pay bands for services in regional parks.

15. More information on proposed targeted rates and fees and charges can be found in the ‘Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026’ memorandum as attachment A.

16. Local boards may also have advocacy items they want to advocate for to the Governing Body.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The decision to consult is procedural in nature. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

18. Some of the proposed initiatives or projects included in the consultation content may have climate change impacts. The impacts of any initiatives or projects Auckland Council chooses to progress as a result of this consultation will be assessed as part of the relevant reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The Annual Plan 2025/2026 is an Auckland Council group document and will include budgets at a consolidated group level.

20. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group. This will be reflected in the report on regional consultation items going the Budget Committee on 4 December 2024.

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

Local impacts and local board views

21. Local board chairs have been invited to be involved in the development of the regional topics for consultation by attending Budget Committee workshops. Local board members were provided recordings or briefings of the Budget Committee workshops for the Annual Plan 2025/2026.

22. Local boards will have further opportunities to provide information and views as the council progresses through the Annual Plan 2025/2026 process.

23. Aucklanders will have the opportunity to give feedback on regional and local proposals through the public consultation on the Annual Plan 2025/2026. All feedback received from submitters that indicate that they reside in the local board area will be analysed by staff and made available for consideration by the local board.

Tauākī whakaaweawe Māori

Māori impact statement

24. The approach to Māori engagement for Annual Plan 2025/2026 will be finalised once consultation topics are confirmed, including development of bespoke materials.

25. There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist the local board and Māori to understand each other’s priorities and challenges.

Ngā ritenga ā-pūtea

Financial implications

26. The local board provides input to regional plans and proposals. There will be information in the council’s consultation material for each plan or proposal with the financial implications of each option outlined for consideration.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Under the Local Government Act 2002, the consultation document for the Annual Plan must be audited. The draft consultation document (including local consultation content) will be prepared by staff and audited in December and January ahead of adoption by the Budget Committee in mid-February.

Ngā koringa ā-muri

Next steps

28. The Budget Committee will agree items for consultation and approve the consultation approach for the Annual Plan 2025/2026 on 4 December 2024.

29. Following the decisions on consultation content, staff will prepare the consultation document and supporting information for the Annual Plan 2025/2026. These will be adopted by the Budget Committee on 19 February 2025.

30. Following consultation, the Governing Body and the local board will make decisions on the Annual Plan 2025/2026 and local board agreements respectively in June 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026’ memorandum	65
b ⇩	Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)	71

Ngā kaihaina

Signatories

Author

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

No.	Title	Page
a ⇩	Eke Panuku Ōtara-Papatoetoe Local Board six monthly updates October 2024-March 2025	75
b ⇩	Eke Panuku Ōtara-Papatoetoe Local Board Engagement Plan 2024-2025	83

Ōtara-Papatoetoe Local Board

19 November 2024

Draft Auckland Open Space, Sport and Recreation Strategy – Part 1

File No.: CP2024/17421

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy.

Whakarāpopototanga matua

Executive summary

2. The Parks, Arts, Community and Events Committee directed staff to refresh and consolidate five regional strategies, policies and plans that guide Auckland Council‘s planning and investment for open space, sport and recreation.

3. In response, staff have drafted an open space, sport and recreation strategy (see Attachment A) that responds to the challenges and opportunities of a growing and changing Auckland (refer background paper reported to the Planning, Environment and Parks Committee in April 2024).

4. The work has been guided by the Open Space, Sport and Recreation Joint Political Working Group, an advisory and Māori rōpū and key council kaimahi, as well as targeted engagement with partners and key stakeholders. Two local board members are on the Open Space, Sport and Recreation Joint Political Working Group. Local boards members have also been involved through briefings and workshops.

5. The draft strategy aims to provide open spaces and sport and recreation opportunities to benefit all Aucklanders now and in the future to improve the health of Tāmaki Makaurau. It provides a refreshed and simplified approach to planning and investment and sets five strategic directions and four investment principles.

6. The draft strategy also contains three supporting policies that set expectations for delivery. They are presented in a separate report on this agenda for ease of understanding and to avoid lengthy reports. This enables local boards to tailor their feedback to the different components of the draft strategy.

7. The draft strategy reduces duplication and complexity and reflects the key challenges and opportunities Auckland currently faces, taking a holistic view to better support decision-makers to respond to the needs and preferences of local communities.

8. Staff will include local board feedback in the agenda report when seeking approval from the Policy and Planning Committee to engage with Aucklanders on the draft strategy. If approved, engagement will take place in early 2025. Following engagement, the strategy will be finalised and presented again to local boards for consideration and to the Policy and Planning Committee for adoption.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite / provide feedback on the strategic directions and investment principles in Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, for consideration by the Policy and Planning Committee.

b) ohia / endorse Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, going for public consultation.

Horopaki

Context

Open space, sport and recreation contribute to all six Auckland Plan 2050 outcomes

9. Open space, sport and recreation deliver a wide range of benefits, from enhancing the physical and mental health and wellbeing of Aucklanders to climate change mitigation and resilience. They contribute to all six Auckland Plan 2050 outcomes, with activities spanning across the council’s investment areas.

10. In addition to the council, many organisations contribute to providing open spaces and sport and recreation opportunities for Aucklanders. By enhancing collaboration and partnerships with other providers and having clear common directions for success we can focus our collective efforts to maximise benefits to Aucklanders.

Staff are delivering an approved programme of work

11. In August 2022, the Parks, Arts, Community and Events Committee approved the development of a refreshed and consolidated open space, sport and recreation policy framework [PAC/2022/68], which currently consists of:

· Parks and Open Spaces Strategic Action Plan (2013)

· Parks and Open Space Acquisition Policy (2013)

· Open Space Provision Policy (2016)

· Auckland Sport and Recreation Strategic Action Plan 2014-2024 (2014, refreshed 2017)

· Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-39 (2019).

12. The committee set clear expectations that the draft strategy:

· retain Auckland Council leadership

· enable collaboration with open space, sport and recreation interests and sectors

· enable integration using a te ao Māori framework

· reflect changes in Auckland Council’s legislative, strategic and fiscal environment

· align the five documents to achieve better coordination of long-term decision-making and forward planning.

Staff have drafted a strategy underpinned by evidence and guided by an advisory structure

13. Staff developed a strong evidence base to inform the drafting of the strategy. Evidence includes assessment of the existing policy framework, relevant legislative, strategic and fiscal documents, horizon scanning of current and future trends, relevant data, contemporary literature. Staff also undertook targeted engagement with partners and key stakeholders.

14. This evidence base is provided in a background paper that outlines eight key challenges and opportunities for the draft strategy to consider. It was reported to the Planning, Environment and Parks Committee and local board members in April 2024.

15. Three key themes cut across the challenges and opportunities presented:

· focus on wellbeing and resilience: we can increase Auckland’s and Aucklanders’ oranga (wellbeing) by encouraging our communities to be more active more often and taking an ecosystem approach in the face of climate change

· make the most of what we have: we can make better use of Auckland’s many assets to deliver multiple benefits for people and the environment

· work within budget constraints: this calls for different responses, such as relying less on assets to deliver services, working with partners and the community and prioritising our efforts where they deliver the most value.

16. An advisory structure made up of the Open Space, Sport and Recreation Joint Political Working Group, an advisory and Māori rōpū (with mana whenua, mataawaka and sector representatives) and council kaimahi has provided input and direction throughout work. Details of memberships and frequency of meetings are provided in Attachment B.

17. The development of the draft strategy has been informed by local board views through the two local board members on the Open Space, Sport and Recreation Joint Political Working Group. Staff also engaged with local boards through targeted engagement on the background paper, memos, briefings and workshops (see paragraph 54).

Tātaritanga me ngā tohutohu

Analysis and advice

The draft strategy combines open space and sport and recreation, and consolidates existing policies into a single document

18. The draft strategy brings together the domains of open space and of sport and recreation. Combining these two domains reflects the significant contribution investment in open space makes in enabling Aucklanders to live healthy, active lives. Walking, running and playing are the most popular forms of physical activity among Aucklanders.

19. The draft strategy consolidates and simplifies all five existing strategies, policies and plans into a single document. It provides decision-makers and implementers with a single source of information and contains:

· five strategic directions and four investment principles that set out where we are heading and how we will get there

· supporting policies that set the council's expectations for delivery (this more technical information is presented in a separate report on this agenda).

The draft strategy connects and builds on key council strategies

20. The draft strategy takes a te ao Māori lens. It builds on and simplifies Te Ora ō Tāmaki Makaurau, the wellbeing framework developed with the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

21. It speaks to the role that open space, sport and recreation play in contributing to four dimensions of wellbeing (oranga): tāngata, whānau, whenua and wai, all of which contribute to the health of Tamaki Makaurau.

22. It sets five holistic strategic directions, integrating the domains of open space and sport and recreation to better recognise their interrelated nature.

23. It also sets four investment principles to guide our investment approach. The investment principles are adapted from those adopted in Ngā Hapori Momoho: Thriving Communities Strategy 2022-32.

24. It is underpinned by a single value that will guide implementation: manaakitanga, a te ao Māori process of showing respect, generosity and care for resources and for others. Manaakitanga was chosen by the Māori rōpū for this kaupapa as it fosters community connection, supports caring for the land and each other and promotes a spirit of unity.

25. The draft strategy on a page is shown below.

Figure 1: Strategy on a page

Five strategic directions outline where we are heading to contribute to te ora ō Tāmaki Makaurau

26. The draft strategy aims to provide open spaces and sport and recreation opportunities to benefit all Aucklanders now and in the future to improve the health of Tāmaki Makaurau.

27. It contains five strategic directions that reflect the importance of Auckland’s green, blue and grey open spaces and places and take an ecosystem view of people, place and the environment.

28. Each strategic direction is presented on a page outlining: why it matters, how we manaaki (i.e. what we will do to make it happen) and our implementation focus (see Attachment A, pages 9-14).

29. They were developed in response to the challenges and opportunities articulated in the background paper. In addition to feedback received on the challenges and opportunities, the five strategic directions were refined iteratively based on input and direction from our advisory structure.

Four investment principles guide our approach to prioritising investment to deliver on the five strategic directions

30. The existing policy framework contains several different approaches to prioritising investment, with little guidance about how they relate to each other.

31. The refresh and consolidation of the existing framework provides an opportunity to design a more effective approach to investment, one that is:

· streamlined – to reduce complexity

· consistent – to provide a more robust approach to prioritisation and enable better comparison of options

· flexible – to reflect and adapt to differences across communities and changes in demand over time.

32. Staff considered a prescriptive ‘action plan’ approach to investment where specific detailed priorities are identified. However, this would maintain the risk of investment prioritisation being rigid and very ‘point in time’, failing to keep pace with change and new opportunities.

33. A principles-based approach was considered to better provide both the consistency and flexibility needed. It can be more easily applied across the entire scope of the draft strategy, allow for investment to be responsive to changing circumstances, and still ensure that investment is appropriately targeted.

34. Staff reviewed existing council policies for relevant investment principles in an effort to reduce duplication.

· The principles adopted as part of the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 were viewed as specific to that context, rather than to the broader scope of the draft strategy

· Those adopted as part of the council’s Ngā Hapori Momoho: Thriving Communities Strategy 2022-32 were regarded as well aligned to the strategic context and direction of the draft strategy. They have been slightly adapted to specifically respond to the unique open space, sport and recreation delivery and funding environment. They can support investment priorisation for sports and recreation.

35. The four investment principles for the draft strategy (see Attachment A, pages 15-23) are:

· take a benefits-led approach to improve the holistic wellbeing of people, places and the environment

· invest based on evidence of need and the voices of Aucklanders

· honour our Te Tiriti o Waitangi obligations

· work together towards a healthy future, using all our resources.

The draft strategy supports decision-makers and delivers for Aucklanders

36. When scoping this programme of work, two alternative approaches to refreshing and consolidating the five existing strategies, policies and plans that form the policy framework were considered: keeping the status quo or refreshing the individual documents without consolidating them. Those two options were discarded based on a technical assessment and feedback from stakeholders. The refresh and consolidation approach was approved by the Parks, Arts, Community and Events Committee.

37. The option not to have any regional strategy for open space, sport and recreation was not considered. Having a whole of region direction is considered valuable. Having no regional strategy may provide more local flexibility but would risk not delivering equitable outcomes for all Aucklanders as well as creating inefficiencies through a less integrated network. Providing regional direction is also needed to support regional decision-making as well as to enable joint delivery with our partners and stakeholders.

38. The draft strategy better supports decision-makers to respond to the needs and preferences of their communities than existing plans and policies. This is because it reduces duplication and complexity. It is contemporary and reflects the key challenges and opportunities Auckland currently faces. It takes a holistic view: it reflects the interrelationship between open spaces and sport and recreation, encompasses green, blue and grey spaces, takes an ecosystem view, and has a strong focus on wellbeing, climate change, the environment and biodiversity.

39. Delivery of the strategy will be supported by an implementation and monitoring plan. The three-yearly plan will set out what we will deliver and track progress against the five strategic directions. A key consideration is how to best support local boards in making decisions and delivering the relevant priorities expressed in their local board plans.

The draft strategy will be refined based on the views of Aucklanders

40. Going for consultation will enable us to gather the views of Aucklanders, as well as our partners and stakeholders. This would add to the inputs from previous targeted engagement and from our advisory structure and help us refine the draft strategy.

41. Consultation would involve running an online Have Your Say submissions campaign, a limited series of regional events, hui with partners and stakeholders, as well as a People’s Panel survey. We will work closely with local board engagement advisors to maximise our reach to local groups and residents.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. Auckland faces significant challenges from climate change, including rising temperatures, becoming more drought prone, higher probability of extreme weather events and threats from coastal erosion, storm surges and flooding.

43. These challenges will impact our open spaces and sport and recreation opportunities. Hotter temperatures and extreme weather events will disrupt the ability of Aucklanders to engage in play, sport and recreation. Heatwaves, drought and water restrictions will affect the health of vegetation in our open spaces and its ability to moderate temperatures and mitigate the urban heat island effect.

44. The draft strategy considers how to adapt to these challenges and work to mitigate climate change by reducing emissions. One of the five strategic directions is to enhance our resilience to climate change and our contribution to mitigation, including through reducing carbon emissions, in line with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

45. The draft strategy outlines what we will do to make this happen, including:

· develop the blue-green network to better manage stormwater

· accelerate the use of nature-based solutions in our open spaces and built environment to improve water capture and storage, green the city and reduce temperatures in urban areas

· improve the performance of our open spaces and facilities to reduce negative environmental impacts, including carbon emissions

· adapt our open spaces and facilities on the coast and in flood-prone areas.

46. While we already contribute to this strategic direction, the draft strategy proposes a ’do more’ approach to implementation. This is in recognition of the challenges we are facing and their significant impacts on Aucklanders now and in the future.

47. The investment approach in the draft strategy also includes a greater emphasis on identifying and quantifying the environmental benefits of our investment and designing initiatives to deliver multiple benefits, such as making recreation parks better able to support stormwater management.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. Kaimahi from across the council group have provided input throughout the development of the draft strategy (see Attachment B).

49. This includes staff from Policy; Parks and Community Facilities; Community Wellbeing; Planning and Resource Consents; Group Strategy, Transformation and Partnerships; Healthy Waters and Flood Resilience; Engineering, Assets and Technical Advisory; Financial Advisory; Governance and Engagement; Chief Sustainability Office; Environmental Services; Māori Outcomes; Auckland Transport; Eke Panuku and Tātaki Auckland Unlimited.

50. Implementing the draft strategy will span across the investment areas identified in the council’s performance management framework.

51. We will continue to work closely with colleagues in planning for and supporting delivery, and monitoring progress.

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

Local impacts and local board views

52. Local boards have a role in communicating the views and preferences of their local communities. Parks and sport and recreation assets are highly valued by Aucklanders, whether they use them or not. This is reflected in outcomes and priorities expressed in local board plans.

53. Local boards have been represented by the two local board members on the Open Space, Sport and Recreation Joint Political Working Group: Member Sandra Coney and Member Margi Watson. The direction and input received are summarised in memos after each meeting.

54. In addition, staff have engaged with local boards as follows:

· November 2023: targeted engagement on the background paper

· April 2024: memo presenting the background paper

· June 2024: memo presenting the draft strategic directions

· June 2024: briefing to all members on the draft strategic directions

· July 2024: briefing to all members on the investment principles

· July 2024: workshop with the Planning, Environment and Parks Committee, local board chairs and Open Space, Sport and Recreation Joint Political Working Group members on the investment principles and open space provision options

· August 2024: briefing with all members on the open space provision options

· August and September 2024: individual local board workshops on the draft strategy, including a high-level overview of the proposed policies

· October 2024: workshop with the Policy and Planning Committee, local board chairs and Open Space, Sport and Recreation Joint Political Working Group members on the open space provision options.

55. Both the Governing Body and local boards have a role in delivering the regional strategy in accordance with their allocated decision-making responsibilities. For local boards this includes:

· acquisition of local parks and local sport and recreation facilities (within budget parameters agreed by the Governing Body) and their specific location and development

· local parks improvement and place-shaping, the use of and activities within local parks (including community events and programmes) and the use of local sport and recreation facilities (including leasing and changes of use)

· local sport and recreation programmes and initiatives and local community funding and grants.

56. Local boards will consider how to deliver on the strategy, once adopted, as part of their local board plans and work programmes.

57. The strategy will support local boards in their investment and priorisation decisions, as outlined in Attachment A, page 23. It represents a number of beneficial shifts for local boards including:

· from having to navigate the application of five strategies, policies and plans to having a single coherent document to support decision-making by local boards and advocacy within annual and long-term planning processes

· from a narrow focus on costs to a wider focus on the value created by better understanding the full range of benefits delivered by different projects

· from having a one size fits all approach to having a consistent yet flexible approach to better reflect differences in local boards’ context and priorities and support local boards to deliver in response to local needs

· from having multiple uncoordinated investment frameworks to ensuring investment is evidence-based in response to needs and supports equitable outcomes

· from a focus on the council as the sole provider to strengthening the opportunity to use a wider range of potential funding sources and delivery options.

58. Local board feedback on the draft strategy will be reported to the Policy and Planning Commitee when it considers whether to approve the draft strategy going for consultation.

59. We will work with Governance and Engagement to ensure we reach local community groups and residents during consultation on the draft strategy.

Tauākī whakaaweawe Māori

Māori impact statement

60. Mana whenua have special relationships to open spaces and places in Tāmaki Makaurau through whakapapa, including the tūpuna maunga and other sites and places of significance. They are kaitiaki of the whenua and wai.

61. Open spaces and physical activities play an important role in achieving te tuakiri Māori me tōna oranga – a thriving Māori identity and wellbeing in Tāmaki Makaurau. Young Māori are active participants in play, sport and recreation, but this declines as they get older and historic inequities exist.

62. The views of mana whenua and mataawaka have been sought throughout the development of the draft strategy including:

· regular meetings of the advisory and Māori rōpū, which includes mana whenua and mataawaka representatives

· Houkura representation on the Open Space, Sport and Recreation Joint Political Working Group to provide input and direction

· invitation to mana whenua and mataawaka organisations to provide feedback as part of the targeted engagement on the background paper.

63. All iwi were invited to join the rōpū or engage in the manner that best suited them. Mana whenua have also been kept up to date with progress via memos.

64. The draft strategy incorporates a te ao Māori lens, one of the expectations of success set by the Parks, Arts, Community and Events Committee and one of the key themes identified in the background paper. This includes:

· Te Ora ō Tāmaki Makaurau wellbeing framework adapted and simplified by the Māori rōpū to sit at the heart the draft strategy with four dimensions of wellbeing (oranga): tāngata, whānau, whenua and wai

· manaakitanga as a single value to guide implementation

· a focus on honouring our Te Tiriti o Waitangi obligations embedded in our investment approach

· Māori as a key target group for investment in play, sport and recreation.

65. Implementation of the draft strategy includes a focus on investing in ‘by Māori for Māori’ solutions, building the capacity and capability of mana whenua and mataawaka and partnering with mana whenua to co-design our spaces and places.

Ngā ritenga ā-pūtea

Financial implications

66. There are no financial implications for the local board associated with providing feedback on the draft strategy.

67. The development of, and consultation on, the draft strategy can be completed within the existing policy department budget.

68. Each strategic direction specifies an implementation focus, from emphasising continuing to do things that work well and embedding emerging practices to delivering differently and doing more.

69. Two strategic directions have a focus on doing more:

· Direction 2 ‘Deliver innovative open spaces in high-density areas’ – because population growth and intensification mean we have more people living closer together with less private green space and our ability to deliver more parks is constrained

· Direction 3 ‘Enhance our response to climate disruption’ – because significant climate change impacts and extreme weather events mean we need to make our city greener and spongier.

70. Implementation will be enabled through available budgets set during long-term plan and annual plan processes.

71. The draft strategy reflects the resource constraints faced by the council and the need to deliver value for money. The proposed investment approach emphasises the importance of establishing a robust evidence-based approach to investment and prioritisation to better support elected decision-makers.

72. Advice around investment in open space and sport and recreation will be based on a better articulation of costs and benefits, including in relation to local board plan priorities. This will be supported by a new tool to enable better identification, description and quantification of these benefits to help local boards prioritise investment.

73. Consideration of a broad range of funding and delivery tools will support implementation, including making the most of what we have, delivering differently and partnerships.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

If…	Then…	Possible mitigations…
Aucklanders, key stakeholders and partners are not supportive of the draft strategy.	Decision-makers may be less likely to adopt the draft strategy. Low reputational, strategic and delivery risk.	· Stakeholders and partners were supportive of the refresh and consolidation They have been involved through the programme of work. · Engagement provides a further opportunity to seek the views of Aucklanders, partners and stakeholders and refine the draft strategy to reflect feedback as required.
The draft strategy does not provide clear enough direction to implementers.	The draft strategy may not be incorporated into business as usual. Low reputational, strategic and delivery risk.	· Implementers provided regular input into development of the draft strategy. · The implementation context, including financial constraints, has also informed the draft strategy. · Implementers will be further engaged to develop the draft strategy’s implementation and monitoring plan.
The draft strategy is perceived as unfunded.	There may be less support for the draft strategy and decision-makers may be less likely to adopt it. Medium financial, reputational and strategic risk.	· The draft strategy sets strategic directions and investment principles to guide prioritisation and enable better informed discussions on future budget allocation.

Ngā koringa ā-muri

Next steps

75. Staff will include local board feedback when seeking approval from the Policy and Planning Committee in December 2024 to consult on the draft strategy.

76. If approved, public consultation will begin in February 2025 and run for approximately one month.

77. The findings from the public consultation and an updated draft strategy will then be reported to local board business meetings ahead of going to the Policy and Planning Committee for adoption.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles (Under Separate Cover)
b ⇩	Advisory structure memberships and meetings	101

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor, Community Investment

Authorisers

Carole Canler - Senior Policy Manager, Community Investment

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Draft Auckland Open Space, Sport and Recreation Strategy – Part 2

File No.: CP2024/17423

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the proposed policies in Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, including on two options to update the open space provision standards.

Whakarāpopototanga matua

Executive summary

2. Staff have drafted Manaaki Tāmaki Makaurau, the Auckland Open Space, Sport and Recreation Strategy. It aims to provide open spaces and sport and recreation opportunities to benefit all Aucklanders now and in the future and improve the health of Tāmaki Makaurau. It contains:

· five strategic directions and four investment principles (see Part 1 report on this agenda).

· three supporting policies for making the most of our open spaces, for open space provision and acquisition, and for the council’s investment in play, sport and recreation (see Attachment A).

3. The proposed policies are the focus of this report. They set Auckland Council’s expectations for delivery. Like Part 1, their development has been guided by an advisory structure and engagement with local boards.

4. They build on adopted policies and plans. Proposed updated and new information is as follows:

· new objectives to guide the development of Auckland's existing open space network

· two options to change current open space provision standards and add to our existing open space network to continue serving the needs of a growing population:

o Package 1 – High-density focused: provide more open space than currently enabled in high-density areas (mostly located in brownfield areas)

o Package 2 – Capacity focused: provide more open space than currently enabled in high- and medium-density areas where residents have low or moderate levels of provision (recommended by staff as the best way to balance open space outcomes and value for money).

· more targeted council investment in play, sport and recreation to enable more equitable participation.

5. As a next step, staff will seek approval from the Policy and Planning Committee in December 2024 to undertake consultation on the draft strategy, including the proposed policies and the two options for open space provision standards. The committee report will include local board feedback.

6. If approved, consultation would take place early in 2025. The policies are detailed and technical in nature and intended for use by individuals and local and regional organisations that will deliver the draft strategy. This will be reflected in our approach to consultation.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite / provide feedback on the proposed policies in Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, for consideration by the Policy and Planning Committee

b) tuhi ā-taipitopito / note the two options for updated open space provision standards for consultation:

i) Package 1 – High-density focused: provide more open space than currently enabled in high-density areas

ii) Package 2 – Capacity focused: provide more open space than currently enabled in high- and medium-density areas where residents have low or moderate levels of provision.

Horopaki

Context

Proposed policies in the draft strategy set the council’s expectations for delivery

7. The draft Auckland Open Space, Sport and Recreation Strategy aims to provide open spaces and sport and recreation opportunities to benefit all Aucklanders now and in the future and improve the health of Tāmaki Makaurau.

8. It provides a refreshed and simplified approach to planning and investment and sets five strategic directions, outlining where we are heading, and four investment principles, outlining how we will get there. This material is presented in a separate report on this agenda (see Part 1).

9. What the council will deliver is informed by three policies contained in the draft strategy. The policies set the council’s expectations for delivery through objectives, rules or guidelines. They contain detailed technical information intended for a professional audience (e.g. developers, consultants, council kaimahi, sport funding agencies).

10. Budgets for delivery are set through the annual and long-term plan processes.

11. The policies build on the Parks and Open Space Acquisition Policy 2013, the Open Space Provision Policy 2016 and the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-39, and propose updated and new information detailed in this report.

12. Local boards have key decision-making responsibilities in relation to open spaces and play, sport and recreation, and the proposed policies are designed to support them to deliver for their communities.

13. A separate three-yearly implementation and monitoring plan will detail what we will deliver. It will include priorities for delivery and track progress against key performance indicators.

Staff considered evidence and political input and direction in developing the proposed policies

14. The proposed policies in the draft strategy have been developed using:

· a strong body of evidence, including the background paper and a fit for purpose review of the Open Space Provision Policy 2016, options development and testing through working examples and assessment

· input from the advisory and Māori rōpū and key council kaimahi

· input and direction from the Open Space, Sport and Recreation Joint Political Working Group; the Planning, Environment and Parks Committee; the Policy and Planning Committee and local boards.

Tātaritanga me ngā tohutohu

Analysis and advice

Policy 1: Making the most of our open spaces

15. Auckland has an extensive network of green, blue and grey open spaces and facilities that are much used and valued by Aucklanders.

16. The quality, accessibility and functionality of those spaces and places are essential to drive participation and use. In addition, increasing demand from population growth and intensification, as well as financial and land availability challenges, mean we need to deliver more from our existing assets.

17. The policy for making the most of our open spaces sets four objectives and proposes new tools and guidelines to support delivery of the objectives (see Attachment A, pages 28-41).

Proposed objectives	Proposed new tools and guidelines
1. Increase the range of benefits our open space network delivers consistent with each space’s primary purpose	· Identification of opportunities to deliver multiple benefits from our open spaces · An overview of the primary and secondary purposes of different open space types to assist with identifying risks and trade-offs associated with delivering additional functions · A risk appetite framework to support strategic asset owners taking on more risk to realise greater benefits from the open space network
2. Improve the quality of our open spaces	· Best practice guidance for improving the quality of our existing open spaces
3. Improve our network to provide diverse recreation opportunities accessible to all Aucklanders	· An open space recreation opportunities tool that outlines the diverse range of opportunities we want to provide for Aucklanders to be physically active, recreate and connect with nature across the network and how we can provide them
4. Improve open spaces’ accessibility and functionality by prioritising connections and linkages across all types of open space	· Planning and development responses to ensure the delivery of quality connections and linkages across all types of open space, including using streets and footpaths, along waterways and the coast, and in our blue-green network

18. The policy informs the planning, development and management approach for open spaces by Auckland Council, its council-controlled organisations, private developers and external development agencies such as Kāinga Ora.

Policy 2: Open space provision and acquisition

19. The open space provision and acquisition policy sets standards and methods for the types of open space we need, how we acquire them, and how we achieve quality outcomes from our open space network.

20. The policy sets two objectives and proposes new rules and guidelines to support delivery of the objectives (see Attachment A, pages 42-76).

Proposed objectives	Proposed new rules and guidelines
5. Plan for the provision of a high-quality open space network that keeps pace with growth and celebrates our cultural landscapes	· Two options for updated provision standards for pocket parks and neighbourhood parks to deliver better open space outcomes in high-density and greenfield development (see paragraphs 21 to 36) · New open space capacity measure to enable us to compare provision levels across areas and over time (for more details see paragraph 25)
6. Ensure the acquisition of fit for purpose open space land that provides value for money and is sustainable in the long-term	· Updated criteria for prioritising potential acquisitions aligned with our strategic directions · Updated acquisition process to include the development of an open space land acquisition priority plan to provide a 10-year and 30-year view of the open space acquisition pipeline · Strengthened acquisitions standards (mandatory standards and site assessment criteria) to ensure acquisitions are fit for purpose and align with our strategic directions · Detailed qualitative standards (including location, configuration, accessibility, coastal inundation and soil contamination) to ensure we acquire quality open space land from the start · Emphasis on reconfiguring, redistributing or redeveloping open spaces rather than disposing of them to help us cater for growth · Methodology to identify future regional park acquisitions so we can continue to meet the needs of Aucklanders

Proposed objectives

Proposed new rules and guidelines

5. Plan for the provision of a high-quality open space network that keeps pace with growth and celebrates our cultural landscapes

· Two options for updated provision standards for pocket parks and neighbourhood parks to deliver better open space outcomes in high-density and greenfield development (see paragraphs 21 to 36)

· New open space capacity measure to enable us to compare provision levels across areas and over time (for more details see paragraph 25)

6. Ensure the acquisition of fit for purpose open space land that provides value for money and is sustainable in the long-term

· Updated criteria for prioritising potential acquisitions aligned with our strategic directions

· Updated acquisition process to include the development of an open space land acquisition priority plan to provide a 10-year and 30-year view of the open space acquisition pipeline

· Strengthened acquisitions standards (mandatory standards and site assessment criteria) to ensure acquisitions are fit for purpose and align with our strategic directions

· Detailed qualitative standards (including location, configuration, accessibility, coastal inundation and soil contamination) to ensure we acquire quality open space land from the start

· Emphasis on reconfiguring, redistributing or redeveloping open spaces rather than disposing of them to help us cater for growth

· Methodology to identify future regional park acquisitions so we can continue to meet the needs of Aucklanders

21. The policy informs developers, planners, implementers and decision-makers in their planning and investment decisions to expand Auckland’s existing open space network to best respond to Aucklanders’ needs and balance value for money and affordability considerations. It is an important consideration in regulatory and planning processes such as plan changes, structure plans and resource consents.

We propose to change provision standards for pocket and neighbourhood parks as part of Policy 2

22. As part of Policy 2, staff are proposing updated provision standards for pocket parks and neighbourhood parks to provide better open space outcomes in high-density areas and greenfield areas (see Attachment A, page 45).

23. Two options for updating the provision standards are outlined below. Those options reflect different ways of adding to our existing open space network across Auckland to continue serving the needs of a growing population.

Density	Park type	Current provision standards	Package 1 High-density focused	Package 2 Capacity focused (recommended)
High-density areas or other areas developed to an equivalent density	Pocket parks	1000-1500m² provided at no capital cost to the council	1000-1500m² acquired at cost to the council regardless of capacity	1000-1500m² in areas with moderate or low capacity acquired at cost to the council
	Neighbourhood parks (within 400m walking distances)	3000m² to 5000m²	5000m² regardless of capacity	2000m² to 5000m² depending on capacity
Medium-density areas	Pocket parks	No pocket parks	1000-1500m² provided at no capital cost to the council
Medium-density areas	Neighbourhood parks (within 400m walking distances)	3000m² to 5000m²	No change	2000m² to 5000m² depending on capacity
Low-density areas	Neighbourhood parks (within 600m walking distances)	3000m² to 5000m²	3000m²

24. Urban density is based on the Auckland Unitary Plan zones. Varying provision standards based on planned intensification levels enables us to better provide according to the likely demand for public open space, as well as likely private open space provision levels.

25. The capacity measure is a proposed addition to the existing policy. While the quantity of open space provision per capita is not a meaningful metric in isolation, it provides a basis of comparison when considering future provision across Auckland’s urban areas. There is no accepted international or national capacity standards. Based on local observations and international examples, we propose that capacity is considered low when below 10m² of open space per person, moderate when between 10 and 20m² and high when more than 20m².

Both Package 1 and Package 2 involve trade-offs

26. Both options involve trade-offs, as shown below.

	Trade-offs
Package 1 High-density focused	Delivers more open space in high-density areas than current policy but larger parks might be difficult to acquire due to land ownership and cost Is a simple standard to understand but not tailored to where provision is most needed


Package 2 Capacity focused	Is more affordable than Package 1 but does not deliver the same level of additional open spaces in high-density areas Takes an equity lens by focusing provision where most needed but is more complicated to understand and apply

27. Both options are included in the draft strategy (see Attachment A, page 45). The final strategy will reflect the option (or variation of) that the Policy and Planning Committee chooses through resolution after consultation.

28. In addition, improving open space outcomes where needed can be supported by increasing access to and functionality of existing open space, including connection, linkage and access open spaces. This is reflected in Policy 1 – Objective 4 (Improve open spaces’ accessibility and functionality by prioritising connections and linkages across all types of open space).

HOW WERE THESE TWO OPTION PACKAGES DEVELOPED?

The current provision policy is generally consistent with good practice but could be improved

· The proposed change to existing open space provision standards responds to a fit for purpose review of Auckland Council’s current Open Space Provision Policy 2016. The review found that it was generally consistent with good practice, but there was room for improvement and innovation. In particular, it found that the policy is not working effectively in high-density urban areas and is delivering low capacity in greenfield areas.

· Staff investigated how to vary the quantity of open space provided to best respond to this problem. The process for revising the open space provision standards is outlined in Attachment B. It includes significant political input and direction.

Staff developed options to vary the quantity of open space and improve open space outcomes

· To vary the quantity of open space, staff developed 12 options along a policy continum involving changes to the size, distribution and / or number of pocket and neighbourhood parks as they are the most common types of parks. The options also included increasing access to and functionality of other types of open space (e.g. riparian margins and esplanade reserves).

· Provision standards for suburb and destination parks, civic squares, and connection, linkage and access open spaces set in the Open Space Provision Policy 2016 are unchanged.

· After applying the 12 options in four brownfield and greenfield working examples and assessing them against a set of criteria, staff developed five packages of options that vary provision according to urban density and open space capacity.

· This will enable investment to be targeted where it is needed most, focusing on areas with less open space per person, to respond to both Auckland’s population growth and the council’s financial constraints. The five packages of options are:

Package 1

High-density focused

Package 2

Capacity focused

Package 3

Budget focused

Package 4

Doing things differently

Package 5

Consolidating and simplifying

Acquire pocket parks and larger neighbourhood parks in high-density areas and increase access to / functionality of existing public and private open space

Acquire pocket parks in high-density areas depending on capacity, vary the size of neighbourhood parks depending on capacity and increase access to / functionality of existing public and private open space

Do not acquire new land for open space, instead enable pocket parks in medium-density areas and increase access to / functionality of existing public and private open space

Acquire pocket parks and increase access to / functionality of existing public and private open space

Maintain existing provision standards but acquire pocket parks in high-density areas and increase access to / functionality of existing public and private open space

Based on assessment and political direction two options are presented for local board feedback

· The five packages were assessed using four additional working examples (two greenfield areas and two brownfield areas). The results of the assessment are below.

Criteria	Package 1 High-density focused		Package 2 Capacity focused		Package 3 Budget focused	Package 4 Doing things differently		Package 5 Consolidating and simplifying
Alignment	üü		üü		üüü	üüü		üü
Open space outcomes	üü		üüü		ü	ü		üü
Response to growth	üü		üüü		ü	ü		üü
Value for money	üü		üü		üü	üü		üü
Achievability	üü		üü		üüü	üüü		üü
Key:		ü Low		üü Medium			üüü High

· Based on this assessment and direction from the Open Space, Sport and Recreation Joint Political Working Group; the Planning, Environment and Parks Committee; and the Policy and Planning Committee, two options are presented for local board feedback: Package 1 and Package 2.

· Both Package 1 and Package 2 scored well across the brownfield and greenfield working examples. Staff recommend Package 2 as it was the highest scoring package.

Policy 3: Auckland Council’s investment in play, sport and recreation

29. Regular physical activity, whether it be play, sport or recreation, provides significant health and wellbeing benefits. While many Aucklanders are physically active, not everyone is getting enough physical activity in their lives and some are missing out as they face barriers to participation.

30. The policy for Auckland Council’s investment in play, sport and recreation sets three objectives and proposes new planning and investment approaches and indicators of what success looks like to support delivery of the objectives (see Attachment A, pages 77-88).

Proposed objectives	Proposed new planning and investment approaches and indicators of success
7. Increase physical activity levels by targeting our investment to low-participating communities and addressing disparities	Planning and investment approach: · balance investment to increase physical activity levels across four key groups: all Aucklanders, Māori, young people (5-17 years old) and low participation groups (based on Active New Zealand surveys, Auckland Council and Aktive information) · invest to enable Aucklanders to be more physically active, whether through play, recreation or community sport. Indicators of what success looks like: · increasing numbers of adult Aucklanders meeting physical activity guidelines (150-plus minutes per week) · increasing numbers of Aucklanders aged 5-17 years meeting physical activity guidelines (420-plus minutes per week) · increasing numbers of Māori in Tāmaki Makaurau meeting physical activity guidelines · increases in specific community groups with low levels of physical activity meeting physically activity guidelines · increase in the proportion of the regional sport and recreation grants directed to low participation groups and emerging physical activity opportunities that target these groups.
8. Deliver a fit for purpose, future proofed facility network that makes the most of what we have	Planning and investment approach: · plan for a regional sport and recreation facilities network to provide opportunities for Aucklanders to be physically active through their choice of activity, focusing primarily on facilities for community sport · accelerate the transition to multi-use and adaptable facilities to provide more opportunities for community participation, including high-level guidance on developing multi-use facilities · improving the performance of our facilities to reduce negative environmental impacts and supporting the development of universally accessible facilities so more people in our community can use them. Indicators of what success looks like: · increasing community satisfaction with the level of access to sport and recreation facilities and the range of opportunities provided.
9. Strengthen partnerships with mana whenua and mataawaka, local communities and other sport and recreation providers	Planning and investment approach: · partner with others to improve public access to existing non-council facilities and identify joint solutions for delivery of opportunities for Aucklanders · work with communities to understand barriers to participation, including guidance on co-designing with the community · support delivery of play, sport and recreation opportunities by Māori for Māori. Indicators of what success looks like: · increasing number of Auckland schools and tertiary institutions making their sport and recreation facilities available for public use over time · increasing number of sport and recreation initiatives delivered by Māori for Māori · a more visible Māori presence in sport and recreation spaces, places and activities.

31. The policy outlines how Auckland Council will fund and invest in play, sport and recreation alongside many other organisations delivering these opportunities to Aucklanders at both the local and regional level.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Delivering the proposed policies in the draft strategy will positively contribute to Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan’s core goals of reducing greenhouse gas emissions and adapting to the impacts of climate change.

33. The proposed policies help enable the achievement of strategic direction three in the draft strategy: ‘Enhance our response to climate disruption.’ This focuses on better planning and designing our open spaces and places network to respond to climate change and prioritising our investment to make Auckland greener and spongier.

34. The proposed policies provide:

· guidance on delivering multiple benefits from our open spaces (including designing or retrofitting recreation parks to contribute to water retention)

· guidance on increasing connections between open spaces to green the city and manage stormwater (such as blue-green corridors)

· clear qualitative standards to ensure we acquire fit for purpose land for open spaces, including relating to flood plains, overland flow paths and coastal inundation

· a planning and investment approach focused on improving the performance of our spaces and places to reduce negative environmental impacts, including carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Kaimahi from across the council group have provided input throughout the development of the draft strategy.

36. The proposed policies were developed with detailed input from Policy; Parks and Community Facilities; Healthy Waters and Flood Resilience; Community Wellbeing and Engineering, Assets and Technical Advisory. This helps ensure that the proposed policies provide the necessary information and clarity to support implementation.

37. Staff will continue to work closely with colleagues in planning for and supporting delivery.

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

Local impacts and local board views

38. The proposed policies are designed to support local boards to deliver open spaces and play, sport and recreation opportunities for their communities in line with their local board plan priorities.

Allocated decision-making responsibilities

Examples of proposed policies to support decision-making

Acquisition of new local parks (within budget parameters agreed by the Governing Body) and their specific location and acquisition of new local sport and recreation facilities (within budget parameters agreed by the Governing Body) and their specific location, design, build and fit out

Local parks improvement and place-shaping, the use of and activities within local parks and the use of local sport and recreation facilities

Local sport and recreation programmes and initiatives and local community funding and grants.

Standards to ensure the acquisition of fit for purpose open space land, including relating to location, configuration and accessibility

Best practice guidance for improving the quality of existing open spaces

A tool to support the provision of a diverse range of accessible recreation opportunities across the open space network

Standards to ensure the acquisition of fit for purpose open space land, including relating to location, configuration and accessibility

Guidance on developing multi-use sport and recreation facilities and maximising community benefits.

39. Two local board members were on the Open Space, Sport and Recreation Joint Political Working Group: Member Sandra Coney and Member Margi Watson. In addition, staff have engaged with local boards on the proposed policies in workshops and briefings between July and October 2024.

40. Local board views on the proposed policies, including on the two options for updating the open space provision standards, will be reported to the Policy and Planning Committee when staff seek approval to undertake consultation on the draft strategy.

Tauākī whakaaweawe Māori

Māori impact statement

41. In a Māori worldview, Auckland's open spaces and places are interconnected parts of the natural world, imbued with spiritual and ancestral significance.

42. The draft strategy puts manaakitanga, a te ao Māori way of showing respect, generosity, and care for one another and for our resources, at the forefront of open space, sport and recreation to achieve oranga tāngata, whenua, wai and whānau.

43. The proposed policies provide:

· guidance on delivering multiple benefits from our open spaces (including reflecting mana whenua culture and identity and drawing on mātauranga Māori to protect and enhance our environment, biodiversity and heritage)

· best practice guidance for improving the quality of existing open spaces (including emphasis on the importance of integrating indigenous knowledge from mana whenua)

· a planning and investment approach that targets increased participation in physical activity by Māori Aucklanders (including in traditional Māori sports) and supports the delivery of sport and recreation opportunities by Māori for Māori.

44. The views of mana whenua and mataawaka have been sought in the development of the proposed policies. This includes input from the advisory and Māori rōpū (with mana whenua and mataawaka representatives) and input and direction from the Open Space, Sport and Recreation Joint Political Working Group (with a Houkura representative).

Ngā ritenga ā-pūtea

Financial implications

45. There are no financial implications for the local board associated with providing feedback.

46. The development of, and consultation on, the draft strategy can be completed within the existing policy departmental budget.

47. Implementation will be enabled through available budgets set during the long-term plan and annual plan processes.

48. The proposed policies reflect the resource constraints faced by the council and the need to deliver value for money. They place a greater emphasis on making the most of our open spaces and facilities, as well as recognising the need to continue to cater for a growing Auckland and to target our investment where it is needed most and will have the greatest impact.

49. All the options for changes to the open space provision standards involve high-level trade-offs, including on cost. The recommended changes (Package 2) take an equity lens, balancing the higher cost of acquisition of larger parks in some areas to address capacity issues with acquiring smaller parks in areas that are already well served.

50. The emphasis on reconfiguring, redistributing or redeveloping open spaces rather than disposing of them includes the opportunity to make greater use of the service property optimisation process. This means that money generated by disposing of an open space can be used by local boards to fund already-planned open space acquisition or development.

51. The strengthened acquisition standards will help ensure that we acquire fit for purpose open space land from the outset, with a positive flow on effect to the cost of developing and managing our open spaces.

52. The draft strategy also proposes developing an open space land acquisition priority plan every three years to provide a 10-year and 30-year view of the open space acquisition pipeline. This will support decision-makers, including local boards, in understanding the trade-offs between meeting the expectations set in the draft strategy and budgetary allocation.

53. Our investment in sport will be primarily focused on community sport, where participation levels are higher and we can achieve the most impact. Investment will also be targeted to low-participating communities and addressing disparities.

54. The draft strategy proposes changes to the Sport and Recreation Facilities Investment Fund to increase the proportion directed to low participation groups and emerging physical activity opportunities, with a corresponding decrease in the amount of contestable funding available.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. Potential risks and mitigations relating to the proposed policies are outlined below:

If…

Then…

Possible mitigations…

The proposed policies, and open space provision options, go for consultation.

Some Aucklanders may feel unable / unwilling to provide their views due to the technical nature and complexity of the information.

Low reputational and strategic risk.

Consultation material will simplify the content of the draft strategy.

The two open space provision packages will be articulated in plain English and supported by images to explain what density could look like.

Staff will present at stakeholders’ meetings (as resources allow). This will enable us to answer questions and provide clarity where needed.

We will engage with mana whenua and mataawaka separately in a way that suits them.

Ngā koringa ā-muri

Next steps

56. Staff will include local board feedback when seeking approval from the Policy and Planning Committee at its December 2024 meeting to consult on the draft strategy, including the proposed policies and open space provision options.

57. If approved, public consultation will begin in February 2025 and run for approximately one month.

58. The findings from the public consultation and an updated draft strategy will then be reported to local board business meetings ahead of going to the Policy and Planning Committee for adoption.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – proposed policies (Under Separate Cover)
b ⇩	Process to develop revised open space provision standards	115

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Advisor, Community Investment

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason - General Manager Policy

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Appointment of delegated local board member to provide feedback on stormwater activities

File No.: CP2024/15625

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.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) kopou / appoint a lead, and an alternate, for stormwater activities feedback and delegate authority to these members to:

(i) identify and communicate 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.

Ngā tāpirihanga

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

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

19 November 2024

Auckland Council’s Performance Report: Local Board for quarter one 2024/2025

File No.: CP2024/17743

Te take mō te pūrongo

Purpose of the report

1. To provide the Ōtara-Papatoetoe Local Board with an integrated performance report for quarter one, 1 July – 30 September 2024.

2. To approve an allocation for the Young Enterprise Scheme (YES) of $3,000 into the 2024/2025 Customer and Community Services Work Programme from the Local Community Grants budget.

Whakarāpopototanga matua

Executive summary

3. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2024/2025 work programme.

4. The key activity updates from this period are:

· Youth community capacity building with young people (#326): The Ōtara-Papatoetoe Squad (TOPS) hosted two prefect workshops, entailing consistent talanoa sessions and brought in approximately 60 people.

· Community Arts Initiatives Programme (#318): Sistema Aotearoa delivered 35 programmes across 112 sessions, engaging 2309 participants and attendees.

· Operational expenditure for Ōtara Music Arts Centre (OMAC) (Council facility) (#319): OMAC assisted and delivered 12 programmes across 38 sessions with a total of 19,291 participants and attendees. OMAC and Sistema Aotearoa collaborated to host Tongan Language Week with a traditional ‘Warrior Dance’. OMAC also worked with Ōtara Library for Cook Island Language Week. OMAC hosted the vocal section of SUSO (Stand-Up, Stand-Out), Auckland regional competition for Secondary School Students. Over an entire week there were solo, duo, group and choir vocalist performances. The winners progressed to the regional finals.

5. All operating departments with agreed work programmes have provided an update against their work programme delivery. Activities are reported with a status of green (on track) or amber (some risk or issues, which are being managed).

6. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note; Net operating performance for Ōtara-Papatoetoe Local Board is 8 per cent below budget for the year to date ended 30 September 2024. This is shown in operating expenditure being 7 per cent below budget, and operating revenue being 2 per cent above budget. Capital expenditure has achieved 24 per cent of budget spend for the quarter.

7. The Customer and Community Services capex budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value.

8. One work line had unspent budget, and was moved to another line under the Community Facilities work programme as follows:

· The Ōtara Skills Shed [41R Boundary Road] – renew facility (#30230): The project is now complete with $37,000.00 available. This amount has been moved to assist with the Papatoetoe Town Hall renewals.

· Papatoetoe Town Hall – renew building interior (#20623): The Papatoetoe Town Hall is a Heritage site, and as a result, additional costs were required to cover the costs for HVAC. A total of $37,000 remaining from the Ōtara Skill Shed project has been moved to cover these costs.

9. Funds were not set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. This report provides the opportunity for the local board to approve the Young Enterprise Scheme (OPLB) (Activity ID 1267) and associated reallocation budget of $3,000 into the 2024/2025 work programme.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the performance report for quarter one ending 30 September 2024

b) whakaae / approve Young Enterprise Scheme (OPLB) (Activity ID 1267) and associated reallocation budget of $3,000 into the 2024/2025 work programme from the Local Community Grants budget (Activity ID 340)

Horopaki

Context

10. The Ōtara-Papatoetoe Local Board has an approved 2024/2025 work programme for the following operating departments:

· Customer and Community Services

· Local Environmental

· Plans and Places

· Auckland Emergency Management

· Local Governance

11. Since the approval of the work programmes, Council has undergone a restructure, resulting in changes to directorates and departments. These have been updated in the work programmes and the changes are outlined in the table below.

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Activation	Community: Community Wellbeing - Activation
CCS: Active Communities – Leisure	Community: Pools & Leisure
CCS: Active Communities – Sport and Recreation	Community: Community Wellbeing - Sport and Recreation
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: Grants	Group Finance: Grants and Incentives
CCS: PCF – Community Leases	Community: Parks and Community Facilities - Community Leases
CCS: PCF – Operations	Community: Parks and Community Facilities - Operations
CCS: PCF – Project Delivery	Community: Parks and Community Facilities - Project Delivery
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Māori Outcomes	Community: Community Wellbeing - Māori Outcomes
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
CCS: RSS – Service Strategy and Partnerships	Group Strategy & CEs Office: Service Strategy and Partnerships
CPO: Plans and Places	Policy, Planning & Governance: Planning & Resource Consents - Planning
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

12. The graph below shows how the work programme activities meet Local Board Plan 2023 outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

13. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme by RAG status

14. The graph below shows the activity status of activities. The activity status shows the stage of the activity in each departments work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme by activity status and department

Key activity updates

15. The Ōtara Skills Shed [41R Boundary Road] – renew facility (#30230): The project is now complete with $37,000.00 available. This amount has been moved to assist with the Papatoetoe Town Hall renewals.

16. Papatoetoe Town Hall – renew building interior (#20623): The Papatoetoe Town Hall is a Heritage site, and as a result, additional costs were required to cover the costs for heating, ventilation and air conditioning. A total of $37,000 remaining from the Ōtara Skill Shed project (#32030) has been moved to this project to cover these costs.

17. Papatoetoe Ecological Volunteering and Environmental Programme (#660): this quarter, 674 volunteer hours were estimated, and 10,420 plants planted (including those planted by Te Pu-a-Nga Maara, a rangatahi-led innovation with a mission to revive kōrero tuku iho, reconnect people to place, and regenerate te taiao. Te Pu-a-Nga Maara undertook a large amount of infill planting in Puhinui Reserve and are making great strides in restoring both sides of the Puhinui awa near their base of operations on Harbour Ridge Drive. Community Park Ranger plantings have mainly focused on the area known as the gorse paddock in Puhinui Reserve.

18. KaiWaka (#3041): Whenua-to-whenua and Ko’anga have been moved to Boundary Road and has furthered opportunities to connect and grow with local neighbours. Ko’anga is set for nearby church gardens, growing affordable and spray free seedlings for home gardens, the local Tupu Youth Library and the Boundary Garden boxes.

19. Library Services (#1150): At Papatoetoe, Auckland Zoo and the Wastewise provided interactive programmes on looking after our environment. Book-a-librarian sessions that assist customers with their digital devices, CVs, job interview practice, forms, translation help are popular. Tupu Youth Library hosted a Spoken Word event in collaboration with local artists Luani and Noah, which brought patrons from around Auckland and gained a lot of community traction.

Activities on hold

20. The following work programme activities have been identified by operating departments as on hold:

· Investigate community need in Old Papatoetoe recognising current provision an anticipated growth (#1318): The indicative business case for the options approved by the local board has been placed on hold as part of the Portfolio Review.

· 1 St George Street, Papatoetoe - The Papatoetoe Railway Station Preservation Trust lease (#3587): Eke Panuku are proposing to acquire this site. The new lease is currently on hold until there is confirmation from Eke Panuku and the local board.

· Community lease for Papatoetoe Chambers - Auckland Citizens Advice Bureaux Inc. lease (#3588) and 46 Fair Mall - Auckland Citizens Bureaux Inc. lease (#3589): Auckland CABs receive funding from Auckland Council each year. As part of the funding requirements, Community Wellbeing are exploring a future service delivery model aligned with council’s Long-term Plan (LTP) 2024-2034. New leases will be progressed in conjunction with this piece of work. In the interim, existing agreements will hold over a month-by-month basis.

Young Enterprise Scheme (YES)

21. The Ōtara-Papatoetoe Local Board has previously funded $3000 per year to the Young Enterprise Scheme (OPLB) (Activity ID 1267) but have not set aside funds in the current financial year (FY/25).

22. The YES events are delivered by the Auckland Business Chamber on behalf of the Young Enterprise Trust. The Grants team will administer the funds.

23. The board discussed the programme at a workshop and have the opportunity to continue funding support towards the programme from the locally driven initiatives (LDI) operational budget. Reallocating a budget of $3,000 from the Local Community Grants work line (#340) is required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

25. Work programmes were approved in June 2024 and delivery is underway. Should significant changes to any projects be required, climate change impacts will be assessed as part of the relevant reporting requirements. Any changes to the timing of approved projects are unlikely to result in changes to emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified

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

Local impacts and local board views

27. This report informs the Ōtara-Papatoetoe Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

28. Various lines across the local board’s work programme encompasses engaging with Māori, mana whenua, and mataawaka groups with a focus in achieving Māori outcomes. This includes increasing the capability of mana whenua to deliver on Māori outcomes and aspirations.

29. The local board have organized a pōwhiri at Ngāti Ōtara, collaborating with Accelerating Aotearoa and the New Zealand Police, and have been engaging and supporting mana whenua iwi with their aspirations for te taiao (nature), through workshops.

30. The board have collaborated with mana whenua within the EcoNeighbourhoods project. One group recently held a kawakawa balm workshop, while the others are planning events focused on traditional weaving and te reo Māori. Furthermore, their community climate action initiative aims to achieve low carbon outcomes, resonating with the stewardship responsibilities of mana whenua in Tāmaki Makaurau.

31. Ōtara-Papatoetoe Local Board continues to be part of the Ara Kōtui programme. The programme is a collaboration with mana whenua iwi to explore initiatives and opportunities that strengthen mana whenua involvement in local board decision-making.

Ngā ritenga ā-pūtea

Financial implications

32. This report is provided to enable the Ōtara-Papatoetoe Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes. There are no financial implications associated with this report.

33. The proposed budget for the Young Enterprise Scheme (OPLB) (Activity ID 1267) is $3,000 and can be funded from the local board’s available locally driven initiatives (LDI) operational budget 2024/2025, by reallocating budget from Local Community Grants (#340).

Financial Performance

34. Operating expenditure of $6.1 million is $486,000 (7%) below budget.

· For Asset Based Services (ABS) operating expenditure underspend of $529,000, mostly from CF Utilities. With the continued wet weather, some reserves have become very wet and boggy, and mowing will only cause damage to the surface.

· For Locally Driven Initiatives (LDI) operating expenditures, exceeding the budget by $43,000. This increase was primarily due to early funding of Local Capacity building for diverse community groups, Māori responsiveness and youth development effectiveness.

· Operating revenue of $756,000 is at par with budget for the quarter.

· Capital expenditure of $1.5 million is 24% of budget for the quarter.

35. The financial report for the three months ended 30 September 2024 for Ōtara-Papatoetoe Local Board area is attached as Appendix B.

Revised Capex Budget

36. Capex budgets are revised to reflect changes in timing of delivery for individual projects.

37. Projects that were still in progress at 30 June 2024 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

38. If a multi-year capital project was completed earlier than anticipated, the budget is reduced or brought forward to 30 June 2024 to reflect early completion.

39. Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

40. The net budgetary impact of these changes is reflected in the revised budget for the board.

41. The Customer and Community Services Capex work programme financial allocations have been updated in accordance with the carry forwards

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

43. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

44. The local board will receive the next performance update for quarter two (October - December 2024), at the February 2025 business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Ōtara-Papatoetoe Local Board Work Programme 20242025 Q1 Report (Under Separate Cover)
b ⇩	Operating performance financial summary	135

Ngā kaihaina

Signatories

Author	Brenda Poleta – Local Board Advisor (Acting)
Authoriser	Victoria Villaraza - Local Area Manager

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Vi Hausia
Members	Dr Ashraf Choudhary, QSO, JP
	Dr Ofa Dewes, MNZM
	Topou Folau
	Li'amanaia Lorenzo Kaisara
	Albert Lim

Application ID	Requesting funding for	Amount requested	Amount recommended
2425OPEA21	8th World Youth Summit	$2,000.00	$0.00
2425OPEA22	8th World Youth Summit	$2,000.00	$0.00
2425OPEA23	8th World Youth Summit	$2,000.00	$0.00
2425OPEA24	8th World Youth Summit	$2,000.00	$0.00
2425OPEA25	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA26	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA27	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA28	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA29	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA30	8th World Youth Summit	$2,000.00	$0.00
2425OPEA31	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA32	8th World Youth Summit	$2,000.00	$0.00
2425OPEA33	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA34	3rd Seoul Korea Cross-Cultural Exchange	$1,500.00	$0.00
2425OPEA44	IWF Senior World Championships	$2,000.00	$2,000.00
2425OPEA45	Sancta Maria College Europe Tour 2025	$2,000.00	$0.00
2425OPEA47	Sacred Heart College - Trans Tasman Waterpolo Tournament	$2,000.00	$0.00
Total		$30,000.00	$2,000.00

Author	Darshita Shah - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Author	Jacqueline Robinson - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager