Agenda of Hibiscus and Bays Local Board - Tuesday, 26 November 2024

Hibiscus and Bays Local Board

26 November 2024

Hibiscus and Bays Legacy Rates Grants 2024/2025 grant allocations

File No.: CP2024/17849

Te take mō te pūrongo

Purpose of the report

1. To agree to fund, part-fund, or decline an additional application to the Hibiscus and Bays Local Board 2024/2025 Legacy Rates Grants.

Whakarāpopototanga matua

Executive summary

2. The Hibiscus and Bays Local Board adopted the Hibiscus and Bays Local Board Grants Programme 2024/2025 on 25 June 2024 (Attachment A to the agenda report). This document set application guidelines for grants.

3. This report presents a Legacy Rates Grants application by Whangaparaoa Golf Club that was not submitted in round one due to technical error. The application is being presented at the 26 November 2024 business meeting instead of through the next grants round to avoid further delays for the applicant.

4. The local board has set a Legacy Rates Grants budget of $57,472 for the 2024/2024 financial year.

5. A total of $42,334.49 was spent in Legacy Rates Grant Round One (resolution number HB/2024/136), leaving a remaining budget of $15,137.51.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakaae / agree to fund, part-fund, or decline each application in Hibiscus and Bays Legacy Rates Grants 2024/2025, listed in Table One:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2506-105	Whangaparaoa Golf Club	Sport and recreation	Towards a Legacy Rates Grant	$11,223.05	Eligible

b) whakaae / agree to amend resolution number HB/2024/137 as follows:

i) whakaae / agree to re-allocate $3,914.46 from Legacy Rates Grants – Hibiscus and Bays (Project ID2871) to Local Contestable Grants Hibiscus and Bays (Project ID177) for Local Grants Round Two.

Horopaki

Context

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

7. Auckland Council Community Grant Policy supports each local board to adopt a grant programme.

8. The local board grant programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Hibiscus and Bays Local Board adopted its grants programme for 2024/2025 on 25 June 2024 (Attachment A). The document sets application guidelines for contestable grant.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

13. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts.

14. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

20. The local board has set a Legacy Rates Grants budget of $57,472 for the 2024/2024 financial year.

21. A total of $42,334.49 was spent in Legacy Rates Grant Round One (resolution number HB/2024/136), leaving a remaining budget of $15,137.51.

22. The local board agreed to re-allocate the remaining budget from legacy rates to local grants round 2 (resolution number HB/2024/137). As such, this decision will need to be amended to reflect the local board decisions under this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

24. Following the Hibiscus and Bays Local Board allocation of funding for Legacy Rates Grants 2024/2025, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Board Community Grants Programme 2024/2025	13

Ngā kaihaina

Signatories

Author

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants and Incentives Manager

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 November 2024

Adoption of the Hibiscus and Bays Local Board Emergency Readiness and Response Plan

File No.: CP2024/16808

Te take mō te pūrongo

Purpose of the report

1. To adopt the Hibiscus and Bays Local Board Emergency Readiness and Response Plan (Attachment A to the agenda report).

Whakarāpopototanga matua

Executive summary

2. The Hibiscus and Bays Local Board Plan 2023 seeks to ‘support the development of community led resilience networks in our area, so our community and organisations will know who does what, where to get information and how to help, including in emergencies’. The development of the Hibiscus and Bays Emergency Readiness and Response Plan is a key initiative which contributes to achieving this objective.

3. The development of the Hibiscus and Bays Local Board Emergency Readiness and Response Plan is a key initiative identified in the Auckland Emergency Management Group Plan 2024-2019. Group Plan Initiative Sixteen is to ‘work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency’.

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

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

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

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

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

b) tautapa / delegate to the Hibiscus and Bays Local Board chairperson the ability to approve minor amendments of the document ahead of publication.

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergencies. Group Plan Initiative Sixteen prioritises the preparation of Local Board Emergency Readiness and Response (ERR) Plans to meet this objective. The Hibiscus and Bays ERR Plan contributes to the delivery of the Hibiscus and Bays Local Board Plan 2023 which seeks to ‘support the development of community led resilience networks in our area, so our community and organisations will know who does what, where to get information and how to help, including in emergencies’.

8. The purpose of the ERR plan is to support local emergency readiness. The development of the ERR plan was carried out in collaboration with the Hibiscus and Bays Local Board over the course of 2024.

9. The ERR plan has been developed through three workshops with the Hibiscus and Bays Local Board. The workshops covered the following topics:

· workshop one (9 April 2024): the concept of the ERR Plan was introduced, local board emergency readiness and response leads were nominated, and the process to develop the ERR plan agreed. The Hibiscus and Bays ERR plan working group was established and included the nominated local board emergency readiness and response leads, the Auckland Emergency Management Senior Community Planning and Readiness Advisor, Community Wellbeing (formerly Connected Communities) Community Broker with support from local board services staff. The ERR plan working group met throughout the development of the ERR plan and between workshops two and three

· workshop two (14 May 2024): the draft ERR plan template was presented, following input from the nominated ERR plan working group. Discussion focused on identifying and/or confirming hazards specific to the Hibiscus and Bays Local Board area, potential civil defence centres and provisional community emergency hubs. The local board confirmed a targeted group of community stakeholders with which to test the draft ERR Plan

· Workshop three (10 September 2024): feedback from targeted stakeholder consultation was reviewed and the text of the final draft ERR plan presented. The design proof from the pilot local board (Devonport-Takapuna) was shared and agreement sought on launch and testing activities.

10. In addition to input from the ERR plan working group, this ERR plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency New Zealand and Police), Health New Zealand-Te Whatu Ora, the Auckland Council Demographic Panels, as well as council departments of Healthy Waters, Community Wellbeing and the Tāmaki Makaurau Recovery Office. Key community groups with an interest in emergency readiness and response have also been involved in the development of the plan. A summary of this feedback is provided in paragraphs 13 through 19 in this report.

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

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

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

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

13. At local board workshop two, feedback was received regarding specific civil defence centres located in the Hibiscus and Bays area. This feedback has been collated for all local board areas and has been used to inform the Auckland Emergency Management’s review of Civil Defence Centres across Tãmaki Makaurau. Feedback was also received regarding potential Community Emergency Hubs and community groups that the local board recommend testing the draft ERR plan with.

14. The ERR plan working group emphasised the importance of making the plan user-friendly and community focused. Specific feedback from the working group has been incorporated, such as making the front section removable so it can be placed on the fridge or in the pantry - a design feature now part of all plans. The working group also suggested including past events in the narrative. Therefore, the plan incorporates the 2011 Rothesay Bay rockfall event, the 2017 cliff collapse event, the 2020 water shortages and the 2023 Auckland Anniversary flooding events.

15. The working group provided significant feedback on the importance of including strong ‘calls to action’ which are featured on all maps.

Summary of community feedback

16. Auckland Emergency Management staff engaged with key community groups who have an interest in emergency readiness and response, as recommended at local board workshop two. The purpose of engaging with key community groups was to seek feedback and input into the ERR plan to ensure the plan meets the needs of the community. The engagement process included community group presentations, opportunities for individual email feedback, and face-to-face meetings. Out of engaging with the following nine identified groups, six provided feedback as indicated by the asterix below:

· Te Herenga Waka o Ōrewa Marae*

· Mid Bays Resilient Communities*

· Heart of the Bays Community Readiness Group*

· Whangaparāoa Community Resilience Group*

· Hibiscus North Community Resilience Group*

· Mairangi Presbyterian Church*

· The Salvation Army Hibiscus Coast

· St Chad's Church Ōrewa

· Browns Bay Presbyterian Church.

17. The feedback received from the six community groups was overwhelmingly positive, aligning well with the emergency readiness initiatives they are currently pursuing. One community member commented ‘A tremendous amount of work has gone into this document! It looks fantastic, with clear and helpful information, especially around the four Rs. The layout is intuitive and makes perfect sense.’ Most of the feedback focused on specific information about the Community Emergency Hubs, particularly regarding the accuracy and usability of the location maps during an emergency. This feedback has been incorporated into the plan and updates to the maps have been completed.

Feedback from council’s demographic panels

18. Over June and July 2024, Auckland Emergency Management presented a draft ERR plan to the six Auckland Council demographic panels which represent ethnic communities, pacific peoples, youth, seniors, disability and rainbow communities. Feedback from the panels include:

· communication of the plan post-adoption

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

· training opportunities for community emergency hubs to be inclusive of diversity

· the plans being condensed

· including advice for apartment dwellers

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

19. Particular attention has been given to making the ERR plans representative of Auckland’s diverse communities. This includes ensuring that images are inclusive and representative, that the plan is concise and accompanied by easier to read summary documents and fact sheets. Separate from the ERR plan, Auckland Emergency Management is developing guidance for apartment dwellers and will build inclusiveness into future community emergency hub guidance documentation.

Launch strategy for the ERR plan

20. A two-stage launch strategy is proposed for the release of the local board ERR plan. The two stages include a ‘soft launch’ post ERR plan adoption at the Hibiscus and Bays Local Board business meeting and a full public launch commencing February 2025.

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

Update process for the ERR plan

22. As the ERR plan is a new local board and community resource, Auckland Emergency Management will conduct a first review of the ERR plan as part of the FY25/26 local board work programme. Whilst much of the content within the plan will remain unchanged, the initial review is a good opportunity to update any changes to contact information or identified civil defence centres and/or community emergency hub locations. Following this initial review, further reviews will occur on a three yearly basis (or as required) to align with the local board plan cycle.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

24. Further work delivered by Auckland Emergency Management over 2025 and beyond will seek to embed the ERR plan by working alongside members of the Hibiscus and Bays Local Board and their communities to reduce risks, to be emergency ready and to respond to, and recover from, future emergency events.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The Hibiscus and Bays Local Board ERR Plan has provided an opportunity to partner and collaborate with many departments across the council group.

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

28. Council-controlled organisations such as Auckland Transport and Watercare Limited, are connected to this work through both the Coordinating Executive Group (CEG) and through the Lifelines Utilities Programme (representing electricity, cellular network, water and roading providers). The Lifelines Utilities Advisor has been consulted through the development of the ERR plan.

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

Local impacts and local board views

29. The ERR plan contributes to the delivery of the Hibiscus and Bays Local Board Plan 2023 objective ‘support the development of community led resilience networks in our area, so our community and organisations will know who does what, where to get information and how to help, including in emergencies’. The purpose of the ERR plan is to support local emergency readiness. The ERR plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

30. The development of the Hibiscus and Bays ERR Plan was carried out in collaboration with the local board over the course of 2024 as outlined in paragraph nine. Throughout the development of the ERR plan, the views of the local board were sought and the feedback received was used to shape and inform the plan’s development. Auckland Emergency Management staff also engaged with key community groups who have an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ERR plan to ensure the plan meets the needs of the local community. Paragraphs 12 through 19 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

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

32. The ERR plan provides key emergency contact information that local board members can pass on to their communities. The ERR plan clarifies roles and responsibilities through reduction, readiness, response and recovery. Cross boundary issues have been considered, with the maps incorporated within the plan showing hazards, civil defence centres and community emergency hubs both within the local board area/rohe and those areas immediately adjacent.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. Key risks to the implementation of the Hibiscus and Bays Local Board ERR plan include:

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

· response risk: should the emergency coordination centre be activated, all day-to-day work to publish, launch and embed the ERR plan will be temporarily put on hold to enable kaimahi to prioritise supporting the community through the emergency response period. The recommendation is that this risk is acknowledged, noting work would recommence as soon as Auckland Emergency Management’s response personnel are stood down.

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

Ngā koringa ā-muri

Next steps

40. Auckland Emergency Management will progress the publication of the Hibiscus and Bays Local Board Emergency Readiness and Response Plan and commence communication and launch activities as outlined in this report. This includes a ‘soft launch’ following the adoption of the ERR plan and a full public launch over February and March 2025.

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Hibiscus and Bays Local Board Emergency Readiness and Response Plan (Under Separate Cover)
b	Local Board Emergency Readiness and Response Plan - Launch Stategy (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Glenn Browne – Senior Community Planning and Readiness Advisor

Authorisers

Parul Sood - Deputy Director Resilience and Infrastructure

Adam Maggs - General Manager Auckland Emergency Management

Hibiscus and Bays Local Board

26 November 2024

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

File No.: CP2024/17741

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakarite / provide feedback on the proposed changes to the Business Improvement District Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi).

Horopaki

Context

Overview of the Auckland Business Improvement District (BID) programme

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

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

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

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

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

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

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

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

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

· establishing, continuing/discontinuing BID programmes

· changes to the BID programme boundary area/map

· changes to the BID targeted rating mechanism

· issue resolution

· key stakeholder roles and responsibilities.

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

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

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

Business Improvement District Targeted Rate

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

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

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

Local board role with BID programmes

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

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

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

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

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

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

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

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

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

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

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

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

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

Hunters Corner BID

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

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

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

· ineffective governance and management processes.

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

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

Māngere East Village BID

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

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

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

Broadening the definition of an ‘issue’ to include other factors

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

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

· a failure to communicate relating to the non-compliance

· debt accumulation with no actions towards reduction

· disharmony within a business community.

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

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

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

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

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

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

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

Business Improvement District Policy refresh

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

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

46. The aim of the refresh is to:

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

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

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

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

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

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

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

Draft BID Policy (2025) and appendix documents

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Business Improvement District Policy (2022) (Under Separate Cover)
b	Changes between current Business Improvement District Policy and proposed BID Policy 2025 (Under Separate Cover)
c	Stakeholder Engagement Programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 November 2024

Engagement Strategy

File No.: CP2024/16786

Te take mō te pūrongo

Purpose of the report

1. To adopt the Hibiscus and Bays Local Board Engagement Strategy.

Whakarāpopototanga matua

Executive summary

2. The Local Government Act 2002 sets out the requirements for engagement and the ways in which council complies with the legislation.

3. The Hibiscus and Bays Local Board set direction in the Hibiscus and Bays Local Board Plan 2023 to improve the way it engages with its communities.

4. The purpose of the Hibiscus and Bays Local Board Engagement Strategy is to outline the local board’s commitment and intent to engagement. It provides a guide to local board members, and to staff engaging with the Hibiscus and Bays Local Board community.

5. The Hibiscus and Bays Local Board workshopped a draft engagement strategy in October 2024 and feedback from this workshop has been incorporated into the engagement strategy set out in Attachment A to the agenda report.

6. The engagement strategy, once adopted, will guide the approach to engagement in the Hibiscus and Bays Local Board area in the next three years.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whai / adopt the Hibiscus and Bays Local Board Engagement Strategy set out in Attachment A to the agenda report.

b) tautapa / delegate authority to the chairperson to approve any minor edits that may be necessary to the Hibiscus and Bays Local Board Engagement Strategy prior to publication.

Horopaki

Context

7. The Local Government Act 2002 requires that the Hibiscus and Bays Local Board undertake engagement in certain circumstances and provides guidance on how this should be undertaken.

8. The Hibiscus and Bays Local Board has a role in representing the views of their communities on issues of local importance as well as responsibilities for decision-making on local matters, activities and services and for providing input into regional strategies, policies and plans.

9. The Hibiscus and Bays Local Board Plan 2023 provides strategic direction on the challenges and opportunities to engagement in the Hibiscus and Bays Local Board area and has the key initiative ‘Take a proactive approach to ensuring that the different voices in our communities are heard to inform our local board decision-making.’ An engagement strategy will enable the local board to do this well.

10. The Hibiscus and Bays Local Board workshopped the draft engagement strategy in October 2024 and feedback from this workshop has been incorporated into the engagement strategy set out in Attachment A.

11. Once adopted, the Engagement Strategy will guide the approach to engagement in the Hibiscus and Bays Local Board area.

12. In the absence of an engagement strategy the approach to engagement and consultation has been ad hoc, rather than strategic and consistent.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The aim of the strategy is to provide guidance consistent with the local board’s vision as outlined in the Hibiscus and Bays Local Board Plan 2023 and to meet legislative requirements. The strategy has been developed considering direction in the Hibiscus and Bays Local Board Plan 2023 and other guidance provided by the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The strategy does not have a direct impact on climate, however approach taken to engagement will assist in continuing to develop more cohesive and connected communities, which by definition are more resilient.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The focus of the strategy is delivery within the Hibiscus and Bays Local Board area. The approach will require working with other council groups delivering in the local board area to ensure consultation is consistent with the guidance provided in the Hibiscus and Bays Engagement Strategy.

16. The engagement strategy sets the expectations and direction for staff undertaking projects that require consultations and engagement in the local board area including consideration of community views into project plans as early as possible.

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

Local impacts and local board views

17. The Hibiscus and Bays Local Board workshopped the draft strategy in October 2024 and feedback has been incorporated into the draft strategy provided under Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

18. The strategy will help guide the development and strengthening of meaningful relationships that are respectful of the independent mana whenua status.

19. During the 2022-2025 term, the Hibiscus and Bays Local Board is committed to developing and strengthening its relationship with Ngāti Manuhiri and Ngāti Whātua o Kaipara and developing more meaningful relationships with the other iwi who have an interest in the local board area.

20. This engagement will also assist the Hibiscus and Bays Local Board to meet their broad legal obligations to Māori including responsibilities under Te Tiriti o Waitangi, legislation and in Auckland Council’s Significance and Engagement Policy.

Ngā ritenga ā-pūtea

Financial implications

21. Planned engagement such as for the annual budget and long-term plan will be undertaken as part of existing budgets. However, the board may wish to undertake other types of engagements requiring budget and funding for these would be identified as part of developing the annual work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. Should the local board not adopt the engagement strategy there is a risk that consultation and engagement will continue to be ad hoc and reactive potentially delivering ineffective engagement.

Ngā koringa ā-muri

Next steps

23. If adopted, the Hibiscus and Bays Local Board Engagement Strategy will provide guidance to the local board and staff regarding how engagement is approached with the Hibiscus and Bays communities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Board Engagement Strategy	45

Ngā kaihaina

Signatories

Author	Glenda Lock - Local Board Engagement Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 November 2024

Draft Auckland Open Space, Sport and Recreation Strategy – Part 1: strategic directions and investment principles

File No.: CP2024/17619

Te take mō te pūrongo

Purpose of the report

1. To 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.

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 (Attachment A to the agenda report) 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 Hibiscus and Bays 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) tautoko / support Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, going for public consultation.

Horopaki

Context

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

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

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

Staff are delivering an approved programme of work

11. In August 2022, the Parks, Arts, Community and Events Committee (PACE) 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 (PEP) 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 to the agenda report.

17. The development of the draft strategy has been informed by local board views through the two local board members on the Open Space, Sport and Recreation Joint Political Working Group. Staff also engaged with local boards through targeted engagement on the background paper, memos, briefings and workshops (refer 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 (page 7 of Attachment A)

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 (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 (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 PACE 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 (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 PEP Committee, local board chairpersons 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 chairpersons 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 Committee when it considers whether to approve the draft strategy going for consultation.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

· manaakitanga as a single value to guide implementation

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 November 2024

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

File No.: CP2024/17621

Te take mō te pūrongo

Purpose of the report

1. To provide feedback on the proposed policies in Manaaki Tāmaki Makaurau, the draft Auckland Open Space, Sport and Recreation Strategy, including 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 (Attachment A to the agenda report).

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

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

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

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

i) Package 1 – high-density focused: provide more open space than currently enabled in high-density areas (mostly located in brownfield 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 (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 Hibiscus and Bays Local Board:

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

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

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

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

Horopaki

Context

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

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

8. It provides a refreshed and simplified approach to planning and investment and sets five strategic directions, outlining where we are heading, and four investment principles, outlining how we will get there. This material is presented in a separate report on this agenda (refer 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 2019-2039 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 (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 (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 (refer paragraphs 21 to 36)

· new open space capacity measure to enable us to compare provision levels across areas and over time (for more details refer 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 (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 (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 (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 (five to 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 five to 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 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 November 2024

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

File No.: CP2024/16083

Te take mō te pūrongo

Purpose of the report

1. To receive the Hibiscus and Bays Local Board’s integrated performance report for quarter one, 1 July to 30 September 2024.

Whakarāpopototanga matua

Executive summary

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

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

4. The key activities for this period are:

· ID 4152 Hibiscus and Bays - Te Kete Rukuruku Māori Naming of Parks and Places - tranche two

· 4512 Browns Bay Foreshore Remediation

· ID 26010 86 Harvest Avenue, Ōrewa - develop new neighbourhood park

· ID 583 Ōrewa Beach Reserve Revitalisation pre-planning

· ID 180 Hibiscus and Bays: developing a resilient youth ecosystem across the area

· ID 3966 Hibiscus and Bays Local Board, community and business emergency response plans and resilience programme.

5. The financial performance report compared to budget 2024/2025 is included as Attachment B to the agenda report. There are some points for the local board to note:

· net operational financial performance is seven per cent below budget for the first quarter of 2024/2025

· operating revenue is 19 per cent ahead of budget, driven by the timing of revenue from Ōrewa Holiday Park, while operating expenditure was on track

· capital spend for the quarter is slightly below budget mainly due to the physical works for the Ōrewa Beach northern seawall not commending in Q1. However, this is due to be underway in Q2.

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

7. Activity budget totals for six project lines within the 2024 capex work programme were incorrectly printed in the approved June 2024 work programme report (resolution number HB/2024/73) due to an error during the work programme extraction process. This has not impacted the overall budget. Staff are requesting approval of the correction to the totals referenced in Table 2 of this agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whiwhi / receive the integrated performance report for quarter one, 1 July to 30 September 2024

b) whakaae / approve the updated activity totals, for the 2024 capex work programme to amend the figures incorrectly printed in the approved work programme report (resolution number HB/2024/73) due to an error during the work programme extraction process as follows:

ID/Ref	Work Programme Name	Reason for change	Approved total (error)	Correct total
20436	Bushglen Reserve - implement concept plan	Seeking corrections for budget totals due to a data extraction error at the time of adoption of the 2024 local board capex work programme. Note this has no impact in the overall budget.	$106,271	$177,479
40050	Hibiscus and Bays - renew playground components and drainage 2024/2025+		$980,000	$870,000
26004	Hibiscus and Bays - renew signage		$83,969	$120,000
39967	Mairangi Bay Beach Reserve - renew bridge across creek by Surf Club		$208,404	$160,000
24085	Ōrewa Library - comprehensive renewal incl. roof		$4,035,130	$5,584,000
37508	Stanmore Bay Park - renew park bridges		$513,515	$345,000

Horopaki

Context

8. The Hibiscus and Bays Local Board has an approved 2024/2025 work programme for the following operating departments:

· Customer and Community Services

· Local Environmental

· Auckland Emergency Management.

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

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Activation	Community: Community Wellbeing - Activation
CCS: Active Communities – ECE Operations	Community: Pools & Leisure - ECE Operations
CCS: Active Communities – Leisure	Community: Pools & Leisure
CCS: Active Communities – Sport and Recreation	Community: Community Wellbeing - Sport and Recreation
CCS: Connected Communities – Arts, Culture & Heritage	Community: Community Wellbeing - Arts, Culture & Heritage
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: CSI – Youth Empowerment	Community: Community Wellbeing - Youth Empowerment
CCS: Grants	Group Finance: Grants and Incentives
CCS: PCF – Community Leases	Community: Parks and Community Facilities - Community Leases
CCS: PCF – Operations	Community: Parks and Community Facilities - Operations
CCS: PCF – Project Delivery	Community: Parks and Community Facilities - Project Delivery
CCS: PCF – Property and Commercial	Community: Parks and Community Facilities - Property and Commercial
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Māori Outcomes	Community: Community Wellbeing - Māori Outcomes
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
CCS: RSS – Service Strategy and Partnerships	Group Strategy & CEs Office: Service Strategy and Partnerships
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Natural Environment Design	Community: Environmental Services - Natural Environment Design
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Resilient Land & Coasts	Resilience & Infrastructure: Engineering Assets & Technical Advisory
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local board work programme snapshot

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

Graph 2: Work programme by RAG status

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

Graph 3: Work programme by activity status and department

Key activity updates

13. Key updates in the delivery of the local board work programmes for quarter one include:

· ID 4152 Hibiscus and Bays - Te Kete Rukuruku Māori Naming of Parks and Places - tranche two: at the business meeting on 24 September 2024, 22 sites for iwi to provide Māori names for were presented to the local board for tranche two of the programme. The local board resolved to support the sites proposed (resolution HB/2024/119). Discussions facilitated by staff between iwi will now begin to resolve shared interests

· ID 4512 Browns Bay Foreshore Remediation: in quarter one, staff successfully completed the dune planting along the naturalised edge, which has completed Stage One works. A review of the planting is scheduled for December 2024, with additional planting planned in June 2025 if necessary. Design work for Stage Two involving the replacement of the failing rock masonry wall, construction of an additional staircase and installation of a handrail on the southern staircase, has been finalised. Design work for Stage Three was also started this quarter

· ID 583 Ōrewa Beach Reserve Revitalisation pre-planning: in quarter one, an optimal community engagement framework has been investigated, and professional services engaged. The draft engagement framework will be presented to the local board for feedback in quarter two.

· ID 26010 86 Harvest Avenue, Ōrewa - develop new neighbourhood park: in quarter one, construction works were underway onsite with anticipated finish date of late October 2024

· ID 180 Hibiscus and Bays: developing a resilient youth ecosystem across the area: in quarter one, staff supported the development of a youth ecosystem network across the East Coast Bays similar to the one in the Hibiscus Coast. A contractor has been focused on individual conversations with schools, organisations and groups to ensure the network is reflective of the needs in the local community

· ID 3966 Hibiscus and Bays Local Board, community and business emergency response plans and resilience programme: workshop three was held on 10 September 2024 to agree the final text of the draft Emergency Readiness and Response Plan, to be recommended for adoption at the 26 November 2024 business meeting, and to discuss the proposed launch strategy. Feedback was received from community groups recommended by the local board.

Changes to the local board capex work programme

14. Activity budget totals for six project lines within the capex work programme were incorrectly printed in the approved work programme June 2024 (resolution number HB/2024/73) due to an error during the work programme extraction process.

15. This has not impacted the overall budget. Staff are requesting approval for the correction of the totals captured in table 2.

Table 2: budget total corrections to the 2024 local board capex work programme

Project ID	Work Programme Name	Reason for change	June approved total (error)	Correct total
20436	Bushglen Reserve - implement concept plan	Corrections to the budget totals due to a data extraction error at the time of adoption of the 2024 local board capex work programme. Note this has no impact in the overall budget.	$106,271	$177,479
40050	Hibiscus and Bays - renew playground components and drainage 2024/2025+		$980,000	$870,000
26004	Hibiscus and Bays - renew signage		$83,969	$120,000
39967	Mairangi Bay Beach Reserve - renew bridge across creek by Surf Club		$208,404	$160,000
24085	Orewa Library - comprehensive renewal including roof		$4,035,130	$5,584,000
37508	Stanmore Bay Park - renew park bridges		$513,515	$345,000

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

18. The local board is invested in several environmental and sustainable projects which aim to build awareness and deliver in part on climate mitigation practices. These include:

· ID 4004 Hibiscus and Bays Storm Recovery and Resilience – Hibiscus Coast

· ID 724 Ko te wai he taonga: Water is a treasure

· ID 572 EcoNeighbourhoods Hibiscus and Bays

· ID 721 Eco-ECE Programme 2024-2025

· ID 729 Trash Free Taiaotea (Browns Bay Waste Minimisation Programme)

· ID 4087 Construction and Demolition Waste Enforcement and Leadership.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

20. This report informs the Hibiscus and Bays Local Board of the performance for quarter one, July 1 to 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

21. The Hibiscus and Bays Local Board Plan 2023 provides a commitment framework through the development of initiatives that respond to Māori aspirations. The following activities have a Māori outcome focus:

· ID 507: Te Ao Māori and community led conservation

· ID 174: Māori responsiveness Hibiscus and Bays

· ID 4152: Te Kete Rukuruku (Māori naming of parks and places) tranche two

· ID 175: Local implementation of Ngā Hāpori Momoho (Thriving Communities) councils social wellbeing strategy Hibiscus and Bays

· ID 3943: Ngā Hāpori Momoho – Thriving Communities implementation opportunities

· ID 1103: Library services - Hibiscus and Bays

· ID 721: Eco-ECE Programme 2024-2025

· ID 4077 Youth-led Activities in East Coast Bays

· ID 4078: Youth-led Activities in East Coast Bays

· ID 1012 Hibiscus and Bays Local Board - Activation of parks, places and open spaces.

Ngā ritenga ā-pūtea

Financial implications

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

Financial performance

23. For the first quarter of 2024/2025, revenue from the Ōrewa Holiday Park exceeded budget, contributing to operating revenue being seven per cent ahead of budget. This is largely due to timing of revenue and the trend may not continue the remainder of the year.

24. Operating budget is generally on track, and Locally Driven Initiatives operational projects are $124,000 ahead of budget mainly due to the timing of funding to third parties processed in the first quarter.

25. Capital spend of $3.3 million was $199,000 below the first quarter budget. Ōrewa Beach Northern Seawall was yet to commence in quarter one but was expected to in the second quarter. The delivery of local renewals and coastal asset programmes are ahead of budget. Delivery progress on individual projects can be found in the work programme update (Attachment A to the agenda report).

26. The complete Hibiscus and Bays Local Board financial performance report for the first quarter of 2024/2025 can be found in Attachment B.

Revised capex budget

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Hibiscus and Bays Local Board: 1 July - 30 September work programme update (Under Separate Cover)
b	Hibiscus and Bays Local Board - Operating Performance Financial Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author	Saskia Coley - Local Board Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Chairperson	Alexis Poppelbaum, JP
Deputy Chairperson	Gary Brown
Members	Jake Law
	Sam Mills, JP
	Julia Parfitt, JP
	Victoria Short
	Gregg Walden
	Leanne Willis

Author	Alexis Poppelbaum – Hibiscus and Bays Local Board Chairperson
Authoriser	Lesley Jenkins - Local Area Manager

Author	Louise Healy - Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager