Agenda of Waitākere Ranges Local Board - Thursday, 5 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.

Specifically, members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Waitākere Ranges Local Board:

Board Member	Organisation/Position
Mark Allen	- Bethells Valley Fire – Life Member - Waitākere Licensing Trust – Trustee - West Auckland Trusts Services – Director - Pest Free Waitakere Alliance – Board Member - Te Uru Waitākere Contemprorary Gallery - Chairperson
Michelle Clayton	- Glen Eden Residents’ Association – Member - Glen Eden Returned Services Association (RSA) – Member - Glen Eden Railway Trust – Member - Glen Eden Community House - Member
Sandra Coney	- Cartwright Collective – Member - Women’s Health Action Trust – Patron - New Zealand Society of Genealogists – Member - New Zealand Military Defence Society – Member - Pest Free Piha – Partner is the Coordinator - Piha Tennis Club – Patron and Partner is the President - Piha Wetland Trust – Partner is a Trustee - Huia Settlers Museum - Patron
Greg Presland	- Whau Coastal Walkway Environmental Trust – Trustee - Glen Eden BID – Member - Titirangi Ratepayers and Residents Association – Member - Waitākere Ranges Protection Society - Member - Titirangi RSA - Member
Liz Manley	- Consumer Experiences Council, Te Toka Tumai Auckland, Te Whatu Ora - Co-chair - Clinical Ethics Advisory Group, Te Toka Tumai Auckland, Te Whatu Ora - Member - Titirangi Community Arts Council Board – Member - Titirangi Ratepayers and Residents Association – Member - Laingholm District Citizens Association – Member - Literacy Waitākere – Board chair
Linda Potauaine	- Henderson Rotary – Member - Archtists Limited. – Director - Glen Eden Community Patrol - Member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Glen Eden Business Improvement District (Glen Eden Business Association)	Michelle Clayton	Greg Presland
Aircraft Noise Community Consultative Group	Mark Allen	Liz Manley
Ark in the Park	Mark Allen	Liz Manley
Friends of Arataki and Waitākere Regional Parkland Incorporated	Michelle Clayton	Sandra Coney
Glen Eden Playhouse Theatre Trust	Mark Allen	Linda Potauaine
Te Uru Waitākere Contemporary Gallery	Linda Potauaine	Mark Allen
Glen Eden Community and Recreation Centre Incorporated	Michelle Clayton	Mark Allen

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitākere Ranges Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 24 October 2024, and the extraordinary minutes of its meeting, held on Thursday, 21 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

7.1 Wilson Road safety concerns

Te take mō te pūrongo

Purpose of the report

1. To receive a petition from Rochelle Sutherland requesting that council address safety issues on Wilson Road by adding yellow lines on the same side of the road as the entrance for Piwaka Daycare to improve child, parent and community safety.

Whakarāpopototanga matua

Executive summary

2. A recent increase in residential housing in the area near Piwaka Daycare on Wilson Road, Glen Eden has seen an increase in traffic congestion and parking around the daycare which reduces traffic visibility on Wilson Road (a common route to avoid West Coast Road, a main Glen Eden Road).

3. This day-care serves approximately 100 children who require a twice-a-day pick-up and drop off, resulting in an increase traffic volume in the area and constant daily-misses for parents and other local drivers.

4. The attached petition proposes yellow lines on the same side of the road as the daycare, which will only remove approximately 3-4 car park spaces but positively impact 80+ families within the community.

5. The petition was presented to Auckland Transport in October 2024.

6. The petition is signed by 284 signatures and can be accessed via change.org at the following link: Petition · Support Yellow Lines By Daycare Entrance To Improve Child Safety & Reduce Traffic Hazards - Auckland, New Zealand · Change.org

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whiwhi / receive the petition from Rochelle Sutherland requesting that council address safety issues related to Wilson Road in Glen Eden by adding yellow lines on the same side of the road as the entrance for Piwaka Daycare, to improve child, parent and community safety and thank Rochelle Sutherland for her attendance.

Attachments

a 05 December 2024, Waitākere Ranges Local Board - Rochelle Sutherland Wilson Road Traffic, Petition............. 697

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 Waitākere Ranges 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: Titirangi Community House

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation regarding an annual update from Bev Mossop, the manager for Titirangi Community House. Titirangi Community House is a space which provides opportunities for learning and shared knowledge by fostering and encouraging all forms of arts and crafts, hobbies and leisure activities.

Whakarāpopototanga matua

Executive summary

2. To receive an annual update on the Titirangi Community House’s progress for their year in accordance with their signed Community Centre Management Agreement (CCMA) agreement with the Auckland Council.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whiwhi / receive the presentation and thank Bev Mossop for his attendance.

8.2 Deputation: Matuku Link Update

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Annalily van den Broeke on behalf of Matuku Link.

Whakarāpopototanga matua

Executive summary

2. Annalily van den Boeke on behalf of Matuku Link will be presenting to Inform the board about their 2024 results and plans for 2025, requesting the boards support for their upcoming plans.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whiwhi / receive the presentation on Matuku Link and thank Annalily van den Broeke, on behalf of Matuku Link for her attendance.

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.”

Waitākere Ranges Local Board

05 December 2024

Waitākere Ranges Te Kete Rukuruku Tranche Three Park Selection for Māori Naming

File No.: CP2024/15867

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitākere Ranges Local Board to invite mana whenua to provide names for 27 sites as tranche three of Te Kete Rukuruku.

Whakarāpopototanga matua

Executive summary

2. Waitākere Ranges Local Board has previously adopted Māori names for 38 parks and two libraries in tranches one and two of Te Kete Rukuruku. This report recommends a further 27 parks for naming as tranche three.

3. In each tranche, one site can be selected to receive new signage and an interpretive text telling the story behind the Māori name. The site selected for tranche two was Te Kakau (formerly Sunvue Park). An interpretive text was installed and a whakarewatanga (whaka-rewa-tanga) event was held on 22 November 2024.

4. The local board should consider any sites they would like for the exemplar park in tranche three, from the list in table one below. This will be workshopped over the upcoming financial year, with a decision required when the new names are adopted.

5. Eighteen parks have had sole Māori names adopted in this local board area across tranches one and two. This is the most out of any local board. Fifteen parks have been highlighted as possibilities for sole Māori naming in tranche three. The local board should consider if any public consultation is required. A final decision will be needed from the local board on whether a sole or dual name will be supported upon adoption of the names.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) endorse the Te Kete Rukuruku programme and process for Māori naming of parks and facilities, noting that it supports the visibility of te reo Māori and seeks to capture and tell the unique stories of the Waitākere Ranges and Tāmaki Makaurau.

b) invite mana whenua to provide Māori names and narratives for the following 27 parks as shown in table one below:

Park	Address
*518J West Coast Road Oratia	518J West Coast Road
Armour Bay Reserve	2 Armour Road, Parau
Claridge Street Common	45 Woodglen Road
Douglas Scenic Reserve	Rimu Road, Waiatarua
Fawcett Esplanade	Fawcett Road, Laingholm
Fawcett Scenic Reserve	Fawcett Road, Laingholm
Handley Plantation Reserve	18a Kauri Loop Road, Oratia
*Huia Scenic Reserve	Ocean View Road
*Inaka Esplanade	Wood Bay Road, Titirangi
*Kauri Reserve	Entrance between 781 and 783 West Coast Road
*Kaurimu Park	Konini Road
*Kaurimu Stream Reserve Central	132 Shaw Road, Oratia
*Kaurimu Stream Reserve	132 Shaw Road, Oratia
*Kaurimu Stream Reserve - South	132 Shaw Road, Oratia
*Laingholm Drive Esplanade	Laingholm Drive
Olive Grove	50 Verdale Circle Glen Eden
Osman Street Common	6 Osman Street Glen Eden
*Pleasant Reserve	89 Pleasant Road Glen Eden
Prospect Park	13 Pisces Road, Glen Eden
*Raroa Park	37 Raroa Terrace, Waiatarua
Sandys Parade	Foreshore Laingholm
Shays Reserve	65-85 Wirihana Road
Upland Glade	31 Upland Road Huia
*Waikomiti Esplanade	Woodlands Park Road Titirangi
*Waituna	Huia Road
*Waituna Park – Scenic Reserve	51G Rimutaka Place Titirangi
*Warner Park	92 Warner Park Avenue, Laingholm

c) consider adopting Māori names as sole names for the 15 parks identified with an asterisk, and dual names for the other 12 sites as shown in table one above.

d) advise Te Kete Rukuruku staff of any sites they wish to be considered for the exemplar park, and receive new bilingual signage and an interpretive text once the Māori name is adopted.

e) acknowledge the intent for Auckland Council to enter a mātauranga agreement that commits council to upholding the correct use of Māori names, and to use them only for purposes that have a community outreach or educational purpose (non-commercial use).

Horopaki

Context

6. Te Kete Rukuruku (TKR) is a culture and identity programme that collects and tells the unique Māori stories of Tāmaki Makaurau / Auckland. It is a partnership, led by iwi, between Auckland Council and all 19 mana whenua groups that have interests across the region.

7. A key outcome of the programme is for te reo Māori to be seen, heard, learned and spoken. The programme contributes towards reclaiming Māori identity, and the restoration of mana and mauri (life force) to the whenua (land). This is done through the restoration of the Māori language, traditional names and associated narratives.

8. Te Kete Rukuruku process, as agreed with iwi and local boards, is that te reo Māori names are provided by mana whenua. Public feedback on these names is not sought. Mana whenua have the mātauranga and the mana for deciding on appropriate Māori names for the whenua.

9. Once received, the Māori names will be accepted and adopted by the local board. Communication and public notification of the Māori names will commence following this formal adoption.

Strategic alignment

10. The adoption of dual or sole Māori names supports and delivers on multiple council policies and plans including:

a. the Auckland Plan outlining council’s commitment to support te Reo to flourish

b. council’s Long-term Plan 2024-2034 key priority of advancing Māori identity

c. the Māori Language Policy whose actions include increasing bilingual signage and dual naming.

11. Auckland Council’s Māori Language Policy was adopted by the Governing Body in 2016 (resolution number REG/2016/89). The policy recognises council’s commitment to meeting its responsibilities under Te Tiriti o Waitangi. It notes that the Māori language and culture forms a critical part of a Māori identity. Reclaiming or identifying Māori names for local parks within the Waitākere Ranges Local Board area provides a significant opportunity to fulfil the policy intent.

12. The Māori language policy acknowledges that te reo Māori is an official language of Aotearoa and should receive equal status to English and NZ Sign Language.

Project Scope

13. The scope of Te Kete Rukuruku, in relation to the Māori naming of parks and places, is defined as the naming, renaming or dual naming of parks and places throughout Tāmaki Makaurau / Auckland.

14. The programme recognises that there is a rich layer of Māori names that exist across the isthmus. It provides an opportunity for Aucklander’s to learn te Reo, Māori history and Māori values relevant to their communities.

15. In most cases Māori naming through Te Kete Rukuruku is dual naming. Dual naming means that a Māori name is added to the existing name, thereby enriching the stories about the place or facility. The existing name is not removed. Signage will present both names with the English name following the Māori name. This is in accordance with the council’s Māori Language Policy and signage guidelines.

16. Public consultation is not undertaken by Te Kete Rukuruku or mana whenua at any stage of the naming process. Any consultation with community groups, stakeholders or the public is at the local board’s discretion. It is expected that this will be completed through the local board’s current networks. Consultation on site selection is encouraged. This should occur prior to the parks becoming part of the Te Kete Rukuruku programme and being put forward to iwi for naming.

17. Te Kete Rukuruku is not a signage project. Once names are adopted signage will be replaced only when due for renewal, except for one bilingual exemplar park selected. Should the local board wish to upgrade signage sooner to reflect the new names, funding would be required from the local board’s Locally Driven Initiatives budget.

Gazettal

18. The council, as landowner, can name parks and places by resolution. This is done through exercising its power of general competence under section 12 of the Local Government Act 2002. Local boards are the allocated decision-makers for the naming of local parks, as resolved by the Governing Body on 28 June 2018 (resolution GB/2018/106).

19. Where the land is vested in council and held as reserve under the Reserves Act, the council may name or change the name of a reserve by notice in the Gazette (s16(10) Reserves Act).

20. As part of Te Kete Rukuruku process, any sites subject to the Reserves Act 1977 will be gazetted once the local board has adopted the names.

Communications approach

21. The local communications team will use local board and council channels to communicate the decision made by the local board for tranche three names. The focus on when the new names will be adopted, what the community is gaining and being proud of what is being achieved for all Aucklanders.

22. Information for park stakeholders including hirers, leases, volunteers etc, will also be developed. The information will inform them on the decisions and the new names once they have been adopted.

23. Content will be developed in consultation with mana whenua.

Background

24. The rationale and benefits of naming through Te Kete Rukuruku, as well as the process for identifying and adopting names and narratives, was originally agreed to by the Waitākere Ranges Local Board at its business meeting in September 2019. At that meeting, the local board resolved to invite mana whenua to name 20 parks and reserves as tranche one of Te Kete Rukuruku resolution WTK/2019/125. Nineteen names were adopted on 24 June 2021, with one site unnamed, as it is owned by the Department of Conservation.

25. In February 2022, the local board invited iwi, resolution WTK/2022/4, to name a further 20 sites and two libraries as tranche two. Twenty-one names were adopted on 22 June 2023, resolution WTK/2023/70. One small site at 203 Shaw Road was deferred into tranche three. The Shaw Road site has now been removed from the naming programme as it is not suitable for park development and may be considered for rationalisation.

26. A workshop was held in February 2024 and sites for naming in tranche three were discussed. A final list was provided to Te Kete Rukuruku from the local board after this workshop. The list was subsequently emailed to Te Kawerau ā Maki for their information and feedback.

Bilingual signage exemplar park

27. Bilingual signage visibly raises the profile of te reo Māori in the public domain. It provides the opportunity to learn the story behind the name, as well as making it easy for the public to familiarise themselves with, and use, te Reo.

28. In tranche one the local board was offered the opportunity to select a park, as an exemplar park, where all signage will be upgraded to be fully bilingual. The park selected was Ōkaurirahi / Ceramco Park and Ōkaurirahi / Kaurilands Domain. Although there are two English names it is one contiguous site. Therefore, the site received one Māori name, restoring the original name for this area.

29. After delays due to COVID-19, a small whakarewatanga event was held at Ōkaurirahi / Ceramco Park in June 2023. The new name and its story was shared by mana whenua with community stakeholders and local schools.

30. Sunvue Park was renamed Te Kakau and selected as the site to receive a full suite of new bilingual signage for tranche two. All signage except the interpretive sign was installed in 2023. Te Kawerau ā Maki have since provided a full narrative for the site and this was unveiled at a whakarewatanga held on Friday 22 November 2024.

31. Another exemplar park may be selected for tranche three. An assessment of the tranche three sites will be completed along with any input from mana whenua and the local board. A shortlist of options will then be workshopped with the local board to receive direction on the final site selection.

32. If the local board has any preferences for parks to receive bilingual signage, this should be communicated to TKR staff who will ensure they form part of the shortlist for further assessment. The final decision will be resolved when the new names are adopted.

33. This bilingual signage is fully funded from the signage budget held by Te Kete Rukuruku.

34. The new signage will include:

· dual language entrance signage stating the te reo Māori and English names

· bilingual wayfinding, information and bylaw signage

· a bilingual interpretative sign to tell the story behind the te reo Māori name.

35. With a view to spending Aucklanders’ money wisely, existing signs will be reskinned, unless the signage is damaged or worn and needs to be replaced.

Tātaritanga me ngā tohutohu

Analysis and advice

36. Te Kawerau ā Maki are the only iwi with a confirmed interest in actively providing names in this local board area. They have seen the list and have not suggested any changes to the
27 parks selected.

37. Mana whenua have the knowledge and the mana necessary to provide appropriate te reo Māori names for the whenua. It would be inappropriate to subsequently debate the suitability of these names. Consequently, public consultation on the Māori names being adopted is not undertaken.

38. In most cases Māori naming through Te Kete Rukuruku is dual naming. Dual naming means that a Māori name sits alongside another name that is not related in its meaning. In other words, the two names are not translations of each other but are independent and unique.

39. The local board have previously adopted 18 of the 38 park names as sole Māori names in the first two tranches. At the workshop in February 2024, a number of sites were discussed for sole naming. These parks are shown with an asterisk in table one. Additional detail on each site and the histories of their existing names is provided in Attachment A.

40. Consultation on local park naming is a local board decision. Under the Local Government Act 2002, Section 78, a local authority must consider the views or preferences of persons likely to be affected by or have an interest in a matter, but does not require any specific consultation process or procedure. Consequently, the local board needs to consider who may be affected by the decision. The local board needs to reflect on the interested party’s level of interest, and whether this results in the need for any formal consultation about removal of any existing names.

41. Te Kete Rukuruku supports sole naming and recommends the local board consider public consultation where required. It is acknowledged that this is at the local board’s discretion and subject to their local knowledge of the communities where these parks are located.

42. Fifteen parks have been highlighted with the potential for sole names. A workshop will be organised to check in with the local board and ensure that enough time is allocated to allow any such consultation to occur prior to the names going forward for adoption.

43. Public consultation is not undertaken by Te Kete Rukuruku or mana whenua as part of the naming process. It is recommended that consultation on removing an existing name, where necessary, be undertaken using existing relationships and local board channels.

44. This a larger tranche than previously selected and a lot of sites for one iwi to name. Te Kawerau ā Maki are comfortable for this list to go forward and to undertake the research for all the sites on the list. It may be that some sites will be considered too small, inaccessible or insignificant for naming. Iwi will consider this on a case-by-case basis and advise accordingly.

45. At the business meeting on 26 September 2024 a report was presented to the local board for resolution on the sites for naming in tranche three. Agreement was unable to be reached on whether a number of sites should be identified for sole naming or if iwi should be invited to name them all as dual names. The report was deferred to allow further consideration and discussion.

46. A workshop was held on 7 November 2024 where the merits of sole and dual naming were discussed. Sole naming is when a sole Māori name is adopted and the existing name is removed i.e. the park is named Te Kakau (and the name Sunvue Park is removed). Dual naming is when the Māori name is added to the English name, resulting in a dual Māori / English name i.e. Ōkaurirahi / Ceramco Park. Eighteen sites had been identified as potential sites for sole naming. Agreement on sole naming was not reached. Staff were advised to re-submit the report and a final decision would be made at the December business meeting.

47. At the November workshop further information was requested on the condition of current signage in parks for sole naming. If a sole park name is adopted it is not advisable for signage located at the park to have a completely different name. Previous sole naming included parks that had been named primarily after the road they are located on and either had no signage or signage in poor condition.

48. A table highlighting this information for the 18 parks being considered for sole naming is included in Attachment B. Aerial maps of each site showing current signage is also included. Criteria that should be considered when sole naming is:

· History of the existing name

· Signage on the park

· Community connection and usage of the name

· Any impacts that could arise from the existing name’s removal

· Importance to iwi of sole naming the site.

49. After looking at the above factors Te Kete Rukuruku staff recommend 15 sites be considered for sole naming. Two sites Claridge Street Common and Upland Glade have signage in good or very good condition, the current names are likely to be well known and used by the community and they do not appear to be in an area of significance to iwi. Given these considerations we recommend these go forward for dual naming.

50. One site, Atkinson Norman Road Reserve, is recommended to be deferred and reconsidered in a future tranche. It is not a significant site, the signage is in good condition and it functions primarily as a street to street accessway, to which the name currently refers. We do not see this as a priority site. When the signage is closer to needing renewal naming could be reconsidered.

51. Te Kete Rukuruku consequently recommend that iwi be invited to name 15 sites as sole Māori names and 12 as dual names. It is proposed that the local board consider any consultation that may be required in relation to removal of any of the existing names.

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. There are no substantive climate change impacts relating to this matter.

53. The inclusion of Māori names adopted through Te Kete Rukuruku is planned to align with signage renewal projects. This minimises environmental impacts and unnecessary wastage of resource.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. Te Kete Rukuruku is a cross-organisational regional programme that delivers on council’s Māori Language Policy and Kia Ora Te Reo. The policies are a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes). The programme helps to reclaim Māori identity and our unique point of difference in the world.

55. Te Kete Rukuruku outcomes align with the aspirations of Houkura (Independent Māori Statutory Board), as articulated in the Schedule of Issues of Significance 2017, Māori Plan.

56. This local board work programme item is a partnership programme, with the naming and narratives being led by mana whenua. It seeks to bring rigour to the process of naming across the council group over time.

57. The programme has also triggered the development of new bilingual signage templates that are now being used across the organisation.

58. The Parks and Community Facilities department is responsible for renewal of existing signage. They will incorporate the new dual name as and when signage is renewed.

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

Local impacts and local board views

59. Through partnering with mana whenua on this project, it is envisaged that relationships between mana whenua and the local board will be strengthened.

60. Māori names are considered and connected to the sites and the area. The names add depth and interest to the park for the community.

61. The addition of a Māori name and bilingual signage helps to enrich park user experience.

62. Waitākere Ranges Local Board have strongly supported the adoption of sole Māori names for parks in tranches one and two. This is specifically when the existing park names have little known connection with the area, or have just been taken from the road they are located on.

63. Two tranches of Māori names have been previously adopted with 39 parks and 2 libraries already receiving Māori names.

64. A small amount of negative public feedback was observed on social media in relation to the sole names previously adopted in Piha. It is understood that this was outweighed by positive support for the names, with most embracing the opportunity to learn more about the traditional history of their area. Te Kete Rukuruku staff are not aware of any other negative feedback in relation to the programme in this local board area.

65. Community groups and organisations that have contacted Te Kete Rukuruku in relation to the prior adoption of Māori names in this area have been supportive of, and interested in, the names and their associated stories.

66. Māori naming and storytelling in partnership with local iwi is aligned to the Waitākere Ranges Local Board Plan 2023, through the delivery of Māori Outcomes, an overarching theme in the plan. It helps strengthen relationships with local iwi Te Kawerau ā Maki and delivers on the following objectives and initiatives:

· strong and productive mana whenua and mataawaka relationships,

· fund or support events and activities that promote Māori culture and identity.

67. The adopted names are permitted for use by Auckland Council for community outreach and educational purposes i.e. non-commercial purposes.

Tauākī whakaaweawe Māori

Māori impact statement

68. This project helps to increase Māori identity and belonging and is aligned with outcomes in the Auckland Plan.

69. The project contributes towards outcomes from the Te Reo Māori Action Plan 2020-2023. The action plan brings to life the Māori Language Policy (2016). The plan also describes actions to champion a bilingual city where te reo Māori is seen, heard, spoken and learned.

70. The number of Māori living is the ranges is increasing according to the 2018 census. In 2018 nearly 13% of people living in the area identified as Māori compared to 11.5% for the Auckland area.

71. Almost half of Māori in the ranges live in the wider Glen Eden area. This area has had a number of parks receive Māori names, with the two exemplar parks chosen both being in the Glen Eden area. Several local schools participated in the whakarewatanga event held at Ōkaurirahi / Ceramco Park. This provides the opportunity to not only see the name and story in the park but also meet their local iwi and learn about the history of their area.

72. Prospect Primary School participated in the whakarewatanga at Te Kakau learning about the cultural narrative behind the name and leading waiata at the event.

73. Hoani Waititi Marae were invited to be part of the whakarewatanga at Te Kakau which provides opportunity to strengthen their connections with local iwi Te Kawerau ā Maki. This also supports the relationship they have with the whenua and this park, through having a meaningful Māori name.

74. Adopting the Māori name and narrative for a further 27 parks will increase the visibility of te reo Māori in the local board area. It will safeguard the stories of mana whenua and help ensure their survival.

75. The adoption of names as sole Māori names is supported by iwi. It encourages use of the Māori name by not offering an English alternative. All names submitted by Te Kawerau ā Maki have considerable thought and research reflected through a Māori lens, as opposed to just using the name of the road it is located on.

76. As a partnership programme, all aspects of providing names and narratives has been led by the mana whenua of Tāmaki Makaurau. Te Kete Rukuruku has sought to establish a best practice approach to Māori naming, and the collection and sharing of stories.

77. Mātauranga agreements are being developed to ensure that names and stories are protected by the council. It is important that the correct use is upheld and that they are only used for purposes that have a community outreach or educational purpose (non-commercial use).

78. Te Kawerau ā Maki maintain strong ancestral connections to the Waitākere Local Board area and Te Wai o Nui a Tiriwa. Through the return of te reo Māori to the whenua we are providing opportunity for the community to learn not only the language and stories of the area but also who their local iwi are.

79. There are a large number of resident mataawaka (Māori who live in Auckland and are not in a mana whenua group) who will have a great interest in these new names and narratives. This provides an opportunity to engage with mataawaka Māori organisations and invite them to embrace and help champion the names and narratives once the names are adopted. It provides greater opportunity for urban Māori to see themselves reflected in the area around them through the presence of the Māori language and their associated stories.

Ngā ritenga ā-pūtea

Financial implications

80. In financial year 2023/2024 Waitākere Ranges Local Board set aside funding of $3,000 to deliver a whakarewatanga at Te Kakau. The full narrative for the name was received from iwi in May, which did not allow enough time for the signage to be finalised, installed and an event delivered before 30 June. A summer event in the park was also preferable so the funding was requested to be carried forward into financial year 2024/2025.

81. The local board has allocated $5,000 in financial year 2024/2025 which will cover the costs to resource Te Kawerau ā Maki to research and provide names and narratives for 20 sites. Should we receive and adopt names for all 27 sites, then an additional $700 will be required.

82. Once iwi have visited all the sites and researched traditional names and their cultural histories we will know with some certainty if additional funding of $700 is required.

83. It often takes 12-18 months to receive, finalise and adopt a full tranche of names, so this is unlikely to be an issue. Should we receive all 27 names this financial year and an additional $700 is not available, adoption is able to be easily deferred to financial year 2025/2026 and additional funding allocated to complete the tranche.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

84. Risks and issues were highlighted at the outset of this programme, or are added if necessary, as the programme progresses. The risks are carefully managed throughout the process and mitigated in a variety of ways, as outlined in table two below:

Table two

Potential Risks	Mitigation
Multiple mana whenua having an interest in the parks, with differing views on naming.	Timeframes are extended when required to allow robust discussion amongst iwi, should this occur. The approach of the programme has been to focus on a quality agreed outcome.
Extended delays in the adoption of Māori names, continuing the predominance of English only names and missing renewal opportunities.	Splitting the tranche to allow for adoption of names as they are finalised, rather than waiting for the completion of the entire tranche. This is particularly relevant when a high number of parks are being named.
Potential negative public reaction to Māori names.	The English name is retained should there be any known significance, with the Māori name being added. Communications once the Māori names are adopted to ensure a full understanding of the significance of the names and their meanings.
High costs of replacement signage.	Signage will be replaced as it comes up for renewal. The one exception being the bilingual signage at one selected exemplar park where existing signs will be reskinned if replacement is not warranted.

Ngā koringa ā-muri

Next steps

85. Once the tranche three sites are resolved the TKR team will provide Te Kawerau ā Maki with the confirmed list for naming. We will also check with other iwi to ensure there are no other interested parties. It is not expected that any other iwi will be involved in naming any parks in this local board area.

86. Iwi will research and provide appropriate names for presentation to the local board at a hui tuku ingoa. We expect to receive the names within the next twelve months.

87. Te Kete Rukuruku will commence assessment of the tranche three sites to identify recommendations for a site to receive bilingual signage and bring that back to workshop with the local board. Should the local board have any preferences for specific sites that they would like considered to receive the new bilingual signage this should be advised to TKR staff as soon as possible.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	List of Tranche Three Sites for Naming	21
b ⇩	Auckland Council Signage	25

Ngā kaihaina

Signatories

Authors

Dawn Bardsley - Naming Lead

Authorisers

Anahera Higgins - Head of Māori Outcomes

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Waitākere Ranges Heritage Area Deed of Acknowledgement with Te Kawerau ā Maki: Agreement in principle on key elements

File No.: CP2024/18956

Te take mō te pūrongo

Purpose of the report

1. To seek agreement in principle on the key elements of a deed of acknowledgement (Deed) with Te Kawerau ā Maki under the Waitākere Ranges Heritage Area Act 2008 (the Act), and approval to conduct public engagement on those key elements.

Whakarāpopototanga matua

Executive summary

2. The Act provides for the Crown or Auckland Council to enter into Deeds with ‘tangata whenua’ of the Waitākere Ranges Heritage Area, who are specified in the Act as Te Kawerau ā Maki and Ngāti Whātua.

3. Te Kawerau ā Maki and Ngāti Whātua are each at different stages in the process to agree a Deed. It is proposed that Auckland Council proceed with agreeing in principle the key elements of a Deed for Te Kawerau ā Maki (who are furthest along the process), and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual Deeds.

4. The key objectives that Te Kawerau ā Maki want to achieve from a Deed are:

a) to participate in decision-making in relation to the Heritage Area (see section 33 of the Act in relation to council decision-making)

b) more effective implementation of the Act, including its objectives for integrated management and enhancing the values of the Heritage Area (section 8)

c) to elevate the national significance of the Heritage Area (section 7).

5. It is proposed that the key elements of the Deed involve the parties:

a) jointly developing a Heritage Area strategic plan

b) agreeing work programmes to implement the outcomes set out in the strategic plan

c) jointly monitoring the achievement of outcomes

d) implementing these above three initiatives through one of two mechanisms:

· Option 1 (recommended option): establish a joint committee with Te Kawerau ā Maki and the Crown, supported by the community. Subject to the progression of discussions with other tangata whenua, this option may need to provide for the later participation of those tangata whenua.

· Option 2: make improvements to existing structures/processes to facilitate Te Kawerau ā Maki participation.

6. It is proposed that public engagement would commence around February 2025 on the statutory requirement for a Deed and the key elements of the Deed that have been agreed in principle.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / agree in principle the following key elements of a deed of acknowledgment (Deed) under the Waitākere Ranges Heritage Area Act 2008 (the Act), to be entered into by Te Kawerau ā Maki, Auckland Council and the Crown (through the Department of Conservation):

i) an overarching strategic plan for the Heritage Area

ii) work programmes to achieve the outcomes set out in the strategic plan

iii) monitoring of the strategic plan outcomes, and

iv) a joint committee of council established to undertake the elements set out in recommendations a) i, ii and iii.

b) whakaae / approve staff to engage with the public, particularly key Waitākere Ranges stakeholder groups, on the key elements of the Deed agreed in principle under recommendation a), to inform future Auckland Council decisions on the Deed.

c) tuhi ā-taipitopito / note that discussions are continuing between Auckland Council, the Crown and Ngāti Whātua (also recognised as tangata whenua in the Act) on a Deed, and that the position of Ngāti Whātua to participate in the arrangements under this Deed will be preserved.

Horopaki

Context

7. The Act provides for the Crown or Auckland Council to enter into Deed(s) with ‘tangata whenua’ of the Waitākere Ranges Heritage Area, who are specified in the Act as Te Kawerau ā Maki and Ngāti Whātua.

8. The Deed(s) are to have two main components:

a) acknowledge the particular historical, traditional, cultural or spiritual relationships of Te Kawerau ā Maki and Ngāti Whātua with land in the Heritage Area (section 29(1)).

b) identify opportunities for Te Kawerau ā Maki to contribute to the management of that land (section 30(1)). This is the compnent on which this report will focus.

9. On 7 November 2024, at a confidential joint workshop, the Waitākere Ranges and Whau Local Boards discussed potential elements of the Deed. The same matter was discussed by the Policy & Planning Committee at a confidential workshop on 13 November.

Progress update

10. Tangata whenua are each at different stages in the process to complete a Deed:

a) Te Kawerau ā Maki presented a draft Deed to Auckland Council staff in November 2022. Staff have been working with Te Kawerau ā Maki to further understand their aspirations, explore the feasibility of the elements proposed in their draft Deed, and identify any other opportunities. Elected members have not made any decisions on the draft Deed.

b) The reference to ‘Ngāti Whātua’ in the Act encompasses different entities that were involved during the development of the Act. Ngāti Whātua Ōrākei has indicated their desire to participate, with Te Kawerau ā Maki to take a lead role. Ngā Maunga Whakahii o Kaipara Development Trust has also indicated their desire to participate. However, staff are waiting for the Trust’s governance mandate to be confirmed before progressing further in substantive discussions. Staff are continuing to follow up with Te Rūnanga o Ngāti Whātua, who have recently elected new trustees.

11. It has been 16 years since the Act (and the legislative commitment to enter into a Deed) came into force. Therefore, it is proposed that Auckland Council proceed with agreeing in principle the key elements of a Deed for Te Kawerau ā Maki, and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual Deeds.

Tātaritanga me ngā tohutohu

Analysis and advice

Key objectives sought by Kawerau ā Maki

12. The key objectives that Te Kawerau ā Maki want to achieve from a Deed are:

a) to participate in decision-making in relation to the Heritage Area (see section 33 of the Act in relation to council decision-making)

b) more effective implementation of the Act, including its objectives for integrated management and enhancing the values of the Heritage Area (section 8)

c) to elevate the national significance of the Heritage Area (section 7).

13. Section 29(5)(b) of the Act provides that the Deed(s) must identify the land to which it relates. Te Kawerau ā Maki have asked that their Deed apply to all lands within the Heritage Area that are owned in fee simple by Auckland Council or the Crown, and exclude water and private land. This scope is in accordance with section 29(4).

Key elements of a Deed with Te Kawerau ā Maki

14. Based on discussions with Te Kawerau ā Maki, it is proposed that the Deed focuses on how the parties will work together (principles, processes, quality and extent of engagement, etc) in key subject areas, rather than attempting to identify a definitive list of opportunities. This is because projects, workstreams and issues can change over time, and the Deed needs to be enduring.

15. From May to June 2024, staff took stock of the workstreams within the Heritage Area in which Te Kawerau ā Maki (and Ngāti Whātua) are currently engaged or have aspirations. Building on that stocktake, staff and Te Kawerau ā Maki have identified the key areas in which Te Kawerau ā Maki wish to contribute to decision-making in the Heritage Area:

a) Planning, monitoring and reporting — the Act requires a five-yearly monitoring report on the Heritage Area. There are various planning instruments and strategies that apply to the Heritage Area, but none that are specific to the whole Heritage Area.

b) Natural environment — the Act requires heritage features to be protected. The ecological health of the Heritage Area is currently facing threats from kauri dieback disease, climate change, fragmentation, pest plants and pest animals. In response to kauri dieback disease, Te Kawerau ā Maki, Auckland Council and the Crown have implemented various initiatives to restrict disease spread and enable safe access.

c) Maintenance and land management — the public lands and assets in the Heritage Area are managed and maintained through capital and operational work programmes, consent applications, reserve management plans, the Regional Park Management Plan, occupancy agreements, concessions, permits, etc.

d) Cultural heritage — the heritage features enshrined in the Act include the relationship of tangata whenua with the Heritage Area. The Auckland Plan 2050 recognises that a thriving Māori identity is Auckland’s point of difference in the world.

16. To focus on how these opportunities might be progressed, and as key elements to the Deed, it is proposed that Te Kawerau ā Maki, Auckland Council and the Crown could:

a) jointly develop an overarching non-statutory strategic plan for the Heritage Area. The plan would bring together all the current strategy and planning instruments that apply wholly or in part to the Heritage Area, but consider the specific circumstances of the Heritage Area (for example, the legislative objectives for management). The plan would set out the desired outcomes for the Heritage Area, guide decision-making on public lands and support integrated management in accordance with the Act.

b) agree work programmes to implement the outcomes set out in the strategic plan

c) jointly monitor the achievement of the outcomes set out in the strategic plan.

17. Two options are proposed for how to implement this approach, noting the Act is silent on the mechanism by which to enable tangata whenua participation:

a) Option 1: establish a new joint committee with Te Kawerau ā Maki and the Crown (recommended option)

b) Option 2: make improvements to existing structures/processes.

18. Staff do not consider there to be a feasible third option of maintaining the status quo, which would be to develop the strategic plan, work programmes and joint monitoring with no changes to the current way in which Auckland Council and the Crown engage with Te Kawerau ā Maki. This is because Te Kawerau ā Maki, as the other party to the Deed, will not agree to a status quo option. If the proposed approach is to be effective and set up to succeed, there must be sufficient support for the parties’ capacities and ways of working together.

Option 1: Establish joint committee with Te Kawerau ā Maki and the Department of Conservation (recommended option)

19. The Deed could establish a joint committee of council under the Local Government Act 2002 that brings together Te Kawerau ā Maki, Auckland Council and the Crown, for the purpose of achieving the three elements set out in paragraph 0. This is the preferred option of Te Kawerau ā Maki. Staff consider that this option is the most effective means to achieve the proposed Deed objectives.

Potential membership and roles of parties

20. To represent the Treaty relationship that underpins the statutory obligation for a Deed, it is proposed that the joint body would have an equal number of appointees from tangata whenua and from Auckland Council/the Crown (i.e. appointed representatives from the local board(s), Governing Body and the Department of Conservation (DOC)). Having tangata whenua, Auckland Council and the Crown together can better promote the legislative objective of integrated management across the different landowners.

21. If, due to the current readiness of other tangata whenua to participate, a joint body is established with only Te Kawerau ā Maki at this stage, the terms of reference for the joint body could provide for Ngāti Whātua to join at a later point in time.

22. The community could contribute to the joint body through, for example, attending open meetings, raising issues for consideration, providing feedback or supporting the delivery of activities. In addition, they will continue to be represented on the joint body by the appointed representatives of the local boards and the Governing Body. It is, however, anticipated that the proposed engagement with key stakeholders may result in other alternatives being put forward for community involvement.

Potential responsibilities and functions of the joint body

23. Geographically, the joint body’s mandate would be restricted to matters that either occur within the Heritage Area or have an impact on the Heritage Area.

24. The key functions for the joint body could be as described in paragraph 0: to develop an overarching strategic plan for the Heritage Area and associated work programmes, and monitor the achievement of outcomes. The following are options for potential responsibilities that could be held by the joint body, to be finalised after public engagement, further negotiations with tangata whenua and final decisions by decision-makers.:

a) Coordination — the joint body could bring together and organise the various parties and stakeholders (e.g. tangata whenua, Auckland Council, central government, community) who conduct activities in the Heritage Area. This can improve communication, increase collaboration and reduce duplication.

b) Outcomes oversight — the joint body could monitor the achievement of outcomes set out in a strategic plan, and receive reports on work across all public lands in the Heritage Area.

c) Advocacy/advisory — having an overview of all Heritage Area activities means the joint body will have the most comprehensive information with which to make recommendations to decision-makers and advocate for the interests of the Heritage Area. The joint body’s advice can also coordinate input from tangata whenua and the community, to allow for more informed decision-making.

d) Decision-making — in addition to an advisory role, and/or alternatively, the Governing Body, local boards and/or the Crown could delegate some decision-making powers on specific matters to the joint body.

Potential legal structure

25. Te Kawerau ā Maki would prefer that the joint body be established by Parliament through legislation as a statutory entity. Examples of existing statutory entities include the Tūpuna Maunga o Tāmaki Makaurau Authority and the Hauraki Gulf Forum. Te Kawerau ā Maki consider that this legal structure would give the joint body more mana (standing) due to having proposed permanent status under legislation.

26. However, and irrespective of Auckland Council decisions on this option, it is likely to be complex to progress a parliamentary amendment to the Act or to introduce a new bill to establish a statutory entity. Therefore, staff recommend that the joint body be established as a joint committee of council under the Local Government Act with another public body (being the Department of Conservation). An existing example to which Auckland Council is a party is the Kaipara Moana Remediation joint committee.

Option 2: Improve existing structures/processes

27. Alternatively, Te Kawerau ā Maki, Auckland Council and the Crown could still develop an overarching strategic plan and work programme and monitor the achievement of outcomes as described in paragraph 0 through mechanisms such as:

a) establishing a Heritage Area Coordinator role within Auckland Council and/or the Crown to have oversight of activities occurring within the Heritage Area and coordinate Te Kawerau ā Maki involvement.

b) providing funding for Te Kawerau ā Maki to establish an Auckland Council and/or Crown liaison officer, to streamline all engagements with Te Kawerau ā Maki specifically on Heritage Area matters.

28. This approach has the benefit of being easier and less resource-intensive to set up than a joint body. However, staff consider that Te Kawerau ā Maki is less likely to agree to this option because it may be less effective in achieving the objectives of the Act.

Public engagement

29. Given the community, particularly key stakeholders groups, play a valuable role in protecting and enhancing the Heritage Area, it is important that they understand and can contribute to the Deed process and the mechanisms that will arise from the Deed.

30. A draft communications plan for the Deed is being developed.

31. It is proposed that public engagement would commence around February 2025, including online materials, in-person meetings and targeted engagements with community groups that have particular interests in the Heritage Area. The purpose of the engagement would be to:

a) inform the community that tangata whenua, Auckland Council and the Crown are working together on the Deed for the benefit of the Heritage Area in accordance with our legal obligations

b) clarify what the Deed is, in accordance with the Act

c) understand their views and preferences on the option that decision-makers have agreed to in principle. This engagement would help inform future decisions on the Deed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan recognises that the wellbeing of Tāmaki Makaurau is dependent on the relationships between nature, people and place, and that iwi/hapū have a role in exercising their kaitiakitanga and manaakitanga responsibilities.

33. Greater involvement from tangata whenua in managing the Heritage Area will likely result in better climate outcomes for the Heritage Area. Te Kawerau ā Maki is already active in bringing their valuable mātauranga Māori and tikanga Māori in caring for the Heritage Area. The Deed would support those efforts to exercise kaitiakitanga for the benefit of the natural environment, which is an indicator of Kia Ora Te Taiao.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. While Ngā Mātārae has been leading the work to agree the Deeds, the implementation will sit largely with other parts of the Council Group, including:

a) the Policy, Planning and Governance directorate, who will lead the work to develop a Heritage Area strategic plan on the Auckland Council side. The Planning and Resource Consents team consider that the strategic plan will be fill a gap currently left by existing planning instruments and provide useful long-term direction for both staff and community groups in organising their activities in the Heritage Area.

b) the Environmental Services department, who already work with and are committed to further supporting Te Kawerau ā Maki on natural environment matters in the Heritage Area. Environmental Services also supports the advice set out in this report.

c) the Parks and Community Facilities department. The Regional Operations team manages the Waitākere Ranges Regional Park and the Area Operations team manage the local parks within the Heritage Area. Both support the advice set out in this report. If a joint body is agreed, Te Waka Tai-ranga-whenua (the specialist unit that supports the co-governance and co-management units to which Auckland Council is a party) can support its establishment and administration.

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

Local impacts and local board views

35. Staff consider that the Deed, and in particular the recommended option of a new joint body, would be beneficial for the local communities that have interests in the Heritage Area. Currently, the community must navigate the various organisations that own the public lands in the Heritage Area. The Deed is an opportunity for the community to work across silos, contribute to public decision-making and gain more clarity on the future of the Heritage Area.

36. The Heritage Area sits mainly within the area of the Waitākere Ranges Local Board, which aimed to progress the Deeds in its Local Board Plan 2023. The Heritage Area also sits partially within the areas of the Whau and Rodney Local Boards.

37. On 4 December 2024, staff presented these key elements to the Whau Local Board for agreement in principle. Their decision will be tabled at this meeting.

38. On 10 December 2024, staff will also present these key elements to the Policy & Planning Committee for agreement in principle. On 11 December 2024, staff will update and seek a decision from the Rodney Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities Te Tiriti o Waitangi-derived responsibilities and its broader obligations to Māori. These obligations and commitments are articulated in legislation, including the Local Government Act, and in Auckland Council’s key strategic documents, including the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan and the Kia Ora Tāmaki Makaurau performance management framework.

40. The Heritage Area is a taonga for tangata whenua and Tāmaki Makaurau, who already work together at various levels for the benefit of the Heritage Area. The recommended joint body option is an opportunity to formalise and strengthen this relationship.

Ngā ritenga ā-pūtea

Financial implications

41. The resources required to implement the Deed will depend on the agreed elements of the Deed, including whether it includes:

a) development of a Heritage Area strategic plan

b) development of work programmes based on the strategic plan

c) establishment of either a joint body (option 1) or other mechanism such as a coordinator/liaison role (option 2), and supporting their continued operation.

42. To resource these items, it is proposed that the following avenues are explored:

a) current funding and resources within Auckland Council e.g. specialist staff.

b) local board funding

c) future Annual Plan budget bids

d) DOC resources, specifically human resource and an amount of operating expense that supports DOC’s land ownership and ongoing Treaty obligations. DOC has indicated that, while it currently has limited financial ability to resource the Deed as a unique piece of work, it is keen to support the aspirations of all iwi with interests in the Heritage Area.

43. There will also be costs to deliver the work programmes that are proposed to be agreed under the Deed. On the Auckland Council side, this work can bring together parts of the regional work programmes and the Waitākere Ranges Local Board’s local work programme, which currently fund activities in the Heritage Area.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. If decision-makers decide to pursue option 1 (new joint body), there is a risk that the expectations placed on the joint body may outweigh the resources available to support its operation. This risk can be mitigated by careful planning to focus only on initiatives that it can realistically deliver. The first years of operation can inform a business case for future funding.

45. If decision-makers decide to pursue option 2 (improvements to existing systems), there is a risk that Te Kawerau ā Maki may refuse to agree to the Deed as proposed, or that the improvements do not provide enough support for parties to undertake the planned activities. This risk can be mitigated by facilitating direct conversations between elected members and Te Kawerau ā Maki to consider alternative options.

Ngā koringa ā-muri

Next steps

46. If all decision-makers (the three local boards and the committee) agree in principle to key elements of a Deed and approve the proposed public engagement, staff will prepare to commence engaging with the public in February 2025.

47. After public engagement, staff will report back on the engagement to the decision-makers.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Michelle Chen - Principal Advisor - Practice

Authorisers

Adam Milina - Local Area Manager

Nicholas Turoa - Tumuaki Huanga Māori

Waitākere Ranges Local Board

05 December 2024

Adoption of the Waitākere Ranges Local Board Emergency Readiness and Response Plan

File No.: CP2024/16828

Te take mō te pūrongo

Purpose of the report

1. To whai / adopt the Waitākere Ranges Local Board Emergency Readiness and Response Plan (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Waitākere Ranges Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Local Board Plan 2023 objective: “To enhance the health, wellbeing and resilience of local communities.”

3. The development of the Waitākere Ranges ER&R Plan is a key initiative identified in the Auckland Emergency Management Group Plan 2024-2019. Group Plan Initiative #16 is to “work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency.”

4. The Waitākere Ranges 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 February 2025. The public launch will include promoting the plans in traditional media, on social media platforms and in hard copy.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

b) tautapa / delegate to the Waitākere Ranges 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 Waitākere Ranges ER&R Plan contributes to the delivery of the Local Board Plan 2023 objective: “To enhance the health, wellbeing and resilience of local communities.”

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 Waitākere Ranges Local Board over the course of 2024.

9. The ER&R Plan has been developed through three workshops with the Waitākere Ranges Local Board, which covered the following topics:

· Workshop one (14 March 2024): The concept of the ER&R Plan was introduced, Local Board Emergency Readiness and Response Leads were nominated and the process to develop the ER&R Plan agreed. The Waitākere Ranges ER&R Plan Working Group was established and included the nominated Local Board Emergency Readiness and Response Leads, the Auckland Emergency Management Senior Community Planning and Readiness Advisor, Community Wellbeing Advisor (formerly Connected Communities) and local board services kaimahi. The ER&R Plan Working Group met throughout the development of the ER&R Plan and between workshops one, two and three.

· Workshop two (6 June 2024): The draft ER&R Plan template was presented, following input from the nominated ER&R Plan Working Group. Discussion focused on identifying and/or confirming hazards specific to the Waitākere Ranges 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 (3 October 2024): Feedback from targeted stakeholder consultation was reviewed and the text of final draft ER&R Plan presented. The design proof from the pilot local board (Devonport-Takapuna) was shared and agreement sought on launch and testing activities.

10. In addition to input from the 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. Community Emergency Hubs and 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 20 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 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 Local Board and Local Board ER&R Plan Working Group feedback

13. Feedback received at the local board workshops and from the ER&R Plan Working Group included the following. To:

· provide a full list of Civil Defence Centres and Community Emergency Hubs in the front pull out section of the ER&R plan

· identify community groups and organisations to be approached in the future to discuss their interest in being a potential Community Emergency Hub

· work closely with community resilience groups as they get established and provide required support

· update the ER&R Plan to include 2023 census data

· add all accident and urgent care clinics in West Auckland, noting there are none in the Waitakere Ranges local board area

· ensure the plan caters for both urban and rural/coastal residents.

14. The working group discussed ensuring the plan was accessible, given the diversity of the area, with easy to interpret visuals and graphics. It was also requested the Make a Plan template be added to the front pull out section as this was considered to be an important call to action. Further feedback received was on the future engagement of Auckland Emergency Management with community groups, specifically the need to support the ongoing capability and development of groups so that they are able to step-up to be Community Emergency Hubs in the future.

15. Civil Defence Centre information has been gathered regarding current and possible future locations within the Waitākere Ranges local board area. This information will be fed into the wider review of Civil Defence Centres currently underway by Auckland Emergency Management, to build better response capacity for the community.

Summary of community feedback

16. Auckland Emergency Management staff engaged with key community groups who have an interest in emergency readiness and response, as recommended at local board workshop two. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the community. The engagement process included community group presentations, opportunities for individual email feedback and face-to-face meetings. Out of the following 18 identified groups, ten provided feedback (as indicated by the ‘asterix *’ below):

· Anawhata Resilience Planning Group*

· Community Waitākere*

· Cornwallis Resilience Group

· Henderson Valley Residents Association

· Hoani Waititi Marae*

· Kia kaha Karekare

· Laingholm Community Resilience Group

· Oratia Resilience Group*

· Piha Ratepayers & Residents Association

· Resilient Karekare Network*

· STAR (Stickered Titirangi Area Residents) group*

· Te Henga Emergency Resilience Group*

· Te Kawerau ā Maki*

· Te Whānau o Waipareira*

· Titirangi House*

· Vision West

· Waiatarua Resilience Group

· Waiatarua/Oratia/Henderson Valley Community Patrol

17. Feedback received from the community groups was very positive, aligning well with the emergency readiness initiatives they are pursuing. Key feedback points included:

· adding Titirangi Community House as a Community Emergency Hub

· removing identified Community Emergency Hubs for some coastal communities as learnings from past emergency events have required Community Resilience Groups to be agile dependent on the size, nature and location of the disaster

· comments such as:

“Thanks for this, looks like a great resource you are putting together”

“This will be a great resource to use within our communities.”

18. As a result of the feedback received, the ER&R Plan has been updated to reflect changes to Community Emergency Hub locations and include the Titirangi Community House.

Feedback from council’s demographic panels

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

· communication of the plan post-adoption

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

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

· the plans being condensed

· including advice for apartment dwellers

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

20. Particular attention has been given to making the ER&R Plans representative of Auckland’s diverse communities as a result of the feedback received. 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 to the ER&R Plan Auckland Emergency Management is developing guidance for apartment dwellers and will build inclusiveness into future community emergency hub guidance documentation.

Launch strategy for the ER&R Plan

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

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

Update process for the ER&R Plan

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

30. The ER&R Plan contributes to the delivery of the Waitākere Ranges Local Board Plan 2023 objective “To enhance the health, wellbeing and resilience of local communities”. The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

36. During the North Island severe weather events of 2023, 13 marae were actively involved in the response, feeding, sheltering and comforting people who had been displaced by the event. Of those 13, eight have already become part of Auckland Emergency Management’s Whakaoranga Marae Whakaoranga Whānau Programme, which supports marae emergency readiness. These marae are listed in the ER&R Plans as places where people can turn to for support in an emergency, along with other marae who have indicated they have the resource to offer similar support in the future. Auckland Emergency Management 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.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. Key risks to the implementation of the Waitākere Ranges 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 the Auckland Emergency Management emergency response personnel are stood down.

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waitākere Ranges Local Board Emergency Readiness and Response Plan	45
b ⇩	Launch Strategy for the Local Board Emergency Readiness and Response Plan	79

Ngā kaihaina

Signatories

Authors

Bex Ah Fook - Relationship Manager Community and Social Innovation

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Waitākere Ranges Local Board

05 December 2024

Waitākere Ranges Quick Response Round One 2024/2025 Grant Allocations

File No.: CP2024/16320

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Waitākere Ranges Quick Response Grants Round One 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Waitākere Ranges Local Board adopted the Waitākere Ranges Local Grants Programme 2024/2025 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

3. This report presents applications received in the Waitākere Ranges Quick Response Round One 2024/2025 (Attachment B).

4. The Waitākere Ranges Local Board has a total community grants budget of $75,143 for the 2024/2025 financial year.

5. At the September business meeting, $30,222.62 was allocated to Local Grants Round One, leaving $44,920.38 to be allocated to two Quick Response Rounds and one Local Grant Round.

6. Twenty-one applications were received for Waitākere Ranges Quick Response Grants Round One, requesting $30,064.04.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / agree to fund, part-fund, or decline each application in the Waitākere Ranges Quick Response Grants Round One 2024/2025, listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2519-101	Milan Borich T/A Lucid Jiu Jitsu & Self Defence	Sport and recreation	Towards venue hire for Lucid Jiu Jitsu & Self Defence Classes from 3 December 2024 to 25 March 2025	$1,000.00	Eligible
QR2519-102	Huia Settlers Museum Trust	Community	Towards costs of the new reprint of the brochure, a new printer, and costs for Armistice Day annual event from 1 December 2024 to 31 January 2025	$1,457.50	Eligible
QR2519-103	Re-Creators Charitable Trust	Community	Towards rent, volunteer management, materials, marketing and corrections supervision from 1 December 2024 to 28 February 2025	$1,500.00	Eligible
QR2519-109	Royal Forest And Bird Protection Society	Community	Towards catering for Ark in the Park - 2024 Volunteer Celebration on 7 December 2024	$1,500.00	Eligible
QR2519-110	Youthline Auckland Charitable Trust	Community	Towards contribution of annual costs to supervise and train volunteers for Youthline Helpline Support for Waitākere Ranges Youth from 1 January 2025 to 1 January 2026	$1,400.00	Eligible
QR2519-113	Henderson Valley School Board of Trustees	Environment	Toward Traps, bait and gloves from 16 December 2024 to 15 December 2025	$240.00	Eligible
QR2519-114	Titirangi Community Arts Council Incorporated	Community	Towards venue hire, catering, marketing and promotion, film rights and projection for New Year at Lopdell House on 31 December 2024	$1,380.00	Eligible
QR2519-116	Bishop Stream Neighbourhood Garden	Community	Towards concrete paving stones, timber framing, scoria and posts for Bishop Stream Neighbourhood Garden project from 7 December 2024 to 22 February 2025	$933.54	Eligible
QR2519-117	Imagen8 Limited	Community	Towards the salary of the photographer teacher for workshops from 31 January 2025 to 31 December 2025	$1,500.00	Eligible
QR2519-118	Ms R N Heimann	Arts and culture	Towards exhibition panels and plinths from 7 March 2025 to 9 March 2025	$1,000.00	Eligible
QR2519-119	United North Piha Lifeguard Service Inc	Sport and recreation	Towards Laerdal Little Family QCPR Manikins for United North Piha surf lifesaving club from 2 December 2024 to 28 February 2025	$1,500.00	Eligible
QR2519-120	Glen Eden Tennis Club	Sport and recreation	Towards IP3 Security Keys, Tennis Balls, Court three net and Wilson US Open 4 Ball Carton from 1 December 2024 to 31 March 2025	$1,500.00	Eligible
QR2519-121	Momentum Charitable Trust	Community	Towards facilitated fees for one-day life and financial skills programmes at Henderson Probation Centre from 2 December 2024 to 31 December 2024	$1,695.00	Eligible
QR2519-122	Glen Eden Community Protection Society Incorporated	Community	Towards 6 months photocopying costs from 1 January 2025 to 30 June 2025	$1,500.00	Eligible
QR2519-123	Life Education Trust Auckland West	Community	Towards school visit cost with mobile classroom for Sponsoring Harold the Giraffe Visit to West Auckland schools project from 3 February 2025 to 31 October 2025	$1,500.00	Eligible
QR2519-124	Warriors Community Foundation	Community	Towards activators wages to deliver programmes in Waitakere Ranges Schools from 1 February 2025 to 31 July 2025	$2,000.00	Eligible
QR2519-125	Te Kura O Hoani Waititi	Arts and culture	Towards stage and audio equipment from 14 November 2024 to 16 November 2024	$1,500.00	Eligible
QR2519-126	Crescendo Entertainment Group Limited	Arts and culture	Towards admin/project management, marketing & social media costs, 2 x facilitators wages and venue hire for Make a Podcast Workshop from 20 January 2025 to 21 January 2025	$1,390.00	Eligible
QR2519-127	Sustain and Enable Limited	Community	Towards workshop costs, promotion and marketing cost, venue hire and refreshments, travel expenses, accountability report and energy efficiency devices for Hapori Awheawhe Pūngao (Community Energy Education Workshops) from 6 January 2025 to 2 February 2026	$3,068.00	Eligible
QR2519-129	Mr H J Nathan and Ms S Bryant	Arts and culture	Towards audio podcast for the The Mindful Māoris from 10 January 2025 to 4 April 2025	$1,000.00	Eligible
QR2519-130	Matuku Reserve Trust	Environment	Towards coordinator wages form 2 December 2024 to 1 December 2025	$1,500.00	Eligible
Total				$30,064.04

Horopaki

Context

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Waitākere Ranges Local Board adopted the Waitākere Ranges Local Grants Programme 2024/2025 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

18. The board is requested to note that section 50 of the Community Grants Policy states:
“We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

19. A summary of each application received through 2024/2025 Waitākere Ranges Quick Response Grants Round One is provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21. The Waitākere Ranges local board adopted the Waitākere Ranges Local Grants Programme 2024/2025 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the Board.

22. This report presents applications received in the Waitākere Ranges Quick Response Round One 2024/2025 (Attachment B).

23. The Waitākere Ranges Local Board has a total community grants budget of $75,143 for the 2024/2025 financial year.

24. At the September business meeting, $30,222.62 was allocated to Local Grants Round One, leaving $44,920.38 to be allocated to two Quick Response Rounds and one Local Grant Round.

25. Twenty-one applications were received for Waitākere Ranges Quick Response Grants Round One, requesting $30,064.04.

26. Appropriate staff have been consulted on this funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Following the Waitākere Ranges Local Board allocating funding for this round, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waitākere Ranges Local Board Grants Programme 2024/2025	87
b ⇩	Waitākere Ranges Quick Response Round One Application Summary 2024/2025	93

Ngā kaihaina

Signatories

Authors

Bilin He - Grant Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19185

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 Waitākere Ranges Local Board:

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

b) tautapa / delegate authority to the local board Chair to approve any changes required to finalise the local consultation document and supporting information content for the Waitākere Ranges 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) Have Your Say Community Hui, Thursday, 20 March 2025, 6pm – 8pm, Glen Eden Primary School, 3 Glenview Road, Glen Eden.

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

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

i) local board members and Chair

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

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

Horopaki

Context

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

17. The Have Your Say event recommended to be held in the Waitākere Ranges Local Board Local Board area is:

· Have Your Say Community Hui, Thursday, 20 March 2025, 6pm – 8pm, Glen Eden Primary School, 3 Glenview Road, Glen Eden.

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 ⇩	Waitākere Ranges Local Board Consultation Document content	201
b ⇩	Waitākere Ranges Local Board Supporting Information content	203

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Auckland Transport Kōkiri / Local Board Transport Capital Fund - Waitakere Ranges 2024

File No.: CP2024/18957

Te take mō te pūrongo

Purpose of the report

1. This report’s purpose is to make decisions about allocation of the Waitākere Ranges Local Board’s Transport Capital Fund.

Whakarāpopototanga matua

Executive summary

2. The report requests three decisions about allocation of the Waitākere Ranges Local Board’s Transport Capital Fund, that are listed as follows:

a) Direction about the Glen Eden Town Centre: Verdale Circle to Glendale Road Walkway project.

b) Approving the release of additional funding to complete the Glenmall Place Footpath upgrade project.

c) Authorisation of additional funds for the South Titirangi Road intersection pedestrian improvements.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / approve to proceed or not to proceed with the Glen Eden Town Centre: Verdale Circle to Glendale Road Walkway project and reallocate the $443,632 back into the Waitākere Ranges Local Board Transport Capital Fund pool for further allocation if the project does not proceed.

b) whakaae / approve the allocation of an additional $130,000 from the Waitākere Ranges Local Board’s transport capital fund for the completion of the Glenmall Place footpath upgrade.

c) whakaae / approve the allocation of an additional $6,612 from the Waitākere Ranges Local Board’s transport capital fund to cover the shortfall for the South Titirangi Road intersection pedestrian improvements.

Horopaki

Context

3. Auckland Transport manages the Local Board Transport Capital Fund on behalf of the Waitākere Ranges Local Board, providing quality advice to support local board decision-making.

4. At the 26 October 2023 business meeting, WTK/2023/135 the local board approved allocation of the Local Board Transport Capital Fund towards a range of projects that are listed below.

d) $124,000 to the South Titirangi Road Intersection project for construction

e) $450,000 to the Glen Eden Town Centre: Verdale Circle to Glendale Road Walkway project for design and construction

f) $350,000 to Glenmall Place footpath upgrade.

g) note that it has a further $34,327 of the Local Board Transport Capital Fund to be allocated.

5. Auckland Transport manages this programme of work and regularly reports progress to Waitākere Ranges Local Board.

6. When required Auckland Transport reports to the Waitākere Ranges Local Board’s workshops to discuss projects and keep the local board informed.

7. On 21 November 2024, a progress update was provided and at this workshop, a cost estimate for extending the footpath to the end of the north-eastern side of Glenmall Place, towards Captain Scott Road, was presented. The local board indicated they would like to allocate extra funds to complete this new section of footpath.

8. At another workshop in September, Auckland Transport reported and discussed an administrative error regarding the South Titirangi Road Intersection Pedestrian Improvements Project that means the project will cost more to complete.

9. This report provides information and analysis about the programme so that the Waitākere Ranges Local Board can make decisions to address these issues and opportunities.

Tātaritanga me ngā tohutohu

Analysis and advice

Glendale Road and Glenmall Place Footpath Upgrade Project

10. Auckland Transport presented a concept plan detailing the costs and specifics of upgrading the footpath on Glendale Road (northern footpath up to #52) and the paved sections on Glenmall Place. This plan is based on Auckland Transport’s investigation and considerations of a range of options that aim to meet the local board’s objective to improve pedestrian access and safety along Glendale Road and Glenmall Place.

11. After meeting with the local board. Auckland Transport discussed the proposal with the Glen Eden Business Association and other internal key stakeholders. The Glen Eden Business Association and key stakeholders supported the proposal.

12. Below is a map of the local board’s footpath upgrade original scope:

13. At a workshop in July 2024, the local board indicated their preference to extend the footpath to the end of the north-eastern side of Glenmall Place, towards Captain Scott Road.

14. An indicative cost was provided by Auckland Transport staff at the July workshop. Auckland Transport stated that it would confirm that cost once the detailed design was completed in November 2024.

15. The map below includes purple shading to indicate the proposed extension area requested.

Aerial view of a building

Description automatically generated

16. At the workshop on the 21 November 2024, Auckland Transport presented three options to the local board to consider following the request for the extension:

a) Option 1: Original scope of works presented in July 2024, excluding the asphalt footpath area in front of the local board office as it is in good condition. This can be delivered within the allocated budget of $350,000.

b) Option 2: Original scope of works presented in July 2024, aiming to deliver within the allocated budget of $350,000.

c) Option 3: Auckland Transport confirms that the requested additional scope of works on the northeastern footpath on Glenmall Place (towards Captain Scott Road) and the asphalt footpath area in front of the local board office are in good condition. However, if the local board wishes to proceed with this option, it will require an additional budget of $130,000 to be approved.

17. The local board gave an indication it would like to proceed with the new section of footpath. Therefore, Auckland Transport recommends the local board approve allocation of $130,000 from the Local Board Transport Capital Fund, a sum that will deliver the extra-section of footpath.

South Titirangi Road intersection Pedestrian Improvements Project

18. Auckland Transport recommends the local board to approve an additional amount of $6,612 for the South Titirangi Road intersection pedestrian improvements project. The additional budget is required because of an internal administrative error.

19. The local board was informed at the workshop held on 12 September 2024 verbally about the error and the additional amount required and this was also confirmed in writing in the September Auckland Transport Update report.

20. The original estimated cost was $124,000, and the additional $6,612 will take the total cost to $130,612.

Verdale Circle to Glendale Walkway Project

21. The Waitākere Ranges Local Board authorised $450,000 for design and construction of this project on 26 October 2023. See Resolution Number WTK/2023/135O.

22. On 7 December 2023, Waitākere Ranges Local Board passed ‘notice of motion’ stopping the Verdale Circle to Glendale Road Walkway Project while the Local Board engages with the local community and initiate discussions with property owners adjacent to 300 West Coast Road, specifically exploring the possibility of enhancing pedestrian access to Glen Mall Place. See Resolution Number WTK/2023/174.

23. Now that this work is finished, Auckland Transport (AT) request the local board to make a decision about whether to proceed with or withdraw the Verdale Circle to Glendale Road Walkway Project. If the local board withdraws the project, $443,632 will be returned to the Waitākere Ranges Local Board Transport Capital Fund pool for reallocation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. Auckland Council has declared a climate emergency and has developed Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

25. Passenger transport related projects will contribute to AT’s climate change objectives.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Any engagement required with other parts of the council group will be carried out on an individual-project basis.

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

Local impacts and local board views

27. The Waitākere Ranges local board discussed the three requests in this report at the workshop on the 21 November 2024.

Tauākī whakaaweawe Māori

Māori impact statement

28. The actions being considered do not have specific impacts on Māori. Both AT and council are committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua tribes 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 AT website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about.

29. Any AT project that requires consultation with iwi will include that activity within its project plan.

Ngā ritenga ā-pūtea

Financial implications

30. This report requires consideration of a significant financial commitment by the Waitākere Ranges Local Board.

31. The costs calculated above are based on confirmed costs and require a decision by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. There is a risk that some projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out.

33. As resources and budgets are constrained, delaying decision making means that there is less time for planning for the investigation, design, and subsequent delivery of the projects that the local board wishes to progress. Timely decision making will provide the best opportunity for these projects to be delivered in the current political term.

34. There is a risk that the local board approve projects that are not supported by Auckland Transport for delivery. If budget allocations are made to these projects; the allocated Local Board Transport Capital Fund will remain unspent due to technical infeasibility and the lack of ability from Auckland Transport to deliver. To mitigate this risk Auckland Transport recommended that the local board only consider projects that are feasible and recommended to be delivered.

Ngā koringa ā-muri

Next steps

35. Auckland Transport will take note of the local board’s confirmed projects and continue to work towards public consultation and delivery.

36. Throughout the process, Auckland Transport will keep the local board updated and when a decision is required, a report will be made to a public meeting so the local board can consider it and decide on next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Owena Schuster -Elected Member Relationship Partner, Auckland Transport

Authorisers

John Gillespie, Head of Stakeholder and Elected Member Relationships, Auckland Transport

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - December 2024

File No.: CP2024/18259

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitakere Ranges Local Board:

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

Horopaki

Context

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Schedule of Kōkiri Agreement updates	219
b ⇩	Attachment B – Road maintenance activities	225

Ngā kaihaina

Signatories

Authors

Owena Schuster - Elected Member Relationship Partner, Auckland Transport

Authorisers

John Gillespie, Head of Stakeholder and Elected Member Relationships, Auckland Transport

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Approval for a new road name at 48 O'Neills Road, Swanson.

File No.: CP2024/17616

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitākere Ranges Local Board to name a new public road, created by way of a subdivision development at 48 O’Neills Road, Swanson.

Whakarāpopototanga matua

Executive summary

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

3. On behalf of the developer and applicant, Surveyworx has proposed the names presented below for consideration by the local board.

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

5. The proposed names for the new public road at 48 O’Neills Road are:

· Hiwi Lane (applicant’s preference)

· Parehua Lane (alternative)

· Taupae Lane (alternative).

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / approve the name ‘Hiwi Lane’ for the new public road created by way of subdivision at 48 O’Neills Road, Swanson, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent reference BUN30572538, SUB60039275/SUB-2016-972 and RDN90106346).

Horopaki

Context

6. Resource consent reference BUN30572538 was issued in September 2016 for the construction of 24 new residential freehold units, subdivision and one public road. The development will be carried out over two stages.

7. A site plan and location map of the development can be found in Attachments A and B to the agenda report.

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

9. Therefore, in this development, the new public road requires a road name. This can be seen in Attachment A, where the road that requires a name is highlighted in yellow.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

12. Theme: The applicant has chosen the proposed names to reflect the local area of Swanson being located near the foothills of the Waitakere Ranges.

Proposed name	Meaning (as described by applicant)
Hiwi Lane (applicant’s preference)	Te Reo Māori word meaning ridge (of hill).
Parehua Lane (alternative)	Te Reo Māori word meaning ridge, terrace (landform).
Taupae Lane (alternative)	Te Reo Māori word meaning ridge (of a hill or mountain range).

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

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

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

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

It was noted that six existing neighbouring properties share the accessway with the subject site through a legal right of way easement. These properties are currently addressed off O’Neills Road. However, as a result of the subdivision and the vesting and naming of the public road, the addresses of these properties will change. In this regard the owners of all six affected properties (46, 46A, 48A-48D O’Neills Road) have been contacted by the applicant and given their consent for the proposed road name.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

21. On 26 September mana whenua were contacted by Council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua o Kaipara

· Ngāti Whātua Ōrākei

· Te Ākitai Waiohua

· Te Kawerau ā Maki

· Te Rūnanga o Ngāti Whātua

· Waikato-Tainui.

22. By the close of the consultation period no responses had been received.

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	48 O'Neills Road Site Plan	231
b ⇩	48 O'Neills Road Location Map	233

Ngā kaihaina

Signatories

Authors

Dale Rewa - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Proposed new lease to the Laingholm and District Citizens Association Incorporated, located at Laingholm Hall Reserve, 69 Victory Road, Laingholm

File No.: CP2024/16235

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitākere Ranges Local Board to grant a new community lease to the Laingholm and District Citizens Association (1998) Incorporated for the Laingholm Village Hall located at 69 Victory Road, Laingholm Hall Reserve.

Whakarāpopototanga matua

Executive summary

2. The Laingholm and District Citizens Association (1998) Incorporated (the group) seeks a new community lease to continue occupation and operation from the council-owned Laingholm Village Hall located at 69 Victory Road, Laingholm Hall Reserve.

3. The group currently holds the lease on the ground which will reach final expiry on 30 November 2024.

4. The progression of a new lease was identified and approved by the Waitākere Ranges Local Board as part of the Community Facilities: Community Leases Work Programme 2024-2025 at its 27 June 2024 local board meeting (resolution WTK/2024/92).

5. The group supports the community by making the space available for private events such as gatherings, meetings, celebrations, talks, classes and small concerts and films. The group also provides shelter and amenities during national emergencies. These activities align with Waitākere Ranges Local Board Plan 2023:

· Our People – Our distinctive and diverse communities are thriving, resilient and adaptable. People are connected, feel a sense of belonging, and work together to support wellbeing.

· Our Places – We have thriving town and village centres, connected by a reliable, resilient and sustainable transport network.

· Our Community – Parks, facilities and services are accessible and meet the needs of our diverse urban and rural communities.

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

7. Staff from the Parks and Community Facilities Department have been consulted and are supportive of a new lease to the group.

8. Per the Community Occupancy Guidelines 2012 (updated July 2023), staff are required to recommend the new rental fee of $1,300.00 plus GST per annum and a maintenance fee.

9. However, after assessing the group’s current financial status, the group would not be able to sustain the rental fee and maintenance fee. The group carry out day-to-day maintenance of the council-owned building from funds received by grants and hireage fees. The implementation of rent and maintenance fees are at the discretion of the local board.

10. A community outcomes plan has been drafted and agreed on. See Attachment A.

11. This report recommends that a new lease be granted to the Laingholm and District Citizens Association (1998) Incorporated located Laingholm Village Hall, 69 Victory Road, Laingholm Hall Reserve, commencing 1 December 2024 for a term of five years with one five-year right of renewal in line with the Community Occupancy Guidelines 2012 (updated July 2023).

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / grant, a new community lease to the Laingholm and District Citizens Association (1998) Incorporated for an area comprising approximately 293m² located at Laingholm Village Hall at 69 Victory Road, Laingholm Hall Reserve on part of the land legally described as Lots 39 and 40 on DP 19099 subject to the following terms and conditions:

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

ii) rent – $1.00 plus GST per annum.

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

iv) 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 lease to the Laingholm and District Citizens Association (1998) Incorporated for an area comprising approximately 293m² located at 69 Victory Road, Laingholm Hall Reserve.

Horopaki

Context

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

14. The progression of the new lease was identified and approved by the Waitākere Ranges Local Board as part of the Community Facilities: Community Leases Work Programme 2024-2025 at their 27 July 2023 local board meeting (resolution WTK/2023/82). The progression of this lease has been discussed with the Waitākere Ranges Local Board at a workshop on 6 June 2024.

15. This report considers the new community lease as approved on the work programme.

Land and building

16. Laingholm Hall Reserve is located at 69 Victory Road, Laingholm (see Figure 1). The land is made up of three parcels. The land under the building is made up of two parcels and is described as:

· Lot 39 DP 19099 held in fee simple (owned) by Auckland Council as a local purpose (site for public hall) reserve under the Reserves Act 1977.

· Lot 40 DP 19099 held by the Crown through the Department of Conservation and vested in trust by Auckland Council under the Local Government Act 2002.

Figure 1: Aerial view site map for the Laingholm Hall at Laingholm Hall Reserve located at 69 Victory Road – leased area outlined in red below, approximately 293m²

17. Laingholm and District Citizens Association (1998) Incorporated holds a community lease for the council-owned land and building located at Laingholm Village Hall, 69 Victory Road, Laingholm Hall Reserve.

18. The building is council-owned and is included on a maintenance and renewals programme by the Parks and Community Facilities Department. Subsidised maintenance/operational costs for the council-owned building have historically not been charged to the lessee. The current rent is the peppercorn rental fee of $1.00 plus GST per annum if requested.

19. The group proposed a refurbishment project for which it applied for and was granted a landlord approval through the leasing team in October 2024. The project includes replacing the front doors to commercial doors, installing an E-LOK digital lock, and installing a security camera with appropriate signage.

20. Leasing staff consulted with the Area Manager, Facilities Manager and Coordinator, Parks and Places Specialist, and the Asset Assessment Team. A site visit was conducted by the Lease Specialist and the Senior Laboratory Technician to ascertain the position of the security camera and to check for asbestos throughout the building.

21. The asbestos assessment found asbestos clad material at the outer entrance ceiling where the group intend to place cameras. The asbestos assessment report, which was provided to the group, provides guidance and recommendations as to where to safely place the camera.

22. A number of factors were considered prior to granting landlord approval and conditions were added to the landlord approval letter including maintenance responsibilities of the new doors and what to do if suspicious material is uncovered during installation.

23. The new doors and security camera forms part of the group’s fixtures and chattels and will be the group’s responsibility to maintain.

The Laingholm and District Citizens Association

24. The group was formally established in 1998. Its first lease was a temporary lease agreement entered into with the legacy Waitakere City Council to manage the hall. The agreement was for a term of one month commencing 26 May 2008 for council to formalise a community ease. A community lease application was received from the group on 26 June 2008 but was not progressed. Therefore, the temporary lease continued to roll over on a month-by-month basis until the formal lease with Auckland Council was entered on 1 December 2014.

25. The current lease is for a term of five years with one right of renewal of five years. The right of renewal was exercised in 2019 and the lease reaches final expiry on 30 November 2024. The group have applied to continue occupation and operation from the premises from.

26. The group hosts the Laingholm and District Emergency Response Group which provides the following:

· Responding to concerns about timely and effective emergency response,

· Scenario building, identifying risks and needs, identifying what infrastructure is needed for emergency communications, what equipment is needed to ensure emergency power, identifying what tools are needed to response to likely scenarios

27. The group also oversees the Laingholm Community Pantry which is a vermin-proof cabinet where community members can share surplus produce for those who may need it.

28. The hall also collaborates with the Roundabout Society located on the same reserve as the Roundabout’s main collation area used monthly.

Tātaritanga me ngā tohutohu

Analysis and advice

29. At the expiry of a lease for a council-owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the same group without undergoing an expression of interest process.

Public notification and engagement

30. The underlying land is classified as a local purpose reserve. Per the Reserves Act 1977, public notification and iwi engagement for a new lease is only required if the underlying land is recreation reserve. Therefore, public notification and formal iwi engagement is only not required prior to this lease being granted.

Assessment of the lease application

31. The group has submitted a comprehensive application supporting its request for a new lease and is able to demonstrate its ability to carry out its services. Staff undertook a site visit on 10 September 2024 and at which time it was observed that the building was well maintained.

32. The following table contains brief details on the group’s latest financials.

Table 1: Financials

Income for the financial year ended 31 March 2024

Operating Expenditure

Income less expenses

$10,399.00

$11,343.00

-$944.00

33. The group’s largest recorded expense for the financial year ended 31 March 2024 was $4,076.00 for cleaning.

34. The group has five part-time volunteers who provide services for a total of 10 hours per week. The group has 30 casual users/customers and 8 regular users. These groups pay a hireage free to use the hall.

35. The group aims to keep the hire rates as low as possible at $20 per hour, capped at $150 per day. To take bookings, the group hosts an easy-to-use website and takes bookings in person. For charitable organisations who cannot afford a hire fee, the group waives the hireage fee.

36. The group runs the hall and sustains its activities through hall hireage fees and grants from the Waitākere Ranges Community Halls Assistance Fund. Since 2019, the group has received $3,000 per year for ongoing hall costs.

37. The group is operating in a small loss of -$944.00 for the financial year that ended 31 March 2024. However, it will likely become stable with new hall bookings and the 2024 grant it is yet to receive.

38. The area proposed to be leased to the group consists of approximately 293m²and is outlined Figure 1.

39. The group has provided financials which show that accounting records are being kept and funds are being managed appropriately.

40. The group has public liability insurance in place.

41. A site visit has been undertaken by staff and the facility is well managed and appears to be well maintained. Management and operational costs are funded by Parks and Community Facilities.

42. 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 A.

43. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

44. Staff recommend that a new community lease be granted to the Laingholm District and Citizens Association for a term of five years commencing from 1 December 2024 with one five-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. It is anticipated that activation of the building will result in a slight increase of greenhouse gas emission. However, the Laingholm Village Hall is used by multiple groups and hirers for recreational purposes, community bookings and events. This shared community space will decrease overall energy use, as users will not consume energy at individual levels.

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

47. 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.

48. 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:

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

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

49. Titirangi War Memorial Reserve is not located on a flood plain or flood prone area.

50. Climate change has the potential to impact the lease as the site sits in a very high wind zone area. A very high wind zone may experience wind speed of 198km/h. Severe winds are a common occurrence in Auckland and are typically associated with storm events that can occur at any time of the year. The greatest danger during severe wind events is from flying debris and falling trees. The most severe localised wind damage is caused by tornadoes, which, while infrequent, have occurred across the Auckland region.

51. The proposed lease supports the Healthy Environment Approach (HEA). The HEA promotes health and wellbeing through events and activities undertaken by community groups. It involves four principles. Wai (water), good kai (food), championing substance free, and encouraging movement. The group supports the HEA through the following:

Principle	How this is achieved
Wai (water) is the easiest choice	The group submits as much as its capacity allows on all matters relating to the conservation and protection of natural resources. In the using the hall, the group is mindful with its use of water and alerts to any wastage.
Good kai (food) for all	The group offers a vermin-free community pantry which is well used by members of the community.
Championing smokefree, alcohol and drugfree	The group provides a smoke free environment. The group have no liquor licence.
Encouraging movement	The hall is a key area where movement classes, yoga and other fitness and wellness events are held.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Council staff from within the Parks and Community Facilities Department have been consulted. They are supportive of the proposed lease.

53. 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

54. The assessment of the application was discussed with the local board at its workshop on 6 June 2024. The local board indicated its in principle support of the lease proposal.

55. The delivered activities align and support the Waitākere Ranges Local Board Plan 2023:

· Our People – Our distinctive and diverse communities are thriving, resilient and adaptable. People are connected, feel a sense of belonging, and work together to support wellbeing.

· Our Places – We have thriving town and village centres, connected by a reliable, resilient and sustainable transport network.

· Our Community – Parks, facilities and services are accessible and meet the needs of our diverse urban and rural communities.

Tauākī whakaaweawe Māori

Māori impact statement

56. The lessee has agreed, via a community outcomes plan, to deliver Māori Outcomes that reflect their local community as per Attachment A of this report.

57. Iwi engagement and public notification about the council’s intention to grant a new community lease to Laingholm and District Citizens Association was not required and hence not undertaken. However, 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.

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

62. On 8 June 2023, the Annual Budget 2023/2024 was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rental fee for a community lease from $1.00 to $1,300.00 plus Goods and Services per annum as well as maintenance fees for leases in council-owned buildings.

63. At the workshop with the Waitākere Ranges Board on 6 June 2024, the local board considered the new rental and maintenance fee. After assessing the group’s financials, staff recommended the board retain the community lease fees at the current peppercorn rental fee of $1.00 plus GST per annum if requested and no maintenance fee.

64. Ongoing maintenance of the asset will be covered by the council which is accounted for in current and future budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Should the local board resolve not to grant the proposed community lease to the Laingholm District and Citizens Association (1998) Incorporated, 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.

66. The new lease affords the groups security of tenure, enabling them to carry out day-to-day ma maintenance of the facility, and enables them to apply for grants as needed. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the assets regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

67. If the local board resolves to the grant the proposed new community lease, staff will work with the Laingholm District and Citizens Association (1998) Incorporated to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Outcomes Plan	243

Ngā kaihaina

Signatories

Authors

Amirah Rab - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

Community Outcomes Plan

Tenant	Laingholm and District Citizens Association Incorporated
Name and Location of Land/Facility	Laingholm Village Hall, Laingholm Hall Reserve
Local Board Area	Waitakere Ranges Local Board
Annual Reporting Date	1 June
Premises Extent (in m²)	293m²

Performance indicator	Measurement	Target	Tenant result	Verification source
Benefit for Maori
Māori membership	The percentage of the Tenant's members who identify as Māori at the Reporting Date	12.7%		membership register
Māori outcomes	Total number of hours that the Tenant has provided private hire, group hire or other activities or services, related to Māori outcomes for the Financial Year	360 Hours		programming schedule
Māori participation	Total number of Māori participating in programmes, activities or services related to Māori outcomes for the Financial Year	5 Māori		programming schedule
Community Outcomes
Membership numbers	The total number of members at the Reporting Date	40 Members		membership register
Community use	Total number of participants/visitors/ users/customers attended to for the Financial Year	200+ People		customer log, enrolment register
Formal programming	Total number of hours that the Tenant has spent providing hall hire or enabling community activities for the Financial Year	2,840 Hours		programming or activity schedule, other supporting documentation
Full time employees	Minimum number of full-time employees (working 30 hours or more per week), at the Reporting Date	0 People		financial statements
Part time employees	Minimum number of part-time employees (working less than 30 hours per week), at the Reporting Date	0 People		financial statements
Volunteer hours	Total number of volunteer hours for the Financial Year	10 Hours		annual report/financial statements
Formal hireage	Total number of events hosted at the Premises for the Financial Year	160 Events		hireage schedule
Equity
Low participation and diverse community usage	Total number of hours spent providing services, programming or activities aimed at the Pasifika Community for the Financial Year	284 Hours		programming schedule
Asset management
Facility maintenance plan	Copy of facility maintenance plan	Not applicable		Facilities Maintenance Plan
Asset condition	Building condition (grade)	Not applicable		Building condition report, not older than 5 years
Governance
Committee turnover	Percentage of the Tenant’s management committee turnover for the Financial Year	<75%		Committee member register
Financial
Leverage	Total assets against liabilities at the Reporting Date	1 to 1		Financial statements
Cash reserves	Total amount of cash in hand at the Reporting Date	$5,000		Financial statements

Checklist of documents to be included (not all may be applicable) ý þ
1	Incorporated or charitable trust registration documents	✔
2	Financial accounts and report	✔
3	Public liability insurance certificate	✔
4	Management committee register with contact details	✔
5	Membership register	✔
6	Programming schedule	✔
7	Enrolment register	N/A
8	Customer report	N/A
9	Hireage report	✔
10	Building insurance (tenant-owned buildings only)	N/A
11	Facilities maintenance plan (tenant-owned buildings only)	N/A
12	Building condition report (tenant-owned buildings only)	N/A

Waitākere Ranges Local Board

05 December 2024

Proposed New Lease to the Waiatarua Ratepayers and Residents Association Incorporated, Located at 911 West Coast Road, Waiatarua Reserve

File No.: CP2024/16662

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitākere Ranges Local Board to grant a new community lease to the Waiatarua Ratepayers and Residents Association Incorporated located on Waiatarua Reserve at 911 West Coast Road, Waiatarua.

Whakarāpopototanga matua

Executive summary

2. The Waiatarua Ratepayers and Residents Association Incorporated (the group) seeks a new community lease to continue occupation and operation from the council-owned community hall on Waiatarua Reserve located at 911 West Coast Road, Waiatarua.

3. The group’s community ground lease reached final expiry on 31 May 2024 and has been rolling over a month-to-month basis until a new lease is formalised.

4. The progression of the new lease was identified and approved by the Waitākere Ranges Local Board as part of the Customer and Community Services: Community Leases Work Programme 2023/2024 at its local board meeting on 27 July 2023 local board meeting (resolution WTK/2023/82).

5. The group runs the Waiatarua Hall and makes it available for community hire, which supports the Waitākere Ranges Local Board Plan 2023 objectives of:

· Our People – Our distinctive and diverse communities are thriving, resilient and adaptable. People are connected, feel a sense of belonging, and work together to support wellbeing.

· Our Community – Parks, facilities and services are accessible and meet the needs of our diverse urban and rural communities. Arts, culture and creativity are a celebrated part of living in the west.

6. The group has provided all required information including financials, showing that it has sufficient funds to service the recommended annual rent but not the recommended annual maintenance fee. The group has all the necessary insurance cover in place, including public liability.

7. Staff from the Customer and Community Services Directorate have been consulted and are supportive of a new lease to the group.

8. Per the Community Occupancy Guidelines 2012 (updated July 2023), staff are required to recommend the new rental fee of $1,300 plus GST per annum. The implementation of the rental fee is at the local board’s discretion.

9. A community outcomes plan has been drafted and agreed on. See Attachment A

10. This report recommends that a new lease be granted to the Waiatarua Ratepayers and Residents Association Incorporated located at 911 West Coast Road, Waiatarua, commencing 1 June 2024 for a term of five years with one five-year right of renewal in line with the Community Occupancy Guidelines 2012 (updated July 2023).

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) whakaae / grant, a new community lease to the Waiatarua Ratepayers and Residents Association Incorporated for an area comprising approximately 244m² located at 911 West Coast Road, Waiatarua on the land legally described as Lot 3 on Deposited Plan 5119 (see Figure 1), subject to the following terms and conditions:

i) term – five years, commencing 1 June 2024, with one five-year right of renewal

ii) rent – $1,300 plus GST per annum

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

iv) 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 lease to the Waiatarua Ratepayers and Residents Association Incorporated, approximately 244m2 located at 911 West Coast Road, Waiatarua.

Horopaki

Context

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

13. The progression of the new lease was identified and approved by the Waitākere Ranges Local Board as part of the Customer and Community Services: Community Leases Work Programme 2023/2024 at its local board meeting on 27 July 2023 local board meeting (resolution WTK/2023/82).

Land, building, and the lease

14. Waiatarua Reserve is described as Lot 3 on Deposited Plan 5119 and contained in NA15B/28. Lot 3 is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve and is subject to the provisions of the Reserves Act 1977. Based on the land classification, public notification and iwi engagement towards the proposed new lease is not required.

15. The group lease the whole hall known as Waiatarua Community Hall. The hall and its associated bookings are managed by the hall through a website it hosts. The hall has a full kitchen with crockery, a dishwasher and an oven. The hall has toilets, entertainment equipment and can host a capacity of 100 people. The Waiatarua Library is located at the bottom storey of the hall.

16. There are a few parking spaces available on-site and off-street parking available.

17. The Waiatarua Playcentre is located at the bottom of the reserve.

Figure 1: Aerial view site map for the Waiatarua Hall located on Waiatarua Reserve, 911 West Coast Road, Waiatarua, approximately 244m²

18. Based on the Community Occupancy Guidelines 2012 (updated July 2023), staff recommend the implementation of the new rental fee of $1,300 plus GST per annum. This comes out to $25 per week and is significantly subsidised for community groups.

19. Per the Community Occupancy Guidelines 2012 (updated July 2023) the recommended maintenance fee for the exclusive use of council-owned buildings is based on the area leased by a group. Maintenance fees charged to community groups are significantly subsidised and are aimed to cover a portion of the building insurance, warrant of fitness, fire and egress codes, compliance costs and general maintenance provided by council.

A table with a number of money

Description automatically generated with medium confidence

20. The group’s leased area of approximately 244m² would have a recommended maintenance fee of $5,000 plus GST per annum. However, after perusing the group’s financial statements, the group would be unable to service the maintenance fee. Therefore, staff are recommending a maintenance fee is not charged.

21. Local boards may, at its discretion, choose to vary from these recommendations on a case-by-case basis.

22. In 2023, a fire report was carried out on the Waiatarua Hall to ensure that the building continues to comply with the New Zealand Building Code Clause C ‘Protection from Fire’ and meeting the requirements of section 112 of the Building Act 2004.

23. The building has two fire exits with stairs which supports the building’s maximum occupancy of 100 people. Since the building code has changed over the years, an asset assessment was conducted on the fire exit stairs. The asset assessment report found that one of the fire exit stairs are no longer compliant with the current building code.

24. The options were to either:

a. commission a new set of external egress stairs – having two fire exits allows a 100 pax

b. close off the non-compliant fire exit and have one fire exit – one fire exit allows a 50 pax

25. The Waiatarua Ratepayers and Residents Association hire out the hall for events which host up to 100 people. The group suggested that if they are unable to host events with up to 100 guests, it may adversely affect the building’s hireability and the group’s income. Therefore, the option to commission a new set of external egress stairs was chosen by the local board to meet the group’s desired outcomes.

26. In September 2024, staff were advised that funding has been allocated to the remediation of the fire exit. Once the remediation is completed, the group can continue its activities and hiring out the building for events with up to 100 people.

27. An estimated $185,000.00 is required to remediate the second fire exit. It is important to note that the project is being carried out to accommodate the group’s preferences, whereas the building itself could have remained compliant with one fire exit with a 50 pax. Therefore, the $185,000.00 allocated to this project to accommodate the group’s preferences of 100 pax should be taken into consideration by the local board when considering the annual rent. It would be reasonable for the board to seek to recover some of the costs that have gone into accommodating the group’s preferences. Staff encourage the Waitākere Ranges Local Board to take a cost-benefit analysis when deciding rental and maintenance fees. This advice is supported by the Lead Financial Advisor for the Waitākere Ranges Local Board.

The group – Waiatarua Ratepayers and Residents Association Incorporated

28. The group was formed in the 1950s as a result of a local house fire that destroyed the property. With there being no local fire brigade, the local residents set up and fundraised to create a fire party of local volunteer residents to quickly respond to fires.

29. In subsequent years, the group of local residents lobbied issues that local residents face and was successful in getting the Waiatarua Fire Brigade Station built.

30. The group, representing the views of local residents, formalised its arrangement as a registered incorporated society in 1964. The group then lobbied and fundraised for the creation and fit out of the Waiatarua Community Hall and library.

31. The hall and library opened in the early 1970s and have been run by the group since.

32. The hall is used extensively by local resident groups for both regular weekly and ad hoc events such as community days, environment workshops, and meet the candidates.

33. The library is open regularly scheduled hours every week. The library is part of the Auckland Council Library service and receives a small operating grant and regular bulk book exchanges.

34. The group additionally works with Auckland Council contractors ensuring that the building and carparks are maintained in good working order and undertakes regular cleaning and minor maintenance as required.

35. The group presents a community voice to local and national statutory bodies and other organisations where matters arise of concern to the general community or an individual association member.

36. The group’s purposes are the following:

· to encourage and organise combined efforts to achieve the objects of the Association,

· to cooperate with statutory bodies in looking after the affairs of the district and to secure the maximum fair expenditure of the rates and levies made by such bodies within the district for the benefit of ratepayers, residents and visitors,

· to present a community voice to local and national statutory bodies and other organisations where matters arise of concern to the general community or an individual association member. The committee may decline to assist an individual member if it decides the issue is trivial or outside the committee’s ability to help,

· to encourage community participation in local and national democratic processes,

· to pursue and undertake any activity with the object of establishing, improving or preserving social, cultural or sporting activities or amenities and the unique natural environment of the area,

· to cooperate with or act in support of any person or organisation after being a ratepayer or resident of the district for at least three months, and shall become a member upon payment of the subscription,

· to cooperate with or act in support of any person or organisation in or towards the achievements of the objects of the group,

Tātaritanga me ngā tohutohu

Analysis and advice

Public notification and engagement

37. The Reserves Act 1977 provides that public notification and formal iwi engagement prior to a lease being granted is only required for a recreation reserve. Since the underlying land classification of the Waiatarua Reserve is local purpose (community buildings) reserve, and the group’s activities are congruent with this classification, consultation is not required.

Assessment of the application

38. The group has submitted a comprehensive application supporting its request for a new lease and is able to demonstrate its ability to manage and maintain the hall. Staff undertook a site visit on 15 March 2024 at which time it was observed that the hall and library are well maintained.

39. The following table contains brief details on the group’s latest financials.

Table 1: Financials

Total income for the financial year ended 31 March 2024

Operating Expenditure

Income less expenses (net profit)

Total income from grants

$23,525.56

$19,293.87

$4,231.69

$7,400.00

40. In 2023 the group increased its income with more memberships, hall bookings, advertising, and grants from council (generator, events, flood response), plus higher interest rates on the term deposit. Its expenses also increased, mostly due to hall bookings incurring additional costs and newsletter printing now at market rates.

41. The group’s largest income source is hall hireage fees. For the financial year ended 31 March 2024, the total amount received from hall hire was $8,985.00.

42. The group received $1,500 from Auckland Council towards the library to purchase books.

43. The group’s largest expense is newsletter printing which cost $2,241.69.

44. The group’s net profit is $4,231.69 indicating they are in a moderately stable position to service the recommended $1,300 plus GST rental per annum but they are not in a position to service the recommended maintenance fee.

45. In 2023, the hall was booked for a total of 443 hours.

46. The hall was hired out for a range of interests including private events, religious events, physical health and wellbeing events and special interest.

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

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

49. The area proposed to be leased to the group consists of approximately 244m²and is outlined Figure 1.

50. A site visit has been undertaken by staff on 15 March 2024 and the facility is well managed and well maintained.

51. A community outcomes plan has been drafted 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 A.

52. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

53. Staff recommend that a new community lease be granted to the Waiatarua Ratepayers and Residents Association Incorporated for a term of five years commencing from 1 June 2024 with one five-year right of renewal, reaching final expiry on 31 May 2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

56. 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:

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

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

57. Climate change will likely not have an impact on the lease as Waiatarua Reserve does not sit within a flood plain, flood prone area or coastal inundation area.

58. The reserve sits within a ‘very high wind zone’ with wind speeds of 50 metres per second. The hall was constructed in a zone identified as ‘very high wind zone’ which means that the hall was constructed with the appropriate materials to withstand very high wind.

59. Weathertightness issues are likely to be worse in high wind areas, driving water through cracks and openings. Since this is a council-owned building, staff encourage the group to report any weather-related building issues with the Facilities Manager or through Auckland Council’s website, the ‘report a problem’ page.

60. The group aims to support support Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan outcomes by ensuring:

· all rubbish is appropriately and correctly recycled using council bins,

· water usage is minimal as the hall runs on tank water,

· weed bins are used as provided to the hall on a regular schedule,

· educating the community about environmental initiatives through Eco Matters who attend community event days hosted at the hall

61. The proposed lease supports the Healthy Environment Approach (HEA). The HEA promotes health and wellbeing through events and activities undertaken by community groups. It involves four principles. Wai (water), good kai (food), championing substance free, and encouraging movement. The group supports the HEA through the following:

Principle	How this is achieved
Wai (water) is the easiest choice	Drinking water is available to all members and non-member
Good kai (food) for all	The group makes the hall and its amenities available to the community for the preparation of food in times of local emergency
Championing smokefree, alcohol and drugfree	The group champions a smoke-free environment
Encouraging movement	The local table tennis club and indoor bowls club are weekly users of the hall who enjoy free hall hire to encourage movement and physical wellbeing

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

62. Council staff from within the Parks and Community Facilities Department have been consulted. They are supportive of the proposed lease.

63. 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

64. The assessment of the application was discussed with the Waitākere Ranges Local Board at its workshop on 6 June 2024.

65. The delivered activities align and support the Waitākere Ranges Local Board Plan 2023:

· Our People – Our distinctive and diverse communities are thriving, resilient and adaptable. People are connected, feel a sense of belonging, and work together to support wellbeing.

Tauākī whakaaweawe Māori

Māori impact statement

66. The group has agreed, via a community outcomes plan that it will deliver Māori Outcomes that reflect its local community as per Attachment A of this report. The group have made formal contact with Te Kawerau a Maki to offer its support by making the community hall available for any cultural programmes or events.

67. 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.

68. 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.

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

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

Ngā ritenga ā-pūtea

Financial implications

71. On 8 June 2023, the Annual Budget 2023/2024 was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rental fee for a community lease from $1.00 to $1,300.00 plus Goods and Services per annum.

72. Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding increasing the rent for the new lease.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. Should the local board resolve not to grant the proposed community lease to the group, its ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the local board plan outcomes.

74. The new lease affords the groups security of tenure, enabling them to continue delivering services to the community.

Ngā koringa ā-muri

Next steps

75. If the local board resolves to the grant the proposed new community lease, staff will work with the group to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Outcomes Plan	257

Ngā kaihaina

Signatories

Authors

Amirah Rab - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

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

File No.: CP2024/16244

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. The key activity updates from this period are:

· 95 per cent of projects are on track for delivery, four per cent have some risk or issues which are being managed and one per cent have significant issues.

· Project ID 444 Pasifika youth leadership programme. Tula'i Ngāue completed their 2023-2024 programme and the programme’s leadership team presented key findings and highlights to all three West Auckland local boards this quarter.

· Project ID 439 Establishment grant for Shadbolt House. In quarter one, Shadbolt House was listed as a Category 1 Historic Place by Heritage New Zealand.

· Project ID 646 Ecological volunteering. A total of 1,150 volunteer hours were estimated this quarter, with five community planting events were held.

· Project ID 27877 Koroī / Clayburn Reserve – develop neighbourhood park. The concept design is complete, and this item is due to come to the Local Board in quarter two with next steps.

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

5. The financial performance report compared to budget 2024/2025 is attached. There are some points for the local board to note; net operating performance for Waitākere Ranges Local Board is five per cent below budget for the three months ending 30 September 2024. Operating revenue is in line with budget. Capital expenditure is 97 per cent below budget.

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

Horopaki

Context

7. The Waitākere Ranges Local Board has an approved 2024/2025 work programme for the following operating departments:

· Customer and Community Services

· Local Environmental

· Plans and Places

· Auckland Emergency Management

· Local Governance.

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

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: Grants	Group Finance: Grants and Incentives
CCS: PCF – Community Leases	Community: Parks and Community Facilities - Community Leases
CCS: PCF – Operations	Community: Parks and Community Facilities - Operations
CCS: PCF – Project Delivery	Community: Parks and Community Facilities - Project Delivery
CCS: PCF – Property and Commercial	Community: Parks and Community Facilities - Property and Commercial
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
CPO: Plans and Places	Policy, Planning & Governance: Planning & Resource Consents - Planning
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Resilient Land & Coasts	Resilience & Infrastructure: Engineering Assets & Technical Advisory
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

Graph 2: Work programme by RAG status

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

Graph 3: Work programme by activity status and department

Key activity updates

12. Ninety-two projects (95 per cent) are on track for delivery, four projects (four per cent) have some risk or issues which are being managed and one project (one per cent) has significant issues.

13. Project ID 444 Pasifika youth leadership programme. Tula'i Ngāue completed their 2023-2024 programme and the programme’s leadership team presented key findings to all three West Auckland local boards this quarter. Highlights included recruitment of young people across eight west Auckland high schools to participate in an intensive 13 week programme enabling a journey of exploration of self and the Pasifika diaspora, alongside the building of confidence, resilience, entrepreneurial and leadership skills. Sixty-five students graduated from the programme, and 300 parents and supporters attended the graduations.

14. Project ID 439 Establishment grant for Shadbolt House. In quarter one, Shadbolt House was listed as a Category 1 Historic Place by Heritage New Zealand. This acknowledges the importance of the house as the home of Maurice Shadbolt and his significant contribution to New Zealand literature.

15. Project ID 646 Ecological volunteering. A total of 1,150 volunteer hours were estimated this quarter. Five community planting events were held, with two being led by the community and Whitebait Connection at an inanga spawning site at Titirangi Beach. Three other events were held at Whētu - Milan Reserve, Kawaka Reserve and Arapito Reserve. A total of 850 plants were planted. There were three more pest animal control lines set up. Currently focus is on planning to connect a large community group to support a smaller group to begin pest animal control efforts.

16. Project ID 27877 Koroī / Clayburn Reserve – develop neighbourhood park. The concept design is complete, and this item is due to come to the Local Board in quarter two with next steps. As part of the next steps for this project, staff will be seeking approval from the local board and will proceed to detailed design.

Activities with significant issues

17. Project ID 4386 Te Henga beach – surf lifesaving club lease. This item is on hold until financial year 2025/2026 or 2026/2027.

Activities on hold

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

· Project ID 4002 Citizenship ceremonies hosted at Hoani Waititi Marae. Auckland Council staff are collaborating with Te Kawerau Iwi and Hoani Waititi Marae at Te Kawerau Iwi's request to establish a suitable way forward for hosting ceremonies at Hoani Waititi Marae. Also at Te Kawerau Iwi's request, activities at Hoani Waititi Marae are currently on hold until the tikanga is clarified.

· Project ID 3387 42 Seaview Road, Titirangi, EOI process for Old Piha School House. In the 2023-2024 work programme year, staff received advice from Healthy Waters suggesting the land is not safe to lease. Therefore, a new lease at this site will not be progressed and is on hold for now. This item will be deferred so that staff across council can liaise with the Waitākere Ranges Local Board to decide the future of this site and potential relocation.

· Project ID 3650 Kowhai Reserve – Titirangi Badminton Club Inc. lease. The new lease will remain on hold while the group's landowner approval application is being processed for the proposal to extend its building. A new lease will need to be consolidated with the outcome of the landowner approval. The Waitakere Ranges Local Board will receive a joint report from Community Leasing and Land Advisory in 2025.

· Project ID 3651 Waiatarua Reserve – Waiatarua Performance Arts Trust lease. This item is on hold at the request of the board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

22. This report informs the Waitākere Ranges Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

23. Project ID 448 Kaitūhono Māori broker and Māori-led engagement. During the quarter one period, a new person was employed by Hoani Waititi Marae for the Kaitūhono Māori Broker role. A new work programme for the role has been developed and agreed upon by the Marae and local board representatives. The Kaitūhono will provide regular updates on the work programme to the Waitākere Ranges Local Board.

24. Project ID 460 Mana whenua engagement. In quarter one, discussion continued about how best to enable officers working in the Waitākere Ranges local board area to engage with Te Kawerau ā Maki when iwi input or advice is required. The decision has been to run a standing day-long Te Kawerau ā Maki – Auckland Council Operational Forum every first Wednesday of the month, and staff or teams working in the Waitākere Ranges local board area have been offered a standing item on the agenda.

25. Project ID 1043 Library services. Te Wiki o te reo Māori fell in this quarter. To support the growth of the language, library staff delivered preschool literacy sessions featuring te Reo stories and songs and created displays spotlighting Māori language resources. The July school holiday programme explored the traditions of Matariki. Events included bilingual storytelling, crafting tukutuku patterns and CD dot art. To further celebrate Matariki, the ReCreators provided paper weaving workshops for adults and a poi making activity for tamariki. Auckland Museum staff visited Glen Eden Library and engaged Glen Eden Primary schoolchildren in an interactive Matariki-themed learning experience while Titirangi Library supported Titirangi Primary School’s curriculum with eight classes visiting for Matariki storytelling.

Ngā ritenga ā-pūtea

Financial implications

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

Financial Performance

27. Overall operating expenditure of $3.0 million is $154,000 (five per cent) below budget.

28. ABS (Asset Based Services) operating expenditure of $2.75 million is $224,000 below budget due mainly to lower maintenance on parks/open spaces and community assets than planned to date, work not accrued for on-site Wastewater Treatment System offset partially by payment to Te Uru Waitakere Contemporary Gallery paid earlier than planned.

29. LDI (Locally Driven Initiatives) operating expenditure of $381,000 is above budget by $70,000. This mainly relates to grant funding paid in full for the year, such as the Pest Free Waitākere Ranges Alliance Coordinator, Community Halls and Facilities fund and supporting the Kaitūhono - Māori broker role.

30. Operating revenue of $153,000 is in line with budget.

31. Capital Expenditure of $14,000 is 97 per cent below budget for the period to date. The underspend is mainly on local asset renewals for parks playground and storm damage track work. Coastal asset renewals and Koroī /Clayburn Reserve-development of neighbourhood park.

32. The financial report for the three months ended 30 September 2024 for Waitakere Ranges Local Board area is attached as Appendix B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Quarter one work programme update	267
b ⇩	Quarter one financial appendix	293
c ⇩	Pest Free Waitākere Ranges Alliance 2023/2024 annual report	299

Ngā kaihaina

Signatories

Authors

Natasha Yapp - Democracy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

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

File No.: CP2024/17679

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 Waitākere Ranges 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)	331
b ⇩	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025	377
c ⇩	Stakeholder Engagement Programme	383

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Waitākere Ranges Local Board

05 December 2024

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

File No.: CP2024/17728

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

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

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

Horopaki

Context

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

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

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

Staff are delivering an approved programme of work

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

· Parks and Open Spaces Strategic Action Plan (2013)

· Parks and Open Space Acquisition Policy (2013)

· Open Space Provision Policy (2016)

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

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

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

· retain Auckland Council leadership

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

· enable integration using a te ao Māori framework

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

The draft strategy connects and builds on key council strategies

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

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

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

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

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

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

Figure 1: Strategy on a page

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

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

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

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

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

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

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

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

· streamlined – to reduce complexity

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

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

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

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

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

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

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

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

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

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

· honour our Te Tiriti o Waitangi obligations

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

The draft strategy supports decision-makers and delivers for Aucklanders

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

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

· develop the blue-green network to better manage stormwater

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

· November 2023: targeted engagement on the background paper

· April 2024: memo presenting the background paper

· June 2024: memo presenting the draft strategic directions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

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

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

· manaakitanga as a single value to guide implementation

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

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

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

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy – draft strategic directions and investment principles	397
b ⇩	Advisory structure memberships and meetings	421

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne – General Manager, Governance and Engagement

Adam Milina - Local Area Manager

Chairperson	Greg Presland
Deputy Chairperson	Michelle Clayton
Members	Mark Allen
	Sandra Coney, QSO
	Liz Manley
	Linda Potauaine

Authors	Salif Sidibe - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager