Agenda of Papakura Local Board - Wednesday, 27 November 2024

1 Nau mai | Welcome

A Member will lead the meeting in prayer .

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Papakura Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 20 November 2024 , as true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation - Fantasy Castle project update

Te take mō te pūrongo

Purpose of the report

1. Valerie Wei Yi Ong will be in attendance to provide an update on the delivery of the Fantasy Castles project and the outcomes for local Tamariki.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank Valerie Wei Yi Ong for her attendance and presentation regarding the Fantasy Castles project update.

8.2 Deputation - Papakura Youth Council

Te take mō te pūrongo

Purpose of the report

1. Sanna Sood and Shreshaa Guhan, Co-Chairs of the Papakura Youth Council,will be in attendance to provide an update on progress in Quarters One and Two, and to inform on what is coming up. Any submissions that cover ‘youth voice’ will also be presented.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank Sanna Sood and Shreshaa Guhan, Co-Chairs of the Papakura Youth Council for their attendance and presentation on the activities of the Youth Council.

8.3 Deputation - Kootuitui ki Papakura and Papakura Voices in Action

Te take mō te pūrongo

Purpose of the report

1. Emma O’Riordan, Papakura Youth Voices in Action, will be in attendance to update the board on the Youth review project, which is being supported by Kootuitui ki Papakura.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank Emma O’Riordan from the Papakura Youth Voices in Action group for her attendance and presentation, noting support provided from Kootuitui ki Papakura.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Papakura Local Board

27 November 2024

Approval for six new public road names at 8 Keryn Place and 29 Bellfield Road, Papakura

File No.: CP2024/17347

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Papakura Local Board to name six public roads, created by way of a subdivision development at 8 Keryn Place and 29 Bellfield Road, Papakura.

Whakarāpopototanga matua

Executive summary

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

3. The developer and applicant, Papakura Development Limited has proposed the names presented below for consideration by the local board.

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

5. The proposed names for the new public roads at 8 Keryn Place and 29 Bellfield Road, Papakura are:

	Applicant’s Preference	Alternatives
Road 8	Mangapū Road	Karearea Road Waitī Road
Road 9	Keryn Place (extension of an existing road)
Road 10	Furlough Road	Punawai Road Piopapa Road
Road 11	Pūtahi Crescent	Koromuka Crescent Stableford Crescent
Road 12	Pupū Crescent	Chalky Crescent Collar Cresent
Road 13	Tūwai Crescent	Kūkūwai Crescent Repo Crescent

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) approve the following names for six new public roads created by way of subdivision undertaken by Papakura Development Limited at 8 Keryn Place and 29 Bellfield Road, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90119684, resource consent reference BUN60389416).

i) Mangapū Road (Road 8)

ii) Keryn Place (Road 9, extension of existing road)

iii) Furlough Road (Road 10)

iv) Pūtahi Crescent (Road 11)

v) Pupū Crescent (Road 12)

vi) Tūwai Crescent (Road 13).

Horopaki

Context

6. Resource consent reference BUN60389416 was approved for Stage 3 of the Bellfield Estate development, including several roads to be vested to the Council.

7. Site and location plans of the development can be found in Attachments A and B.

8. In accordance with Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the standards), any road including private ways, COALs, and right of ways, that serve more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. Therefore, in this development, six public roads are required to be named as each would serve more than five lots in the future. Several commonly owned access lots (Laneways 12-15) within this development do not need to be named because these lots are primarily for vehicular access, and each lot served by those commonly owned access lots will also have access to a public road from which the lot can be addressed. The roads to be named are highlighted in yellow in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

12. The proposed names reflect the history of the site and the landscaped features that were/are in the area. Most of the names are suggested by Ngāti Tamaoho and Ngāti Te Ata Waiohua reflecting the history of the area as a wetland and confluence of a number of awa.

Road Number	Proposed name	Meaning (as described by applicant)
Road 8	Mangapū Road (applicant’s preference)	This name is suggested by Ngāti Te Ata Waiohua and is reflective of the stream/ river theme.
	Karearea Road (alternative)	The name for New Zealand’s only Falcon
	Waitī Road (alternative)	This name is suggested by Ngāti Tamaoho. “Waitī” means fresh water.
Road 10	Furlough Road (applicant’s preference)	This name reflects the military history of Papakura. “Furlough” is when soldiers are given official permission to leave the area where they are based for fighting.
	Punawai Road (alternative)	This name is suggested by Ngāti Tamaoho. “Punawai” means a spring.
	Piopapa Road (alternative)	A perennial endemic herb found in the North and South Islands. This name is suggested by Ngāti Tamaoho.
Road 11	Pūtahi Crescent (applicant’s preference)	This name is suggested by Ngāti Tamaoho. “Pūtahi” means confluence, referring to the confluence of many streams.
	Koromuka Crescent (alternative)	Koromuka is a wide-spreading native shrub. This name reflects the planting effort in Opaheke Park. This name is suggested by Ngāti Tamaoho.
	Stableford Crescent (alternative)	This name reflects the golfing history of the site. Stableford is a golfing term for a scoring system.
Road 12	Pupū Crescent (applicant’s preference)	“Pupū” means to bubble up (as with a spring) This name is suggested by Ngāti Tamaoho.
	Chalky Crescent (alternative)	This name reflects the golfing history of the site. Impact chalk is used to allow a golfer to see the impact surface on the club's face.
	Collar Cresent (alternative)	“Collar” is a golfing term, reflecting the history of the site as a golf course.
Road 13	Tūwai Crescent (applicant’s preference)	The name refers to the standing water at Ōtūwairoa This name is suggested by Ngāti Tamaoho.
	Kūkūwai Crescent, (alternative)	“Kūkūwai” means wetland. This name is suggested by Ngāti Tamaoho.
	Repo Crescent (alternative)	“Repo” means wetland. This name is suggested by Ngāti Tamaoho.

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

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

15. ‘Road’ and ‘Crescent’ are acceptable road types for the new public roads, suiting the form and layout of the roads.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. This report seeks the decision of the local board, and the decision sought is unlikely to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

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

21. The applicant has contacted mana whenua regarding road names for this subdivision development (Stage 3) as well as road names for further stages of the development on 21 March 2023. Ngāti Tamaoho and Ngāti Te Ata have suggested a number of names which the applicant has proposed as preferred road names.

22. On 18 October 2024, mana whenua were contacted by the council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Ngāi Tai Ki Tāmaki

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Maru

· Ngāti Tamaterā

· Waikato-Tainui

· Ngāti Whanaunga

23. By the close of the consultation period (10 working days), no responses, comments, or feedback were received. While no other iwi has given feedback it is noted that the applicant consulted closely with Ngāti Tamaoho and Ngāti Te Ata to source a number of the Te Reo Māori names that have been proposed.

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

Ngā ritenga ā-pūtea

Financial implications

25. The road naming process does not raise any financial implications for the Council.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Approved road names are notified to LINZ and recorded on its its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Report Attachment A Site Plan	19
b ⇩	Report Attachment B Location Map	21

Ngā kaihaina

Signatories

Authors

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

Papakura Small Grants Round One 2024/2025 Grants Allocation

File No.: CP2024/17035

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for 2024/2025 Papakura Small Grants Round One.

Whakarāpopototanga matua

Executive summary

2. The Papakura Local Board adopted the Papakura Local Grants Programme 2024/2025 in Attachment A. The document sets application guidelines for contestable grants submitted to the local board.

3. The local board has a total community grants budget of $196,094.32 for the 2024/2025 financial year. $50,146.00 was allocated in Papakura Local Grant Round One, leaving a balance of 145,948.32 for the remaining grants.

4. In October 2024, a $2,000 refund was received from Counties Manukau Sport (QR2114-330 - Papakura Whanau Triathlon Day) and reallocated to the Community Grants budget.

5. The new Community Grants budget is now $147,948.32, to be allocated across two Small Grant Rounds and one Local Grant Round.

6. Applications received in Papakura Small grants Round One is presented in Attachment B.

7. The Papakura Local Board received 17 applications for Papakura Small Grants Round One, requesting a total of $28,804.54.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

(a) agree to fund, part-fund or decline each application received below:

Application ID	Organisation	Requesting funding for	Amount requested	Eligibility
QR2514-101	Life Education Trust Counties Manukau	Towards purchase the side and rear notice panels for Harold The Giraffe's transport trailer from 2 December 2024 to 20 January 2025	$1,300.00	Eligible
QR2514-103	Mobility Assistance Dogs Trust	Towards vet costs from 12 December 2024 to 31 March 2025	$2,000.00	Eligible
QR2514-106	Papakura and District Historical Society Incorporated	Towards reproduction of images and labels for Military Gallery from 20 January 2025 to 9 March 2025	$2,509.40	Eligible
QR2514-107	Auckland Southern District Chinese Association Incorporated	Towards venue hire, coaching fee, transport subsidy and rehearsals coordinator wages from 1 January 2025 to 30 June 2025	$1,984.00	Eligible
QR2514-108	South Auckland Choral Soc. Inc.	Towards music scores provision, gifts for soloists, accompanist and conductor, tea/coffee for audience, staging hire, celebration cake for South Auckland Choral 50th Anniversary from 1 February 2025 to 31 May 2025	$2,000.00	Ineligible
QR2514-109	English Language Partners NZ Trust	Towards venue hire for English Language Group Classes at Sir Edmund Hillary Library from 1 January 2025 to 31 December 2025	$1,960.00	Eligible
QR2514-110	Phab Assoc Inc Contracts Operations Account	Towards venue hire, transport costs for Mixing it up with PHAB Clubs project from 3 December 2024 to 14 October 2025	$2,000.00	Eligible
QR2514-112	Tōtara Hospice	Towards the purchase of Stethoscopes from 1 December 2024 to 28 February 2025	$1,145.83	Eligible
QR2514-115	For Franklin and Districts Justice of the Peace	Towards conference registration fees for 4 delegates for JP AGM and conference from 14 March 2025 to 16 March 2025	$2,000.00	Eligible
QR2514-116	Valerie Wei Yi Ong	Towards venue hire, printing, materials and artists fees to run this workshop in Papakura from 12 December 2024 to 1 March 2025	$982.20	Eligible
QR2514-117	Badminton New Zealand Incorporated	Towards venue hire for Counties Manukau Badminton Hall from 22 March 2025 to 23 March 2025	$2,657.39	Eligible
QR2514-118	Southside Drama	Towards venue hire for Southside Production Project from 28 February 2025 to 15 March 2025	$1,000.00	Ineligible
QR2514-120	Auckland Cambodian Youth and Recreation Trust	Towards DJ sound system with operators and a tent for Cambodian New Year 2025 from 11 April 2025 to 14 April 2025	$2,000.00	Eligible
QR2514-122	Counties Manukau Gymnastics Inc	Towards medals and medal setup costs from 10 December 2024 to 31 December 2024	$1,039.00	Eligible
QR2514-124	Drury United Soccer Club	Towards purchase of team kit and ball bags from 1 January 2025 to 10 March 2025	$1,441.00	Eligible
QR2514-125	Great Potentials Foundation New Zealand	Towards salary for Family Service Centre Manager from 1 December 2024 to 31 January 2025	$2,000.00	Eligible
QR2514-126	School Start First Impressions	Towards purchase of signage and flags for School Start First Impressions from 6 January 2025 to 4 February 2025	$785.72	Eligible
Total			$28,804.54

Horopaki

Context

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

9. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme:

The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

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

· any additional accountability requirements.

10. The Papakura Local Board adopted the grants programme for 2024/2025 in Attachment A and will operate two small grants and two local grants rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. 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.

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

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Papakura Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants so they can increase their chances of success in the future.

Tauākī whakaaweawe Māori

Māori impact statement

18. 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 grants processes.

Ngā ritenga ā-pūtea

Financial implications

19. The local board has a total community grants budget of $196,094.32 for the 2024/2025 financial year. $50,146.00 was allocated in Papakura Local Grant round one, leaving a balance of 145,948.32 for the remaining grants.

20. In October 2024, a $2,000 refund was received from Counties Manukau Sport (QR2114-330 - Papakura Whanau Triathlon Day) and reallocated to the community grants budget.

21. The available community grants budget is now $147,948.32, which will be allocated across two Small Grant Rounds and one Local Grant Round.

22. The Papakura Local Board received 17 applications for Papakura Small Grants round one requesting a total of $28,804.54.

23. Appropriate staff have been consulted on this funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

25. Following the Papakura Local Board allocating funding for this round, council staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Papakura Community Grants Programme 2024 2025 (Under Separate Cover)
b ⇨	Papakura 2024 2025 Small Grants round one application summary (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Bilin He - Grant Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

Annual Plan 2025/2026 - Input on Regional Consultation Content

File No.: CP2024/18213

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Horopaki

Context

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

· Council-Controlled Organisation Reform,

· Planning and paying for growth, and

· Funding major events, destination marketing and visitor attraction.

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

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

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

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

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

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

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

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

· changes to some cemetery fees

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed changes to targeted rates and fees and charges for Annual Plan 2025/2026’ memorandum	37
b ⇩	Draft Mayoral Proposal for consultation on the Annual Plan 2025/2026 (To Be Tabled)	43
c ⇩	Template - Local Board Feedback on Annual Plan 2025-2026 Regional Topics	45

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

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

File No.: CP2024/17713

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

Horopaki

Context

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

Process for giving input to stormwater network decisions

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

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

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

local parks

Appointment of a lead to provide input to stormwater network decisions

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

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

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

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

Resolving disputes and disagreements over use of local parks

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Chloe Hill - Democracy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

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

File No.: CP2024/18305

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Issue 2: Understanding candidates and their policies

Issue 3: Voting methods

Issue 4: Administration and promotion of elections

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

Horopaki

Context

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

8. Members of the working group are:

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

· Mayor Campbell Barry, Hutt City

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

· Professor Andrew Geddis, University of Otago

· Mayor Susan O'Regan, Waipā District

· Mayor Rehette Stoltz, Gisborne District.

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

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

· Understanding the candidates and their policies

· Voting methods

· Administration and promotion of elections

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

· Greater support for delivery of civics in schools

· Strengthened civics education requirements in the New Zealand Curriculum

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

· Nationwide promotion of local government’s work and value

· Greater use of localism approaches by councils

· Enhancing how councils communicate their value

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

14. Issue 1 consultation questions:

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

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

Issue 2: Understanding candidates and their policies

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

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

· A centralised digital platform providing candidate information to voters

· Require candidates to provide an explanation of their policies.

17. Issue 2 consultation questions:

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

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

Issue 3: Voting methods

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

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

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

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

20. Issue 3 consultation questions:

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

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

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

Issue 4: Administration and promotion of elections

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

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

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

· Councils administer elections in-house

· Councils outsource administration to commercial third-parties

· Electoral Commission administers elections.

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

· Councils (in-house)

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

· The Electoral Commission.

25. Issue 4 consultation questions:

i) Who should administer local elections, and why?

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

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

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

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

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

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

27. Ideas on transition:

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

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

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

· Retain status quo arrangements for Ministerial powers of intervention

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

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

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

29. Issue 5 consultation questions:

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Electoral Reform Working Group Issues Paper	59
b ⇩	Local board feedback on the evaluation of the 2022 elections	87
c ⇩	Local board feedback on the submission to the Justice Committee Inquiry into the 2022 elections	115
d ⇨	Local board feedback on the submission to the Future for Local Government Review report (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor Governance

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

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

File No.: CP2024/18307

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

Horopaki

Context

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

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

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

Staff are delivering an approved programme of work

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

· Parks and Open Spaces Strategic Action Plan (2013)

· Parks and Open Space Acquisition Policy (2013)

· Open Space Provision Policy (2016)

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

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

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

· retain Auckland Council leadership

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

· enable integration using a te ao Māori framework

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

The draft strategy connects and builds on key council strategies

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

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

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

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

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

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

Figure 1: Strategy on a page

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

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

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

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

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

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

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

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

· streamlined – to reduce complexity

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

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

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

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

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

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

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

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

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

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

· honour our Te Tiriti o Waitangi obligations

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

The draft strategy supports decision-makers and delivers for Aucklanders

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

· develop the blue-green network to better manage stormwater

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

· November 2023: targeted engagement on the background paper

· April 2024: memo presenting the background paper

· June 2024: memo presenting the draft strategic directions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

· manaakitanga as a single value to guide implementation

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles	145
b ⇩	Advisory structure memberships and meetings	169

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

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

File No.: CP2024/18309

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

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

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

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Policy 1: Making the most of our open spaces

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

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

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

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

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

Policy 2: Open space provision and acquisition

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

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

Proposed objectives

Proposed new rules and guidelines

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Both Package 1 and Package 2 involve trade-offs

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

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


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

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

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

HOW WERE THESE TWO OPTION PACKAGES DEVELOPED?

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

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

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

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

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

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

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

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

Package 1

High-density focused

Package 2

Capacity focused

Package 3

Budget focused

Package 4

Doing things differently

Package 5

Consolidating and simplifying

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

34. The proposed policies provide:

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

Allocated decision-making responsibilities

Examples of proposed policies to support decision-making

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

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

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

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

Best practice guidance for improving the quality of existing open spaces

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

43. The proposed policies provide:

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

If…

Then…

Possible mitigations…

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

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

Low reputational and strategic risk.

Consultation material will simplify the content of the draft strategy.

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

27 November 2024

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

File No.: CP2024/16324

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. The key activity updates from this period are:

· Papakura community facilities continue to be well supported:

· The Papakura Museum (ID352) delivered 17 programmes, attracting 4,919 visitors and participants in quarter one.

· The Papakura Art Gallery (ID343) increased visitor numbers by 44 percent compared to the same quarter last year and ran 43 programmes.

· Hawkins Theatre (ID344) hosted 42 programmes that included 128 film screenings, performances, workshops, and rehearsals, attracting a total of 12,695 participants.

· Library services at Papakura (ID1198) and Te Paataka Koorero o Takaanini (ID1199) had another busy quarter with programmes that responded to and supported the community.

· The Papakura Aquatics Centre (ID41) exceeded targets for Swim Magic enrolments by 9 percent; increased facility usage; increased visitors numbers by 16 percent; increased learn to swim numbers by 27 percent; and customer satisfaction rose to 85 percent, a 4 percent increase from quarter one for the 2023/2024 financial year.

· The Papakura Leisure Centre (ID48) Les Mills Bodycombat 100 event attracted over 120 participants; membership increased by 5 percent; fitness and group fitness attendance grew by 30 percent; recreation programmes, including OSCAR, basketball, gymnastics, and school partnerships attracted 18,216 participants, a 21 percent increase and customer satisfaction for the past 12 months remained strong at 80 per cent, consistent with last year’s 81 per cent.

· The community-led disaster resilience plan was endorsed by the local board. This was part of the supporting community-led resilience connected communities work programme (ID355).

· The Kai-paawhara new neighbourhood park (ID30818) was completed and a civic event held with the local community.

· Papakura Ecological Volunteering and Environmental work programme (ID1021) estimated 603 volunteer hours given and 1,150 plants planted.

4. All operating departments with agreed work programmes have provided an update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). There are no activities with a red status.

5. There are two activities reflected as RAG status amber:

· Papakura Art service and service property optimisation (ID4467) – Additional information was requested by the local board.

· Prince Edward Park – Counties Manukau Softball Association Inc. lease (ID3608) – The new lease is on hold until a decision is reached regarding the condition of the tenant-owned building.

6. There has been a delay in progressing funding agreements for the Māra kai and food security initiatives Papakura (ID350) work programme due to a staff resourcing issue. The quarter one commentary states that an update will be provided in quarter two. This work programme is linked to the seasons. Although the RAG status is green, delays may impact the ability for community garden groups to deliver.

7. The Papakura RSA has advised that they do not require the $2,000 for a sound system this financial year to deliver the Armistice Day Service. It is recommended that the $2,000 be reallocated to the Community Grants work programme line (ID365).

8. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note:

· Net operating performance for Papakura Local Board area of $3.58 million is 18 per cent below budget for the first quarter to 30 September 2024. Operating expenditure is 18 per cent below budget and operating revenue is 12 per cent ahead of budget. Capital expenditure of $462,000 is 15.5 per cent behind budget for the quarter.

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

b) tuhi ā-taipitopito / note that the Customer and Community Services Capex work programme has been updated to reflect financial deferrals

c) whakaae / approve the reallocation of $2,000 allocated for the sound system for the RSA to deliver an Armistice Day Service in the ANZAC and Armistice Services work programme (ID360), to the Community Grants work programme line (ID365), noting the RSA has advised they no longer require the funds for the 2024/2025 financial year.

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· External Partnerships

· Plans and Places

· Auckland Emergency Management

· Local Governance.

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

Table 1: Changes to departments and units in work programmes

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

12. 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

13. 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

14. 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

Graph 4: Work programme by activity status

Key activity updates

15. Papakura Museum (ID352)

· Papakura Museum delivered 17 programmes, attracting 4,919 visitors and participants in quarter one. Key activities included several talks by Alan Knowles, covering topics such as "Ring's Redoubt" and "The Disappearance of the Aotearoa," presented to groups at the Manurewa Cosmopolitan Club, Pakuranga Library, and Probus.

· The museum engaged with local schools, including Holy Trinity, Clevedon, and Kelvin Road, offering educational programmes on topics such as migration, the environment, and local history. A Mana Whenua collection was loaned to Cosgrove School, reaching 250 students.

· The museum mentored two students and one senior volunteer through the Service IQ Certificate in Museum Studies.

· It also partnered with Ngāti Tamaoho, Te Ākitai Waiohua, and Ngāti Te Ata on the Papakura Map Project.

· Highlights: Exhibition "Solar Tsunamis," hired from Otago Museum, and an interactive science day by Auckland University. Other notable events included talks by Dr. Adam Claason on WWI ace Keith Caldwell and Edward Bennett on migration to New Zealand from 1840-1940. Additionally, the museum hosted tours for groups like St Vincent’s Retirement Village and Rosehill Satellite Class.

16. Supporting community-led resilience connected communities (ID355) - The Papakura Local Board has endorsed the community-led disaster resilience plan. Staff are finalising funding to support the core leadership group in implementing the plan.

17. Papakura Art Gallery (ID343) – The Papakura Art Gallery increased visitor numbers by 44 percent compared to the same quarter last year and ran 43 programmes.

· Two exhibitions, Jean Yern's, Hokia ki o Maunga and Sir Haaere William’s Wai – Water, enjoyed a high level of community engagement, with many visitors travelling from across Auckland coming to attend. Both were successful in attracting new audiences to the gallery and in sharing a wealth of Māori cultural knowledge while nurturing whanaungatanga.

· Public programmes were highly attended. The Whiri Aroha workshop saw a full gallery, with rangatahi from Papakura High School’s alternative class joining members of the community, celebrating art and māoritanga.

· Another major highlight this quarter has been the continuing relationship with Kelvin Road School, known for its strong Māori values and high percentage of Māori students. The fostering of this relationship supports delivering to youth, diversity, and Māori outcomes. A series of professional development workshops for a group of their kaiako were held, many of whom had previously felt uncomfortable working with art. The workshops were a great success, strengthening the connection between the school and the gallery while promoting manaakitanga.

· During the gallery’s two-week closure for painting and exhibition installation, the opportunity was used to trial an outreach program at Kelvin Road School. The Gallery Coordinator spent time over two days working with a class of Year 5/6 students and their teacher on a project for their whole school art exhibition. This experience solidified future plans with the school including scheduling a student exhibition in Artbox our Window Gallery later this year.

18. Hawkins Theatre (ID344) - hosted 42 programmes that included 128 film screenings, performances, workshops, and rehearsals, attracting a total of 12,695 participants.

· Venue Hire

· A busy quarter for venue hires at Hawkins starting with The Glow Show starting their 2024 national tour of Spike Milligan’s Badjelly the Witch Glow Show.

· Other hirers during the quarter included the annual South Auckland Performing Arts Festival featuring instruments, vocal, group and dance competitions.

· During August the venue hosted two weekends of body-building competitions consecutively, an unusual occurrence in the venue’s calendar.

· Irish Dance featured over two weekends with Auckland Irish Dance Association and Doyles Irish Dance Academy.

· Medium, Kelvin Cruickshank, sold out his return show to the venue at the end of the quarter.

· Hawkins Youth Theatre Company

· Auditions continued into July with fierce competition for the lead roles in this year’s production of Alice in Wonderland from members of the Youth Theatre Company. The company remained at full capacity for the quarter with prospective students on a waitlist.

· Rehearsals started for the production in July and continued right through the quarter.

· Film Screenings

· July school holidays always has great movies for the family with ‘Despicable Me 4’, ‘The Garfield Movie’ and ‘Panda Bear in Africa’. The films were extremely busy with both young and old.

· During the quarter there were also some great NZ films:

- ‘Ka Whawhai Tonu’ which brought in some big groups from colleges and schools from the region as well as from Papakura Marae

- ‘Bookworm’ starring Elijah Wood

- ‘We Were Dangerous’ that came from the makers of Hunt for the Wilderpeople.

· Other notable films during the quarter were ‘Fly Me to the Moon’, Kevin Costner’s epic ‘Horizon’ and a film ‘Maurice and I’ which was centred around Sir Miles Warren and Maurice Mahoney, the architects that designed Hawkins Theatre.

19. Library services – Papakura (ID1198) – Quarter one was a busy quarter for council services interactions at the library which included the annual dog re-registration and the first instalment of rates payments.

· Family History Month in August included three well attended talks, two of which focused on using the electronic and physical resources of Auckland Libraries for genealogy research. Central City Library zoom talks were broadcast on our library television.

· During Mahuru Māori a Tātai Whakapapa workshop covered the importance of knowing where you are from and showcasing the resources available to help people to discover their whakapapa. Personal guidance was then provided for those wanting to know more.

· The Papakura Library Ukelele Group gave a concert in the foyer for Te Wiki o te reo Māori.

· Year 7 and 8 students from Holy Trinity and Clevedon schools had combined visits to the library and museum. Library presentations were prepared to align with the current school topics of ‘Sharing and preserving of stories’ and ‘Research, bias and resources’.

· Ngākōroa School received library outreach visits to the special needs unit and also to the junior classes for Book Week. Edmund Hillary School received three visits with the Waka two Schools programme.

· The Papakura Art Group gained new members through their stunning exhibition in the library.

20. Te Paataka Koorero o Takaanini (ID1199) – a busy period with varied library and hub offerings for the community.

· Venue Hire bookings availability was extended out to December 2025. A software update for our printing services looks to create ease for customers wishing to top-up accounts, print and scan.

· This period saw the library piloting a Hindi and Punjabi collection until the end of March 2025, in response to community request.

· The first Waiata i te whare event was held, platforming local musician ‘Great South’ performing numbers from his self-titled EP. The performance was well received with community enjoying indie rock music, exploring his relationship with colonisation and the Great South Road as urban Maaori. To support the performance, an exhibition was held on the history of the Great South Road. Including heritage images from Auckland Libraries Heritage site Kura and the Papakura Museum. Workshops explored the communities’ relationship with the Great South Road through collage making and photography.

· Customers were offered the opportunity to submit on the Geographic Board’s proposal on the renaming of the suburb Takanini to Takaanini, with supporting information outlining the Papakura Local Board’s work with Te Kete Rukuruku on renaming parks within the area.

· September was Mahuru Maaori, where the community could participate in a special Maaori story time, a rangatahi poetry writing workshop and extra Te Reo Classes. A timeline of the history of Maaori Language week was on display, and a point of interest for community.

· A very well attended Diwali Mehla was held for the Takaanini community in late September. Over 900 guests enjoyed a day full of colour, community prayer, market stalls, Indian dance, music, delicious Indian food, henna, sari wrapping and rangoli. Community response was positive with seven performance groups participating.

· English language classes have started with a local volunteer delivering weekly sessions. These are interactive classes, where participants can be heard practicing their English speaking skills.

21. Papakura Aquatics Centre (ID41) – the following successes were achieved in quarter one:

· Swim Magic enrolments rose by 124 percent from last year, exceeding targets by 9 percent.

· Facility usage increased, leading to new staff positions and low turnover rates.

· Papakura Swimming Club, under new leadership, is rebuilding, with stronger communication boosting enrolments.

· Strengthened ties with Papakura Marae, Rosehill College, Randwick Primary, Opaheke School, and partnered with Mātātoa for the Waka Wananga program.

· De-escalation training was implemented for Lifeguards and reception staff, with 5 new Swim Magic instructors hired.

· Wave Rave attendance surged to 100-200 paid entries.

· Challenges include ongoing customer behaviour issues and limited space due to rising bookings from clubs and schools.

· Centre visitor numbers increased:

- Pool visits rose by 16 percent to 35,932.

- Learn-to-swim increased by 27 percent to 8,940.

- Membership grew by 1 percent to 332.

- After-school care decreased by 55 percent to 543.

· Customer satisfaction rose to 85 percent, a 4 percent increase from quarter one for the 2023/2024 financial year.

22. Papakura Leisure Centre (ID48) – the following successes were achieved in quarter one:

· The centre delivered an impressive Les Mills Bodycombat 100 event, attracting over 120 participants.

· September set a record for new members and membership renewals, with 107 sign-ups.

· Visitor numbers in quarter one saw a slight decrease of 2 percent compared to the same period in 2023. However, membership increased by 5 percent to 634 members.

· Fitness and group fitness attendance grew by 30 percent to 4,152 visits.

· Recreation programmes, including OSCAR, basketball, gymnastics, and school partnerships, attracted 18,216 participants, a 21 percent increase.

· Customer satisfaction for the past 12 months remained strong at 80 per cent, consistent with last year’s 81 per cent, driven by the centre's friendly and welcoming environment.

23. Kai-paawhara – develop new neighbourhood park (ID30818) – Physical works were completed with the exception of following items which will be addressed during the maintenance period, ie: overexposed concrete path, staining the timber swings, erecting the shade sails after November and installing a rubbish bin.

24. Local civic events (ID362) – the Kai-paawhara Reserve neighbourhood park development opening was held with 80 – 100 attendees.

25. Pest Free South Auckland – Papakura (ID3034) - A community event, in collaboration with Papakura Marae and Kāinga Ora, engaged 31 community members in pest-free initiatives. Engagement with the Redhill Halo project continues, with ten households signing up to host a trap in their backyard this quarter. The Redhill Scenic Reserve trapline was extended. A partnership with local trap distributors in Papakura resulted in the capture of 20 rodents and four possums. Planning for a native bat community event is underway and will be held next quarter.

26. Papakura Ecological Volunteering and Environmental Programme (ID1021) - In this quarter, 603 volunteer hours were estimated and 1,150 plants planted. Highlights include three school planting events: Waimana Reserve with Fonterra, McLennan Park and Hingaia Park. Other highlights include the large-scale Papakura Town Centre litter clean up event supported by the Beautification Trust which included several parks.

Activities on hold

27. The following work programme activity has been identified by operating departments as on hold:

· Papakura Art service and service property optimisation (ID4467) – Additional information was requested by the local board at the March 2024 business meeting. Additional November 2024 and January 2025 workshop dates have been set, with a new business report to come to the board February 2025. The RAG status is reflected as Amber.

· Prince Edward Park – Counties Manukau Softball Association Inc. lease (ID3608) – The new lease is on hold until a decision is reached regarding the condition of the tenant-owned building. Staff have asked the group for an asset condition report to determine the next steps regarding the feasibility of providing a new lease to the group. The RAG status is reflected as Amber.

Changes to the local board work programme

Deferred activities

28. This activity has been deferred from the 2024/2025 work programme:

· Hingaia Reserve Park: Licence for Community Garden (ID4011) – This work programme has been deferred to the 2026/2027 financial year until the next phase of the Hingaia Reserve’s redevelopment and the details of the concept plan can be provided. The RAG status is reflected as Grey.

Activities with potential risks

29. Māra kai and food security initiatives Papakura (ID350) – There has been a delay in progressing funding agreements for community garden groups due to staff resourcing. The quarter one commentary states that an update will be provided in quarter two. This work programme is linked to the seasons. Although the RAG status is green, delays may impact the ability for community garden groups to deliver.

Activities with changes to the work programme

30. ANZAC and Armistice Services work programme (ID360) – The Papakura RSA has advised staff that they do not require the $2,000 for a sound system for the Armistice Day Service. It is recommended that the $2,000 be reallocated to the Community Grants work programme line (ID365).

31. Community safety initiatives investment Papakura - Community Safety Co-ordinator (ID356) – The local board part fund the Community Safety Co-ordinator role ($35,000). The Papakura Town Centre Manager has left. The new Papakura Town Centre Manager is employed for 15 hours per month focussing on the strategic component of the role. The Community Safety Co-ordinator has taken over the previous Town Centre Manager’s operational component of that role.

32. The key performance indicators for the Community Safety Co-ordinator role prior to taking over the operational Town Centre Manager component are:

· The role will engage with an array of individuals, community groups, police, business retailers, social service providers and Council to identify opportunities for a community-led approach to contribute to a welcoming and inclusive Papakura.

· This engagement with stakeholders will assist the role on how best to understand and resolve issues with a combination of problem identification, innovation thinking and action as part of the community-led approach.

· The Community Safety Coordinator through the Papakura Business Association is to engage and initiate:

· Encouraging community organisations to collaborate on local safety initiatives creating a sense of pride of place.

· Engaging with local community to identify and prioritise local safety concerns.

· Improving community perceptions of safety through innovative safety strategies such as placemaking, place activation and local events.

· Liaising with NZ Police, Papakura Neighbourhood Support, Papakura Crimewatch Patrols, Papakura Marae Māori Wardens, central government agencies, Auckland Council, and the larger community to strengthen and establish relationships to support safety initiatives and interventions.

· Working with and liaising with different social service organisations, for support and concerns around rough sleepers/loitering in the town centre.

· Look for potential training or workshop opportunities for learning of different initiatives, activations, and ways to enhance community led safety.

· Educating the public on how to report graffiti vandalism and collaborating with service providers when necessary.

· The Community Safety Coordinator will provide six monthly reports to the council officer named in the agreement on:

· Collaboration undertaken with community, community organisations and safety organisations for innovative place-making ideas to enhance perceptions of safety in the Papakura Local Board area.

· Engagements, activations, and/or initiatives rolled out within the town centre.

33. The Specialist Advisor has been meeting with the Community Safety Co-ordinator and the new Town Centre Manager, checking in on the measures and updates, and is satisfied that the key performance indicators are being met.

34. The following work programmes activities have changes which been formally approved by the board.

Table 2: Work programmes change formally approved by the board

ID/Ref

Work Programme Name

Activity Name

Summary of Change

Resolution number

365

Customer and Community Services

Community Grants

Request that the Papakura Business Association return the $2,500 grant (application no. LG2414-204 approved on 22 May 2024, PPK/2024/57) for the ‘Chilling in the Park’ event as it is no longer proceeding at Central Park.

PPK/2024/165 resolution c)

23 Oct 2024 business meeting

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

Table 3: Minor change to the local board work programmes

ID/Ref

Work Programme Name

Activity Name

Change

Reason for change

Budget Implications

365

Customer and Community Services

Community Grants

Refund of grant application LG2314-203 Papakura High School

Refunding the grant as ParkFEST did not proceed.

$1,000 added to the community grants 2024/2025 total = $193,691

365

Customer and Community Services

Community Grants

Refund of grant application LG2414-142 Life Education Trust

Organisation refunded the grant as was not able to use it for the purpose granted.

$2,403.32 added to community grants 2024/2025 total = $196,094

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

40. Support Māori-led aspirations work programme (ID351):

· Whiri Aroha weekly Monday classes produced fifty anahera pēpē korowai / angel baby cloaks and donated to Middlemore Bereavement unit for babies of all nationalities, while keeping the traditional art of korowai weaving alive.

· Raranga Wednesday classes with harakeke / flax weaving method support people to feel connected, contribute to a sense of belonging and support developing vibrant communities.

· Papakura Marae Māori Wardens (PMMW) represented for three days at Turangawaewae for Kīngi Tūheitia Potatau Te Wherowhero VII’s tangi, assisting with traffic and people management. The wardens continue to provide presence at community-led events enhancing leadership and participation, highlighting the value of unity and people working together engaged in their communities.

41. Te Paataka Koorero o Takaanini (ID1199):

· The quarter started with the opening of He Rangi mokopuna, a new programme in partnership with two local kohanga reo. The programme is the result of three years research to understand whanau Māori Aspiration for Library Spaces. Every Thursday a local kohanga holds a total immersion te reo session for 0-5 year olds. The opening was a great occasion attended by local whanau, early childhood centres, Te Waka Kerewai and stakeholders. A highlight observed was tamariki from different cultures enjoying learning stories and waiata in Te Reo Maaori.

Ngā ritenga ā-pūtea

Financial implications

42. This report is provided to enable Papakura 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

43. Operating expenditure of $3.72million is $805,000 below budget.

44. For ABS (Asset Based Services) operating expenditure underspend of $718,000 reflects facility maintenance costs being underspent due to unusually wet weather conditions continuing a trend for most of the year to date.

45. For LDI (Locally Driven Initiatives) operating expenditure, spend of $277,000 is $87,000 below budget with a mix of phasing for community activities and grants. There are no financial implications identified.

46. Operating Revenue of $146,000 is $19,000 behind budget, noting that Takanini Hall is closed following extensive fire damage earlier in the year.

47. Capital expenditure of $462,000 for the quarter is overall $85,000 behind budget. Budget for the full year of $3.54 million.

48. The financial report for the three months ended 30 September 2024 for Papakura Local Board area is in Appendix B attached.

Revised Capex Budget

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

50. 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.

51. 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.

52. 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.

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

54. 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

55. 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.

56. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2024/2025 Papakura Local Board work programme quarter one (period ended September 2024) update	203
b ⇩	2024/2025 Papakura Local Board operating performance financial summary - quarter one (period ended September 2024)	231

Ngā kaihaina

Signatories

Authors	Lee Manaia - Local Board Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

Chairperson	Brent Catchpole
Deputy Chairperson	Jan Robinson
Members	Felicity Auva'a
	George Hawkins
	Kelvin Hieatt
	Andrew Webster

Member	Meeting fee
Member (Based on 5 hours per meeting including preparation)	$247.00
Chair (based on 7 hours per meeting including preparation)	$503.16

No.	Title	Page
a ⇩	2 October 2024: Papakura Local Board Workshop Record	243
b ⇩	9 October 2024: Papakura Local Board Workshop Record	247
c ⇩	16 October 2024: Papakura Local Board Workshop Record	253
d ⇩	23 October 2024: Papakura Local Board Workshop Record	261

Authors	Sital Prasad - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

Authors	Dominic Wilson - Head of Co-governance
Authorisers	Manoj Ragupathy - Local Area Manager

Authors	Denise Gunn - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager