Agenda of Kaipātiki Local Board - Wednesday, 20 November 2024

1 Nau mai | Welcome

The meeting will be opened with a karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Local Area Manager in the first instance.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Kaipātiki Local Board:

a) whakaū / confirm the ordinary minutes of its additional meeting, held on Wednesday, 23 October 2024, including the confidential section, and the extraordinary minutes of its meeting, held on Wednesday, 6 November 2024, including the confidential section, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

6.1 Anthony Gerald (Tony) Lanigan

Te take mō te pūrongo

Purpose of the report

1. To acknowledge the passing of Anthony Gerald (Tony) Lanigan, a prominent member of the community, and send its sincere condolences to the Lanigan family and friends.

Whakarāpopototanga matua

Executive summary

2. The Kaipātiki Local Board would like to acknowledge the death of Anthony Gerald (Tony) Lanigan. Tony died on the 24^th of October 2024 in the presence of his family.

3. In the 2013 New Year Honours, Lanigan was appointed a Member of the New Zealand Order of Merit, for services to tertiary education and the community.

4. Tony was a New Zealand Civil Engineer. He was the first Chancellor of Auckland University of Technology from 2000 to 2001, and a founding Director in New Zealand of the international charity, Habitat for Humanity. Tony also worked with the Daughters of Charity to establish De Paul House in Northcote.

5. Background

Tony spent his childhood in Northcote. He came from a strong Catholic family and was a member of the St Mary’s parish. Tony was educated at St Peter's College, where he was joint proxime accessit. In 1973, Tony then completed a Master of Engineering degree at the University of Auckland.

6. In 1972, he married Krys and they had three children Krysia, Therese and Mark. Over recent years he became a very keen cyclist and enjoyed being grandfather to Anya, Theo, Estella, Charlotte, Violet, Joe, Jeremy, and Louie.

7. Professional career

Tony’s engineering research into the prediction of thermal stress conditions in box girder bridges stemmed from post-construction problems with the Newmarket Viaduct. The research yielded a design approach for accommodating solar-induced thermal loads on civil engineering structures.

8. A Civil Engineer, Lanigan was Engineering Director for Babbage Partners and later, Technology Director for Fletcher Challenge Building Industries Group and buildings project sector, General Manager of information services for the Fletcher Construction Company and General Manager of Fletcher Project Services. Lanigan was Principal of AG Lanigan and Associates Ltd. https://en.wikipedia.org/wiki/Tony_Lanigan - cite_note-6.

9. He held directorships in several private companies, was a foundation trustee and was the Chairman of New Zealand Housing Foundation (a not-for-profit, charitable trust delivering affordable home ownership for low-income households, and served with other charitable trusts. He was Director of Infrastructure Auckland for five years, between 2000 and 2004.

10. Lanigan was a director of Inframax Construction Ltd and a member of the advisory board of GHD New Zealand Ltd. In 2011, he was a member of the board of the NZ Transport Agency.

11. Auckland University of Technology

Tony was appointed to the council of the Auckland Institute of Technology in 1996 and from February 1999 until the end of that year, he was the Chairman. Following this, he was Chancellor of the Auckland University of Technology between 2000 and 2001 (the first chancellor of the new university), where he was also a founding Trustee from 1998 to 2001.

12. Habitat for Humanity

In 1992 Tony was invited by Michael Powell, a New Zealander who had lived in the United States of America, to start Habitat for Humanity New Zealand along with Ian Hay. A foundation Director of Habitat for Humanity New Zealand from 2003, and the following year was appointed Chair. He was elected Vice Chair of the Habitat for Humanity International board of directors in 2007. https://en.wikipedia.org/wiki/Tony_Lanigan - cite_note-11 In the role, he was responsible for international programmes assisting over 60,000 families annually with their housing needs.

13. Good Shepherd College

In 2012, Tony was appointed Chairman of the Good Shepherd College (which is a college established for people to study theology and ethics).

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakamihi / acknowledge the passing of Tony Lanigan and express its sincere condolences to the Lanigan family and friends.

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 Kaipātiki 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 Beach Haven Tennis Club

Te take mō te pūrongo

Purpose of the report

1. The purpose of this deputation is to update the Kaipātiki Local Board regarding Beach Haven Tennis Club.

Whakarāpopototanga matua

Executive summary

2. Angelique Blom, Club President, on behalf of Beach Haven Tennis Club, will be in attendance to address the board on this item.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whiwhi / receive the deputation from Beach Haven Tennis Club and thank Angelique Blom for her attendance and presentation.

Attachments

a 20 November 2024 - Kaipātiki Local Board business meeting - Beach Haven Tennis Club Local Board Update....... 617

8.2 Shepherd's Park Squash Club

Te take mō te pūrongo

Purpose of the report

1. The purpose of this deputation is to update the Kaipātiki Local Board regarding Shepherd’s Park Squash Club.

Whakarāpopototanga matua

Executive summary

2. Paul Cornish, Club President, on behalf of Shepherd’s Park Squash Club, will be in attendance to address the board on this item.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whiwhi / receive the deputation from Shepherd’s Park Squash Club and thank Paul Cornish for his attendance and presentation.

Attachments

a 20 November 2024 - Kaipātiki Local Board business meeting - Shepherd's Park Squash Club Local Board Update............................................................ 623

8.3 Kaipātiki Community Facilities Trust (KCFT) Quarter 1 Report

Te take mō te pūrongo

Purpose of the report

1. The purpose of this deputation is to provide the Kaipātiki Local Board regarding Kaipātiki Community Facilities Trust (KCFT’s) with a quarter one update.

Whakarāpopototanga matua

Executive summary

2. Jill Nerheny, Team Lead Community Development, on behalf of KCFT, will be in attendance to address the board on this item.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whiwhi / receive the deputation from KCFT and thank Jill Nerheny for her attendance and presentation.

Attachments

a 20 November 2024 - Kaipātiki Local Board business meeting - KCFT Work Schedule Y25 Q1............................... 637

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Kaipātiki Local Board

20 November 2024

Naming two new public roads and two new private roads at 60 Kaipātiki Road, Glenfield

File No.: CP2024/16753

Te take mō te pūrongo

Purpose of the report

1. To seek approval to name two new public roads and two new private roads, being commonly owned access lots, created by way of a subdivision development at 60 Kaipātiki Road, Glenfield.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the developer shall be given the opportunity to suggest their preferred new road name/s for the local board’s approval.

3. The developer and applicant, Kaipātiki FRL General Partner Limited has consulted with the Chair of the Marutūāhu Rōpū on this application. The Marutūāhu Rōpū is a collective of the Māori iwi of the Hauraki region. The rōpū comprises Ngāti Maru, Ngāti Pāoa, Ngāti Tamaterā, Ngāti Whanaunga and Te Patukirkiri. The Marutūāhu iwi are descended from Marutūāhu, son of Hotunui.

4. On behalf of the Marutūāhu Rōpū the Chair has gifted several names to the applicant to use as road names in this development. The applicant has adopted these names, and they are presented below for consideration by the local board.

5. The proposed road name options have been assessed against the guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245. The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

6. The proposed names for the new public and private roads at 60 Kaipātiki Road are:

Road Reference	Applicant’s Preference
Road 1	Wakatūria Place
Road 2	Ngakete Crescent
Commonly Owned Access Lot 1	Tāiko Lane
Commonly Owned Access Lot 2	Muriroa Lane

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / approve the following names for the new public and private roads created by way of subdivision undertaken by Kaipātiki FRL General Partner Limited at 60 Kaipātiki Road, Glenfield, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60423270, SUB60423272, road naming reference RDN90119442).

Horopaki

Context

7. Resource consent reference BUN60423270 (subdivision reference number SUB60423272) was issued in August 2024 for the construction of 96 new residential freehold units, two public roads and two commonly owned access lots.

8. The site and location plans of the development can be found in Attachment A and Attachment B of the agenda report.

9. In accordance with the standards, every public road and any private way, commonly owned access lot (COAL), or right of way, that serves more than five lots generally requires a new road name in order to ensure safe, logical and efficient street numbering.

10. Therefore, in this development the public roads require a name as do the two COALs as they each serve more than five lots. This can be seen in Attachment A of the agenda report, where the roads that require a name are highlighted.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity to suggest their preferred new road name/s for the local board’s approval.

12. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

13. Theme: The proposed names reflect the ancestral linkage the Marutūāhu Rōpū have to the area. The Marutūāhu Rōpū comprises Ngāti Maru, Ngāti Pāoa, Ngāti Tamaterā, Ngāti Whanaunga and Te Patukirkiri. As the names have been gifted no alternatives have been provided.

Road Reference	Proposed name	Meaning (as described by applicant)
Road 1	Wakatūria Place	Marutūāhu Tupuna who lived in the area. Gifted from Marutūāhu
Road 2	Ngakete Crescent	Marutūāhu Tupuna who lived in the area. Gifted from Marutūāhu
COAL 1	Tāiko Lane	Marutūāhu Tupuna who lived in the area. Gifted from Marutūāhu
COAL 2	Muriroa Lane	Marutūāhu Tupuna who lived in the area. Gifted from Marutūāhu

14. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

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

16. Road Type: ‘Place’ and ‘Crescent’ are acceptable road types for the new public roads and ‘Lane’ is an acceptable road type for the new private roads, suiting their form and layout.

17. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

20. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

21. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

22. The applicant has consulted with the Chair of the Marutūāhu Rōpū who has gifted the names put forward in this report. The gifting from iwi carries with it an important level of respect to the recipient and as such should be considered a ‘taonga’ (treasure). As a result, no further consultation has been undertaken in this instance and the applicant now wishes to proceed and present the names for a decision from the local board.

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

Ngā ritenga ā-pūtea

Financial implications

24. The road naming process does not raise any financial implications for the council.

25. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

27. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - 60 Kaipātiki Road Glenfield Site Plan	15
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - 60 Kaipātiki Road Glenfield Location Map	17

Ngā kaihaina

Signatories

Author

Mira Narula - Asset Monitoring Officer - Eke Panuku Development

Authorisers

Trevor Cullen - Team Leader Subdivision

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Adoption of the Kaipātiki Local Board Emergency Readiness and Response Plan

File No.: CP2024/16337

Te take mō te pūrongo

Purpose of the report

1. To adopt the Kaipātiki Local Board Emergency Readiness and Response Plan (refer to Attachment A of the agenda report).

Whakarāpopototanga matua

Executive summary

2. The Kaipātiki Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Local Board Plan 2023 objective to ‘support opportunities to improve local preparedness for a civil defence emergency’.

3. The development of the Kaipātiki Local Board ER&R Plan is a key initiative identified in the Auckland Emergency Management Group Plan 2024-2019. Group Plan Initiative #16 is to “work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency.”

4. The Kaipātiki Local Board ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency. The plan also includes information about reducing or minimising the risk of hazards and includes key information to support a community’s recovery following an emergency event.

5. The plan has been developed in conjunction with the local board, marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services, Health NZ, the Auckland Council Demographic Panels, as well as the council departments of Healthy Waters, Community Wellbeing (formerly Connected Communities), the Tāmaki Makaurau Recovery Office and key community groups with an interest in emergency readiness and response.

6. A two-stage launch strategy is proposed for the release of the ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption and a full public launch commencing February 2025. The public launch will include promoting the plans in traditional media, on social media platforms and in hard copy.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whai / adopt the Kaipātiki Local Board Emergency Readiness and Response Plan (refer to Attachment A of the agenda report).

b) tautapa / delegate to the Kaipātiki Local Board Chairperson the ability to approve minor amendments of the document ahead of publication.

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergency. Group Plan Initiative #16 prioritises the preparation of local board ER&R Plans to meet this objective. The Kaipātiki Local Board ER&R Plan contributes to the delivery of the objective ‘support opportunities to improve local preparedness for a civil defence emergency’ in the Kaipātiki Local Board Plan 2023.

8. The purpose of the ER&R Plan is to support local emergency readiness by working with local boards to prepare, communicate and embed the plan. The development of the ER&R Plan was carried out in collaboration with the Kaipātiki Local Board over the course of 2024.

9. The ER&R Plan has been developed through two workshops with the Kaipātiki Local Board which covered the following topics:

· Workshop one (14 February 2024): The initial ER&R Plan template was presented to the Kaipātiki Local Board. Discussion focused on identifying and/or confirming hazards specific to the Kaipātiki Local Board area and identifying potential Civil Defence Centres.

· Following workshop one the Kaipātiki ER&R Plan Working Group was established and included the nominated Local Board Emergency Readiness and Response Lead(s), the Senior Community Planning and Readiness Advisor, Community Wellbeing Advisor (formerly Connected Communities) and local board services kaimahi. The ER&R Plan Working Group met throughout the development of the ER&R Plan and between workshops one and two.

· Workshop two (25 September 2024): Feedback from targeted stakeholder consultation was reviewed and the text of the final draft ER&R Plan presented. The design proof from the pilot local board (Devonport-Takapuna) ER&R Plan was shared and agreement sought on launch and testing activities.

10. In addition to input from the ER&R Plan Working Group, this ER&R Plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency NZ and Police), Health NZ, the Auckland Council Demographic Panels, as well as council departments of Healthy Waters, Community Wellbeing (formerly Connected Communities), the Tāmaki Makaurau Recovery Office. Established Community Emergency Hubs and key community groups with an interest in emergency readiness and response have also been involved in the development of the plan. A summary of this feedback is provided in paragraphs 13 through 19 of this report.

11. The ER&R Plan is a foundation document to communicate local board area specific information about the top emergency hazards for the area, tips, and ideas on how to reduce the risk and/or impact of these hazards, how to be emergency ready, where to go and what to do during an emergency response and key information to support a community’s recovery. The ER&R Plan will support and guide community groups in their reduction, readiness, response, and recovery planning activities.

12. Figure 1 shows the hierarchy of plans and how the different plans relate to one another. Community groups will be able to use the area specific, technical information, advice and guidance in the ER&R Plan as a foundation, or guide, for forming their own Community Plans with assistance from Auckland Emergency Management. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses, and communities to confidently base their own readiness activities on.

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of feedback from the local board and the ER&R Plan Working Group

13. Feedback received at local board workshops and from the ER&R Plan Working Group reinforced the importance of consistent messaging through all the local board plans to ensure consistency (especially with the local boards bordering Kaipātiki), the need to encourage Community Emergency Hubs that are reflective of the diverse population of Kaipātiki, and the importance of including local area specific information in the introduction and local context sections of the plan.

14. Civil Defence Centre feedback has been gathered regarding current and possible future locations within the Kaipātiki local board area and will be fed into the wider review of Civil Defence Centres currently underway by Auckland Emergency Management to build better response capacity for the community.

Summary of community feedback

15. Auckland Emergency Management staff engaged with key community groups with an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan and to ensure the plan meets the needs of the community. The engagement process included presentations to community groups, opportunities for individual feedback, and face-to-face meetings. Out of engaging with the following nine identified groups, six provided feedback as indicated by the asterix below.

· Kaipātiki Project*

· Kaipātiki Community Facilities Trust*

· Hearts & Minds*

· Highbury House*

· Glenfield Community Centre*

· Open & Connect*

· Awataha Marae

· Bayview Community Centre

· Birkdale Beach Haven Community House.

16. The six community groups who provided feedback provided useful input into the Community Emergency Hub section of the ER&R Plan, the role of the community section, and the introduction, specifically featuring that “Kaipātiki is a close-knit community”. These comments have been integrated into the plan. A specific comment from a community group stated, “What an excellent piece of work! Appreciate the practical element too with the pull- outs, they really are an effective way to convey key information quickly…great to see the plan acknowledging the additional difficulties migrants and English-as-second-language speakers can face during a disaster…there seems to be a ‘can-do’ community spirit underpinning the plan which is great to see”.

17. As a result of the feedback received, the role of the community, introduction and Community Emergency Hub sections of the plan were updated.

Feedback from council’s demographic panels

18. Over June and July 2024, Auckland Emergency Management presented a draft ER&R Plan for the six Auckland Council demographic panels which represent Ethnic Communities, Pacific Peoples, Youth, Seniors, Disability and Rainbow Communities. Feedback centred around:

· communication of the plan post-adoption.

· images within the plan to be representative of Auckland’s diversity.

· training opportunities for Community Emergency Hubs to be inclusive of diversity.

· the plans being condensed.

· including advice for apartment dwellers.

· diverse life experiences and input from one panel is also relevant to circumstances of other communities.

19. Particular attention has been given to making the ER&R Plans representative of Auckland’s diverse communities. This includes ensuring that images are inclusive and representative, that the plan is concise and accompanied by easier to read summary documents and fact sheets. Separate to the ER&R Plan, Auckland Emergency Management is developing guidance for apartment dwellers and will build inclusiveness into future Community Emergency Hub guidance documentation.

Launch strategy for ER&R Plan

20. A two-stage launch strategy is proposed for the release of the ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption at the Kaipātiki Local Board Business meeting, and a full public launch commencing February 2025.

21. The two-stage launch strategy allows for a celebration and acknowledgement of the completion of the plan with those closely involved in its development, whilst allowing time for the printing and publication of the ER&R Plan and supporting promotional documentation, the preparation of translated and accessible versions of the documents, and the organising of any public events to support a full public launch. For further information refer to Attachment B of the agenda report: Local Board Emergency Readiness and Response Plan – Launch Strategy.

Update process for the ER&R Plan

22. As the ER&R Plan is a new local board and community resource, Auckland Emergency Management will conduct a first review of the ER&R Plan as part of the FY25/26 local board work programme. Whilst much of the content within the plan will remain unchanged, the initial review is a good opportunity to update any changes to contact information or identified Civil Defence Centre and/or Community Emergency Hub locations. Following this initial review, reviews will then occur on a three yearly basis (or as required) to align with the local board plan cycle.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. The ER&R Plan identifies actions that can be taken to increase individual and community readiness and resilience in the face of increased frequency and severity of weather events associated with climate change. The ER&R Plan identifies tips and activities that communities can do to reduce the risk of a climate related emergency hazard (and other non-climate hazards) or its impact.

24. Further work delivered by Auckland Emergency Management over 2025 and beyond will seek to embed the ER&R Plan by working alongside members of the Kaipātiki Local Board and their communities, to provide information on actions that reduce risks, to be emergency ready and to respond to, and recover from, future emergency events.

25. Auckland Emergency Management’s community outreach workstream forms part of a joined-up approach with other parts of Auckland Council that collectively seek to support communities in discussions around climate change, adaptation, emergency preparedness and recovery. As such, Auckland Emergency Management is collaborating with Environmental Services, the Chief Sustainability Office, Healthy Waters, and the Tāmaki Makaurau Recovery Office in particular. The intention is to ensure all departments are coordinated in their approach, understand each other’s objectives and workstreams, and to provide joined up advice to community groups.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The Kaipātiki Local Board ER&R Plan has provided an opportunity to partner and collaborate with many departments across the council group.

27. Auckland Emergency Management sought input from, and has built relationships with, Local Board Services, Community Wellbeing Department, the Tāmaki Makaurau Recovery Office, the Assets, Engineering and Technical Advisory Department, Healthy Waters (specifically team delivering the Blue Green Network Programme), and the Chief Sustainability Office in particular. Governance and engagement (local board teams) have provided advice and guidance through the development of the ER&R Plans.

28. Council Controlled Organisations such as Auckland Transport and Watercare Limited, are connected to this work through both the Coordinating Executive Group (CEG) and through the Lifelines Utilities Programme (representing electricity, cellular network, water and roading providers). The Lifelines Utilities Advisor has been consulted through the development of the ER&R Plan.

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

Local impacts and local board views

29. The ER&R Plan contributes to the delivery of the Local Board Plan 2023 objective ‘communities live more sustainably and are prepared for the impacts of climate change.’ The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

30. The development of the ER&R Plan was carried out in collaboration with the local board over the course of 2024 as outlined in paragraph 9 of the report. Throughout the development of the ER&R Plan the views of the local board were sought and the feedback received was used to shape and inform the plan’ development. Auckland Emergency Management staff also engaged with key community groups who have an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the local community. Paragraphs 13 through 19 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

31. Following the adoption and publication of the plan, community groups will be able to use the area specific technical information, advice and guidance in the ER&R Plan as a foundation or guide for forming their own community plans. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses and communities to confidently base their own readiness activities on.

32. The ER&R Plan provides key emergency contact information that local board members can pass on to their communities. The ER&R Plan clarifies roles and responsibilities through reduction, readiness, response, and recovery. Cross boundary issues have been considered, with the maps incorporated within the plan showing hazards, Civil Defence Centres and Community Emergency Hubs both within the local board area/rohe and those areas immediately adjacent.

33. Over 2025, Auckland Emergency Management will embed key concepts of the ER&R Plan through community outreach activities. Local board members have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Tauākī whakaaweawe Māori

Māori impact statement

34. The impacts on Māori from disasters can be significant and there are real strengths in integrating kaupapa Māori, mātauranga Māori and tikanga Māori into resilience building for disasters. Auckland Emergency Management are committed to honouring Te Tiriti o Waitangi by ensuring the views and knowledge of Iwi and Māori are reflected.

35. During the North Island Severe Weather Events of 2023, 13 marae were actively involved in the response, feeding, sheltering and comforting people who had been displaced by the event. Of those 13, eight have already become part of Auckland Emergency Management’s Whakaoranga Marae Whakaoranga Whānau Programme, which supports marae emergency readiness. These marae are listed in the ER&R Plans as places people can turn to for support in an emergency, along with other marae who have indicated they have the resource to offer similar support in the future. Auckland Emergency Management understand that not all marae have the resources available to support the wider community in an emergency response and have only identified those who have confirmed they are able to respond and support others.

36. Auckland Emergency Management, through the Principal Iwi/ Māori Resilience Advisor, will continue to work with marae, mana whenua and mataawaka to support marae and iwi in their emergency readiness activities, with support from the Ngā Mātārae and Resilience and Infrastructure Directorate Māori Outcomes Lead. Should additional marae confirm that they are in a position to support the wider communities and wish to be included in the ER&R Plan, Auckland Emergency Management will ensure they are included in future iterations and updates to the ER&R Plan.

Ngā ritenga ā-pūtea

Financial implications

37. The activities associated with delivering and launching the ER&R Plans and the community emergency readiness programme are funded through the Auckland Emergency Management operating budget and/or are resourced internally. This includes the printing of the ER&R Plans, the printing and translation of supporting summary documentation, the preparation of proactive media articles, social media campaigns and provision of documentation to key community information points such as the Auckland Council libraries, Citizen Advice Bureau(s), Neighbourhood Support and others. For further information refer to Attachment B of the agenda report.

38. Further work to embed the key messaging associated with the ER&R Plans will be funded through Auckland Emergency Management operating budget and/or are resourced internally. Continuing work to identify and support community groups who have an interest in establishing future Community Emergency Hubs will be funded through the Auckland Council Local Preparedness Storm Fund, in addition to internal resourcing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. Key risks to the implementation of the Kaipātiki Local Board ER&R Plan, as outlined in this report should be acknowledged and include:

· A delay in adopting the ER&R Plan, or non-adoption – The ER&R Plan contains critical emergency information which people feel they do not have access to through other means. Delay in, or not adopting the ER&R Plan will mean that this local board area will not be able to succinctly provide this information to residents. The ER&R Plan is a foundation document that will underpin community emergency readiness discussions, activities and support over 2025. A delay in adopting the ER&R Plan, or non-adoption would also negatively impact the delivery of this planned community engagement and readiness programme. The opportunity to refresh Civil Defence Centres, Community Emergency Hub or marae locations in a year’s time mitigates needing to hold back the plan’s adoption for additional locations to be included.

· Response risk – Should the Emergency Coordination Centre be activated, all day-to-day work to publish, launch and embed the ER&R Plan will be temporarily put on hold to enable kaimahi to prioritise supporting the community through the emergency response period. The recommendation is that this risk is acknowledged, noting work would recommence as soon as AEM’s response personnel are stood down.

· Embedding the ER&R Plans – The ability to support community groups with readiness activities using the ER&R Plan is constrained by the internal resourcing of Auckland Emergency Management. To mitigate this risk, Auckland Emergency Management is seeking to partner with departments across Auckland Council and other agencies (such as Fire and Emergency New Zealand, and Neighbourhood Support) to increase reach. Auckland Emergency Management is also seeking to fund community facilitators to run workshops and training programmes for marae and community groups to increase capacity and reach.

Ngā koringa ā-muri

Next steps

40. Auckland Emergency Management will progress the publication of the Kaipātiki Local Board ER&R Plan and commence communication and launch activities as outlined in this report. This includes a ‘soft launch’ following the adoption of the ER&R Plan and a full public launch over February and March 2025.

41. Over 2025, Auckland Emergency Management will seek to embed key concepts of the ER&R Plan through community outreach activities. Auckland Emergency Management will refocus efforts to support interested community groups in community emergency planning activities. For community groups wishing to stand up a Community Emergency Hub, facilitated workshops will be available over 2025 which seek to empower groups to support their networks during an emergency. Community groups who do not want to become a Community Emergency Hub will also be supported with resources to help their members get ready for an emergency, together with presentations, and the promotion of key readiness messaging at events.

42. Local board members also have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board Emergency Readiness and Response Plan	27
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Local Board Emergency Readiness and Response Plan - Launch Strategy	57

Ngā kaihaina

Signatories

Author

Jessica Donaldson, Senior Community Planning and Readiness Advisor - Auckland Emergency Management

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Kōkiri Report: Local Board Transport Capital Fund – Cresta Avenue Parking Project

File No.: CP2024/17116

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to update the Kaipātiki Local Board on the outcome of the public consultation on the Cresta Avenue parking project and seek feedback and direction from the local board.

Whakarāpopototanga matua

Executive summary

2. This report confirms completion of public engagement on the proposed Cresta Avenue Parking upgrades. Engagement is finished and Auckland Transport (AT) requests the local board consider it and provide its direction about the projects next phase. This project has a “collaborative” level of engagement so Local Board feedback is sought by resolution.

3. The Kaipātiki Local Board allocated funds from their Local Board Transport Capital fund to install angled parking on Cresta Avenue in Beach Haven due to the high parking demand for local sports clubs and facilities in the area.

4. This project also addresses safety concerns near the intersection of Cresta Avenue and Beach Haven Road.

The proposal includes:

· Change parallel parking spaces to angled parking on the east side of Cresta Avenue which will provide an additional 25 parking spaces.

· Paint white parking limit lines (sometimes known as hockey sticks) on the west side of Cresta Avenue.

· Paint ‘no stopping at all times’ (broken yellow lines) around the intersection of Cresta Avenue and Beach Haven Road.

· Paint new road markings and install a Give Way sign at the intersection. 

5. At the workshop local board members requested that broken yellow lines be installed in Beach Haven Road opposite the Cresta Avenue intersection.

6. AT Transport Operations have advised that, following an assessment, they would not support their introduction as they cannot be justified.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

i) whakaae / acknowledge the outcome of the public consultation and support the progress and implementation of the project.

Horopaki

Context

7. A workshop was held with the local board on 23 October 2024 presenting the outcome of the public consultation (refer to Attachment A of the agenda report).

8. The proposal is to implement angle parking in Cresta Avenue with 43 angle parking spaces instead of the current 18 parallel spaces – a net gain of 25 spaces.

9. Engagement was undertaken on this project which received 23 submissions of mixed feedback with submissions in support agreeing the project would make the intersection safer.

10. Auckland Transport reports completion of public engagement and asks Kaipātiki Local Board to consider the feedback and provide direction about the next step.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

13. Any ‘Collaborate’ or ‘Consult’ project involves Local Board decisions that need to be taken and recorded, this report is to provide the decisions relating to the delivery of the following Local Board Transport Capital Project: Cresta Ave Parking Project.

14. AT notes that the level of engagement in the Kōkiri Agreement for this parking proposal is collaborate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The Local Board Transport Capital Fund Projects were initiated by Kaipātiki Local Board and do not impact on Council facilities.

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

Local impacts and local board views

18. The Local Board Transport Capital Projects were initiated by Kaipātiki Local Board and were workshopped with members prior to this report being submitted. At that workshop, Local Board members expressed general support of the proposal outlined in this report.

19. Likewise, the local community has been engaged with and provided mixed feedback on the proposed project.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

23. The Kaipātiki Local Board have already committed funds from the Local Board Transport Capital Fund to progress this project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. This project is low risk as it involves only surface marking. However, all proposals do have some risk as any project can be affected by a range of factors including such things as weather and contract availability.

Ngā koringa ā-muri

Next steps

25. Timeframes for implementation will be provided to the Local Board once the project is confirmed.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Auckland Transport workshop presentation of outcome of public consultation	63

Ngā kaihaina

Signatories

Author

Marilyn Nicholls, Elected Member Relationship Partner - Auckland Transport

Authorisers

John Gillespie, Head of Stakeholder and Community Engagement - Auckland Transport

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Kōkiri Report: Local Board Transport Capital Fund Project – Pupuke Road Ocean View Road Intersection

File No.: CP2024/17124

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to update the Kaipātiki Local Board on the outcome of the public consultation on this project, and to seek feedback and direction from the local board.

Whakarāpopototanga matua

Executive summary

2. This report confirms completion of public engagement on the proposed upgrade of the Pupuke Road, Raleigh Road, Ocean View Road Intersection. Engagement is finished and Auckland Transport (AT) requests the local board consider it and provide its direction about the projects next phase. This project has a “collaborative” level of engagement so local board feedback is sought by resolution.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

i) whiwhi / receive the outcome of the public consultation.

ii) tautoko / support Auckland Transport progressing the Pupuke Road, Raleigh Road, Ocean View Road Intersection proposal to final design and implementation.

Horopaki

Context

3. A workshop was held with the local board on 23 October 2024 presenting the outcome of the public consultation (refer to Attachment A of the agenda report).

4. Wide engagement was undertaken on this project with Northcote residents, stakeholders, and surrounding neighbourhoods through a variety of methods, including:

· Postcard mail-out to residences in Northcote and the surrounding neighbourhoods.

· Street signs, street furniture, and dairy posters at targeted areas in Northcote and the surrounding neighbourhoods.

· Geo-targeted social media ads.

· Two community drop-in sessions at Northcote Library: Friday, 12 July 2024 | 2-4pm and Saturday, 20 July 2024 | 11am - 1pm.

· Memos to emergency services agencies for the area.

· Contacting various education, health, childcare, sporting clubs, and other community service organisations to participate in the consultation and help share information to their audiences throughout the consultation period.

5. The public submissions to the project consultation received mixed feedback with submissions in support agreeing the project would make the intersection safer.

6. Submissions not supportive of the proposal had concerns about congestion or other points (noted in the presentation – Attachment A), but not the safety aspects of the project. These concerns can be addressed without major changes to the design.

7. Located in the central part of Northcote, the intersection of Pupuke Road, Raleigh Road, and Ocean View Road is a key connector of people in Northcote to places in the wider North Shore.

8. Many commercial vehicles also travel through the intersection to transport goods and services as well as three bus routes that connect to destinations in Hillcrest, Sunnybrae, and the Akoranga Bus Station.

9. Because of the above factors and feedback from residents, Kaipātiki Local Board has prioritised the Pupuke Road-Ocean View Road-Raleigh Road intersection for upgrades with funding by its Local Board Transport Capital Fund (LBTCF).

10. After thoroughly evaluating the intersection, a plan was developed to address safety, traffic management, and accessibility needs now, and in the future, while also making the best use of the available funding.

Drawing of the Pupuke Road, Ocean View Road, and Raleigh Road intersection. Visual overview of the proposed upgrades to the Pupuke Road, Ocean View Road, and Raleigh Road intersection.

11. The proposal includes:

· Installing traffic lights at all corners of the intersection.

· Installing traffic light-controlled crossings across Raleigh Road, Ocean View Road, and the left-turn lane from Pupuke Road to give people who walk, or use a wheelchair, safe places to cross.

· Adding high-friction road surfacing on the left-turn lane from Pupuke Road on to Ocean View Road to encourage safe turning speeds.

· Upgrading the existing traffic island to include better turning lines for vehicles, and footpaths and ramps for people who walk or use a wheelchair.

· Placing yellow guidance pavers on all pedestrian crossing points for the visually impaired.

· Placing ‘no stopping at all times’ yellow lines six metres from the intersection on all sides to discourage stopped vehicles that would block traffic and obstruct drivers’ views.

Benefits and impacts

12. The main goals in upgrading the Pupuke Road-Ocean View Road-Raleigh Road intersection is:

· to ensure the growing volume of traffic flows safely and smoothly through the intersection now and in the future, and

· to make it safer for drivers and pedestrians of all abilities to turn and cross the intersection.

13. Signalising the intersection and adding traffic light-controlled crossings and facilities achieves these goals with the least amount of disruption while making the best use of the available funding.

14. The proposed upgrades would bring the following benefits:

· Significantly reduce delays during peak hours. Traffic delays would reduce to 16-40 seconds for travellers at all sides of the intersection.

· Allow for smooth, safe, and orderly flow of traffic through the area.

· Help ensure traffic continues flowing smoothly in the future as travel demand increases with new developments.

· Help ensure bus services that pass through the intersection will continue running efficiently and reliably.

· Ensure drivers can turn safely from all sides of the intersection.

· Give people who walk or use a wheelchair safe, dedicated places to cross at all sides of the intersection.

· Improve overall safety for travellers of all modes and abilities, and for residents in the area.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

17. Any ‘Collaborate’ or ‘Consult’ project involves Local Board decisions that need to be taken and recorded, this report is to provide the decisions relating to the delivery of the following Local Board Transport Capital Project:

a) Pupuke/Raleigh/Ocean View Road intersection Project.

18. AT notes that the level of engagement in the Kōkiri Agreement for this intersection proposal is collaborate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The Local Board Transport Capital Fund Projects were initiated by Kaipātiki Local Board and do not impact on Council facilities.

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

Local impacts and local board views

22. The Local Board Transport Capital Fund Projects were initiated by Kaipātiki Local Board and were workshopped with members prior to this report being submitted. At that workshop, Local Board members expressed general support for the proposal outlined in this report.

23. Likewise, the local community has been engaged with and provided mixed feedback on the proposed project.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

27. The Kaipātiki Local Board have already committed funds of $1million from the local board transport capital fund (resolution KT/2023/134) to progress this project.

28. The project is expected to be delivered within budget. If there are any underspends it will be returned to the local board for reallocation.”

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

30. AT manages risk by retaining a 10% contingency on the projects and historically there are several occasions in the organisation has used budget surpluses in other programmes to support delivery of the LBTCF. However, there is always a small risk that more money may be required from the LBTCF.

Ngā koringa ā-muri

Next steps

31. With support from the local board the project will progress to final detailed design and implementation anticipated in February 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Auckland Transport - Pupuke-Ocean View-Raleigh Road intersection Feedback Report	79

Ngā kaihaina

Signatories

Author

Marilyn Nicholls, Elected Member Relationship Partner - Auckland Transport

Authorisers

John Gillespie, Head of Stakeholder and Community Engagement - Auckland Transport

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

2024/2025 Kaipātiki Local Grants Round One grant allocations

File No.: CP2024/15551

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with information on applications in 2024/2025 Kaipātiki Local Grants Round One; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Kaipātiki Local Grants Round One 2024/2025 (refer to Attachment A of the agenda report).

3. The Kaipātiki Local Board adopted the Kaipātiki Local Grants Programme 2024/2025 on 15 May 2024 business meeting (resolution number KT/2024/98). The document sets application guidelines for contestable grants submitted to the local board (refer to Attachment B of the agenda report).

4. The local board set a total of $160,293 for Community Grants from its Local Driven Initiatives Operational budget (LDI Opex) for the 2024/2025 financial year, which covers two local grant rounds.

5. Fifty-seven applications were received for Kaipātiki Local Grants Round One, requesting a total of $296,796.94.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakaae / agree to fund, part-fund, or decline each application in Kaipātiki Local Grants Round One 2024/2025 listed in the following table:

Table One: Kaipātiki Local Grants Round One 2024/2025 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2508-101	Wingspan Trust	Community	Towards venue, material, transport, admin, professional fee and staff time to deliver SUPA SAVVIES programme at the North Shore counselling centre from 1 February 2025 to 11 November 2025.	$5,370.00	Eligible
LG2508-102	Graeme Dingle Foundation Auckland	Community	Towards overall costs to deliver a wilderness adventure programme at 3 Chartwell Avenue from 2 December 2024 to 28 November 2025.	$7,000.00	Eligible
LG2508-103	Chinese Association of North Shore City	Community	Towards dumpling ingredients, photography, performer fees and administration costs to celebrate Chinese New Year at the Northcote Town Centre on 25 January 2025.	$1,500.00	Eligible
LG2508-104	North Shore Centre of Mutual Aid Inc	Community	Towards non-wage operational costs to support Birkenhead CMA centre and Glenfield CMA centre from 1 January 2025 to 31 December 2025.	$7,000.00	Eligible
LG2508-105	Grief Support & Education Charitable Trust	Community	Towards the counsellor cost of loss and grief counselling sessions at the Grief Centre Birkenhead from 2 December 2024 to 31 July 2025.	$7,000.00	Eligible
LG2508-106	Age Concern Auckland Trust	Community	Towards operation cost for Age Concern Northshore from 2 December 2024 to 3 March 2025.	$5,000.00	Eligible
LG2508-107	Socially Good Adventures Limited	Community	Towards manager salary and staff time to deliver GotToGetOut bike recycling project at 9 Porana Road from 1 December 2024 to 1 March 2025.	$5,000.00	Ineligible
LG2508-108	Judokwai NZ (1948) Incorporated	Sport and recreation	Towards organisation annual rates for 2024/2025 from 1 December 2024 to 30 November 2025.	$3,492.00	Eligible
LG2508-109	Keluarga Kiwi Incorporated	Community	Towards art workshop, cultural celebration, picnic and outdoor games, camping cost at Mount Albert Community Hall and Shakespeare Regional Park from 1 January 2025 to 31 March 2025.	$7,000.00	Eligible
LG2508-114	Glenfield Community Centre	Community	Towards creation of 3D Virtual Centre Mapping for Glenfield Community Centre from 6 January 2025 to 31 January 2025.	$5,000.00	Eligible
LG2508-115	Royal New Zealand Plunket Trust	Community	Towards purchase of child car restraints (including booster seats) to provide to Kaipātiki whānau in need from 1 December 2024 to 31 October 2025.	$5,000.00	Eligible
LG2508-116	Re-Creators Charitable Trust	Community	Towards facilitator, marketing, travel, prep and materials, project management and admin time to deliver community upcycling workshops across Kaipātiki from 1 December to 28 February 2025.	$5,000.00	Eligible
LG2508-117	60's Up Movement of New Zealand (Inc) Glenfield Branch	Community	Towards bus hire cost for local senior monthly trips from 19 February 2025 to 19 November 2025.	$3,000.00	Eligible
LG2508-118	Mayfield Scout Group	Community	Towards a contribution to install acoustic panelling at Mayfield Scout Group in Glenfield from 1 December 2024 to 15 January 2025.	$7,000.00	Eligible
LG2508-120	Takapuna District Cricket Club Incorporated	Sport and recreation	Towards a contribution to replace cricket nets at the Massey University Recreation Centre from 3 December 2024 to 31 December 2024.	$5,150.00	Eligible
LG2508-121	Bowls North Harbour Incorporated	Sport and recreation	Towards a laptop and website upgrade for Bowls North Harbour Office at Sunnybrae Bowling Club from 9 December 2024 to 31 December 2024.	$7,000.00	Eligible
LG2508-123	Island Bay Birkdale Progressive League Inc	Community	Towards cost for a concrete picnic table/bench and a brass plaque to be installed at Fred Anderson Reserve from 4 February 2025 to 22 February 2025.	$3,592.17	Eligible
LG2508-124	North Shore Women's Centre	Community	Towards North Shore Women's Centre social worker and general Manager wages and KiwiSaver employer contribution in Glenfield from 2 December 2024 to 17 March 2025.	$6,303.30	Eligible
LG2508-125	Oceania Literacy Trust	Arts and culture	Towards gift boxes of culturally specific books for Māori and Pasifika families in Kaipātiki Local Board area from 2 December 2024 to 20 December 2024.	$3,000.00	Eligible
LG2508-126	Takapuna Rugby Football Club Incorporated	Sport and recreation	Towards chairs and tables for Takapuna Rugby Football Club lounge in Northcote from 1 December 2024 to 1 February 2025.	$5,000.00	Eligible
LG2508-127	North Harbour Triathlon Club Incorporated	Sport and recreation	Towards pool and hall hire cost for North Harbour Triathlon Club training at Birkenhead Leisure Centre from 1 December 2024 to 1 April 2025.	$7,000.00	Eligible
LG2508-128	NZ Institute of Chinese Calligraphy and Painting Inc	Arts and culture	Towards venue hire, website, administration and related costs to deliver free calligraphy and painting training courses and exhibitions at the Glenfield Community Centre from 1 January 2025 to 31 December 2025.	$6,810.00	Eligible
LG2508-129	The Birkenhead Bowling Club Incorporated	Sport and recreation	Towards webmaster fees to deliver a new website for the Birkenhead Bowling Club from 3 December 2024 to 28 February 2025.	$7,000.00	Eligible
LG2508-130	Youthline Auckland Charitable Trust	Community	Towards a contribution of annual costs to supervise and train volunteers at the Youthline House to support Kaipātiki youth from 1 December 2024 to 1 December 2025.	$3,000.00	Eligible
LG2508-131	Highbury Community House Incorpoated	Community	Towards creation of 3D Virtual Centre Mapping for Highbury Community House from 6 January 2025 to 31 January 2025.	$7,000.00	Eligible
LG2508-132	Beneficiaries Advocacy and Information Services Incorporated	Community	Towards facilitator wage, travel and related cost, stationery and printing cost to deliver workshops in Kaipātiki local board area from 1 January 2025 to 31 December 2025.	$4,785.60	Eligible
LG2508-133	Birkdale Beach Haven Community Project	Community	Towards creation of 3D Virtual Centre Mapping for Birkdale Community House and Beach Haven Community House from 3 February 2025 to 24 February 2025.	$7,000.00	Eligible
LG2508-135	Action Education Incorporated	Arts and culture	Towards facilitator cost to deliver twenty Spoken Word Poetry workshops at Northcote College and Birkenhead College from 1 December 2024 to 1 June 2025.	$5,000.00	Eligible
LG2508-136	New Zealand Taiji and Martial Arts Society	Community	Towards venue hire and travel cost for Taiji class and events at Milford Sea Scout Hall from 21 December 2024 to 22 December 2025.	$1,300.00	Eligible
LG2508-138	Beach Haven Playcentre Incorporated	Community	Towards a contribution to replace deck stairs at Beach Haven Playcentre from 9 December 2024 to 31 January 2025.	$3,343.00	Eligible
LG2508-139	Disability Sport Auckland Incorporated	Sport and recreation	Towards a contribution to facilitator wage to deliver 2025 Wairau Valley After School programme from 10 February 2025 to 15 December 2025.	$1,713.92	Eligible
LG2508-140	English Language Partners New Zealand Trust	Community	Towards a contribution to classroom venue hire cost to deliver free English classes at Glenfield Community Centre from 1 January 2025 to 31 July 2025.	$7,000.00	Eligible
LG2508-141	The Operating Theatre Trust T/A Tim Bray Theatre Company	Arts and culture	Towards free theatre access for disadvantaged, disabled children to attend The Little Yellow Digger 2025 at the Pumphouse Theatre from 7 April 2025 to 26 April 2025.	$6,978.26	Eligible
LG2508-142	Rawene Community Christian Trust	Community	Towards a new carpet shampooer, new planter boxes and artificial plants for Rawene Community Centre from 1 December 2024 to 30 April 2025.	$3,863.30	Eligible
LG2508-143	Gymnastics Community Trust	Sport and recreation	Towards a Competition High Bar to deliver gymnastics activities at Eventfinda Stadium from 1 January 2025 to 31 March 2025.	$7,000.00	Eligible
LG2508-144	Northcote Point Senior Citizens Association Incorporated	Historic Heritage	Towards external painting and minor woodwork replacement for the NPSCA Villa at 119 Queen Street, Northcote from 9 December 2024 to 31 March 2025.	$4,825.00	Eligible
LG2508-145	KidsCan Charitable Trust	Community	Towards food cost to deliver KidsCan programmes for disadvantaged children in six local schools and ECEs from 1 January 2025 to 31 December 2025.	$7,000.00	Eligible
LG2508-147	Paws of Hope Charitable Trust	Community	Towards pet food for families and individuals facing financial hardship through foodbanks within the Kaipātiki area from 1 January 2025 to 30 June 2025.	$4,000.00	Eligible
LG2508-148	Northcote Lawn Tennis Club Incorporated	Sport and recreation	Towards a contribution to the cost of requiring fences at Northcote Tennis Club facility from 1 December 2024 to 28 February 2025.	$4,596.00	Eligible
LG2508-149	Pet Refuge New Zealand Charitable Trust	Community	Towards a contribution to operating cost to run Pet Refugee Shelter in North Auckland from 1 December 2024 to 31 December 2025.	$7,000.00	Eligible
LG2508-150	Harrison Stewart	Events	Towards stage, gazebo and sound equipment hire, artist and marketing fees to deliver the Northcote Community Weekend at Norman King Square from 1 March 2025 to 2 March 2025.	$6,025.00	Eligible
LG2508-151	Kiwiora Community Trust	Community	Towards venue hire and instructor fees to deliver digital literacy training to elderly at the Highbury House from 1 May 2025 to 30 June 2025.	$2,240.00	Eligible
LG2508-152	Road Safety Education Limited	Community	Towards venue hire and facilitator fee to deliver Road Safety programme for Kaipātiki students at Barfoot & Thompson Netball Centre from 1 January 2025 to 30 June 2025.	$4,200.00	Eligible
LG2508-153	The Auckland Hungarian Club	Events	Towards traditional dance and music performance fee, sound and stage hire, furniture and chiller trailer hire to deliver Hungarian Festival and Market event at Onepoto Domain and Community Hall on 15 February 2025.	$6,580.50	Eligible
LG2508-154	Harbour Sport Trust	Events	Towards waste management, security, transportation and generator hire to run Harbours Cooper & Co Shore to Shore 2025 event along Takapuna and Milford Reserve on 6 April 2025.	$5,000.00	Eligible
LG2508-155	Glass Ceiling Arts Collective Limited	Arts and culture	Towards a contribution to tutor fees to deliver Inclusive and Accessible Theatre Programmes at Yoobee Colleges South Seas Film School from 8 February 2025 to 26 July 2025.	$7,000.00	Eligible
LG2508-157	Bellyful New Zealand Trust	Community	Towards a contribution of operational costs to deliver meals to whānau in need in North Shore from 1 December 2024 to 30 November 2025.	$2,000.00	Eligible
LG2508-159	Beach Haven Bowling Club Incorporated	Sport and recreation	Towards greenkeeping fee for lawn maintenance at Beach Haven Bowling Club from 1 March 2025 to 30 June 2025.	$5,750.00	Eligible
LG2508-160	Raukatauri Music Therapy Trust	Arts and culture	Towards a contribution to the cost of delivering music therapy sessions in Kaipātiki Local Board area from 27 January 2025 to 27 June 2025.	$6,716.19	Eligible
LG2508-161	North Shore 24 Hour	Events	Towards event permit, website, gazebo, medal materials, signage, snacks for participants and portaloo hire cost to deliver North Shore 24 event at Eskdale Reserve from 12 April 2025 to 13 April 2025.	$1,509.69	Eligible
LG2508-163	New Zealand Federation Chinese Tea Culture	Community	Towards marketing, water, tea brewer expert, tea and venue hire cost to deliver Chinese Tea Culture Community Workshop at Glenfield Community Centre from 3 December 2024 to 25 November 2025.	$7,000.00	Eligible
LG2508-164	Birkenhead City Cricket and Sports Club Incorporated	Sport and recreation	Towards purchasing new cricket balls for Birkenhead City Cricket and Sports Club from 1 December 2024 to 22 March 2025.	$4,203.01	Eligible
LG2508-165	Marlborough Primary School Board of Trustees	Community	Towards purchase and install artificial turf at Marlborough Primary School from 6 January 2025 to 20 January 2025.	$5,350.00	Eligible
LG2508-166	Northshore Therawada Buddhist Temple (NTBT)	Arts and culture	Towards venue and equipment hire, entertainment activities, sports and traditional game, sound hire, advertisement and waste management cost to run Traditional Sports Day for the Sri Lankan New Year Celebration at Manuka Road Primary School Grounds on 13 April 2025.	$7,000.00	Eligible
LG2508-167	The Helping Paws Charitable Trust	Environment	Towards a contribution to veterinary care including de-sexing cost for Kaipātiki Community Cat Desexing Programme from 1 December 2024 to 30 November 2025.	$5,000.00	Eligible
LG2508-168	Circability Trust	Arts and culture	Towards venue hire, project management, photography and videography, workshop tutors, marketing, admin and reporting and equipment cost to deliver Social Circus Youth Week Activation project at Bayview Community Centre from 12 May 2025 to 31 May 2025.	$7,000.00	Eligible
LG2508-170	Bayview Community Centre Association Incorporated	Community	Towards creation of 3D Virtual Centre Mapping for the Bayview Community Centre from 6 January 2025 to 30 June 2025.	$4,600.00	Eligible
Total				$296,796.94

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Kaipātiki Local Board adopted its grants programme (refer to Attachment B of the agenda report) for 2024/2025 on 15 May 2024 business meeting (resolution number KT/2024/98). The document sets application guidelines for contestable grants.

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

11. Community Grants workshops were held in August and October 2024, where staff presented the grants process and facilitated Q&A sessions with the community to promote best practices and maximise successful outcomes. The workshops were well attended and positively received.

Tātaritanga me ngā tohutohu

Analysis and advice

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

13. Application LG2508-107 from Socially Good Adventures Limited is ineligible due to its legal status as a limited liability company. As per Kaipātiki Local Board Community Grants Programme 2024/2025 (refer to Attachment B of the agenda report), the Kaipātiki Local Board will not fund commercial/private companies.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

15. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

18. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Kaipātiki Local Board Community Grant Programme 2024/2025.

19. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

20. A summary of each application received through Kaipātiki Local Grants Round One 2024/2025 (refer to Attachment A of the agenda report) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

23. The Kaipātiki Local Board adopted the Kaipātiki Local Grants Programme 2024/2025 on 15 May 2024 business meeting (resolution number KT/2024/98). The document sets application guidelines for contestable grants submitted to the local board (refer to Attachment B of the agenda report).

24. The local board set a total of $160,293 for Community Grants from its Local Driven Initiatives Operational budget (LDI Opex) for the 2024/2025 financial year, which covers two local grant rounds.

25. Fifty-seven applications were received for Kaipātiki Local Grants Round One, requesting a total of $296,796.94.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Following the Kaipātiki Local Board allocation of funding for Local Grants Round One 2024/2025, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	20 November 2024 - Kaipātiki Local Board business meeting - 2024/2025 Kaipātiki Local Grant Round One Application Summary (Under Separate Cover)
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - 2024/2025 Kaipātiki Local Board Grants Programme	107

Ngā kaihaina

Signatories

Author

Amber Deng - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/17696

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki 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 of the agenda report.

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 ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026 memorandum	119
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)	125

Ngā kaihaina

Signatories

Author

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Local board views on draft changes to cemetery bylaw / code

File No.: CP2024/17054

Te take mō te pūrongo

Purpose of the report

1. To receive local board views on draft proposed changes to Auckland Council’s bylaw and code about council cemeteries and crematoria.

Whakarāpopototanga matua

Executive summary

2. To enable the local board to provide its views on draft proposed changes to the Auckland Council Ture ā-Rohe mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Bylaw 2014 (Bylaw) and Arataki Tikanga mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Code of Practice 2014 (Code), staff have prepared a draft statement of proposal in Attachment A of the agenda report.

3. The changes are in response to a review by the Regulatory and Community Safety Committee and its request for development of options and a proposal for improvements.

4. Key draft proposed changes are to:

· add a bylaw approval framework that clarifies when and how council approval is required, for example for burial and headstones.

· clarify who must comply with an approval and any council directions, for example the approval holder, a person acting on behalf of the approval holder, and cemetery visitors.

· move rules from the Code to operational guidance (for example, on the types of approval conditions that may apply), and the Bylaw (for example, the approval framework and general rules about adornments).

· update the bylaw structure, definitions and wording for clarity.

5. Staff recommend the local board provide its views on the draft proposed changes. Taking this approach will help develop a proposal to improve the regulatory framework.

6. There is a reputational risk that the proposed changes or the local board’s views do not reflect the view of people in their local board area. This risk would be partly mitigated by the opportunity for the local board to provide views on public feedback prior to deliberations.

7. The Regulatory and Safety Committee will consider the local board views in December and recommend a proposal to the Governing Body. Public consultation on the proposal is scheduled for early 2025, and deliberations and final Governing Body decision later in 2025.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) whakarite / provide feedback on draft proposed changes to the Auckland Council Ture ā-Rohe mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Bylaw 2014 and Arataki Tikanga mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Code of Practice 2014, in the draft statement of proposal in Attachment A of the agenda report.

Horopaki

Context

The Bylaw and Code help to manage council cemeteries and crematoria

8. Council seeks to minimise public safety risks, cemetery misuse, distress to families, obstruction, and damage to property, heritage and the environment from the use of council cemeteries and crematoria by the public, by:

· using a bylaw to set a framework that enables council to make detailed rules in a separate code.

· using a code that requires council approval for certain services and activities (for example, for burial and headstones) and sets general rules (for example, for adornments), at council cemeteries and crematoria only.

· council cemetery and Aotea Great Barrier Island service centre staff using an education-focused approach to compliance (information and advice).

· managing council cemeteries within a wider regulatory framework.^{^[1]}

9. Council in 2014 made the the Auckland Council Ture ā-Rohe mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Bylaw 2014 and Arataki Tikanga mo ngā Wāhi Tapu me ngā Whare Tahu Tupāpaku | Cemeteries and Crematoria Code of Practice 2014 (GB/2014/67). The Bylaw was amended in 2021 for ease of understanding (GB/2021/10).

A recent Bylaw and Code review identified improvements

10. In July 2024, the Regulatory and Community Safety Committee completed a review of the Bylaw and Code and requested development of options for improvements and a proposal on the preferred option (RSCCC/2024/46).

11. A summary of the draft proposed changes is contained in Attachment A of this report.

The local board has an opportunity to provide its views on the draft proposed changes

12. The local board has an opportunity to provide its views on the draft proposed changes in Attachment A by resolution to the Regulatory and Safety Committee before a final proposal is adopted for public consultation.

13. For example, the board could support the draft proposed changes for public consultation, recommend changes or defer comment until it has considered public feedback on the proposal.

Tātaritanga me ngā tohutohu

Analysis and advice

The draft proposed changes seek to improve the council cemetery management framework

14. The draft proposed changes seek to amend the current Bylaw and revoke the Code.

15. The Table below summarises the key draft proposed changes. Attachment A contains more details, including other options considered.

Proposed key change	Reasons for proposal
· Add a bylaw approval framework that clarifies when and how council approval is required.	· Reflects current operational practice to require approvals, for example for burial, cremation, monuments, burial plots, vaults, mausolea, ash scattering and disinterment. · More reasonable and authoritative approach, for example clearly provides council discretion to set approval conditions. · Matters requiring approval are fundamental elements of regulations that are better located in a bylaw (not a code).
· Move rules from the Code to: · operational guidance such as on the council website (for example, on the types of approval conditions that may apply in a particular case) · the Bylaw (for example, approval framework and general rules).	· More flexible (cemetery management can directly amend operational guidance for the efficient provision of services). · Removes duplicate, out-of-date, and detailed approval conditions which are already in operational guidance. · Streamlines regulatory framework by removing unnecessary rules (code).
· Clarify who must comply with an approval and any council directions (for example the approval holder, a person acting on their behalf, and cemetery visitors).	· Reflects current operational practice for effective and efficient service provision and facility management.
· Update bylaw structure, definitions, and wording for clarity.	· Reflect current operational practice. · Easier to read, understand and comply with. · Aligns with best practice drafting standards (removes duplication of legislation and internal operational matters).

Staff recommend the local board consider providing its views on the draft proposal

16. Staff recommend that the local board consider the draft proposed changes and whether it wishes to provide its views by resolution to the Regulatory and Safety Committee. Taking this approach will help develop a proposal to improve the regulatory framework.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. There are no implications for climate change arising from this decision.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The draft proposed changes impact the Cemetery Services and Aotea Great Barrier Island service centre units of council.

19. Relevant staff input was sought to inform the draft proposed changes, and staff are aware of the impacts of the changes and their implementation role.

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

Local impacts and local board views

20. The Bylaw and Code have a potential impact on local governance and public interest in previous reviews has been low.^{^[2]}

21. 12 interested local boards held workshops on the draft options and proposed changes to inform any views in response to this report.

22. Local boards will have a further opportunity to provide views on any local public feedback to any proposed changes prior to deliberations in 2025.

Tauākī whakaaweawe Māori

Māori impact statement

23. The Bylaw and Code support whanaungatanga, rangatiratanga, manaakitanga and kaitiakitanga in Houkura | the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and the Schedule of Issues of Significance by providing regulations that support council services to meet social, cultural and physical needs, and support the role of the Waikumete Urupā Komiti (Komiti) at Te Urupā o Waikumete (Waikumete Cemetery).^{^[3]}

24. Feedback from three mana whenua representatives highlighted concerns with burial capacity and costs, waste associated with adornments, and climate change impacts of common practices. Feedback from the Komiti included to clarify the Komiti role.

25. Mana whenua, mataawaka, and Komiti feedback will be sought on any proposed changes as part of the public consultative process.

Ngā ritenga ā-pūtea

Financial implications

26. There are no financial implications to the local board for any decisions on the draft proposed changes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. The following risk has been identified:

If…

Then…

Mitigation

… the draft proposed changes or the views of the local board on the draft proposed changes differ from the views of people in the community.

… there may be negative attention to council regarding the Bylaw and Code.

(low reputational risk)

The local board will have an opportunity to consider any public feedback and provide its formal views to a Panel prior to the final decision being made.

Ngā koringa ā-muri

Next steps

28. Staff will present the local board views and a Statement of Proposal of proposed changes to the Bylaw and Code to the Regulatory and Community Safety Committee on 3 December 2024.

29. Public consultation on the Proposal is scheduled for early 2025, and deliberations and final Governing Body decision later in 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Draft Statement of Proposal to amend Cemeteries and Crematoria Bylaw 2014 and revoke Cemeteries and Crematoria Code 2014	133

Ngā kaihaina

Signatories

Author

Elizabeth Osborne - Senior Policy Advisor, Regulatory Practice

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason - General Manager - Policy

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

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

File No.: CP2024/17403

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 (refer to Attachment A of the agenda report) that responds to the challenges and opportunities of a growing and changing Auckland (refer to 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 board 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 Kaipātiki 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 [resolution number 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 of the agenda report.

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 (refer to paragraph 54 below).

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 (refer to Attachment A, pages 9-14 of the agenda report).

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 prioritisation for sports and recreation.

35. The four investment principles for the draft strategy (refer to Attachment A, pages 15-23, of the agenda report) 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 (refer to Attachment B of the agenda report).

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 prioritisation 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 Committee 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 ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles	171
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Advisory structure memberships and meetings	195

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor, Community Investment

Authorisers

Carole Canler - Senior Policy Manager, Community Investment

Louise Mason - General Manager, Policy

Lou-Ann Ballantyne - General Manager, Governance and Engagement

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

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

File No.: CP2024/17482

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 (refer to Part 1 report of this agenda report).

· 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 (refer to Attachment A of the agenda report).

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 Kaipātiki 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 (refer to Part 1 of the agenda report).

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 (refer to Attachment A, pages 28-41, of the agenda report).

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 (refer to Attachment A, pages 42-76, of the agenda report).

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 (refer to paragraphs 21 to 36 of the agenda report)

· New open space capacity measure to enable us to compare provision levels across areas and over time (for more details refer to paragraph 25 of the agenda report).

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 (refer to Attachment A, page 45, of the agenda report).

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 (refer to Attachment A, page 45, of the agenda report). 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 of the agenda report. 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 continuum 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 (refer to Attachment A, pages 77-88, of the agenda report).

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 2024 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 ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – proposed policies	209
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Process to develop revised open space provision standards	279

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Advisor, Community Investment

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason - General Manager Policy

Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

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

File No.: CP2024/16081

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. 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.

3. The key activity updates from this period are:

· Progressing the drafting of the Welcoming Communities Plan

· Holding Converge at Birkenhead, Glenfield and Northcote Colleges

· Growing visitor numbers at Birkenhead, Glenfield and Northcote Libraries

· Planting of 1229 native trees at 12 reserves and four schools as part of the Pest Free Kaipātiki strategy implementation

· Completing remediation work to storm damaged assets including Kauri Point Centennial bridge reinstatement and Manuka Reserve storm repair

· Planning commenced for the 2025 Movies in Parks in Kaipātiki

· Completing reclad and repaint of the Football club rooms at Onepoto Domain, windows replaced, north bleachers, downpipe and veranda decking replaced.

· Confirming the allocation of funding for 2024/2025 and direction for the Climate Action Activation Programme – Kaipātiki projects.

· Completing a funding agreement with North Harbour Community Patrol (NHCP) and maintaining community safety and wellbeing in Kaipātiki.

4. 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 activities are reported with a status of red (behind delivery, significant risk):

· Line item 4383 - A F Thomas Park: North Shore Takapuna Golf Limited

· Line item 3254 – Glenfield Hall Domain: Glenfield Girl Guides

· Line item 3255 – Tui Park: Beach Haven Girl Guides.

5. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note; Net operating performance overall for Kaipātiki Local Board area is $4.6 million for the quarter ending 30 September 2024. Operating revenue is above year to date budget by 19 per cent and operating expenditure is above year to date budget by 11 per cent. Capital expenditure is two per cent below budget for the quarter.

6. 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.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

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

b) tuhi ā-taipitopito / note that the Customer and Community Services Capex work programme has been updated to reflect financial carry forwards from 2023/2024.

c) kohuki / consider Hearts and Minds proposal (refer to Attachment C of the agenda report) and KYDT’s proposal for the transition period of January to June 2025.

d) tuhi ā-taipitopito / note the minor changes made under staff delegations to the following work programme activities:

i) Matariki Activations (ID 4137) - change to the activity description

ii) Manaakitanga Kaipātiki work programme (ID 219) – updated to include the confirmed initiatives that will be delivered

iii) Climate Action Activation Programme – Kaipātiki (ID 1003) – updated to include the confirmed initiatives that will be delivered

e) whakaae / approve the reallocation of $2,500 of film revenue to ID 236 Community Grants Kaipātiki.

f) whakaae / agree to defer the new commercial lease for (ID 4383) AF Thomas Park: North Shore Takapuna Golf Limited to a future work programme, pending the refinement of the project scope and parks strategic assessment.

Horopaki

Context

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

· Customer and Community Services;

· Local Environmental;

· Plans and Places;

· Auckland Emergency Management; and

· Local Governance.

8. 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 – Arts, Culture & Heritage	Community: Community Wellbeing - Arts, Culture & Heritage
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: CSI – The Southern Initiative	Community: Community Wellbeing - The Southern Initiative
CCS: CSI – The Western Initiative	Community: Community Wellbeing - The Western Initiative
CCS: CSI – Youth Empowerment	Community: Community Wellbeing - Youth Empowerment
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 – Property and Commercial	Community: Parks and Community Facilities - Property and Commercial
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: PCF – Te Waka Tai-ranga-whenua	Community: Parks and Community Facilities - Te Waka Tai-ranga-whenua
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Māori Outcomes	Community: Community Wellbeing - Māori Outcomes
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
CCS: RSS – Service Strategy and Partnerships	Group Strategy & CEs Office: Service Strategy and Partnerships
CPO: Plans and Places	Policy, Planning & Governance: Planning & Resource Consents - Planning
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
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

9. 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.

Graph 1: Work programme activities by outcome

A graph with blue bars

Description automatically generated

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10. 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

A green circle with a number of numbers and a green circle with a number of numbers

Description automatically generated

11. 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

A graph showing the number of work programs

Description automatically generated with medium confidence

Key activity updates

12. The key activity updates from quarter one 2024/2025 are outlined below:

Table 2: The key activity updates from quarter one 2024/2025

Activity name	RAG status	Activity status	Quarter 1 update
Kaipātiki Welcoming Communities	Green	In progress	Staff progressed the drafting of the Welcoming Plan, seeking feedback from community stakeholders and the local board at a workshop in August. They progressed the design of an orientation programme in collaboration with settlement service providers. The coordinator assisted local community groups make connections in the wider community and access resources for their activities. This included: - a Chinese tea workshop organised by the NZ Federation Chinese Tea Culture) in September in Northcote in collaboration with Kainga Ora Homes and Communities - an inaugural Kakehashi Day, celebration of Japanese culture and language in July, organised by Japanese language teachers and attended by over 200 high school Japanese language students and Japanese international students from five north and central high schools - an Arabic Story time session at Glenfield library promoted as part of Welcoming Week in September - a walking programme in Kaipātiki organised by a local Chinese residents group - a Japanese sports day organised by the Kauri Education Trust at the Northcote YMCA. In the coming months, staff will finalise the Welcoming Plan for adoption by the local board.
Youth voice and youth-led initiatives Kaipātiki	Green	In progress	Kaipātiki Community Facilities Trust (KCFT) facilitated Converge in three colleges - Birkenhead, Glenfield and Northcote College. Students were able to provide their feedback and concerns directly to the Kaipātiki Local Board (KLB) members. Feedback to be collated and report to be shared in Q2. Youth Board membership now underway with interest from several local students. This term the Student and Children's Panels focused on providing feedback on Being active with the Birkenhead Pools and Leisure Centre. Five primary schools, one intermediate and three colleges were engaged and report has been distributed. Staff will work with KCFT to understand how topics are selected and if internal teams are engaged. This quarter, staff engaged with KCFT to draft a funding agreement with agreed upon outcomes. Delivery outputs include: • Mentor, upskill and provide overall coordinator for Kaipātiki Youth Council • Provide consultation opportunities for young people to meet with KLB members through engagement for the Auckland Council Annual plan & election 2025 • Organise Student and Children’s Panels to bring views and inform the KLB and assist in their planning • Organise 3x Converge type activities in three colleges for elected members to attend
Library services – Kaipātiki	Green	In progress	Kaipātiki Libraries have seen an increase in visitors compared to last year (Birkenhead: 13%; Glenfield: 17%; Northcote: 6%). Matariki was celebrated (crafts creating hei tiki, pounamu, slime making, weaving, star hanging, Matariki cluster cookies, and an Auckland Zoo presentation), as was Te Wiki o te Reo Māori and a Mid-Autumn Festival. Library-planned events continue to be well attended, including Tea and Topics, North Shore Signers Club, Rhymetime, Wriggle and Rhyme, Wā Pēpē, and Creative Spaces. We continue to partner with Skinny to provide affordable broadband modems to those most at risk of digital exclusion. Library staff assist the community through Book a Librarian sessions, primarily with digital and technology support. Glenfield Library hosted a We Read Auckland author talk: Money Matters with Liam Dann and Hannah McQueen, with 50 attendees. We also continue to partner with local community organisations to co-deliver programmes such as English Conversation Classes (English Language Partners), smartphone classes (Age Concern), Elderly Chinese Community Activities (Age Concern), Death Cafe (Honohono Tatou Katoa), Tai Chi, Steady As You Go (Age Concern), Study Lab (Cram Lab). The Kaipātiki Libraries team have also done outreach to local Early Childhood Education Providers, Birkenhead Primary, and Sunnybrae Juniors (bilingual Storytime).
Kaipātiki – Play Advocacy	Green	In progress	Direction-setting workshop held on 11/09/2024. Memo to confirm FY25 work programme projects will be sent to the local board in Q2. Draft play plan nearly complete and will be sent to the local board for review early in Q2, and then brought to a business meeting for adoption by the end of Q2
Pest Free Kaipātiki strategy implementation	Green	In progress	This quarter, two new gardens were established at Puāwai, and 1229 native trees were planted at 12 reserves and 4 schools. Kauri and maire tawake protection events continued. The Chinese engagement project was launched, and the Ta Qing (‘stepping on green’) series of guided walks began. To date, 1979 rat devices have been distributed, covering 1049 hectares of land. Additionally, 187 possum and 71 stoat traps have been distributed. Greater data recording on Trap NZ will be encouraged. Analysis of the last eight years of chew card data will be carried out in quarter two. Pest Free Kaipātiki conducted 31 school events, involving 500 hours of school volunteering activity. An additional 2176 volunteer hours were reported across 286 volunteer events, and their social media and website are showing increased readership. Pest Free Kaipātiki is collaborating with the Healthy Waters ‘Winter Preparedness’ programme and the Recovery Office on their community engagement programme.
Kaipātiki Arboriculture contracts	Green	Proposed	Scheduled maintenance and response works: Delivery of the forward works programme has been delivered in streets over the winter months. Some spikes in response work associated with weather events have not impacted overall delivery. Planting and aftercare: The annual planting programme has been completed in streets and parks. Aftercare continues on the trees planted in 2023 and a survival rate of 95% has been reported, up 20% on the previous year. Scheduled work completed 106% Quality Audit Score 98.1% Response time Achieved 95.5% Health and safety Audit Score 100%
Kaipātiki Local Board full facilities contracts	Green	Proposed	The quality audit scores remain consistent at an average of 94%. • Planting season is almost complete and has been a success in Kaipātiki. Streetscape infill planting has given some high-profile areas a lift and the plants are doing well thanks to rainfall and warm weather. • Mowing improved significantly both in the streetscape and reserves in the first part of the quarter, however, in the latter part an increase in rainfall meant some reserves were too wet to mow. This is being closely monitored due to the possibility of a flush in growth. • Playground maintenance went ahead with rust proofing, painting and cushion fall top ups being the priority along with the usual inspections and maintenance. The playgrounds are looking cared for and welcoming for the public. • After a performance issue with building cleaning, the contractor focused on sub-contractor management to improve performance. • Bins continue to be a focus area and improvement is required in aged and loose litter pick-ups. Increasing the frequency of visits in areas such as small shopping centres is showing improved results. • Community engagement – the contractor attended the secondary schools skate competition at Birkenhead War Memorial Park and provided a successful free sausage sizzle to participants and visitors. • Health and safety incidents for the quarter were very low with very little time lost. Our contractor’s teams undertook refresher de-escalation training following reports in other areas of confrontational behaviour towards contractors.
Climate Action Activation Programme – Kaipātiki	Green	In progress	A workshop with the local board on 31 July 2024 confirmed the allocation of funding for 2024/2025, and direction for the projects. The funding agreement with Kaipātiki Project ($7,500) for the Travel Lightly Project has been established and work has begun, including bike repair events. The funding agreements with the five community houses ($1,500 each) will be signed in quarter two following a meeting with all house managers to plan activity for the coming year.
Community Safety and Wellbeing-Kaipātiki	Green	In progress	A funding agreement with North Harbour Community Patrol (NHCP) was completed this quarter. NHCP maintained its commitment to community safety through vehicular patrols across various suburbs of Glenfield, Wairau Valley, Northcote, Birkenhead, Beach Haven and Birkdale. Patrols were strategically planned based on intelligence from local police, targeting specific areas including visibility re-assurance. Patrols are provided using two marked patrol vehicles across North Shore on Friday and Saturday evenings, enhancing visibility and community reassurance. NHCP continued to recruit for more volunteers to support its operational demand. Patrols are carried out on average of six patrols each week. Volunteers contribute around 60 hours of patrol time and 40 hours for administrative tasks. NHCP collaborates closely with the police, attending briefing sessions and incorporating their intelligence into its patrol plans.

13. At the 19 June 2024 Kaipātiki Local Board business meeting, the board resolved for staff to work with Northart, Hearts and Minds and Kaipātiki Youth Development Trust, who are set to lose funding due to a loss of premises during the 2024/2025 financial year, to develop funding proposals in-line with the details in the resolution below, noting these proposals will be brought back to the local board for a decision in quarter one (refer to resolution below).

Resolution number KT/2024/141

MOVED by Chairperson J Gillon, seconded by Member P Gillon:

That the Kaipātiki Local Board:

…

g) tono / request that staff work with the following community organisations that are set to lose funding due to a loss of premises the 2024/2025 financial year, to develop funding proposals in-line with the details in the table below, noting these proposals will be brought back to the local board for a decision in quarter one:

Community Organisation	Maximum Budget	For the Period	Purpose
Northart	$50,126	26 January 2025 - 30 June 2025	Accommodation transition costs, and/or provision of community art opportunities.
Hearts and Minds	$22,235	26 January 2025 - 30 June 2025	Accommodation transition costs, and/or provision of community development services.
Kaipātiki Youth Development Trust	$12,500	1 January 2025 - 30 June 2025	Accommodation transition costs, and/or provision of youth development services.

…

CARRIED

14. Hearts and Minds have provided their proposal for the transition period of January to June 2025 (refer to Attachment C of the agenda report).

15. Kaipātiki Youth Development Trust have provided the following by email.
“We deeply appreciate the board's support—this funding will be invaluable for covering our moving, relocation, and setup expenses, as well as assisting with rental costs as we secure a new location.”

16. Northart have not yet provided any updates ahead of the Kaipātiki Local Board 20 November 2024 business meeting, despite reminders from staff. Northart has begun a volunteer drive towards their temporary premises from January 2025. Northart have developed a proposal for the remainder of the financial year 2024/2025, which will be presented to the local board in Q2.

Activities with significant issues

17. The following work programme activities have been identified as having significant issues.

Table 3: Work programme activities that have significant issues

Activity name	RAG status	Activity status	Quarter 1 update
A F Thomas Park: North Shore Takapuna Golf Limited	Red	Deferred	The park forms part of the Wairau Catchment which has been identified for the blue-green network. The network is exploring options for storm and flood mitigation. Consequently, staff have had initial conversations with the golf club and the potential impact of the blue-green project. The lease will be deferred for 24 months pending the refinement of the project scope and parks strategic assessment.
Glenfield Hall Domain: Glenfield Girl Guides	Red	In progress	Staff are in communications with Girl Guides head office who are looking to optimise their property portfolio. Staff have requested Girl Guides to make a decision asap so staff can inform the local board and ensure a smooth transition to another community group.
Tui Park: Beach Haven Girl Guides	Red	In progress	Staff are in communications with Girl Guides head office who are looking to optimise their property portfolio. Staff has requested Girl Guides to make a decision asap so staff can inform the local board and ensure a smooth transition to another community group.

Activities on hold

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

Table 4: Work programme activities on hold

Activity name	RAG status	Activity status	Quarter 1 update
Kaipātiki – Te Kete Rukuruku – Māori naming of parks and places	Amber	On hold	Project on hold, awaiting a Māori name for Shepherds Park. Current status: awaiting a Māori name for Shepherds Park. Progress on the new interpretive signage’s design is ongoing, with a preliminary version already circulated among stakeholders for their input. Next steps: Maintain engagement with both stakeholders and Mana Whenua. The completion of the signage designs will proceed once the Māori name is officially confirmed by Mana Whenua.
(OLI) Birkenhead War Memorial Park – deliver master plan One Local Initiative	Amber	On hold	Project on hold – future funding from the One Local Initiative programme for design and construction of a new multi-use facility is uncertain. Options that are achievable within the renewal budget will be investigated. Temporary toilets and changing room facilities workshopped with the local board and report being delivered to local board.
Birkdale Community Hall – rebuild facility	Amber	On hold	Project to remain on hold until local board prioritisaion can be undertaken and there is a better understanding of future budget allocation. A decision of Early Childhood Education services has been made but not awaiting implementation.
Birkdale Kauri Kids – renew community facility	Amber	On hold	Project to remain on hold until local board prioritisation can be undertaken and there is a better understanding of future budget allocation. A decision of Early Childhood Education services has been made but now awaiting implementation.
Heath Reserve – upgrade playground and park amenities	Amber	On hold	Current status: the project does not have budget in this financial year so it is on hold. Next steps: progress the project when budget is available.
Park Reserve – renew playground	Amber	On hold	Project on hold, no budget in FY25 but will recommence in FY26.
Kaipātiki Secondary Schools Scholarships	Grey	On hold	The programme is paused for one year. No budget located to this line in 2024/2025.

Changes to the local board work programme

Deferred activities

These activities are deferred from the 2024/2025 work programme:

Table 5: Work Programme activities that are deferred

Activity name	RAG status	Activity status	Quarter 1 update
90 Bentley Avenue – Citizens Advice Bureau Glenfield lease	Grey	Deferred	Due to the Citizens Advice Bureau’s new funding module, staff will progress this item after the group’s regional office has embedded their new funding programme and evaluates their need for lease space across the Auckland region.
A F Thomas Park: North Shore Takapuna Golf Limited	Red	Deferred	The park forms part of the Wairau Catchment which has been identified for the blue-green network. The network is exploring options for storm and flood mitigation. Consequently, staff have had initial conversations with the golf club and the potential impact of the blue-green project. The lease will be deferred for 24 months pending the refinement of the project scope and parks strategic assessment.
Birkenhead Library: Citizens Advice Bureau – Birkenhead	Grey	Deferred	Due to the Citizens Advice Bureau’s new funding module, staff will progress this item after the group’s regional office has embedded their new funding programme and evaluates their need for lease space across the Auckland region.
Northcote War Memorial Hall: ground lease, Northcote Point	Grey	Deferred	Staff currently waiting for the building consent to be approved before physical works can start. At this stage construction is planned for August, but dependent on the consent being approved before then.

Activities with changes

19. The following work programmes activities have been amended to reflect minor changes, the implications of which are reported in the table below. The local board was informed of these minor changes and they were made by staff under delegation.

Table 6: Minor change to the local board work programmes

ID/Ref	Work Programme Name	Activity Name	Change	Reason for change	Budget Implications
4137	Customer and Community Services	Matariki Activations – Kaipātiki	Adjustment of the original activity description from ‘Deliver a series of Matariki activations within Kaipātiki” to “Deliver a signature event and a series of smaller Matariki activations within Kaipātiki”.	At the 9 October Kaipātiki Local Board workshop, the majority of local board members were in favour of the scenario of both a larger event and small activation event, so this would result in an adjustment of the original activity description from ‘Deliver a series of Matariki activations within Kaipātiki” to “Deliver a signature event and a series of smaller Matariki activations within Kaipātiki”.	There will be a split between prioritising a single event and small events. Signature Event (SE) for a total of $15,000 and small events for a total of $10,000.
219	Customer and Community Services	Manaakitanga Kaipātiki work programme	Following the Kaipātiki Local Board workshop held on held on 9October 2024, the local board provided its endorsement on the Manaakitanga Kaipātiki work programme (ID 219) initiatives as follows: o Aru Waihirere Kapa Haka Roopu - $2,000 o Community Beginners Te Reo Course Tūwhitiate hopo - $3,500 o Kōrero Māori Mai - $3,000 o Weekend Wānanga - $1,137 o Tikanga Professional Development workshops - $1,756 o AwhiRito Whānau workshops - $4,800 o Cultural Heritage, Art and Craft Expo at Te Kamaka - $6,000 o Waitangi Day Summer Vibes Festival - $15,000 o Kaipātiki Project Pā Harakeke Community Planting Day - $4,000 o Kaipātiki Open Air Waka-Koari Toy Canoe & Miniature Boat Making Workshop and Regatta - $4,000 o Matariki Activations in Kaipātiki 2025 - $4,807 A total of $50k	The board provided changes at the Kaipātiki Local Board workshop on Wednesday 9 October 2024.	No budget implications, these endorsed initiatives total 50k.
1003	Local Environmental	Climate Action Activation	Following a workshop on 31 July 2024 the initiatives confirmed for budget allocation are: - $7,500 for the Travel Lightly Project - $1,500 for each of the five community houses	Direction received by the local board at the 31 July 2024 workshop.	No budget implications as the identified initiatives equal the total budget allocated for this work programme line item.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

21. 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

22. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

24. As outlined in the Kaipātiki Local Board Plan, the Kaipātiki Local Board has supported, and continues to support projects to further the visibility of Māori identity in the area. This includes being achieved through the following activities which have a direct Māori outcome focus:

Activity name	RAG status	Activity status	Quarter 1 update
Shepherds Park – Proposed Marae Development lease	Green	Proposed	Mana Whenua engagement is under way. Staff will progress public consultation once Mana Whenua engagement is complete. Staff are also working with regulatory around the re-zoning of this piece of land.
Manaakitanga Kaipātiki	Green	In progress	The initiatives to be delivered as part of this work programme line is scheduled to be workshopped in early Q2 for the local board's feedback and confirmation. Once the board agree to all or some activities that will be presented, staff will progress with funding agreement for delivery. Most of the initiatives (upon the board's confirmation) are scheduled to start delivering in Q2. The following proposal initiatives are 1) Aru Waihīrere kapa haka roopu, 2) Community Beginners Te Reo Course - Tūwhitia te hopo, 3) Kōrero Māori Mai, 4) Weekend Wānanga, 5) Tikanga Professional Development Workshops, 6) Awhi Rito Whānau workshops, 7) Cultural Heritage, Art and Craft Expo at Te Kamaka, 8) Awataha Kai Hakari Kai hapori, 9) Waitangi Day Summer Vibes Festival, 10) Kaipātiki Project Pā Harakeke Community Planting Days.
Matariki Activations – Kaipātiki	Green	In progress	This quarter, Te Waka Kerewai team collaborated with the Community Broker (CB) to build relationships with Kaipātiki Community Facilities Trust (KCFT), Kaipātiki Local Board and Kaipātiki community organisations. Council staff met with approximately 45 community leaders from 21 local organisations at EventFinda Stadium to discuss and share feedback from 2024 Matariki to support next year's planning. Staff presented at the local board workshop in Q1 to obtain further feedback from elected members. Another workshop is scheduled to be presented in early Q2 to provide an update on three pathways for Matariki events and activations development based off all the feedback, proposal and engagement with Mana Whenua, mataawaka and local community organisations.
Library services – Kaipātiki	Green	In progress	Kaipātiki Libraries have seen an increase in visitors compared to last year (Birkenhead: 13%; Glenfield: 17%; Northcote: 6%). Matariki was celebrated (crafts creating hei tiki, pounamu, slime making, weaving, star hanging, Matariki cluster cookies, and an Auckland Zoo presentation), as was Te Wiki o te Reo Māori and a Mid-Autumn Festival. Library-planned events continue to be well attended, including Tea and Topics, North Shore Signers Club, Rhymetime, Wriggle and Rhyme, Wā Pēpē, and Creative Spaces. We continue to partner with Skinny to provide affordable broadband modems to those most at risk of digital exclusion. Library staff assist the community through Book a Librarian sessions, primarily with digital and technology support. Glenfield Library hosted a We Read Auckland author talk: Money Matters with Liam Dann and Hannah McQueen, with 50 attendees. We also continue to partner with local community organisations to co-deliver programmes such as English Conversation Classes (English Language Partners), smartphone classes (Age Concern), Elderly Chinese Community Activities (Age Concern), Death Cafe (Honohono Tatou Katoa), Tai Chi, Steady As You Go (Age Concern), Study Lab (Cram Lab). The Kaipātiki Libraries team have also done outreach to local Early Childhood Education Providers, Birkenhead Primary, and Sunnybrae Juniors (bilingual Storytime).
Te Kete Rukuruku (Māori Naming of Parks and Places) trance two	Amber	In progress	Discussions with iwi in relation to whakarewatanga at Wai Manawa are ongoing.

Ngā ritenga ā-pūtea

Financial implications

25. This report is provided to enable the Kaipātiki 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.

Financial Performance

26. The operating expenditure of $6.3 million is $639,0000 above budget for the first quarter. The Asset Based Services (ABS) is $544,000 above budget and the Locally Driven Initiatives (LDI) is $95,000 above budget. A film revenue of nearly $2,500 and LDI Opex carry forward of $3,100 for Te Kete Rukuruku was added into this financial year.

27. The operating revenue of $1.6 million is $261,000 above year to date budget.

28. Capital expenditure of $974,000 is on budget this quarter mainly focussed on asset renewal programme and network plan connections.

29. The financial report for the first quarter ended 30 September 2024 for Kaipātiki local board area is in Attachment B of the agenda report.

Revised Capex Budget

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

31. 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.

32. 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.

33. 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.

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

35. 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

36. 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.

37. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Kaipātiki Q1_Attachment A Work Programme Update	309
b ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Kaipātiki Local Board FY25 Q1 Financial Summary	341
c ⇩	20 November 2024 - Kaipātiki Local Board business meeting - Hearts and Minds Hub Transition Proposal	347

Ngā kaihaina

Signatories

Author	Jacinda Gweshe - Local Board Advisor
Authorisers	Trina Thompson - Local Area Manager

Kaipātiki Local Board

20 November 2024

Proposed policy refresh: Business Improvement District (BID) Policy (2022)

File No.: CP2024/17692

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on proposed changes to the Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi).

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Business Improvement District (BID) programme team oversees the BID programmes ongoing development accountability and governance. The refresh process will not include a review of these roles or resources.

3. BID programmes provide sustainable funding to business associations by applying a targeted rate to business rated properties within a defined geographical area and granting these funds to the relevant business association.

4. BID-operating business associations sign a three-year targeted rate grant agreement which requires compliance with the Auckland Council Business Improvement District (2022) Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the Policy) in Attachment A of the agenda report.

5. Staff are proposing changes to the BID Policy 2022 to clarify minimum requirements, including adding an issues resolution option (the ability to terminate funding agreements in cases of ongoing non-compliance where other concerns are evident), and a requirement for unallocated funds to be reported in the annual report for transparency. Additionally, the deadline for annual accountability reporting will shift from 10 March to 1 December. Other minor changes are also proposed. A summary of proposed changes as part of the policy refresh are in Attachment B of agenda report.

6. Key stakeholders including local boards, BID-operating business associations and relevant council departments will be engaged in the process with feedback sought by 28 February 2025.

7. The updated policy is scheduled for submission to the Governing Body in April 2025 with implementation commencing on 1 July 2025.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) tūtohi / receive the report and information regarding the proposed refresh of the BID Policy (2022) and agree to provide formal feedback on the changes proposed.

Horopaki

Context

Overview of the Auckland BID programme

8. BID-operating business associations are membership-based organisations independent of Auckland Council. The Auckland Council Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the policy) sets out the framework for the governance, accountability, and management of a BID programme and targeted rate funding.

9. The policy supports the independent nature of the BID-operating business associations who are responsible for the BID programme delivery, its success, and are accountable to BID members/BID affiliates.

10. Local boards have the primary relationship with BID-operating business associations in their area:

· local boards and business associations have a vested interest in a particular place and share similar goals

· local boards have allocated decision-making responsibility for BID programme establishments, amending existing BID programmes, BID boundary changes, continuation/discontinuation, and issue resolution.

Auckland Council Business Improvement District Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi)

11. The policy was last substantially reviewed and updated in 2021/2022 and approved by the Finance and Performance Committee on 26 July 2022. The policy will be approved for adoption by the Governing Body.

12. Auckland Council requires BID-operating business associations to fully comply with the policy and the three-year BID Targeted Rate Grant Agreement (refer to Attachment A of the agenda report)

13. The policy describes the reason for the BID programme and sets out the process for:

· establishing, continuing/discontinuing BID programmes;

· changes to the BID programme boundary area/map;

· changes to the BID targeted rating mechanism;

· issue resolution;

· key stakeholder roles and responsibilities.

14. The policy sets out the engagement and reporting requirements for BID-operating business associations to ensure all BID members/BID affiliates have access to the relevant BID programme information. BID-operating business associations must use their Annual General Meeting (AGM) process to obtain formal member approval for the BID programme delivery, budget and to confirm their BID targeted rate grant amount for the following financial year.

15. The three-year BID Targeted Rate Grant Agreement sets out the conditions of the BID targeted rate grant funding and the relationship between Auckland Council and a BID-operating business association.

16. There are currently 51 BID programmes within the region.

BID Targeted Rate

17. BID programmes are supported by a BID targeted rate grant providing sustainable funding to BID-operating business associations. A BID targeted rate is applied to business rated properties within a defined geographic area. The rates collected are then provided to the relevant BID-operating business association via an annual grant.

18. The amount of BID targeted rate grant is decided each year at the BID-operating business associations annual general meeting (AGM) as part of the income and expenditure budget for the following financial year.

19. BID targeted rates are set according to the procedure defined in the Local Government (Rating) Act 2002, Section 23.

Local Board role with BID programmes

20. The policy recognises local board decision-making responsibilities in relation to:

· approval of the establishment of a new BID programme and boundary area

· approval of any changes to or amendments to an existing BID programme boundary area

· annually recommending BID programme targeted rate grant amounts to the Governing Body

· recommending to the Governing Body proposed changes to a BID targeted rating mechanism.

21. The BID Policy (2022) is an effective document and includes the provision for local boards to receive an annual BID compliance and accountability report (in May each year). The report provides the local board with information on any issues that may be impacting on the BID programme or BID-operating business association.

22. The May 2024 BID annual compliance report presented to local boards with BID programmes highlighted:

· compliance with the 10 March 2024 due date for accountability reporting was lower than previous years.

· fifty-one per cent (26) of BIDs successfully completed their annual accountability reporting by the due date of 10 March 2024.

· forty-one per cent (21) were notified of missing information or documents and received an extension.

· four BIDs failed to meet BID Policy Requirement 11 and did not complete annual accountability reporting.

23. These situations are of concern and undermines the BID Policy and the relationship between the organisations and Auckland Council. The BID-operating business associations that receive an allocation of public funds (BID targeted rate grants) should as a minimum reach the BID policy requirements.

24. Of the four BIDs that failed to meet the policy requirement 11, Hunters Corner and Māngere East Village BID were situations of continued non-compliance with the policy over multiple years.

Hunters Corner BID

25. For two years, the BID Team and the local board, dealt with a complex governance and management situation within the Hunters Corner BID involving:

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

· absence of accountability reporting for grant funds received by the BID from local board and a CCO, over several years

· ineffective governance and management processes.

26. Whilst the existing policy issue resolution (section five) could have responded to these situations individually, the issues were long-term, undisclosed, and had no visibility due to governance practices within the business associations committee at the time. Once understood, these factors culminated in the need for effective and immediate decision making by Auckland Council.

27. The situation had moved beyond mere non-compliance with the BID Policy into actions that council deemed a significant risk to the funding and the associations obligations under the three-year BID Targeted Rate Grant funding agreement.

Māngere East Village BID

28. For the past 18 months, staff and the local board have been working through governance and management issues with this BID which has included continued non-compliance with the policy. The BID has also failed to undertake governance processes as set out in their constitution.

29. The outcome of this situation has been the delay of targeted rate payments to the BID due to the concern that BID rate payers (BID affiliates) are receiving no value from the BID programme. The executive committee of Māngere East Village BID has taken no actions to regain compliance with the BID Policy.

30. The local board has been involved in the process and has instructed staff, under resolution, to work with the association towards BID discontinuation from June 2025.

Broadening the definition of an “issue” to include other factors

31. The combination of circumstances in both the examples above have contributed to the need to refresh and add clarity to the issue resolution options in the ‘issues’ section of the policy (Section 5). The existing BID Targeted Rate Grant Agreement document allows for the option for council to not set the target rate and terminate the funding agreement.

32. The situations above (Hunters Corner BID and Mangere East BID) were more nuanced than purely non-compliance with the BID Policy. These situations were identified as:

· a failure to communicate relating to the non-compliance.

· debt accumulation with no actions towards reduction.

· disharmony within a business community.

33. The Introduction of the BID Policy (2022) notes that executive committees “must operate with the principles of trust, respect and democracy, and values of transparency and accountability, and good faith” (pg. 6). The lack of these factors is sometimes difficult to prove but their absence will have an impact on the reputation of a BID programme.

34. The purpose of the additional issue resolution option is to be able to consider factors other than non-compliance.

35. Feedback from local boards is particularly welcomed regarding what other circumstances could undermine the integrity of a BID programme and use of targeted rate.

36. The current policy notes that where an issue is identified, council will work with the BID to achieve compliance. Council staff will communicate with local boards when an issue is identified. This approach will remain unchanged.

37. The proposed new option for issue resolution aligns with current wording in the three-year grant agreement under the section ‘Termination”. The proposed policy wording would allow council to ‘Stop/ End’ (terminate) the three-year BID Targeted Rate Grant Agreement and/or not set the BID targeted rate for subsequent years.

38. The business association would no longer be considered as operating a BID programme under the policy.

39. The proposed additional resolution option should not be of any concern to BID programmes that are compliant with the policy and do not have other act or thing that council deems a significant risk to the associations funding or the associations obligations under this agreement.

BID Policy refresh

40. Communication about the refresh of the current policy began in October 2024 to all stakeholders involved in the management and operation of BID programmes across Tāmaki Makaurau. Stakeholders include all local boards, both BID-operating and non-BID business associations, council departments and interested parties.

41. This report is part of that process and seeks feedback from each local board. A summary of proposed changes to the BID Policy 2022 can be referred to in Attachment B of the agenda report. Although the refresh focuses on specific areas of the policy, feedback on any section of the policy is welcome.

42. The feedback period is open until 28 February 2025.

43. If approved by the Governing Body in April 2025, the 2025 BID Policy will become operational from 1 July 2025.

44. There are no expected additional financial costs associated with undertaking this refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

45. The refresh process is based on observations and feedback from working with the policy (2022), annual compliance requirements reporting, and as noted, complex governance and management issues.

46. The aim of the refresh is to:

a) add in more content and clarification to sections of the policy regarding the minimum requirements, including the sections relating to establishments and expansion projects.

b) For clarity purposes, to strengthen parts of the policy (and attachment documents) relating to issue resolution (section five).

Summary of proposed changes suggested for BID Policy (2025) and attachment documents

47. The key proposed changes proposed for BID Policy (2025) are set out in Table 1.

Table 1 - Key changes made to the BID Policy (2025) and attachment documents

Change from 2022 BID Policy	Description	Note	2022 section, Requirement
New Wording Proposed
Section 5 Issue resolution.	Clarifying what would be deemed an ‘issue’ in addition to non-compliance with the policy.	New wording for an additional option to strengthen this section. These changes should be of no concern to the majority of BIDs compliant with the policy.	Section 5 Requirement 22
	New wording added to: Requirement 22 ‘… or if Auckland Council becomes aware of any act or thing that is a significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement’.	Adding the ability for Auckland Council to act in situations where not only non-compliance with the policy is clear, but where there is a potential for serious risk to BID programme funding and the business associations obligations. Examples could include: · a failure to communicate relating to a non-compliance. · debt accumulation with no actions towards reduction. · disharmony within a business community. · a society not prepared to work with Auckland Council.
	‘Stop and End’ (terminate) the three- year target rate agreement and/ or not set the target rate for subsequent years.	‘Last case’ option for BIDs that are non-compliance and/ or with significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement.
New Section 2.6.3	Accumulated BID targeted rate grant/unspent BID targeted rate grant	To provide more clarity and transparency within the BID Treasurer report presented at the BID AGM. Treasurers report to include information on any BID targeted rate grant accumulated or unspent.	Added to Section 2.6
2.7	BID grant used to guarantee, secure, or repay borrowed or raised money. New wording to align with the Three-year BID Targeted Rate Grant Agreement.	Aligning the policy and the Three-year BID Targeted Rate Grant Agreement regarding the use of BID grant to guarantee, secure or repay borrowed or raised money.	Added to Section 2.6, and aligning with Requirement 6
Section 3, Table One	Updated tables - BID programme annual accountability reporting.	Table format updated, new headings and numbering. New wording to provide a better understanding of the minimum requirements and transparency of information reported.	Section 3
	New deadline for annual accountability reports to be with council	Change date of annual accountability reporting from 10 March to the earlier date of 1 December. BIDs can complete post AGM reporting within a shorter period. Enables better alignment between a) council confirmation of compliance with policy and b) council annual draft budget/10year plan engagement process.
4.1.2 and Requirement 14	Audit review option removed	Advice sought from Risk and Assurance Team recommended that all BIDs be required to undertake an annual full audit.	Section 4.1.2 and Requirement 14
Minor changes – to accommodate administration changes and updates, additional wording to provide clarification to support a better understanding of the requirements of the policy.
Various places in the policy		Updating references to the date of the Incorporated Societies Act 2022
	Removal of council website references	Information has been updated or is longer relevant.
	New wording or updated wording	Wording and sentence structure tidied up and align throughout the policy and attachment documents.
Section 3, Table One	Treasurer’s written report	Information transferred from Attachment D and amalgamated into Table One.	Section 3, Table One
4.1.2	Governance practices	New item due to changes within the Incorporated Societies Act 2022. New wording sets the notice requirements for AGM as a minimum of 14 days’ notice and SGM as a minimum of 21 days’ notice.	Section 4.1.2 and aligning with Requirement 13
Section 6	Table Three – BID ballot processes New Table Four – BID ballot process and mandate	Table Three captures information for the Eligible BID Voter list. New Table Four captures BID ballot process and mandate. Table format updated, wording added to tidy sentence structure and understanding of the processes associated with BID ballots.	Section 6.4, Table Three and new Table Four
Attachment A	Tidied up wording	To align with the policy
Attachment B	Tidied up wording	Tidied up form layout and sentence structure, wording and added in numbering
Attachment C	Tidied up wording
Attachment D	Removed	Information transferred and merged into Section 3, Table One
New Attachment D	Summary of policy requirements	Updated to align with policy
Attachment E	Abbreviation and definitions	Updated to align with policy

48. A detailed summary of the proposed changes to the policy and attachment documents is set out in Attachment B.

Draft BID Policy (2025) and attachment documents

49. The draft BID Policy (2025) and attachment documents will be presented to the Governing Body at the April 2025 meeting.

50. Once approved, BID Policy (2025), the attachment documents and changes document will be made available on the BID Auckland Council website www.bid.aucklandcouncil.govt.nz

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. The BID Policy (2025) focuses on the governance and accountability for BID-operating business associations. Individually the BID programme, through targeted rate-funding, can focus on advocacy and activities relating to climate factors at the request of their members.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Formal feedback will be sought from council teams and those who work and have an interest in the BID programme and business community space.

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

Local impacts and local board views

53. Local boards strongly contributed to the development of BID Policy (2022). The refresh process for the development of BID Policy (2025) presents an opportunity for local board feedback that can shape the content of the policy.

54. Local boards are asked to provide formal feedback on the changes proposed for BID Policy (2025). Local boards are encouraged to engage with BID-operating business associations in their local board area to help to inform this feedback process.

Tauākī whakaaweawe Māori

Māori impact statement

55. Officers are working with Auckland Council’s Ngā Mātārae Unit to ensure that the BID Policy (2025) aligns with the Auckland Council’s Kia Ora Tāmaki Makaurau performance measurement framework.

Ngā ritenga ā-pūtea

Financial implications

56. There are no financial implications for local boards under the refresh of the BID Policy (2022).

57. Targeted rates for BID-operating business associations are raised directly from business rated ratepayers and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. There are no direct financial risks to the local board or the council that could result from the refresh of the BID Policy (2022) and attachment documents.

59. The BID Policy describes the balance between the independence of the BID-operating business association, and the accountability role council has for monies collected as a public sector organisation. This balance is necessary to sustain public trust and confidence with the Auckland Council BID programme.

60. At the completion of the refresh, BID Policy (2025) and attachment documents will set out the requirements and obligations for BID-operating business associations and are intended to help minimise the potential for business associations to misuse BID targeted rate funds by requiring each BID to plan for their intended use, report on its activities to its members, to undertake and meet all requirements set out in the policy.

Ngā koringa ā-muri

Next steps

61. All BID-operating business associations and non-BID business associations will be advised of the refresh and invited to provide feedback on the changes proposed. The policy refresh, and engagement information will also be published on the council BIDs website www.bid.aucklandcouncil.govt.nz

62. Feedback from local board representatives on BID programmes is particularly valuable for policy development. Upon request, a workshop session could be organised. Attachment C of the agenda report details the stakeholders which the refresh will engage with.

63. Following formal feedback received from local boards, CCOs, BID-operating business associations, non-BID business associations, council departments, other external stakeholders, and those with an interest in BID programmes, the proposed BID Policy (2025) and attachment documents will be put before the Policy and Governing Body in April 2025 for approval.

64. The BID Policy (2025), if approved by the Governing Body, BID Policy (2025) would become operational on 1 July 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Erica Hannam
	Melanie Kenrick
	Tim Spring
	Dr Janet Tupou
	Adrian Tyler