1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Specifically, members are asked to identify any new interests that they have not previously disclosed and any interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	New Lynn Citizens Advice Bureau	Volunteer
	Citizens Advice Bureau Waitākere Board	Deputy Chair
	Literacy Waitākere	Board Member
	West Auckland Heritage Conference	Committee Member
	Whau Ethnic Collective	Patron
	Whau Wildlink Network	Member
Fasitua Amosa	Equity NZ	Vice President
	Massive Theatre Company	Board Member
	Avondale Business Association	Family Member is Chair
	Silo Theatre Trust	Board Member
Ross Clow	Portage Licensing Trust	Trustee
	Te Whau Coastal Walkway Environmental Trust	Patron
	Bay Olympic Sports Club	Life Member
	Forest and Bird Society	Member
	Waitākere Ranges Protection Society	Member
	New Lynn Heritage Protection Society	Member
	Trust Community foundation Limited	Trustee
	Karekare Surf Lifesaving Club	Member
	Libraries	Family Member is Librarian
Catherine Farmer	Avondale-Waterview Historical Society	Member
	Blockhouse Bay Historical Society	Member
	Blockhouse Bay Bowls	Patron
	Forest and Bird organisation	Member
	Grey Power	Member
Sarah Paterson-Hamlin	New Zealand Down Syndrome Association	Employee
Sarah Paterson-Hamlin	Raukatauri Music Therapy Centre	Employee
Warren Piper	New Lynn RSA	Associate Member
Warren Piper	New Lynn Business Association	Member

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau 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.

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

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.”

Whau Local Board

20 November 2024

Classification of land at 64 Fremlin Place, Avondale under the Reserves Act 1977

File No.: CP2024/12958

Te take mō te pūrongo

Purpose of the report

1. To seek approval of classification of land at Fremlin Reserve at 64 Fremlin Place, Avondale under the Reserves Act 1977.

Whakarāpopototanga matua

Executive summary

2. Fremlin Reserve is situated at 64 Fremlin Place, Avondale and legally described as Lot 3 DP 106430.

3. It is currently held by Auckland Council as unclassified local purpose (esplanade) reserve and is zoned Open Space – Conservation Zone.

4. Classification of reserves according to their principal or primary purpose is required by the Reserves Act 1977, and helps direct its management, usage and development. It is a necessary step to enable the administering body to grant third parties rights over reserves.

5. Local boards hold delegated authority under Section 16(2A) of the Reserves Act 1977 to approve classifications of council owned reserves.

6. The proposed classification was not publicly notified because the classification proposed is substantially the same as the purpose for which the parcel was acquired and the current use so it is exempt from advertising pursuant to Section 16(5)(a).

7. Central/South mana whenua representatives have been advised of the proposed classification and were invited to submit their feedback by 26 July 2024. A separate email notification was sent to Te Kawerau ā Maki on 11 October 2024. Staff did not receive any feedback on or objection to the proposed classification.

8. Specialist staff from council have been consulted on the proposal and support the proposed classification.

9. The report recommends classifying Fremlin Reserve as local purpose (eslanade) reserve. This will align with current use and will not restrict potential future uses of the reserve.

10. Subject to the local board’s decision, staff will formalise the classification through a gazette notice, which will be published to record the approved classification of Fremlin Reserve as local purpose (esplanade) reserve.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / approve the classification of land legally described as Lot 3 DP 106430 held in Record of Title NA64B/750 at Fremlin Reserve as local purpose (esplanade) reserve, pursuant to section 16(2A) of the Reserves Act 1977.

Horopaki

Context

64 Fremlin Place, Avondale Fremlin Reserve

11. Fremlin Reserve is situated at 64 Fremlin Place, Avondale and legally described as Lot 3 DP 106430, with an area of approximately 1,119 square meters. It was vested in council as local purpose (esplanade) reserve.

12. The reserve area is currently held as unclassified local purpose (esplanade) reserve and the land is zoned as Open Space – Conservation Zone.

13. An aerial map of the reserve is included as shown in Figure 1 below.

Figure 1: 64 Fremlin Place, Avondale Fremlin Reserve - aerial view

Classification of reserves under the Reserves Act 1977 and the local board’s role

14. Classification of reserves under the Reserves Act 1977 (RA) identifies the principal or primary purpose of a reserve. The classification helps direct the reserve’s management, usage and development. It is a necessary step to enable the administering body to grant third parties rights over reserves.

15. Classification of reserves provides an additional layer of legislative protection under the Reserves Act. The classification will bind the council to that classification and will limit (to a greater or lesser extent) how the land can be used. The classification also provides the community with certainty as to the types of activities that can take place on the reserve.

16. The Whau Local Board has decision-making responsibility for all reserves in the local board area. The local board also holds delegated authority under Section 16(2A) of the Reserves Act 1977 to approve classification of council held reserves, subject to all statutory processes having been satisfied.

Tātaritanga me ngā tohutohu

Analysis and advice

17. As the land at 64 Fremlin Place, Avondale Fremlin Reserve is held by the council under the Reserves Act, it is a statutory requirement to classify it according to its principal or primary purpose. Currently the reserve is held as local purpose (esplanade) reserve.

18. Prior to any reserve classification proceeding under the section 16(2A) of the Reserves Act, the council is required to publicly notify its intention of the proposed classification. Council must also engage with local iwi under Section 4 of the Conservation Act 1987.

19. The proposed classification was not publicly notified because the classification proposed is substantially the same as the purpose for which the parcel was acquired and the current use so it is exempt from advertising pursuant to Section 16(5)(a).

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:

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

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

21. The proposal outlined in this report does not include any change in the use of the land or activity on the land, introduce any new sources of greenhouse gas emissions and will not impact climate change.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Specialist staff from within the council organisation, including the parks and places specialist, have been consulted. The staff support the proposal to classify the unclassified local purpose (esplanade) reserve at 64 Fremlin Place, Avondale Fremlin Reserve as local purpose (esplanade) reserve as the classification as it will align with current and potential future uses of the land.

24. The proposed classification has no identified impacts on other parts of the council group. The views of other council-controlled organisations were not required for the preparation of this report’s advice

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

Local impacts and local board views

25. The Whau Local Board holds the delegated authority under Section 16(2A) of the Reserves Act 1977 to approve classification of the reserve subject to completion of all statutory processes.

Tauākī whakaaweawe Māori

Māori impact statement

26. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

27. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tāmaki Makaurau - Māori Outcomes Performance Measurement Framework and the local board plans.

28. Under Section 4 of the Conservation Act 1987, council is required to engage with Iwi regarding the intention to classify Fremlin Reserve as local purpose (esplanade) reserve.

29. An email was circulated to all iwi identified as having an interest in the land in the Whau Local Board area on 26 June 2024 and staff did not receive any feedback or objections to the proposed classification.

30. A separate email notification was sent to Te Kawerau ā Maki on 11 October 2024 and staff did not receive any feedback or objection to the proposed classification.

Ngā ritenga ā-pūtea

Financial implications

31. The classification of reserves is an administrative exercise, and the proposed classification will not result in any costs being incurred by the local board.

32. All costs relating to the publication of the notice of the approved classification in the New Zealand Gazette will be borne by the Parks and Community Facilities department of Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. The proposed classification will fulfil the council’s statutory requirement under the Reserves Act to classify all unclassified reserves which are either held or managed by the council. If the local board does not classify the reserve, council will be in breach of this statutory requirement under the Reserves Act.

Ngā koringa ā-muri

Next steps

34. Subject to the local board’s decision, staff will formalise the classification through a gazette notice. The notice will be published to record the approved classification of the Fremlin Reserve as local purpose (esplanade) reserve.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Debby Onesemo - Specialist Technical Statutory Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Adam Milina - Local Area Manager

Whau Local Board

20 November 2024

Miranda Reserve and Pump Station 25 - Outdoor Space Restoration Plans

File No.: CP2024/17213

Te take mō te pūrongo

Purpose of the report

1. To formally present Watercare Services Limited’s Open Space Restoration Plans for Miranda Reserve and Pump Station 25 in Avondale to the Whau Local Board for approval.

Whakarāpopototanga matua

Executive summary

2. In December 2017 the Whau Local Board (the local board) provided Land Owner Approval for project works and temporary occupation in Miranda Reserve, Avondale, in order to build infrastructure to support the Central Interceptor project.

3. Part of the Land Owner Approval process included presentation of the final Open Space Restoration Plans (OSRPs) to the Whau Local Board, which did not occur.

4. The planting and reinstatement of Miranda Reserve is complete; however Watercare Services Limited (Watercare) would like to ensure the Whau Local Board has the opportunity to formally consider the Open Space Restoration Plans.

5. Watercare expects that the local board may wish to provide comments to Watercare and the Central Interceptor project team on both the plans themselves and the process, and Watercare welcomes any and all feedback.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / approve the Open Space Restoration Plans for Miranda Reserve and Pump Station 25 in Avondale.

Horopaki

Context

6. Miranda Reserve and Pump Station 25 are located at 32B Miranda Street in Avondale. Miranda Reserve has a land area of 2.4710 hectares and is owned by Auckland Council. On Watercare’s Geographic Information System (GIS) the land use is identified as “Passive outdoor e.g. parks” with the description of improvements listed as “Pump station & reserve”. Auckland City Council is the legacy former local council for this space.

7. In December 2017 a report was submitted to the Whau Local Board (“the local board”) to establish Land Owner Approval for the new Central Interceptor sewer tunnel to be constructed commencing in 2019 between Western Springs and the Mangere Wastewater Treatment Plant.

8. The tunnel has now been extended to go through to Point Erin Park in Herne Bay and will run for 16.2 kilometres in total, making it New Zealand’s longest wastewater tunnel. The depth of the tunnel lies between 15 and 110 metres below ground. The construction sites were designated and project consented in 2013.

9. The December 2017 report also noted that Watercare had a designation and resource consent to excavate a shaft in Miranda Reserve. The shaft was, and continues to be, a critical part of building and operating the Central Interceptor.

10. The local board approved Land Owner Approval conditions for Central Interceptor project works within Miranda Reserve as set out in the report, and granted Land Owner Approval to Watercare for temporary occupation and any easements required for permanent infrastructure and future access for the Central Interceptor project works within Miranda Reserve (Resolution number WH/2017/156).

11. The two sets of approvals for Watercare’s Central Interceptor works on Auckland Council land at Miranda Reserve were executed in March 2018. This followed a series of workshops with the local board from 2016 to 2018 and the final approvals with regard to the project affecting Auckland Council land.

12. The first set of approvals consisted of an ‘omnibus’ licence agreement across the various local board areas for Auckland Council park / land to be occupied to enable Central Interceptor works.

13. The second set of approvals involved agreements to grant easements for Watercare for their infrastructure above and below ground as a result of the Central Interceptor project.

14. The licences for the temporary occupation contained the terms and conditions negotiated with Watercare after consultation with local boards, to capture Auckland Council’s needs, requirements and terms, both generally and specifically (some were site specific). These licences are still in existence and current.

15. The licences contain five schedules specifying: the parks affected, land areas, and legal descriptions; the plans of occupation; the permitted works; the general landowner conditions for all sites; and the specific landowner conditions for each site.

16. Specifically for Miranda Reserve, there were two pertinent requirements for Watercare: the submission of a temporary park service provision plan for the duration of the works to the local board for approval (prepared and approved in 2020) and the submission of OSRPs for both Miranda Reserve and Pump Station 25.

Tātaritanga me ngā tohutohu

Analysis and advice

17. The purpose of OSRPs is to ensure that parks and open spaces affected by projects like the Central Interceptor are restored to their original or improved condition. These plans are designed to maximise the social, economic, and environmental benefits these spaces provide to the community.

18. Some improvements have been made in Miranda Reserve through the implementation of the OSRP. The designation requires two replacement trees for every tree removed that would require consent for removal (trees greater than 4 metres) within park locations.

19. Additionally, the Tree Owner Approvals from the Auckland Council Urban Forest Team impose the same ratio for trees less than 4 metres. Due to limited space at Miranda Reserve, alternative locations for planting were identified. These include street trees near the Blockhouse Bay Road end of Miranda Reserve, Miranda Street, and near Pump Station 25, which is part of the wider ‘Miranda Reserve’. All of Watercare’s replanting efforts at Miranda Reserve and Pump Station 25 exceed the minimum replacement planting ratio.

20. The OSRPs (Attachment A (Miranda Reserve) and Attachment B (Pump Station 25)) were approved by Auckland Council’s Licensing and Regulatory Compliance team in March 2024, however the Landowner conditions requires these plans to be presented to the local board for its approval.

21. Future access to Miranda Reserve will be managed through easements, which will handle access to any of the sites. The pink area in Figure 1 below, represents the permanent easement area, while the blue area indicates the licence and laydown works area. The easement area is the permanent zone that Watercare will have access to for maintenance purposes from Blockhouse Bay Road, allowing access at any time. The works at the Blockhouse Bay Road end of the Reserve are in place for future connections, and as such, Watercare’s operations staff do not expect to need to access the site for scheduled maintenance.

22. In the event of emergency work, operations staff would use standard traffic management practices. While removing the bollards, they would check the use of the public space before entering. Any users would be asked to stay in a certain area away from where the work will take place. Vehicles would be driven slowly and carefully around any public space, and maintenance work areas would be cordoned off. Operations staff members have had a similar situation at the other end of Miranda Reserve for many years, regularly visiting the pump station and encountering park users, cyclists, pedestrians, and basketball players without incident.

23. Watercare’s operations staff also have experience at nearby Rawalpindi Reserve in Mount Albert, where major infrastructure is located in an open space with an access road that runs very close to a playground. This site is visited at least quarterly. In the event of emergency access required at any site, Watercare utilises emergency powers to access infrastructure.

Figure 1 below shows the permanent easement area in pink, while the blue area indicates the licence and laydown works area. Note: The paved area (Surepave) is signified by the dotted pattern. This is permeable, grassed paving.

24. Ownership and responsibility of assets is clearly defined in the licensing and easement agreements. Any assets that Watercare installs for their purposes are considered Watercare’s assets and shall be maintained by Watercare. Conversely, Auckland Council will take over the assets that are landscape and planting outside of the easement area, and Auckland Council will not be responsible for maintaining Watercare’s easement area.

25. Since 2018, there have been various variations to easement agreements approved by the appropriate local board(s) for the Central Interceptor project. At this time there are no known agreed changes to Miranda Reserve. The approved Miranda Reserve plan for the licence and easement currently remains.

26. As Watercare completes its work and vacates the licence area, including the laydown area and work site, they will limit activities to the designated easement area. Reinstatement plans will address the area highlighted in blue. The easements were intended to capture the final required area essential to Watercare’s long-term operational needs.

27. It is important to note that within the broader licence area, as illustrated in Figure 1, there is a paved section currently outside of Watercare’s easement. This has raised some concerns amongst Auckland Council staff regarding its ongoing maintenance. To address these concerns, Watercare is in the process of requesting a variation to the existing easement to incorporate this paved section, marked with a dotted outline. Once the amendment to the easement is finalised, Watercare will assume full responsibility for maintaining this Surepave area, although it is our expectation that this section will continue to be mown as part of Auckland Council’s routine maintenance programme, as was standard before the Central Interceptor project commenced.

28. There were a number of other site specific conditions as part of the Landowner Approval for this site including safe provision of play during construction, design and construction documentation for any play facilities, maintenance of walking and cycling connections (including access routes).

29. In terms of play during construction, there was previously a playground at Miranda Reserve that was removed and rather than demolishing it, the Central Interceptor team arranged for it to be shipped to Popowoh School in Vanuatu. An alternate play space was created nearby at 17 Miranda Street, a previously empty section owned by Kāinga Ora, through community led collaboration between locals and Watercare. Kāinga Ora was approached about its use of the section and readily agreed to donate the land for a play space and maintain the mowing and landscaping with help from the local community. The team developed a learn to ride cycle path, a space for a game of Four Square and ‘nature play’ (stepping logs and balance beams). Seats and a stage area were created to make the park accessible for all users from the community, and planting was included.

30. Improving the appearance of Pump Station 25 was listed as a requirement of this Land Owner Approval, working with a suitably experienced artist. Reasonable costs are to be met by Watercare’s Central Interceptor project and led by Auckland Council’s Public Art team. This piece of work is currently on hold until the future of the existing pump station is determined; however, there is budget available to proceed, with work led by Auckland Council’s Public Art team.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. The Central Interceptor project aims to significantly reduce the impacts of climate change by addressing vulnerabilities in the water and wastewater systems. By reducing many of the overflows across the region, the project mitigates the expected increase in frequency of higher magnitude rainfall events.

32. This initiative is part of a broader strategy to build climate resilience through modifications and optimisation of supply, treatment, and conveyance systems, as well as interactions with the natural environment.

33. Additionally, the Central Interceptor project in general, promotes sustainable practices such as using solar power, reusing water and old concrete, and introducing electric spoil trucks. These initiatives collectively contribute to enhancing the environment and promoting sustainability. For example, the Surepave material used on this project is made from 100% recycled product as an alternative to asphalt or concrete.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. Watercare is working with Auckland Council whanaunga, including the Whau Local Board, to ensure alignment with local board priorities where practicable.

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

Local impacts and local board views

35. The Whau Local Board previously expressed concern about the provision of appropriate play space in Miranda Reserve. The local board emphasised the importance of maintaining and enhancing recreational facilities for the community.

36. During the project, Watercare worked closely with Auckland Council to create alternative play spaces when existing playgrounds were affected by construction. An example of this collaboration is the development of a new play area on Miranda Street, which includes a learn-to-ride cycle path, a space for a game of Four Square, and nature play elements such as stepping logs and balance beams.

Tauākī whakaaweawe Māori

Māori impact statement

37. Acknowledging that water holds great significance for Māori, Watercare is dedicated to backing projects aimed at restoring the mauri of our waterways. Once the Central Interceptor project is finished, it will greatly lessen wastewater overflows in central Auckland into harbours and streams, thereby safeguarding the mauri of our waterways for the generations to come.

Ngā ritenga ā-pūtea

Financial implications

38. The Central Interceptor project has involved significant investment in community facilities, particularly in the provision of play and recreational spaces. Initially, Land Owner Approval required the relocation of the existing playground within Miranda Reserve. However, due to the playground equipment nearing the end of its life and the lack of suitable alternative locations within the Reserve, Parks and Community Facilities requested that the playground not be moved. Instead, an alternative plan was developed to create a local play space on Kāinga Ora land at 17 Miranda Street, New Lynn. This initiative cost the Central Interceptor project $65,000 for construction and an additional $60,000 for community consultation.

39. The Central Interceptor project also provided funding towards new equipment for the playground to be installed in Miranda Reserve. This funding, amounting to $60,000, was agreed upon and paid to Auckland Council’s Parks and Community Facilities team in early 2023, as Parks and Community Facilities were deemed better placed to design and build the new playground.

40. In total, Watercare has invested $185,000 in the playground and play space. This substantial contribution underscores Watercare’s commitment to improving community facilities in the area while balancing the needs of the Central Interceptor project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. The Outdoor Space Restoration Plans (OSRPs) for Miranda Reserve and Pump Station 25 includes a planting plan. The planting plan was developed and implemented by Gilbert Blakely, Chair of the Whau River Catchment Trust, and the area has been planted. There is a risk that if the OSRPs are not approved by the local board, there could be potential implications on the volunteer planting undertaken by the Whau River Catchment Trust and the community.

42. Another significant risk is the impact of the project on the local community, particularly in terms of access to recreational spaces and the overall environment. To address this, Watercare developed the alternative play space and ensured that the reinstatement plans exceed the minimum replacement planting ratio.

43. There was also concern from the local board around safety of park users when Watercare need to access its infrastructure in the future. In the event of emergency work, the project team would implement standard traffic management practices to ensure public safety.

Ngā koringa ā-muri

Next steps

44. Plans to be formally approved, with local board feedback to be provided to the Central Interceptor project team for their consideration.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Outdoor Space Restoration Plan for Miranda Reserve	19
b ⇩	Attachment B – Outdoor Space Restoration Plan for Pump Station 25	35

Ngā kaihaina

Signatories

Authors	Elizabeth Stewart – Elected Member Relationship Advisor, Watercare Services Limited
Authorisers	Adam Milina - Local Area Manager

Whau Local Board

20 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/17682

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 Whau 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 increased 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.

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026’ memorandum	57
b ⇩	Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)	63

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Whau Local Board

20 November 2024

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

File No.: CP2024/17505

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

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

Horopaki

Context

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

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

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

Staff are delivering an approved programme of work

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

· Parks and Open Spaces Strategic Action Plan (2013)

· Parks and Open Space Acquisition Policy (2013)

· Open Space Provision Policy (2016)

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

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

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

· retain Auckland Council leadership

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

· enable integration using a te ao Māori framework

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

The draft strategy connects and builds on key council strategies

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

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

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

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

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

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

Figure 1: Strategy on a page

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

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

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

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

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

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

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

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

· streamlined – to reduce complexity

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

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

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

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

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

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

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

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

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

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

· honour our Te Tiriti o Waitangi obligations

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

The draft strategy supports decision-makers and delivers for Aucklanders

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

· develop the blue-green network to better manage stormwater

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

· November 2023: targeted engagement on the background paper

· April 2024: memo presenting the background paper

· June 2024: memo presenting the draft strategic directions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

· manaakitanga as a single value to guide implementation

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles	75
b ⇩	Advisory structure memberships and meetings	99

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Whau Local Board

20 November 2024

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

File No.: CP2024/17506

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

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

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

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Policy 1: Making the most of our open spaces

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

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

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

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

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

Policy 2: Open space provision and acquisition

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

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

Proposed objectives

Proposed new rules and guidelines

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both Package 1 and Package 2 involve trade-offs

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

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


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

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

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

HOW WERE THESE TWO OPTION PACKAGES DEVELOPED?

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

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

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

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

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

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

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

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

Package 1

High-density focused

Package 2

Capacity focused

Package 3

Budget focused

Package 4

Doing things differently

Package 5

Consolidating and simplifying

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

34. The proposed policies provide:

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

Allocated decision-making responsibilities

Examples of proposed policies to support decision-making

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

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

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

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

Best practice guidance for improving the quality of existing open spaces

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

43. The proposed policies provide:

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

If…

Then…

Possible mitigations…

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

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

Low reputational and strategic risk.

Consultation material will simplify the content of the draft strategy.

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – proposed policies	113
b ⇩	Process to develop revised open space provision standards	183

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason - General Manager Policy

Adam Milina - Local Area Manager

Whau Local Board

20 November 2024

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

File No.: CP2024/17507

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Issue 2: Understanding candidates and their policies

Issue 3: Voting methods

Issue 4: Administration and promotion of elections

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

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

8. Members of the working group are:

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

· Mayor Campbell Barry, Hutt City

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

· Professor Andrew Geddis, University of Otago

· Mayor Susan O'Regan, Waipā District

· Mayor Rehette Stoltz, Gisborne District.

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

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

· Understanding the candidates and their policies

· Voting methods

· Administration and promotion of elections

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

· Greater support for delivery of civics in schools

· Strengthened civics education requirements in the New Zealand Curriculum

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

· Nationwide promotion of local government’s work and value

· Greater use of localism approaches by councils

· Enhancing how councils communicate their value

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

14. Issue 1 consultation questions:

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

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

Issue 2: Understanding candidates and their policies

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

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

· A centralised digital platform providing candidate information to voters

· Require candidates to provide an explanation of their policies.

17. Issue 2 consultation questions:

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

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

Issue 3: Voting methods

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

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

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

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

20. Issue 3 consultation questions:

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

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

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

Issue 4: Administration and promotion of elections

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

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

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

· Councils administer elections in-house

· Councils outsource administration to commercial third-parties

· Electoral Commission administers elections.

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

· Councils (in-house)

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

· The Electoral Commission.

25. Issue 4 consultation questions:

i) Who should administer local elections, and why?

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

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

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

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

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

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

27. Ideas on transition:

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

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

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

· Retain status quo arrangements for Ministerial powers of intervention

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

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

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

29. Issue 5 consultation questions:

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Electoral Reform Working Group Issues Paper	195
b ⇩	Local board feedback on the evaluation of the 2022 elections	223
c ⇩	Local board feedback on the submission to the Justice Committee Inquiry into the 2022 elections	251
d ⇩	Local board feedback on the submission to the Future for Local Government Review report	269

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor Governance

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Sarah Paterson-Hamlin
	Warren Piper

Authors	John Adams - Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Authors	Liam Courtney - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager