Agenda of Ōtara-Papatoetoe Local Board - Tuesday, 3 December 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 19 November 2024, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation - The Auckland Cycling

Te take mō te pūrongo

Purpose of the report

1. Camillo Spath from The Auckland Cycling, based at the Manukau Velodrome have compiled Manukau Track Cycling Annual Report for the summer of 2023/24, that is being circulated through interested parties for feedback. He wants to present to the board and discuss a pathway forward

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Camillo Spath from The Auckland Cycling, based at the Manukau Velodrome for his deputation and attendance.

Attachments

a Manukau Track Cycling Annual Report - Summer 2023/24............................ 237

8.2 Deputation - Adullam Boys

Te take mō te pūrongo

Purpose of the report

1. Adullam Boys, a youth development organization funded through the Local Board Youth Line, would like to present to the Local Board to share their activities and outcomes. This presentation also offers an opportunity for the group to engage with the entire Local Board in a formal setting.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Adullam Boys for their deputation and attendance.

Attachments

a Adullam Boys Presentation.............................. 245

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Ōtara-Papatoetoe Local Board

03 December 2024

Welcoming Communities - Welcoming Plan for Ōtara-Papatoetoe

File No.: CP2024/18970

Te take mō te pūrongo

Purpose of the report

1. To adopt a Welcoming Plan for the Ōtara-Papatoetoe Local Board area and seek accreditation as a Committed Welcoming Community.

Whakarāpopototanga matua

Executive summary

2. Welcoming Communities is an international programme led in Aotearoa New Zealand by the Ministry of Business, Innovation and Employment to assist councils and their communities create more welcoming and inclusive environments for newcomers to their area.

3. The Ōtara-Papatoetoe Local Board has participated in the Welcoming Communities programme since March 2023, following a decision to join in August 2022, alongside four other local boards.

4. As part of the programme, the local board can adopt a Welcoming Plan and seek accreditation as a Welcoming Community.

5. The draft Welcoming Ōtara-Papatoetoe plan is included in Attachment A. Its purpose is to guide the local board’s decision making to ensure that the local board’s work programme activities consider the needs of new residents, using the programme’s Welcoming Communities Standard as a benchmark.

6. The objectives and actions in the Welcoming Plan were shaped through a desktop review of existing activities and engagement with iwi and community stakeholders. They were shared with the local board for input at workshops.

7. Accreditation as a Welcoming Community recognises the local board’s commitment to fostering a welcoming and inclusive environment for newcomers at the national and international level. To attain the first stage of accreditation as a Committed Welcoming Community, the local board is required to sign a Statement of Commitment, which is included in Attachment 2.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whai / adopt the Welcoming Ōtara-Papatoetoe plan set out in Attachment A to this report

b) whakaae / approve and sign the Statement of Commitment set out in Attachment B to this report

c) tono / request that staff apply for accreditation as a Committed Welcoming Community on behalf of the local board

d) tautapa / delegate to the local board chair approval of minor changes to the Welcoming Ōtara-Papatoetoe Plan prior to publication.

Horopaki

Context

Welcoming Communities programme

8. Immigration New Zealand (INZ) / Ministry of Business, Innovation and Employment (MBIE) is leading a Welcoming Communities – Te waharoa ki ngā hapori programme (Welcoming Communities) under the guidance of the New Zealand Migrant Settlement and Integration Strategy and the New Zealand Refugee Resettlement Strategy. Welcoming Communities is part of Welcoming International, a coalition of initiatives currently in seven countries (also including Australia, Canada, France, Germany, the United Kingdom and the United States) to advance inclusion and belonging in localities worldwide.

9. Welcoming Communities supports local authorities and their communities to create welcoming and inclusive environments for newcomers, i.e. recent migrants, former refugees, international students and people coming from other parts of Aotearoa New Zealand.

10. The Ōtara-Papatoetoe Local Board, alongside the Whau, Kaipātiki, Puketāpapa and Albert-Eden Local Boards joined the Welcoming Communities programme in March 2023, following a decision in August 2022 to submit an expression of interest.

11. The Welcoming Communities programme for Ōtara-Papatoetoe has been part of the local board’s work programme since the financial year 2023/2024. A key milestone of the programme in 2024/2025 is the adoption by the local board of a Welcoming Plan, and a decision to apply for accreditation as a Welcoming Community. In 2024/2025, the local board also allocated $5,000 towards trialling innovative activities that contribute to achieving objectives of the Welcoming Plan.

12. The Ministry of Business, Innovation and Employment contributes $50,000 per year per local board to the programme for three years (March 2023 to March 2026), which is allocated towards the remuneration of a coordinator and supporting iwi engagement and activities in the Welcoming Plan. In addition, the Community Innovation team allocated $25,000 in 2022/2023, $60,000 in 2023/2024 and $25,000 in 2024/2025 of regional funding for the development of programme resources, partnerships and seed funding for innovative and impactful activities that respond to priorities that are common to all local boards.

13. Welcoming Communities is resourced with four Welcoming Communities coordinators leading the programme in each local board area and two staff from the Community Innovation team (Community Impact unit, Community Wellbeing department) co-managing the programme regionally.

Welcoming Communities Standard (the Standard)

14. At the heart of Welcoming Communities is the outcomes-based Welcoming Communities Standard (the Standard). The Standard’s elements are:

· Inclusive Leadership

· Welcoming Communications

· Equitable Access

· Connected and Inclusive Communities

· Economic Development, Business and Employment

· Civic Engagement and Participation

· Welcoming Public Spaces

· Culture and Identity.

15. Across these eight elements, the Standard provides local authorities and communities with a benchmark for what a successful welcoming and inclusive community looks like. Each member council or local board develops its own Welcoming Plan of activities and initiatives to achieve the Standard’s outcomes.

Tātaritanga me ngā tohutohu

Analysis and advice

Welcoming Plan

16. Since April 2023, staff have undertaken a stocktake of policies, programmes and activities relevant to the Welcoming Communities Standard for each of the local board areas and for the Auckland region. They compiled information on what is taking place, either led by the council and the local board, by community groups or by community service providers.

17. Staff engaged with iwi and community stakeholders. Through conversations they assessed how well the Standard is currently being met and identified current challenges and opportunities for more successful settlement outcomes for newcomers. This informed Welcoming Plan options that were presented to the local board at a workshop on 9 April 2024.

18. The Welcoming Communities standards touch on a broad range of outcomes. As options were considered for activities in the welcoming plans, a focus was put on those that:

· respond to needs identified by iwi and communities

· influence systems and practices that create barriers to participation for newcomers

· align with priorities in local board plans adopted in 2023 and help achieve local board objectives

· align with the council’s key strategies and particularly Thriving Communities, Kia Ora Tāmaki Makaurau and Ara Moana strategic outcomes

· build on existing partnerships and programmes with community partners

· can be implemented within existing budget and staff resources and be sustained once MBIE funding for the programmes ceases.

19. The local board expressed agreement with the options and sought further information on funding available from central government to implement the suggested activities.

20. A more detailed draft Welcoming Plan was then developed, which was shared with community stakeholders and iwi for feedback, and with the local board at a workshop on 13 August 2024. The final version of this plan is attached in Attachment A to this report.

21. The purpose of the plan is to provide guidance to the council, the local board and community partners on what actions can be pursued so newcomers feel welcome, included and connected as they settle in their new neighbourhood. The plan outlines three-year objectives and short-term activities.

Welcoming Community accreditation

22. As a member of the programme, the local board can choose to become accredited as a Welcoming Community through a four-stage accreditation model. Accreditation formally recognises that the local board and community are working to achieve the outcomes in the Welcoming Communities Standard.

23. The four stages are:

· Stage one – Committed

· Stage two – Established

· Stage three – Advanced

· Stage four – Excelling.

24. As noted on the Welcoming Communities website (Immigration New Zealand), accreditation as a Committed Welcoming Community formally recognises that a council or a local board with its community:

· values newcomers

· is committed to building welcoming and inclusive communities

· has taken active steps to create an environment where all residents can thrive and belong.

25. There are no additional financial benefits nor commitments to progressing through the first stage of accreditation (Committed Welcoming Community). Most requirements have already been met to progress to this stage, including a public announcement of the participation in the programme, and recruitment of a coordinator. A Statement of Commitment remains to be signed by the local board chair (see Attachment B).

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The adoption and implementation of the Welcoming Plan will contribute to the goals of Te Tāruke-ā-Tāwhiri / Auckland’s Climate Plan in the following ways:

· increase engagement and leadership of newcomers in areas of climate action and resilience to climate impacts

· increase newcomers understanding and appreciation of indigenous values linked to the concept of interdependence of nature, people and places, through increasing connections to mana whenua culture, marae and places of significance

· support social cohesion by increasing neighbourhood connections and intercultural conversations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The proposed objectives of the Welcoming Plan have been shared with the units/teams of Council that deliver the local board work programme, and their feedback has been taken into consideration.

28. Staff sought feedback and advice from staff of Tātaki Auckland Unlimited to ensure there is no duplication of initiatives. They also sought the views of Eke Pānuku to learn from their experience engaging with mana whenua and new communities in areas of urban regeneration, including Ye Whakaoranga o te Puhinui.

29. Engagement with these teams and CCOs will continue as the programme progresses. The delivery of the programme is underpinned by a learning practice where new initiatives are designed collaboratively with community stakeholders and council teams and trialled to test their viability and gauge community feedback. This practice enables staff and community partners to learn and adapt their approaches to the need of the community.

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

Local impacts and local board views

30. The Welcoming Plan aligns with the outcomes of the Ōtara-Papatoetoe Local Board Plan 2023 and is a deliverable of the local board work programme 2024/2025.

31. The local board provided direction and feedback to staff at workshops in April and August 2024 on the content of the Welcoming Plan.

Tauākī whakaaweawe Māori

Māori impact statement

32. The team approached 19 iwi mana whenua groups between June 2023 and June 2024. We had face to face or online kōrero with ten iwi who shared their views on the Welcoming Communities programme, including:

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Manuhiri

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua Ōrākei

· Ngāti Whanaunga

· Ngāti Maru

· Ngāti Tamaterā

· Te Patukirikiri.

33. A summary of the common aspirations for the programme is provided in the first pages this Welcoming Plan, at the request of iwi Ngāti Te Ata Waiohua. These perspectives have helped to shape the content of the programme and of this welcoming plan. Conversations are ongoing regarding specific activities.

34. For example, iwi were interested in the idea of orientation resources that named and educated newcomers about the iwi mana whenua of Tāmaki Makaurau Auckland, and explained the meaning of kaitiakitanga and the role of mana whenua as kaitiaki. They provided guidance and ideas for the content and format of these resources. Staff are developing these resources and will be seeking input and endorsement from iwi before they are utilised.

35. The Welcoming Plan includes the delivery of orientation activities and a web portal. Staff are discussing with iwi how they might lead some of these activities, and how the portal may link to iwi’s own information.

36. Some of the commentary from iwi included suggestions to encourage newcomers to take part in activities that build understanding of narratives and values that are important to iwi such as

· hikoi / guided walks to places of significance

· cultural inductions led by iwi

· environmental conservation activities

· events such as Matariki or Te Matatini, or name gifting events as part of Te Kete Rukuruku

· learning basic te reo and pronunciation of place names

· visits to local marae

· treaty education to build understanding of the relevance and significance of Te Tiriti to people in contemporary Tāmaki Makaurau.

37. Staff will continue to engage with iwi in the development and implementation of activities in the Welcoming Plan.

Ngā ritenga ā-pūtea

Financial implications

38. The Welcoming Plan is a guide to assist the local board’s decision making process when developing their annual work programme. It does not have direct financial implications on the local board’s budget.

39. The local board has allocated $5,000 in the financial year 2024/2025 towards the trial of initiatives in the Welcoming Plan.

40. In addition, funding from MBIE and Auckland Council regional budget is allocated towards the delivery of the programme as described in paragraph (12).

41. Staff will make recommendations to the local board on potential activities through the 2025/2026 work programme development.

42. The implementation of the Welcoming Plan is currently reliant upon the work of the Welcoming Communities coordinator and resourcing for mana whenua engagement which are funded until March 2026 by MBIE.

43. Beyond March 2026, support for the delivery of the plan will need to be met by local board and regional budgets and staff resources. This will be taken into account when planning, delivering and assessing the benefits of activities, to ensure impactful activities can continue to be supported from 2026/2027 and beyond.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. There are no significant risks associated with the adoption of the Welcoming Plan. The objectives of this plan align with policies that are embedded in the local board and Auckland Council’s plans and strategies.

Ngā koringa ā-muri

Next steps

45. Progress in the delivery of Welcoming Plan activities will be reported in quarterly work programme updates to the local board. Staff will also report on successes and learnings at a workshop with the local board to inform decisions on work programme activities for the financial year 2025/2026.

46. Staff will apply for accreditation to MBIE as a Committed Welcoming Community on behalf of the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Welcoming Plan for Ōtara-Papatoetoe	21
b ⇩	Statement of Commitment from the Ōtara-Papatoetoe Local Board	51

Ngā kaihaina

Signatories

Authors

Claire Liousse - Empowered Communities Specialist, Community Innovation

Lisa Diggins – Specialist Advisor Community Innovation

Authorisers

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

03 December 2024

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

File No.: CP2024/19323

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 Ōtara-Papatoetoe 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)	63
b ⇩	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025	109
c ⇩	Stakeholder Engagement Programme	115

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron, Manager - CCO Governance & External Partnerships

Lou-Ann Ballantyne - General Manager Governance and EngagementVictoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

03 December 2024

Update on Hunters Corner BID Programme

File No.: CP2024/17139

Te take mō te pūrongo

Purpose of the report

1. To update Ōtara-Papatoetoe Local Board on the Hunters Corner BID programme and its progress towards compliance with the Business Improvement District Policy (2022).

Whakarāpopototanga matua

Executive summary

2. Hunters Corner BID (HC BID) programme, operated by Hunters Corner Town Centre Society Inc. (HCTCS) has been non-compliant with the Auckland Council BID Policy since March 2023.

3. At the Ōtara-Papatoetoe Local Board 21 May 2024 meeting, officers outlined areas where HC BID was non-compliant with the BID Policy. These included:

· Outstanding accountability reporting relating to the both the BID programme (March 2023 and March 2024) and funding received from other council departments and a Council Controlled Organisation (CCO)

· Internal governance matters including missing financial information and the existence of two competing executive committees.

4. At that meeting, the local board recommended to the Governing Body the setting of the 2024/2025 targeted rate for inclusion in the Long-term Plan (LTP) for Hunters Corner BID for the amount of zero (OP/2024/53). This recommendation meant that no BID targeted rate grant funding was provided to HCTCS for the 2024/2025 financial year.

5. Officers identified actions which would be required by the HCTCS executive committee to achieve compliance with the BID Policy over the 2024/2025 year. Actions identified are sequential and would satisfy the need for transparency of the HC BID programme’s current situation, activities, and issues.

6. Action 1 was met on 20 June 2024 when a Special General Meeting (SGM) was held to present outstanding financial reports to members for the year ending 30 June 2023. At this SGM, a new executive committee was elected that agreed, by resolution, to undertake the remaining actions required to progress towards compliance with the BID Policy including:

· Action 2 – HCTCS hold the 2024 Annual General Meeting (AGM) no later than 31 October 2024 to meet annual accountability requirements under the BID Policy.

· Action 3 – Undertake a BID ballot before 31 March 2025 enabling eligible BID voters to have a say in the Hunters Corner BID programme and targeted rate from 1 July 2025.

· Action 4 – HCTCS hold a Special General Meeting (SGM) no later than 30 April 2025 to accept the results of that ballot process.

7. The second action, holding the 2024 AGM, was undertaken on 22 October 2024. All societies have a constitution that defines the operations and processes of that society. The process for the election of committee members under the HCTCS constitution requires a poll to be undertaken if the number of full member registrations for the executive committee exceeds the places available on the committee. In this situation, 17 members had indicated their interest in the 11 spaces available, however, the committee did not follow due process and hold a poll as required by their constitution. Consequently, Action 2 has not been achieved by 31 October 2024.

8. Officers will work with those members listed in the draft minutes as being elected to the executive committee. The society will be required to hold a further General Meeting, prior to 14 February 2025, to achieve compliance with the society’s process, outlined in their constitution, for election of members to an executive committee.

9. The requirement to elect an executive committee by 14 February 2025 enables a six-week period to organise, and implement, the actions required for Action 3: holding a ballot of eligible BID voters by 31 March 2025.

10. Whilst officers will continue to work with HCTCS, the window of time to achieve the required actions is diminishing. It is therefore recommended that the Ōtara-Papatoetoe Local Board, and the Governing Body, include in their 2025/2026 consultation materials a request for feedback regarding the continuation of the HC BID programme from 1 July 2025 onwards.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the update relating to the Hunters Corner Business Improvement District (BID) programme.

b) include a request for feedback on the setting of the Hunters Corner BID targeted rate for 2025/2026 in the 2025/2026 local board consultation content.

c) recommends to the Governing Body the inclusion of consultation material relating to the setting of the Hunters Corner BID targeted rate in the Auckland Council annual budget 2025/2026 consultation processes.

Horopaki

Context

Background

11. The Hunters Corner Town Centre Society Inc. (the society) is responsible for implementing the BID programme under the BID Policy.

12. The Hunters Corners BID was non-compliant with the Policy on 10 March 2023 and again on 10 March 2024.

13. Dependant on a range of governance and management reporting improvements discussed with the HCTCS executive committee, staff allowed the 2023 non-compliance situation, and the local board was advised in a report on 16 May 2023.

14. Officers have worked closely with HCTCS since January 2023. However, the society was still unable to achieve compliance by the 10 March 2024 policy compliance deadline.

15. Officers updated the local board and outlined the outstanding compliance situation at the Ōtara-Papatoetoe Local Board meeting on 21 May 2024. The HCTCS internal governance matters are outside of the BID Policy and Council’s responsibility or mandate to resolve.

16. At that meeting, the local board passed a decision to recommend to the Governing Body the setting of the 2024/2025 targeted rate for inclusion in the Long-term Plan (LTP) for the Hunters Corner BID for the amount of zero (OP/2024/53).

17. Setting the targeted rate at zero means that council did not collect the targeted rate from BID ratepayers from 1 July 2024. The HC BID programme has received zero targeted rate grant funding from 1 July 2024.

Progress toward compliance

18. Officers identified actions which would be required by the HCTCS executive committee to achieve compliance with the BID Policy over the 2024/2025 year. Actions identified are sequential and would satisfy the need for transparency of the HC BID programme’s current situation, activities, and issues.

· Action 1 – HCTCS to hold a Special General Meeting (SGM) no later than 27 June 2024.

· Action 2 – HCTCS hold the 2024 Annual General Meeting (AGM) no later than 31 October 2024 to meet annual accountability requirements under the BID Policy.

· Action 3 – Undertake a BID ballot before 31 March 2025 enabling eligible BID voters to have a say in the Hunters Corner BID programme and targeted rate from 1 July 2025.

· Action 4 – HCTCS hold a Special General Meeting (SGM) no later than 30 April 2025 to accept the results of that ballot process.

19. The HCTCS committee has worked towards achieving the actions required for compliance and reduced overheads and outgoings. They have also advocated for additional services for their business community (for example, safety initiatives). A volunteer manager has assisted with these activities.

20. HCTCS held an SGM on 20 June 2024 (Action 1). The agenda for that meeting required member approval of the audited financial accounts for the year ending June 2023, managers, treasurers and chairs reports, updated budget, a business plan for the 2024/2025 financial year including a zero targeted rate grant and a strategic plan for the period 2024-2029.

21. The executive committee SGM (11 members) agreed to a special resolution relating to the council required actions to be undertaken before 30 April 2025.

22. HCTCS held their AGM (Action 2) on 22 October 2024. The draft Minutes of that meeting note a quorum of members was achieved and the Minutes of the 20 June SGM were approved by members present as were the standard officer reports and finances for the year ended 30 June 2024.

23. The draft budget presented for 2025/2026 identified two options for the society: Budget A where the BID targeted rate grant was provided and Budget B where no BID targeted rate grant for 2025/2026 was provided. Members approved both options.

24. Unfortunately, the election of members onto the HCTCS executive committee at the AGM was not carried out as per the requirements of the society’s constitution.

Tātaritanga me ngā tohutohu

Analysis and advice

AGM Election of members – process non-compliant with HCTCS constitution

25. HSTCS’s constitution outlines the requirements relating to the holding of elections and membership of the executive committee. The constitution document outlines the processes if there are more, or less, nominations onto the executive committee then there are spaces available. Their constitution allows between 5 to 11 members on the executive committee.

26. If the nominations received are less than the maximum number of voting member positions on the executive committee, all nominations are deemed to be elected (s14.1.1). If the number of nominations received exceeds the maximum number of voting member positions on the executive committee, a poll needs to be held to elect the voting members. The poll must be conducted at the AGM in such usual and proper manner as the executive committee may direct (s14.6).

26. Officers are not aware of any decision made by the previous executive committee on how a poll should be conducted in the event of a greater number of members interested in being on the executive committee than spaces available.

27. At the AGM, more members (19) completed executive committee nomination forms than there were spaces available (5 to 11 voting members, as per s13.1.1).

28. Not all members who completed nomination forms were physically present at the AGM. This is not a requirement of selection for the executive committee.

29. The process used at the AGM by nominated members present was:

a) to disregard legitimate nominations from members not physically present at the AGM

b) to decide between themselves a final set of 11 members for the executive committee.

30. Eligible members, who had correctly completed the nomination process for membership of the executive committee, were disadvantaged by this approach. The draft Minutes of that meeting identify that this process was not in line with the requirements the society’s constitution.

31. Officers will communicate to those involved in the AGM election process the need to comply with the rules of the HCTCS constitution for election of members, and that there is a need to repeat this process.

Consultation processes

32. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property.

33. Legally, any decision to set a particular rate must be fair, reasonable and take into account all relevant considerations.

34. Officers believe that it is reasonable to seek feedback on the future of the Hunters Corner BID programme through the annual plan 2025/2026 consultation processes of both the Governing Body and the local board. The consultation will ask eligible voters if they support the continuation of the HC BID programme and associated BID targeted rate.

35. Feedback gained from the local board consultation process would inform the local board decision-making on whether to recommend that Governing Body set the rate.

36. The approach will also allow officers to work with HCTCS members towards compliance with the BID Policy between now and April 2025. It recognises that it is a challenging timeframe for the completion of all required actions for compliance by HCTCS.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. None of the recommendations in the report will have a climate impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. There will be no impact from the Auckland Council perspective from this update report and recommendation to seek feedback about the continuation of the HC BID programme, and associated targeted rate, as part of council consultation processes.

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

Local impacts and local board views

39. There could be impacts in the local board area from the recommendations in this report.

40. Businesses could feel uncertainty about the future of their business community working collaboratively and the possible loss of the BID targeted rate grant.

Tauākī whakaaweawe Māori

Māori impact statement

41. The BID Policy does not prescribe individual BID programmes effectiveness, outcomes or impacts for Māori. Individual BIDs may include and deliver programmes and projects for Māori with reporting at the local BID member level.

Ngā ritenga ā-pūtea

Financial implications

42. There are no financial implications from this update report. Any financial implications will be captured in the May 2025 update and decision-making report to Ōtara-Papatoetoe Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. There are limited risks attached to this update to the local board. Members of HC BID may seek additional support or funding from central agencies or the Ōtara-Papatoetoe Local Board.

Ngā koringa ā-muri

Next steps

44. As well as resolving the situation with members elected to the executive committee in October 2024, the future actions required by HCTCS include:

a) Undertaking the ballot of BID eligible voters on the future of the BID programme and accompanying targeted rate.

b) Holding an SGM post ballot end to present results to their members.

45. If the HCTCS completes these actions by 30 April 2025, this will form part of the annual BID compliance reporting which all local boards receive each May. This report will draw together feedback from the local board consultation, Governing Body consultation, BID member ballot and staff recommendations.

46. If the HC BID can achieve compliance, then the update may recommend the reinstatement of the HC BID programme, and its associated BID targeted rate grant, commencing from 1 July 2025.

47. If the society is unable to meet compliance with the BID Policy, consultation in 2025/2026 local board and Governing Body budgets will provide information to support the local board’s decision-making to set/not set a targeted rate for the HC BID in the 2025/2026 year.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Gill Plume - BID Senior Advisor

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Anna Bray - General Manager Group Strategy, Transformation and Partnerships

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

03 December 2024

Adoption of the Ōtara-Papatoetoe Local Board Emergency Readiness and Response Plan

File No.: CP2024/16813

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Ōtara-Papatoetoe Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Local Board Plan 2023 objective ‘communities leading on sustainability and climate action’ under the theme ‘Our Environment’.

3. The development of the local board ER&R Plan is key initiative #16 in the Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 (the Group Plan) which states 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 Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board:

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

b) tautapa / delegate to the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board ER&R Plan contributes to the delivery of the Local Board Plan 2023 objective ‘communities leading on sustainability and climate action’.

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 Ōtara-Papatoetoe Local Board over the course of 2024.

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

· Workshop one (12 March 2024): The concept of the ER&R Plan was introduced, discussed and it was agreed to include the process and timeline.

· Workshop two (11 June 2024): The draft ER&R Plan template was presented, following input from the ER&R Plan Working Group. Discussion focused on identifying and/or confirming hazards specific to the Ōtara-Papatoetoe 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 (8 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) was shared and agreement made 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 19 in this report.

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

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

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

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

13. Feedback received at local board workshops and from the ER&R Plan Working Group requested clarification on the information provided about some hazards and the severity of their impacts.

14. Feedback was also received about the importance of understanding how ready communities were to respond to disasters. The working group discussed ensuring the ER&R Plan was accessible given the diverse population of the local community.

Summary of community feedback

15. Informal feedback from the community was brought to the workshops by local board members for discussion. The community sought to better understand how the plan would be promoted within the Ōtara-Papatoetoe community including the translation of key information into alternative languages.

16. Feedback received from the community groups was positive aligning well with the emergency readiness initiatives they are pursuing.

17. Within the Ōtara-Papatoetoe Local Board ER&R Plan, key parts of the plan can be pulled out for easier reference. A summary of key information will also be translated into the most common languages spoken in Auckland (Samoan, Tongan, Hindi, Korean, Chinese and Te Reo), and will be supplemented with twenty-two language translations of the ‘Make a Plan’ guide currently used during community engagements.

Feedback from council’s demographic panels

18. 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.

19. 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

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

21. The two-stage launch strategy allows for a celebration and acknowledgement of the completion of the plan with those closely involved in its development, whilst allowing time for the printing and publication of the 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

22. 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

23. 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.

24. 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 Ōtara-Papatoetoe Local Board and their communities to reduce risks, to be emergency ready and to respond to, and recover from, future emergency events.

25. Auckland Emergency Management’s community outreach 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

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

27. Auckland Emergency Management sought input from, and has built relationships with, Local Board Services, Community Wellbeing Department (formerly Connected Communities), the Tāmaki Makaurau Recovery Office, the Assets, Engineering and Technical Advisory Department, Healthy Waters (specifically 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.

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

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

Local impacts and local board views

29. The ER&R Plan contributes to the delivery of the Ōtara-Papatoetoe Local Board Plan 2023 objective ‘communities leading on sustainability and climate action’ under the theme ‘Our Environment’. 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.

30. The development of the Ōtara-Papatoetoe 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 sorted 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 19 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

31. Following the adoption and publication of the plan, community groups will be able to use the area specific technical information, advice and guidance in the 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.

32. 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.

33. 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

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

35. During the North Island severe weather events of 2023, 13 marae were actively involved in the response, feeding, sheltering and comforting people who had been displaced by the event. Of those 13, eight have already become part of Auckland Emergency Management’s Whakaoranga Marae Whakaoranga Whānau Programme, which supports marae emergency readiness. These marae are listed in the 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.

36. Auckland Emergency Management, through the Principal Iwi/ Māori Resilience Advisor, will continue to work with marae, mana whenua and mātāwaka 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

37. 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.

38. 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

39. Key risks to the implementation of the Ōtara-Papatoetoe 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

40. Auckland Emergency Management will progress the publication of the Ōtara-Papatoetoe 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.

41. 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.

42. 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 ⇩	Ōtara-Papatoetoe Local Board Emergency Readiness and Response Plan	131
b ⇩	Local Board Emergency Readiness and Response Plan Launch Strategy	161

Ngā kaihaina

Signatories

Authors

Andrew Peteru, Senior Community Planning and Readiness Advisor – Auckland Emergency Management

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

03 December 2024

Proposed new community ground lease to Tennis Auckland Region Incorporated at Manukau Sports Bowl, 1 Boundary Road, Clover Park

File No.: CP2024/17880

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Ōtara-Papatoetoe Local Board to grant a new community ground lease to Tennis Auckland Region Incorporated for the tenant-owned building and assets at Manukau Sports Bowl located at 1 Boundary Road, Clover Park.

Whakarāpopototanga matua

Executive summary

2. Tennis Auckland Incorporated (now Tennis Auckland Region Incorporated) holds a community ground lease for their group-owned building and surrounding courts at Manukau Sports Bowl. The group’s initial lease term was 10 years with one 10 year right of renewal, the renewal was exercised in 2003 and finally expired on 31 December 2012.

3. A new lease to the Tennis Auckland Region Incorporated was put on hold due to the contemplation of the Manukau Sports Bowl Masterplan when the group’s lease expired in 2012.

4. In September 2019, a new short-term lease was granted to the group for a 2-year term with one 2-year right of renewal which expired on 31 September 2023.

5. The Manukau Sports Bowl Master Plan, adopted on 21 February 2023 (resolution number OP/2023/15), supports the existing group’s tennis court, indoors and outdoors, in both the short-term and long-term plans.

6. Tennis Auckland Region Incorporated seeks a new community lease to continue occupation and operation from their tenant-owned building and facilities at Manukau Sports Bowl,1 Boundary Road, Clover Park.

7. Under the council’s Community Occupancy Guidelines 2012 (updated July 2023), a group that owns its building and improvements has an automatic right to reapply for a new lease at the end of the occupancy term.

8. The group currently holds the lease on the ground which has reached final expiry on 31 September 2023. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

9. The new lease was identified and approved by the Ōtara-Papatoetoe Local Board as part of its Customer and Community Services: Community Leases Work Programme 2023-2024 at their 25 July 2023 meeting (resolution number OP/2023/116).

10. The group aims to promote Tennis and other sporting activities and use the site as a multi activity centre. Alongside the group’s growing tennis activities, there has been a diverse range of users of the centre with various local groups booking the site for community activities which align with and support the Ōtara-Papatoetoe Local Board Plan 2023:

· Our People – We support, empower and celebrate the diversity in our community.

· Our Environment - We care, protect, and enhance our natural environment and built heritage.

· Our Places - Everyone has fair and easy access to council services and facilities, regardless of their circumstances.

· Our Community - Our growing and changing community is well served and supported with high-quality and attractive spaces.

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

12. The proposed new community lease to the group was publicly notified. The notification appeared in the Manukau and Papakura Courier on 3 October 2024 and the Auckland Council website with a submission deadline for 1 November 2024. No submissions or objections were received.

13. Tennis Auckland Region Incorporated has a funding agreement with Auckland Council, under which the group maintains its tennis courts and dome. The local board contributes to this cost through an annual payment of $51,000 (subject to change based on the CPI index measures for the year) from the local board’s Asset Based Services budget.

14. The group completed extensive renewal work during 2018-2020 which included upgrading changing rooms, replacing flooring, replacing aluminium shutters, air conditioning, carpets and more. The group plans to install new floodlights, new astroturf and repair the indoor court dome between financial years 2024/2025 and 2026/2027.

15. On 17 July 2024 staff conducted a site visit of the premises. The premises appears to be well maintained and looked after.

16. The appropriate tenure term has been discussed with the local board at a workshop on 3 September 2024 and agreed to by the group.

17. This report recommends that a new community lease be granted to Tennis Auckland Region Incorporated for a term of 5 years commencing from 1 December 2024 with one 5 years right of renewal.

18. Staff are satisfied the group meets the standards specified above and recommends a new community ground lease be granted in accordance with the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023).

19. If the local board decides to grant the lease, staff will work with the lessee to finalise the lease agreement in accordance with the local board’s decision.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / grant, a new community ground lease to the Tennis Auckland Region Incorporated for an area comprising approximately 7520m² located at Manukau Sports Bowl, 1 Boundary Road, Clover Park on the land legally described as Part Lot 1 Deposited Plan 60809 and Part Lot 1 Deposited Plan 204744 (as per Attachment A – Site map), subject to the following terms and conditions:

i) term – 5 years, commencing 1 December 2024, with one 5 year right of renewal.

ii) rent – $1300 plus GST per annum.

iii) community outcomes plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community outcomes plan).

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community ground lease to the Tennis Auckland Region Incorporated for an area comprising approximately 7,520m² located at Manukau Sports Bowl, 1 Boundary Road, Clover Park.

c) tuhi ā-taipitopito / note that public notification for Auckland Council’s intention to grant a new community ground lease to Tennis Auckland Region Incorporated located at Manukau Sports Bowl, 1 Boundary Road, Clover Park has been undertaken (from 3 October 2024 to 1 November 2024).

d) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community ground lease to Tennis Auckland Region Incorporated located at Manukau Sports Bowl, 1 Boundary Road, Clover Park were received.

Horopaki

Context

20. Local boards have the allocated authority relating to local recreation, sports and community facilities, including community leasing matters. Community leases are one of the ways in which the council provides support to local community organisations, assisting them to sustain the activities and experiences they provide in alignment with the recognised local priorities.

21. The Ōtara-Papatoetoe Local Board approved the Customer and Community Services: Community Leases Work Programme 2023/2024 at their 25 July 2023 board meeting (resolution number OP/2023/116).

22. The progression of this lease to Tennis Auckland Region Incorporated located at Manukau Sports Bowl, 1 Boundary Road, Clover Park was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building and lease

23. Tennis Auckland Region Incorporated (the group) holds a community lease for the council owned land situated at Manukau Sports Bowl, 1 Boundary Road, Clover Park. The group has recently changed the name of the venue to Manukau Tennis Sports & Community Centre.

24. The centre is located on the northwest corner of Manukau Sports Bowl, 1 Boundary Road, Clover Park (refer to Attachment A Site Plan). The land is legally described as Part Lot 1 Deposited Plan 60809 and Part Lot 1 Deposited Plan 204744 and held in fee simple by Auckland Council under the Reserves Act 1977 as a classified recreation reserve.

25. The use of the land is consistent with this classification of land as a recreation reserve and is anticipated within the adopted 2007 Manukau Combined Sports Park Management Plan.

26. The current lease is for land of approximately 7520m² , encompassing the existing building, two covered tennis courts, four artificial courts, two asphalt courts and a volley practice area, as shown in the aerial plan (Attachment A).

27. As it is a group owned building, all operational and maintenance costs are borne by the lessee.

28. The group has the following renewal / refurbishments works scheduled for the 2024/2025 and 2026/2027 financial years, these works include:

a) new floodlights on the four astroturf tennis courts

b) new Astroturf playing surface (for four courts)

c) indoor courts (‘Dome’), the Dome is 37m x 37m x 12m high and deemed as requiring extensive renewal work. The group would require a funding plan to meet this costly upgrade. The expectation is that this will be several hundreds of thousand dollars. A funding plan will need to be devised, and this project is presently scheduled for 2026/2027 financial year.

29. The building is primarily used by the group to provide a venue for tennis and other sports. The group is promoting the venue to be used for as many activities and sports as possible to ensure there is variety of usage. The group also subleases part of the site to Community Leisure Management (CLM) to provide a hub for the CLM community sport.

30. Alongside tennis, the growing activities undertaken at the site include, but are not limited to: D65 Community Fitness, PolyX Night Market, Extreme Hip-Hop fitness, Discipline Games, NZ Wheelchair Tennis, Cook Islands Tennis, NZ Defence Force, Care Ministry, Sikh Games, Rippa Rugby, Kids Rugby League, Youth Expo, Cook Islands Dance Group, Recreate NZ (Youth Disability Provider), Hapaku Niue Youth Day, Endurance Dogs, Auckland Transport Bikes, Favona Pickleball, West Tongan Pickleball Association, Kohinoa Pickleball.

31. These programmes provide a variety of activities for the community that are being delivered from the site to participate in and build positive relationships across the local community.

Tennis Auckland Region Incorporated

32. Auckland Tennis Incorporated was registered with the New Zealand Companies Office as an incorporated society on 2 June 1922 and renamed Tennis Auckland Region Incorporated on 11 August 2008. The society aims to:

a) promote, develop, enhance and protect the sport of tennis mainly as an amateur sport for the recreation and entertainment of the general public of the region

b) develop opportunities, programmes and facilities

c) establish, promote and stage regional and other tennis competitions

d) encourage and promote tennis as an activity that promotes the health and safety of all participants and respects the principles of fair play and is free from doping.

33. Tennis Auckland Region Incorporated is a regional sports organisation with approximately 13000 members spread throughout 53 clubs affiliated to the group.

34. Tennis Auckland Region Incorporated has three main tennis centres which includes:

a) Manukau Tennis, sports and community centre

b) ASB Tennis Arena in Parnell

c) TotalCoach tennis centre in Glenn Ines.

35. The group has nine fulltime paid staff, four part-time paid staff and 30 volunteers. The Manukau Tennis, Sports and Community Centre is open seven days a week from 5.30am to 10.00pm. The venue is available to other community groups through an online booking system.

36. The group established a base at Manukau Sports Bowl and entered into a lease with the former Manukau City Council in early 1993. In 2010 the council contributed towards the relocation of the geodesic dome from the Stanley Street tennis courts to Manukau Sports Bowl. The dome covers two of the eight courts that make up the tennis center at the reserve.

37. The lease expired at the end of 2012. In 2017 the former Auckland Tennis applied for a new lease for the property, which was put on-hold, as the park was identified as an ‘Unlock Manukau’ site and a master plan for the reserve was being developed.

38. In 2019 the local board granted the group a 2-year lease with a 2-year right of renewal term due to the uncertainty around the developments of the reserve.

39. As a result of the discussions the group agreed to maintain all the assets, with the council reimbursing them with an annual payment of $51,000 (subject to change based on the CPI index measures for the year) for assets belonging to the council.

40. The group has requested for a long-term lease that will allow them to widen the mix of sporting, social and complimentary activities and ensure the venue is used to the best of its potential through the introduction of ‘book a space’. They also require a longer lease term to efficiently secure funding to complete the scheduled maintenance works noted at paragraph 28 above.

Tātaritanga me ngā tohutohu

Analysis and advice

41. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the eligibility requirements and standard terms and conditions for community occupancy agreements.

42. Under the Community Occupancy Guidelines 2012 (updated July 2023), groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. Tennis Auckland Region Incorporated is exercising this right by applying for a new lease.

43. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

44. The proposed new community lease to the group for the land at Manukau Sports Bowl, 1 Boundary Road, Clover Park was publicly notified. The notification appeared in the Manukau Courier on 3 October 2024 and the Auckland Council website’s Have Your Say webpage with a submission deadline for 1 November 2024.

45. The cost of the public notification was met by the Parks and Community Facilities department of the council. No submissions or objections to the notified proposal were received.

Assessment of the application

46. The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver tennis and other activities and services to be run from the venue.

47. The area proposed to be leased to Tennis Auckland consists of approximately 7520m² and is outlined in Attachment A.

48. The group has provided financials shows that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

49. The group has all necessary insurance cover, including public liability insurance, in place.

50. A site visit has been undertaken by staff and the facilities are well managed and appear to be well maintained. All management and operational costs are funded by the group as the building is tenant owned.

51. The group has also undertaken improvements including refurbishments of changing rooms, upgrade of kitchen appliances, replacement of flooring, keypad locks and door handles, repair and replacement of aluminium shutters, air conditioning units, installation of roller blinds, full carpet for meeting room, light sensors, switches and new oven connections, repair of indoor tennis dome, full resurfacing of two public outdoor tennis courts, refurbishment of court fencing and wheelchair/public access.

52. They have also recently completed renewals works between 2019 and 2020 which include the completion of meeting room renovations, renovations to the downstairs office to form a small meeting room, indoor community area and operations hub, full exterior painting, replacement of full floodlight system and switching gear for the indoor dome.

53. The group provides a valuable service to the local community by making its facility available for bookings to help and support initiatives and activities within the local community, sport clubs and community organisations. The groups’ venue which they have recently named the Manukau Tennis, Sport and Community centre is located in an area where there is a high percentage of Pacifica, Māori, Asian and several other ethnic communities.

54. A community outcomes plan has been negotiated with the group to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

55. After assessing the lease application and meeting with the group, staff have determined that the group qualifies for a new community lease because:

i. the activity of the group supports the Ōtara-Papatoetoe Local Board Plan 2023 outcome: parks and facilities that meet people’s needs

ii. the group is not in breach of the current occupancy agreement

iii. the group’s financial accounts have sufficient reserves to cover its operating costs with no declared conditional liabilities

iv. the group funds its activities mostly by way of court and venue hire; grants and donations; corporate and individual community partnerships and sponsorships; events, affiliation fees, coaching, interest and grants

v. the premises meet the needs of the local community.

56. As requested by the local board, below is a table providing some options for deciding the best suitable term of lease for the group:

Table 1: Options for lease term to the group

Options		Pros	Cons
A	2 + 2-year lease	Could dovetail in with the proposed/uncertain plans for the future of the site.	May not be sufficient tenure to secure funding and provide security for the group’s development plans.
B	5 + 5-year lease	Would give the group decent security to obtain funding for the proposed developments to the site.	May not be sufficient tenure to secure funding and may not provide a strong basis of security for the group’s development plans and may slightly hamper the local board in their long-term planning for the site.
C	10 + 10-year lease	Would give the group stable security to tenure to support the development plans.	Would hamper the local board in their long-term planning for the Manukau Sports Bowl Transform Manukau project.
D	Do nothing	Enables the local board to consider the future of the site without any obligations from the lease being in place.	The group would be hampered in their wish to further develop the centre and cannot obtain any funding or have any security to invest in the site.

57. The local board indicated a preference for option B at its 3 September 2024 workshop. Tennis Auckland Region Incorporated has agreed to this option, as it would be most accommodating for both the group’s and the local board's future plans.

58. Staff recommend that a new lease be granted to Tennis Auckland Region Incorporated for a term of five years with one right of renewal for a further term of five years.

Tauākī whakaaweawe āhuarangi

Climate impact statement

59. It is anticipated that activation of the building and park will result in an increase of greenhouse gas emission. A shared community space will however decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

60. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

a) use sustainable waste, energy and water efficiency systems

b) use eco labelled products and services

c) seek opportunities to reduce greenhouse gas emissions from lease-related activities.

61. Asset improvements and maintenance undertaken by the council will strive for maximum re-use and recycling of existing material. This will be in alignment with the waste management hierarchy (prevention, reduction, recycle) to ensure minimum impact on greenhouse gas emission.

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

a) to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

b) to prepare the region for the adverse impacts of climate change.

63. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. Council staff from within the Parks and Community Facilities Operational Management and Maintenance, Sport and Recreation, Parks and Places teams have been consulted and are supportive of the proposed lease.

65. The proposed lease will benefit the community by enabling initiatives that promote physical activities such as tennis and other sports as well as having a community centre for the community to come together and engage in all sorts of activities benefiting the local board area and its surrounding communities.

66. 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

67. The assessment of the application was discussed with the local board at their workshop on 3 September 2024. The local board indicated its in principle support of the lease proposal.

68. The delivered activities align and support the Ōtara-Papatoetoe Local Board Plan 2023:

· Our People – We support, empower and celebrate the diversity in our community. We are strong and resilient through connections across cultures, neighborhoods, age, sexual orientation, gender, and different needs. Māori history and tikanga is understood and valued as our unique point of difference in the world.

· Our Environment - We care, protect, and enhance our natural environment and built heritage. A Māori world view to treasure and protect taonga tuku iho (our natural environment) is key. Our communities, businesses and organisations act as stewards of the natural environment, make sustainable choices, and chose sustainable lifestyles. We act today to protect and preserve our environment for future generations.

· Our Places - Everyone has fair and easy access to council services and facilities, regardless of their circumstances. Mana whenua, mataawaka, organisations and neighbourhood groups maintain strong relationships, influence decisions, and actively contribute to local programmes.

· Our Community - Our growing and changing community is well served and supported with high-quality and attractive spaces. New developments are well designed and have our present and future communities in mind. Connections within the local and surrounding areas are easy, effective, and reliable.

Tauākī whakaaweawe Māori

Māori impact statement

69. Auckland 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.

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

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

72. 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.

73. The group encourages the use of tikanga Māori through its partnership with Aotearoa Māori Tennis. In support of Te Wiki o Te Reo Māori, the group encourages tennis players to learn basic Māori words that are useful in describing the sport. The group wants to ensure that all cultures, especially our indigenous cultures and values, are kept alive in the community and through sport.

74. Iwi engagement was not required to progress this item as it is part of a continued activity that has previously been notified to the iwi groups in the area.

Ngā ritenga ā-pūtea

Financial implications

75. All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Parks and Community Facilities department of Auckland Council.

76. Staff have consulted with the Financial Strategy and Planning department of the council. No concerns were raised regarding the financial implications for the proposed new lease to Tennis Auckland Region Incorporated for Manukau Sports Bowl, 1 Boundary Road, Clover Park.

77. The group has been consulted regarding the change in the community facilities leasing charges from $1 per annum to $1300 + GST per annum as per the Community Occupancy Guidelines 2012 (updated July 2023). The group has no objections to the new rental charges.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

78. Should the local board resolve not to grant the proposed community lease to Tennis Auckland Region Incorporated at Manukau Sports Bowl, 1 Boundary Road, Clover Park, 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 outcomes.

Ngā koringa ā-muri

Next steps

79. If the local board resolves to grant the proposed new community lease, staff will work with the Tennis Auckland Region Incorporated to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Map - 1R Boundary Road, Clover Park	173
b ⇩	Community Outcomes Plan - Tennis Auckland Region Incorporated	175

Ngā kaihaina

Signatories

Authors

Taz Ali - Community Lease Specialist

Authorisers

Darren Cunningham - Land Use Manager

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

03 December 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update

File No.: CP2024/19292

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 Auckland Transport Local Board Relationship Project and allows for local boards to engage with and influence Auckland Transport (AT’s) work programme. Refer March 2024 resolution number OP/2024/25 and August 2024 resolution number OP/2024/113.

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 Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the November 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 thru 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 can 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. Ōtara-Papatoetoe 2412 Attachment A to Kōkiri Quarterly Update December provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.

12. Ōtara-Papatoetoe 2412 Attachment B to Kōkiri Quarterly Maintenance and Renewals December is a quarterly update on road maintenance activities.

13. DSI figures the local boards received in September have not been updated due to the Crash Analysis System (CAS) data reporting lag, which is approximately three months. The new DSI data will be updated for local boards in early 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

15. 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.

16. 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

17. 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.”

18. 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.

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

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

21. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

23. 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.

24. 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

25. 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

26. 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.

27. 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

28. 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.

29. 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 Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Kōkiri Agreement updates	181
b ⇩	Road maintenance activities	187

Ngā kaihaina

Signatories

Authors	Ben Stallworthy – Principal Advisor – Auckland Transport
Authorisers	John Gillespie – Head of Stakeholders & Community Engagement

Ōtara-Papatoetoe Local Board

03 December 2024

Appointment to Organised Crime in Communities Steering Group

File No.: CP2024/19065

Te take mō te pūrongo

Purpose of the report

1. To seek a decision on the appointment of the Ōtara-Papatoetoe Local Board Chair as representative to the Resilience to Organised Crime in Communities Steering Group.

Whakarāpopototanga matua

Executive summary

2. Resilience to Organised Crime in Communities (ROCC), is a Cabinet mandated, cross-agency response to the harms and social drivers of organised crime in communities.

3. Ōtara has been mandated as a ROCC location due to the prevention opportunities that exist within the community.

4. The ROCC plan in Ōtara aims to support whānau to have equitable access to services that support their cultural wellbeing and build resilience against trauma, organised crime, and methamphetamine.

5. The ROCC Plan is comprised of but not limited to many Auckland Council functions and has alignment and overlap with Auckland Council remit.

6. Staff represent Auckland Council on the ROCC Steering Group.

7. There is an opportunity for a representative of the local board to join the ROCC Steering Group.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) kopou / appoint the Ōtara- Papatoetoe Local Board Chair as a representative to the Resilience to Organised Crime in Communities Steering Group.

Horopaki

Context

8. Resilience to Organised Crime in Communities (ROCC), is a Cabinet mandated response to the harms and social drivers of organised crime in communities. ROCC is currently in four locations, Counties Manukau, Bay of Plenty, Eastern (Tairāwhiti, Wairoa and Hawke’s Bay) and Southern (Murihiku) Police Districts.

9. The goal of ROCC is to improve wellbeing by co-designing responses to the harms and drivers of organised crime, tailored to the needs of community.

10. The ROCC Steering Group recognises that a coordinated approach, combining community development, prevention and law enforcement is required to develop resilience to organised crime at a local level.

11. Central to the approach are agencies working with iwi and local providers to develop locally led responses that reflect the needs and opportunities within communities.

12. South Auckland has been mandated as a ROCC location due to the prevention opportunities that exist within the community. Ōtara has been determined as the pilot location within South Auckland due to the levels of social deprivation, methamphetamine use and gang membership.

13. The ROCC programme in Ōtara aims to support whānau who aspire to have equitable access to services that support their cultural wellbeing and build resilience against trauma, organised crime, and methamphetamine.

14. A workshop with the Ōtara community was held on the 20 October 2023 to define the areas of focus and understand community aspirations.

15. The ROCC programme is now in the early implementation phase in Ōtara.

16. The ROCC Steering Group provides strategic direction and leadership in support of the cross-government social wellbeing and community-based prevention elements of the response to organised crime in Ōtara. This includes:

· setting the strategic direction for ROCC in Ōtara

· providing oversight for the ROCC work programme in Ōtara

· providing regional and local support for Ōtara ROCC responses

· accountability for the delivery of the agreed work programme to Auckland Regional Leadership Group who then report into the National ROCC Governance Groups consisting of the ROCC Steering Group and ROCC Leadership Group

· ensuring te ao Māori, te Tiriti and its principles (partnerships, participation, and protection) are applied across discussions and decisions.

17. The ROCC Steering Group comprises representatives who hold senior (approximately tier 3) positions with influence and regular operational engagement with regional and local teams. Members are expected to consult with and consider the views of their wider community, where appropriate, including other government agencies, local government, non-government agencies, and local stakeholders.

18. The following people/organisations are permanent members of the steering group:

· New Zealand Police

· Regional Public Service Director

· Health Representative

· Corrections

· Oranga Tamariki

· Ministry for Pacific Peoples

· Te Puni Kōkiri

· Ministry of Education

· Kāinga Ora

· Auckland Council

· No less than one iwi representative from Ōtara

· No less than one community representative from Ōtara hapori.

19. Auckland Council is represented on the ROCC Steering Group by Dickie Humphries, Head of Community Impact, Community Wellbeing.

20. Auckland Council is the primary agency for the following community aspirations in the ROCC plan for Ōtara:

· Hauora (Kai): Vulnerable whānau in Ōtara have reliable access to nutritious, affordable, and culturally appropriate food to support their health and wellbeing. Co-led with the Ministry of Health.

· Connectedness: Strengthen our community connection with local iwi to grasp Ōtara's historical narrative. Co-led with Ngāi Tai ki Tāmaki.

· Tamariki & Rangatahi: Prosocial activities are made more accessible and affordable to our tamariki and rangatahi.

21. Auckland Council is a secondary agency for the following community aspirations in the ROCC plan for Ōtara:

· Hauora (Housing): Stable, affordable housing is available for vulnerable whānau who live in Ōtara.

· Hauora (Employment): Engage in community dialogues with Ōtara locals to comprehend their unique employment requirements.

· Connectedness: Support faith-based community organisations to deliver services and initiatives that help vulnerable whānau, those affected by methamphetamine and other illicit drugs.

Tātaritanga me ngā tohutohu

Analysis and advice

22. There is an opportunity for the Ōtara- Papatoetoe Local Board to appoint a representative of the local board to the ROCC Steering Group.

23. The ROCC Plan is comprised of many Auckland Council functions and has alignment and overlap with Auckland Council remit.

24. The potential benefit to the communities of Ōtara of cross-agency coordination and investment can be better realised with the input and participation of an Ōtara-Papatoetoe Local Board representative.

25. The group meets on the last Friday of every month, 9:30am – 11am.

26. It is anticipated small working groups may develop to address emerging issues which are particularly relevant to them, but not necessarily to the whole group. As such, more frequent meetings for these groups may be required outside of the standard meeting process.

27. The steering group will also be required to meet to consider any funding recommendations made by the Community Resilience and Whānau Support Fund Assessment Panel.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. There are no climate impacts to the participation of an Ōtara- Papatoetoe Local Board representative on the ROCC Steering Group.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. There are no aspects of the ROCC Steering Group or the delivery of the ROCC plan that intersect with the remit of Council Controlled Organisations.

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

Local impacts and local board views

30. Participation of an Ōtara-Papatoetoe Local Board representative on the ROCC Steering Group allows for local board input and alignment with local priorities.

Tauākī whakaaweawe Māori

Māori impact statement

31. The ROCC Steering Group draft Terms of Reference proposes the steering group ensure te ao Māori, te Tiriti and its principles (partnerships, participation, and protection) are applied across discussions and decisions.

32. Ngāi Tai ki Tāmaki is represented on the ROCC Steering Group.

33. The ROCC plan aims to strengthen the connection between the communities of Ōtara and mana whenua.

34. The ROCC plan aims to enhance and support the wellbeing of whānau Māori.

35. The ROCC plan recognises Māori-led services and approaches embedded in mātauranga Māori as being critical to achieving Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

36. ROCC has its own Community Resilience and Whānau Support Fund to support special initiatives of the ROCC plan.

37. There are no financial implications to a local board representative participating in the ROCC Steering Group.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. If the local board chooses not to appoint a representative then the implementation of council-led aspects of the ROCC plan may be slower.

Ngā koringa ā-muri

Next steps

39. If the local board chooses to appoint a representative, then staff will provide a briefing and onboarding to the member prior to the next ROCC Steering Group meeting in February 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Terms of Reference - Counties ROCC Steering Group	195

Ngā kaihaina

Signatories

Authors

Susan Quinn - Capability and Performance Advisor

Dickie Humphries – Head of Community Impact, Community Wellbeing

Authorisers

Kim Taunga - Head of Community Delivery

Victoria Villaraza - Local Area Manager

Introduction

1. The Resilience to Organised Crime in Communities (ROCC) work programme employs an innovative approach to combatting the drivers of organised crime and its associated wellbeing harms. ROCC recognises that a coordinated approach, combining community development, prevention and law enforcement is required to develop resilience to organised crime at a local level.

2. Central to the approach is agencies engaging with iwi and local providers to develop locally led responses that reflect the needs and opportunities within communities.

3. To address the barriers to wellbeing, ROCC considers the experience and lives of those who live gang centered lives, are impacted by methamphetamine and its associated harms, and recognises the importance of prioritising rangatahi and their whānau.

4. South Auckland has been mandated as a ROCC location due to the prevention opportunities that exist within the community. Ōtara has been determined as the pilot location within South Auckland due to the levels of social deprivation, methamphetamine use and gang membership.

5. This document establishes a term of reference (ToR) for the Counties ROCC Steering Group (“the Group”) and outlines its role and functions. Furthermore, it defines the Group’s purpose, objectives, responsibilities, governance, meetings, membership and secretariat, and relationship to other groups.

Purpose

6. The purpose of the Group is to provide strategic direction and leadership in support of the cross-government social wellbeing and community-based prevention elements of the response to organised crime in Ōtara, South Auckland. This includes:

· setting the strategic direction for ROCC in Ōtara,

· providing oversight for the ROCC work programme in Ōtara,

· providing regional and local support for Ōtara ROCC responses,

· ensuring te ao Māori, the Treaty and its principles (partnerships, participation, and protection) are applied across discussions and decisions.

Role

7. The Group members will:

· Champion the ROCC work programme and work collaboratively to support the implementation and coordination of local initiatives,

· Ensure that ROCC activity in Ōtara remains aligned to the priorities determined by the Ōtara community, as well as the national ROCC mandate and goals,

· Provide cross agency coordination and support for ROCC in Ōtara by identifying and removing barriers to success,

· Monitor progress against the expected outcomes,

· Work to support and implement the national ROCC funding model guidance and principles.

Expected Outcomes

8. If the Group is operating successfully, the expected outcomes will include:

· The community’s aspirations are understood, and are being supported to achieve outcomes, rather than agencies dictating focus areas,

· The Ōtara community is supported to build resilience to the conditions that enable organised crime to operate,

· There is a reduction in harm from organised crime and the illicit drug trade in Ōtara,

· Those creating the most harm in Ōtara through organised crime and the supply of illicit drugs are targeted through investigations and law enforcement,

· Investment in Ōtara is aligned to the ROCC priorities and supports wider wellbeing outcomes, is evidence based, and is accompanied by monitoring and evaluation to assist the community in determining what works.

Governance and Responsibilities

9. The group will be chaired by NZ Police. The Deputy Chair will stand in the Chair’s place if the Chair is unable to attend meetings.

10. Key responsibilities of the Chair include:

· chairing meetings, including ensuring matters on the agenda are dealt with in an orderly and efficient manner,

· ensuring the meeting is planned effectively and matters are dealt with in accordance with the terms of reference,

· reporting back to the Auckland Regional Leadership Group, and presenting updates on the work plan and roadmap progress; and

· reporting to the Auckland Regional Leadership Group meetings and decisions.

11. The membership of the Group will commit to:

· attending all scheduled Group meetings and if necessary, nominating a delegate

o Where a delegate attends, members make a commitment that the alternate comes with the same ability to participate fully, including making decisions on behalf of their agency,

· wholeheartedly championing the Group and the work programme objectives within and outside of their work areas,

· sharing all relevant communications and information across all Group members,

· ensuring that timely decisions can be made and taking action so as not to hold up the locally led work programme; and

· notifying members of the Group, as soon as practical, if any matter arises which may be deemed to affect the Group.

12. Members of the Group will expect:

· that each member will be provided with complete, accurate and meaningful information in a timely manner,

· to be given reasonable time to consult with their agencies and report back on key decisions; and

· to be alerted to potential risks and issues that could impact the implementation of their respective agency’s work programme, as they arise.

13. Communication and Escalation Framework

Centralized Communication Point:

· External communication and requests from external agencies must be directed to the central point of contact at ROCC@police.govt.nz

· These requests will be forwarded to the Group’s secretariat for appropriate action.

Escalation Procedure:

· The Secretariat is responsible for escalating systems issues to the Auckland Leadership Group (ARLG) through the ARLG Secretariat.

· Copies of escalation communications will be sent to the ROCC inbox for awareness and coordination.

Roles and Responsibilities:

ROCC (Partnership and Harm Prevention Team: Receiving and Operations Coordination Centre)

· Receive and triage all external communication and requests.

· Ensure timely forwarding of relevant information to the Group’s secretariat.

· Monitor the ROCC inbox for incoming requests and updates.

Secretariat

· Receive escalated systems issues from ROCC and initiate the escalation process to the Group and/or ARLG.

· Coordinate communication between ROCC, the Group, ARLG, and other relevant parties.

· Maintain records of all communication and escalation activities for reference and tracking.

ARLG (Auckland Regional Leadership Group)

· Review and address escalated systems issues received from the Secretariat.

· Provide guidance and decisions on resolving critical issues.

· Ensure effective communication back to the Secretariat regarding issue resolution and outcomes.

Membership

14. The Group will comprise representatives who hold senior (approximately tier 3) positions with influence and regular operational engagement with regional and local teams. Members are expected to consult with and consider the views of their wider community where appropriate, including other government agencies, local government, non-government agencies, and local stakeholders.

15. The following people/organisations will be permanent members of the Group:

· New Zealand Police

· Regional Public Service Director

· Health Representative

· Corrections

· Oranga Tamariki

· Ministry for Pacific Peoples

· Te Puni Kōkiri

· Ministry of Education

· Kāinga Ora

· Auckland City Council

· No less than one iwi representative from Ōtara (Ngāi Tai ki Tāmaki)

· No less than one community representative from Ōtara hapori.

16. Upon expansion of ROCC work programme into other locations, the terms of reference membership will be reviewed to include appropriate representatives such as iwi and hapori to be included.

17. The Group Chair may, from time to time, and with agreement of the Group, invite persons employed in other appropriate organisations (for instance, private sector organisations) to participate in aspects of the Group’s business where their inclusion is strategically relevant.

18. Membership can be reviewed as required.

Secretariat

19. Secretariat support will be provided by (insert information and where they are held).

20. The role of the Secretariat is to:

· work with the Chair to prepare agendas and supporting papers,

· prepare meeting notes and distribute the minutes to the Group members for agreement,

· follow up on actions from the meeting,

· make sure all the members have the information they need for each meeting; and

· make sure all members get the meeting papers at least 3 days before the scheduled meeting.

· work with the ROCC Regional Senior Advisor to ensure the Chair is supported to keep informed about the National ROCC work programme.

Meeting Frequency

21. The group will meet monthly, for a length of 1.5 hours.

22. It is anticipated small working groups may develop to address emerging issues which are particularly relevant to them, but not necessarily to the whole group. As such, more frequent meetings for these groups may be required outside of the standard meeting process.

23. The Group will also be required to meet to consider any funding recommendations made by the Community Resilience and Whānau Support Fund Assessment Panel.

Meeting and Decision-Making Quorum

24. Quorum for Steering Group Meetings where funding decisions are being made shall consist of a minimum of 4 representatives and must include Ngāi Tai Ki Tāmaki, Tamaki Makaurau Regional Public Service Commissioner (Chair), Counties Manukau Police District Commander and a Community representative.

Relationships to other groups

25. The Group will be supported by and receive insights from Te Tepu (Police & Justice Sector Table) who will drive the implementation of ROCC into Vulnerable Whanau Cohort across Counties Manukau. Te Tepu have their own Terms of Reference which will both be endorsed by the Group, who will retain oversight and continue to set the strategic direction of ROCC in Otara.

26. The Group report to the Auckland Regional Leadership Group which provides overarching governance.

27. The Group will be supported by insights developed across the sector by multi-agency centers as required.

Review of Terms of Reference

28. This ToR may be amended, varied of modified in writing after consultation with and agreement from the group members.

Ōtara-Papatoetoe Local Board

03 December 2024

Initiation Report: Ngā Tikanga Hopu Wakaahua i te Rohe o Tāmaki Makaurau - Auckland Film Protocol

File No.: CP2024/19118

Te take mō te pūrongo

Purpose of the report

1. To provide a project initiation briefing to local boards on the Auckland Film Protocol Refresh, including the approach to engagement.

Whakarāpopototanga matua

Executive summary

2. The Auckland Film Protocol outlines the commitments, conditions and guidelines for filming in Tāmaki Makaurau. The objective of the Auckland Film Protocol is to create a film-friendly culture within Auckland Council, council-controlled organisations, and Tāmaki Makaurau to support, attract and retain screen production business. It provides a one-stop shop and a comprehensive reference document for filming in Tāmaki Makaurau, including all the information needed to understand the requirements for filming and meet the needs of several audiences.

3. The refresh commenced in September 2024 and will take approximately 12 months. Screen Auckland will seek final approval of the refreshed protocol from the Policy and Planning Committee in July 2025. Local board views will inform any recommended changes when committee considers approving refreshed Auckland Film Protocol.

4. The refresh does not seek to change the requirements for filming. It will focus on outdated or missing information, including any new requirements, and identify opportunities for streamlining the document to clarify responsibilities and commitments.

5. Given the short timeframe for the refresh and budget constraints, Screen Auckland is seeking to engage with local boards in clusters rather than individually. This approach will provide sufficient opportunity for input recognising the limited scope of the refresh.

Ngā tūtohunga

Recommendation/s

a) That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the initiation report on the Auckland Film Protocol Refresh.

b) whakarite / provide any views on the engagement plan, including a local board cluster approach.

Horopaki

Context

Purpose of Auckland Film Protocol

6. Originally developed in 2013 and revised in 2019, the objective of the Auckland Film Protocol is to create a film-friendly culture within Auckland Council, council-controlled organisations, and Tāmaki Makaurau to support, attract and retain screen production business. It provides a one-stop shop and a comprehensive reference document for filming in Tāmaki Makaurau, including all the information needed to understand the requirements for filming and meet the needs of several audiences. The Auckland Film Protocol outlines the commitments, conditions and guidelines for filming in Tāmaki Makaurau.

7. A key role of the Auckland Film Protocol is to set out the rules for filming in public places supporting the film permit requirements established under Te Ture ā-Rohe Tauhokohoko Whakahaerenga me te Tango Kiriata Tūmatanui - Public Trading, Events and Filming Bylaw, which was updated in 2022. A total of 687 film permits were issued in 2022/2023 and 631 in 2023/2024.

8. Screen Auckland, as part of Tātaki Auckland Unlimited, operates as Auckland’s Regional Film Office supporting New Zealand’s film industry and administers the film permit process to enable filming in public places. Screen Auckland is responsible for the Auckland Film Protocol and will lead the refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Reasons for refresh

9. When the current Auckland Film Protocol was adopted in 2019, it was agreed to review it at least every five years to ensure it remains up to date with relevant policies and regulations.

10. A refresh is required to incorporate new processes around consultation and permitting that have emerged from collaborative work with mana whenua and the screen industry around filming on Sites and Places of Significance to Mana Whenua.

11. The refresh will involve stakeholder engagement and buy-in to support the aspirations of the Auckland Film Industry. Engagement will be undertaken with the screen industry, iwi and hapū, wider Auckland Council whānau and the public.

12. A timeframe of 12 months is identified for the refresh, which commenced in September 2024. Engagement with local boards is required as part of the refresh because the Auckland Film Protocol guides filming in public places. Local boards decide on landowner approvals for filming in public places.

13. The Auckland Film Protocol was last reviewed in 2017/2018 with a focus on updating the content and style as well as strategic requirements. The current refresh does not seek to change the requirements for filming which are working well. It will focus on outdated or missing information, including any new requirements, and identify opportunities for streamlining the document to clarify responsibilities and commitments.

14. Refreshing the document will address the following matters:

a) clarify purpose and objectives

b) streamline the document (e.g. translating content into diagrams or flow charts)

c) remove or update outdated information

d) provide clear language and reduce detail

e) strengthen Māori lens to include Māori outcomes and Sites and Places of Significance to Mana Whenua

f) reflect recent policy or regulatory changes.

15. The refresh will not alter the current film permit process, including local board engagement and landowner approval requirements.

16. In addition, the following matters are identified as out of scope for the refresh because they have been considered through different processes or formed part of the previous review:

a) overall purpose of the document

b) requirement to obtain film permits under the Bylaw

c) Tūpuna Maunga Authority film permit process

d) film permit fees

e) the requirements for filming

f) the process for filming on Sites and Places of Significance

g) international and national comparators review

h) alterations to council bylaws, policies and plans.

Timeline and approach to engagement

17. The refresh commenced in September 2024 and will take approximately 12 months. Table 1 outlines the key milestones and indicative timing of engagement.

Table 1 Auckland Film Protocol Refresh Engagement Milestones

Milestones	Indicative timing
Engage with key internal and external stakeholders to inform the refresh	September – November 2024
Brief the Policy and Planning Committee and local boards of the refresh	November - December 2024
Workshops and report to Policy and Planning Committee for approval of documentation for public consultation	February 2025
Consult with public and key stakeholders	February – April 2005
Report back to local boards	May – June 2025
Report back to Policy and Planning Committee	July 2025
Close the loop – communicate the outcomes of the refresh and promote the refreshed Auckland Film Protocol	August 2025
Evaluate	August 2025

18. Engagement will utilise a range of methodologies to ensure opportunity for input from key stakeholders and the public. An engagement plan is being prepared by Tātaki Auckland Unlimited.

19. A survey went out in early October to those who have applied for a film permit in the last two years, seeking feedback on how the Auckland Film Protocol is used and what’s working and what’s not working. An update on the responses to this survey will be provided at the initiation meeting. Screen Auckland intends to go out for public consultation in February 2025.

Local board engagement approach

20. Given the short timeframe for the refresh and budget constraints, Screen Auckland is seeking to engage with local boards in clusters rather than individually. This approach will provide sufficient opportunity for input recognising the limited scope of the refresh. The previous review required engagement with each of the 21 local boards, including workshops and meetings, significantly adding to the time and costs of the project.

21. Screen Auckland is in the initial phase of the refresh, seeking feedback from internal stakeholders on what information needs to be updated. Screen Auckland is providing an update to local boards on the refresh content and process prior to the public consultation phase. Local board feedback will be sought on recommended amendments prior to seeking approval from the Policy and Planning Committee to adopt the refreshed protocol in July 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The New Zealand screen sector recognises its role in addressing climate change, with Screen Auckland serving as a vital connector, focusing on strategy development, implementation tools and practical steps for the sector.

23. Following a study by Arup in 2022 on New Zealand’s baseline emissions of the screen sector, the sector embraces a vision that aligns with te ao Māori worldview for a sustainable, low-carbon future. This commitment extends beyond local environmental stewardship to international production competitiveness, as the sector implements six key recommendations ranging from purposeful climate action to developing a detailed carbon reduction roadmap and maintaining robust data collection systems.

24. Refreshing the Auckland Film Protocol will provide an opportunity to address any potential policy gaps in the current framework and integrate Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan priorities for climate change mitigation and adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Staff from the following business units and council-controlled organisations will be engaged through the refresh to ensure they are aware of the impact of the Auckland Film Protocol and have the opportunity to input:

· Planning and Resource Consents (including Heritage)

· Building Consents

· Environmental Services

· Parks and Community Facilities (including Co-governance and Tūpuna Maunga Authority)

· Regulatory Practice (bylaws)

· Auckland Transport (including Harbourmaster)

· Eke Panuku Development Auckland

· Screen Auckland.

26. Initial contact has been made with some of these business units with engagement progressing through October and November 2024.

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

Local impacts and local board views

27. The Auckland Film Protocol outlines the code of conduct that enables filming in public places. A core commitment of the document is that Auckland Council and members of the wider council organisation will say yes to filming unless there are good reasons not to.

28. Local boards decide on landowner approvals for filming in public places. Authority to grant film permits under the Public Trading, Events and Filming Bylaw is delegated to Screen Auckland.

29. Once approved, a film permit grants use of a public place to an agreed level of access. Continued public access, to the extent that is possible and reasonable, while filming is underway is required. Screen Auckland acts as the ‘go-between’ for production companies and the local boards to obtain landowner approvals.

30. A survey of Auckland Council’s People’s Panel in June 2023 indicates the Auckland Film Protocol is working well:

a) 87 per cent agreed filming creates job opportunities

b) 81 per cent agreed it’s good for tourism

c) Seven out of 10 (70 per cent) would like more professional film productions in Auckland

d) 85 per cent of those who encountered filming were either not impacted or positively impacted by the most recent filming encountered

e) For those negatively impacted, common pain points were limited access to a public area (46 per cent), road closures/having to use alternative route (44 per cent), and parking being blocked (43 per cent)

f) Comments for reducing negative impacts included improved signage, more notice, and taking up less parking

g) Residents identified that they would like to be contacted with information on days/times the production will be there (91 per cent), contact details if there are any issues (76 per cent), what impacts to expect (76 per cent).

Tauākī whakaaweawe Māori

Māori impact statement

31. Refreshing the Auckland Film Protocol will provide an opportunity to:

· strengthen the Māori lens to reflect mana whenua consultation requirements

· incorporate the new film permit process developed for filming on Sites and Places of Significance to Mana Whenua.

32. Engagement with mana whenua will continue in the collaborative manner undertaken to develop Proposed Plan Change 106 Filming on Sites and Places of Significance to Mana Whenua notified on 26 September 2024. Through engagement on the plan change, a new process has been established for consultation with mana whenua for film permit applications, with supporting email templates to notify mana whenua of all filming activities and require engagement on certain filming activities. Further refinement of the specific film permit process for Sites and Places of Significance will be an outcome of this refresh.

33. Many Māori are involved in the screen industry both in front and behind the camera, and the film industry provide opportunities for Māori to share their stories both locally and internationally. Engagement with the screen industry will include Ngā Aho Whakaari Māori in Screen.

34. Screen Auckland has been working with Te Kawerau ā Maki to develop a cultural competency course as a pilot programme to support Māori location/production managers in engaging with local iwi and hapū. This course helps to support better outcomes for mana whenua by ensuring that appropriate tikanga is followed.

Ngā ritenga ā-pūtea

Financial implications

35. The refresh will be undertaken within current budgets and includes budget for a consultant to assist in the refresh including engagement.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Potential risks and mitigations are outlined below:

If…

Then…

Level

Possible mitigations

Engagement focus takes a long time

Increases the timeframe for completing the project

Likelihood rating is unlikely

Moderate

· a well-developed approach including indicative timeframe goals that are articulated to all parties

· remain flexible in approach due to nature of engagement

Stakeholders do not agree with the merits and/or timing of a refresh

Scope of the refresh increases requiring more time, engagement and resources to complete the project

Likelihood rating is possible

Moderate

· a well-developed vision proposition and communications planning

· a clear stakeholder engagement plan

· be clear on scope and deliverables

· important that a change process is followed with all required approvals

Ngā koringa ā-muri

Next steps

37. Screen Auckland will attend a local board briefing in December 2024. A draft document will be taken to Policy and Planning Committee for approval prior to going out for public consultation. Local boards will be engaged to provide formal feedback on any changes to the film protocol before final approval by the Policy and Planning Committee in July 2025.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Marie Jenkins, Project Manager, Screen Auckland
Authorisers	Lou-Ann Ballantyne - General Manager Governance and Engagement

Ōtara-Papatoetoe Local Board

03 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19141

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 Ōtara-Papatoetoe Local Board:

a) whakaae / approve local consultation document content (Attachment A - Consultation Document content) and local supporting information content (Attachment B - Supporting Information content) 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 Ōtara-Papatoetoe 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) Movies in the Park, Saturday 8 March, Ngati Ōtara Park.

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 - Consultation Document content and B- Supporting Information content 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 Ōtara-Papatoetoe Local Board area is:

· Movies in the Park event, Saturday, 8 March, 18:30 – 22:00 hours at Ngati Ōtara Park

· Other events such as drop-in sessions in local libraries and markets will also prepared in the new year.

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 ⇩	Ōtara-Papatoetoe Local Board Consultation Document content	217
b ⇩	Ōtara-Papatoetoe Local Board Supporting Information content	219

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Vi Hausia
Members	Dr Ashraf Choudhary, QSO, JP
	Dr Ofa Dewes, MNZM
	Topou Folau
	Li'amanaia Lorenzo Kaisara
	Albert Lim

Authors	Darshita Shah - Democracy Advisor
Authorisers	Victoria Villaraza - Local Area Manager