Agenda of Waitematā Local Board - Tuesday, 19 November 2024

1 Nau mai | Welcome

Chair G Sage welcomed those present and open the meeting with a karakia.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitematā Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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 Waitematā 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 - Lynley Bowater - Broadway Park Owners Society - A proposal to install a wheelchair friendly pathway in Endeavour Park

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Lynley Bowater on behalf of the Boardway Park Owners Society will be in attendance to speak to the Board about their proposal of installing a wheelchair friendly pathway leading to a pair of seats and tables in the centre of the Endeavour Park.

3. Endeavour Park is a Council owned Park, located at 35 James Cook Cres in Remuera, Auckland, it is part of Broadway Park.

4. The Boardway Park Owners Society’s proposal also discusses maintenance issues such as tree roots that are raising the current path and the concerns over the timber retaining wall.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from the Boardway Park Owners Society on their proposal of installing a wheelchair friendly pathway in the centre of the Endeavour Park, and thank Lynley Bowater for her 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.

9.1 Public Forum - Helen Geary - Supporting the Leys Institute Restoration and Seismic Strengthening project

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the public fourm segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Helen Geary will be in attendance to speak the Board in support of the Leys Institute Restoration and Seismic Strengthening project.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive Helen Geary for her presentation in support of the Leys Institute Restoration and Seismic Strengthening project and thank Helen Geary for her attendance at the meeting.

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.”

Waitematā Local Board

19 November 2024

Te Ara Tukutuku endorsement

File No.: CP2024/17053

Te take mō te pūrongo

Purpose of the report

1. To seek the Waitematā Local Board’s endorsement for the updated Te Ara Tukutuku Concept Designs.

Whakarāpopototanga matua

Executive summary

2. Te Ara Tukutuku is laying the foundation for the next stage of development on Wynyard Quarter. This includes five hectares of resilient, climate adaptive public spaces and laneways, that will support approximately 70,000m² gross floor area of marine, commercial and residential development.

3. In December 2023 the Vision for Te Ara Tukutuku was approved by the Eke Panuku Board and endorsed by the Waitematā Local Board. Over this year, Eke Panuku, our Mana Whenua partners and their technical specialists, and the Toi Waihanga team have been working on the draft Concept Design package.

4. During June and July, we shared the draft Concept Design with a range of internal audiences across the council whānau (approximately 80 staff in total). We presented the Concept Design packages to the Eke Panuku Board and the Waitematā Local Board in July.

5. Over August we consulted the community. The engagement campaign was highly successful, reaching around 850,000 people through our digital, social, print and radio campaign, and over 3000 people in person. We received 712 comments, 87% of which were supportive.

6. The Mayor of Auckland, Chair and Deputy Chair of the Policy and Planning Committee and the Waitematā Ward Councillor have also had site walkarounds and been updated by the project team on the plans and progress.

7. As a result of feedback from the council group and the community we have made minor updates to the concept designs. These include:

a. Revising the representation of the development sites as they connect to the public plaza and open space. This is in response to the need to balance the development footprint as it intersected with the public realm.

b. Updating the transport strategy to better understand access to the site and the function of Hamer Street. This also included a reduction in the central swale to better accommodate traffic movements along it.

c. Updating the design of the tidal steps to better represent the design intent around the Hoe narrative and respond to the marine conditions.

8. The Eke Panuku Board approved the concept designs on 23 October 2024.The updated designs are attached for the Local Board’s endorsement.

9. This stage represents a major milestone for the project, allowing us to progress to developed design over the next 8 months. In addition, we have lodged resource consent for early works and expect to start Tāmata Te Mauri (heal phase) on site in February 2025 – this is another major milestone since the first Vision was established for this site in 2005.

10. The anticipated overall budget to develop the full site including park, streets, laneways and the supporting infrastructure for development (mixed use sites) is $320m. From FY25 until 2034 we have a budget of $119m confirmed through the recent Long Term Plan process. Budget for the unfunded part of the project will need to be secured as part of future rounds of the LTP process.

11. Work also continues to prepare for the future development sites.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) notes the high level of support received for the project and the proposed concept designs through recent community engagement

b) endorses the updated Te Ara Tukutuku Concept Designs.

Horopaki

Context

12. Te Ara Tukutuku will transform the northern end of Wynyard Quarter from a contaminated industrial site into a beautiful open space and waterfront destination. It will provide a greenspace and new community on the harbour’s edge, distinctly Tāmaki, that will be a drawcard for Aucklanders and our visitors. It will become the first city centre open space of this scale in 100 years and will stitch into a wider system of regeneration for the harbour.

13. In December 2023, the Eke Panuku Board approved the Vision and Framework Plan, and these same plans were endorsed by the Waitematā Local Board. These documents set the design vision, cultural narratives, spatial arrangement, and programming for the open space. This work also updated the staging approach to construction and the associated capital costs to be fed into the LTP process.

14. Since then, Eke Panuku, our Mana Whenua partners, technical specialists, and the Toi Waihanga project team have continued codesigning under a regenerative design approach, reflecting on the feedback themes received.

15. Prior to external engagement the work was presented to the Technical Advisory Group (TAG) in May, July and August and iterations on the designs were made to reflect their feedback.

16. In addition, we have been developing the early works consent package which was lodged in August. Assuming consent is granted, we will start our first stage of capital works in February 2025. This marks the start of the Tāmata Te Mauri (heal phase). The scope of these works is to cap the site, install permitter bunds and drainage to manage water flow, and prepare the site for a future ngahere (forest nursery) project hub.

17. Alongside the physical works we will also continue our engagement and educational activities, to encourage people to get involved in the ongoing regeneration mahi.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The Concept Design development process began in late 2023, coinciding with the approval of the Vision and Framework.

19. The designs have continued to be refined and enriched through our collaborative design approach with Mana Whenua and the Toi Waihanga project team. The design has progressed and now provides more certainty on the proposed approach – which will continue to be tested through the developed and detailed design stages.

20. The narrative for organising the spatial framework uses the metaphor of a hoe, the paddle used for waka, reinforcing the connection and binding of tangata and moana to the whenua.

21. Te Ara Tukutuku will deliver more than a park. It will be a space for everyone. Because of this, the concept designs include some unique features to provide opportunities such as: nature immersion, marine interaction, cultural connections and immersion in Te Ao Māori, coastal activities, scenic lookouts and community events.

22. Given the positive feedback received, no substantive changes have been made to the draft concept designs. However, the following refinements have been made:

a. Development sites. It was determined that the previous site plans were not showing an accurate depiction of the future development sites, so the design team have updated the layout to show more built form. This required the built edge and park to move 15m north in some parts which has resulted in a smaller open space shown, but one that aligns more accurately with the original intent and plans.

b. The design of the tidal stairs has been updated to better incorporate the design narrative.

c. Hamer Street continues to be developed and the proposed central swale has largely been removed to accommodate oversized vehicles and right turns out of the existing marine industry sites.

d. We have been working with Tātaki Auckland Unlimited to develop up specifications for how major events will be accommodated on Wynyard Quarter and across the wider waterfront. This will also include how we will manage events that can be attracted to the project site over the course of its staged development. This will continue to be a workstream over the next stage of the project.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. The concept design aims to be an exemplar project for adapting to climate resilience and employing nature-based solutions. The project embraces Toi Whakarito (a regenerative design practice) and creates a design that has considered the impacts of climate change.

24. Through the healing phase of the project, the site’s base level will be raised approximately 1m, to future proof against sea level rise for the next 100-200 years. The coastal edge is being declaimed and contoured to create a naturalised vegetated edge that absorbs costal impacts and storm surges.

25. Aho wai (water) is a key driver for this project and the land and systems have all been designed to clean and heal the water to enhance the mauri of Te Waitematā.

26. Aho whenua (land), is another key driver, utilising vegetation to reduce the urban heat island effect, create habitat and soften the impact from natural erosion and storms.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Over June and July, we shared the draft Concept Design packages with a wide range of staff from across the council whānau through a series of interactive hui and targeted follow up meetings.

28. These included workshops with Tātaki Auckland Unlimited, Auckland Transport, Watercare and teams across Auckland Council. Feedback from these teams was positive and encouraging, with constructive questions and suggestions that have been considered by the team.

29. There has been a significant amount of material shared and offers to follow up in detail with subject matter experts in subsequent sessions. Good networks have been established and we will grow these connections as the project evolves.

30. More specifically:

a. There was a lot of interest in the outreach and collaboration opportunities and a huge potential to link into Council networks and programmes, such as the school's programmes.

b. There was discussion around future community facilities, such as whare waka and community spaces within the plaza area, and the need for these to be managed from a policy and programme perspective.

c. We have had detailed sessions with Tātaki Auckland Unlimited on the major events aspirations and operational requirements.

d. We have had feedback from Auckland Transport on the public transport network connections and interdependencies with construction timing and bus layover needs.

e. We have engaged with the infrastructure and resilience teams at Council and will continue to do this through the developed design stage as it relates to the asset specifications.

31. This feedback has been used to update the Concept Designs where relevant.

32. Engagement with staff across the council whānau has continued and will be ongoing through the developed and detailed design stages.

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

Local impacts and local board views

33. Over August we undertook an extensive stakeholder and community engagement phase, to seek feedback on the draft Concept Design. Feedback was sought via the following channels:

a. Two open days at the project hub in Wynyard Quarter, on the 3rd and 10th of August 2024

b. Six engagement pop-ups featuring an in-person roadshow with the project team on 9, 14, 21, 22, 24 and 29 August 2024

c. An Auckland Conversations speaker event, attended by 300 people on 13 August 2024

d. The Wynyard Quarter Neighbours’ Forum, 14 August 2024

e. A Unitec seminar, 29 August 2024

f. Information and a feedback form on Auckland Council's AK Have Your Say website, 1-31 August 2024

g. Ongoing meetings and discussions with staff and teams from across the council whānau, as well as a site walk over with the Mayor, the Ward Councillor and Chair and Deputy Chair of the Policy and Planning Committee.

34. A communications, media and social media campaign promoted the engagement. This included:

a. Updates via social media (including the Eke Panuku Facebook, LinkedIn, Instagram and TikTok accounts).

b. Media articles and ads across five key radio stations, social media and via digital street furniture.

c. Updates and ads through print and digital news platforms, including a front-page article in the Central Leader.

d. Information displays in prominent city centre public spaces for the month of August.

e. The project page on the Eke Panuku website, which was extensively updated to be a digital hub for project information.

35. Through the campaign we reached around 850,000 people via social media, radio, ads and other media. Over 3000 people attended in person events and activations. We received 712 comments (not including social media).

36. The feedback was highly positive, and broadly consistent across all channels. Overall, 87% of comments expressed support for the draft concept designs and direction of Te Ara Tukutuku.

37. These supporting comments included a mix of general support for the project, support for the open space and natural environment, support for recreational activities and the regenerative and Mātauranga Māori approach to healing the space.

38. Ten per cent of comments were not in alignment with the project. These included a mix of people saying there should be more public space or other features (e.g. sports fields, playgrounds or car parking), and people saying the project was too expensive.

39. The remaining 3% of comments were either neutral or a request for further information.

40. Our engagement with stakeholders and the wider community will continue through the education and activation workstreams. We will have a particular focus on rangitahi engagement through local schools.

41. The Waitematā Local Board has played a key role in the development of Te Ara Tukutuku and has been kept updated through the Concept Design development phase.

Tauākī whakaaweawe Māori

Māori impact statement

42. Our process is creating an evolved way of working on the waterfront and particularly with our Mana Whenua partners. Since August 2022 we have been co-designing alongside Mana Whenua. Weekly hui with Eke Panuku, Mana Whenua, Mana Whenua technical specialists and Toi Waihanga bring together mātauranga and western techniques.

43. Mana Whenua, in exercising their role as kaitiaki, see Te Ara Tukutuku Project as an opportunity to create positive and better-than-expected outcomes. To support the project, Iwi Mana Whenua o Tāmaki Makaurau produced Mauri Tukutuku (previously named Take Mauri Take Hono), a tool developed to assess the baseline current state of Mauri across Te Ara Tukutuku Project and monitor the success over time.

44. Te Ao Māori recognises the intrinsic relationship between the people and the environment, which is informed by whakapapa and tikanga. Te Ara Tukutuku is the enhancement of mauri through the restoration of land, water and people.

Ngā ritenga ā-pūtea

Financial implications

45. A Detailed Business Case was approved in June. The scope of the business case is for a staged approach, starting with Tāmata te Mauri – the first stage of Heal. $29m of investment for the next three years has been approved through the LTP to cover base costs for the site and readiness for development.

46. We are staging our work to be aligned with the available budget. The total cost for the open space and the mixed-use development is $320m, of which $119m is budgeted in the LTP to 2034. Costs will be partially offset by the sale of development sites.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. The following risks and mitigations are being considered by the project team:

Risk	Mitigation
Access to funding may impede progress over the long term.	Continually reviewing costs against funding availability at key milestones and understanding project stages that can be slowed down or sped up.
The site is contaminated and needs to be managed appropriately.	Shell has a legal obligation to remediate the petrochemicals they are responsible for before they are released of their obligations. Eke Panuku is still working through the contamination and deed obligations with Shell. Delays to this agreement may impact on the early works on site. The process and methodology for healing the site beyond the Shell remediation is being investigated and will occur before public activation.
Unable to maintain a positive relationship with mana whenua through the co-design process.	Understanding capacity of mana whenua and prioritising programme based on their availability. Nurturing relationships to ensure everyone’s expectations are aligned.
Stakeholder expectations are very high for this project and process.	Regular engagement so stakeholders are aware of the approach, process and outcomes being proposed, and expectations are managed realistically.
Expectations around using the space for major events ongoing, like Sail GP	Continuing to work closely with Tātaki Auckland Unlimited, alongside mana whenua to enable events and activities that are appropriate for the space.

Ngā koringa ā-muri

Next steps

48. Developed Design will commence shortly. The Developed Design phase will further refine the design details and look at materiality. It will take a whole-of-life lens and consider maintenance, operations and disposal at the end of the asset life. This phase ensures the viability of all design elements and resolves any outstanding optioneering and coordination. It will provide the documentation for resource consenting and planning approvals. This phase is expected to be completed by August 2025.

49. Through the Developed Design process the team will continue to coordinate with other disciplines to better integrate the aho whenua (land), aho wai (water) and aho tangata (people) elements into a well-considered and balanced design outcome.

50. As noted above, enabling works will start in February 2025 and are scheduled to continue through to August 2027.

51. We have a workstream to progress work on the future development sites.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - Te Ara Tukutuku - Concept Design Summary Version
b ⇨	Attachment B - Summary of Public Feedback Report

Ngā kaihaina

Signatories

Authors

Fiona Knox - Priority Location Director - City Centre Major Projects, Eke Panuku

Authorisers

David Rankin - Chief Executive, Eke Panuku

Ian Wheeler - Chief Operating Office

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

Leys Institute restoration and seismic strengthening - Optimised Full Option

File No.: CP2024/17430

Te take mō te pūrongo

Purpose of the report

1. To seek approval on the revised option for the Leys Institute Restoration and Seismic Strengthening project at 20 St Marys Road and to progress the project to the Design and Consenting Stage.

Whakarāpopototanga matua

Executive summary

2. The restoration and seismic strengthening of Leys Institute was identified via the West Waitematā Current State Analysis as a library upgrade project and via a seismic strengthening prioritisation assessment as a high priority seismic strengthening project.

3. At the October 2023 Waitematā Business Meeting, the local board requested that staff look at the possibility of reducing the estimated project cost to fit within the estimated project funds of $19.1 million.

4. Alongside $9.1 million allocated for the project from the Regional Work Programme, the local board has allocated the proceeds from the sale of four properties (estimated at $10 million) towards the restoration and seismic strengthening of Leys Institute project:

· 3 Ponsonby Road, Grey Lynn

· 19 Jervois Road, Ponsonby

· 10 Fremlin Place, Avondale

· 24 St Marys Road, St Marys Bay

5. In September 2020, staff reported the outcomes of the indicative business case to the local board (WTM/2020/204).

6. A Project Advisory Group was formed and held a series of hui from December 2021 to June 2022. The outcomes of the meetings contributed to the development of project options.

7. A public consultation was held for the project in the Ponsonby area from October to November 2022 showing two options:

· Option 1: Full (seismic strengthening work and a new atrium between the library and gymnasium building, extension of gymnasium, installation of a new lift to provide full accessible access to all 3 levels, and heritage restoration of parts of the library building)

· Option 2: Reduced (seismic strengthening work and improvements in the layout of the library basement, redesign of the library ground level, and refurbishment of the gymnasium extension).

8. The Detailed Business Case for the project was received by the Local Board in October 2023 (WLB/2023/75) and staff were directed to develop a reduced version of Option 1: Full.

a) approve the Leys Institute Restoration and Seismic Strengthening Detailed Business Case to progress with a reduced scope for Option 1 without having to introduce a targeted rate.

b) request staff to organise a meeting with Project Advisory Group and the Community Service Design Group to discuss the reduced scope for Option 1.

c) support progressing the sale of the fourth property, 24 St Mary’s Bay Road owned by the Leys Institute Trust to fund the reduced scope Option 1 if necessary.

9. In October 2024 the Optimised Full Option was developed and with an estimated project cost of $18.2 million. This was within the estimated total project funding budget of $19.1 million.

10. Staff now seek approval on the Optimised Full Option from the local board before progressing the project to the design and consenting stage.

11. Subject to the approval of the Optimised Full Option from the local board, the project will progress to the design and consenting stage. The indicative timeline of this stage is:

· developed design (including Resource Consent) Nov 2024 – June 2025 (7 months)

· detailed design (including Building Consent) July 2025 - Nov 2025 (5 months).

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve that staff proceed with the Optimised Full Option for the Leys Institute Restoration and Seismic Strengthening project at 20 St Marys Road and progress the project to the Design and Consenting stage.

Horopaki

Context

12. The Leys Institute (Library and Gymnasium) is located at 20 St Marys Road.

13. The Leys Institute was opened in 1905 (library) and 1906 (gymnasium). The facility was gifted to the legacy Auckland City Council in 1968.

14. In 2018, an investigation (as documented in the West Waitematā Current State Analysis report) identified an ongoing need for local library services and that the poor condition of Leys Library building constrained delivery of these services.

15. Due to the buildings being earthquake-prone and the subsequent risk to public and staff, the Leys Institute was closed in December 2019. Library services have since been delivered from a small (150 m²) temporary library space in Jervois Road called Little Leys. Venue for hire customers have been directed to other nearby facilities.

16. Funding for the Leys Institute Restoration and Seismic Strengthening project to the value of $9.1 million was confirmed during the Planning, Environment and Parks Committee meeting held on 25 July 2024 from the Regional Work Programme budget (PEPCC/2024/68). Agenda of Planning, Environment and Parks Committee - Thursday, 25 July 2024, Item 11.

17. EQSTRUC was awarded the design contract for the project on 9th August 2024 to complete the preliminary design via the development of an optimised Full Option and developed design, including obtaining resource consent for the project.

18. With the confirmation of project funding in the Regional Work Programme and the engagement of EQSTRUC, the project is being actively progressed and the project timeline was updated with the following key tasks and milestones:

· August - November 2024 (3 months)

- completion of preliminary design involving optimisation of the Full Option to reduce the estimated project cost to within the estimated project budget of $19.1 million

- presentation of the Optimised Full Option to the local board for review and approval.

· November 2024 – June 2025 (7 months)

- complete Developed Design stage for the optimised Full Option

- resource consent submission.

· July 2025 - November 2025 (5 months)

- complete Detailed Design stage for the optimised Full Option, including either a value engineering review of the New Building Standard (NBS) rating as relates to earthquake risk, or a review and adoption of any legislative changes that have arisen

- building consent submission.

· January - March 2026 (3 months)

- physical works procurement.

· 2026~2028 (12-24 months, dependent on physical works contractor proposals)

- physical works.

· 2028 (1-2 months)

- fitout and reopening of Leys Library and Gymnasium.

19. The current stage of the project is Preliminary Design. The next stage is Design and Consenting.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The available funding for the project has been estimated at $19.1 million. This sum comprises of $9.1 million from the Regional Works Programme, and an estimated $10 million of net proceeds arising from the sale of four properties:

· 3 Ponsonby Road, Grey Lynn

· 19 Jervois Road, Ponsonby

· 10 Fremlin Place, Avondale

· 24 St Marys Road, St Marys Bay

21. The cost estimate of Option 1: Full as presented in the Detailed Business Case is $20.1 million.

Options comparison

22. A summary of the differences between the Full Option and the Optimised Full option is outlined in Table 1 and shown in Attachment A: 2024-10-15 Leys Institute Optimised Full Option Architectural Drawings.

23. There are several key changes between the Original Full Option and the Optimised Full Option.

· Net decrease in overall new floor area by approximately 220 m2.

· Reduction of the planned addition to the gymnasium by removing the work room and business hub and replacing them with meeting rooms at the ground level and basement level.

· Replanning the layout of the toilets in the gymnasium addition.

· Using the gymnasium area for additional library space but retaining the ability for the space to be booked for after-hours use.

· Book shelving is proposed on the perimeter of the gymnasium and on rollaway shelves to 50 per cent of the floor. The balance of the gymnasium floor is available for meeting tables and activity space.

· The proposed kitchen space in the gymnasium is relocated to a separate space connected to the gymnasium space.

· Workroom and staffroom are now to remain located in the 1990 addition.

Table 1: Differences between the Full Option and Optimised Full Option for the development of Leys Institute (full size drawings provided in Attachment A)

	Full Option	Optimised Full Option
Basement
Ground Floor
1^st Storey

Consultation / Engagement

24. A Project Advisory Group was established to determine a design brief and drive the development of concept designs with a contracted architect. The group met over a series of hui from December 2021 to June 2022. Membership of the advisory group included representatives from:

· the Leys family

· Friends of Leys Institute

· Herne Bay Residents Association

· St Marys Bay Association

· Freemans Bay Residents Association

· Ponsonby Community Centre

· Waitematā Local Board | Te Poari ā-Rohe o Waitematā

· NZ Historic Places Trust

· subject-matter specialists from council.

25. Consultation with the local community took place from October to November 2022 through a public consultation event for two options.

· Option 2: Reduced (seismic strengthening work and improvements in the layout of the library basement, redesign of the library ground level, and refurbishment of the gymnasium extension).

26. 83 per cent of respondents preferred Option 1: Full, and 17 per cent preferred Option 2: Reduced.

27. A workshop was held with members from the Project Advisory Group, Community Service Design Group and affected internal council departments in November 2023 to prioritise the elements of the Full Option, and to inform the option refinement process.

28. Our mana whenua and iwi partners were engaged separately (see Māori impact statement).

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

30. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

31. The restoration and seismic upgrade project will minimise building waste production by using adaptive reuse techniques and include passive and renewable design options where possible (e.g. installation of solar panels and rainwater tanks).

32. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

33. Rehabilitation of a heritage facility reduces council’s impact on the climate. This is achieved through the reuse of materials and reduced transportation (as materials are already produced and were transported onto site over 100 years ago).

34. The location of the Leys Institute enables the use of active and public transport. The building is located along key bus routes and adjacent to a town centre.

35. As the Leys Institute functions as a library, it offers a great opportunity to teach the importance of sustainability through its design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. Staff throughout the council family have contributed to the concept design and detailed business case development including:

· Eke Panuku Development Auckland

· Community Wellbeing

· Finance and Business Performance

· Heritage

· Service Investment & Programming

· Parks and Community Facilities.

37. The project will deliver significant library service improvements to the local community and surrounding areas, restore a nationally significant heritage structure and enable the well-loved facility to be reopened to the public.

38. Collaboration with staff will be ongoing to ensure that the restored and upgraded facility is appropriately integrated into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

39. Community support for restoring and reopening the Leys Institute was expressed through the council’s emergency budget consultation process carried out in June 2020.

40. Friends of Leys Institute and members of the Leys family, who worked as integral members of the Project Advisory Group to develop the concept designs, have also expressed support for this direction.

41. The local board has previously indicated support for the restoration of the Leys Institute at its September 2020 business meeting, where it directed the development of a detailed business case (WTM/2020/204), and at the October 2023 business meeting, where it supported the project progressing with a reduced scope version of the Full Option (WLB/2023/75).

42. The public consultation held October to November 2022 showed 83 per cent to be in support of progressing with Option 1: Full, and 57 per cent in support of introducing a targeted rate to deliver Option 1: Full.

Tauākī whakaaweawe Māori

Māori impact statement

43. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

44. The Māori population in the Leys Institute catchment area is seven per cent of the Ponsonby population. It is expected to be stable at seven per cent until 2038.

45. Two per cent of the Leys Institute Library’s active members are Māori, compared to 13 per cent of Auckland Māori visiting libraries in the Auckland region each month.

46. The restoration of the Leys Institute provides an opportunity to celebrate mana whenua significance, acknowledging the Leys Institute’s place on Te Rimutahi ridgeline and history as a traditional transport route from Maungawhau to Te Too.

47. The design options were developed with significant input from mana whenua.

48. A mana whenua rōpū of Ngāti Te Ata and Ngāti Whātua Ōrākei representatives provided key advice to the concept design process, including that:

· a name is required for the whare that joins the past to the future, and shows us moving forward together

· we use landscape architecture and ‘view shafts’ to recognise traditional cultural stories that are hugely significant to Māori

· that the whare must be whanau-centric

· hauora is most important and must inform the renovation design. The four pillars of hauora (te whare tapa whā) are important to bring Te Ao Māori to the space, and that colour can be used to create links between the pillars and between cultural stories.

49. Māori will benefit from the opportunity to increase Te Ao Māori at the Leys Institute. Mana whenua will continue to be engaged throughout the design and build processes, in alignment with the outcomes sought by Kia Ora Tāmaki Makaurau.

50. Engagement of mana whenua and iwi in the project through the design and consenting stage are being actively progressed presently.

Ngā ritenga ā-pūtea

Financial implications

51. A budget of $19.1 million has been estimated for this project:

· $9.1 million from the Regional Works Programme

· $10 million from the proceeds of selling four properties; 3 Ponsonby Road, 19 Jervois Road, 10 Fremlin Place and 24 St Marys Road.

52. The cost estimate for the Optimised Full Option is $18.3 million (Kwanto, Oct 2024), which is within the estimated amount available for the project. A breakdown of the cost estimate is provided below.

Table 2: Optimised Full Option Cost Estimate breakdown (Kwanto, Oct 2024)

Description	Total
Preliminary cost estimate	$9,428,829
Contractor's overhead and margin (10%)	$1,000,000
Design risk (10%)	$1,100,000
Contingency sum (20%)	$2,400,000
Inflation risk (based on July 2026 start date)	$1,200,000
ESTIMATE TOTAL	$15,128,829
Associated fees (20%)	$3,100,000
ESTIMATE TOTAL INCLUDING FEES	$18,228,829

53. To obtain a more accurate project cost estimate, the following elements of the project received further investigation:

· structural design of the proposed changes (in addition to previous seismic design)

· fire safety design including fire protection and assessment of fire and egress measures required

· building services including heating and ventilation, electrical, lighting, and plumbing and drainage design

· civil design including carpark and drainage design.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. Resource consent and building consent is required, and the preparation and processing of these consents may have an impact on the time frame for construction of the asset.

55. The below table outlines the main risks and mitigations associated with the project.

Table 3: Key project risks and mitigations

Type of risk	Risk	Risk level	Mitigation
Reputational	If communication is not clear and regular, then the community may feel isolated and lose trust in the council.	High	Establish clear lines of communication. Develop and implement an agreed communication and engagement strategy. Ensure all project status information is accurate and up to date.
Reputational	If the project is not delivered or delivered late then there may be a negative impact on council’s reputation.	High	Ensure stakeholders are given regular updates on project progress, any issues arising and potential impacts on estimated timeframes.
Financial	If there is significant movement in pricing due to the current construction market, then higher costs can be expected.	Medium	Obtaining interim or periodic cost estimate updates from a quantity surveyor at key project stages.
Financial	If the budget allocations or net proceeds from proposed funding sources are less than currently projected, then alternative funding may be needed.	Medium	Monitor the project funding sources throughout the project and raise any issues with relevant parties as soon as it is identified.
Financial	If construction work reveals additional building issues, then higher costs can be expected.	Medium	Support and enable the design team to fully investigate the building during the design phase.

Ngā koringa ā-muri

Next steps

56. Table 4 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step.

57. Unforeseen delays in the procurement of a design consultant, physical works contractor or during the consent process have the potential to delay completion of the project beyond the identified timeframe.

Table 4: Project phasing and timelines

Project phase	Planned completion timeframe
Preliminary design If the project option is approved by the local board, the development of the design can be progressed.	Aug 2024 – Nov 2024
Developed Design (7 months) - Resource consent application	Nov 2024 – June 2025
Detailed design (5 months) To include a value engineering review of the New Building Standard (NBS) rating as relates to earthquake risk, or a review and adoption of any legislative changes that may arise. - Building consent application	July 2025 – Nov 2025
Procure physical works contractor A construction contract will be tendered to invited contractors, in accordance with an approved procurement plan.	Jan 2026 – Mar 2026
Physical works Accurate commencement and duration of the physical works is not known at this time and will be confirmed at a later stage. But it is currently estimated to take 12-24 months and will be scheduled between the years specified.	2026-2028
Fitout and commissioning	1-2 months in 2028

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Leys Institute Optimised Full Option Architectural Drawings.

Ngā kaihaina

Signatories

Authors

John Cheah - Project Manager Seismic Project Specialisation

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

Transfer of the Community Centre Management Agreement to a new trust established to manage the Ponsonby Community Centre

File No.: CP2024/17526

Te take mō te pūrongo

Purpose of the report

1. To approve management of the Ponsonby Community Centre to be novated (transferred) from the current provider, Ponsonby Community Centre Incorporated, to the Ponsonby Community Centre Trust.

Whakarāpopototanga matua

Executive summary

2. Auckland Council currently partners with Ponsonby Community Centre Incorporated Society (PCCIS) to manage access and to activate the Ponsonby Community Centre for the benefit of the community under a Community Centre Management Agreement (CCMA).

3. To achieve this, PCCIS has been paid a total of $56,677.56 (excluding GST) for financial year 2024/2025 from the Waitematā Local Board’s Asset Based Services budget.

4. Due to updated legislation for incorporated societies, PCCIS is required to review its legal structure and either re-register as an incorporated society or establish a charitable trust.

5. PCCIS settled on the charitable trust model as most appropriate for their multi-interest organisation and have established the new legal entity Ponsonby Community Centre Trust (the Trust) under a Deed of Trust.

6. Initial trustees have been drawn from the Incorporated Society and it is proposed that the centre management remains the same. PCCIS is seeking local board approval to novate (transfer) the CCMA to the new trust entity.

7. Staff developed criteria to analyse options to transfer to the new organisation and found the option 1 - Approve transfer to Trust best meets these criteria.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae/approve the management of the Ponsonby Community Centre to be novated (transferred) to the Ponsonby Community Centre Trust

b) tono/request officers to enter a novation (transfer) agreement with Ponsonby Community Centre Trust.

Horopaki

Context

8. The Waitematā Local Board currently partners with Ponsonby Community Centre Incorporated Society (PCCIS) to manage community access and activation for the Ponsonby Community Centre at 20 Ponsonby Terrace, Ponsonby, Auckland 1021.

9. The Ponsonby Community Centre is owned and maintained by Auckland Council.

10. The local board pays PCCIS to manage community access to the Ponsonby Community Centre and to activate it for the benefit of the community via relevant programming under a Community Centre Management Agreement (CCMA).

11. The current 5-year term under the CCMA runs until 30 June 2027 and includes a base annual management fee of $51,868 (excluding GST) funded from the local board’s Asset Based Services (ABS) fund (resolution WTM/2022/123a). This amount is increased each year via Consumer Price Index (CPI) adjustment at a maximum of 3 per cent. For the financial year 2024/2025, the management fee was adjusted to $56,677.56 (excluding GST).

12. Under the CCMA, PCCIS provides access to members of the public and other community groups. It also plans and delivers centre-led programmes that provide accessible and inclusive opportunities, particularly focussing on older adults, families with young children and babies, and teenagers.

13. The society also operates a small daycare in the downstairs level of the building for children aged two-to-five years old. Delivery of this activity is not funded by Auckland Council and does not form part of the community centre services.

14. Ponsonby Community Centre Incorporated Society (PCCIS) incorporated in 1990 with the purpose of delivering communities services at the centre, a function the society has carried out since that time.

15. Under the 2022 Incorporated Societies Act, all incorporated societies are required to either re-incorporate or move to a charitable trust by April 2026. In response to this, in 2024, PCCIS began exploring which model best suits its activities: trust or incorporated society.

16. In September 2024, PCCIS established the charitable trust Ponsonby Community Centre Trust (the Trust) to deliver their activities and have since applied for charitable status with Charities Services.

17. On 15 October 2024, members of the PCCIS board presented a deputation at the Waitematā Local Board business meeting communicating plans to shift to a trust entity (Resolution number WTM/2024/165).

Tātaritanga me ngā tohutohu

Analysis and advice

18. Following the introduction of the new Incorporated Societies Act, council staff understand that many incorporated societies are taking the opportunity to revisit their purpose and structure to consider which is the best format for their organisation: charitable trust or incorporated society.

19. From time to time, our community partners shift legal structure to better fit their capacity and purpose. Such changes can ensure best practice and enable our partners to continue delivering community outcomes on behalf of Auckland Council. PCCIS are legally compelled to choose between reincorporating or becoming a trust.

20. PCCIS has chosen to move to a trust as it feels this format is better suited to its activities.

21. PCCIS has requested Auckland Council’s approval to novate (transfer) the CCMA to the Trust, with the effect that PCCIS will be replaced by the Trust and all rights and obligations will be transferred to the Trust and PCCIS will cease to be party to the CCMA.

22. The table below outlines the criteria staff have developed to consider this request from PCCIS.

Table 1: Criteria and considerations for transfer of CCMA to new trust

Criteria	Definition
Continuity of service levels	Consideration of potential disruption to service delivery
Public accountability	Organisation accountable to wider public via legislative requirements
Community focus	Consideration of community needs
Decision-making	Ability to make long term decisions in accordance with organisations community aims

	Option 1	Option 2
Criteria	Approve transfer of CCMA to The Trust Recommended	Do not approve transfer of CCMA to The Trust
Continuity of service levels	üüü	ü
Public accountability	üüü	X
Community focus	üü	üü
Decision-making	üüü	ü
Conclusion	High	Low

Strongly meets criteria	Meets criteria	Partially meets criteria	Does not meet criteria
üüü	üü	ü	X

23. All options were assessed against the four criteria for considering the merits of novation to the new trust. Staff found that option 1 – approve the transfer to Trust best met the criteria.

Continuity of service levels

Option 1:

24. Six board members have been retained from the existing incorporated society to form an interim trust board.

25. Trust board members have been drawn from existing incorporated society board members and it is proposed that the manager would remain the same. This would make it technically a new entity but not materially.

26. The necessary skills and experience to carry out the relevant services under the current CCMA would be transferred to the new entity, the Trust.

27. This would ensure that the community experience of centre remains consistent. And that Auckland Council interactions with the Trust will remain the same.

Option 2:

28. There is no guarantee that the board members and manager would remain should the council chose to not approve the transfer to the Trust. This could potentially have an impact to service delivery.

Public accountability

Option 1:

29. In the trust format, Trustees are accountable to the public, through the Attorney General, and must comply with the trust deed and the Trusts Act 2019.

Option 2:

30. Incorporated Societies are accountable only to their members.

Community focus

Option 1:

31. As part of moving to a trust model, the organisation has refined its inclusivity and accessibility aims to be a guiding principle in its Trust Deed. Additionally, the group has recently undertaken a six-week consultation with the community on their experiences of the centre and what they would like to see in the future. The aim of this survey was to remain responsive to community needs. The results of these efforts may further increase responsiveness to wider community needs.

32. Where the purpose of an organisation is to offer services and assistance widely to the general community, a charitable trust may be more suitable as a trust must carry out the purpose of the trust deed.

Option 2:

33. In contrast, an incorporated society typically focuses on delivering to its members.

Decision-making

34. Auckland Council legal counsel consider that one of the significant differences between an incorporated society and charitable trust relates to decision-making.

Option 1:

35. In a charitable trust, trustees make decisions in accordance with the trust deed. An organisation controlled by a smaller, more stable group might allow for more strategic and longer-term decision making.

Option 2:

36. An incorporated society is a member-based organisation where decisions are usually made by each member voting. Board members are generally appointed by elections. This process means that incorporated societies can be susceptible to interest groups influencing the larger membership.

Conclusion

37. Based on the above assessment, council staff consider it more appropriate for an organisation operating a community centre on behalf of Auckland Council to be a charitable trust or company and support the request to novate the existing agreement to the new trust.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. Community Wellbeing manages the relationships and contracts with arts and community partners and Parks and Community Facilities are responsible for maintenance of the community centre. Subject to the outcome of this decision, staff will work with Parks & Community Facilities to manage the implications for council owned assets.

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

Local impacts and local board views

40. PCCIS currently delivers to Waitamatā Local Board Plan 2023 outcome: Partnering for positive community outcomes and recognising expertise.

41. PCCIS serves its local community by providing fair, easy and affordable access to a safe and welcoming venue. It is tasked with enabling and co-ordinating a wide range of activities that cater to the diversity of their local community. The group propose to continue delivering this as a trust entity with the purpose defined in their new trust deed as: “The Trust is established for the general charitable purposes of advancing education and benefitting the local Ponsonby and wider Auckland communities and giving effect to the following specific charitable purposes within New Zealand only:

a) To operate a community centre in Ponsonby, Auckland.

b) To fulfil its obligations and responsibilities under Te Tiritiri O Waitangi.

c) To encourage participation in the activities of the Centre.

d) To provide recreational facilities and a meeting place for the benefit of the community.

e) To provide accessible, inclusive community education and recreational courses and activities for adults and children.

f) To provide accessible, inclusive care and educational opportunities for children, which may include pre-school, before school, after school, and school holiday programmes and activities.

g) To do all such things as are incidental or conducive to the attainment of the above objects.

Tauākī whakaaweawe Māori

Māori impact statement

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

43. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan 2050, the 10-year Budget Plan 2024-2034 (Long-term Plan), the Auckland Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, the council’s Māori Responsiveness Framework.

44. Partner-led arts and community services enable locally responsive activities, promoting participation, inclusion, and connection for all Aucklanders, including Māori.

45. A CCMA includes Key Performance Indicators (KPIs), which require community partners to engage with Māori, and where appropriate support the delivery of programmes that local iwi may wish to run in the facility.

46. The new trust deed includes specific reference to meeting Treaty of Waitangi obligations and responsibilities.

Ngā ritenga ā-pūtea

Financial implications

47. There are no direct financial impacts associated with the decision to novate the CCMA to Ponsonby Community Centre Trust. However, should the local board decline to approve the novation, and PCCIS decide to terminate the CCMA as a result, the management and operation of the community centre would transition back to Auckland Council to find another operator. This could have financial implications particularly if the centre were to shift to council-led delivery as the cost to the local board would be much higher.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. There is low risk novating the CCMA to the new trust entity.

Risk	Mitigation
If the local board select option 2 – do not approve transfer to Trust, there is no guarantee that the current partner would agree to continue to deliver on the CCMA as an incorporated society.	In this instance, the management and operation of the community centre would be transitioned to an incoming operator (whether Auckland Council or a third party).
Under option 2, if assets have been migrated to the new legal structure, the remaining Incorporated Society may be less resourced to provide services.	Staff to closely monitor centre performance, manage and report any decline in service levels to the local board
Transferring the CCMA to The Trust, would remove/limit the opportunity for other interested parties to join the PCCIS board and therefore any ability to shape decisions regarding the centre and preschool in the current incorporated society format.	Make local board decision and rationale clear to the public and any interest groups who inquire. Direct interested parties to the process to apply to become trustees of the new Trust entity.

Ngā koringa ā-muri

Next steps

49. PCCIS have confirmed the new trust is sufficiently established to assume responsibility for the delivery of services from 19 November 2024 onward. If the local board resolve to transfer the CCMA to The Trust (option 1), in due course the incorporated society will hold a Special General Meeting (SGM) to vote on a resolution to dissolve the Incorporated Society after which the incorporated society will be wound up.

50. Should the local board approve the recommended option 1 – to transfer the CCMA to The Trust, then staff will organise a novation agreement to be drafted and signed by the parties.

51. Should the local board decide not to novate (option 2), staff would convey that to PCCIS and seek to understand the society’s intentions and preferences to inform further advice to the local board regarding any next steps.

52. Under option 2, no new agreement would be required. Staff would update the local board on any substantial changes to PCCIS that may affect its ability to deliver services contracted under the CCMA.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Lisa Waldner - Place & Partner Specialist

Authorisers

Kevin Marriott - Head of Community Delivery

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

Proposed new community lease to Circability Trust at Victoria Park, Freemans Bay

File No.: CP2024/17603

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitematā Local Board to grant a new community lease to the Circability Trust for the council-owned building at 203-271 Victoria Street, Victoria Park.

Whakarāpopototanga matua

Executive summary

2. The Circability Trust seeks a new community lease to continue occupation and operation from a council-owned building at Victoria Park, 203-271 Victoria Street, Freemans Bay.

3. The trust currently holds the lease for the council-owned building which reached final expiry on 30 June 2023. The lease is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is granted.

4. The new lease was identified and approved by the Waitematā Local Board as part of its Customer and Community Services: Community Leases work programme 2024/2025 at their 13 June 2024 local board meeting (resolution number WTM/2024/94).

5. The trust aims to use circus skills as a tool to achieve greater social outcomes through circus classes for all ages, abilities and cultures, arts practices, rehearsals and events for the public walking around the park. These activities align with the Waitematā Local Board Plan 2023:

· Our People – All our people are thriving and have what they need to live a good life.

· Our Community – Community is resilient and have places and activities to connect and foster a sense of belonging

6. The trust has provided all required information including financials, showing that it has sufficient funds and that it is being managed appropriately. The trust has all the necessary insurance cover, including public liability insurance, in place.

7. Staff have completed mana whenua engagement and public notification regarding the proposed new lease to the trust. No submissions or objections to the notified proposal has been received.

8. A site visit has been undertaken by staff and the facility is well managed and appears to be well maintained. Both the council and the trust have undertaken improvements including the maintenance of the kitchen, installation of brighter wall lights and curtains for the building.

9. A community outcomes plan has been completed to identify the benefits the trust will provide to the community which will be attached to the lease as a schedule of the lease agreement.

10. Staff from various departments within the council including Parks and Places, Area Operations, Community Broker, Heritage Assets, and Healthy Waters have been consulted with no concerns raised for providing a new lease to the trust.

11. As the leased area is located in a flood-plain and flood prone area, a Healthy Waters specialist was engaged who advised that the flood safety risk is low and risk relating to occupation can be mitigated with a flood risk evacuation plan.

12. This report recommends that a new community lease be granted to the Circability Trust for a term of five years commencing from 15 November 2024 with one five year right of renewal.

13. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / grant, a new community lease to the Circability Trust for an area comprising approximately 130m² located at 203-271 Victoria Street on the land legally described as Lot 23 Deeds Plan City 37 previously contained in parent title NA598/127 (cancelled) (Attachment A – Site Plan), subject to the following terms and conditions:

i) term – five years, commencing from 15 November 2024, with one five year right of renewal.

ii) rent – $1 plus GST per annum if demanded, increasing to $1300 plus GST per annum commencing from 15 November 2027.

iii) operational charge – $3257.50 plus GST per annum, increasing to $5850 plus GST per annum commencing from 15 November 2027.

iv) community outcomes plan - to be appended to the lease as a schedule of the lease agreement (Attachment B – Community outcomes plan - Circability Trust).

b) whakaae / approve all other terms and conditions in accordance with the Local Government Act 2002 and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community lease to the Circability Trust for an area comprising approximately 130m² located at 203-271 Victoria Street, Freemans Bay.

c) tuhi ā-taipitopito / note that public notification relating to Auckland Council’s intention to grant a new community lease to the Circability Trust located at Victoria Park 203-271 Victoria Street, Freemans Bay, has been undertaken between 30 September 2024 to 15 October 2024. No submissions have been received up to the submission of the report.

d) tuhi ā-taipitopito / note that iwi engagement for Auckland Council’s intention to grant a new community lease to Circability Trust located at Victoria Park 203-271 Victoria Street, Freemans Bay, has been undertaken between 6 December 2023 to 26 January 2024. No submissions or objections have been received.

Horopaki

Context

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

15. The Waitematā Local Board approved the Customer and Community Services: Community Leases work programme 2024/2025 at their local board meeting on 13 June 2024 (resolution number WTM/2024/94).

16. The progression of this lease to the Circability Trust at Victoria Park 203-271 Victoria Street, Freemans Bay was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17. The Circability Trust holds a community lease for the council-owned land and building situated at Victoria Park.

18. Victoria Park is located at 203-271 Victoria Street, Freemans Bay (Attachment A Site Plan). The land is held under the Local Government Act 2002 and legally described as Lot 23 Deeds Plan City 37 previously contained in parent title NA598/127 (cancelled).

19. Subsidised maintenance costs for a council owned building are charged to the lessee.

20. The building is primarily used by the trust to provide:

• youth development programmes to help young people.

• access trust to individuals with physical and mental disabilities.

These programmes provide social benefits and activates the wider park.

Circability Trust

21. The Circability Trust was established in 2012 and its primary purpose is:

· to benefit the community by promoting and developing the social arts in New Zealand especially community circus as a community development model that enhances social and economic participation for people with disabilities and others on the fringes of society.

· to build bridges of understanding and break down barriers for people with disabilities and other disenfranchised groups and individuals, together with their families and dependants, and the promotion of their value, inclusion and participation within the community.

22. The trust has 60 regular users ranging from children to adults. They have three full-time and two part-time staff to support the operation of the trust.

23. The trust has been operating from Victoria Park since July 2013. The trust has supported the local board’s Play festival for the past two years, serving the local board area and its surrounding communities.

24. The trust’s current community lease with the council commenced on 1 July 2013 and has expired on 30 June 2023. The lease to the trust is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

25. At the expiry of a lease for a council-owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the group without undergoing an expression of interest process.

Public notification and engagement

26. Under the Local Government Act 2002, Auckland Council must publicly notify its intention to grant a new community lease if the term is longer than six-months in duration.

27. The proposed new community lease was publicly notified. The notification appeared in the New Zealand Herald on 30 September 2024 and the Auckland Council website’s Have Your Say webpage with a submission deadline for 15 October 2024. However, no submissions or objections have been received up to the submission of the report.

28. The cost of the public notification was met by the Parks and Community Facilities department of the council.

29. No submissions or objections to the notified proposal has been received.

Assessment of the application

30. The trust has submitted a comprehensive application supporting the new lease request to demonstrate its ability to deliver circus skills activities/services.

31. The area proposed to be leased consists of approximately 130m²and is outlined in Attachment A – Site Plan.

32. The trust has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

33. The following table contains brief details on the trust’s latest financials.

Table 1: Financials for 2023

Income	Expenses & Costs	Income less expenses
$924,053.00	$891,730.84	$32,322.16

34. The trust has all necessary insurance cover, including public liability insurance, in place.

35. A site visit has been undertaken by staff and the facility is well managed and appears to be well maintained. All management and operational costs are funded by Council. As it is a council-owned building, community leasing commissioned a building assessment report and repainting has been identified and captured for future considerations.

36. Both the council and the trust have undertaken improvements including the kitchen around after the Auckland Anniversary floods and recently installed brighter wall lights and curtains.

37. The trust provides a valuable service to the local community by providing circus as an activity that promotes social inclusion of people with disabilities and those disenfranchised.

38. A community outcomes plan has been completed using the lessee’s and census data to identify the benefits the trust will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B - Community outcomes plan – Circability Trust.

39. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

40. Staff recommend that a new community lease be granted to the Circability Trust for a term of five years commencing from 15 November 2024 with one five year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

42. Asset improvements and maintenance undertaken by the council will strive for maximum re-use and recycling of existing material. This will be in alignment with the waste management hierarchy (prevention, reduction, recycle) to ensure minimum impact on greenhouse gas emission.

43. All measures taken are aimed at meeting the council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

44. The leased area is located in a flood-plain and flood prone area as shown in the image below. Staff from Healthy Waters have assessed the site information and advised that flood safety risk is low and the group’s occupation of the building is viable with a flood risk evacuation plan in place.

45. The group has been provided guidance on an evacuation route and staff will request that an evacuation plan be attached as a specific condition to the lease.

Image 1: aerial view of flood-plain and flood prone over

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. Council staff including the Parks and Places Specialists, Area Operations, Community Broker, Heritage Assets, and Healthy Waters have been consulted and are supportive of the proposed lease. The Community Broker noted that the trust is a fantastic all access trust providing community outcomes and activations. Healthy Waters feedback relating to flood risk exposure has been noted under paragraph 44 above.

47. Council Parks and Places Specialist and Area Operations teams have advised that the area the trust is currently using for carparking is crown-owned land for motorway purposes and is intended for service vehicles. The current parking arrangement sits outside of the proposed lease and is an arrangement agreed between the trust and New Zealand Transport Authority (NZTA).

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

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

Local impacts and local board views

49. The proposed lease will benefit the community by enabling initiatives that promote recreational activities that will be delivered from the park.

50. The assessment of the application was discussed with the local board at its workshop on 25 June 2024. The local board indicated its in principle support of the lease proposal.

51. Through a local board workshop on 29 October 2024, the local board gave feedback about access/carparking arrangements discussed in paragraph 47 above in the report. Although the carpark area in discussion is beyond council’s jurisdiction as crown owned land not administered by council, it will be noted in the lease contract.

52. The delivered activities align and support the Waitematā Local Board Plan 2023:

· Our People – All our people are thriving and have what they need to live a good life.

· Our Community – Community is resilient and have places and activities to connect and foster a sense of belonging.

Tauākī whakaaweawe Māori

Māori impact statement

53. Iwi engagement about the council’s intention to grant a new community lease for Victoria park, 203-271 Victoria Street was undertaken in December 2023 with iwi groups identified as having an interest in land in the local board area. The engagement involved:

· an email to all iwi identified as having an interest in the area as captured in Attachment C, containing detailed information on the land, the lessee, the lease proposal as per Section 4 of the Conservation Act 1987.

· the email also invited iwi representatives to comment and provide feedback on any spiritual, cultural, or environmental impact with respect to the proposal.

54. No objections or requests for hui or kaitiaki site visit were received from the iwi and mana whenua groups who responded.

55. The lessee has agreed, via a community outcomes plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through the trust’s presence in the Far North by having a cultural advisor, partnership with iwi and Māori service providers, delivery of events and workshops that support Māori values, culture and traditions.

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

60. All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Parks and Community Facilities department of the council.

61. Ongoing maintenance of the asset will be covered by the council which is accounted for in current and future budgets.

62. In accordance with the workshop to the local board on 25 June 2024 and in line with all other Waitematā Local Board decisions for community leases regarding rental fees and charges under the Community Occupancy Guidelines 2012 (updated July 2023), the following has been reflected in staff recommendation to the local board:

· Rent - to remain at $1 plus GST per annum and will increase to $1300 in the third year term of the lease.

· Operational charge – to remain at $3257.50 plus GST per annum and increased to $5850 plus GST per annum in the third year term of the lease.

63. Staff have consulted with the Financial Strategy department of the council. No concerns were raised regarding the financial implications for the proposed new lease.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. The flood risk exposure at the site can be mitigated by an appropriate evacuation plan to be implemented by the trust. The trust has been alerted on exposure to this risk to reflect it in their health and safety plan.

65. Should the local board resolve not to grant the proposed community lease to Circability Trust at Victoria Park located at 203-271 Victoria Street, Freemans Bay, the trust’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

66. The new lease affords the trust security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements.

Ngā koringa ā-muri

Next steps

67. If the local board resolves to grant the proposed new community lease, staff will work with the Circability Trust to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Site Plan for Circability Trust
b ⇨	Community Outcomes Plan
c ⇨	Local Board Demographics
d ⇨	Flood risk evacuation route guidance

Ngā kaihaina

Signatories

Authors

Tsz Ning Chung - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/17688

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 Governing Body 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 Governing Body on 19 February 2025.

Ngā tūtohunga

Recommendation/s

That the Waitematā 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
b ⇨	Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

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

File No.: CP2024/16891

Te take mō te pūrongo

Purpose of the report

1. To provide the Waitematā 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) and associated budget of $5,000 into the 2024/2025 work programme.

3. To approve a reallocation of $33,934 from ID 4129 Ponsonby Community Centre to ID 32035 Freemans Bay Community Centre – roof refurbishment.

Whakarāpopototanga matua

Executive summary

4. 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.

5. The key activity updates from this period are:

· ID 4131: Freemans Bay Community Centre – on 23 July 2024 the local board resolved to shift service delivery to community-led.

· ID 22284: (OLI) Ponsonby Park – develop civic park space (stage one) –Presentation to the local board on 24 September 2024 including an update on the delivery of the civic space O’Neill St improvements.

· ID 3532: 192 Parnell Road, Parnell EOI - expressions of interest viewings completed. Staff will complete review of applications in quarter two.

· ID 36993: Karangahape Road - toilet installation - the resource consent notification period is now complete and no submissions were received. A further report will be sent to a new duty commissioner for the final decision.

· ID 46956 - 17 Ring Terrace - landslip remediation / prevention - on 20 August 2024 the board resolved not to reinstate the Ring Terrace Stairs

· ID 4108 - Construction Waste Revolution Project - a services agreement has been awarded to the supplier and a planning meeting was completed to plan out the delivery of the project alongside building consent information.

6. 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), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). The following activity is reported with a status of red (behind delivery, significant risk):

· ID1356 - Waitematā - Cultural Play Festival

7. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note; Waitematā local board area’s net operating expenditure of $10.6 million is 3% below budget for the quarter ended 30 September 2024. Operating revenue is 18 percent above budget and operating expenses are on budget. From the local boards’ Locally Driven Initiatives (LDI) funding, although actual expenditure of $345,000 is 7% below budget, most projects are underway and on track to be completed by year end. Capital expenditure is 50% below budget for the quarter, largely driven by the timing / phasing of the asset renewals programme.

8. 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.

9. Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved. This report provides the opportunity for the local board to approve the Young Enterprise Scheme (WLB) (Activity ID 1273) and associated budget of $5,000 into the 2024/2025 work programme.

10. Staff have identified an underspend for Ponsonby Community Centre (ID 4129) and consider it timely to undertake some necessary works at Freemans Bay Community Hall with a view to ready the space for the new community-led operator by 1 July 2025 (resolution number WTM/2024/111).

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

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

b) note that the Customer and Community Services Capex work programme has been updated to reflect financial deferrals (Attachment C).

c) whakaae / approve Young Enterprise Scheme (WLB) (Activity ID 1273) and associated budget of $5,000 into the 2024/2025 work programme from unallocated locally driven initiatives (LDI) operational budget.

d) whakaae / approve a reallocation of $33,934 from ID 4129 Ponsonby Community Centre to ID 32035 Freemans Bay Community Centre – roof refurbishment.

Horopaki

Context

11. The Waitematā Local Board has an approved 2024/2025 work programme for the following operating departments:

· Customer and Community Services

· Local Environmental

· External Partnerships

· Plans and Places

· Auckland Emergency Management

12. 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 – ECE Operations	Community: Pools & Leisure - ECE Operations
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 – 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: External Partnerships	Group Strategy & CEs Office: External Partnerships
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Natural Environment Design	Community: Environmental Services - Natural Environment Design
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Resilient Land & Coasts	Resilience & Infrastructure: Engineering Assets & Technical Advisory
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

13. The graph below shows how the work programme activities meet Local Board Plan 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. [standard paragraph]

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

14. 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

15. The graph below shows the activity status of activities which shows the stage of the activity in each departments the 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

· ID 4068: Waitematā Youth: spaces and opportunities promoting youth participation, connection and wellbeing - staff have met with cross-council teams and external funders to secure co-investment that increases opportunities for collective impact. Several investors have confirmed their commitment, including Foundation North, Community Safety team, Arts and Culture, and Te Whatu Ora funded CAYAD (Community Action on Youth and Drugs). Details will be finalised once the co-design workshop (November) has been completed.

· ID 4131: Freemans Bay Community Centre – on 23 July 2024 the local board resolved to shift service delivery to community-led. Community wellbeing staff working with community leasing, Parks and Community facilities, and procurement staff to have centre operator in place by 1 July 2025.

· ID 4035: Improve perceptions of safety in the Waitematā local board area - mural on Melrose Road, Newmarket completed in partnership with Newmarket Business Association. Supporting Epsom Community Patrol and their programming in Newmarket, Parnell and Grafton

· ID 1178: Additional hours to network standard: Waitematā (Grey Lynn Community Library) - library staff are regularly seeing customers in the last half hour staying right up to when the door closes or quickly running in to drop off a book or grab a hold minutes before closing, which suggests this half hour is still very valued by the customers.

· ID 22284: (OLI) Ponsonby Park – develop civic park space (stage one) – boundary fencing is complete. Toilet block ha sbeen delivered ot site and refurbished inside. Presentation to the local board on 24 September 2024 including an update on the delivery of the civic space O’Neill St improvements. It has been confirmed there are no design scope changes to the O’Neill St works. Further update coming to the board on 26 November 2024.

· ID 3532: 192 Parnell Road, Parnell EOI - expressions of interest viewings completed. Staff will complete review of applications in quarter two.

· ID 36934: Leys Institute - seismic strengthening and restoration - the first Project Steering Group meeting was held on Thursday 29th August. The third Design Team meeting held on 26th Sept 2024. Currently working on refining and reducing the full option to reduce estimated project cost as per the Local Board's October 2023 decision. Next steps: Work with the indicated stakeholder priorities to reduce the full option scope and estimated costs. Present the revised and reduced full option design to the Waitemata Local Board at the 22nd October workshop.

· ID 46956 - 17 Ring Terrace - landslip remediation / prevention - on 20 August 2024 the board resolved not to reinstate the Ring Terrace Stairs

Activities with significant issues

16. ID 1356: Waitematā Cultural Play Festival – Planning for the 2025 Cultural Play Festival commenced in Q1. Unfortunately, the event contractor has been unsuccessful in securing the necessary external funding. The local board funding will be returned as the event can no longer be delivered.

Activities on hold

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

· ID1330: Grey Lynn integrated facility – project on hold pending completion of phase one of the Waitematā local service property portfolio review (ID4341)

· ID3394: 52 Hepburn Street, Freeman's Bay: vacant site EOI - This item is on-hold, interim occupancy agreement with tenant of 4 Warnock Street, awaiting Area Operations and Asbestos team advice on when tenant can return to 4 Warnock Street.

Young Enterprise Scheme (YES)

18. The Waitematā Local Board has previously funded the Young Enterprise Scheme (WLB (Activity ID 1273) in previous years.

19. Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved.

20. The YES events are delivered by the Auckland Business Chamber on behalf of the Young Enterprise Trust. The responsibility within the Council for the Young Enterprise Scheme (YES) currently sits with the Auckland Council Grants team.

21. The proposed budget for the Young Enterprise Scheme (WLB) (Activity ID 1273) is $5,000 of the boards locally driven initiatives (LDI) operational budget. This amount remains unallocated and can be accommodated from within the local board’s total draft budget for 2024/2025.

Freemans Bay Community Hall

22. Across the Grey Lynn and Ponsonby Community Centres, the board has been allocated $166,260 of Asset Based Services (ABS) operating budget for FY25. Taking into consideration the contractual obligations, plus the top up for the Grey Lynn Community Centre, there is a budget of $33,934 currently unallocated.

23. This budget was incorrectly set aside for the Ponsonby Community Centre to operate the Freemans Bay Community Hall. On 23 July 2024 the Waitematā Local Board resolved to shift service delivery of Freemans Bay Community Hall from an Auckland Council venue for hire to a community-led community centre (resolution number WTM/2024/111). With the board electing to undertake an Expression of Interest this financial year, the $33,934 is now an underspend in FY25.

24. Staff advice is this budget is best re-allocated for the delivery of community-led centres in Waitematā.

25. Freemans Bay Community Hall is scheduled to have a refurbishment of the roof as well as the upstairs toilets and external windows renewed (ID 32035) in February to June 2025. Staff recommend reallocating $33,934 to this project line to complement the scheduled renewal works by delivering an opex based programme of works that will include the deep cleaning of walls and carpets, internal painting touch ups and soft furnishings.

26. Staff are working to ensure Freeman’s Bay Community Hall becomes a community-led centre from 1 July 2025, therefore recommend reallocating $33,934 from Ponsonby Community Centre (ID 4129) to enable Parks & Community Facilities to undertake this work to ready the space in time for the new operator to be implemented.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

28. 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

29. 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

30. This report informs the Waitematā Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

31. ID472: Māori Responsiveness: Local Māori aspirations in Waitematā - Staff are exploring programmes including "A Day with Auckland Council" is in the planning stage with Te Waka Kerewai (Māoi Outcomes Team) and Community Wellbeing. Staff are also working with Studio One Tū Toi on a community exhibition in 2025.

32. ID 1179: Hub services- Waitematā - Tuku Āhuru was an event for our rough sleeping community. It was held during Matariki in early July 2024. 35 people from the street community attended, including one who acted as a volunteer on the day. Attendees made tukutuku panels, connected with staff and learned more about our research offer, including the opportunity to investigate their whakapapa. The event was held in the library whare wānanga and was also attended by staff from our Māori Outcomes unit as well as a community police unit. Outcomes included a focus on inclusion and connecting people from the community to our literacy offers. Acknowledging the majority of people sleeping rough in central Auckland are Māori.

33. ID 1179: Hub services- Waitematā - Te Wiki o Te Reo Māori/Mahuru Māori was an action packed month in September with a wide range of free programmes offered across the Central City Hub including a number of movies in te reo Māori, screening for free with family soaking up the opportunity and with the full support of Disney. As part of the month long activation, several local NGOs were also empowered to deliver events, including LifeWise, Action Education, local Māori weavers and more.

34. ID 1179: Hub services- Waitematā -There were multiple activations, including Kupurori (reo Māori scrabble) hosted by LifeWise, a spoken word showcase, featuring rangatahi Māori poets, Raranga workshops, and had multiple storytimes for children featuing a giant edition of a story, Maui Catches the Sun, by Peter Gossage. Large numbers of people attended, including many families from different parts of the world, eager to learn more about reo Māori and Māori culture.

35. ID 45977: Waitemata storm remediation - Pt Erin pools pathway (external) - Working with Ngaati Whanaunga on a cultural impact assessment before lodging the design package for resource consent.

Ngā ritenga ā-pūtea

Financial implications

36. This report is provided to enable the Waitematā 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.

37. The proposed budget for the Young Enterprise Scheme (WLB) (Activity ID 1273) is $5,000 and can be funded from the local board’s available locally driven initiatives (LDI) operational budget 2024/2025.

Financial Performance

38. Operating expenditure relating to Asset Based Services was above budget by $75,000 year to date, while the LDI funded operational projects are currently 7% below budget. Projects will be monitored closely, and any delivery risks will be brought to the board as part of the next performance report. Film revenue of $12,000 and LDI Opex carry forward of $30,000 were added to this financial year.

39. Operating revenue is $157,000 above budget primarily due to unbudgeted revenue received from Watercare for the lease of reserve land.

40. Q1 Capital spend of $1.9 million represents investments in the renewal and seismic upgrade of Grey Lynn Public Toilet ($492,000), St Stephen’s cemetery walkway renewal ($152,000), Albert Park Toilet Renewal ($80,000) Ponsonby Civic Space ($554,000) as well as other projects across the local board area.

41. The complete Waitematā Local Board Financial Performance report can be found in Appendix B.

Revised Capex Budget

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

43. 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.

44. 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.

45. 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.

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

47. 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

48. 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.

49. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā 24-25 Quarter One Work Programme Update
b ⇨	Waitematā Quarterly Performance Report Sept 2024 - Financial Appendix

Ngā kaihaina

Signatories

Authors	Ali Keiller - Local Board Advisor
Authorisers	Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

Local Government New Zealand (LGNZ) Electoral Reform Working Group - Issues Paper

File No.: CP2024/17298

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for the local board to feed back its responses to the questions raised in the Electoral Reform Group’s Issues Paper.

Whakarāpopototanga matua

Executive summary

2. Local Government New Zealand has established an Electoral Reform Working Group (ERWG) which has published an Issues Paper for public comment. Consultation closes on 19 January 2025. The paper is attached in Attachment A.

3. The chair of the ERWG, Hon Dr Nick Smith, Mayor of Nelson, notes in the foreword:

“This Issues Paper is about Local Government New Zealand leading a discussion on how we can strengthen the democratic mandate we have to represent communities across New Zealand.

The decline in participation in local elections is an existential threat to local government”.

4. The body of this report summarises the issues raised in the paper. Members are encouraged to refer to the Issues Paper itself for further detail.

5. The paper poses five issues. There are questions associated with each issue. The issues are:

Issue 1: The public’s understanding of local government and why it’s important

Issue 2: Understanding candidates and their policies

Issue 3: Voting methods

Issue 4: Administration and promotion of elections

Issue 5: Four-year terms (including transition and implementation).

6. Attached (as Attachments B, C and D) is the previous feedback from local boards on electoral matters.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) provide its feedback on the questions asked in the Electoral Reform Working Group’s Issues Paper.

Horopaki

Context

7. The National Council of LGNZ set up the Electoral Reform Working Group to lead efforts to strengthen local government’s democratic mandate, with a focus on increasing participation in local elections.

8. Members of the working group are:

· Mayor Hon Dr Nick Smith, Nelson City (Chair)

· Mayor Campbell Barry, Hutt City

· Councillor Toni Boynton, Whakatāne District, Co-Chair Te Maruata

· Professor Andrew Geddis, University of Otago

· Mayor Susan O'Regan, Waipā District

· Mayor Rehette Stoltz, Gisborne District.

9. The working group’s issues paper focusses on five key topics:

· The public’s understanding of local government and why it’s important

· Understanding the candidates and their policies

· Voting methods

· Administration and promotion of elections

· The possibility of moving to four-year terms (including how this would work).

10. Feedback on the issues paper will help shape the group’s position paper. A draft position paper will be open for discussion from March to May 2025.

11. The issues paper is on the LGNZ website and available to the public for their comment.

Tātaritanga me ngā tohutohu

Analysis and advice

Issue 1: The public’s understanding of local government and why it’s important

12. Auckland Council has found this to be a key issue in terms of people’s participation in elections. More recently the Joint Governance Working Party has noted this concern through its experience with the review of representation arrangements.

13. Options in the paper for addressing Issue 1 include:

· Greater support for delivery of civics in schools

· Strengthened civics education requirements in the New Zealand Curriculum

· Partnering with community organisations to better engage people who aren’t participating

· Nationwide promotion of local government’s work and value

· Greater use of localism approaches by councils

· Enhancing how councils communicate their value

· Introduce a stewardship function that includes a role of promoting the role of councils.

14. Issue 1 consultation questions:

i) What should be done to improve understanding of local government and its value, and who should hold responsibility for this?

ii) What should be done, given the decline in local media, to increase visibility of local government work and local elections?

Issue 2: Understanding candidates and their policies

15. Auckland Council has found that a lack of knowledge of candidates has been a key reason for people choosing to not vote.

16. Options in the paper for addressing Issue 2 include:

· A centralised digital platform providing candidate information to voters

· Require candidates to provide an explanation of their policies.

17. Issue 2 consultation questions:

i) How should voters receive better information on candidates and their policy positions and whose role should it be?

ii) Is it important to improve candidate knowledge of local government, and if so, how should this be done?

Issue 3: Voting methods

18. The paper notes the decline of postal voting. Staff have reported recently on the possibility of booth voting but have recommended against it because of cost and logistics.

19. Options in the paper for addressing Issue 3 include:

· Postal voting, booth voting, online voting (the paper lists advantages and disadvantages of each)

· Options to improve the existing postal system, such as making it possible for voters to download voting papers rather than have them posted.

20. Issue 3 consultation questions:

i) Given the challenges outlined, what should be the future method (or methods) of voting in local elections, and why?

ii) Should the voting method (or methods) be nationally consistent or decided locally, and why?

iii) What short-term improvements should be made to the postal voting system, until a permanent solution can be implemented?

Issue 4: Administration and promotion of elections

21. Postal voting requires equipment that is used only every three years, such as commercial grade optical scanners for processing votes. Auckland Council believes it is reasonable to contract services which provide these when required from suppliers who have experience and long-standing reputations. If such suppliers did not exist then the council would be in the position of having to run elections in-house.

22. Auckland Council has previously supported local elections being administered by the Electoral Commission. This would not be taking decision-making away from council elected members since elections are required to be run at arm’s length from elected members. There could be issues relating to funding. If the Electoral Commission was totally government funded it might be expected to apply a standard approach across the country, which might not be desirable. Alternatively there might be variation between councils if funding was by way of a levy, or charge for services, where the level of service might be negotiated.

23. Options in the paper for who is responsible for the administration of local elections include:

· Councils administer elections in-house

· Councils outsource administration to commercial third-parties

· Electoral Commission administers elections.

24. Options for who could be responsible for promoting local elections include:

· Councils (in-house)

· A national umbrella organisation (either funded by councils or centrally)

· The Electoral Commission.

25. Issue 4 consultation questions:

i) Who should administer local elections, and why?

ii) Who should be responsible for promoting local elections, and why?

Issue 5: Four-year terms (including transition and implementation)

26. Options in the paper for aligning local and central government four-year terms include:

· One year apart – to allow three years with stable central and local government

· Two years apart – every two years there is either a central government election or local government election

· In same year or even concurrently. If concurrent this could lead to higher turnout for local elections however voting would be more challenging to the voter who would need to vote for: electorate Member of Parliament, Parliamentary political party, Mayor, ward councillor, local board members. It would also provide 4 years without elections.

27. Ideas on transition:

· The paper seeks views on whether changing the term from 3 years to 4 years should affect planning documents that are based on a 3 year term, such as the Long-term Plan.

· In addition, it would make sense for the term of appointment to council-controlled organisations to move to 4 years.

28. Noting that moving to a 4 year term could decrease elected members’ accountability to the electorate, options in the paper to address accountability include:

· Retain status quo arrangements for Ministerial powers of intervention

· Minister to have stronger powers of intervention, councils to have stronger codes of conduct and stronger powers for chairs of meetings

· Recall elections – a petition can trigger a re-election in order to remove one or more members

· An external body or stewardship agency to hold elected members to account.

29. Issue 5 consultation questions:

i) Which of the three timing options, for a four-year term, do you prefer?

ii) How should councils’ budget and planning cycles be adjusted to a four-year term?

iii) Do four-year terms for local councils require increased accountability mechanisms, and if so, which do you support?

30. The paper invites any other ideas or options to improve participation in local elections.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. This report deals with an Issues Paper relating to electoral processes. There are no proposals in the report which impact on climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. The Issues Paper deals with the election of elected members. One of proposals is to extend the electoral term from three years to four years. This could provide council-controlled organisations with a longer period of political consistency.

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

Local impacts and local board views

33. This report seeks the views of local boards which will be reported to the Governing Body and form part of the response of Auckland Council to the invitation for comments.

Tauākī whakaaweawe Māori

Māori impact statement

34. The Issues Paper does not consider any issues specific to Māori however the overall concern in the paper is about how to improve electoral turnout. Improvements to the community’s understanding of local government and how to participate meaningfully in elections may also benefit Māori.

Ngā ritenga ā-pūtea

Financial implications

35. While the decision to provide feedback on an Issues Paper does not in itself have any financial implications, some of the proposals in the paper will have financial implications. If elections are run every four years rather than every three years as at present, there will be a significant saving.

36. Similarly there will be financial implications if the responsibility for elections moves to the Electoral Commission. There are no proposals for how this might be funded and so the implications are not known.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. A key risk this paper is trying to address is the decline in the democratic mandate. It is important to support all efforts to improve the metrics around elections.

Ngā koringa ā-muri

Next steps

38. Feedback from local boards will be reported to the Governing Body and added to any feedback provided by Auckland Council.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Electoral Reform Working Group Issues Paper
b ⇨	Local board feedback on the evaluation of the 2022 elections
c ⇨	Local board feedback on the submission to the Justice Committee Inquiry into the 2022 elections
d ⇨	Local board feedback on the submission to the Future for Local Government Review report

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor Governance

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

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

File No.: CP2024/17471

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 Waitematā 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
b ⇨	Advisory structure memberships and meetings

Ngā kaihaina

Signatories

Authors

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

Nick Palmisano - Senior Local Board Advisor

Waitematā Local Board

19 November 2024

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

File No.: CP2024/17470

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 Waitematā 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

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
b ⇨	Process to develop revised open space provision standards

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield – Senior Advisor, Community Investment

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason – General Manager Policy

Nick Palmisano - Senior Local Board Advisor

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Anahera Rawiri
	Richard Northey, (ONZM)
	Sarah Trotman, (ONZM)

Authors	Katherine Kang - Democracy Advisor
Authorisers	Nick Palmisano - Senior Local Board Advisor