Agenda of Waiheke Local Board - Wednesday, 27 November 2024

No.	Title	Page
a ⇩	Chairperson's report November 2024	9

Waiheke Local Board

27 November 2024

Local Grant round one 2024/2025 grant allocations

File No.: CP2024/16427

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund, or decline applications received for the Waiheke Local Board in the Local Board grant round one 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Waiheke Local Board adopted the Grants Programme 2024/2025, which sets application guidelines for contestable grants submitted to the local board (Attachment A).

3. This report presents applications received in Local Board grant round one 2024/2025 (attachment B) and Environmental grant round one (attachment C).

4. The local board has set a total community grants budget of $86,000 for the financial year and an Environmental budget of $25,000.

5. 18 applications were received towards Quick-Response round one, requesting a total of $29,384.47. $19,008 was allocated leaving $66,992 for one Quick-Response round and two Local rounds.

6. 14 applications have been received towards Local Grants round one, requesting a total of $89,660.59. Four applications were received towards the Environmental round one, requesting a total of $35,136.23.

Ngā tūtohunga

Recommendation

That the Waiheke Local Board agree to fund, part-fund or decline each application listed below:

Table A, Local grants:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2518-101	Waiheke Community Art Gallery General Account	Arts and culture	Towards wages, advertising, printing and design for the Art Map	$10,000.00	Eligible
LG2518-103	Waiheke Health Trust	Community	Towards annual TytoCare subscription at Ostend Medical Centre from 2 December 2024 to 1 December 2025	$4,264.00	Eligible
LG2518-104	Gala Records (NZ) Limited	Arts and culture	Towards performer fees, posters, microphone stand, administration, transport, photographer wages and lighting at 1A Mako Street from 30 January 2025 to 27 November 2025	$4,879.99	Eligible
LG2518-106	Waiheke Boating Club Incorporated	Sport and recreation	Towards outboard engine purchase	$3,349.75	Eligible
LG2518-107	Waiheke Collective	Community	Towards film maker fees, wages, travel costs and advertising from 1 December 2024 to 1 December 2025	$10,000.00	Eligible
LG2518-108	Waiheke Budgeting Services Trust	Community	Towards counselling sessions at 6 Putiki Road from 27 October 2024 to 27 October 2025	$10,000.00	Eligible
LG2518-109	1081 Limited	Arts and culture	Towards rent, artist funding and marketing at 12 Ocean View Rd from 13 December 2024 to 10 January 2025	$6,500.00	Eligible
LG2518-110	Waiheke Adult Literacy Inc	Community	Towards wages, insurance, fuel and vehicle costs from 3 February 2025 to 5 December 2025	$3,000.00	Eligible
LG2518-111	Geneva Alexander-Marsters	Arts and culture	Towards wages from 30 November 2024 to 31 March 2025 for the Waiheke TV Archive	$5,000.00	Eligible
LG2518-112	The Waiheke Resource Trust	Community	Towards operator wages for a community Bike Hub from 1 January 2025 to 30 November 2025	$10,000.00	Eligible
LG2518-114	Waiheke Community Childcare Centre Incorporated	Community	Towards items to create a themed history tent, time capsule and historical information walk at 76 Ostend Road on 19 April 2025	$4,906.26	Eligible
LG2518-115	Waiheke Junior Cricket	Sport and recreation	Towards turf upgrade for the Waiheke Junior Cricket	$7,500.00	Eligible
LG2518-116	Raukatauri Music Therapy Trust	Arts and culture	Towards provision of music therapy sessions and ferry costs at Te Huruhi School from 27 January 2025 to 11 April 2025	$5,760.59	Eligible
LG2518-119	Waiheke United AFC	Sport and recreation	Towards travel costs for junior and youth football teams from 26 April 2025 to 27 September 2025	$4,500.00	Eligible
Total				$89,660.59

Table B, Environmental grants:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
WE2524-101	Waiheke Island Supported Homes Trust	Environment	Towards solar power installation at 55 Bay Road	$10,000.00	Eligible
WE2524-102	Rakino Snorkel Group	Environment	Towards signs, camera equipment, transport, umbrella fees and wages	$5,409.03	Eligible
WE2524-103	Onetangi Beach Ratepayers Association Incorporated	Environment	Towards labour, wooden posts and rope for fencing at Onetangi Beach	$10,000.00	Eligible
WE2524-104	Coastal Custodians	Environment	Towards labour, herbicide, travel and wages at Matietie Historic Reserve from 1 December 2024 to 31 March 2025	$9,727.20	Eligible
Total				$35,136.23

Horopaki

Context

7. 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.

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

9. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The 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. Local board grants can contribute to climate action through support of projects that address food production and food waste, support alternative transport methods, support community energy efficiency education and behaviour change, build community resilience, and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. According to the main focus of the application, each one has received input from a subject matter expert from the relevant department. The main focuses are identified as arts, community, events, sport and recreation, environment or heritage.

14. 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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

17. 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 Nga Mātārae has provided input and support towards the development of the community grant processes

Ngā ritenga ā-pūtea

Financial implications

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

19. The local board has set a total community grants budget of $86,000 for the financial year and an Environmental budget of $25,000.

20. 18 applications were received towards Quick-Response round one, requesting a total of $29,384.47. $19,008 was allocated leaving $66,992 for one Quick-Response round and two Local rounds.

21. 14 applications have been received towards Local Grants round one, requesting a total of $89,660.59. Four applications were received towards the Environmental round one, requesting a total of $35,136.23.

22. Appropriate financial staff have been consulted on this process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. 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

24. Following the Waiheke Local Board allocating funding for the round, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiheke Grants Programme 2024/2025	21
b ⇩	Waiheke Local Grants round one application summary 2024 2025	29
c ⇩	Waiheke Environmental grant round one application summary 2024 2025	89

Ngā kaihaina

Signatories

Author

James Boyd - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Janine Geddes - Acting Local Board Manager

Waiheke Local Board

27 November 2024

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

File No.: CP2024/16181

Te take mō te pūrongo

Purpose of the report

1. To provide the Waiheke 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:

· Operational grant for Artworks Theatre (414) In Q1, the Theatre delivered 30 programmes to 1,450 attendees. Programme highlights included the Matariki Dance Show, Kanikani Ngā Whetū. This event was well attended and received fantastic feedback. This quarter has also seen the activation of the space in a variety of youth events, including a weekly drama class being held by a local tutor, teaching tamariki between the ages of 8 and 15. The Theatre also hosted Riot on The Rock, a youth led and developed showcase of Youth Musicians, which included the launch of a streetwear brand by local youth artist.

· Youth Needs Assessment (4123) The Rangatahi Needs Assessment has been completed and was presented by the Rangatahi Co-design roopu to the local board at a workshop on 14 August and to the wider community at Waiheke Library on 2 October. In Q2, staff will work with the Rangatahi Co-design roopu to prioritise next steps and opportunities for prototyping activities in response to the recommendations.

· Citizens Advice Bureau – interior and exterior renewals (36658) Works commenced in May 2024. Scope included, timber weatherboards stripped and prepped for painting, exterior piles installed and braced, decayed and rotten weatherboards discovered and replaced, and replacement of internal fixtures.

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

· Swimming pool development fund (2822) Ministry of Education have given the pool society terms of use of the pool given it is their land. The pool society are currently engaging with Ministry of Education on clarification of this before engaging with any consultants. Waiheke Pool Society hope to engage with a consultant at the end of October.

· Mātiatia Gateway Masterplan (ID 2773) - Non-transport outcomes will be advanced in partnership with Ngāti Pāoa. Funding for the Masterplan has now been confirmed as included within the Regional Land Transport Plan (RLTP) from FY27 at priority number 98.

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

6. Overall operating results for the first three months of the year is 10 per cent below the budget due to higher revenue and lower expenditure. There are fluctuations between actual and planned expenditure as projects are in progress. Capital expenditure delivery is below budget by 15 per cent. The main expenditure is focused on local asset renewals.

7. 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

Recommendations

That the Waiheke Local Board:

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

b) approve the revocation of resolution WHK/2024/101 relating to grant application QR2518-104 (native planting, fertiliser and compost on council land) due to lack of Landowner Approval and return the $700 budget to the community grants for reallocation.

c) approve the reallocation of $55,000 from project ID 20645 Rakino Hall relocation to the new ID 51782 Waiheke Service Centre HVAC Renewal project and transferring the remaining $22,620.08 to unallocated funds for future allocation, noting there is sufficient funds remaining within ID 47375 Rakino Hall - remediate storm damage to deliver the planned scope of work.

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· Auckland Emergency Management

· Local Governance

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

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Sport and Recreation	Community: Community Wellbeing - Sport and Recreation
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
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 – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Resilient Land & Coasts	Resilience & Infrastructure: Engineering Assets & Technical Advisory
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

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

Graph 2: Work programme by RAG status

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

Graph 3: Work programme by activity status and department

Key activity updates

Local Board Plan Outcome: Our People

13. Build Capacity: Community-led housing initiatives (419) Waiheke Community Housing Trust has worked with staff to develop a delivery plan with the aims of responding to community housing needs by providing immediate housing solutions; progressing sustainable, long-term housing opportunities; collaborating with other community housing stakeholders; and facilitating community engagement. A funding agreement will be developed in Q2.

14. Māori Responsiveness (420) Waiheke Adult Learning continues offer Te Reo Māori courses for the community with the aim of enabling access for mana whenua and mataawaka learners. The programme continues to meet participation and retention targets. Piritahi Marae is planning a strategic hui, including a focus on facilitating wānanga to enhance the paepae with kaikaranga, kaikōrero, and manaakitanga, increasing digital technology capacity, and raising awareness of tikanga and protocols for visitors to the marae.

15. Operational grant for Waiheke Community Art Gallery (412) The 2024/2025 funding agreement for Waiheke Community Art Gallery was administered. In Q1, the Gallery delivered 20 programmes to 6,975 attendees. Exhibition highlights that featured supporting programmes and events included Mike Crawshaw – Memories of the Future Opening, Susan Garland – Still, Barbara Robinson – Extraction and Greta Anderson - Night History. In this quarter, the Gallery is participating and promoting the Winter Passport initiative encouraging locals and visitors to experience Waiheke in a special campaign supporting local businesses over winter (including the Gallery). The gallery continues to provide an online weekly e-newsletters covering, exhibitions and Gallery news continue in 2024.

16. Operational grant for Artworks Theatre (414) The 2024/2025 funding agreement for Artworks Theatre was administered. In Q1, the Theatre delivered 30 programmes to 1,450 attendees. Programme highlights included the Matariki Dance Show, Kanikani Ngā Whetū, which was the culmination of a week-long series of dance workshops facilitated by the New Zealand Dance Company. Ten dancers then performed a dance show about the connection of Matariki to Waiheke Island, our connection to the whetū and our environment. This event was well attended and received fantastic feedback. The set was designed by local volunteers from Literacy Aotearoa's diverse needs and art classes. This quarter has also seen the activation of the space in a variety of youth events, including a weekly drama class being held by a local tutor, teaching tamariki between the ages of 8 and 15. The Theatre also hosted Riot on The Rock, a youth led and developed showcase of Youth Musicians, which included the launch of a streetwear brand by local youth artist.

17. Youth: Youth Development (417) Waiheke Adult Learning delivered First Aid Certificates for 16 youth during the October school holidays. Participants include secondary and tertiary students, job seekers, and workers. It is offered at no cost for youth aged 14-24 to enable participation.

18. Youth Outcomes (4123) The Rangatahi Needs Assessment has been completed and was presented by the Rangatahi Co-design roopu to the local board at a workshop on 14 August and to the wider community at Waiheke Library on 2 October. In Q2, staff will work with the Rangatahi Co-design roopu to prioritise next steps and opportunities for prototyping activities in response to the recommendations.

19. Citizenship ceremonies (425) The Civic Events team delivered three citizenship ceremonies in Q1 with 20 people from the local board area becoming new citizens.

20. Community grants (427) During this quarter $19,008 was allocated from the quick response round one. Due to landowner approval being declined for application QR2518-104 (relating to native planting, fertiliser and compost on council land) it is recommended the decision be revoked and the $700 budget returned for reallocation.

Local Board Plan Outcome: Our Environment

21. Conservation Advocate (675) The bi-monthly Collective Hui continue, with the Waiheke Biodiversity Strategy as the next focus. The Waiheke Collective Film Festival 2024 in August attracted over 200 attendees for five environment-focused films. The Responsible Pet Ownership brochure, branding, and Facebook page are being updated, with the first draft under review. There is interest in a local bylaw requiring cats on Waiheke to be desexed and microchipped. For Matariki, Te Korowai o Waiheke (TKOW), Waiheke Marine Project, and Waiheke Resources Trust held an activity with tamariki from Te Huruhi Ngā Purapura akoranga. The tamariki learned to weave stars using harakeke and made Matariki hopes and wishes for Te Taiao, their whānau, and themselves, resulting in a library display. WilderFest 2025 is being planned by Waiheke Resources Trust and Auckland Council (Music In Parks), with the location to be determined. The coordinator attended Te Ao Māori training sessions supported by TKOW.

22. Climate Action Activator (626) Recent workstream sessions focused on kai and transport initiatives with various local groups. A key outcome was a stocktake of efforts aimed at processing food scraps on the island by 2025, alongside planning for a transport campaign during EcoFest 2025 targeting school commuting. An energy workstream meeting is scheduled to discuss electrification opportunities, while support is being provided for the Spring into Kōanga event featuring climate leader Mike Smith. Auckland Climate Grant applications have been developed, including one to extend the solar array and add a battery at Waiheke Resources Trust. Additionally, collaboration with PhD candidate Toni Meyer is underway regarding the Waiheke Climate Fund concept, with a draft report expected for board discussion in quarter two. On 17 August 2024, a film screening of “Outgrow the System” was held, attracting 40 attendees, followed by a facilitated discussion on the climate plan.

23. The Waiheke Marine Education Initiative (624) This project involves all four Waiheke Schools and home schools. Currently schools are carrying out their action from their marine and freshwater experiential learning. Waiheke High School students have planted 110 trees in the Hooks Lane Wetland. They have also incorporated Wai Care water testing into their science curriculum. Te Huruhi Ngā Purapura tamariki collaborate closely with Piritahi Marae. At the Ngā Purapura Awa restoration day at Piritahi, 60 students and 20 adults participated in planting, stream observations through matauranga Māori and kaitiakitanga through a beach clean up. Ngā Purapura featured in The Sea of Hope, a short film through their work with our Marine Education Initiative. Fossil Bay School continue to monitor the stream around Owhanake and plant in the wetland as well as study the biodiversity of the ecosystem. Waiheke Primary entered the Junk to Funk competition and their winning costume was called Caulerpa.

24. Ecological restoration contracts (987) The island-based supplier 'Free the Tree" made good progress in Q1. Delivery of works budgeted for are currently ahead of schedule and forecasted to be complete by the end of quarter three. Further NETR-Expand funding this year from Environmental Services has enabled initial control to extend further around the flanks of Rangihoua Reserve. Staff are working to resolve potential overlaps with ecological work delivered by both the Waiheke Resources Trust (WRT) and Free the Tree.

25. Waiheke Ecological Volunteering and Environmental Programmes (2955) Volunteer efforts have focused on tree planting this quarter, contributing a total of 476 volunteer hours and 2,289 plants being planted. This included participation from groups such as Friends of McKenzie Reserve, Friends of Te Toki Reserve, Onetangi Beach Ratepayers Association, Shelly Beach Volunteers, Onetangi Residents Association, and Kaitiaki of Newton Reserve.

26. Waiheke Community Partnership - Love Our Wetlands (586) Love Our Wetlands Waiheke (Waiheke Resources Trust) continued their efforts in pest plant control and on-going planting activities throughout this quarter. Volunteers contributed a total of 825 hours, with 229 individuals involved. A total of 6,995 native trees were planted, primarily in the Awaawaroa Wetland Reserve, and 7,630 square metres of weed control was carried out.

1: Love Our Wetlands 2: McKenzie Reserve 3: Palm Beach Dune Restoration

Local Board Plan Outcome: Our Facilities and Open Spaces.

27. Library services (1097) Waiheke Library celebrated its 10th anniversary this quarter, with a series of events over the last weekend of July. There was something for everyone, with a celebration of art, architecture and literature, library bingo, poetry and song performances, and a special storytime and treasure hunt for the kids. Our programming for preschoolers continued to be popular throughout the quarter. We also had a successful school holiday programme celebrating Matariki in July with four events, a treasure hunt, and activity packs with te ao Māori themes. We collaborated with Waiheke Adult Learning on a celebration of National poetry day and for adult learners’ week. Staff at the library were excited to launch two new services this quarter – our home delivery service for customers who are housebound and our digital drop-in service on Tuesday mornings to help customers with various technical issues. Both services strongly align with our department’s access and participation strategy. Our two new shelver positions were filled for this quarter, bringing the team to a total of 12

28. Swimming pool development fund (2822) Ministry of Education have given the pool society terms of use of the pool given it is their land. The pool society are currently engaging with Ministry of Education on clarification of this before engaging with any consultants. Waiheke Pool Society hope to engage with a consultant at the end of October.

29. Full Facilities maintenance contracts (985) Facility maintenance is tracking well. Across our contractors on island we have stared undertaking an audit saturation against maintenance quality of our track network across the island, this will help us understand the compliance and standards of the tracks. Auditing results are positive and meeting our contract specifications though with spring approaching we are expecting some excess clip in our reserves from our mowing services until the spring growth is under control. In our buildings contract we are very happy with our contractor who is providing proactive maintenance to help prevent any weather tightness issues. We have some further targets on carbon reporting being added into our contracts along with frequent contract meetings. Overall we are happy with the performance to date and will continue to audit performance and measure the key performance indicators on the contract.

30. Onetangi Sports Park general renewals (30690) Current status: Portacom changing room has been installed and construction completed. It was noted at the handover meeting that the water pressure needs to be monitored when the new football season starts. Next steps: Monitor defects liability period.

31. Citizens Advice Bureau interior and exterior renewals (36658) Current status: Works commenced in May 2024. Scope included, timber weatherboards stripped and prepped for painting, exterior piles installed and braced, decayed and rotten weatherboards discovered and replaced, and replacement of internal fixtures. Next steps: Close project once any defects have been identified.

32. Library refurbish building (39558) Current status: Practical completion for exterior refurbishment works is underway. Next steps: Refine the scope for internal lighting and determine options while considering available budget.

33. Rakino Hall - remediate storm damage (47375) Current status: Concept design is underway. Next steps: Engage mana whenua to present the concept plan and consult with other key stakeholders.

34. Community facilities have advised that due to the merger of project ID 20645 Rakino Hall relocation into project ID 47375 Rakino Hall - remediate storm damage, the budget of $77,620.08 originally allocated to ID 20645 Rakino Hall relocation is no longer required for this project in FY25. The combined budget from the merger will be sufficient to deliver the planned scope of work under ID 47375 Rakino Hall - remediate storm damage within FY25, allowing for the reallocation of $77,620.08.

35. As a result, of the failure of the Heating, Ventilation, and Air Conditioning (HVAC) system at the Waiheke Service Centre on 15 September 2024, a new project is required for HVAC renewal in 2024/2025. It is proposed to allocate $55,000 of the $77,620.08 from the ABS Renewals CAPEX funding originally assigned to project ID 20645 Rakino Hall relocation to the new ID 51782 Waiheke Service Centre HVAC Renewal project. The remaining $22,620.08 will be transferred to an unallocated budget for further distribution within the ABS CAPEX Renewals.

36. Approval is requested for the reallocation of $55,000 from project ID 20645 Rakino Hall relocation to the new ID 51782 Waiheke Service Centre HVAC Renewal project and for transferring the remaining $22,620.08 to unallocated funds for future allocation.

Local Board Plan Outcome: Our Places

37. Artworks Shade Sail (46375) Current status: Site meeting with stakeholders has been completed and Procurement documents prepared from feedback received. Next steps: prepare scope and engage a suitable contractor.

Local Board Plan Outcome: Our Economy

38. Walking and cycling promotion (659) Cycle Action Waiheke has planned and promoted Biketober activities for delivery in Q2. Waiheke Walking Trust has planned and promoted the Waiheke Walking Festival for delivery in Q4, including updating the online booking site, adding additional walks to the Walk Waiheke website and app, and planning for the 10th anniversary of Te Ara Hura in 2025. Waiheke Walking Festival 2025 is now open for online bookings.

Activities with significant issues

39. Rangihoua Onetangi Park Management Plan (1329) The Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan deliberations and decision-making meeting is scheduled for 10 October 2024.

Note: The Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan was adopted on 10 October 2024.

Activities on hold

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

· Mātiatia Gateway Masterplan (ID 2773) Non-transport outcomes will be advanced in partnership with Ngāti Pāoa. Funding for the Masterplan has now been confirmed as included within the Regional Land Transport Plan (RLTP) from FY27 at priority number 98.

Changes to the local board work programme

Cancelled activities

41. These activities are cancelled:

· Te Whau Esplanade Reserve - remediate landslip (19991) Project canceled, as the budget is intended for slip remediation and no landslip was identified.

Activities merged with other activities for delivery

42. These activities have been merged with other activities for efficient delivery:

· Rakino Hall relocation - Rakino Island (20645) Project cancelled and bundled, scope to be completed under ID 47375 Rakino Hall - remediate storm damage (refer also to para 32-35).

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

44. 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

45. 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

46. This report informs the Waiheke Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

47. Waiheke Adult Learning continues offer Te Reo Māori courses for the community with the aim of enabling access for mana whenua and mataawaka learners. The programme continues to meet participation and retention targets.

48. Piritahi Marae is planning a strategic hui, including a focus on facilitating wānanga to enhance the paepae with kaikaranga, kaikōrero, and manaakitanga, increasing digital technology capacity, and raising awareness of tikanga and protocols for visitors to the marae.

49. The Rangatahi Needs Assessment has been completed and was presented by the Rangatahi Co-design roopu to the local board at a workshop on 14 August and to the wider community at Waiheke Library on 2 October. In Q2, staff will work with the Rangatahi Co-design roopu to prioritise next steps and opportunities for prototyping activities in response to the recommendations. This work empowers aspirations from Māori rangatahi within the Waiheke community.

50. The Waiheke Local Board Plan 2023 identifies that the island has a rich Māori history with significant archaeological and cultural features, including pā and tapu sites. Parks, Community and Facilities Department regularly works with mana whenua, mātāwaka, the council and government agencies to ensure these sites are protected when executing operational activities.

Ngā ritenga ā-pūtea

Financial implications

51. This report is provided to enable the Waiheke Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes.

52. There is one recommendation to reallocate funds from the Rakino Hall relocation (ID 20645) project due to the project being merged and there is sufficient funds available to deliver the project scope (para 32-35).

53. There is one recommendation to approve the revocation of resolution WHK/2024/201 relating to grant application QR2518-104 (native planting, fertiliser and compost on council land) due to lack of Landowner Approval and return the $700 budget to the community grants for reallocation.

Financial Performance

54. Revenue at $39,000 is above the budget by $21,000. Revenue is from the Waiheke library, community and commercial leases and venue for hire.

55. Expenditure of $1.6 million is below the budget by $159,000 overall. In asset- based services, the main expenditure is for maintenance and repairs of buildings and open spaces. In Locally Driven Initiatives, expenditure is below the budget by $176,000 as projects are in progress.

56. Capital spends of $369,000 is below the budget by $66,000. Actual expenditure is on the local asset renewals programme such Onetangi Sports Park renewals, Waiheke Library refurbishment, Rakino Hall and seawall investigation.

57. The Waiheke Local Board Financial Performance report is in Attachment B.

Revised Capex Budget

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

59. 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.

60. 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.

61. 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.

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

63. 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

64. 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.

65. 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

66. 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 ⇩	Waiheke Local Board Quarter one work programme update	121
b ⇩	Waiheke Local Board Quarter one financial appendix	137

Ngā kaihaina

Signatories

Author

Lorraine Gropper - Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Janine Geddes - Acting Local Board Manager

Waiheke Local Board

27 November 2024

Waiheke Local Board Transport Capital Fund - Cycleway Engagement

File No.: CP2024/17799

Te take mō te pūrongo

Purpose of the report

1. This report seeks endorsement from the Waiheke Local Board to engage with the Waiheke community on the proposed Local Board Transport Capital Fund cycleway project on an inform basis.

Whakarāpopototanga matua

Executive summary

2. The Waiheke Local Board resolved the decision to allocate $589,789 to continue with the staged design and construction of the cycle infrastructure project - 1 Surfdale Road to Donald Bruce Road Roundabout resolution WHK/2023/143.

3. Auckland Transport (AT) engaged with Cycle Action Waiheke (CAW) on 29 February 2024. Minutes attached. Stantec were asked to redesign the initial design and produce new concept drawings.

4. AT met with Cycle Action Waiheke on 1 August 2024 to present the revised designs that incorporated the feedback from the February 2024 workshop. CAW endorsed the design at this workshop.

5. AT met with the Waiheke Local Board on 13 November 2024 and presented the designs that they wish to advance to construction in early 2025. These designs will come to a future business meeting for approval.

6. AT wish to inform the community that they will be installing the proposed cycle path concurrently with the upcoming resurfacing works to mitigate disruption and reduce costs.

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) Endorse AT’s recommendation to engage with the Waiheke community on an ‘inform’ basis regarding the design and delivery methodology of the cycleway.

b) Endorse the engagement timeline required to implement the project within the renewals delivery window.

Horopaki

Context

7. As an outcome of Auckland Council’s Governance Framework Review, AT and the Waiheke Local Board collaborated to develop a Memorandum of Understanding (MoU). The MoU is a key instrument in shaping the relationship between AT and the Local Board, allowing for greater alignment to achieve transport outcomes that meet Waiheke’s needs.

8. One of the key actions that resulted from the MoU was the development of the Waiheke 10-Year Transport Plan, which contains a full, prioritised list of the projects, plans, services and processes wanted by the people of Waiheke to create a better transport system.

9. Public consultation was held on the draft Plan, to communicate the plan and collect feedback. The project team held drop-in sessions at Mātiatia Wharf, Waiheke Library and Ostend Memorial Hall. Each household was provided with a brochure outlining the proposals and a feedback form. The project team also held meetings with some stakeholders, such as local schools. 450 individual pieces of feedback were received. This outcome is indicative of a high level of engagement.

10. A key recurring theme in the feedback from the engagement was the desire to increase the number of footpaths and cycleways on the island, particularly to make travel safe for school children. In addition, Waiheke’s character should be reflected in the design of the transport network, including the roads, public transport network, footpaths and cycleways. ‘Cycling to school’ represented the highest-ranking supported item in all the feedback .

11. In October 2023, the Waiheke Local Board resolved the decision to allocate $589,789 to continue with the staged design and construction of the cycle infrastructure project - 1 Surfdale Road to Donald Bruce Road Roundabout - initiating the process that progressed into the design that will be considered for construction.

12. In accordance with AT’s Kōkiri agreement with the Waiheke Local Board, AT are collaborating with the board in the development and delivery of this project. This collaboration ensures that the board can partner with AT in the decision-making process and identification of the preferred solutions both physical design and public engagement.

13. AT employ the IAP2 spectrum of Public Participation when categorising the level of engagement utilized for informing the public. The ‘inform’ approach is appropriate as the board have previously employed an extensive engagement approach when developing the 10-year Transport Plan for Waiheke, the outcome of which reflects a high level of support for the cycleway in the community.

14. The proposed cycleway does not require the removal of usable parking spaces in the road reserve due to the width of the road. Therefore, a consultation on parking removal is considered as unnecessary. Moreover, the width of the road means that solutions other than what is proposed in the ‘inform’ are not feasible.

15. AT will engage on an individual basis with the most affected residents adjacent to the proposed cycleway to ensure that they are aware of the proposition.

16. Parking in the road reserve for access to commercial enterprises (electrical store and café) are not affected by the proposed cycleway. All safe and useable parks will be retained. These businesses will be engaged with on an individual basis.

17. Parking spaces on the road reserve outside the grocers, dairy and hire shop will not be affected by the proposed cycleway.

Tātaritanga me ngā tohutohu

Analysis and advice

18. For the 1 Surfdale Road to Donald Bruce Road Roundabout cycleway, public inform is advised as the desired engagement approach. It requires AT to provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions and requires AT to keep the public informed.

19. A consultation was not considered an appropriate engagement approach as the opportunity to implement further feedback is not supported by the physical restraints within the road reserve. However, individual feedback from affected stakeholders through the door knocking process will be considered in the detailed design.

20. The design adheres to the approach developed and engaged upon within the Waiheke 10-year Transport Plan.

21. AT recommends that the Waiheke Local Board support the public inform approach and collaborate with AT to engage with residents on Waiheke.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. Auckland Transport engages closely with council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and council’s priorities. This project supports those outcomes.

23. One of Auckland Transport’s core roles is to provide alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network. Installing a more attractive facility within the roadway while utilising the renewals delivery window under a ‘dig once’ methodology supports this outcome.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. This project is led by Auckland Transport but supports the preferred outcomes within the Waiheke 10-year Transport Plan.

25. Local Boards are key stakeholders and collaboration partners for AT, teams use learnings from these projects to influence how we work with Local Boards on other transport projects.

26. The Waiheke Local Board plays a crucial role in local transportation decision-making. The AT team has endeavored to collaborate with the local board to make key decisions throughout this process, ensuring a timely and cost-effective transition from planning to implementation. This collaborative approach has focused on local needs and priorities so that they can be effectively addressed through the design and implementation.

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

Local impacts and local board views

27. The outcome of this project was dependent on the boards decision to allocate their local board transport capital fund to the project.

28. The progression of the design though the design phase represents adherence to the Waiheke 10-year Transport Plan as well as the design principals specified within the draft Waiheke Island transport design guide.

29. The local impact of the project aligns with the outcome of the engagement undertaken when developing the Waiheke 10-year Transport Plan.

Tauākī whakaaweawe Māori

Māori impact statement

30. Auckland Transport began engagement on the Waiheke 10- year Transport Plan in July 2019, through hui with mana whenua, as well as with mataawaka at the Piritahi Marae.

31. Te Aranga mana whenua design principles are incorporated into the design of the proposed projects as applicable.

Ngā ritenga ā-pūtea

Financial implications

32. This project will be funded with Waiheke Local Board’s Local Board Transport Capital Fund budget. The project is projected to be completed within budget.

33. Any remaining budget will be reallocated to other transport projects. This will be workshopped with the Waiheke Local Board when the final costs are made available.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. There are no risks identified with the local board endorsing this project.

35. Any future risks and mitigations will be notified to the local board through regular workshop updates.

Ngā koringa ā-muri

Next steps

36. This resolution seeks support to progress the engagement on the project with the Waiheke community through the approach outlined in this report.

37. The detailed design and construction timeline will be finalised at a future business meeting prior to commencement.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Meeting minutes 29 February 2024 - Auckland Transport, Stantec and Cycle Action Waiheke	147

Ngā kaihaina

Signatories

Author

Alex Elton-Farr - Elected Member Relationship Partner, Auckland Transport

Authoriser

John Gillespie - Head Stakeholder/Elected Member Management, Auckland Transport

Waiheke Local Board

27 November 2024

Adoption of the Waiheke Local Board Emergency Readiness and Response Plan

File No.: CP2024/16809

Te take mō te pūrongo

Purpose of the report

1. To adopt the Waiheke Local Board Emergency Readiness and Response Plan (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Waiheke Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Local Board Plan 2023 objective ’Resilient and connected community’.

3. The development of the Waiheke ER&R Plan is a key initiative identified in the Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029. Group Plan Initiative #16 is to ‘work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency’.

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

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

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

Ngā tūtohunga

Recommendations

That the Waiheke Local Board:

a) whai / adopt the Waiheke Local Board Emergency Readiness and Response Plan (Attachment A).

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

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergencies. Group Plan Initiative #16 prioritises the preparation of Local Board ER&R Plans to meet this objective. The Waiheke Local Board ER&R Plan contributes to the delivery of the Waiheke Local Board Plan 2023 objective ‘Resilient and connected community’.

8. The purpose of the ER&R Plan is to support local emergency readiness. The development of the ER&R Plan was carried out in collaboration with the Waiheke Local Board over the course of 2024.

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

· Workshop one (21 February 2024): The initial ER&R Plan template was presented to the Waiheke Local Board. Discussion focused on identifying and/or confirming hazards specific to the Waiheke Local Board area and potential Civil Defence Centres.

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

· Workshop two (9 October 2024): Feedback from targeted stakeholder consultation was reviewed and the text of the final draft of the R&R Plan was presented. The design proof from the pilot local board (Devonport-Takapuna) was shared and agreement was sought on launch and testing activities.

10. In addition to input from the ER&R Plan Working Group, this ER&R Plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency NZ and Police), Health NZ, the Auckland Council Demographic Panels, as well as council departments of Healthy Waters, Connected Communities and the Tāmaki Makaurau Recovery Office. Key community groups with an interest in emergency readiness and response have also been involved in the development of the plan. A summary of this feedback is provided in paragraphs 13 through 21 in this report.

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

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

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

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

13. Feedback received at local board workshops and from the ER&R Plan Working Group included requests for maps which identified hazards on the islands and that three main health clinics should be listed in the plan. It was also requested that:

· additional localised information on Waiheke and the surrounding islands be included in the introduction and context,

· that Waiheke Radio is listed as a source for emergency information

· that tips are provided on accessing water from a water tank if there was no power

· contact details for Greenacres is included

· information about State Highways is removed

· local animal welfare contacts be included

· information for reporting issues with broadband connectivity be in the plan.

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

Summary of community feedback

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

· Kennedy Point*

· Onetangi Resident’s Association*

· Waiheke Eastern End Community Association*

· Omiha Recreation and Welfare Society*

· Rakino Rate Payer’s Association*

· Matiatia Oneroa Ratepayers & Residents Association Inc.

· Palm Beach Progressive Association Inc.

16. Feedback received from the community groups was positive, aligning well with the emergency readiness initiatives they are pursuing. Feedback sought the inclusion of:

· updated information on Community Emergency Hubs in the community and introduction sections of the plan

· contact information for the afterhours medical care centre

· information for other wastewater systems in addition to septic tanks.

17. As a result of the feedback received, the ER&R Plan was updated regarding the role of the community, the introduction and the Community Emergency Hub section and further information on wastewater systems and after-hour medical centres were included.

18. The Waiheke Eastern End Community Association (WEeCA) commented ‘I think the broader info cascading to the local info is excellent allowing people to cherry pick. The illustrations in the plan are excellent… Great mahi’.

Feedback from council’s demographic panels

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

· communication of the plan post-adoption

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

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

· the plans being condensed

· including advice for apartment dwellers

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

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

Launch strategy for the ER&R Plan

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

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

Update process for the ER&R Plan

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

30. The ER&R Plan contributes to the delivery of the Waiheke Local Board Plan 2023 objective ’Resilient and connected community’. The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

31. The development of the Waiheke ER&R Plan was carried out in collaboration with the local board over the course of 2024 as outlined in paragraph nine. Throughout the development of the ER&R Plan, the views of the local board were sought and the feedback received was used to shape and inform the plan’s development. Auckland Emergency Management staff also engaged with key community groups who have an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the local community. Paragraphs 13 through 20 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. Key risks to the implementation of the Waiheke Local Board ER&R Plan include:

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiheke ERR Plan	159
b ⇩	Local Board Emergency Readiness and Response Plan - Launch Stategy	191

Ngā kaihaina

Signatories

Author

Jess Donaldson - Senior Community Planning and Readiness Advisor

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Waiheke Local Board

27 November 2024

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

File No.: CP2024/17759

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

That the Waiheke 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	199
b ⇩	Local board feedback on the evaluation of the 2022 elections	227
c ⇩	Local board feedback on the submission to the Justice Committee Inquiry into the 2022 elections	255
d ⇩	Local board feedback on the submission to the Future for Local Government Review report	273

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Janine Geddes - Senior Local Board Advisor

Waiheke Local Board

27 November 2024

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

File No.: CP2024/17770

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

Recommendations

That the Waiheke Local Board:

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

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

Horopaki

Context

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

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

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

Staff are delivering an approved programme of work

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

· Parks and Open Spaces Strategic Action Plan (2013)

· Parks and Open Space Acquisition Policy (2013)

· Open Space Provision Policy (2016)

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

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

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

· retain Auckland Council leadership

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

· enable integration using a te ao Māori framework

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

The draft strategy connects and builds on key council strategies

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

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

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

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

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

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

Figure 1: Strategy on a page

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

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

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

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

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

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

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

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

· streamlined – to reduce complexity

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

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

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

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

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

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

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

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

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

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

· honour our Te Tiriti o Waitangi obligations

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

The draft strategy supports decision-makers and delivers for Aucklanders

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

· develop the blue-green network to better manage stormwater

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

· November 2023: targeted engagement on the background paper

· April 2024: memo presenting the background paper

· June 2024: memo presenting the draft strategic directions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

· manaakitanga as a single value to guide implementation

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles	359
b ⇩	Advisory structure memberships and meetings	383

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Adviser, Community Investment

Authorisers

Carole Canler - Senior Policy Manager, Community Investment

Louise Mason - General Manager, Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Janoine Geddes - Acting Local Area Manager

Waiheke Local Board

27 November 2024

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

File No.: CP2024/17771

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

Recommendations

That the Waiheke 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	397
b ⇩	Process to develop revised open space provision standards	467

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Advisor, Community Investment

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Louise Mason - General Manager Policy

Janine Geddes - Acting Local Area Manager

Chairperson	Cath Handley
Deputy Chairperson	Kylee Matthews
Members	Bianca Ranson
	Robin Tucker
	Paul Walden

Author	Amelia Lawley - Democracy Advisor
Authoriser	Janine Geddes - Acting Local Area Manager