Agenda of Devonport-Takapuna Local Board - Tuesday, 10 December 2024

1 Nau mai | Welcome

The meeting will be opened with a karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Devonport-Takapuna Local Board:

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

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

6.1 Tim Bray and Tim Bray Theatre company

Te take mō te pūrongo

Purpose of the report

1. To acknowledge Tim Bray, Founder and Artistic Director, and the Tim Bray Theatre company for their work in fostering children’s theatre in Aotearoa over the last three decades and Tim’s years as a prominent member of the community.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakamihi / acknowledge Tim Bray and the Tim Bray Theatre company.

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Devonport-Takapuna 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.

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

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.

9.1 Hamish Anderson CBRA Chair to discuss the Kennedy Park assets.

Te take mō te pūrongo

Purpose of the report

1. Hamish Anderson will be in attendance to address the local board on the Kennedy Park Assets.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakamihi / thank Hamish Anderson for his attendance.

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.”

Devonport-Takapuna Local Board

10 December 2024

Library and community service provision in Takapuna

File No.: CP2024/20039

Te take mō te pūrongo

Purpose of the report

1. To present a summary of the results of community and stakeholder engagement undertaken to inform the design brief for a new community hub to improve library and community service provision in Takapuna, and to seek approval for the concept design brief.

Whakarāpopototanga matua

Executive summary

Te take mō te pūrongo

Purpose of the report

2. To present a summary of the results of community and stakeholder engagement undertaken to inform the design brief for a new community hub to improve library and community service provision in Takapuna, and to seek approval for the concept design brief.

Whakarāpopototanga matua

Executive summary

2. A priority action (#30) in the Community Facilities Network Plan Action Plan (2019) and Key Initiative in the Devonport-Takapuna Local Board Plan (2023), is prioritised investigations into improved service delivery in Takapuna with a focus on the Mary Thomas Centre (MTC), Takapuna Community Services Building (TCSB) and Takapuna Library (Library). The key drivers were to ensure existing facilities are fit for purpose, address gaps or duplication in service provision and meet future demand arising from population growth and changing user expectations.

3. The Devonport-Takapuna Local Board resolved on 21 May 2024 (DT/2024/65) that two options for the development of a community hub to deliver integrated library and community services in Takapuna, be progressed to the concept design and costings phase to assist with future decision making:

· Option 1 – renovate the existing Takapuna Library building into a community hub

· Option 2 – renovate the existing Takapuna Library building into a community hub with a third smaller level.

4. In both options the basement parking directly beneath the building would be retained. The local board noted in the resolution that Option 2 is their preferred option.

5. Service property optimisation (SPO) is the key funding mechanism for the creation of a community hub in Takapuna. This is a tripartite agreement between the council, Eke Panuku and the local boards, that enables the net sale proceeds from the sale of service property to be reinvested into approved local board projects. The intent of this project is that there would be no financial cost to the community.

6. The local board has resolved to allocate the net proceeds from the sale of the endowment property 2 The Strand (DT/2021/122) and the MTC (DT/2023/115) to this project. The sale of the TCSB will also be required to progress both options, as construction and related costs have escalated significantly, and property market conditions are uncertain. A decision on this will be sought once the concept design phase is complete.

7. The concept design phase is being delivered in two stages. Stage 1, preparation of a design brief, is the focus of this report and will form the foundation for Stage 2. Stage 2 will involve the development of concept designs and associated costings for the two options.

8. The concept design phase is being funded through locally-driven initiatives (LDI) funding and capitalised against the sale proceeds generated through identified opportunities as part of the project.

9. Stakeholder and community engagement has been undertaken to inform the design brief. A summary of the results is provided in Attachment A.

10. The results of this engagement, as well as other information (including building considerations, best practice and specialist input) have been used to inform the development of the design brief, provided in Attachment B. Approval of the design brief is sought from the local board.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whiwhi / receive the Takapuna Community Hub - Community Consultation Summary report, dated November 2024, contained in Attachment A to this report.

b) whakaae / approve the Takapuna Community Hub Design Brief, dated November 2024, contained in Attachment B to this report, which will inform the development of concept designs for two options, to assist with future decision making on the development of a community hub to deliver integrated library and community services in Takapuna.

Horopaki

Context

11. The local board has approved two options to improve library and community service provision in Takapuna to the concept design phase, using SPO as the funding source (DT/2024/65).

12. The options involve exploring a comprehensive renovation of the Takapuna Library building into a community hub, combining library and community services (such as programmes and activities, events and gatherings and supporting community providers). The intention is to create a place where the community can come together and have access to a range of activities and services.

13. One option is to renovate the existing building. The other is to include an additional smaller third level, with the intention to provide additional space, including a possible outdoor area, and enhanced access to views. The feasibility, benefits and risks of adding a third floor, including determining its size, will be tested through the concept design phase.

14. The intention of the concept design phase is to fully explore opportunities to redesign, reconfigure and renovate the library building into an integrated facility and to confirm the associated costs.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The concept design phase has been split into two stages. Stage 1 involves the preparation of the design brief which outlines the scope of the project, the vision and objectives and the key components/deliverables. This forms the basis for Stage 2, the development of concept designs and costings for the two options.

16. A key part of developing a design brief is seeking the community’s input. Stakeholder and community consultation was initiated in late August 2024, with some conversations continuing (for example with the community providers and delegates of the Chinese community). The following provides a summary of the approach and what was said. A report containing more detail is provided in Attachment A.

How we connected with the community

17. A range of approaches were employed to seek stakeholder and community input and feedback, including:

· ‘Have Your Say’ where feedback was sought on a series of questions both online and in hard copy available at the Takapuna Library. This was open from 20 August to 7 October 2024. Feedback was received from 254 participants

· two drop-in sessions were held in September, at the Takapuna Library and Takapuna Sunday Market

· workshops with library staff

· meetings with stakeholders, including the community providers that will be supported in the new community hub, Friends of Takapuna Library and Takapuna Methodist Church representatives

· various interactions with the community, including at the Community Conversation at GROW Forrest, the Sunnynook Kids Market, Wriggle and Rhyme and youth and disability organisations

· Open and Connect engaged with the migrant Chinese community through two focus groups and an online survey.

18. The opportunity for the community to provide input and feedback was communicated in a variety of ways, including:

· through council related resources, including the AK Have Your Say newsletter, the local board’s E-newsletter and Facebook page, the Takapuna Library Facebook page, an information stand at the Takapuna Library, information at the Takapuna Pool and Leisure Centre and through staff networks and the Community Activator

· through stakeholder networks, including the community providers, ‘I Love Takapuna’ and the Ethnic Leaders Circle

· notifications/information provided through the Devonport-Takapuna Local Board database (includes Business Associations, Residents Groups and Community Associations within the local board area), the E-news database (includes over 200 individuals and community groups) and an advertorial was placed in the local community newspapers

· posters and flyers.

What was said

19. All the feedback was analysed and the key themes are outlined below:

· library book collections, including the Angela Morton collection, are highly valued and should remain a core function of the community hub

· the current services, programmes and events are valued by the community. A range of additional learning opportunities and activities were suggested, with mention of children, youth and senior related activities

· in association with the point above, multifunctional, bookable spaces were supported to accommodate a range of services and activities and diverse cultural needs. In particular, a dedicated creative/maker space was promoted

· events and exhibitions were raised as an opportunity to bring the community together and enhance the facility's role as a cultural hub

· provision for computers and technology throughout the facility

· continuing to support our community providers by making provision in the hub. Reference was made to the Citizen’s Advice Bureau, Justice of the Peace and Plunket

· provision for food and beverages, a café or community kitchen was promoted

· accessibility and comfort were a priority, ensuring all areas were accessible to everyone and provision of a range of comfortable seating and furnishings. This included the provision for an informal gathering area. Reference was also made to accessible parking

· public amenities including a parent's room, showers and access to drinking water throughout the facility, were raised

· providing a calm, welcoming and relaxed atmosphere that is inclusive for all sectors of our community, including consideration for neurodiversity. This included a considered approach to the provision of noisy and quiet areas. Mention was made of dedicated quiet spaces for studying, homework, work and reading

· cultural diversity and representation through the design of the facility, with particular reference to Te Ao Māori, including a reflection of the local history and surrounding environment

· environmental sustainability was raised for consideration including the provision of natural light and greenery, use of durable eco-friendly sustainable materials, renewable energy and water-saving infrastructure, and ensuring a low impact and low maintenance design

· 59 per cent of respondents to the feedback form supported the addition of a third level.

Key components of the design brief

20. The engagement results, as well as other information (including building considerations, best practice, learnings from other hub proposals and specialist input), have been used to inform the development of the design brief. Community service provision from a network perspective (council and private providers), has also been considered so as not to necessarily duplicate services. The key findings of the Takapuna Community Needs Assessment (2020) have also been noted.

21. The design brief, contained in Attachment B, is founded on the principle of delivering improved library and community services to the Devonport-Takapuna catchment and considering future growth, while addressing the need to structurally strengthen the building and renovate the library site. The programme, spatial requirements/key components to achieve this are described in the design brief.

22. The community hub will require comprehensive refurbishment of the existing building, with a renewed connection to the adjacent landscape to provide for a range of overlapping community functions and activities.

23. The community hub will be an integrated facility - one building with multiple spaces flexibly designed to accommodate and deliver a range of complementary activities. It will provide activities and services that respond in a more holistic manner to meeting community needs, are convenient to access and are more effectively delivered.

24. The key components proposed have been clustered into the following groups of service / function:

· Consideration of edges / entry’s / arrivals - these faces and edges of the building define the approach and address of the new facility to the street, and should be considered as parts contributing to the building as a whole

· Communal amenity – this clusters public facing and public serving spaces that enable activities of all scales, and includes kai space, study spaces, bookable spaces and the supporting ablutions and parking

· Library collections – this includes library services and the Angela Morton collection, as well as browsing, display, shelving and lounging space in the facility and defined areas for children, youth and seniors

· Community providers – this collects the three types of spaces provisioned to enable their services in the building – co-working space, clinic rooms and a shared resource room

· Back of house facilities – this contains all the staff support spaces necessary to safely operate a building of this size. This may include provision for Local Board Services. The spatial allocation includes a workroom, meeting room, breakroom, toilets, end of trip facilities and provision for a strategy around loading and waste

· Building core – this contains all the necessary plant, circulation, egress and vertical circulation components needed to service the new community hub.

25. The design brief may require refinements as the process progresses. Through development of the concept designs and associated costings, constraints might be identified that require refinement of the key components to meet spatial and/or financial requirements. This will be discussed with the local board as required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. Sustainable design, use of materials and operations are being considered through the concept design phase to achieve Auckland Council Group sustainable outcomes.

27. Future renovation of the library building would likely result in short and long-term climate impacts. These will be assessed in future works and will include investigations into positive efficiencies and required mitigation methods to minimise any detrimental impacts.

28. This building is not located in a flood zone. The site conditions regarding natural hazards are described in the design brief.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. Staff from across the council group have been involved with the community consultation and/or had input on the proposed design brief, particularly the key components. This includes Service Investment and Programming (Policy), Parks and Community Facilities, Community Wellbeing, Governance and Engagement and Eke Panuku.

30. Essential renewal works will continue to be led through the Parks and Community Facilities work programme during the concept design phase.

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

Local impacts and local board views

31. This work supports a key initiative in the local board plan (2023) ‘Continue the investigation into community service delivery in Takapuna and opportunities to fund a future proofed community hub and library.’

32. The Long-term Plan 2024-2034 (LTP) underscored the need to transition to a new model for delivering community facilities (Delivering Differently). This involves fewer council-owned assets for delivering community services due to the lack of capacity to renew ageing assets, and lack of flexibility to adapt to changing demand. Inherent in this change is the need to get better value from the council’s investment. The four investment shifts identified involve decommissioning, integration, partnerships and digitalisation. This project aligns with the investment shifts of decommissioning and integration.

33. The last report to the local board in May 2024, recommended that two options be progressed to the concept design and costing phase for the development of a new community hub on the Takapuna Library site. The report also confirmed the sale of assets to fund the works (SPO). The local board supported these recommendations.

34. A workshop was held with the local board in August 2024 where the proposed scope and approach for the concept design phase was outlined. A summary of the results of stakeholder and community engagement was presented at a workshop in November 2024. Input was also sought from the local board on the proposed key components of the design brief.

35. The design brief has been refined based on comments received from the local board, and subsequently from the library focus group and internal project team.

Tauākī whakaaweawe Māori

Māori impact statement

36. Staff have reached out to mana whenua to ensure Māori outcomes are reflected in the design brief, but they have yet to respond. Staff will continue to update mana whenua regularly and seek their input as the project progresses.

37. Any property sale will be subject to mana whenua engagement, in accordance with the Eke Panuku Policy for the Selection of Development Partners.

Ngā ritenga ā-pūtea

Financial implications

38. The renovation will be funded through SPO. This is a funding source that releases value through the sale of current service property for reinvestment in improved service outcomes. It is market driven and the project must be commercially viable to proceed.

39. The local board provided direction that SPO (DT/2021/123 and DT/2023/115) and net sale proceeds from the endowment property, 2 The Strand (DT/2021/122), be used to fund this project. It approved the sale of the MTC using SPO in June 2023 (DT/2023/115). The sale of the TCSB would be required to progress the two options being investigated. A decision will be sought once the concept design phase is complete. The sale of the MTC and TCSB to fund this option will result in a reduction of ongoing costs.

40. The concept design phase is funded in part through locally-driven initiatives (LDI) funding (2024/2025 Work Programme ID 1136 Review Takapuna Community Service Provision) and capitalised against the sale proceeds generated through identified opportunities as part of the project.

41. Through the concept design phase, the feasibility and benefits of a potential third level is being tested. This includes identifying an optimum size should the requirement be confirmed It is noted that operational and capital costs will increase relative to the size of the facility.

42. The overall design and construction costs will be contained within the established funding envelope. Funding requirements for this project, both initial and ongoing, will be considered through Stage 2 the concept design phase. A Quantity Surveyor has been contracted to identify the development costs for the two options. This information will be shared with the local board in early 2025.

43. Accommodation during the construction period is being investigated. This includes implications on the current community providers with the sale of the MTC and the future decision on the TCSB.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. The following table outlines the main risks and mitigations associated with the recommendations in this report.

Risk	Mitigation
The level of funding achieved through the SPO may not be sufficient to achieve the desired facility due to escalating construction costs, unforeseen issues and the uncertain property market	The design phase will help to understand the costs of the proposed works
Community concern about any change in service delivery, perception that a reduced floor area may impact levels of service and perception of loss of assets being divested	Development of a communications and engagement plan with the local board to support mana whenua, stakeholder and community understanding and engagement
If facilities do not receive ongoing investment for renewals while this project progresses, existing assets will continue to deteriorate and reduce service levels	Staff will work with the local board to agree on a renewals programme based on service and asset priorities, and be cognisant of project activity to ensure value
The impacts of prioritising the budget towards the community hub needs to be considered against the local board’s renewals programme and services at other sites	Staff will work with the local board to ensure they have sufficient information to weigh up options and make decisions on prioritising renewal work and funding for all sites and services in the local board area
Building condition surveys and detailed seismic assessments (DSA’s) of both the library and TCSB have confirmed that many building elements are at or near the end of life	Staff will work with the design team to address this through the concept design process and define costings for consideration by the local board
The library and TCSB share roofing elements, power, heating and ventilation services, fresh air supply and return, data, communication networks, hydraulics and a lift core. The separation of these buildings is necessary to enable the divestment of the TCSB. The timing and sequencing of this separation will impact the projected costs for undertaking the project	The library building is structurally separate from the adjacent TCSB. Separation and sequencing options for the two buildings will be tested in the concept design process. This includes fire safety and accessibility requirements for the two buildings
All services may not be able to be accommodated within the community hub	Space allocation for services will be tested through the concept design process
The concept design phase work programme timeframe is very tight and may be impacted by external factors	The work programme will be continually monitored and adjusted if required and where possible

Ngā koringa ā-muri

Next steps

45. Subject to local board approval of the design brief, concept designs including cost estimates for the two options for the development of a community hub on the library site will be initiated in December 2024. The concept designs and costings will be workshopped with the local board early in the new year, ready for approval for further community consultation.

46. At the end of the concept design phase a recommendation will be made to the local board on which option to progress.

47. In the interim opportunities to implement some of the suggestions received through the community engagement will be considered.

48. Eke Panuku will be responsible for the development of the market sales strategy and progressing the disposal of the MTC. Once a decision has been made on the final design, and the required budget and timing is known, a resolution would be sought for the sale of the TCSB to enable the project to progress.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Community Consultation Summary
b ⇨	Design Brief

Ngā kaihaina

Signatories

Author

Sophie Bell - Service and Asset Planning Specialist

Authorisers

Trina Thompson - Local Area Manager

Taryn Crewe - General Manager Parks and Community Facilities

Devonport-Takapuna Local Board

10 December 2024

Kennedy Park Staircase - Remediation options

File No.: CP2024/18895

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the preferred remediation option for the staircase located within Kennedy Park, Castor Bay, ensuring long-term structural integrity and safe public access while addressing both geotechnical and environmental challenges.

Whakarāpopototanga matua

Executive summary

2. The beach staircase located at Kennedy Park, 137 Beach Road, Castor Bay, is currently closed to the public following damage caused by Cyclone Gabrielle in 2023. The closure prevents public access to the beach.

3. Multiple site constraints impact the viability of replacing the damaged staircase, including site stability, coastal inundation, special ecological areas, and archaeological-heritage areas.

4. Shoreline Adaptation Plans look at managing council-owned assets and land to respond to coastal hazards and climate change. In the draft Shoreline Adaptation Plan for the coastline from the Weiti Estuary to Devonport, the strategy for Kennedy Park is categorised as No Active Intervention (NAI) in the short, medium and long term.

5. A first workshop with the Devonport-Takapuna Local Board in March 2024 explored various options for the existing staircase, including its removal or reconstruction. The local board expressed interest in options that could facilitate continued access, reflecting the staircase’s strategic importance and the community’s desire for continued access. Five options and a detailed analysis were presented for discussion during a second workshop in August 2024.

6. Three options are now being presented to the local board for a decision:

· Option one; Do nothing (permanently close and remove the damaged staircase) - $90,000

· Option two; Minimum repair - $330,000

· Option three; Comprehensive repair - $980,000.

7. Option one would be funded by the Regional operational expenditure as part of the future Regional Operational Renewals and Demolitions Work Programme. Option two and three could be funded by the Storm Recovery fund and the possibility of insurance cover funds. Any shortfall would be funded from the Local Renewals Work Programme budget.

8. It is recommended to permanently close and remove the damaged staircase (Option one) as Kennedy Park and the staircase face significant and ongoing safety risks from slope instability, coastal inundation, and erosion. These hazards are exacerbated by heavy rainfall, and frequent storm damage. This recommendation is in alignment with the draft Shoreline Adaptation Plan.

9. A decision to remove the staircase (Option one) could also free up resources for other community projects. The long-term financial implications of frequent repairs to the staircase and rising insurance premiums due to exposure to coastal hazards suggest that removal is the most fiscally responsible option.

10. Options two and three are not recommended. Staircase remediation costs could be covered by a potential insurance payout, but ongoing maintenance costs could be substantial and increasingly unsustainable due to the risk of cliff erosion and possible staircase failure.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakaae / approve the permanent closure and removal of the Kennedy Park staircase located at 137 Beach Road, Castor Bay (Option one) in alignment with the draft Shoreline Adaptation Plan.

b) tono / request that the project be considered for inclusion in a future Regional Operational Renewals and Demolitions Work Programme, which is funded through a regional operational budget.

c) tuhi ā-taipitopito / note that following deconstruction:

i) the asset will be removed from the council’s asset database.

ii) local renewals budget will not be able to be used to replace the asset or the service it provided, under council’s financial policies and guidelines.

iii) reinstating of the asset will require new development funding.

d) tuhi ā-taipitopito / note that the Regional Operational work programme is subject to regional prioritisation and that the timing of the deconstruction of this asset cannot be confirmed at this time.

Horopaki

Context

11. A map of a city

Description automatically generated Kennedy Park is located at 137 Beach Road, Castor Bay. The park is renowned for its World War II defense installations and has a large cliff staircase as the only access point to the low-tide beach. There is no beach at the base of the cliffs at high tide.

Image 1: Kennedy Park location within the Devonport-Takapuna Local Board area

12. The staircase is currently closed to the public due to damage from Auckland Anniversary Weekend floods in January 2023.

A wooden stairs that are falling off a cliff

Description automatically generated with medium confidence

Image 2: 3 February 2023 - following the Auckland Anniversary Weekend Floods

13. To understand the challenges faced by the Kennedy Park staircase, a summary of previous events below highlights the frequent impacts of storms, erosion, structural issues and human-related incidents that have compromised the staircase’s stability and safety over time.

· Auckland Anniversary Weekend Floods and Cyclone Gabrielle, 2023 – The lower part of the staircase washed out.

· Fire damage, 2019 – Fire caused significant damage to a section of the stairs and the lookout/walkway, adding substantial costs to the repairs needed before rebuilding the slip-damaged area.

· Slip, 2019 – A landslide destroyed the middle section of the staircase during preparations for reconstruction, and more soil nails were added above the slip area.

· Cyclone Debbie, 2017 – Slope and structural damage occurred in the middle section of the staircase.

· Fire damage, 2016 – Structural damage due to scrub and grass fires; foundation remained intact.

· Vandalism, 2010 – Twenty timber palings were broken off and used to build a bonfire; foundations remained intact.

· Staircase relocation, 2009 – The current staircase was constructed in this location and completed in 2010.

· Slip, 2007 – The old staircase at the north end of the park was badly damaged by a landslip.

Site constraints

Geology

14. Based on the geotechnical investigation conducted, the underlying geology of the site consists of sandstone and mudstone. This is easily eroded by water runoff over the steep cliff face and by coastal wave action at the base of the cliff.

15. The mudstone layers are weaker and erode more quickly than the sandstone layers. The staircase structure intersects with at least two faults along the slope, further complicating its overall stability and reducing the strength of the slope.

16. This finding aligns with records from the Council GIS database, which categorises slope instability risks into three levels: high, moderate, and low. Kennedy Park is identified as having a high risk of slope instability.

17. In addition, the area has a steep 50-degree slope, which increases the risk of rockfall. Soil nailing has been an effective method for stabilising sections of this slope.

A map of a beach

Description automatically generated

A aerial view of a beach

Description automatically generated

Image 3: The slope instability at Kennedy Park is categorised as high-risk – orange

Coastal Hazards

Coastal Inundation

18. Coastal inundation has been identified as a risk along the beach area including where the bottom platform of the staircase is located. This issue poses significant challenges, as rising sea levels and increased storm activity may lead to more frequent damage and erosion at the base of the staircase.

19. The lower stages of the staircase appear to have been affected by the volume of runoff coming down the cliff and from high-energy wave action.

20. With current climate trends, there is a risk of more frequent severe weather. This means similar flood risks are expected to become more common. These conditions not only increase direct flooding risks but also amplify long-term erosion and land stability concerns.

Aerial view of a beach with a staircase

Description automatically generated with medium confidence

Image 4: 100-year coastal inundation projection: 1 meter sea level rise scenario

Auckland Council Shoreline Adaptation Plan

21. Shoreline Adaptation Plans look at how we can manage council-owned assets and land across Auckland’s shorelines to respond to coastal hazards and climate change over the next 100 years. Supporting the development of Shoreline Adaptation Plans is a key climate action initiative of the Devonport-Takapuna Local Board to ensure a sustainable approach to the management of the shoreline.

22. In the draft Shoreline Adaptation Plan for the coastline from the Weiti Estuary to Devonport, the strategy for Kennedy Park is categorised as No Active Intervention (NAI) in the short, medium and long term. This approach encourages Auckland Council assets to be set back from the coastal edge, reducing immediate risk from coastal hazards or flooding. Essentially, the strategy allows natural processes to unfold without any human intervention.

Significant Ecological Areas (SEA)

23. The slope area along the coastline, where most of the vegetation lies, is currently identified as SEA. This highlights the importance of preserving the natural habitat and biodiversity of the region, recognising its critical role in maintaining ecological balance and supporting various plant and some animal species.

24. Consequently, any proposed works beyond regular maintenance will require resource consent. This regulatory process ensures that any interventions are carefully evaluated and managed to minimise environmental impact, protecting the integrity of the ecological area for future generations.

25. Obtaining resource consent involves environmental assessments, public consultation (if notifiable), and adherence to stringent guidelines to mitigate potential adverse effects.

Aerial view of a neighborhood

Description automatically generated

Image 5: Kennedy Park significant ecological areas (SEA) aerial map

Archaeological-Heritage Features

26. The Kennedy Park area features numerous archaeological and heritage sites protected by two historic heritage overlays. The first overlay is the World War II military complex known as Castor Bay Battery and Camp/Te Rahopara o Peretu, located at the site’s northern end. The second overlay covers the Rahopara Pa, an early Māori settlement along a coastal route that connected Northland to what is now southern Auckland. This pā site has a long history of inter-tribal conflict, with various tribes and sub-tribes occupying it over time.

27. For any repairs carried out to the staircase, an assessment and lodgement to Heritage New Zealand (HNZ) would be required to comply with the regulations and ensure that the historical integrity of the wider site is maintained. This assessment and lodgement will be part of the resource consent application, which must be submitted and approved before any construction work begins.

Excess Overflow Water

28. Due to the slope’s natural gradient, excess overflow water frequently cascades down the cliff, affecting the area below with significant energy that can erode soil, undermine foundations, and compromise structures (in this case, the staircase). The cascading water poses risks to both natural and built assets. To mitigate these risks, a comprehensive drainage plan is essential to channel water safely away from vulnerable areas, reducing erosion and structural impact. Proposed solutions include installing a culvert and/or flume—to manage variable flow rates, ensuring controlled water flow that minimises environmental damage.

Tātaritanga me ngā tohutohu

Analysis and advice

29. A summary of options is outlined in Table 2 below, which provides a comprehensive overview of solutions for the Kennedy Park staircase. Each option has been assessed considering site constraints and risks, potential mitigations, estimated repair costs and estimated ongoing maintenance costs. More detailed information is provided in Attachment C.

Table 1: Staircase remediation options

Option 1 – Do Nothing (recommended)

30. The slope instability, combined with the frequent damage to the staircase from severe weather events, poses a significant safety risk. Repeated repairs have proven ineffective in guaranteeing safe, long-term access due to the continued risk of landslides, erosion, and coastal inundation. The issue does not stem from the structural flaws of the staircase but rather reflects the challenges of the natural environment. Permanently removing the staircase addresses this risk by eliminating the structure most affected by these hazards.

31. The Do Nothing approach aligns with the Shoreline Adaptation Plan’s No Active Intervention (NAI) strategy for Kennedy Park. This strategy advocates for a natural, unmanaged coastline, allowing ecological processes to proceed without human interference or further infrastructure investment. By removing the staircase, the coastal area can naturally adapt to climate impacts without the burden of ongoing structural maintenance.

32. Choosing the Do Nothing approach allows for the reallocation of funds and resources to other priority projects, particularly those with more sustainable outcomes. This option avoids further expenditure on an asset that cannot be reliably maintained over time.

33. With the staircase currently damaged and inaccessible, the community has already begun adapting to its absence. It is important to note that there is an alternative route to the low-tide beach, but it is challenging to use due to stream crossings.

Option 2 – Minimum repair and Option 3 – Comprehensive repair (not recommended)

34. Option 2 (minimum repair) focuses on fixing only the most immediate structural issues at the lower section to make the staircase usable again. While it offers a quick and less expensive solution, it does not address underlying problems, leading to ongoing maintenance costs and a high risk of future damage. Option 3 (comprehensive repair) involves completely rebuilding the staircase, addressing both its structural and environmental challenges. However, this option requires substantial financial investment and continuous resources, with the staircase still prone to damage from unstable slopes and severe weather.

35. Repeated repairs and ongoing maintenance incur high costs and require significant resource allocation. With the expected increase in severe weather events, the likelihood of future damage remains high, and the costs associated with repairs are likely to escalate each year. This trend not only strains financial resources but can also lead to higher insurance premiums as the risk profile of maintaining such an asset worsens.

Understanding the Implications of Option 2 – Minimum repair and Option 3 – Comprehensive repair

36. Although the staircase may now qualify for a repair coverage payout of up to $1 million from council’s insurance, it is essential to recognise that this option carries specific implications:

· Increased long-term costs

Ongoing maintenance is likely to remain a costly commitment. The slope instability and frequent severe weather events make it probable that future damage will occur, resulting in repeated repairs and escalating costs. This recurring expense could affect future budget allocations, diverting funds from other community priorities.

Future insurance coverage: if the structure is rebuilt and fails again, it may not be covered by insurance.

· Safety and liability Risks

Even with repairs, the staircase remains vulnerable to future damage from the same natural hazards, posing ongoing safety risks to users. Re-establishing the staircase without addressing underlying environmental issues may lead to situations where access is frequently interrupted, or worse, where structural failure poses a hazard to the public. If the staircase becomes unsafe and needs to be closed repeatedly, it could lead to frustration within the community and create a liability for council.

· Environmental and shoreline management

Repairing the staircase may not align well with the No Active Intervention (NAI) strategy proposed in the Shoreline Adaptation Plan, which favours allowing natural coastal processes to occur without significant infrastructure interventions. Reconstructing the staircase could interfere with natural erosion and shoreline adaptation, possibly resulting in adverse environmental impacts over time.

· Community expectations and communication

Repairing the staircase may give the impression that long-term, reliable access is feasible and safe, which is not realistic given the conditions of the site. Clear communication with the public about the limitations and expected maintenance challenges would be essential to manage expectations and ensure an understanding of the risks associated with maintaining the structure.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

38. A decision to permanently close the staircase would enhance safety by addressing the vulnerabilities of infrastructure exposed to coastal hazards and severe weather events. By removing the staircase, the risks associated with potential structural failures during increasing storm intensity and frequency are mitigated, contributing to a safer environment for the public.

39. The proposed approach contributes to sustainable land management practices by allowing natural processes to take precedence. By removing the staircase, the focus can be shifted to restoring the natural landscape and managing stormwater runoff effectively. This not only reduces the risk of erosion and landslides but also supports biodiversity and ecosystem health, which are essential in mitigating the effects of climate change.

40. Supporting the development of Shoreline Adaptation Plans is a key climate action initiative of the Devonport-Takapuna Local Board to ensure a sustainable approach to the management of the shoreline and to respond to coastal hazards and climate change. In the draft Shoreline Adaptation Plan for the coastline from the Weiti Estuary to Devonport, the strategy for Kennedy Park is categorised as No Active Intervention (NAI) in the short, medium and long term.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Council staff from various departments and units have been consulted as detailed below:

Directorate

Department

Teams

Commentaries

Community

Parks and Community Facilities

- Area Operations

- Project Specialisation Unit

- Specialist Operations

Support the permanent closure and removal of the Kennedy Park staircase.

Resilience and Infrastructure

Engineering, Assets and Technical Advisory

- Engineering & Technical Services – Geotechnical Practice

- Coastal Management

Support the permanent closure and removal of the Kennedy Park staircase.

42. Overall, council staff support permanently closing and removing the Kennedy Park staircase due to safety, environmental, and financial concerns. Repeated damage from storms, fires, and slope instability has made repairs costly and insufficient for long-term safety. Staff view closure as a sustainable solution that reduces risk to users and minimises environmental impact, aligning with the council’s commitment to public safety and efficient resource use.

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

Local impacts and local board views

43. A workshop with the Devonport-Takapuna Local Board in March 2024 explored various options for the existing staircase, including its removal or reconstruction. The local board expressed interest in exploring options that could facilitate continued beach access.

44. The discussion from the workshop led to a refocused investigation on solutions to remedy the staircase access issues. These options were presented along with a detailed analysis during the second workshop in August 2024, to provide a comprehensive understanding of the proposed remediation options.

45. The removal of the Kennedy Park staircase would significantly impact community groups who rely on beach access from the staircase. For the Auckland Hang Gliding and Paragliding Club, the staircase provides a crucial route from the low-tide beach landing area back up to the park, as Kennedy Park is one of their designated East Coast launch sites. Without it, their only other option would be North Head, which has limited space and only accommodates up to four participants launching at once, making it impractical for group activities.

46. The staircase is also valued by local fitness groups who use its 120 steps as an outdoor workout spot. Losing the staircase would mean the loss of a unique exercise location that draws people to the area and supports community health and wellness.

47. Additionally, residents and visitors would be affected, as the staircase is the only direct access to the low tide beach from Kennedy Park. The alternative access from Castor Bay is tide-dependent, making it unreliable. Without the staircase, the area would lose a popular attraction, limiting recreational access and impacting the park’s appeal to the local community and visitors alike.

Tauākī whakaaweawe Māori

Māori impact statement

48. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

49. Engaging with mana whenua is essential for options involving the repair or replacement of the staircase (options two and three), as this would allow their perspectives to inform the project’s decision-making and identify any cultural or environmental impacts, especially considering the proximity to the culturally significant pā site at the southern end of the reserve near Castor Bay. However, if the decision is made to permanently remove the staircase (option 1), direct engagement with mana whenua is not anticipated to be required.

Ngā ritenga ā-pūtea

Financial implications

50. Budget confirmation will be sought following the selection of the preferred option and is subject to local board approval based on the requirements of the chosen approach.

51. The current budget allocated is sourced from the flood response (CAPEX) fund. Choosing option 1, allows for the reallocation of funds and resources to other priority projects, particularly those with more sustainable outcomes.

Table 2: Current budget allocation for this project

Budget source	FY2024/2025	FY2025/2026	FY2026/2027	Total ($)
Flood response (CAPEX)	$100,000	$92,800		$192,800
OPEX	$0	$0		$0
Total allocated budget (CAPEX + OPEX)				$192,800

52. High level indicative cost estimate for the removal of the staircase structure is included in Attachment C. The estimated cost for the preferred option – option 1 is $90,000. As demolition is opex funded, this work will be put forward for inclusion in the Parks and Community Facilities (PCF) demolition programme as soon as possible. It is likely to be agreed to be included for demolition in winter 2025. This is not the local board funded.

53. If options two or three are resolved to be progressed, and the insurance claim is denied, several approved projects in the current PCF work programme will need to be delayed or cancelled. A list is provided in Attachment D.

Potential Insurance Payout

54. The council’s insurance team has confirmed coverage is now likely to be approved for the staircase. This policy specifically applies to the damage caused by the Auckland Anniversary flood event, rather than Cyclone Gabrielle, meaning the staircase qualifies for this coverage based on the timing of the damage.

55. Given this insurance payout potential, the costs of repairing the staircase could be significantly offset, with repair expenses estimated to fall below the insured amount of up to $1 million.

56. Opting for repairs to the staircase would incur long-term costs due to slope instability and frequent severe weather, with future insurance coverage possibly unavailable if the staircase fails again. Even after repairs, safety risks remain from the ongoing instability of the geology of the area, creating liability concerns for the Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The following risks and mitigations have been considered:

Table 3: Identified risks and mitigations associated with option two and three

Risks identified	Mitigations
Timeframe
Resource Consent	Engage early with regulatory authorities to understand specific requirements and expedite the application process. Maintain regular communication with regulatory authorities through the Resource Consents Qualified Partner and Platinum Key Account monthly meeting.
Archaeological and Heritage Findings	Engage an archaeologist/heritage specialist early in the process to assess potential heritage sites and create a protocol for findings. Ensure compliance with the Heritage New Zealand requirements. Consult with mana whenua and local communities for culturally appropriate management.
Building Consent	While a building consent may not be required, confirm requirements with the relevant authorities. Apply for a building consent exemption to ensure compliance without additional procedural burdens.
Health & Safety
Public are exposed to unsafe conditions during the physical works phase	Develop a comprehensive Health and Safety Management Plan, including site-specific risk assessments. Ensure all personnel are trained and informed of site hazards and implement regular audits to ensure compliance. Employ a designated safety officer if needed.
Budget
If insurance payout is insufficient	Prepare a contingency budget and explore alternative funding options. Refer to Attachment. Assess project scope for possible reductions in non-essential areas. Maintain open communication with stakeholders to manage expectations if budget adjustments become necessary.
Physical Works
Poor weather during construction may delay delivery	Confirm the best time for undertaking physical works with the stakeholders. Plan construction activities around dry weather conditions, particularly during the summer months – between February to April or September to November, to minimise disruptions.
Reputational	Maintain clear, consistent communication with the community and stakeholders throughout the project. Ensure transparency around project challenges and progress to build trust and manage expectations – fortnightly or monthly update.

Ngā koringa ā-muri

Next steps

Table 4: Project phase timeframe for all options

Project phase	Planned completion timeframe
Final Approval	December 2025
Option 1 - Demolition	June – July 2025
Detailed Plan (Option 2 and 3 only)	February 2025
Consents Lodgement	April 2025
Building Consent (if applicable)	April 2025
Procurement for Physical Works	June - August 2025
Physical works	September - November 2025

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Presentations and Memos from Workshop 1 and 2
b ⇨	Geotechnical and Structural Reports
c ⇨	Analysis
d ⇨	FY25-26 PCF CAPEX Programme Kennedy Park Staircase

Ngā kaihaina

Signatories

Author

Chris Noventius – Project Manager

Authorisers

Sarah Jones – Area Operations Manager

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

Heritage barrack building - 139 Beach Road, Castor Bay (Kennedy Park) – options for refurbishment

File No.: CP2024/19068

Te take mō te pūrongo

Purpose of the report

1. To seek approval on the recommended option for the heritage and former barrack building located at 139 Beach Road, Castor Bay (Kennedy Park) and to progress the project to tender phase.

Whakarāpopototanga matua

Executive summary

2. The barrack building (the building) located within Kennedy Park is listed as a Heritage New Zealand Pouhere Taonga (HNZPT) Category 1 historic place and Category A historic heritage item in the Auckland Unitary Plan.

3. The building is not in use, in poor condition, and deteriorating further. Remediation works to remove mould, floor covering and asbestos from the ceiling were completed in 2021. No other repair or remedial works has been undertaken since 2021.

4. The local board has allocated $789,501 of asset-based service capital expenditure (CAPEX) renewals funding towards the options investigation for the barrack building. The project aligns with the Devonport-Takapuna Local Board Plan 2023 outcomes: Tō Tātou Hapori / Our Community and Facilities and Ō Tātou Tāngata / Our People. The project was approved by the local board as part of the 2025/2026 Customer and Community Services Work Programme (resolution DT/2024/95).

5. Several assessments and reports on the building has been carried out over the previous years. An updated building assessment and quantity survey in September 2024 estimated a cost of $845,760 to refurbish the entire building to a reasonable standard.

6. Staff now seek approval on the options that have been developed:

Option 1 – Status quo but complete urgent works only

Option 2 – Refurbish the external fabric of the building

Option 3 – Full refurbishment of the building

Option 4 - Deconstruct and restore the building.

7. Option 1 is not recommended as the building is continuing to fall into disrepair. Refurbishment of the entire building cannot be achieved within the currently allocated budget for the project. A full restoration of the building was estimated in 2020 to be $1.8 million.

8. A high-level indicative cost for works on the external fabric of the building (Option 2) is estimated at $595,135. It includes the removal and replacement of the asbestos roof repair, rainwater and drainage goods, external walls, external timber joinery and subfloor as outlined in the quantity survey.

9. The refurbishment will ensure the building is safe and may lessen the risk of collapsing during extreme weather events. Option 2 is recommended until a decision is made on the future use of the building.

10. Staff also seek agreement from the local board for the chair and deputy chair to approve minor changes to the scope of the project.

11. Subject to local board approval of the preferred option the project will progress to tender, consenting and construction phase.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakaae / approve the refurbishment of the external fabric of the heritage and former barrack building within Kennedy Park, at 139 Beach Road, Castor Bay (Option 2) and progress the project to tender phase, utilising $789,501 from the asset-based service capital expenditure (CAPEX) renewals funding.

b) whakaae / approve delegation to the chair and deputy chair to make minor changes to the project scope.

Horopaki

Context

12. The former barracks building is listed as a Heritage New Zealand Pouhere Taonga (HNZPT) Category 1 historic place and Category A historic heritage item in the Auckland Unitary Plan. It is located at Kennedy Park, as per Attachment A: Building location.

13. As a part of the Devonport-Takapuna Local Board Customer and Community Services Work Programme (resolution DT/2024/95), the local board approved a project to investigate options for the barracks building. A budget of $789,501 asset-based service capital expenditure (CAPEX) renewals funding has been approved for advancing the investigation into options for the building.

14. Several assessments have been undertaken in the past by council staff and external contractors to understand the condition of the building. They include asbestos management survey, heritage investigations, structural report, seismic and weathertightness assessments and site investigation.

15. The building is currently unused, and it is in poor condition and deteriorating further according to the assessments that have been completed to date.

16. A combination of heritage constraints, resource consent restrictions and uncertainty over the use or need for the building has delayed progress of any remedial works on the building. Any modification or restoration requires resource consent.

17. Some remedial work was undertaken in 2021 to remove and clean the ceiling void that contained asbestos fibres and encapsulate the asbestos roof. Some of the wall linings were removed and sprayed to eliminate mould. All floor coverings have been removed and disposed of.

18. An updated building condition assessment and quantity survey in 2024 has estimated the full refurbishment of the building at $845,760 as shown in Attachment B.

19. Council staff are unable to provide conclusive planning and heritage advice to determine consenting and heritage constraints as the future use of the building remains unclear. This is because council’s-built heritage advisor and Heritage NZ Pouhere Taonga (HNZPT) require more detail to give a clear direction.

20. Staff have confirmed there is no provisional gap in community spaces and services for the building.

Devonport-Takapuna Local Board Plan 2023

21. The project aligns with the following Devonport-Takapuna Local Board Plan 2023 outcomes and objectives:

Table 1: 2023 Devonport-Takapuna Local Board Plan outcome/s and objective/s

22. Outcome	Objective
Tō Tātou Hapori / Our Community and Facilities	Our community has access to quality services in facilities that meet their needs.
Ō Tātou Tāngata / Our People	We value inclusivity, diversity, and resilience.

Tātaritanga me ngā tohutohu

Analysis and advice

23. Several high-level options were presented to the local board in 2023. The options included:

· reconstructing of the building in whole or part

· restoration of the building involving partial reconstruction to restore the building to its original form

· demolition of the building.

24. The cost estimates for reconstruction range from $480,000 - $700,000. A full restoration of the building was estimated in 2020 to be $1.8 million.

25. The latest quantity survey from September 2024 (Attachment B) estimates the internal and external refurbishment of the building to be $845,760. The estimates exclude costs for building and resource consent and further geotechnical and asbestos testing.

26. Based on the works outlined in the quantity survey, a high-level indicative cost of $595,135 has been estimated for remediation works to the external fabric of the building to ensure the building is in reasonable condition. The works will include removal and replacement of the roof, rainwater and drainage goods, external wall, external timber works and sub-flooring repairs.

27. The September 2024 building assessment and quantity survey was discussed with the local board at a workshop in September 2024. It should be noted the estimates contained in the quantity survey is a high-level cost estimate only. A full scope and specifications of works is required before the works can be tendered.

Options assessment

A summary of options is outlined in Table 1 below.

Table 2: Options assessment for the development of the old barracks building at Kennedy Park

Options	Criteria			Finance/Budget		Comments
Options	Local board outcome alignment/ Strategic alignment	Risk	Implementation	CAPEX (preliminary estimate only)	OPEX (preliminary estimate only)	Comments
Option 1 –Status Quo but complete urgent works only	Our community has access to quality services in facilities that meet their needs.	Low	Full Facilities Maintenance can be engaged do the work	$5,500	$18,000	The status quo is not recommended as the building will continue to deteriorate. Minimal repairs are needed to restrict unauthorise access to the building. Further testing is required to determine asbestos contamination levels inside an outside of the building.
Option 2 Refurbish the external fabric of the building	Our community has access to quality services in facilities that meet their needs.	Med	Begin detailed scope and engage professional services	$595,135	$34,000	This option is recommended as it will make the building weathertight and safe for the public to approach and view from the outside. A full scope of works and schedule of price is required prior to tender. The cost estimate is within the allocated budget for the project.
Option 3 Full refurbishment of the building (essentially replication)	Our community has access to quality services in facilities that meet their needs.	Med	Begin detailed scope and engage professional services	$845,760	$34,000	This option is not recommended at this time as the future use of the building is unclear. The cost is more than the approved project budget. It involves demolishing and replacing a lot of original materials with new materials. The heritage value of the building would be reduced with the introduction of new materials.
Option 4 Deconstruct and restore the building	Our community has access to quality services in facilities that meet their needs.	High	Begin detailed design and engage professional services	$1,800,000	$34,000	This option is not recommended at this time as the funding to deliver this option is not available in the near future. Council staff have advice that there is no gap in the provision of community services and spaces that this building could service.

Preferred option

28. Option 2 to refurbish the external fabric of the building will make the building structurally sound so that it is weathertight, the heritage character of the building is retained, and it is safe for the public to approach and view from the outside.

29. The indicative cost of $595,135 for option 2 is within the currently allocated budget of $789,501 for the project over multiple financial years (2025–2027).

30. Restricting the refurbishment to the outside of the building would ensure a potential user group could re-arrange the interior layout to make it suitable for their activities and use in the future.

31. Interpretative signage can be installed outside the building telling the history of the building and its military story as officers’ accommodation in the past.

32. It is recommended that the local board approve the external fabric refurbishment in option 2, to allow the project to continue to detail scoping, tender and consent phase.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

34. It is anticipated that there will be an increase in carbon emissions from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project.

35. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact. The project has incorporated reuse of up to 35% of materials which will assist in minimising the carbon emissions for this project.

36. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. Council staff from within the Customer and Community Services (Parks and Community Facilities operational management and maintenance), Specialist Asset Assessments, Heritage, Consent Planner have been consulted. They are concerned with the refurbishment of the building due to the risk of losing its heritage character, constraints with resource and building consent and the potential cost escalation.

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

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

Local impacts and local board views

39. The building is located at Kennedy Park; the project will benefit the community as the building’s heritage value would be preserved.

40. Several options were presented to the local board at its 24 September 2024 workshop, along with assessments of each option, including constraints, risks, and estimated costs. The local board indicated support for making the building safe.

41. The project aligns with the following Devonport Takapuna Local Board Plan 2023 outcomes and objectives including:

Table 3: 2020 Kaipātiki Local Board Plan outcomes and objectives

Outcome	Objective
Tō Tātou Hapori / Our Community and Facilities	Our community has access to quality services in facilities that meet their needs.
Ō Tātou Tāngata / Our People	We value inclusivity, diversity, and resilience.

Tauākī whakaaweawe Māori

Māori impact statement

42. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan, Kia Ora Tāmaki Makaurau performance management framework and Local Board Plans.

43. The refurbishment of the building does not have any particular benefits to or adverse effects on Māori. Future considerations about the potential use of the building will include implications for Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

44. A budget of $789,501 ABS CAPEX renewal funding has been approved as part of the Devonport-Takapuna Local Board 2023/2024 Customer and Community Services Work Programme (resolution DT/2023/133) for advancing the options for the barracks building.

Budget source	FY24/25	FY25/26	FY26/27	Total ($)
ABS renewals (capex / opex)	$352,501	$80,000	$357,000	$789,501
Total allocated budget				$789,501

45. High level indicative cost estimate for option 2 is $595,135, which is achievable within the currently allocated budget for the project over multiple financial years (2025 – 2027).

46. A contingency amount of $119,027 is available if required to deliver all aspects of the project. An estimated budget of $30,000 is required for the design and installation of interpretative signage in front of the building.

47. The ongoing maintenance costs for the expected lifespan of the assets are $34,000 annually.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent	Initial planning advice is that it would be difficult to achieve consent to undertake any refurbishment works due to the heritage value of the building. The process would be costly and have an uncertain outcome. Consent can be investigated to establish the management approach council’s heritage team and Heritage New Zealand would support to progress consent to achieve approval to undertake refurbishment.
Health & Safety
Public are exposed to unsafe conditions of the building	The risk to public safety posed by the current building condition will be reduced by completing the proposed refurbishment as soon as possible. The building is currently closed with a fence barrier, but there has been instance of the public gaining access to the building. The works, as proposed, will significantly reduce the risk to public safety.
Contamination
Possible risk of asbestos	Further testing will be done to determine if there is evidence of asbestos contamination inside and the soil surrounding the building. If mitigation is required, this will impact on construction costs and timeframes.
Reputational	Local community groups including the Kennedy Park WWII Installations Preservation Trust have advocated to preserve the building over the years. If the refurbishment is not supported, it may lead to community disappointment and a reduction in the willingness to engage with the council in the future.

Ngā koringa ā-muri

Next steps

48. Subject to local board approval of the options outlined in this agenda report, staff will confirm the project scope for the tender phase of the project.

49. Staff will report back to the chair and deputy chair once the project scope has been confirmed.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	139 Beach Road Condition Assessment and QS
b ⇨	Map: Building location at Kennedy Park

Ngā kaihaina

Signatories

Author

Roma Leota – Senior Project Manager

Authorisers

Sarah Jones – Area Operations Manager

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

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

File No.: CP2024/18896

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’s) 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 Devonport-Takapuna 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.

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 initially endorsed the Kōkiri Agreement 2024-2025 in April 24 then formally at their 17 September 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 ⇨	Schedule of Kōkiri Agreement updates

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor, Auckland Transport

Authorisers

John Gillespie – Head Stakeholder and Community Engagement, Auckland Transport

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19258

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 2025/2026 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 Devonport-Takapuna 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 Devonport - Takapuna 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) World Café Style Event

· Tuesday 4 March 6.30 – 8.30pm

· Thursday 11 March 10.00am – 12.00pm

· Locations to be confirmed.

d) tautapa / delegate authority to the local board Chair and Deputy 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 2025/2026 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 Devonport - Takapuna Local Board area is:

i) World Café Style Event

· Tuesday 4 March 6.30 – 8.30pm

· Thursday 11 March 10.00am – 12.00pm

· Locations to be confirmed.

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 ⇨	Devonport-Takapuna Local Board Consultation Document content
b ⇨	Devonport-Takapuna Local Board Supporting Information content

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Maureen Buchanan - Senior Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

Local board input to Auckland Council’s submission to the Justice Select Committee on the Principles of the Treaty of Waitangi Bill

File No.: CP2024/19812

Te take mō te pūrongo

Purpose of the report

1. To invite input from local boards to an Auckland Council submission to the Justice Select Committee on the Principles of the Treaty of Waitangi Bill

Whakarāpopototanga matua

Executive summary

Timeline

2. At the 14 November 2024 Policy and Planning Committee meeting, council staff were asked to investigate opportunities to develop an Auckland Council submission on the Principles of the Treaty of Waitangi Bill (the Bill).

3. On 29 November 2024 a memo was circulated to all local board members providing an initial introduction to the Bill and outlining opportunities for local board involvement (Attachment A)

4. A report will be taken to the 10 December 2024 Policy and Planning committee meeting setting out the proposed key elements of the submission and seeking a delegation to approve the council’s submission.

5. Feedback from local boards is due 12 December 2024. Please note that due to tight timeframes this may not align with scheduled local board business meetings and any input from local boards may need to either be delegated or utilise the urgent decision process.

The Principles of the Treaty of Waitangi Bill

6. The purpose of the Bill is to set out the principles of the Treaty of Waitangi in legislation and to require that those principles must be used when interpreting legislation.

7. There has been considerable commentary from Treaty and legal experts that the Bill and its defined principles do not reflect the texts or meaning of Te Tiriti o Waitangi / the Treaty of Waitangi and the exchange of promises agreed to by the Crown and Rangatira.

Treaty of Waitangi Principles

8. The principles developed by the Courts and the Waitangi Tribunal have been developed over time to reflect the spirit and intent of both texts of the Treaty and the mutual obligations and responsibilities of the parties, and to enable the Treaty to adapt to changing circumstances.

9. The current list of Treaty Principles is neither conclusive nor exhaustive and could vary over time.

Other matters

10. The Bill in its current form has not been informed by engagement with Māori.

11. Both the National and NZ First coalition government partners have indicated they will not support the Bill past the First Reading.

12. The Principles of the Treaty of Waitangi Bill can be found here:

https://bills.parliament.nz/v/Bill/227e6d0b-e632-42eb-cffe-08dcfeb826c6?Tab=history

13. Further information and summary documents on the Principles of the Treaty of Waitangi Bill can be found here:

https://www.justice.govt.nz/justice-sector-policy/key-initiatives/a-treaty-principles-bill/

Likely themes for Auckland Council submission

14. Council’s submission would recognise that the Bill is unlikely to receive the support needed to progress beyond its first reading.

15. It would provide a high-level summary of potential impacts to Auckland Council should the Bill be enacted.

16. The submission would outline council’s existing strategic framework which embeds and articulates council’s approach to delivering its Te Tiriti o Waitangi-based obligations. The submission would then outline the following high-level themes:

· advice on the bill with a focus on:

o procedural issues including:

§ development of the bill (lack of engagement with Māori).

§ timing of submission period.

· support for robust Crown engagement with mana whenua to maintain the Crown-Māori relationship

· support for a well-developed long-term national constitutional conversation on Te Tiriti o Waitangi (enabled through partnership with Māori)

· support for greater Crown resourcing and support for civic education to facilitate understanding of Te Tiriti o Waitangi and the development of a Te Tiriti o Waitangi education strategy

· stating the view that as local government is an integral part of New Zealand’s constitutional arrangements it should be engaged with on a wider constitutional conversation regarding Te Tiriti o Waitangi/The Treaty of Waitangi; and

· support for any conversation regarding New Zealand’s constitutional conversation arrangements to clarify the role of local government in relationship to Te Tiriti o Waitangi.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) whakarite / provide feedback to be considered for incorporation into, and appending to, Auckland Council’s submission to the Justice Select Committee on the Principles of the Treaty of Waitangi Bill.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Memorandum - Auckland Council submission on Principles of the Treaty of Waitangi Bill - dated 27 November 2024

Ngā kaihaina

Signatories

Author

Kat Ashmead - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nicholas Turoa - Tumuaki Huanga Māori

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

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

File No.: CP2024/17725

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 Attachment 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 Attachment 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 Devonport-Takapuna 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 (Attachment 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 Attachment 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 attachment documents) relating to issue resolution (section five).

Summary of proposed changes suggested for BID Policy (2025) and attachment 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 attachment 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 attachment documents.
Section 3, Table One	Treasurer’s written report	Information transferred from Attachment 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
Attachment A	Tidied up wording	To align with the policy
Attachment B	Tidied up wording	Tidied up form layout and sentence structure, wording and added in numbering
Attachment C	Tidied up wording
Attachment D	Removed	Information transferred and merged into Section 3, Table One
New Attachment D	Summary of policy requirements	Updated to align with policy
Attachment E	Abbreviation and definitions	Updated to align with policy

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

Draft BID Policy (2025) and attachment documents

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

50. Once approved, BID Policy (2025), the attachment 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 attachment 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 attachment 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. Attachment 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 attachment 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)
b ⇨	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025
c ⇨	Stakeholder Engagement Programme

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor Business Improvement District Programme

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Devonport-Takapuna Local Board

10 December 2024

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

File No.: CP2024/18903

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

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

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

Horopaki

Context

Purpose of Auckland Film Protocol

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Reasons for refresh

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

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

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

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

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

14. Refreshing the document will address the following matters:

a) clarify purpose and objectives

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

c) remove or update outdated information

d) provide clear language and reduce detail

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

f) reflect recent policy or regulatory changes.

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

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

a) overall purpose of the document

b) requirement to obtain film permits under the Bylaw

c) Tūpuna Maunga Authority film permit process

d) film permit fees

e) the requirements for filming

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

g) international and national comparators review

h) alterations to council bylaws, policies and plans.

Timeline and approach to engagement

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

Table 1 Auckland Film Protocol Refresh Engagement Milestones

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

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

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

Local board engagement approach

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

· Planning and Resource Consents (including Heritage)

· Building Consents

· Environmental Services

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

· Regulatory Practice (bylaws)

· Auckland Transport (including Harbourmaster)

· Eke Panuku Development Auckland

· Screen Auckland.

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

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

Local impacts and local board views

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

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

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

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

a) 87 per cent agreed filming creates job opportunities

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

· strengthen the Māori lens to reflect mana whenua consultation requirements

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Potential risks and mitigations are outlined below:

If…

Then…

Level

Possible mitigations

Engagement focus takes a long time

Increases the timeframe for completing the project

Likelihood rating is unlikely

Moderate

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

· remain flexible in approach due to nature of engagement.

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

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

Likelihood rating is possible

Moderate

· a well-developed vision proposition and communications planning

· a clear stakeholder engagement plan

· be clear on scope and deliverables

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

Ngā koringa ā-muri

Next steps

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

CHANGE AUTHOR TO

Marie Jenkins, Project Manager - Screen Auckland

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Marie Jenkins – Project Manager, Screen Auckland

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Trina Thompson - Local Area Manager

Chairperson	Toni van Tonder
Deputy Chairperson	Terence Harpur
Members	Peter Allen
	Gavin Busch
	Melissa Powell
	George Wood, CNZM

Author	Marsden Cheong - Democracy Advisor
Authoriser	Trina Thompson - Local Area Manager

Exclusion of the Public: Local Government Official Information and Meetings Act 1987