Agenda of Manurewa Local Board - Thursday, 21 November 2024

1 Nau mai | Welcome

A board member will lead the meeting in prayer.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Manurewa Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 17 October 2024, as a true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Manurewa Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Manurewa Youth Council

Te take mō te pūrongo

Purpose of the report

1. Jackson Atutahi, Teegan Mamanu, Kaela Kawiti and Regina Topia from the Manurewa Youth Council will be in attendance to speak to the board about discussions that were had at the youth conference surrounding community, security, schools, and other issues.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank the Manurewa Youth Council representatives for their attendance and presentation.

8.2 Deputation - Beautification Trust

Te take mō te pūrongo

Purpose of the report

1. Daniel Barthow and Sterling Ruwhiu from the Beautification Trust will be in attendance to speak about the impact the Trust has had in the South Auckland Community.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Daniel Barthow and Sterling Ruwhiu for their attendance.

8.3 Deputation - 9 Lives Orphanage

Te take mō te pūrongo

Purpose of the report

1. Roxanne Mason will be in attendance to speak to the board about reducing the number of stray cats and kittens in South Auckland as well as the need for a Cat Rescue centre in the Manurewa area.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Roxanne Mason for her attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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.”

No.	Title	Page
a ⇩	10 October 2024: Manurewa Local Board Workshop Record	15
b ⇩	17 October 2024: Manurewa Local Board Workshop Record	21
c ⇩	24 October 2024: Manurewa Local Board Workshop Record	25

No.	Title	Page
a ⇩	Manurewa Local Board Hōtaka Kaupapa / Governance Forward Work Calendar – November 2024	31

No.	Title	Page
a ⇩	Manurewa Local Board Update - November 2024	35

Manurewa Local Board

21 November 2024

Manurewa Sport and Active Recreation Facilities Plan Implementation

File No.: CP2024/17171

Te take mō te pūrongo

Purpose of the report

1. To:

a) adopt an updated priority projects list, including projects from WhatHope and Manurewa Table Tennis Club.

b) allocate grant funding towards priority projects identified within the Manurewa Sport and Active Recreation Facilities Plan.

Whakarāpopototanga matua

Executive summary

2. The Manurewa Sport and Active Recreation Facilities Plan was adopted in August 2022 (resolution number: MR/2022/116). The plan provides strategic guidance on the provision of the local sporting facilities network.

3. The local board has allocated $55,000 Locally Driven Initiatives (LDI) operational budget towards the implementation of the plan in the 2024/2025 financial year.

4. There are two known, live projects to be considered for inclusion in an updated priority projects list:

a) WhatHope – Development of a multipurpose community facility

b) Manurewa Table Tennis Club – Installation of an electronic court access system.

5. Implementation of the plan is done by way of grants to school, or community led projects.

6. The recommendation is to support two priority projects:

a) $44,050 to WhatHope, to conduct a site analysis and feasibility study to develop a multipurpose community facility.

b) $10,950 to Manurewa Table Tennis Club to install an electronic court access system.

7. Following the formal allocation of funding, staff will work alongside the recipient(s) to prepare a funding agreement and project plan to achieve the desired outcomes.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whai / adopt the amended priority projects list, including the addition of:

i) WhatHope – Development of a multipurpose community facility.

ii) Manurewa Table Tennis Club – Installation of an electronic court access system.

b) whakaae / approve funding of up to $44,050 to What Hope Community Trust from the locally driven initiatives operational budget to conduct a site analysis and feasibility report to develop a multipurpose community facility.

c) whakaae / approve funding of up to $10,950 to Manurewa Table Tennis Club Incorporated form the locally driven initiatives operational budget to install an electronic court access system.

Horopaki

Context

Manurewa Sport and Active Recreation Facilities Plan

8. The Manurewa Sport and Active Recreation Facilities Plan was adopted in August 2022. The plan provides strategic guidance on the provision of the local sporting facilities network (resolution number: MR/2022/116).

9. The plan outlines the current network of sport and active recreation facilities across Manurewa (irrespective of ownership). The plan also identifies existing and future provision challenges and needs.

10. On 20 October 2023, Manurewa Local Board adopted an updated priority projects list (resolution number: MR/2023/179).

Manurewa Local Board - Customer and Community Services Work Programme 2023/2024

11. On 20 June 2024, Manurewa Local Board approved the Customer and Community Services Work Programme 2024/2025, including item 3008; Manurewa Sport and Active Recreation Facilities Plan implementation (resolution number: MR/2024/88).

12. The approved activity description is:

‘Support priority projects identified within the Manurewa Sport and Active Recreation Facilities Plan. Assess implementation options for funding and allocation of grants based on criteria in the plan.’

13. The local board has allocated $55,000 Locally Driven Initiatives (LDI) operational budget for the implementation of the plan in the 2024/2025 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

Priority projects and general key moves

14. The plan identifies a full range of capital developments, repair and maintenance, and spatial/master planning projects.

15. In total, 50 projects have been assessed and categorised by priority, with an additional eight key moves identified.

16. Priority projects were assessed using four guiding principles derived from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039. The assessment was also supported by a further ten principles from the New Zealand Spaces and Places Framework.

17. The assessment criteria, including principles of investment and sub-criteria weightings, can be found in Attachment A as Appendix B.

New projects for inclusion in the Manurewa Sport and Active Recreation Facilities Plan

18. The priority projects list offers an independent evaluation of prioritised local need at a single moment in time.

19. New projects can be considered for inclusion in the Manurewa Sport and Active Recreation Facilities Plan on an annual basis. This will be done following an evaluation of project merits against the assessment criteria.

20. There are two known, live projects to be considered for inclusion in an updated priority projects list:

a) WhatHope – Development of a multipurpose community facility

b) Manurewa Table Tennis Club – Installation of an electronic court access system.

21. The table below illustrates the proposed wording to be used in the updated priority projects list.

Table 1: Proposed priority projects for inclusion in the projects list

Project

Priority

Rationale

Actions

Cost

Project lead

WhatHope – Development of multipurpose community facility

Medium

• New facility would meet identified community need for spaces

• Multipurpose facility would attract high utilisation to support operational business model

• The facility will align with the te whare tapa wha and fono fale holistic wellbeing models, and will complement any existing park assets

• Reassess and verify specific community facility needs

• Conduct site analysis and undertake feasibility study quantifying type, scope, process and brief

• Develop viable capital and operational funding plans

TBC

What Hope Community Trust

Manurewa Table Tennis Club – Install electronic court access system

Medium

• Growing demand for facility access without the administrative capacity to manually lock and unlock for bookings

• Sub-regional catchment with the largest disability programme in the country

• Facility shared with Counties Manukau Table Tennis and regularly used by Table Tennis New Zealand and Disability sport Auckland

• Identify potential funders and continue fundraising drive

$65,000

Manurewa Table Tennis Club Incorporated

22. Inclusion in the priority projects list enables the local board to support projects through grant funding in the implementation line item.

23. Inclusion in the priority projects list itself should not be seen as a financial commitment from the local board or the wider council group.

Community grant recommendations

24. Across the 50 projects there is a spread of asset ownership or project lead, as categorised below:

· ten school-based projects including a mix of secondary schools and primary schools

· thirteen community projects, typically clubs or trusts

· six mixed in nature projects including community-council and mana whenua-council partnerships

· twenty-one council projects ranging from planning to $3M+ construction.

25. Implementation of the plan is done by way of grants to school or community led projects.

26. Alternatively, grants may be provided to the non-council element of a mixed project, with Parks and Community Facilities responsible for council owned assets.

27. As part of normal business, regular advice is provided to council colleagues regarding the implementation of projects categorised as council led.

28. The eligibility of organisations and the achievability of projects are assessed on an annual basis.

29. Funding is granted with a view to supporting organisations that could feasibly utilise the funding over the next 12 to 18 months.

30. An analysis of grant options and the level of recommended support can be found in the table below.

Table 2: Assessment and recommended funding for live community led priority projects

Project

Analysis

Recommendation

Manurewa Squash Club

#48

Development of multisport hub

The club have been advocating to neighbouring local boards seeking support in principle for their aspiration to develop a “state of the art multi racket sport and wellbeing centre”.

The multipurpose facility is proposed to be located on the 3,420 square meter section owned by the club currently zoned Residential – Mixed Housing Suburban. Investigation will be required into the feasibility of the project relative to the permitted activities and standards outlined in the Unitary Plan. The club should seek early planning advice regarding the zoning and the potential reclassification of the land.

Whilst key advocates have rallied the support of potential partners, the club needs to carry out work internally before progressing through the development steps.

· Reregister as an incorporated society under the Incorporated Societies Act 2022

· Formalise direction from membership and ensure legal prerequisites are carried out

· Investigate zoning of land

· Conduct initial needs assessment

· Refine facility aspiration (feasibility study, business case, financially modelling etc.)

Private, club owned land, zoned mixed housing – suburban.

Not recommended for funding in this financial year, further planning work required

High

WhatHope

#49

Development of multipurpose community facility

WhatHope have been searching for a suitable community facility which can service the needs of youth, for a number of years. The group brings expertise in the facility planning and design realm, combined with partnerships in the construction industry.

The Manurewa Local Board Plan 2023 recognises the youthful population as an opportunity stating, “the local board will continue working with partner organisations to make the right support available”.

One of the local board’s key initiatives is to increase the number of formal and informal sport and recreation opportunities for young people, in response to the growing youth population. The plan also highlights that “supporting and developing rangatahi” is a strategic priority shared by iwi.

WhatHope have delivered a number of informal recreation events targeted at youth but open to the wider community. The intent is to build a social space on a sports park which will complement existing spaces. The location would naturally provide opportunities for any facility user to get active in the surrounding area whilst also allowing WhatHope to deliver other youth engagement initiatives.

Proposed next steps include a three-part feasibility study.

1. Needs assessment

2. Quantifying type, scope, process and brief

3. Collation of data, assessing options, community engagement, development of operational models

These steps would cost approximately $75,000 as stage one of three, with an indicative total project breakdown below:

· Investigation and analysis: $75,000

· Concept design: $75,000 - $90,000

· Construction: $6,000,000

The group intend to utilise council land where approvals are granted. A site analysis will be carried out as part of this work. Once a suitable site has been identified the group will be required to gain landowner approval from the local board.

$44,050

To conduct a site analysis and feasibility report to develop a multipurpose community facility

Medium

*following inclusion of the project within the updated projects list

Manurewa Table Tennis Club

#50

Instal of an electronic court access system

Manurewa Table Tennis Club have partnered with Counties Manukau Table Tennis to carry out more than $39,000 worth of facility improvements to increase safety, accessibility and club-wide efficiencies.

The club have been able to leverage initial support from Counties Manukau Table Tennis to gain a further $16,000 through a gaming trust funder.

The project includes the installation of security grilles and new doors. There will also be a suite of technology enhancements to enable the club to open access to their courts online.

The technology provided by Hello Club moves the club in line with Table Tennis New Zealand’s vision to modernise the game.

Indoor courts are of particularly high demand as outlined in the Auckland Indoor Court Plan 2019, highlighting a large regional shortfall of courts and identifying table tennis as a projected high growth code.

There is a balance of $10,950 to complete the project. This would include alarm installation and integration, switchboard upgrades, light control system installation and online booking capabilities, amongst other features.

This project will directly impact participation by allowing greater access to courts. The project strongly aligns with financial outcomes by sharing costs as a partner funder.

Auckland Council community ground lease renewal date
30 September 2024, final expiry date 30 September 2034.

$10,950

To support the installation of an electronic facility access system

Medium

*following inclusion of the project within the updated projects list

Jellicoe Park Tennis Club

#22

Resurface courts, re-fence and install floodlighting on new courts.

This project has multiple facets, as illustrated in the plan. Courts 5 and 6 are considered the ‘new courts’ added in 2021, thanks to the support of the local board granting $293,000 (resolution number: MR/2020/30).

Although courts 5 and 6 reside within the clubs leased area, it is unclear what ownership model and subsequent community access arrangements are in place for these courts. Parks and Community Facilities staff are seeking clarification.

Courts 1 and 2 were resurfaced in October 2022, however, despite the relatively new nature there are signs of growth of mould on all courts.

The resurfacing of courts 3 and 4 were quoted at a cost of $81,580 in May 2023. The courts remain heavily used by members and have further playing life until the need for resurfacing. Ongoing maintenance, including the management of surface mould, should be prioritised before further investment into court surface renewals.

Lighting of courts 5 and 6 is estimated to be $100,000. Courts 1 to 4 are currently floodlit, allowing for night play.

Auckland Council community ground lease expired 31 July 2021 – this lease is rolling over on a month to month basis.

Not recommended for funding in this financial year

Medium

31. The recommendation is to support two priority projects:

a) up to $44,050 to WhatHope, to conduct a site analysis and feasibility study to develop a multipurpose community facility

b) up to $10,950 to Manurewa Table Tennis Club to instal an electronic court access system.

Manurewa Table Tennis Club Incorporated

32. Located on the corner of McVilly Road and Browns Road, adjacent to the Homai Train Station, the Manurewa Table Tennis Club have been facilitating table tennis for more than 55 years.

33. The club works closely alongside Disability Sport Auckland and Table Tennis New Zealand to deliver a range of programmes. These programmes include the largest disability programme in Aotearoa.

34. Manurewa Table Tennis boasts the first para table tennis player in 48 years, with Matthew Britz competing at the recent Paralymplic Games in Paris.

35. The club also has a partnership with Counties Manukau Table Tennis who are based at the same site and provide opportunities for a sub-regional catchment.

36. The club has recently completed the resurfacing of courts. They have now been granted part funding to instal Hello Club, an electronic court booking and access system.

37. The Hello Club product combines a series of small facility modifications such as electronic key pads and lighting timers. The modifications enable online functionality, allowing remote control and increased accessibility.

What Hope Community Trust

38. The Manurewa based charitable trust, WhatHope focusses on holistic wellness outcomes for local rangatahi.

39. WhatHope provides a wide range of programmes and services including youth nights at Te Matariki and weekly waananga sessions at Manurewa High School. The hauora initiatives are based on the cornerstones of te whare tapa whā model.

40. The Trust has a vision to inspire hope in local rangatahi, and sees the development of a multipurpose facility as being a tool to achieve their objectives.

41. WhatHope envisages the facility to be a community centre available to all, but with a deliberate focus on young people up to 30 years of age.

42. Whilst the facility would not be sport specific, there are significant positive community outcomes that can be achieved.

43. The facility would serve as a base for WhatHope, as well as complementing other community needs.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. There will be no direct negative impacts on greenhouse gas emissions from the implementation of the recommended projects.

45. Travel to and from venues by participants or workers will have an indirect negative impact on emissions.

46. The new technology proposed as part of the Manurewa Table Tennis Club project will include lighting control measures to enable power efficiencies to only light up courts that are in use rather than the full facility.

47. The funding agreement for WhatHope will incorporate a requirement to assess environmental impacts as part of the feasibility study.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. There are no anticipated impacts on the council group at this stage of either project recommended for funding.

49. Staff will work alongside WhatHope to formulate a project scope to incorporate direction received at the 12 September 2024 workshop.

50. As the WhatHope project progresses, there will be a requirement to gain landowner approval and an agreement to lease from the local board.

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

Local impacts and local board views

51. On 12 September 2024 staff workshopped recommendations for grant funding. The local board views and direction are outlined in the table below:

Table 3: Local board workshop directions

Elected member comments	Staff response
Supportive of new projects being added to the priority projects list	Recommendations within this report provide the opportunity to adopt an updated priority projects list.
Request to reword WhatHope project to broaden scope	Any reference to specific site location has been removed from this project. The project overview reflects the broader intent to serve as a fully inclusive community facility.
Reservations regarding any new facility taking the place of a planned facility	The funding agreement will include a requirement for the group to provide a detailed project plan specifying how funds will be spent. Staff will cross-check the project plan and any proposed sites with existing concept plans or masterplans.

Tauākī whakaaweawe Māori

Māori impact statement

52. Manurewa Local Board have the largest Māori population when compared to all other Auckland local board areas, with 26,106 people identifying as Māori in the 2023 Census.

53. WhatHope have targeted programmes and services to support rangatahi with more than half identifying as Māori.

54. The Manurewa Table Tennis facility is not located in an area of cultural significance to Māori.

Ngā ritenga ā-pūtea

Financial implications

55. This item has $55,000 Locally Driven Initiatives (LDI) operational budget allocated for the 2024/2025 financial year, as approved in the 2024/2025 Customer and Community Services work programme (resolution number: MR/2024/88).

56. The grant recommendations total $55,000 utilising the full budget available, and as such there are no adverse financial implications on the local board budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The non-contestable nature of the funding, coupled with the type of projects recommended, provide risks as outlined below.

Table 4: Risks and mitigations

Risks	Mitigations
Community groups who do not receive funding may feel aggrieved	Community consultation was undertaken to develop the plan. There is a transparent process to have projects included in the prioritised list which was independently assessed in alignment with council’s investment priorities for community sport. Given the annual nature of the budget, groups have the opportunity to strengthen their case for investment every financial year. Staff are available to provide groups with advice regarding facility projects.
Investigation work for the WhatHope facility results in a project which is not feasible	Staff will work alongside the group to ensure the appropriate considerations are taken to produce a feasible facility project proposal. The current contestable funding landscape is constrained, the risk that WhatHope cannot fundraise the capital to build a facility cannot be fully mitigated.

Ngā koringa ā-muri

Next steps

58. Following the formal allocation of funding, staff will work alongside the recipient(s) to prepare a funding agreement and project plan to achieve the desired outcomes.

59. Outcomes of the projects supported will be reported back to the local board as part of the implementation line in financial year 2025/2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Manurewa Sport and Active Recreation Facilities Plan 2022 (Under Separate Cover)
b ⇩	Updated 2025 Priority Projects List	51

Ngā kaihaina

Signatories

Authors

Kieran Nevey - Sport & Recreation Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

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

File No.: CP2024/17276

Te take mō te pūrongo

Purpose of the report

1. To appoint a lead to provide local board views and preferences on council’s stormwater activities that take place over local parks.

Whakarāpopototanga matua

Executive summary

2. Section 17 Local Government (Auckland Council) Act 2009 (LGACA) requires that decision-making for activities that impact beyond a single local board area, and which are beneficial and effective to be managed and coordinated on an Auckland-wide basis must be exercised by the Governing Body. As such, decision-making responsibility for stormwater management and the stormwater network is allocated to the Governing Body.

3. Local boards are responsible for a wide range of non-regulatory activities of the council that are deemed to be local in nature. This includes the use of and activities in local parks and reserves. However, as parks and reserves are crucial to the stormwater network, council’s allocation of non-regulatory responsibilities acknowledges that local board decision-making over parks and reserves may be constrained where decisions relate to council stormwater management activities.

4. Prior to June 2024, staff treated all stormwater management activities on local parks as subject to local board approval. However, as part of the LTP, it was clarified that it is not appropriate to require a landowner approval from local boards for activities of the council that are required for the management of stormwater activities. This is because council’s own activities are to be undertaken under the authority that already rests with the Governing Body.

5. Although a landowner approval will not be required for the council’s own stormwater activities, LGACA requires that the Governing Body (including staff acting under delegation) consider the views and preferences of local boards when making its decisions (section 15 LGACA). Therefore, the new process now requires Healthy Waters and Flood Resilience staff to liaise directly with local boards and consider the views and preferences of local boards when making decisions (under delegation from the Governing Body). If a local board wishes to object to any decision made by staff under delegation, they can consider raising an objection with the Governing Body via the Policy and Planning Committee.

6. Staff recommend local boards appoint a lead who can identify and communicate each local board’s views and preferences over stormwater management-related decisions that impact local parks.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

(i) identify and communicate the local board views and preferences on proposed council stormwater management activities in local parks

(ii) represent the local board at the Policy and Planning Committee, if required, to discuss any objections to proposed council stormwater management activities in local parks.

Horopaki

Context

7. As per their legislative role and council’s allocation of non-regulatory responsibilities (pursuant to section 17 of LGACA), local boards are accountable for the range of non-regulatory activities of the council deemed to be ‘local’ in nature.

8. On the other hand, the Governing Body is responsible for decision-making over activities that are ‘regional’ in nature i.e. that extend beyond local board areas, and which are beneficial and effective to be managed and coordinated on an Auckland-wide basis.

9. Staff who manage local parks and reserves have relied on council’s allocation of decision-making responsibilities over local parks to require local board approval (referred to as landowner approval or landowner consents) for most activities that take place over local parks. This means that staff have been treating all stormwater management works that occur on parks, including those that the Governing Body has been allocated decision-making responsibilities for, as being subject to landowner approvals.

10. Although local boards have generally managed to accommodate council’s stormwater management activities in local parks, a recent case where landowner approval was likely to be withheld highlighted a misalignment between council’s agreed allocation of responsibilities and operational process assumptions.

11. Staff have now provided advice to local boards clarifying that activities allocated to the Governing Body, i.e. council’s own stormwater management activities, should not be subject to a landowner approval. They have clarified that the operational processes that facilitated this misunderstanding have been changed.

12. This change does not affect third-party applications for works over local parks that relate to or connect to the stormwater network. Those applications will continue to require landowner approval from local boards.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Auckland Council’s allocation of non-regulatory responsibilities acknowledges that the decision making of local boards in relation to local parks may be constrained when such decisions intersect with council stormwater management activities, including the stormwater network. This provision ensures the Governing Body’s decision-making, and the effectiveness of the stormwater network, are not compromised.

14. A well-functioning stormwater system enhances flood resilience, reduces waterway contamination, and ensures local beaches are safer for swimming. Parks and reserves play a crucial role in this system, acting as flood plains, hosting waterways, and providing essential facilities for the effective functioning of the council’s stormwater network.

15. Decisions relating to the maintenance of the stormwater network have been delegated by the Governing Body to staff in Healthy Waters and Flood Resilience via the Chief Executive.

Process for giving input to stormwater network decisions

16. Local boards have been advised of the new process that will see Healthy Waters and Flood Resilience, instead of Land Advisory, seeking the views of local boards before making decisions (under delegation from the Governing Body) on whether to proceed with any proposed council-led stormwater projects in local parks.

17. The experience of local boards should not differ from the previous process, where consultations occurred over landowner approval applications while final decision-making is exercised by (Land Advisory) staff under delegation from local boards. Figure 1 shows the comparison between the current and updated processes.

Figure 1: Current and updated decision-making processes for stormwater activities on

local parks

Appointment of a lead to provide input to stormwater network decisions

18. To enable the effective and efficient conduct of a local board’s business, LGACA provides that a local board may delegate to a committee, subcommittee, or member of the local board, or to an officer of council, any of its responsibilities, duties, or powers, except for the exceptions listed in clause 36D, schedule 7 of the Act. The responsibilities that cannot be delegated include the duty to identify and communicate the interests and preferences of the people in the local board area in relation to the content of the strategies, policies, plans and bylaws of Auckland Council.

19. The updated process in Figure 1 requires that Healthy Waters and Flood Resilience seek input from local boards. Seeking input from local boards often requires a report and a decision at a business meeting.

20. Appointing a lead to finalise and provide input on stormwater network decisions can enable efficiencies. While it is expected that stormwater projects on local parks may be referred for discussion to a local board workshop and may include site visits, relying on staff to identify the agreed local board view might lead to misunderstandings, especially if different views are expressed in workshops and site visits. Having a single point of contact on the local board who can be accountable for collating, finalising, and communicating the local board view can prevent confusion and avoid unnecessary delays in decision-making.

21. If it were not possible to identify a shared view from the local board, it is open to the lead to refer the matter to the whole local board for a decision (on the local board input). This can be done at an upcoming local board meeting.

Resolving disputes and disagreements over use of local parks

22. In circumstances where the local board does not support use of a local park for a stormwater management activity and Healthy Waters and Flood Resilience and the local board are unable to agree on reasonable conditions for the use of a local park, Healthy Waters and Flood Resilience staff are encouraged to escalate the matter to the Chief Executive for a decision. This is on the basis that the Chief Executive at an operational level may be best placed to determine issues from an organisation wide perspective and may provide some assurance to the local board that competing perspectives are being carefully balanced.

23. It would also be open to the local board to seek the intervention of the Governing Body, via the Policy and Planning Committee.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. This is a procedural decision and is not expected to have any impact on council’s climate commitments.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. This report recommends the appointment of a lead to ensure that local board input can be provided in a timely manner enabling the council to undertake its operational and statutory duties efficiently.

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

Local impacts and local board views

26. This report seeks to appoint a local board member to perform a specific function on behalf of the local board. Any local board member who is appointed as a lead should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori

Māori impact statement

27. This procedural decision is not anticipated to have a direct impact on Māori.

Ngā ritenga ā-pūtea

Financial implications

28. A decision of this procedural nature is not considered to have financial implications on Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. If a local board chooses not to appoint a lead, staff will need to seek input from the local board at a business meeting. This may require a report which delays input and further risk delays to council projects.

30. Where a local board may feel dissatisfied with a proposed council stormwater project or feel that a project may adversely impact on the wellbeing of its community or other local board areas of decision making, and this cannot be resolved in discussions with Healthy Waters and Flood Resilience, staff are expected to escalate the matter to the Chief Executive. It is also open to local boards to seek intervention from the Governing Body via the relevant committee (Policy and Planning Committee)

Ngā koringa ā-muri

Next steps

31. Healthy Waters and Flood Resilience will provide a template to help the appointed lead quickly finalise and communicate the local board’s feedback.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

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

File No.: CP2024/17646

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 Manurewa 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	77
b ⇩	Local board feedback on the evaluation of the 2022 elections	105
c ⇩	Local board feedback on the submission to the Justice Committee Inquiry into the 2022 elections	133
d ⇨	Local board feedback on the submission to the Future for Local Government Review report (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor Governance

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

Manurewa Local Board Member Vacancy

File No.: CP2024/18069

Te take mō te pūrongo

Purpose of the report

1. To seek the Manurewa Local Board’s decision on how to proceed with the current vacancy.

Whakarāpopototanga matua

Executive summary

2. Anne Candy has resigned from the Manurewa Local Board effective 18 October 2024. This report outlines information regarding the options for filling the vacancy on the Manurewa Local Board.

3. As the vacancy has occurred within 12 months or less of the triennial election, subsections 117 (2) and (3) of the Local Electoral Act 2001 apply. According to Section 117(3) of the Local Electoral Act 2001, on receiving notice under subsection (2) the local board must, at this meeting, determine by resolution that either (a) the vacancy will be filled by the appointment by the local board of a person named in the resolution who is qualified to be elected as a member; or (b) that the vacancy is not to be filled.

4. The Manurewa Local Board must therefore decide at this business meeting, unless it is not practicable, to resolve to appoint a named person to the position or determine to leave the position vacant.

5. A person is eligible to be nominated if they are over 18 years of age, a New Zealand citizen, and on the electoral roll. The board may take other criteria into consideration as well, as long as the legislative criteria are met.

6. If, under section 117 (3) (b) the board resolves at this business meeting not to fill the vacancy, it must immediately give public notice of its decision.

7. If under section 117(3) the board resolves to appoint to the vacancy it must immediately give public notice of its decision and its selection process. The board will then confirm the appointment at its next subsequent business meeting on 5 December 2024 and the appointed member will make their statutory declaration.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) resolve to not fill the vacancy created on the Manurewa Local Board by Member Anne Candy’s resignation from the board effective on 18 October 2024, pursuant to section 117 (3) of the Local Electoral Act

b) immediately give public notice of the decision to leave the vacancy unfilled in accordance with section 119 of the Local electoral Act 2001.

a) resolve to appoint <<person nominated>> to fill the vacancy created on the Manurewa Local Board by Member Anne Candy’s resignation from the board effective 18 October 2024, until the next triennial election, which takes place on 11 October 2025, pursuant to section 117 (3) of the Local Electoral Act, and that <<person nominated>> be sworn in as a Member at the local board’s business meeting on 5 December 2024.

b) note that the board has selected <<person appointed>> because of <<criteria met>>.

c) resolve that the outcome of the appointment be immediately publicly notified as required by Section 118(1) of the Local Electoral Act 2001.

Horopaki

Context

8. Member Anne Candy resigned from her position as a member of the Manurewa Local Board effective October 18, 2024.

9. As this vacancy occurs within 12 months or less before the next triennial election, the Manurewa Local Board must make a decision:

(a) that the vacancy is filled by an appointment by the local board of a person named in the resolution who is qualified to be elected, or

(b) that the vacancy is not to be filled.

10. As per section 117 of the Local Electoral Act, the decision on how to proceed with the vacancy is to be determined at the next subsequent meeting (other than an extraordinary meeting) by resolution of the local board.

9. The criteria for eligibility for serving as an elected representative on a local board are provided in legislation and are that applicants must be:

a. Over eighteen years of age.

b. A New Zealand citizen.

c. On the electoral roll.

10. Additionally, no member of the Governing Body may also be a member of a local board. If a person is an un-discharged bankrupt, they must disclose this fact to the Chief Executive (Auckland Council’s Code of Conduct).

Tātaritanga me ngā tohutohu

Analysis and advice

11. The board is able to take any relevant considerations into account in:

i. deciding whether to appoint a new member or to leave the vacancy unfilled; and

ii. if it chooses to appoint, the criteria to use (in addition to the statutory criteria outlined above).

12. Key considerations in choosing whether to appoint or leave the position vacant could include:

· whether the community is adequately represented with either a vacancy or a full contingent of board members

· whether the remaining members adequately represent the part of the community or communities represented by the resigning member

· whether a new member has enough time to come up to speed with the council and the local board’s work this term to meaningfully contribute to discussions and decisions

· whether the board is likely to struggle to form a quorum for the remainder of the term while carrying a vacancy (the quorum is half of the members of the local board including the vacancy).

13. Key considerations in the candidate to be appointed (if the board chooses to appoint a person) could include:

· the highest polling unsuccessful candidate at the last election

· whether the appointee has been subject to public scrutiny through participating in an election process previously

· experience of community leadership within the Manurewa local board area

· an understanding of the area including the impact of Auckland Council’s services in the community

· experience in governance

· experience or knowledge of local government

· whether they are an excellent communicator

· whether they have an ability to evaluate and interpret complex information.

13. If the Board decides to appoint to the vacant position, this appointment will be confirmed at the next scheduled business meeting on the 5 December 2024.

14. The new local board member will be taken through an induction programme, the level and detail of which will be dependent on the appointed member’s knowledge and experience in local government and of local boards. The programme will be delivered by the Governance and Engagement team to provide the member with the capability and understanding to undertake the role.

15. It is also noted that nominations will open on the 4 July 2025 for the 11 October 2025 triennium elections.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. There are no significant impacts on the council group on whether the board chooses to leave the vacancy unfilled.

18. A new member will need to be sufficiently inducted into their role within a short period of time by board members and staff.

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

Local impacts and local board views

19. This decision will impact on makeup of the Manurewa Local Board for the remainder of this electoral term.

20. Filling the vacancy through appointment or leaving the vacancy unfilled will not have a significant impact as the board is still able to carry out its functions under either scenario.

Tauākī whakaaweawe Māori

Māori impact statement

21. The Manurewa Local Board has the highest number of Māori residents across Auckland’s 21 Local Boards and is committed to achieving better outcomes for Māori.

22. Member Anne Candy is of Māori descent. When Member Anne Candy filled the position as a Manurewa Local Board member, she was a strong representative of Māori communities and voices. Her absence will result in less Māori representation on the local board.

23. As this decision must be made at the November 21 business meeting, staff have not been able to consult with Māori on the decision of filling or not filling the vacancy.

24. The board may choose to fill the vacancy with an appointee of Māori descent and/or an effective representative of Māori communities and voices.

25. While impact on Māori may exist, the impact will be limited to the period before the next election.

Ngā ritenga ā-pūtea

Financial implications

26. If the board chooses to fill the vacancy by appointment, costs of induction and the member’s honorarium can be met from existing resources.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. The local board would be at risk of not meeting its legislative obligations if it fails to make a decision on this matter.

Ngā koringa ā-muri

Next steps

28. Proposed timeline:

21 November 2024 Board meets at scheduled ordinary meeting to make a decision. Resolution made to appoint or leave vacant, under section 117(3) of Local Electoral Act.

21 November 2024 If an appointment is made, the candidate is informed of the board’s decision.

22 - 28 November 2024 If appointment is made, a public notice will be provided via the Auckland Council website, the next available publication of local newspapers and minutes, providing the resolution and the process and/or criteria by which the person named in the resolution was selected for appointment.

If no appointment is made, the resolution will be also publicly notified.

5 December 2024 If an appointment is made it will be confirmed at the next scheduled business meeting on 20 November and the new member will make their Statutory Declaration. Section 118 (2) of the Local Electoral Act provides that the person appointed is for all purposes to be treated as having been elected to fill the vacancy on the date at which the appointment is confirmed. Term of office does not start until there has been a resolution confirming the appointment.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Chloe Hill - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

Deconstruction of Tadmor House and Hall at 238R Great South Road, Manurewa

File No.: CP2024/17203

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the deconstruction of Tadmor House and Hall, located on Tadmore Park, at 238R Great South Road, Manurewa, and the termination / cessation of the services that the asset provided.

Whakarāpopototanga matua

Executive summary

2. Tadmor House and Hall at 238R Great South Road, Manurewa, are not useable in their current condition. This is due to unsafe conditions including extensive pathological mould contamination in both buildings, antisocial behaviour and the overall poor condition of both buildings.

3. The deconstruction of Tadmor House and Hall was identified by staff through investigation of moisture ingress that needed remediation. Following a condition assessment, highlighting numerous remediation issues, the local board requested that staff look for options regarding the future of these assets.

4. Tadmor House and Hall, at Tadmor Park, were previously leased to the Manurewa Senior Citizens Club. The club provided activities for older people in the local community. Membership numbers were very low at approximately 10 people. The group also only used the house for two meetings per month.

5. The lease is in the process of being terminated due to the health and safety issues associated with extensive mould contamination in both buildings.

6. Tadmor House was closed in 2023.

7. Options for the future of Tadmor House and Hall were presented to the local board on
12 September 2024. At the workshop the local board indicated a preference for the deconstruction of the asset and reinstatement of the site to grass.

8. Staff seek approval of the recommended option of deconstructing both Tadmor House and Hall. This includes ceasing the services that the asset provided and reinstating the area to grass. This course of action is recommended as the building is no longer fit for service and is no longer safe for community use.

9. Expert advice indicates that deconstructing the house and hall is the only long-term viable option for remediating these buildings. This is due to extensive mould contamination within the buildings’ materials and contents. Deconstructing the buildings would also alleviate the issue with ongoing antisocial behaviour. This aligns with local board plans and honours the purpose for which the land was gifted.

10. If approved, the project will be forwarded for inclusion in a future Regional Operational Renewals and Demolitions (opex) work programme and funded through a regional budget. Timing of the funding allocation will be subject to regional priorities and budget availability.

11. The local board will be kept informed when the project is included in the regional work programme and prior to commencing work.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakaae / approve the deconstruction of Tadmor House and Hall at 238R Great South Road, Manurewa, and the termination / cessation of services provided by the assets

b) tono / request that the project be considered for inclusion in a future Regional Operational Renewals and Demolitions Work Programme, which is funded through a regional operational budget

c) tuhi ā-taipitopito / note that the Regional Operational work programme is subject to regional prioritisation, and that the timing of the deconstruction of these assets cannot be confirmed at this time

d) tuhi ā-taipitopito / note that following deconstruction:

i) the assets will be removed from the council’s asset database

ii) under council’s financial policies and guidelines, local renewals budget will not be able to be used to replace the assets or the service it provided

iii) reinstating of the assets will require new development funding.

Horopaki

Context

12. Tadmor House and Hall are located in Tadmore Park at 238R Great South Road, Manurewa. The 200m²house and 352m² hall were previously leased to the Manurewa Senior Citizens Club. Since their lease expired in 2017 it has been rolling over on a month-to-month basis.

13. The lease is in the process of being terminated due to the health and safety risks due to mould contamination in both buildings.

14. The Greater Mount Zion Holiness Church group paid the Manurewa Senior Citizens Club to use the hall on weekends for religious services and other gatherings. The church group also paid for exclusive use of a room in Tadmor House for the pastor before it was closed to the public.

15. Other former community users no longer utilise the house or hall. Other than the church group, the hall has not been used as a venue for hire for at least five years. This is attributed to issues with vandalism, antisocial behaviour and lack of security for community users.

Figure 1: aerial map shows location of Tadmore Park where Tadmor House and Hall are located.

Figure 2: Location of Tadmor House (yellow) and Tadmor Hall (green) within Tadmore Park.

A house with a pile of stuff outside

Description automatically generated

Figure 3: Tadmor Hall south elevation April 2024. Figure 4: Tadmor Hall east elevation April 2024.

A house with a driveway and grass

Description automatically generated A house with boarded up windows

Description automatically generated

Figure 5: Tadmor House December 2023. Figure 6: Tadmor House April 2024.

16. The two parcels of land that compromise Tadmore Park where the house and hall are located were gifted to the Borough of Manurewa in 1960 by Annie Barrett. Tadmor house was gifted with the land, and the hall was built later in approximately 1969.

17. The buildings do not have heritage status.

18. The wishes of the land donor were that “her valuable property should be preserved for all time, as a place where people can relax and enjoy the beauty so lavishly supplied by nature.” See Attachment A for more context on the land gift.

19. As the land parcels were gifted to council, they are treated as an endowment property and are subject to conditions outlined in section 140 and section 141 of the Local Government Act 2002.

20. Tadmore Park is made up of two parcels of land:

a) Lot 2 DP 49948 (outlined in purple in Figure 7, below) is a classified Recreation Reserve, subject to the Reserves Act 1977.

b) Lot 3 DP 49948 (outlined in blue in Figure 7). This land was gifted as a public reserve and for recreation ground purposes, pursuant to section 305 of the Municipal Corporations Act 1954. A such it is deemed a park for the purposes of section 138 of the Local Government Act 2002.

Figure 7: The two properties that comprise Tadmore Park: Lot 2 DP 49948, Lot 3 DP 49948.

21. The house and hall are in very poor condition and are no longer safe for community users.

22. Building utilisation for both Tadmor House and Hall is very low, contributing to mould growth.

23. Asbestos is present in both buildings.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Tadmor House was closed to public use following a condition assessment undertaken on 24 November 2023. The condition assessment identified that the house is in a very poor and unsafe condition.

25. Numerous remediation issues were found in the Tadmor House assessment. These include widespread mould and fungal growth, resulting in concerning interior air quality and serious building deterioration. The main contributors to the mould growth are significant moisture ingress from weathertightness failures, drainage failures, lack of ventilation and substandard building cleanliness.

26. The house is considered dilapidated beyond economical repair or remediation (refer to Attachment B for detailed information).

27. A condition assessment of Tadmor Hall was undertaken on 5 September 2024. This assessment also identified widespread pathogenic fungal growth posing health and safety risks to users. Action is underway to make the building safe, including terminating the lease.

28. The main contributors to mould in the hall are the proximity of large mature trees shading the building, the age of the internal building materials, condensation and a lack of ventilation due to low building utilisation (refer to attachment C for detailed information).

29. The condition assessment noted that renewing the affected building materials without removing the environmental factors contributing to fungal growth would mean that contamination would quickly reestablish. Due to this, renewal is not considered a viable remediation option for either building.

30. The buildings’ locations on the property, and lack of passive surveillance combined with the large mature trees, makes the buildings susceptible to vandalism with windows and door glazing being broken and rubbish being dumped. The buildings are also frequented by rough sleepers. This has created an unsafe environment for community hall users.

Options assessment

31. Several options were presented to the local board at a 12 September 2024 workshop, including the status quo. An assessment of each option considering constraints, risks and estimated cost, was tabled and discussed.

32. A summary of all options is outlined in the table below and in more detail in Attachment D of the report.

Table 1: Options assessment

Options	Local capital expenditure (preliminary estimates only)	Regional capital expenditure (preliminary estimates only)	Comments
Option 1 – Do nothing	$0 in the short term	$0 in the short term	This option is not recommended as it will not remediate health and safety risks and mould issues. The community will not be able to use the buildings. Left unused and derelict it may exacerbate current issues with anti-social behaviours and rough sleeping.
Option 2 – Renew the buildings	High level estimate of at least $750,000	$0	This option is not recommended as remediation of the affected building materials alone will not remove the environmental factors that have caused the mould growth, and it will quickly reestablish. Renewal is not considered a viable remediation option for either building.
Option 3 - Renew the buildings on a “dry” platform	High level estimate of at least $950,000	$0	This option is not recommended as removing the trees and piping the stream is inconsistent with the reasons for which the land was originally gifted i.e. the enjoyment of nature.
Option 4 – deconstruct and reinstate the area to grass and/or expand arboretum	$0 if local board chooses to wait for regional funding. The local board can choose to wait for regional funding to deconstruct or can use local board operational funding (opex) to pay for immediate deconstruction.	High level estimate of $350,000	This is the recommended option as it aligns with the local board plan and Long-term Plan 2024-2034. It honours the purpose for which the land was gifted and improves environmental outcomes.

Preferred option

33. Staff recommend that as the assets are no longer safe for community users, and that refurbishment is not a long-term viable option, that the local board approve option 4 to deconstruct the assets and incorporate the land into the reserve. This option also alleviates the issue with ongoing antisocial behaviour and rough sleeping.

34. The recommendation aligns with local board plans and is financially prudent given the low building utilisation. The local board’s ongoing funding constraints and the significant expense that would be required to remediate the buildings, given the properties’ poor condition, are also addressed by this option.

35. Removal of these assets will mean that the services they provided will cease, and the assets will be removed from council’s asset database. Accordingly, local renewal budgets will not be able to be used in the future to reinstate the service. If the service is required again in the future, the local board will need to prioritise other development capital expenditure (capex) to establish a new asset and a new service.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. 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.

37. It is anticipated that there will be an increase in carbon emissions from deconstruction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions through implementing Auckland Council's sustainability guidelines.

38. This includes maximising the upcycling and recycling of existing material, including the development of a Site-Specific Waste Avoidance and Resource Recovery Plan in accordance with the Auckland Council – Deconstruction and Salvage Specification.

39. Mitigation of greenhouse gas emissions will be achieved through sourcing local services where possible to reduce carbon emissions. By planting deconstructed areas, the urban tree canopy will improve, and Tadmore Park’s ecosystem will be enhanced.

40. While the leased area does not sit directly within a flood water (river or surface flooding) zone for a 1‑in-100-year rainstorm event, neighbouring areas are within the zones, as shown in Figure 8, below. A positive impact of removing the buildings is that reserve’s capacity to act as collection point for surface and run-off water will improve. This could help in reducing flood risks during storms and help create resilience in our infrastructure.

Figure 8: location of Tadmor House and Hall in relation to Tadmore Park flood plain.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Council staff from within Community Delivery, Parks and Community Facilities Area Operations, Specialist Asset Assessments, Specialist Operations, Community Leasing, and Service and Asset Planning have contributed to this report. They are supportive of the proposed option, as it will reduce the maintenance costs and address the health and safety concerns.

42. Collaboration with council staff will be ongoing to ensure that all departments, and council-controlled organisations, involved with Tadmore Park are informed of decisions and the starting of physical work.

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

Local impacts and local board views

43. Staff discussed the current condition of Tadmor House and Hall with the local board at a workshop on 12 September 2024. Several options were presented at the workshop, along with the assessment of each option including constraints, risks and estimated costs.

44. At the workshop the local board indicated a preference for the recommended deconstruction of the assets and reinstatement of the site to grass. The local board indicated a preference for the property to be used for the purpose for which it was gifted, that is for the community to enjoy the natural environment.

45. The proposed deconstruction of the assets will potentially have a positive impact on park users. By removing an asset which is in poor condition and improving safety, park users can get more enjoyment out of the natural resource.

46. The existing trees provide significant environmental benefits in terms of carbon sequestration, bird and insect habitat, canopy cover and reducing stormwater runoff. Incorporating the deconstructed house and hall footprints into the park, and further tree planting of deconstructed areas, will increase environmental benefits.

47. The assets have previously provided a service to the Manurewa Senior Citizens Club to provide activities for older people in the local community, meeting twice per month. Once the assets are deconstructed, this service will no longer be available to community users. However, alternative suitable accommodation has been sourced for the club, and ceasing the service at this venue will have minimal impact on the group.

Tauākī whakaaweawe Māori

Māori impact statement

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

49. The recommended option, as discussed in this report, will benefit Māori and the wider community. This is achieved through the provision of quality open spaces that promote good health, the fostering of family and community relationships, and providing a connection to the natural environment.

50. The land is not designated a site of significance to Māori.

Ngā ritenga ā-pūtea

Financial implications

51. High level indicative cost estimates for each option are included in the options assessment table (refer to Table 1 in Attachment D).

52. If the project is approved by the local board, a request will be made for the project to be included in the future Regional Operational Renewals and Demolitions (opex) work programme. This programme is subject to regional prioritisation and budget availability, and it may be some time before the deconstruction can be actioned.

53. The local board has the option to prioritise the deconstruction itself by using local board opex to fund the deconstruction instead of relying on regional funding availability. Deconstructing Tadmor House and Hall is estimated to cost $350,000, including asbestos removal, but will ensure that deconstruction can be scheduled to take place sooner than waiting for regional funding. This would reduce the safety risks associated with unused buildings.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. Resource consent might be required for deconstruction. The preparation and processing of this consent may have an impact on the timeframe for the project.

55. Additional engagement with external stakeholders, iwi and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals within the community may not support the deconstruction. This may delay the project and result in additional costs through the resource consent and engagement stages.

56. The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent	Preparing and processing the consent may have an impact on the timeframe of the completion of the project. Staff will endeavour to meet the deadlines.
Health and Safety
Public are exposed to unsafe conditions during deconstruction	The area will be managed by contractors to ensure public safety risks are minimised, including fencing and signage. A specialist asbestos removal contractor will be used to dispose of material containing asbestos.
Reputational
Community pushback on deconstructing Tadmor House and Hall	The previous leaseholder or an unidentified community group may be dissatisfied with the local board’s decision to demolish the building. Staff recommend that the Manurewa Local Board communicate to their community that they have approved deconstruction of Tadmor House and Hall. Communications could outline that the deconstruction is needed due to the properties reaching the end of their useful lives, and that the extensive mould contamination means the buildings are not safe for people to use in their current condition. Communications could also reference the local board plan to review the use of some leased assets to see if the portfolio can be consolidated, and to provide higher quality shared facilities. The increased environmental resilience benefits of incorporating the properties into the reserve could also be shared with the community.

Ngā koringa ā-muri

Next steps

57. If the local board approves the option to deconstruct the buildings and reinstate the area to grass, a request will be forwarded for consideration of inclusion in a future Regional Operational Renewals and Demolitions (opex) work programme. The work programme is funded through regional operational budgets.

58. The local board will be kept informed when the project is included in the regional work programme and prior to commencing work.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A Details of Tadmore Park endowment	165
b ⇩	Attachment B Tadmore House Indoor Air Quality Report December 2023	169
c ⇩	Attachment C Tadmor Hall Indoor Air Quality Report September 2024	191
d ⇩	Attachment D Options analysis	219

Ngā kaihaina

Signatories

Authors	Anna Jackson - Integration Specialist
Authorisers	Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

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

File No.: CP2024/17456

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 Manurewa 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, provided in Attachment A, 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	231
b ⇩	Advisory structure memberships and meetings	255

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

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

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

File No.: CP2024/17458

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 Manurewa 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 (Under Separate Cover)
b ⇩	Process to develop revised open space provision standards	269

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

21 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/17686

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Horopaki

Context

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· Council-Controlled Organisation Reform,

· Planning and paying for growth, and

· Funding major events, destination marketing and visitor attraction.

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

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

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

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

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

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

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

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

· changes to some cemetery fees

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

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

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

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

15. More information on proposed targeted rates and fees and charges can be found in the ‘Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026’ memorandum provided 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	279
b ⇩	Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)	285

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Chairperson	Matt Winiata
Deputy Chairperson	Glenn Murphy
Members	Joseph Allan
	Heather Andrew
	Angela Cunningham-Marino
	Andrew Lesa
	Rangi McLean