Agenda of Waitematā Local Board - Tuesday, 10 December 2024

1 Nau mai | Welcome

Chair G Sage welcomed those present and open the meeting with a karakia.

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 Waitematā Local Board:

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

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation - Sarah McFadden - Kelmarna Community Farm - Kelmarna’s application for a longer lease

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Sarah McFadden, General Manager of Kelmarna Community Farm, and Nick Morrison, Chair of the Board of Trustee of Kelmarna Community Farm, will be in attendance to speak to the Board about Kelmarna Community Farm.

3. Kelmarna Community Farm is located in the Ponsonby area on 4.5 acres of land leased from the council, it is open to the community at all times and welcome the community to come experience, learn and enjoy. Kelmarna holds monthly workshops, annual events and offers many volunteering opportunities.

4. Sarah McFadden and Nick Morrison will discuss work at Kelmarna, its historical context, Kelmarna’s strategy and theory of change, as well as trajectory for the years ahead. They would also be seeking the Board’s support for Kelmarna’s application for a longer lease to enable their next phase of strengthening and growing the organisation.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Sarah McFadden and Nick Morrison on Kelmarna Community Farm, thank them for their attendance.

8.2 Deputation - Emily Turnbull - Chatterbox - Encouraging and enabling “chatter that matters” at Seddon Fields

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Emily Turnbull, the founder of Chatterbox, will be in attendance to speak to the Board about Chatterbox seats and seeking the Board’s support to install a Chatterbox Seat at Seddon Fields.

3. Chatterbox and Western Springs Association Football Club have partnered to encourage, enable and normalise a stronger culture of open chat and connection within the community, for the good of mental wellbeing and resilience.

4. Chatterbox ran a “kick off for mental health" charity family day on 9^th November to launch the partnership, over 1,000 people attended and the event has raised $4,800 to go towards the installation of a Chatterbox Seat at Seddon Fields.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Emily Turnbull on Chatterbox and the potential installation of a Chatterbox seat at Seddon Fields, and thank Emily Turnbull for her attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

9.1 Public Forum - Aaron Martin - East Skate Club Inc - Victoria Park Skate Plaza’s lighting issue

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Aaron Martin on behalf of the East Skate Club Inc will be in attendance to speak to the Waitematā Local Board on the Victoria Park Skate Plaza’s lighting issue.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive Aaron Martin’s presentation on the Victoria Park Skate Plaza’s lighting issue, and thank Aaron Martin for his attendance at the meeting.

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.”

Waitematā Local Board

10 December 2024

Heard Park, Parnell - approval of developed design

File No.: CP2024/20229

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the developed design from the Waitematā Local Board for Heard Park at 186 Parnell Rd, Parnell.

Whakarāpopototanga matua

Executive summary

2. The renewal of Heard Park at 186 Parnell Road, Parnell was identified in 2017 via a strategic assessment to review service provision and understand community needs. The local board requested that staff develop a concept plan for Heard Park, to align proposed renewal works and level of service upgrades that would ensure improved recreational facilities for the local community to enjoy.

3. The local board allocated $15,000 of locally driven initiatives (LDI) capital funding towards the community consultation and development of a concept design in 2019/2020 financial year (18 June 2019, resolution number WTM/2019/1). A further $27,000 of asset-based services (ABS) renewals capital expenditure funding was allocated by the local board in 2020/2021 financial year (resolution WTM/2020/186).

4. During the 2021/2022 financial year, minor renewals and capital works were undertaken as previously identified in the concept design. These were delivered from allocated budgets for the project, noting that financial constraints prevented the entirety of the concept design from being delivered.

5. The project will deliver on Waitematā Local Board Plan 2023 Outcomes 1– Our network of facilities and services deliver for our current and future communities, and 2 – Our parks and open spaces are well-used and safe.

6. A strategic assessment was carried out in October 2017, followed by iwi engagement in March/April 2021 and community consultation in April 2021. A concept design has been developed which incorporates recommendations and feedback from the strategic assessment, community consultation, iwi engagement, stakeholder input and feedback from the local board.

7. Following the approval of the concept design in August 2023, Parks and Community Facilities staff commissioned Bespoke Landscape Architects to assist with resource consent and to deliver the detailed design.

8. In June 2024, the local board approved a total of $869,097.60 capex budget to deliver the Heard Park Concept Plan as part of their financial year 2024/2025- 2026/2027 work programme.

9. Staff now seek approval of the developed design which sets out the long-term vision for the park.

10. Subject to local board approval of the developed design, the consenting process will begin. Staff will then proceed to delivery of the project.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve the developed design for Heard Park at 186 Parnell Road as per Attachment A to the agenda report.

Horopaki

Context

11. Heard Park is located at 186 Parnell Road and is a focal point for social and cultural life in Parnell. Considered the heart of Parnell by residents and businesses, Heard Park was donated to the city in 1953 by the Heard family, the owners of Heard's confectionery.

12. The park is a civic space providing key linkages and connections and offering visitors with areas for passive recreation and a venue for events.

d Graphical user interface, application

Description automatically generated

Figure 1: Aerial view of Heard Park

13. The development of a concept design for Heard Park was an approved project in the financial year 2019/2020 Customer and Community Services work programme (resolution number WTM/2019/121).

14. The local board approved the Heard Park concept design (resolution number WTM/2023/131) on 15 August 2023 and allocated $32,000 locally driven initiatives (LDI) capex funding to progress the concept design to detailed design and consent.

15. The local board resolution noted that additional engagement with external stakeholders, iwi, and the community was to be undertaken as part of the resource consenting phase, and that a phased approach for development may need to be considered as the local board prioritises future work programme activities.

16. The project will deliver on Waitematā Local Board Plan 2023 ‘Our Community’ objectives. These are Objective 1– Our network of facilities and services deliver for our current and future communities, and 2 – Our parks and open spaces are well-used and safe.

17. Development of Heard Park is a key initiative in the Waitematā Local Board Plan 2023 under ‘Our Community’, which is to ‘work with the business and residential community to progress the detailed design and redevelopment of Heard Park’.

18. Staff undertook extensive consultation with key stakeholders and the local community in planning and developing the concept plan. Retention of the mature trees, open lawn space and adequate seating areas for leisure are key themes that have been explored in this design.

19. Specific concerns regarding artful play were raised by both the Parnell Business Association (PBA) and the Parnell Community Committee (PCC), and subsequently, staff have held further meetings to understand the desired outcomes for the park from these key stakeholders.

Tātaritanga me ngā tohutohu

Analysis and advice

Heard Park development – relevant planning and policy documents

20. The key objective in the Parnell Plan 2019 is to reinforce Heard Park as the heart of Parnell, activating the space through prioritisation of the town centre, encouraging greater use, and to establish Heard Park as a key community place within Parnell through recreational and play improvement.

21. The Waitematā Open Space Network Plan 2019 – 2029 identifies Heard Park as an area for activation to respond to growth of an increasingly diverse community by enhancing open space through the incorporation of simple uncluttered areas which are adaptable to a range of activities and multiple users.

Stakeholder engagement

22. The Waitematā Play Network Gap Analysis June 2019 identifies Heard Park as a civic playspace that has the capacity to include specialised play improvements by incorporating interactive, playable art features, and basic play experience for those under 10 years old.

23. Key stakeholders including the Heard family, Parnell Business Association and Parnell Community Committee attended a pre-design collaboration meeting in December 2020 and an initial concept planning session in May 2021. There were subsequent meetings held in November 2023, February 2024 and July 2024 to refine elements of artful play.

24. The feedback during stakeholder engagement and community consultation had mixed views regarding the preferred type of play facilities, however there was overwhelming support of retention of the swing and addition of a playful art piece.

25. Community consultation figures revealed that 56 per cent of responders use Heard Park for leisure, relaxation, having lunch, and reading while 44 per cent of responders indicated use of the park for the swing set and 12 per cent of responders have attended organized events at the park. Of the play items identified during public consultation, the highest scoring items included creative play at 42 per cent, water play at 29 per cent, and art at 39 per cent.

26. The developed design has been progressed using strategic documents and stakeholder advice to direct the design.

27. Staff request that the local board approve the developed design contained in the agenda report to allow the project to continue to consenting and construction phase.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. 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.

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

30. 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. Contractors will be required to submit a Site Specific Carbon Management Plan aligned to Auckland Councils goal to reach zero-waste by 2040.

31. 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. Contractors will be required to submit a Site Specific Waste Management Plan aligned to Auckland Councils goal to reach zero-waste by 2040.

32. Climate change is unlikely to negatively impact the asset as no part of the park is located in a flood sensitive or coastal inundation zone. A positive impact of the retention of open space is the collection of surface water, reducing flood risks during storm events and increasing resilience in our infrastructure.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from within the Customer and Community Services directorate have been consulted in the development of the design. They are supportive of the proposed detailed design as it will improve the quality of the park, provide enhanced recreational and play opportunities, and reduce the cost of maintenance.

34. The project, once active, will deliver amenity improvements to Heard Park and play provision in the general area, and better meet the needs of community and visitors to Parnell.

35. Collaboration with staff will be ongoing to ensure that the development of the park 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

36. The park is located at 186 Parnell Road and is considered the heart of Parnell. The project will deliver a gathering space for the community in a central location providing a sense of belonging.

37. The developed design, incorporating changes requested by the local board and feedback received from stakeholders, iwi, and community, was presented to the local board at a workshop on 29 October 2024. The local board indicated support for the revised concept design at that workshop.

38. The project aligns with the following Waitematā Local Board Plan 2023 outcomes and objectives:

Table 1: Waitematā Local Board Plan 2023 outcomes and objectives under ‘Our Community’

Objective	Initiative
Our network of facilities and services deliver for our current and future communities	Work with the business and residential community to progress the detailed design and redevelopment of Heard Park
Our parks and open spaces are well-used and safe	Explore opportunities to enhance our existing network of open spaces and utilise the Play Network and Diversity in Parks assessments to ensure our parks are designed and renewed to be safe and inclusive

Tauākī whakaaweawe Māori

Māori impact statement

39. 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.

40. The development discussed in this report will benefit Māori and the wider community through provision of a well-planned space for a wide range of activities.

41. Engagement with mana whenua on this project has been undertaken as part of the consultation process. Iwi groups deferred to Ngāti Whātua Ōrākei to provide guidance on the development of the concept plan for the park.

42. Ngāti Whātua Ōrākei have provided ongoing guidance to the design team throughout the development of the concept plan for the park.

43. Staff will continue engagement with Ngāti Whātua Ōrākei as part of detailed design development process to seek opportunities to weave historical narratives into the detailed design.

44. Staff will nominate Pourewa Nursery for plant supply for the project.

Ngā ritenga ā-pūtea

Financial implications

45. The local board approved a total of $869,097.60 capex budget to deliver the Heard Park Concept Plan as part of their financial year 2024/2025 - 2026/2027 work programme approved in June 2024.

46. LDI capex budget of $438,781.60 and $171,603.40 of ABS renewals capex was approved in financial year 2024/2025. A further allocation of $220,000.00 of local capex funding in financial year 2025/2026 was approved in principle, to deliver the upgrade of the existing play items.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. A resource consent will be required, and the preparation and processing of the consent may have an impact on the time frame for construction.

48. Additional engagement with external stakeholders, iwi and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals or groups within the community may not be supportive of the proposed developed design. This may delay the project and result in additional costs through the resource consent and engagement stages. However, this may be mitigated by the extensive consultation undertaken to date with mana whenua, stakeholders and the local community.

49. The table below outlines risks and mitigations which have been considered:

Table 2: Risks and mitigations

Risks identified	Mitigation
Resource consent	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Budget
	The budget has been set based on an engineer’s estimate, the project will be tendered, and final budget figures will be based on market costs.
Reputational
	Public expectation has been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

50. Subject to the local board’s decision staff will progress the developed design to Resource Consent and delivery.

51. Progress updates will be provided to the local board as part of regular reporting. Further financial investment by the local board to deliver the full concept plan if required can be addressed through reprioritisation of future Customer and Community Services work programmes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Heard Park concept design
b	Heard Park detailed design

Ngā kaihaina

Signatories

Authors

Cath Duncan – Project Manager

Authorisers

Julie Pickering - Head of Area Operations - Parks and Community Facilities

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

254 Ponsonby Road - civic space naming

File No.: CP2024/18486

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the name gifted by Ngāti Whātua Ōrākei for the civic space located at 254 Ponsonby Road.

Whakarāpopototanga matua

Executive summary

2. 254 Ponsonby Road was acquired by Auckland City Council (pre-amalgamation) in 2006 to address the need for more civic space within the Ponsonby precinct that had been strategically identified in 2000.

3. The project was approved by the local board as part of the Customer and Community Services Work Programme (Waitematā Local Board 18 July 2023 business meeting, resolution WTM/2023/117).

4. The project will provide a variety of civic spaces, including a covered deck area, paved areas, seating, a grassed area and gardens. The project is midway through the construction phase and is due for completion in April 2025.

5. It is proposed to name the civic space at 245 Ponsonby Road, ‘Te Rimutahi’.

6. This name has been gifted by Ngāti Whātua Ōrākei and has meaning and relevance to the local history of the site and environs.

7. Te Rimutahi was ‘the lone rimu tree’ that stood at the intersection of Karangahape Road and Ponsonby Road, and is also the name of the Ponsonby ridgeline.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve the name for the 254 Ponsonby Road civic space as ‘Te Rimutahi’ as gifted by Ngāti Whātua Ōrākei and request staff to progress the sign and interpretation panel with this name as the heading.

Horopaki

Context

8. 254 Ponsonby Road was acquired by Auckland City Council (pre-amalgamation) in 2006 to address the need for more civic space within the Ponsonby precinct that had been strategically identified in 2000.

9. The project was approved by the local board as part of the Customer and Community Services Work Programme (Waitematā Local Board 18 July 2023 business meeting, resolution WTM/2023/117).

10. The project will provide a variety of civic spaces, including a covered deck area, paved areas, seating, a grassed area and gardens. The project is midway through the construction phase and is due for completion in April 2025.

11. Improvements to O’Neill Street and the Ponsonby Road footpath are being delivered on behalf of Auckland Transport as part of this project.

Strategic alignment

12. The Ponsonby civic space will deliver on the Waitematā Local Board Plans 2023, 2020 and previous Local Board Plan 2017 Outcomes 1-4:

· Outcome 1 – Inclusive communities that are vibrant, healthy and connected.

· Outcome 2 – Attractive and versatile public places that meet our communities’ needs.

· Outcome 3 – The natural environment is valued, protected and enhanced.

· Outcome 4 – A high-quality built environment that embraces our heritage.

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

a) the Auckland Plan outlining council’s commitment to support te reo Māori to flourish

b) Auckland Council’s Long-term Plan 2024-2034 strategic priority of the promotion of te reo Māori

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

14. Auckland Council’s Māori Language Policy was adopted by the Governing Body in 2016 (resolution number REG/2016/89). The policy recognises council’s commitment to meeting its responsibilities under Te Tiriti o Waitangi.

15. The policy notes that the Māori language and culture forms a critical part of a Māori identity. Reclaiming or identifying Māori names for local parks within the Waitematā Local Board area provides a significant opportunity to fulfil the policy intent.

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

Tātaritanga me ngā tohutohu

Analysis and advice

17. Mana whenua representatives of Ngāti Whātua Ōrākei and Ngāti Te Ata Waiohua were engaged by Auckland Council at the commencement of the preliminary design phase (mid 2023) and continued to support the team throughout the design process. Cultural opportunities were developed including naming of the civic space. (Attachment A).

18. Discussions led to confirming the appropriate ingoa / name for this kaupapa as Te Rimutahi - the traditional pathway of Te Oka and Maungawhau. Te Rimutahi was ‘the lone rimu tree’ that stood at the intersection of Karangahape Road and Ponsonby Road and is also the name of the Ponsonby ridgeline.

19. The sole Māori name, Te Rimutahi was gifted by Ngāti Whātua Ōrākei for the civic space at 254 Ponsonby Road.

20. Te Rimutahi is proposed to be mounted as a parapet sign on the canopy, facing Ponsonby Road. It is also to be the heading for the proposed interpretation panel to be located on the northern wall of the civic space near the entrance from Ponsonby Road.

A street with trees and a gas station

Description automatically generated

Image 1 – Artist’s impression with proposed sign

21. The interpretation panel is a requirement of the resource consent for this project.
Staff are working on this with mana whenua and plan to represent the meaning of the name, the history of the site, the project’s development and environmental features. This may include a digital QR code linking to more detailed information. (Attachment B)

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. 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.

23. There are no climate implications as a result of the activity detailed in this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. The Māori naming of the civic space delivers on Auckland Council’s Māori Language Policy and Kia Ora Te Reo.

25. Kia Ora Te Reo is a priority within Kia Ora Tāmaki Makaurau, the organisation’s Māori Outcome Performance Management Framework. It also delivers on Kia Ora Te Ahurea (the Māori culture and identity outcomes), to reclaim Māori identity and our unique point of difference in the world.

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

Local impacts and local board views

26. Situated at a prominent point along the Ponsonby ridge, this site offers an excellent opportunity to showcase the rich Māori history of the area.

27. The local community, represented by the community led design group, is supportive of this name.

28. The local board have supported the partnership with Māori throughout this project through design collaboration, blessing of the site and the cultural induction of physical works contractors.

Tauākī whakaaweawe Māori

Māori impact statement

29. 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.

30. Staff have engaged with mana whenua representatives from Ngāti Whātua Ōrākei and Ngāti Te Ata Waiohua.

31. There is a lack of physical recognition of Māori history and narratives in the Ponsonby area. This project is seen by mana whenua as an important opportunity to improve outcomes and representation for Māori in the area.

32. The Ponsonby Road Masterplan - Māori Heritage report by Ngarimu Blair (2013) (Attachment C), outlines the historical summary of Māori activity in the area and presents a vision for the site’s future. Collaborating with mana whenua representatives and artist, the designer has proposed various design elements to honor this vision, including:

· Pou Whenua (a vertical marker to acknowledge the area’s cultural significance.)

· Naming of the site and bilingual naming of facilities to reflect te reo Māori.

· Detailed patterning inspired by traditional Māori motifs.

· Tree canopy as part of the urban ngahere strategy

· Wānanga (education space) to share knowledge and history.

· Enhanced ecology through trees and gardens

33. This report addresses the naming of the site. The other elements are included in the design as resolved on previously by the local board.

Ngā ritenga ā-pūtea

Financial implications

34. The cost for the parapet sign, interpretation panel and mana whenua input are included in the project budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. There are no identified risks associated with supporting the gifted Māori name.

Ngā koringa ā-muri

Next steps

36. Staff will continue to develop detailed designs for the parapet sign and the interpretation panel, incorporating the Māori name gifted by Ngāti Whātua Ōrākei.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Cultural Opportunities
b	Ponsonby Road Masterplan
c	Interetation panel

Ngā kaihaina

Signatories

Authors

Bill Jackson - Senior Project Manager

Authorisers

Mark Townshend - Head of Project Specialisation Office

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

Waitematā Quick Response Round One 2024/2025 grant allocations

File No.: CP2024/17884

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Waitematā Quick Response round one 2024/2025.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Waitematā Quick Response round one 2024/2025 (Attachment A).

3. The Waitematā Local Board adopted the Waitematā Community Grant Programme 2024/2025 on 18 June 2024. The document sets application guidelines for contestable grants (Attachment B).

4. The Waitematā Local Board has set a total community grants budget of $128.00.00 for the 2024/2025 financial year, with two Local Grant rounds and two Quick Response rounds.

5. Thirty-seven applications have been received for the Quick Response round one 2024/2025 requesting a total of $106307.06.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) agree to fund, part-fund or decline each application received for the Waitematā Quick Response round one, listed in the following table

Table One: Waitematā Quick Response round one 2024/2025 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2520-154	Action Education Incorporated	Arts and culture	Towards the cost of one month's rent	$1,532.00	Eligible
QR2520-153	Auckland and District Pipe Band Incorporated	Arts and culture	Towards the cost of tartan fabric	$2,950.00	Eligible
QR2520-146	Auckland Indian Sports Club Incorporated	Sport and recreation	Towards the cost of goalie gear	$3,000.00	Eligible
QR2520-114	Auckland Secondary Schools Centre	Community	Towards the operational costs of Auckland Secondary Schools Centre	$4,000.00	Eligible
QR2520-155	Auckland Youth Orchestra Incorporated	Arts and culture	Towards the cost of wages (director and manager), venue hire, publicity material, programme printing and truck hire	$4,000.00	Eligible
QR2520-137	BirdCare Aotearoa	Community	Towards the cost of wooden medals for the wild bird champions	$2,750.00	Eligible
QR2520-103	Body Positive - New Zealand Incorporated	Community	Towards the cost of conference rooms at the Vaughan Park Anglican Retreat Centre and accommodation costs	$3,947.00	Eligible
QR2520-151	Elder Queers Give Advice	Community	Towards the cost of two co-producer fees and artists fees	$4,000.00	Eligible
QR2520-140	Freemans Bay Playcentre	Community	Towards the cost of tank clean, travel fee and plumbing costs	$1,316.00	Eligible
QR2520-133	Sew Grey Lynn	Environment	Towards the cost of venue hire and sewing kits	$1,470.00	Eligible
QR2520-142	Herne Bay Rackets Club Incorporated	Sport and recreation	Towards the cost of wages and squash equipment	$4,000.00	Eligible
QR2520-120	Imagen8 Limited	Environment	Towards the cost of photography teacher for eight free nature photography workshops	$2,000.00	Eligible
QR2520-143	Kelmarna Community Farm Trust	Events	Towards the cost of Eftpos hire, security on the day, 3 portable toilet, marketing (including printing), face painter, wood botherer games and Auckland bike valet.	$3,945.00	Eligible
QR2520-108	Lucie Blazevska	Arts and culture	Towards the cost of dancers for the 'Unexpected Cabaret'	$1,000.00	Eligible
QR2520-116	Lucie Blazevska	Community	Towards the cost of three panellists fees, marketing costs, design cost and filming fees	$665.00	Eligible
QR2520-107	Mobility Assistance Dogs Trust	Community	Towards the cost of Senior Trainer salary	$2,000.00	Eligible
QR2520-105	New Settlers Family and Community Trust	Arts and culture	Towards the cost of venue hire at the Ellen Melville Centre	$4,000.00	Eligible
QR2520-147	New Zealand Blue Light Ventures Incorporated	Community	Towards the costs of producing and printing 691 Street Smart Handbooks and app costs	$3,906.00	Eligible
QR2520-125	Radiqal Movement	Community	Towards the cost of primary instructor, secondary support facilitator, Kai & refreshments, organisational & administrative costs and equipment	$3,919.51	Eligible
QR2520-135	Road Safety Education Limited	Community	Towards the cost of venue hire of North Harbour stadium and facilitator fees	$2,070.00	Eligible
QR2520-130	Royal Oak Racquets	Sport and recreation	Towards the cost of the installation of the new refrigeration lining	$1,750.00	Eligible
QR2520-111	School Start First Impressions	Community	Towards the cost of 100 school starter packs	$2,005.40	Eligible
QR2520-106	Social Change Collective	Community	Towards coordinator wages	$4,000.00	Eligible
QR2520-150	Sustain and Enable Limited	Community	Towards the cost of wages and LED multipack	$3,068.00	Eligible
QR2520-134	The Actors` Program	Arts and culture	Towards the cost of the consultancy services of the Board of The Actors Program	$2,500.00	Eligible
QR2520-121	The Auckland Women's Centre Incorporated	Community	Towards the cost of a couch, an armchair and floor rug including delivery costs	$3,395.65	Eligible
QR2520-148	The Classical Collab Limited	Arts and culture	Towards the cost of studio hire	$3,577.50	Eligible
QR2520-132	The Massive Company Trust	Arts and culture	Towards the cost of teaching artist fees for free development workshops	$4,000.00	Eligible
QR2520-127	The UpsideDowns Education Trust	Community	Towards the cost of subsidising speech and language therapy	$1,000.00	Eligible
QR2520-139	The Village Square Trust	Arts and culture	Towards the cost of tutor wages, marketing, venue hire, snacks and painting easels	$4,000.00	Eligible
QR2520-112	The Yes And Trust	Arts and culture	Towards the cost of theatre hire and tutor fees, for the Auckland Improv Festival 2025.	$4,000.00	Eligible
QR2520-113	United Nations Association Of New Zealand Incorporated	Community	Towards the cost of 10 Student Scholarships	$1,800.00	Eligible
QR2520-117	United North Piha Lifeguard Service Incorporated	Sport and recreation	Towards the cost of nine men's waterproof jackets, six headlamps and six torches	$4,000.00	Eligible
QR2520-109	Vanda L K Tong	Sport and recreation	Towards the cost of uniforms for Auckland Social Soccer for LGBTQIA+	$1,000.00	Eligible
QR2520-141	Warriors Community Foundation	Sport and recreation	Towards the cost of community activators wages	$1,800.00	Eligible
QR2520-138	Wingspan Trust	Community	Towards the cost of counselling sessions (wages including reporting, supervision and administration)	$3,940.00	Eligible
QR2520-104	Youth Arts New Zealand	Arts and culture	Towards the cost of pre-event production, event delivery, facilitating workshop, marketing costs, backline and musical instrument hire, Hall Hire at Kāhui St Davids and refreshments	$4,000.00	Eligible
Total				$106307.06

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· higher priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Waitematā Local Board adopted the Community Grant Programme for 2024/2025 on 18 June 2024 and will operate two Quick Response and two Local Grant rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

12. In addition to the eligibility criteria outlined in the Community Grants Policy, the Waitematā Local Board have indicated in the Local Board Grants Programme that they will not fund groups who request funding over the maximum amount set.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The Local Board Community Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

14. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; decreasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

19. A summary of each application received through Waitematā Quick Response round one 2024/2025 is provided (refer Attachment A).

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-term Plan 2024-2034 and local board agreements.

22. The Waitematā Local Board has set a total community grants budget of $128.00.00 for the 2024/2025 financial year, with two Local Grant rounds and two Quick Response rounds.

23. Thirty-four applications have been received for the Local Grant round one 2024/2025 requesting a total of $274,883.99. On the 21 October 2024 the Local Board granted a total of $36,672.5 towards twenty applications.

24. Thirty-seven applications have been received for the Quick Response round one 2024/2025 requesting a total of $106307.06.

25. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27. Following the Waitematā Local Board allocation of funding for the Quick Response round one, staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Waitematā Quick Response round one - application summary
b	Waitematā Community Grant Programme 2023/2024

Ngā kaihaina

Signatories

Authors

Arna Casey - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

Request for change to aquatic fees and charges at The Olympic Pools and Fitness Centre

File No.: CP2024/20237

Te take mō te pūrongo

Purpose of the report

1. To seek endorsement of Olympic Pool and Fitness Limited’s request to increase entry fees and associated membership prices at The Olympic Pools and Fitness Centre, located at 77 Broadway, Newmarket, Auckland. This change is to take effect on 1 January 2025.

Whakarāpopototanga matua

Executive summary

2. Olympic Pool and Fitness Limited has requested the endorsement of the local board to increase pool entry and membership prices at The Olympic Pools and Fitness Centre, located at 77 Broadway, Newmarket.

3. The lease agreement for The Olympic Pools and Leisure Centre details the requirements for adjusting entry fees, in clause 1.4(o):

· The lessee may not raise entry fees more than once in any lease year.

· The increase shall not exceed the consumers price index since the previous entry fee increase.

· However, if the lessee provides written evidence that relevant operational costs relating to the pool have increased at a rate and value exceeding that consumers price index movement, then they shall be entitled to increase the entry fees by more than the movement in the consumers price index.

4. Olympic Pool and Fitness Limited intend to increase casual adult pool entry fees by one dollar, from $10 to $11, to take effect in the New Year (they will apply from 1 January 2025).

5. Associated swim concession and membership costs will increase in step with this change.

6. Olympic Pool and Fitness Limited has not changed entry fees since November 2022. They have requested this increase to cover significant, evidenced, operational cost increases in the last two years.

7. The proposed price increase meets the requirements of clause 1.4(o) of the lease agreement. It has been two years since the last fee increase. Despite the change in fees exceeding the annual consumers price index for the 2024/2025 financial year, it does not exceed the cumulative consumers price index increase since November 2022.

8. In addition, Olympic Pool and Fitness Limited has provided satisfactory written evidence that operational costs have increased at a rate that exceeds the consumers price index movement in the period.

9. The proposed new amount of $11 for casual adult entry to the pools is a 10 per cent increase to current prices.

10. In comparison, the consumers price index used for the adjustment to fees and charges across the pools and leisure network for the 2024/2025 financial year was 5.7 per cent. The consumers price index change adopted by council for the 2023/2024 financial year was 7.1 per cent.

11. As supporting evidence, Olympic Pool and Fitness Limited has provided a cost breakdown of utility and staff costs since November 2022. This shows expenditure increases of:

· Electricity, by 25 per cent

· Gas, by 100 per cent

· Water, by 50 per cent

· Wages, by 16 per cent

12. While Olympic Pool and Fitness Limited has not submitted audited accounts, as this is not a requirement, the information provided is credible. The scale of the expenditure increase is similar to those experienced by other aquatic centre operators over the same period, including council. The expenditure items of utilities and wages typically comprise around 85 per cent of the total operating expenses for an aquatic facility.

13. Staff have sought and received a legal opinion on the application of clause 1.4(o) in the lease agreement. Legal counsel supports the view that Olympic Pool and Fitness Limited’s price increase is justified according to the terms of the lease. The legal counsel noted that the lease provision allows for upward adjustments. The lease also allows for the movement of the consumers price index since the last fee increase, not just in the past year, and for more than the consumers price index movement if costs can be justified.

14. The Olympic Pool and Fitness Limited request to increase the price of pool entry fees at The Olympic Pools and Leisure Centre, effective from 1 January 2025, meets the conditions in the lease agreement. As such, under the terms of the existing agreement, the new prices are justified and should be approved.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) endorse the request by Olympic Pool and Fitness Limited to increase the casual adult pool entry fee at The Olympic Pools and Fitness Centre by one dollar, from $10 to $11, and the ensuing concession and membership fee changes, effective from 1 January 2025.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Garth Dawson - Leisure Business Manager

Authorisers

Claire Stewart - General Manager Pools and Leisure

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19155

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve local consultation document content (Attachment A) 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 Waitematā 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) Grey Lynn Farmers Market pop-up – Sunday, 9 March 2025, 10am-12pm

ii) Parnell Farmers market pop-up – Saturday, 15 March 2025, 10am-12pm

iii) Ellen Melville Centre pop-up – Saturday, 22 March 2025, 10am-12pm

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

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

i) local board members and Chair.

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

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

Horopaki

Context

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

· Grey Lynn Farmers Market pop-up – Sunday, 9 March 2025, 10am-12pm

· Parnell Farmers market pop-up – Saturday, 15 March 2025, 10am-12pm

· Ellen Melville Centre pop-up – Saturday, 22 March 2025, 10am-12pm

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	Local consultation document content
b	Local supporting information content

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

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

File No.: CP2024/20232

Te take mō te pūrongo

Purpose of the report

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

2. To nominate two local board members to join the Project Control Group of the Great North Road improvements project to provide regular feedback as representatives of the Waitematā Local Board.

Whakarāpopototanga matua

Executive summary

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

4. 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.

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

6. Great North Road improvements is an ‘inform’ project as part of the Waitematā Local Board’s Kōkiri Agreement.

7. The upgrade of Great North Road will start soon, and Auckland Transport wants to ensure that the local board can actively participate in delivery of the project by providing its feedback.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

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

b) nominate two local board members to represent the Waitematā Local Board on the Project Control Group of the Great North Road improvements project.

Horopaki

Context

8. 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.

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

10. 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

11. 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.

12. 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.

13. 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.

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

· Attachment B is a quarterly update on road maintenance activities

· Attachment C is a memo providing the latest update on the Great North Road improvement project

Great North Road Improvements Project

15. Great North Road improvements is an ‘inform’ project as part of the Waitematā Local Board’s Kōkiri Agreement.

16. AT have appointed a contractor to deliver the Great North Road Improvements project and work will begin in early January 2025.

17. Auckland Transport recommends that Waitematā Local Board delegate authority to provide feedback on this project to two members.

18. The nominated members would join the Project Control Group and be responsible for providing Waitemata Local Board feedback.

19. The feedback provided to this group will be recorded in project documents and the representatives will report back to the full board.

20. The commitment comprises of two meetings, with each meeting approximately two hours long.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

22. 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.

23. 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

24. 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.”

25. 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.

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

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

28. 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

29. The local board endorsed the Kōkiri Agreement 2024-2025 at their 11 December 2023 business meeting. This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

30. 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.

31. 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

32. 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

33. 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.

34. 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

35. 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.

36. 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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Schedule of Kōkiri Agreement updates
b	Road maintenance activities
c	Great North Road Improvements project update

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

John Gillespie – Head of Stakeholder & Community Engagement Auckland Transport.

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

Adoption of the Waitematā Local Board Emergency Readiness and Response Plan

File No.: CP2024/17897

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Waitematā Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Waitematā Local Board Plan 2023 key initiative to ‘Develop local emergency response plans to improve community resilience to extreme weather events, ongoing climate change hazards, and other emergencies’.

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

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

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

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergencies. Group Plan Initiative #16 prioritises the preparation of Local Board ER&R Plans to meet this objective. The Waitematā Local Board ER&R Plan contributes to the delivery of the Waitematā Local Board Plan 2023 key initiative to ‘Develop local emergency response plans to improve community resilience to extreme weather events, ongoing climate change hazards, and other emergencies’.

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

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

· Workshop one (4 June 2024): The concept of the ER&R Plan was introduced, Local Board Emergency Readiness and Response Leads were nominated and the process to develop the ER&R Plan was agreed. The Waitematā ER&R Plan Working Group was established including the nominated Local Board Emergency Readiness and Response Leads, the Auckland Emergency Management Senior Community Planning and Readiness Advisor, and local board services staff. Members of the working group have singly or jointly met with Auckland Emergency Management staff at various times to discuss aspects and considerations for the plan.

· Workshop two (24 July 2024): The draft ER&R Plan template was presented, following input from the nominated ER&R Plan Working Group. Discussion focused on identifying and/or confirming hazards specific to the Waitematā Local Board area, potential Civil Defence Centres and provisional Community Emergency Hubs. The local board confirmed a targeted group of community stakeholders with whom to test the draft ER&R Plan.

· Workshop three (12 November 2024): The final draft ER&R Plan text and feedback received from targeted stakeholder consultation, were presented. Local board members contributed final suggested amendments to consider, including; a request to condense the introduction and local area context sections, to include further detail around the role of iwi\Māori and marae, include information about evacuating with pets and animals, providing a more urban context to the threat of fire messaging and to provide ‘further information’ sources and links in the document to support wellbeing through recovery. The strategy to launch the ER&R Plan post adoption was also presented and discussed.

10. In addition to input from the ER&R Plan Working Group, this ER&R Plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency NZ and Police), Health NZ, the Auckland Council Demographic Panels, as well as council departments of Healthy Waters, Community Wellbeing (formerly Connected Communities) and the Tāmaki Makaurau Recovery Office. Key community groups with an interest in emergency readiness and response have also been involved in the development of the plan. A summary of this feedback is provided in paragraphs 13 through 19 in this report.

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

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

Figure 1: The hierarchy of plans

A diagram of emergency response plan

Description automatically generated

Tātaritanga me ngā tohutohu

Analysis and advice

13. Feedback received at local board workshops and through the ER&R Working Group engagement included:

· emphasising a ‘call to action’ within the summary of the plan

· highlighting the lived experience of those in Waitematā from the 2023 floods and Cyclone Gabrielle.

· acknowledging the high urbanisation of the city centre which is putting pressure on the city’s infrastructure and resulting in a high susceptibility to flash flooding

· ensuring the plan is easy to understand and interpret given the diverse languages and cultures that live in the local area

· considering how Auckland Emergency Management can work with the Ministry of Education to support key readiness and response messaging in schools to youth, and to possibly capitalise on the facilities associated with schools in the area

· supporting Auckland Emergency Management’s future engagement with community groups to support skills and development so they and their facilities can become Community Emergency Hubs.

14. Civil Defence Centre information has been gathered regarding current and possible future locations within the Waitematā Local Board area. Feedback sought to ensure that Civil Defence Centres better provide for inner city and vertical living (i.e. apartment) communities, the student population, those who commute to and work within the Central City area, day visitors (e.g. cruise ship passengers) and visitors to the city centre. This feedback will be fed into the wider review of Civil Defence Centres (and identification of future centres) currently underway by Auckland Emergency Management. Work will continue to identify possible Community Emergency Hubs that can play an important role in supplementing and complimenting the options of emergency venues available for the public.

Summary of community feedback

15. Over the period July to October 2024, the Senior Community Planning and Readiness Advisor, along with the Waitematā Community Broker and Auckland Council’s Recovery Office, engaged with community groups as recommended by the local board in workshop two.

16. The purpose of engaging a wide range of recommended community groups was to seek feedback and input into the Waitematā Local Board ER&R Plan to ensure the plan meets the needs of the local community. Many groups were also willing to help broker and co-opt other groups and communities within their sphere of influence to provide feedback into the Waitematā Local Board ER&R Plan.

17. Engaging key community groups through the development of the plan also netted the added benefit of identifying groups that expressed an interest in becoming a Community Emergency Hub in the future.

18. Out of the following 11 identified groups engaged in the development of the plan, six provided feedback as indicated by the asterisk below. Groups that expressed an interest in becoming a Community Emergency Hub in the future are marked with a plus sign:

· Grey Lynn Community Association *

· Central City Residents Group

· Neighbourhood Support Tāmaki Makaurau

· Aaiotanga Community Centre and Charitable Trust *+

· Pacific Island Presbyterian Church Newton *

· Anglican Church City Network *+ (Holy Trinity Parnell, St Columba & St Mathews-in-the-City)

· Ponsonby Community Centre *+

· Grey Lynn Community Centre *+

· Parnell Village Square Trust & Community Centre *+

· Madden Pl Wynyard Quarter Body Corporate Committee

· Hopetoun St Freemans Bay Residents\Body Corporate group

19. General feedback from community groups was positive and supportive, with discussion focused on building the capacity of emergency support in the area. There was a general desire to continue working with Auckland Emergency Management to accomplish this. Specific feedback to note from the engaged community groups include:

‘…we remain keen to be involved with AEM in whatever aspect yourselves and/or Council requires of us... Also, we are still exploring solar power options available for us and will come back to you … with some options on what it may look like for our Community Centre to be a power-hub for the community.’

‘…our church leadership are well connected with Pasifika leaders across Auckland, not only with the church communities but also with Pasifika business, health and social service communities, so could well offer to be a connection/communication point or virtual hub for information, key messaging and coordination. There are also a multitude of other Pasifika church denominations across the Waitemata Local Board area that we engage and connect with, and these formal and informal networks are essential in future planning and talanoa. On behalf of our ministers and leadership, we genuinely want to express to you and your team our sincere thanks for your consideration and timely response to our feedback /comments. Ultimately, we all want to ensure our families and communities remain safe... We look forward to further talanoa’.

Feedback from council’s demographic panels

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

· communication of the plan post-adoption

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

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

· the plans being condensed

· provide advice for apartment dwellers

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

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

Launch strategy for the ER&R Plan

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

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

Update process for the ER&R Plan

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

31. The Waitematā Local Board ER&R Plan contributes to the delivery of the Waitematā Local Board Plan 2023 key initiative to ‘Develop local emergency response plans to improve community resilience to extreme weather events, ongoing climate change hazards, and other emergencies’. The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. Key risks to the implementation of the Waitematā Local Board ER&R Plan include:

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Waitematā Local Board Emergency Readiness and Response Plan
b	Local Board Emergency Readiness and Response Plan - Launch Strategy

Ngā kaihaina

Signatories

Authors

Reg Phillips - Senior community Planning and Readiness Advisor

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

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

File No.: CP2024/19903

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

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

Horopaki

Context

Overview of the Auckland BID programme

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

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

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

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

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

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

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

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

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

· establishing, continuing/discontinuing BID programmes;

· changes to the BID programme boundary area/map;

· changes to the BID targeted rating mechanism;

· issue resolution;

· key stakeholder roles and responsibilities.

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

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

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

BID Targeted Rate

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

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

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

Local Board role with BID programmes

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

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

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

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

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

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

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

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

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

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

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

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

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

Hunters Corner BID

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

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

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

· ineffective governance and management processes.

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

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

Māngere East Village BID

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

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

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

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

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

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

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

· debt accumulation with no actions towards reduction.

· disharmony within a business community.

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

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

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

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

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

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

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

BID Policy refresh

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

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

46. The aim of the refresh is to:

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

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

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

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

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

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

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

Draft BID Policy (2025) and appendix documents

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

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

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

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

Ngā tāpirihanga

Attachments

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

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Lou-Ann Ballantyne - General Manager Governance and Engagement

Jacqui Fyers - Senior Local Board Advisor

Waitematā Local Board

10 December 2024

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

File No.: CP2024/18478

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 Waitematā Local Board:

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

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

Horopaki

Context

Purpose of Auckland Film Protocol

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Reasons for refresh

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

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

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

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

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

14. Refreshing the document will address the following matters:

a) clarify purpose and objectives

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

c) remove or update outdated information

d) provide clear language and reduce detail

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

f) reflect recent policy or regulatory changes.

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

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

a) overall purpose of the document

b) requirement to obtain film permits under the Bylaw

c) Tūpuna Maunga Authority film permit process

d) film permit fees

e) the requirements for filming

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

g) international and national comparators review

h) alterations to council bylaws, policies and plans.

Timeline and approach to engagement

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

Table 1 Auckland Film Protocol Refresh Engagement Milestones

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

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

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

Local board engagement approach

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

· Planning and Resource Consents (including Heritage)

· Building Consents

· Environmental Services

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

· Regulatory Practice (bylaws)

· Auckland Transport (including Harbourmaster)

· Eke Panuku Development Auckland

· Screen Auckland.

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

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

Local impacts and local board views

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

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

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

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

a) 87 per cent agreed filming creates job opportunities

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

· strengthen the Māori lens to reflect mana whenua consultation requirements

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Potential risks and mitigations are outlined below:

If…

Then…

Level

Possible mitigations

Engagement focus takes a long time

Increases the timeframe for completing the project

Likelihood rating is unlikely

Moderate

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

· remain flexible in approach due to nature of engagement

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

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

Likelihood rating is possible

Moderate

· a well-developed vision proposition and communications planning

· a clear stakeholder engagement plan

· be clear on scope and deliverables

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Marie Jenkins, Project Manager, Screen Auckland

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Jacqui Fyers - Senior Local Board Advisor

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Anahera Rawiri
	Richard Northey, (ONZM)
	Sarah Trotman, (ONZM)

Authors	Katherine Kang - Democracy Advisor
Authorisers	Jacqui Fyers - Senior Local Board Advisor