Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	Chairperson’s Maria Meredith’s 23 October 2024 to 3 December 2024 report	13

Maungakiekie-Tāmaki Local Board

03 December 2024

Approval for one new private road name at 80 Mount Wellington Highway, Mount Wellington

File No.: CP2024/17809

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Maungakiekie-Tamaki Local Board to name one new private road, being a legal right of way, created by way of a subdivision development at 80 Mount Wellington Highway, Mount Wellington.

Whakarāpopototanga matua

Executive summary

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

3. The developer and applicant, Simplicity Living Ltd, have proposed the names presented below for consideration by the local board.

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

5. The proposed names for the new private road at 80 Mount Wellington Highway, Mount Wellington are:

· Reiputa Lane (applicant’s preference)

· Te Reiputa o Hoturoa Lane (alternative)

· Kaimanu Lane (alternative)

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakaae / approve the name ‘Reiputa Lane’ for the new private road created by way of subdivision undertaken by Simplicity Living Ltd at 80 Mount Wellington Highway, Mount Wellington, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60340401, SUB60340403-A, road naming reference RDN90119680).

Horopaki

Context

6. Resource consent reference BUN60340401(subdivision reference number SUB60340403-A) was issued in December 2021 for the creation of two lots and one legal right of way.

7. The site and location plans of the development can be found in Attachment A and B to the agenda report.

8. In accordance with the standards, every public road and any private way, commonly owned access lot (COAL), or right of way, that serves more than five lots generally requires a new road name to ensure safe, logical and efficient street numbering.

9. While the road does not serve more than five lots, the development will provide several retail activities across the large site, and a road name is required for wayfinding. The road to be named is highlighted in yellow in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

12. Theme: The name of the development is Te Reiputa o Hoturoa (the name was gifted from Ngāti Pāoa), and the proposed names reflect the name of the development and the environmental features of the local area.

Proposed name	Meaning (as described by applicant)
Reiputa Lane (applicant’s preference)	‘Reiputa’ translates to ‘Whale Tooth Pendant’,and refers to retaining one’s mana through action of humanity and the environment, whilst recognising the mana of others. It is the mark of a high Chief.
Te Reiputa o Hoturoa Lane (alternative)	Reiputa has a strong association with the naming of Maungarei (Mt Wellington) and hails from Hoturoa the captain of Tainui waka.
Kaimanu Lane (alternative)	‘Kaimanu’ is a New Zealand passionfruit with small white flowers and orange-coloured, pear-shaped fruit. In reference to growing food in the fertile soils of Mount Wellington Borough.

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

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

15. Road Type: ‘Lane’ is an acceptable road type for the new private road, suiting its form and layout.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

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

21. On 3 October 2024 mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Ngāi Tai Ki Tāmaki (Ngāi Tai ki Tāmaki Tribal Trust)

· Te Kawerau ā Maki

· Ngāti Tamaoho

· Te Ākitai Waiohua (Te Ākitai Waiohua Iwi Authority)

· Te Ahiwaru – Waiohua (Makaurau Marae Māori Trust)

· Ngāti Te Ata (Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua)

· Ngāti Pāoa Iwi Trust

· Ngāti Maru (Ngāti Maru Rūnanga Trust)

· Ngāti Tamaterā (Ngāti Tamaterā Settlement Trust

· Waikato – Tainui (Te Whakakitenga o Waikato Incorporated)

· Ngāti Whanaunga (Ngāti Whanaunga Incorporated)

· Te Patukirikiri (Te Patukirikiri Incorporated)

22. By the close of the consultation period (10 working days), no responses, comments, or feedback were received. While acknowledging that this does not automatically signify a lack of interest in the matter and noting that dependent on the scale of a development and its level of significance, not all road naming applications do receive comments from mana whenua.

23. At the same time, the name of the development: ‘Te Reiputa o Hoturoa’ was gifted from Ngāti Pāoa, and the proposed names reflect the name of the development and the environmental features of the local area, and the applicant now wishes to continue to a decision from the local board.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Report Attachment A Site Plan	25
b ⇩	Report Attachment B Location Map	27

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authoriser

David Snowdon - Team Leader Subdivision

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Adoption of the Maungakiekie-Tamaki Local Board Emergency Readiness and Response Plan

File No.: CP2024/16810

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Local Board Plan 2023 objective ‘Our community is resilient and feels prepared for the effects of climate change’ and the supporting initiative to ‘develop a local emergency response plan, to ensure our communities feel prepared for future emergencies, including natural disasters such as severe weather events’.

3. The development of the Maungakiekie-Tāmaki Local Board ER&R Plan is a key initiative identified in the Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 (Group Plan). 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board:

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

b) tautapa / delegate to the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki ER&R Plan contributes to the delivery of the Maungakiekie-Tāmaki Local Board Plan 2023 objective ‘Our community is resilient and feels prepared for the effects of climate change’ and the supporting initiative to ‘develop a local emergency response plan, to ensure our communities feel prepared for future emergencies, including natural disasters such as severe weather events’.

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 Maungakiekie-Tāmaki Local Board over the course of 2024.

9. The ER&R Plan has been developed through three workshops with the Maungakiekie-Tāmaki Local Board. The workshops covered the following topics:

· Workshop one (21 April 2024): The concept of the ER&R Plan was introduced, Local Board Emergency Readiness and Response Leads were nominated, and the process to develop the ER&R Plan agreed. The Maungakiekie-Tāmaki ER&R Plan Working Group was established and includes the nominated Local Board Emergency Readiness and Response Leads, the Auckland Emergency Management Senior Community Planning and Readiness Advisor, Community Wellbeing Advisor (formerly Connected Communities) and local board services staff. The ER&R Plan Working Group met throughout the development of the ER&R Plan and between workshops one, two and three.

· Workshop two (23 July 2024): The draft ER&R Plan template was presented, following input from the nominated ER&R Plan Working Group. Discussion focused on identifying and confirming hazards specific to the Maungakiekie-Tāmaki Local Board area, potential Civil Defence Centres and provisional Community Emergency Hubs. The local board confirmed a targeted group of community stakeholders with which to test the draft ER&R Plan.

· Workshop three (15 October 2024): Feedback from targeted stakeholder consultation was reviewed and the text of the final draft ER&R Plan was presented. The design proof from the pilot local board (Devonport-Takapuna) ER&R Plan was shared and agreement 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, Community Wellbeing (formerly 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 24 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 the local board workshops and from the ER&R Plan Working Group included the following:

· Ensuing that there are a broad range of community groups and support that people can reach out to in times of need. This was also reflected in the feedback regarding potential Community Emergency Hubs and the community groups recommended for engagement.

· The working group emphasised the importance of making the plan user-friendly, community-focused and accessible with easy to interpret visuals and graphics given the diverse population of the area.

· Supporting the need for continued engagement from Auckland Emergency Management with community groups to provide training and/or workshops which allow for skill and capacity development within the community.

· Providing emergency readiness advice to those who live in apartments and multi-story buildings.

· Providing information on Civil Defence Centres and Community Emergency Hubs in neighbouring local board areas.

· Ensuring Auckland Emergency Management is working with both mana whenua within their role as kaitiaki and with Ruapōtaka Marae who will support the community during an emergency event.

14. In response to the feedback received, additional supporting material will sit alongside the ER&R Plan for residents. This additional supporting material will include factsheets, a top tips flyer, an information sheet for apartment dwellers and the ‘Make a Plan’ document. The ER&R Plan has also been updated to show Community Emergency Hubs and Civil Defence Centres that are in neighbouring local board areas. Additional Civil Defence Centre information has been gathered regarding current and possible future locations within the Maungakiekie-Tāmaki Local Board area. This information will be fed into the wider review of Civil Defence Centres currently underway by Auckland Emergency Management.

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. The following identified groups provided feedback:

· St Pius X School

· Mt Wellington Church Communities

· Zen Onehunga

· Pacific Vision Aotearoa

· Ruapōtaka Marae.

16. Feedback from the above community groups was overwhelmingly positive, indicating that the ER&R Plan aligned well with the emergency readiness initiatives they are currently pursuing. There was a focus on ensuring the plans were accessible and relatable to all those within the community, both through translations and using local imagery. Local landmarks have also been shown on the plan to help with usability of the location maps. The ER&R Plan was seen as a vehicle to engage with whānau, together with continued work with Auckland Emergency Management, to enable the sharing of knowledge and skills through events, workshops or training.

17. Ruapōtaka Marae, who during previous emergency events supported people with hot kai and kai parcels, have been working with Auckland Emergency Management’s Principal Iwi and Māori Resilience Advisor and have stated that they are able to act in a similar capacity again. They continue to work with Auckland Emergency Management on building greater resource within the marae to support the local community.

18. St Pius X School and the Zen Centre Onehunga are both pleased to be included as Community Emergency Hubs.

19. Pacific Vision Aotearoa are interested in working with Auckland Emergency Management to see how they can support the community during an emergency which could include becoming a Community Emergency Hub.

20. As a result of the feedback received, the ER&R Plan has a Summary section within the front pull-out of the document to add greater localised context. The Introduction section and the photos within the plan reflect Maungakiekie-Tāmaki and represent the people who live in the area. Photos were also added to highlight the locations of the urgent care clinics.

21. Two pull-out sections have been added in the front and the back of the Maungakiekie-Tāmaki ER&R Plan. The front pull-out section holds critical information regarding key contacts, how to keep updated on emergency information, where to go if you need to evacuate and tips on how to get ready for an emergency. The back pull-out section has hazard factsheets on power outages, flooding, severe storms, thunderstorms and tornados, landslides, earthquakes, tsunami, pandemic, wildfire and volcanic eruption. An additional factsheet for those living in apartments and multi-story buildings has also been added.

22. A link has been added to the Maungakiekie-Tāmaki Local Board’s website under the Role of Local Board section of the plan to enable communication with the local board.

Feedback from council’s demographic panels

23. 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

· provide advice for apartment dwellers

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

24. 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

25. 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 at the Maungakiekie-Tāmaki Local Board Business Meeting and a full public launch commencing February 2025.

26. 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

27. 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

28. 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.

29. 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 Maungakiekie-Tāmaki Local Board and their communities to reduce risks, to be emergency ready and to respond to, and recover from, future emergency events.

30. Auckland Emergency Management’s community outreach work programme 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 work programmes, and to provide joined-up advice to community groups.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. The Maungakiekie-Tāmaki Local Board ER&R Plan has provided an opportunity to partner and collaborate with many departments across the council group.

32. 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 the 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.

33. 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 Plans.

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

Local impacts and local board views

34. The ER&R Plan contributes to the delivery of the Maungakiekie-Tāmaki Local Board Plan 2023 objective ‘Our community is resilient and feels prepared for the effects of climate change’ and the supporting initiative to ‘develop a local emergency response plan, to ensure our communities feel prepared for future emergencies, including natural disasters such as severe weather events’. 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.

35. The development of the 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 24 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

36. 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.

37. 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.

38. 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

39. 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.

40. 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 understand that not all marae have the resources available to support the wider community in an emergency response and have only identified those who have confirmed they are able to respond and support others.

41. 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

42. 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.

43. 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

44. Key risks to the implementation of the Maungakiekie-Tāmaki 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

45. Auckland Emergency Management will progress the publication of the Maungakiekie-Tāmaki 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.

46. 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.

47. 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 ⇩	Maungakiekie-Tamaki Local Board Emergency Readiness and Responce Plan	39
b ⇩	Local Board Emergency Readiness and Response Plan Launch Strategy	73

Ngā kaihaina

Signatories

Authors

Benedict Gordon, Senior Community Planning and Readiness Advisor – Auckland Emergency Management

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19142

Te take mō te pūrongo

Purpose of the report

1. To approve local consultation document content and supporting information as part of the Annual Plan 2025/2026 process, along with a local engagement event.

Whakarāpopototanga matua

Executive summary

2. Each financial year, Auckland Council must have a local board agreement that is agreed between the Governing Body and the local board in each local board area. These agreements set out local board priorities and the local activities to be provided for the year. The 21 local board agreements for 2024/2025 will be included in the Annual Plan 2025/2026.

3. Consultation on the Annual Plan 2025/2026 is planned to take place from late February – late March 2025. Content relating to each local board agreement must be included as part of that consultation.

4. This report seeks approval from the local board for local consultation content. It also seeks approval of a Have Your Say event to be held in the local board area to give Aucklanders an opportunity to provide face-to-face feedback during the consultation period.

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whakaae / approve local consultation document content (Attachment A) and local supporting information content (Attachment B) for inclusion in the Annual Plan 2025/2026 consultation material.

b) tautapa / delegate authority to the local board Chair to approve any changes required to finalise the local consultation document and supporting information content for the Maungakiekie-Tāmaki Local Board for the Annual Plan 2025/2026.

c) whakaae / approve the following Have Your Say event in the local board area during the Annual Plan 2025/2026 consultation period:

i) Drop-in session at Onehunga Bay Festival, Saturday, 1 March, from 11.00am – 3.00pm

d) tautapa / delegate authority to the local board Chair to approve any changes required to the Have Your Say event.

e) tautapa / delegate to the following elected members and staff the power and responsibility to hear from the public through “spoken (or New Zealand sign language) interaction” in relation to the local board agreement at the council’s public engagement events during the consultation period for the Annual Plan 2025/2026:

i) local board members and Chair

ii) General Manager Governance and Engagement, Local Area Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor.

iii) any additional staff approved by the General Manager Governance and Engagement or the Group Chief Financial Officer.

Horopaki

Context

6. The Annual Budget 2025/2026 will contain the budget and funding impact statement for the year, identify any variations from the financial statements and funding impact statement in the 10-year plan for the relevant year, and provide for integrated decision-making and coordination of the council’s resources. The Governing Body is responsible for adopting the annual plan and will be adopting the Annual Plan 2025/2026 in June 2025.

7. Auckland Council is required to consult on the Annual Plan 2025/2026. The Budget Committee will be deciding on items for consultation for the Annual Plan 2025/2026 on 4 December 2024. Local Boards have the opportunity to provide input into the regional topics for consultation for consideration by the Budget Committee.

8. For each financial year, Auckland Council is required to have a local board agreement (as agreed between the Governing Body and the local board) for each local board area. These local board agreements are included in each year’s annual plan, or the 10-year plan (every three years).

9. Local board agreements set out how the council will reflect the priorities and preferences in the local board’s plan through the local activities to be provided in the local board area.

10. Content relating to each local board agreement must be included in the Annual Plan 2025/2026 consultation document and supporting information.

11. Public consultation on the Annual Plan 2025/2026 is planned to take place from late February to late March 2025.

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

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local boards held workshops during November 2024 to determine their proposed priorities for their 2025/2026 local board agreement. Each local board is now requested to approve its local consultation document content and supporting information content for inclusion in the consultation material for the Annual Plan 2025/2026 (Attachments A and B respectively).

14. Should changes be required to the local consultation content during the document production, they will be provided to the local board chair for approval.

15. Aucklanders who wish to have their views on the proposed content of the local board agreement 2024/2025 and Annual Plan 2025/2026 considered by Auckland Council should be provided a reasonable opportunity to present those views in a manner and format that is appropriate to their preferences and needs.

16. The recommended Have Your Say events, along with the recommended delegation to elected members and staff to hear from the public ensures that the council is meeting its obligations relating to consultation.

17. The Have Your Say event recommended to be held in the Maungakiekie-Tāmaki Local Board area is:

· Drop-in session at Onehunga Bay Festival, Saturday, 1 March from 11.00am – 3.00pm

18. Other Have Your Say events will also take place across the region along with a range of ways for people to engage with the council during the consultation period. There will also be online information available and the opportunity to submit written or digital feedback. Note that the proposed date for the Have Your Say event will be checked with Ward Councillor/s to ensure they are able to attend.

19. The consultation period does not begin for a couple of months. If circumstances change between now and the consultation period requiring any changes to the approved Have Your Say event, these will be provided to the local board chair for approval in line with the recommended delegation.

20. There are unavoidable material increases in the cost of delivering existing services in 2025/2026. The exact amount of cost pressures the local board is facing is currently unknown and will depend on final Governing Body decisions on allocation of funding to local boards. The local board may need to prioritise what they do and where they invest so that they manage spend within the available funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The decision to consult is procedural in nature and the small scale of the Have Your Say events means any climate change impacts will be negligible. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

22. However, where practicable, events proposed will be in locations accessible by public transport, to reduce private vehicle travel and increase opportunities for attendance.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

29. Many local board decisions are of importance to and impact on Māori. The local board agreement and Annual Plan 2025/2026 are important tools that enable and can demonstrate the council’s responsiveness to Māori. The local board plan adopted in November 2023 forms the basis for local priorities.

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

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

Ngā ritenga ā-pūtea

Financial implications

32. There may be marginal costs associated for Have Your Say events including venue hire (where council premises cannot be utilised).

33. After consultation local boards will make decisions on local spending in the local board agreement with financial impacts that affect local communities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The Local Government (Auckland Council) Act 2009 requires content relating to each local board agreement to be included in the Annual Plan 2025/2026 consultation document. Under the Local Government Act 2002, the consultation document for the Annual Plan must be audited. The draft consultation document (including local consultation content) will be prepared by staff and audited in December and January ahead of adoption by the Budget Committee in mid-February. Therefore, local boards need to approve their local consultation content for inclusion in the draft consultation document by the beginning of December 2024.

Ngā koringa ā-muri

Next steps

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

36. Following the decisions of the local board to approve local consultation content, and the decisions of the Budget Committee on regional items for consultation, staff will prepare the consultation document and supporting information for the Annual Plan 2025/2026. These will be adopted by the Budget Committee in mid-February 2025.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Consultation Document content	81
b ⇩	Maungakiekie-Tāmaki Local Board Supporting Information content	83

Ngā kaihaina

Signatories

Author

Phoebe Peguero - Senior Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Tāmaki Path Coastal Walkway Stage 2 project report

File No.: CP2024/19574

Te take mō te pūrongo

Purpose of the report

1. To revoke clause D of resolution MT/2017/30, and approve the implementation of Section A - Wai o Taiki Local Path (from Kiano Place to Inglewood Street), completing the Tāmaki Path.

Whakarāpopototanga matua

Executive summary

2. The Tāmaki Path project is a longstanding initiative with the goal of creating a continuous shared path connecting Panmure to Wai o Taiki Bay Reserve.

3. This path will promote active modes of transportation, such as walking and cycling, and contribute to community well-being.

4. The project aligns with several key plans and strategies, including the Tāmaki Estuary Walkway Plan, the Maungakiekie-Tāmaki Local Board Plan, and the local board's transport strategy, all of which prioritise creating connections for walking and cycling.

5. In 2017, extensive community consultation was undertaken via Shape Auckland to gather feedback on the proposed Tāmaki Path. This consultation demonstrated broad support for the project, with 77.84 per cent of participants agreeing or strongly agreeing with the proposed development of the path in its entirety. However, the Wai o Taiki Bay Residents Association (WRA) expressed concerns about the level of engagement and the consideration of their feedback.

6. The project team at the time responded to their concerns, highlighting the various engagement activities undertaken, including face-to-face meetings, site walkovers, public open days, demonstrating a commitment to incorporating community feedback into the project's design and implementation.

7. A petition from the WRA raised four key objections;

· abandoning the shared path within Wai o Taiki Nature Reserve,

· investing in existing coastal bush walks instead,

· continuing the use of erosion protection walls along the coastal walkway, and

· creating a unique experience connecting various natural reserves and walkways.

8. In response to the WRA petition, the local board paused the development of the path section within Wai o Taiki Reserve (Section A). Consequently, the external Greenways Funding was reallocated to another part of Auckland.

9. This report addresses those concerns, acknowledges the benefits of the path, and recommends revoking the resolution that paused the project, paving the way for the path's completion and the realisation of its intended benefits for the community.

10. The completed sections of the Tāmaki Path have proven successful, with positive community feedback and increased usage of the completed path. With the high proportion of families with children in the area, emphasises the need for safe and accessible shared paths.

11. Ngāti Pāoa and Ngāi Tai ki Tāmaki have confirmed their partnership in this project and are actively involved in a co-design process to integrate iwi narratives along the Tāmaki Path. This partnership has resulted in the Omaru Creek Bridge and the path surface being identified as key opportunities for incorporating local iwi narratives and artistic expression.

12. External funding for the paused Section A has been secured through the Tāmaki Infrastructure Investment Fund. If the local board resolves as per the recommendations in this report, staff will proceed with the construction and implementation of the Tāmaki Path Stage 2.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Whakakore / revoke clause D of resolution MT/2017/30:

d) place on hold the path proposed for Section A – Wai o Taiki Reserve Local Path at this time in response to the objection from local residents

b) Whakaae / approve the implementation of Section A - Wai o Taiki Local Path (from Kiano Place to Inglewood Street), completing the Tāmaki Path.

Horopaki

Context

Project History

8 May 2012

13. The local board passed the resolution (MT/2012/26) that Auckland Transport progress a walkways and cycleway network across Maungakiekie-Tāmaki and linkages beyond, including the planning and construction of the Tāmaki Estuary Walkway Plan.

2015

14. The local board opened consultation for a new greenway along the Tāmaki Estuary with the vision to have a shared path along the estuary foreshore, leading to greater enjoyment and using off-road paths, and cycling trails along the foreshore, opening the waterfront up to greater public access and helping form local community cycling connections.

21 April 2016

15. The local board approved the Tāmaki Estuary Greenways (Tāmaki Path) project to proceed to the next stage of the developed design and consent planning stage (MT/2016/54).

16. The Tāmaki Path was the first Greenways project out of the gate under the new Local Path Design Guide and associated external Greenways Funding, it consisted of 8 sections:

· Section A: Wai o Taiki Bay

· Section B: Pt England Coastal

· Section C: Omaru Creek

· Section D: Pt England Reserve

· Section E: Riverside Residential

· Section F: Dunkirk / Riverside Reserve

· Section G: Mt Wellington War Memorial Reserve

· Section H: Panmure Wharf and Boat Ramp.

17. The local board approved the recommendation for a 3-metre-wide path to be implemented, acknowledging that there would be some specific “pinch point” locations where the width may be reduced.

18. The local board noted that the:

· developed design would come back to the local board for adoption, including detailed budget information and funding arrangements.

· detailed design would include consultation with key stakeholders, including the Wai o Taiki Residents Association.

18 August 2016

19. The local board received the engagement plan for the Tāmaki Path Project and endorsed the Tāmaki Estuary Greenways engagement plan for implementation (MT/2016/151).

27 April 2017

20. The Maungakiekie-Tāmaki Local Board approved the construction of a 3-metre-wide concrete path along the Tāmaki Path route, with potential reductions to 2.5 meters in constrained areas. Additionally, a 3-meter-wide shell path was approved for a section of the Point England Reserve coastal local path. However, the local board decided to put on hold the construction of paths in certain sections, including:

· Section A - Wai-o Taiki Reserve Local Path

· specific parts of Section B - Point England Reserve coastal local path, due to objections from local residents

· the construction of Section C - Omaru Creek Stream

· Section D - Pt England Reserve was also paused until the completion of Ngāti Paoa development plans (MT/2017/30).

27 November 2018

21. The Maungakiekie-Tāmaki Local Board resolved the following:

That the Maungakiekie-Tāmaki Local Board:

a) revoke clause E of resolution MT/2017/30:

e. place on hold the path proposed for section B - Point England Reserve coastal Local Path (from end of new Omaru Bridge to Kotae Road and Kiano Place) at this time in response to objection from local residents.

b) approve the allocation of $320,000 from the local board transport capital fund to complete the link from Omaru Creek to Kiano Place, providing connection for the Tāmaki Path after the bridge;

c) approve the allocation of $60,000 from the local board transport capital fund to investigate, consult, consent and provide a fixed cost estimate to allow the board to make a final decision on the link to Kotae Rd

d) note the board’s disappointment that the project was not being funded from the greenways fund, and the board may have made a different decision if they were aware.

23 March 2021

22. The Maungakiekie-Tāmaki Local Board adopted a reviewed Greenways Network Plan prioritising Route 10, the route from Kotae Road to Wai-o Taiki. This route, extending the existing coastal route from Kiano Place to Kotae Road, was identified for immediate investment (MT/2021/18).

February 2024

23. The local board workshopped and reviewed the proposed draft pathway alignment for Tāmaki Path stage 2 and provided feedback. The alignment had been adjusted from the 2017 iteration to accommodate potential coastal inundation. Further refinements may be necessary to meet consenting requirements. The local board expressed support for the ongoing work.

24. Ongoing implementation details of the Maungakiekie-Tāmaki Local Board Plan, including goals for improved transport and active modes of travel, can be referenced in Table 1 below:

Table 1: Alignment of Tāmaki Path Project with Local Board Plan Objectives and Key Initiatives

Maungakiekie-Tāmaki Local Board Plan	What we want to achieve (Objectives)	What we will deliver in the next 3 years (Key initiatives)
2014-2017	More people walking and cycling for work and recreation	Advocate to the governing body to assist in delivering our Greenways Plan The council and Auckland Transport to develop a plan detailing how they can work together with the community to deliver the Greenways Plan and the Auckland Cycle Network
2014-2017	People and traffic move more freely and safely around our area	Work with Auckland Transport to continue delivering the Maungakiekie-Tāmaki Local Paths (Greenways) Plan
2017-2020	Better transport connections and improved transport infrastructure	Support and fund the development of cycleways and walkways through our local parks.
2020-2023	Our transport choices are accessible, sustainable and safe	We have easy and accessible transport choices that reduce dependence on cars. We feel safe moving around our area

Community Engagement

25. The engagement plan for the Tāmaki Estuary Greenways project was implemented in early 2017 and extended until 23 February 2017.

26. Community consultation in 2017 via Shape Auckland demonstrated broad support for the Tāmaki Path, with 77.84 per cent of participants agreeing or strongly agreeing with the proposed development of the path in its entirety.

27. For Section A: Wai o Taiki Bay specifically, the consultation also showed a favourable response from the community for the proposed development of a path through Wai o Taiki Reserve, with participants either agreeing or strongly agreeing with the project totalling 64.38 per cent.

28. While the initial consultation process demonstrated broad support for the Tāmaki Path, the Wai o Taiki Bay Residents Association (WRA) expressed concerns about the level of engagement and the consideration of their feedback.

29. Specifically, WRA questioned whether their inclusion as a stakeholder resulted in meaningful consultation. In response, the council highlighted the various engagement activities undertaken, including face-to-face meetings, site walkovers and public open days, demonstrating a commitment to incorporating community feedback into the project's design and implementation.

30. A petition from the WRA raised concerns about the path's impact on Wai o Taiki Reserve.

31. The WRA's petition was not included in the initial consultation analysis as it raised issues outside the project's scope.

32. In response to the WRA petition, the local board initially paused the development of the path section within Wai o Taiki Reserve (Section A).

33. Despite the paused section, the completed portions of the Tāmaki Path have been well-received, with positive feedback from various online platforms and community organisations highlighting the path's success in providing connectivity and promoting active lifestyles.

Current Status

34. Funding for the paused section has been secured through the Tāmaki Infrastructure Investment Fund.

35. This report addresses the WRA's initial objections and recommends revoking the pause on the final path section, allowing for the completion of the Tāmaki Path project.

Tātaritanga me ngā tohutohu

Analysis and advice

Addressing WRA Objections

36. The WRA's petition raised four key objections.

· Abandon the greenway shared path proposal in Wai o Taiki Nature Reserve.

· Invest in reinstating, enhancing and extending the existing network of coastal bush walks, preserve both cultural and natural heritage.

· Continue the method of erosion protection walls along the Wai o Taiki Nature Reserve coastal walkway.

· Create a unique experience extending from Tahuna Torea wetland reserve, through the Wai o Taiki Nature Reserve and coastal walk up the Omaru Creek, connecting the Point England walkway and the Glen Innes Pools.

Addressing Objection 1: Abandonment of the Shared Path

37. The shared path proposal aligns with the goals of the Tāmaki Estuary Walkway Plan and the local board's transport strategy, which prioritises creating connections that make walking and cycling a more practical and convenient option for residents.

38. The completed sections of the Tāmaki Path have been successful in achieving these goals, as evidenced by positive community feedback and increased usage.

39. The proposed path section within Wai o Taiki Reserve is crucial for completing the intended continuous link and maximising the path's benefits.

40. In images 1 and 2 below, it is already evident that the routes suggested are heavily used, with well-worn desire lines creating unformed and unofficial tracks. This further demonstrates the community's desire, existing use and need for the completion of the Tāmaki Path.

Image 1: Unformed paths created running north-east from Kotae Rd section to Wai o Taiki

Image 2: Unformed paths created running north from Wai o Taiki Reserve to Inglewood Street

Addressing Objection 2: Investment in Existing Bush Walks

41. The local board has made significant investments in reinstating and enhancing the existing network of coastal bush walks, such as Wai o Taiki Reserve, funded through the 2022/2023 Community Facilities work programme.

42. This track connects Wai o Taiki Reserve to Tahaki Road which connects to Tahuna Torea, further demonstrating the council's commitment to maintaining and improving existing tracks.

43. The Ōrākei Local Board has in recent years completed multi-year projects of track renewals and upgrade works in Tahuna Torea Reserve, acknowledging its important recreational site for the local community, connecting through to Wai o Taiki Nature Reserve through Tahaki Road.

44. These projects align with the WRA's request to preserve both cultural and natural heritage while enhancing recreational opportunities within the reserves.

Addressing Objection 3: Erosion Protection Walls

45. The council is currently developing Shoreline Adaptation Plans (SAPs) in collaboration with local communities and mana whenua.

46. The SAPs aim to address coastal hazards and climate change impacts over the long term, including the maintenance of existing coastal defences.

47. Have Your Say consultation was open from Monday 21 October to Monday 2 December 2024 with several drop-in sessions held between 4 November 2024 – 18 November 2024.

48. In the consultation material for Wai o Taiki and Point England Reserve, referenced as “Unit 2, Stretch 8”, it geographically begins at the end of Tahaki Road and continues into Tāmaki River Inlet (along the Omaru Creek) until the southernmost end of Point England Reserve. The stretch contains Wai o Taiki Reserve.

49. The explanatory note for stretch 8 “Wai o Taiki& Point England” references limited intervention. This signals to maintain this coastline’s natural character while managing risk to the coastal pathways, through landward design and location. Limited intervention also provides for the continued maintenance of existing coastal defences.

50. Now consultation is complete the SAP project team will review all feedback received and complete the Tāmaki Estuary SAP proposal. The final proposal(s) will then go to the relevant local board(s) for endorsement and then to the Policy and Planning Committee for approval.

Addressing Objection 4: Unique Experience and Connectivity

51. The council acknowledges the desire to create a unique recreational experience connecting Tahuna Torea wetland reserve to Glen Innes Pools.

52. The ongoing development of a renewed track through Point England Reserve, with connections to Glen Innes Pools, aligns with this goal.

53. This track will provide a unique experience for walkers and those who enjoy nature and Omaru Creek. Being separate from the shared path, it caters to different recreational preferences.

54. Funding has been secured and consent has been lodged allowing this project to go to market tender in December with construction intending to start February-March 2025.

55. Designs of this proposed path can be seen in Attachment A: Tāmaki Path Stage 2 Engineering Drawings.

Additional Considerations

56. Demographic Changes - Significant demographic changes since the pause of the section of the path in 2017, including population growth and an increase in younger age groups, point to a potential shift in community needs and priorities. Noting:

· The median age in Glen Innes East-Wai O Taiki Bay increased slightly between 2018 and 2023 but remains relatively young with a median age of 30.1 years.

· 45.8 per cent of households have at least one child aged 0-14 years. This high proportion of families with children emphasises the need for safe spaces for children to play and be active, which a shared path can offer.

· This suggests a continued need for amenities that cater to families and younger individuals, with a focus on providing safe and accessible spaces for recreation and active transport.

57. Cycling as a Mode of Transport - The substantial increase in Aucklanders cycling to work (17.6 per cent) aligns with the goals of the Tāmaki Path project and highlights the importance of providing safe and convenient cycling infrastructure. Noting:

· Despite the population growth, private car use for commuting to work or school decreased by 11.3 per cent.

· Conversely, walking and cycling as modes of transport to work or school increased, with cycling seeing a 42.1 per cent rise. This indicates a potential shift towards more active and sustainable travel options.

· This trend supports the service need for improved active transport infrastructure, such as the proposed shared path, to cater to the growing demand for safe and convenient walking and cycling routes.

58. Connectivity - Completing the Tāmaki Path would create a crucial link in the active transport network, improving connectivity to public transport hubs, workplaces and recreational areas, further encouraging active lifestyles and reducing reliance on cars. Noting:

· Between 2018 and 2023, Glen Innes East-Wai o Taiki Bay experienced a significant population increase of 43.3 per cent.

· This population growth is accompanied by a shift towards higher-density housing, with a notable increase in apartments (88.9 per cent).

· These trends suggest a potential increase in demand for amenities and infrastructure, including active transport options, like shared paths, to support the growing and changing community.

Tauākī whakaaweawe āhuarangi

Climate impact statement

59. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

60. It is anticipated that there will be an increase in carbon emissions from construction, including contractor emissions.

61. Staff have worked with the designers to reduce the carbon footprint of the initial design.

62. Carbon calculation was carried out using the Moata Carbon Portal. For the new Tāmaki Pathway Stage 2 design, the total carbon emission reduction amounted to 23.84 tonnes of carbon dioxide equivalent (tCO₂e), a 15 per cent reduction in upfront embodied carbon.

63. Maximising the upcycling and recycling of existing materials, in accordance with the waste management hierarchy of prevention, reduction and recycling, will be prioritised to minimise environmental impact.

64. Greenhouse gas emissions will be mitigated by sourcing low-carbon materials locally and using products with environmental declarations to reduce embodied carbon.

65. The project will enhance the surrounding natural environment, with maintenance and ecological restoration work being undertaken on the existing stormwater swales.

66. The design has incorporated the use of passive principles and natural infrastructure including planting new trees to provide some shade for open areas.

67. The shared path is expected to contribute to a reduction in greenhouse gas emissions by encouraging a mode shift from private vehicles to active transport. By providing a safe and convenient option for walking and cycling, the project supports the council's goal of reducing transport-related emissions and promoting sustainable modes of transportation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

68. Council staff from the Parks and Community Facilities department, including the facilities manager and parks and places specialist, support the project recommendations.

69. The project will significantly improve and increase connectivity and accessibility between several parks and open spaces in the surrounding community.

70. Collaboration with staff will be ongoing to ensure that the development of the walkway is integrated appropriately into the operational maintenance and asset management systems once completed.

71. While the increase in concrete pathways, boardwalks and tracks will require maintenance, the selected elements are designed for durability and robustness.

72. The Resilient Land and Coast team has been consulted with and is supportive of the project and does not see any risks.

73. The Shoreline Adaptation Plan for Wai o Taiki and Point England is currently being drafted. This and neighbouring coastal assets will be included in the discussions with the community and elected members through this work.

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

Local impacts and local board views

74. The Tāmaki Path creates a continuous connection along the edge of the Tāmaki Estuary between Panmure Wharf, Point England Reserve, Wai O Taiki Bay and neighbourhoods in and around Fernwood Place.

75. Once complete, the Tāmaki Path will create a significant contribution to the Maungakiekie Tāmaki Greenways network which includes connections to the local centres at Glen Innes and Panmure with links to public transport, schools and parks.

76. The continued work on the Tāmaki Path will meet a key initiative that the Maungakiekie-Tāmaki Local Board sees as a priority for its community by increasing the walking and cycling network to allow safe active transport options and supporting community connections.

77. The implementation of the Tāmaki path will have the added benefit of improving passive surveillance in Wai o Taiki Reserve with increased usage of the path network with this connection. The Tāmaki Open Space Network Plan recommends this connection.

78. Neighbourhood connectivity is further enhanced by the 2022 completion of Te Ara Ki Uta Ki Tai by Waka Kotahi. This shared path safely connects Glen Innes to Tāmaki Drive.

Tauākī whakaaweawe Māori

Māori impact statement

79. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. These commitments are articulated in the council’s key strategic planning documents; the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Kia Ora Tāmaki Makaurau - Māori Outcomes Performance Measurement Framework.

80. The provision of quality parks and open spaces has broad benefits for Māori, including:

· facilitating Māori participation in outdoor recreational activity

· providing opportunities for mana whenua to share their stories and cultural heritage through the design and construction of the pathway

· helping make Auckland a green, resilient and healthy environment consistent with the Māori world view of the natural world and their role as kaitiaki of the natural environment.

Mana whenua partnership on this project

81. Mana whenua engagement on this project began in 2016 with several iwi groups, including:

· Ngāti Whātua o Kaipara

· Ngāi Tai ki Tāmaki

· Ngāti Maru

· Ngāti Paoa

· Ngāti Tamaterā

· Ngāti Whanaunga

· Ngāti Whātua Ōrākei

· Te Ākitai

· Ngāti Tamaoho

· Ngāti Te Ata

· Te Kawerau ā Maki

· Te Patukirikiri

· Te Rūnanga o Ngāti Whātua

· Waikato Tainui.

82. In early 2017, Ngāti Pāoa and Ngāi Tai ki Tāmaki confirmed their partnership in this project, showing interest in a co-design process to integrate iwi narratives along the Tāmaki Path. Both Ngāti Paoa and Ngāi Tai ki Tāmaki provided an artist for the project.

83. The co-design process confirmed the Omaru Creek Bridge as one of the key opportunities along the pathway for local iwi to contribute to a rich design outcome. The other opportunity for creative expression was confirmed on the path surface and etched concrete on the path leading up to all bridge structures and pathway connections.

84. An email to mana whenua specifically for this stage of the project was sent on 28 May 2024. Ngāti Pāoa and Ngāi Tai ki Tāmaki have confirmed their interest in a co-design process again.

85. Staff are working with Ngāti Pāoa and Ngāi Tai ki Tāmaki to confirm further opportunities to input on the project through the detailed design phase and associated consultation process.

Ngā ritenga ā-pūtea

Financial implications

86. The local board has approved a total budget of $4,587,500 for this project over the following financial years:

Table 2: Approved budget allocation for the project

Budget source	FY22/23	FY23/24	FY24/25	FY25/26	Total ($)
ABS: Capex - Development	$34,284	$168,379	$1,345,780	$3,039,056	$4,587,500
Total allocated budget	$34,284	$168,379	$1,345,780	$3,039,056	$4,587,500

87. The total project cost is estimated to be $4,587,500, which includes professional services and staff time. This is achievable within the currently allocated budget.

88. The local board lead financial advisor has been advised and does not see any risk in the delivery of this project.

89. The project has been a long-time desire and goal of the local board and all funding comes with depreciation and consequential operational costs.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Community Concern for the Delivery of the Tāmaki Path

90. To address community concerns for portions of the project, the project team will engage in proactive communication and consultation with the community, particularly those who have expressed concerns about the project. This engagement will focus on providing clear information about the project, its benefits and how it aligns with the community's needs and aspirations.

91. The project team will also ensure that any concerns or criticisms raised by the community are addressed in a timely and transparent manner. This will involve actively listening to the community's feedback, providing detailed responses, and exploring potential solutions or minor alternatives that could address their concerns without compromising the overall vision of the project.

92. In considering solutions or minor alternatives, the project team will ensure that they do not affect the overall vision of the path or its intended benefits for the community. The council will also ensure that any alternatives comply with all relevant statutory requirements and do not create additional risks or unintended consequences.

93. The council acknowledges that it is subject to the same statutory requirements and consent processes as any private landowner when undertaking developments. The project team will work diligently to fulfill these obligations, ensuring transparency and accountability throughout the process.

94. While the project team is committed to working with the community to find mutually agreeable solutions, it is important to note that if the recommendation for this report is carried, the project has been approved by the local board. The council has a statutory responsibility to implement the project in a way that balances the needs of the wider community with the concerns of individuals or specific groups.

95. The project team is confident that through ongoing engagement and transparent communication, it can address the concerns of the community and ensure the successful completion of the Tāmaki Path project. The project will provide a valuable asset for the community, promoting active lifestyles, enhancing connectivity, and contributing to the well-being of the area.

96. The following delivery risks and mitigations have been considered in Table 2:

Table 2: Risks and mitigations for the Tāmaki Path Project through developed design and construction phases

Risks identified	Mitigation
Timeframe
Consenting	· Consent is required, and the application process may impact the construction timeline. Our experienced staff will participate in pre-application meetings with the regulatory team to expedite the process and meet deadlines. · If delays occur, staff will reassess the timeline and adjust the project schedule accordingly.
Health & Safety
The public being exposed to unsafe conditions during the construction phase	· A site-specific Health and Safety Plan will be developed and implemented by the contractor, outlining safety protocols and procedures for all site personnel and visitors to the park. · The project team will conduct regular safety inspections to ensure compliance with the Health and Safety Plan.
Construction
Poor weather during construction may hold up delivery	· Construction methodology and programme to allow for wet weather.
Damage to existing paths due to construction works	· Ground protection mats will be used to minimise the impact of machinery on the path. · If damage were to occur, this would have to be remedied at the cost to the contractor. · A small contingency has also been factored into the budget to account for this.
Contamination
Possible risk of ground contamination	· Historical records indicate that the site is free of contaminants. · If contamination is discovered, the project team will engage with the council's environmental specialists to assess the contamination and develop a remediation plan.
Other
Dependencies on any other project / department	· Project timelines will be notified through the Tāmaki Large Scale Project Delivery Clinic to ensure coordination with other Council departments, CCO’s or delivery parties completing work in the construction area. · If dependencies cause delays or conflicts, reassess the project schedule and coordinate with relevant parties.
Reputational	· Proactive communication through various channels · Address concerns and criticisms in a timely manner. · If reputational issues arise, implement a communication plan to address concerns and maintain public trust

Ngā koringa ā-muri

Next steps

97. If the local board resolves as per the recommendations in this report,:

· staff will proceed with the construction of the Tāmaki Path Coastal Walkway Stage 2

· the project team will proceed with the implementation of the Tāmaki Path Stage 2 project

· the project team will continue to engage with the community and stakeholders throughout the implementation process

· The local board will receive project progress updates as part of the regular monthly Parks and Community Facilities updates and through quarterly status reports

· the project team will monitor the project's progress and evaluate its outcomes to ensure that it meets the community's needs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Tāmaki Path Stage 2 Engineering Drawings	101

Ngā kaihaina

Signatories

Author

Marcel Morgan, Manager Area Operations

Authorisers

Karen Marais, Advisory Lead Community Directorate

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

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

File No.: CP2024/17672

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

4. BID-operating business associations sign a three-year targeted rate grant agreement which requires compliance with the Auckland Council Business Improvement District (2022) Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the Policy) as attached as Appendix A.

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) tūtohi / receive the report and information regarding the proposed refresh of the BID Policy (2022) and agree to provide formal feedback on the changes proposed.

Horopaki

Context

Overview of the Auckland BID programme

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

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

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

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

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

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

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

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

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

· establishing, continuing/discontinuing BID programmes;

· changes to the BID programme boundary area/map;

· changes to the BID targeted rating mechanism;

· issue resolution;

· key stakeholder roles and responsibilities.

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

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

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

BID Targeted Rate

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

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

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

Local Board role with BID programmes

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

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

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

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

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

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

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

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

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

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

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

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

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

Hunters Corner BID

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

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

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

· ineffective governance and management processes.

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

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

Māngere East Village BID

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

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

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

Broadening the definition of an “issue” to include other factors

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

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

· a failure to communicate relating to the non-compliance.

· debt accumulation with no actions towards reduction.

· disharmony within a business community.

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

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

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

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

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

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

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

BID Policy refresh

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

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

46. The aim of the refresh is to:

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

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

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

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

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

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

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

Draft BID Policy (2025) and appendix documents

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Business Improvement District (BID) Policy (2022)	161
b ⇩	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025	207
c ⇩	Stakeholder Engagement Programme	213

Ngā kaihaina

Signatories

Author

Claire Siddens, Principal Advisor Business Improvement District Programme (BIDs)

Authorisers

Alastair Cameron, Manager - CCO Governance & External Partnerships

Louise Mason, General Manager Local Board Services

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Proposed new community lease to One Tree Hill Community Kindergarten Incorporated, at Massey Reserve, 21 Massey Avenue, Greenlane

File No.: CP2024/18871

Te take mō te pūrongo

Purpose of the report

1. To seek approval to grant a new community lease to One Tree Hill Community Kindergarten Incorporated, for the council land at Massey Reserve, 21 Massey Avenue, Greenlane.

Whakarāpopototanga matua

Executive summary

2. The One Tree Hill Community Kindergarten Incorporated (the group), seeks a new community lease to continue occupation and operation from the tenant-owned building located at Massey Reserve, 21 Massey Avenue, Greenlane.

3. The group currently holds a lease over the council-owned land which has reached final expiry on 31 July 2023. The lease is holding over month-by-month until terminated or a new lease is granted.

4. The new lease was identified and approved by the Maungakiekie-Tāmaki Local Board as part of the Customer and Community Services local board work programme 2024-2025 on 25 June 2024 (resolution MT/2024/89).

5. The group is a not-for-profit community kindergarten and registered charity, primarily run by parents of students; and aims to continue to provide high-quality education to preschool children. These activities align with the local board plan 2023 focus: Our Community - Our facilities and open spaces are accessible, cost-effective and fit for purpose…We plan for the future and are open to all the opportunities that can enable greater and more targeted investment in our community.

6. The group has provided all required information including financials, showing that it has sufficient funds, and it is being managed appropriately. The group has all the necessary insurance coverage, including public liability insurance in place.

7. The group and its activities are contemplated in the Massey Reserve Management Plan 1989, public notification of the intent to grant a new lease is therefore not required.

8. A site visit has been completed and the building and surrounding area are highly maintained and in very good condition owing to the group being proactively invested into the upkeep of their facilities.

9. A community outcomes plan is being negotiated with the group that identifies the benefits it will provide to the community. This will be attached as a schedule to the lease document.

10. Iwi engagement about the council’s intention to grant a new community lease for part of Massey Reserve, 21 Massey Avenue, Greenlane, was undertaken with a deadline of
3 December 2024, with the iwi groups identified as having an interest in land in the Maungakiekie-Tāmaki Local Board area. No submissions or objections were received on the proposed new lease to the group.

11. There is no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

12. This report recommends that a new community lease be granted to One Tree Hill Community Kindergarten Incorporated for a term of 10 years commencing from the date of resolution with one 10-year right of renewal.

13. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) grant, a new community lease to the One Tree Hill Community Kindergarten Incorporated for an area comprising approximately 1092.3m² located at Massey Reserve, 21-27 Massey Avenue, Greenlane, on the land legally described as Lot 108 Deposited Plan 20155 (or Allotment 17A Section 12 Suburbs of Auckland and defined on Deposited Plan 18700) record of title NA425/293 and is held by Auckland Council as a classified local purpose (site for a kindergarten) reserve subject to the provisions of the Reserves Act, and subject to the following terms and conditions:

b) term – 10 years, commencing on the date of the board resolution with one 10-year right of renewal.

c) rent – $1300 plus GST per annum.

d) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement.

e) Approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines (updated 2023).

f) note that iwi engagement has been completed with a deadline of 3 December 2024 with no submissions or objections received.

Horopaki

Context

14. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

15. The Maungakiekie-Tāmaki Local Board approved the Customer and Community Services local board work programme 2024-2025 on 25 June 2024 (resolution MT/2024/89).

16. The progression of this lease to the One Tree Hill Community Kindergarten Incorporated (OTHK) at Massey Reserve, 21-27 Massey Avenue, Greenlane. This report considers the new community lease as approved on the 2024-2025 work programme.

Land, building/s and lease

17. 21-27 Massey Avenue, Greenlane (refer to Attachment A - Site Plan of Leased Premises) is legally described as Lot 108 Deposited Plan 20155 (or Allotment 17A Section 12 Suburbs of Auckland and defined on Deposited Plan 18700) in the record of title NA425/293, and is held by Auckland Council as a classified local purpose site for a kindergarten reserve subject to the provisions of the Reserves Act, and is approximately 1092.3m² in area.

18. The group holds a community lease for the council-owned land upon which their tenant-owned building is situated.

19. A site visit has been completed and the building is maintained to a high level with costs budgeted for in the group’s annual forecast. The group has an annual working bee, they contract staff to do cosmetic work with the lawns and garden, and the playground area that is open for public access outside of the group’s operating hours. From time to time, they also work in conjunction with council around the maintenance of the playground area.

20. The building is primarily used by the group to provide affordable and accessible early childhood education services to children aged from three to five-year-olds.

One Tree Hill Community Kindergarten Incorporated

21. The group is an independent, not-for-profit, community-run early childhood education centre and registered charity. Established in 1959, they are well-respected and valued in the community. They offer quality early childhood education for three to five-year-olds, and endeavour to provide an environment that builds self-confidence and self-esteem in children. Open Monday to Friday from 8.30 am – 2.30 pm, the group relies on its committee of parent volunteers to help run sessions at the centre. The group prides itself on having a positive reciprocal relationship with whānau and the wider community.

22. The group has 55 children, 51 per cent male and 49 per cent female. 64 per cent identify as New Zealand European, 17 per cent as Asian, six per cent Māori, four per cent Pasifika, two per cent as other European and seven per cent as other. The group have four full-time staff and four part-time staff, with many parent volunteers.

23. The group has an optional $3/hour charge per child that is charged to parents to top up the funding they receive from the Ministry of Education.

24. As an independent community-run early childhood education centre, which is not part of the Kindergarten Association, the centre is funded at a lower rate by the Ministry of Education and therefore requests an additional charge from families to ensure they can pay their teachers at the same rate as the Kindergarten Association and deliver a high level of service and care for the children. This charge is not enforced as the centre understands not all families can afford it.

25. At the date of writing this report, only 25 per cent of families were paying this optional charge. The centre also receives funding from other funders, donations, grants and hireage of their hall to local community groups.

26. The group’s lease with the council commenced on 1 August 2008 and expired on 31 July 2023. The group has applied for a new lease as they wish to continue the same activities on the premises and there is a continued need for their services in the community. The lease to the group is held on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

27. Expressions of interest for council-owned buildings are recommended to local boards when a new lease is being considered, however as the group own their building an expression of interest process is not required in this instance.

28. The group is provided for in the Massey Reserve Management Plan 1989, so there is no need to publicly notify the council’s intention to grant a lease in this instance.

29. The group has requested a 20-year lease. This report recommends a 20-year lease (Initial 10-year term with one 10-year right of renewal) in accordance with the council’s Community Occupancy Guidelines.

Assessment of the application

30. The group has submitted a comprehensive application supporting the new lease request and can demonstrate its ability to deliver educational and related services.

31. The area proposed to be leased to the group consists of approximately 1092.3m² and is outlined in Attachment A – Site Plan of Leased Premises.

32. The following table contains brief details on the club’s latest financials including its required affiliation fees:

Income for the financial year ended 31 March 2024

Operating Expenditure

Income less expenses

Affiliation fees

$23,123.19

$12,711.42

$1,144.27

Optional $3/hour charge per student

33. The group has provided financials that show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities. They have all necessary insurance coverage, including public liability insurance. All management and operational costs are funded by the tenant as a tenant-owned asset.

34. A site visit has been undertaken by staff and the facility is highly maintained and well-managed. The group have been based at the current site for 65 years and provides a valuable service to the community through education for preschool-aged children. They also provide a space for other local groups to use when needed and are happy to share their facilities with other community groups outside of school hours.

35. The group’s activities are the best use of the premises, offering services that are beneficial to the community and meet identified needs. If a new community lease is not granted to the group, the lease will continue to hold over on a month-by-month basis. This will inhibit the group’s ability to plan and develop for the future and continue to deliver its services to the community with surety.

36. A Community Outcomes Plan is being negotiated with the group to identify the benefits it will provide to the community. This will be attached as a schedule to the lease.

37. Staff recommend that a new community lease be granted to the group for a term of ten years commencing from the date of resolution with one ten-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. As other local community groups use the space outside of school hours, the shared space provides opportunity and enables people to enjoy positive healthy lifestyles and will increase capability and connections within the local community.

39. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the leaseholder:

· use sustainable waste, energy and water efficiency systems

· use eco-labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities

40. All measures taken are aimed at meeting the council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

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

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

41. Climate change has no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

42. Climate change has some potential to impact the lease area as the site sits in a flood-prone zone. The likelihood of flooding happening is very low as there has been no flooding or reports of flooding by the group in the years it has been based at the site. Any upgrades to the group’s facility will need to consider this risk as part of their planning and consenting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. Council staff from within the Community Directorate, Parks and Community Facilities Operations, and Parks and Places team, have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

44. Overall council staff are supportive of the proposed new lease as it will include positive outcomes.

45. The proposed new lease has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

46. The proposed lease will benefit the community by enabling initiatives that promote early childhood education services for the Maungakiekie-Tāmaki Local Board area and its surrounding communities.

47. The group own the building facilities and improvements on the leased site, and the Community Occupancy Guidelines 2012 provide for the group to apply as of right for a new lease without the need for an expression of interest to occupy the site.

48. The assessment of the application has been workshopped with the local board. The group also presented at a public deputation. The local board indicated in principle its support of the lease proposal for a five-year lease and one five-year right of renewal, instead of the recommended tenure under the Community Occupancy Guidelines 2012.

49. The local board cited maximising future utilisation options as the reason for this. The board has the discretion to determine the terms of the lease including tenure and has exercised this discretion in the past.

50. The delivered activities align with the Maungakiekie-Tāmaki Local Board Plan 2023:

Focus	Objective
Our Community	Our facilities and open spaces are accessible, cost-effective and fit for purpose. Te ao Māori is seen throughout our community. We plan for the future and are open to all the opportunities that can enable greater and more targeted investment in our community.

Tauākī whakaaweawe Māori

Māori impact statement

51. Iwi engagement is required under the terms of section 4 of the Conservation Act 1987 prior to any lease being granted. The cost of the iwi engagement was met by the Parks & Community Facilities department of the council.

52. Iwi engagement about the council’s intention to grant a new community lease for Massey Reserve, 21 Massey Avenue, Greenlane is being undertaken with a deadline of 3 December 2024, with the iwi groups identified as having an interest in land in the Maungakiekie-Tāmaki Local Board area. The engagement involved:

· an email to all iwi identified as having an interest in the area, containing detailed information on the land, the lessee, and the lease proposal as per Section 4 of the Conservation Act 1987.

53. The group incorporate Te ao Māori into their educational curriculum and are kaitiakitanga of their local environment. Six per cent of their roll identify as Māori.

54. The group has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community. The lease will benefit Māori and the wider community through early childhood education services offered by the group.

55. Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

56. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

57. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

58. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

Ngā ritenga ā-pūtea

Financial implications

59. Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding the financial implications of the new lease to OTHK.

60. Rent of $1300 plus GST will be charged to the lessee under the new lease agreement in accordance with the Community Occupancy Guidelines. Ongoing maintenance of the asset is the responsibility of the group as it is their asset.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. Should the local board resolve not to grant the proposed community lease to One Tree Hill Community Kindergarten Incorporated, Massey Reserve, 21 Massey Avenue, Greenlane, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan focus.

62. The new lease affords the group security of tenure, enabling them to continue to provide services within the community.

Ngā koringa ā-muri

Next steps

63. If the local board resolves to grant the proposed new community lease, staff will work with the One Tree Hill Community Kindergarten Incorporated to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan Massey Reserve 21 Massey Avenue Greenlane One Tree Hill Kindergarten	223

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - Maungakiekie-Tāmaki 2024

File No.: CP2024/19006

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024-2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024-2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) whiwhi / receive the December 2024 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed through an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.This report also includes the following attachments:

· Attachment B is a quarterly update on road maintenance activities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. This report does not have a direct impact on climate, however the projects it refers to will.

13. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

14. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

16. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

17. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

18. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

19. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 23 July 2024 business meeting. This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

21. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

22. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

23. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

24. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

25. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

27. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in the Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

28. After local boards receive this report, AT will respond to any additional resolutions.

29. The next quarterly report is planned for March 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki - Attachment A to Kōkiri Quarterly Update December	229
b ⇩	Maungakiekie-Tāmaki - Attachment B to Kōkiri Quarterly Maintenance and Renewals December	235

Ngā kaihaina

Signatories

Authors

Owena Schuster - Elected Members Relationship Partne

Authorisers

John Gillespie - Head Stakeholder and Community Engagement

Adam Milina – Local Area Manager

Nina Siers - Local Area Manager

Maungakiekie-Tāmaki Local Board

03 December 2024

Auckland Council's Perfromance Report: Maungakiekie-Tāmaki Local Board for quarter one 2024/2025

File No.: CP2024/17803

Te take mō te pūrongo

Purpose of the report

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

2. To approve an allocation for the Young Enterprise Scheme (YES) and associated budget of $3,000 into the 2024/2025 work programme

Whakarāpopototanga matua

Executive summary

3. 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.

4. The key activity updates from this period are:

· Dunkirk Road Activity Centre continues to enable and co-ordinate a wide range of activities that cater to the diversity of the local community.

· Maungakiekie-Tāmaki - renew play spaces 2021/2022 to 2026/2027 – scoping is currently underway for additional playground renewals.

· Maungakiekie-Tāmaki Ecological Volunteering and Environmental Programme (Local Parks) - A total of 305 volunteer hours were recorded this quarter.

· Climate action programme – Two planting events with Tāmaki college, Tāmaki Estuary Protection Society, and the Eastern Bays Songbird Project saw 75 participants plant more than 400 plants.

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

· ID1317: Maungakiekie-Tāmaki Local Parks Management Plan

· ID24242: Panmure Basin – renew lighting

· ID3530: Maybury Reserve – Ruapōtaka Marae Society Inc. lease

6. The following activity are reported with a status of grey (cancelled, deferred or merged).

• ID3281: Thompson Park – Mount Wellington Rugby League Football Club Inc. lease

· ID3283 Panmure Library Building – Tamaki Redevelopment Company Limited lease

7. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note; Overall operating results for the first three months of the year is $5.4 million or two per cent above the budget due to higher revenue and expenditure. Capital expenditure delivery of $1.1 million is ten per cent below budget.

8. 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.

9. Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved. This report provides the opportunity for the local board to approve the Young Enterprise Scheme (MT (Activity ID 3942) and associated budget of $3,000 into the 2024/2025 work programme.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

b) note that the Customer and Community Services Capex work programme been updated to reflect financial deferrals.

c) whakaae / approve Young Enterprise Scheme (MT) (Activity ID 3942) and associated budget of $3,000 into the 2024/2025 work programme from unallocated locally driven initiatives (LDI) operational budget.

d) whakaae / approve the addition of the Tāmaki Path to tranche 1 of the activity, Te Kete Rukuruku (Maori naming of Parks and Places)

e) whakaae / approve the following leases to be added to the Maungakiekie-Tāmaki Local Board Work Programme 2024/2025:

i) ID452 Te Papapa Bowling Club

ii) ID4520 Shanti Niwas Charitable Trust Inc

f) tuhi ā-taipitopito / note that to enable added leases the following leases are deferred from the FY 2024/25 Work Programme:

i) ID3281 Thompson Park – Mount Wellington Rugby League Football Club Inc. lease

ii) ID3283 Panmure Library Building – Tamaki Redevelopment Company Limited lease

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· External Partnerships;

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

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Leisure	Community: Pools & Leisure
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: External Partnerships	Group Strategy & CEs Office: External Partnerships
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

Graph 2: Work programme by RAG status

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

Graph 3: Work programme by activity status and department

Key activity updates

15. Dunkirk Road Activity Centre. The centre is offering new initiatives such as the Speak Confidently workshops which will help people improve their public speaking skills as well as working with House of Science and Irish Dance academy to create activities for school holidays. A big focus has also been put on improving the capacity and capabilities of community leaders through the Managers Networking initiative.

16. Maungakiekie-Tāmaki - renew play spaces 2021/2022 to 2026/2027. West- Tāmaki Reserve and Tin Tacks Reserve playground renewals have been completed, while the refurbishment of the Clearly Road playground is still ongoing. The team is now scoping additional playgrounds for future renewal, with plans to update the local board on the progress in February 2025.

17. Maungakiekie-Tāmaki Ecological Volunteering and Environmental Programme (Local Parks). Due to increased volunteer interest, an additional pest control training session was held in September with Conservation Volunteers New Zealand (CVNZ). A new Volunteer group has formed at Wimbledon Reserve, starting with a community planting of 400 plants in partnership with Tāmaki College.

18. Climate action programme. In quarter two, home energy workshops will begin, active transport workshops will take place at Youth Fest on 19 October 2024, and e-bike trials will start for teachers at two schools. The Active Transport Trust Project also provided an electric bike pump to St Joseph's School in quarter one and plans bike-fix sessions at three schools in quarter two.

19. Completed activities in this quarter included:

· ID3623: Panmure Wharf Reserve - Panmure Yachting and Boating Club Inc. lease

· ID 4283: Panmure Wharf Reserve - Panmure Yachting and Boating Club Incorporated licence

Activities on hold

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

· ID24242: Panmure Basin – renew lighting - This project is on hold until funding becomes available in the approved local board work programme.

· ID3530: Maybury Reserve – Ruapōtaka Marae Society Inc. lease – This project is on hold as it has been delayed from its original timeframes and is awaiting next steps from external parties.

Key activities with some risk or issues which are being managed

21. ID1317: Maungakiekie-Tāmaki Local Parks Management Plan – The local board was briefed on the portfolio review at a workshop on 18 June 2024. Relevant information is being gathered to assess current opportunities against local needs and strategic data, with key findings to be discussed in a workshop with the board in quarter four.

Changes to the local board work programme

Activities with major changes

22. The following work programmes activities have been amended to reflect major change, the implications of which are reported in the table below.

23. Confirmation from the local board is required for the following major changes and are included in the recommendations of this report.

Table 1: Major change to the local board work programmes

ID/Ref	Work Programme Name	Activity Name	Change	Reason for change
ID452	Customer and Community Services	Te Papapa Bowling Club	Proposed to be added to the 2024/2025 work programme.	The item has been proposed to be brought forward and added to the 2024/2025 work programme following a workshop with the local board. A site visit was conducted with Building Assessors in August. Working with Operations, Security, Regulatory teams to clear and secure site for future utilisation. Note that to enable this lease to be added to the FY24/25 work programme, a number of leases have been proposed to be deferred in the minor amendments section of this report
ID4520	Customer and Community Services	Shanti Niwas Charitable Trust Inc	Proposed to be added to the 2024/2025 work programme.	The item has been proposed to be brought forward and added to the 2024/2025 work programme following a workshop with the local board. The application for a new lease has been received and is currently under review. A site visit has been completed, and a business report will be presented at a future meeting. Note that to enable this lease to be added to the FY24/25 work programme, leases have been proposed to be deferred in the minor amendments section of this report
ID4157	Customer and Community Services	Te Kete Rukuruku (Maori naming of Parks and Places) – Tranche 1		Ngāti Paoa have requested in discussions with staff that the Maungakiekie-Tāmaki Local Board include the Tāmaki Path for naming and that an agreed name can be provided for adoption in this tranche 1. Staff have received written expressions of support from the following iwi at the time of preparing this report: • Ngāti Paoa • Ngaati Te Ata Waiohua • Ngāti Tamaterā Following confirmation of this addition to tranche 1, a second hui with iwi is scheduled in quarter two to continue discussions of tranche 1 naming, and further positive progress is expected.

Activities with minor changes

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

Table 2: Minor change to the local board work programmes

ID/Ref	Work Programme Name	Activity Name	Change	Reason for change	Budget Implications
ID283	Customer and Community Services	Riverside Community Centre - Programming	$10,000 from ID285 Operational expenditure for Te Oro (Council facility) get will be reallocated to this line to fulfill the $100,000 budget required for this line.	Due to an admin error, the $10,000 hadn't been added into this work programme line budget during FY2024/2025 work programme adoption.	Reallocation of $10,000 from work programme ID285 Operational expenditure for Te Oro (Council facility).
ID18829	Customer and Community Services	Oranga Community Centre – refurbish facility	This project has been approved to be included within the Risk Adjusted Programme (RAP) classification of projects.	Due to the level of advance delivery that is being forecasted to finish full delivery of project within FY26.	N/A
ID48565	Customer and Community Services	Maungakiekie-Tāmaki – urgent capital renewals response FY2024/2025	This project has been approved to be included within the Risk Adjusted Programme (RAP) classification of projects.	The project line is an urgent response line to assist delivery of issues presenting health and safety concerns within the local board area.	N/A
ID3281	Customer and Community Services	Thompson Park – Mount Wellington Rugby League Football Club Inc. lease	This activity is proposed to be deferred from the 2024/2025 work programme.	To give the group more time to resolve the building issues to obtain a BWOF and complete their new lease application. And to enable other lease items to be added to the FY 2024/2025 Work Programme.	N/A
ID4283	Customer and Community Services	Panmure Wharf Reserve – Panmure Yachting and Boating Club Incorporated licence	This activity is proposed to be deferred from the 2024/2025 work programme.	To enable other lease items to be added to the FY 2024/2025 Work Programme.	N/A
ID3283	Customer and Community Services	Panmure Library Building – Tamaki Redevelopment Company Limited lease	This activity is proposed to be deferred from the 2024/2025 work programme.	To enable other lease items to be added to the FY 2024/2025 Work Programme.	N/A

Young Enterprise Scheme (YES)

25. The Maungakiekie-Tāmaki Local Board has previously funded the Young Enterprise Scheme (MT (Activity ID 3942) in previous years.

26. Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved.

27. The YES events are delivered by the Auckland Business Chamber on behalf of the Young Enterprise Trust. The responsibility within the Council for the Young Enterprise Scheme (YES) currently sits with the Auckland Council Grants team.

28. The proposed budget for the Young Enterprise Scheme (MT (Activity ID 3942) is $3,000 of the boards locally driven initiatives (LDI) operational budget. This amount remains unallocated and can be accommodated from within the local board’s total draft budget for 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

30. 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

31. 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

32. This report informs the Maungakiekie-Tāmaki Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

33. The local board remains committed to integrating and supporting work that contributes to outcomes for Māori. This includes enhancing partnerships and collaborative ways of working with mana whenua and mataawaka.

34. The Maungakiekie-Tāmaki Local Board Plan 2020 has the lens of Te Ao Māori woven throughout, as well as an outcome that focuses on: Te ao Māori is thriving and visible. The local board plan guides local board decision making, including through the development and delivery of the 2023/2024 work programme.

35. Some of the activities in the local board’s 2023/2024 work programme (Attachment A) have specific impact on the wider Māori community, these a ID289: Māori Responsiveness: Ruapōtaka Marae support

· ID291: Strategic Partnerships Programme

· ID298: Youth empowerment

· ID4023: Rangatahi Leadership

· ID1482: Māori Participation and partnership in local board decision-making activities

Ngā ritenga ā-pūtea

Financial implications

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

37. The proposed budget for the Young Enterprise Scheme (MT) (Activity ID 3942) is $3,000 and can be funded from the local board’s available locally driven initiatives (LDI) operational budget 2024/2025.

Financial Performance

38. Revenue at $239,000 is $44,000 above the budget. This is from venues for hire, leases, printing and copying revenue from libraries.

39. Expenditure of $5.6 million is $166,000 above the budget. There are fluctuations between actual and planned expenditure as projects are in progress.

40. Capital spend is $1.1 million and is below budget by $126,000. The main expenditure in this quarter is for the Jubilee bridge upgrade $787,000 where the contract has been signed and all preconditions for consent are completed. The local asset renewal programme $109,000 is focussing on the renewals of Lagoon Pools and Leisure Centre, Glen Innes Library roof renewal and other built space assets, parts furniture and play spaces renewals.

41. The Maungakiekie-Tamaki Local Board Financial Performance report is in Appendix B.

Revised Capex Budget

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

43. 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.

44. 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.

45. 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.

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

47. 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

48. 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.

49. 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

50. 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 ⇩	Maungakiekie-Tāmaki Local Board Work Programme 2024/2025 Q1 Report	251
b ⇩	Maungakiekie-Tāmaki Local Board Operating performance financial summary	283

Ngā kaihaina

Signatories

Author	Jessica Prasad - Democracy Advisor
Authoriser	Nina Siers - Local Area Manager

Chairperson	Maria Meredith
Deputy Chairperson	Debbie Burrows
Members	Don Allan	Peter McGlashan
	Nerissa Henry	Tony Woodcock
	Chris Makoare

No.	Title	Page
a ⇩	Workshop record - 15 October	299
b ⇩	Workshop record - 22 October	301
c ⇩	Workshop record - 29 October	303
d ⇩	Workshop record - 5 November	305
e ⇩	Workshop record - 12 November	307
f ⇩	Workshop record - 19 November	309