Agenda of Rodney Local Board - Wednesday, 11 December 2024

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Rodney Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 20 November 2024, 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 Rodney 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: Bus shelter on Mansel Drive, Warkworth

Te take mō te pūrongo

Purpose of the report

1. Robert Wolf has requested a deputation to discuss a bus shelter on Mansel Drive, Warkworth.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Mr Wolf for his attendance at the meeting.

8.2 Deputation: Pest Free Dairy Flat

Te take mō te pūrongo

Purpose of the report

1. Olaf Jones from Pest Free Dairy Flat has requested a deputation to provide an update on their activities.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Mr Jones for his attendance at the meeting.

8.3 Deputation:Matakana Coast Trail Trust

Te take mō te pūrongo

Purpose of the report

1. Meg Erikson from the Matakana Coast Trail Trust has requested a deputation to provide an update on the Matakana Coast Trail.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Miss Erikson for her attendance at the meeting.

8.4 Deputation: Mahurangi West Hall Incorporated Society

Te take mō te pūrongo

Purpose of the report

1. Peter Doolin from Mahurangi West Hall Incorporated Society has requested a deputation to discuss a new ground lease.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakamihi / thank Mr Doolin for his attendance at the meeting.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) a Notice of Motion has been received from member T Holdgate for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion	11

Rodney Local Board

11 December 2024

Grant Mahurangi West Hall and Reserve Incorporated a lease for land at Mahurangi West Hall, 401 Mahurangi West Road, Mahurangi West

File No.: CP2024/18357

Te take mō te pūrongo

Purpose of the report

1. To seek approval to grant Mahurangi West Hall and Reserve Incorporated a community ground lease for land at Mahurangi West Hall, 401 Mahurangi West Road, Mahurangi West.

Whakarāpopototanga matua

Executive summary

2. Mahurangi West Hall and Reserve Incorporated has occupied an area of land located at Mahurangi West Hall (the reserve) by way of a lease entered into with the former Rodney District Council. The lease commenced 1 October 2004 and provided for tenure of an initial term of 10 years with one right of renewal for nine years. The lease expired 30 September 2023 and the lease agreement has been holding over on a month-to-month basis on its existing terms and conditions since.

3. Mahurangi West Hall and Reserve Incorporated (the society) own the heritage hall, toilets and other associated improvements which it maintains and operates as a community hall for use by locals and the wider community. The society has formally applied to the council for a new lease.

4. The society has a strong committee and sufficient funds to meet its liabilities, and it is managed appropriately. The society meets the criteria as a community lessee. The society carries all necessary insurance cover.

5. The progression of the new lease is included in the Customer and Community Services 2024/2025 work programme as approved by the Rodney Local Board at its business meeting of 19 June 2024 (resolution number RD/2024/85).

6. Mahurangi West Hall (the reserve) is subject to the provisions of the Reserves Act 1977 and is classified as local purpose (site for a community hall) reserve under the Act. The classification legally supports the society’s activities. The Rodney Local Parks Management Plan 2023 contemplates the club’s activities.

7. This report recommends the Rodney Local Board grant Mahurangi West Hall and Reserve Incorporated a new community lease for the land at Mahurangi West Hall on which the society’s hall, toilets and other associated improvements are located.

8. If the local board resolves to grant the lease, staff will work with the society to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) grant Mahurangi West Hall and Reserve Incorporated under section 61(2A)(a) of the Reserves Act 1977, a lease for 209 square metres (more or less) of land at Mahurangi West Hall (reserve), legally described as Section 40 Block XV Mahurangi Survey District 3504 (Attachment A to the agenda report), subject to the following terms and conditions:

(i) term – 10 years, commencing 12 December 2024, with one 10 year right of renewal

(ii) rent – $1,300.00 plus GST per annum

(iii) a community outcomes plan will be appended as a schedule to the lease agreement

b) approve Mahurangi West Hall and Reserve Incorporated community outcomes plan (Attachment B to the agenda report)

c) note that all other terms and conditions will be in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines as updated 1 July 2023.

Horopaki

Context

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

10. The society has occupied an area of land at Mahurangi West Hall (the reserve) by way of a lease entered into with the former Rodney District Council. The lease commenced 1 October 2004 and provided for tenure of an initial term of 10 years with one right of renewal for nine years and expired 30 September 2023. As such, the lease agreement has been holding over on a month-to-month basis on its existing terms and conditions since expiry.

11. The society has formally applied to the council for a new lease.

12. The progression of the proposed new lease is listed as item number 3805 on the Customer and Community Services 2024/2025 work programme approved by the Rodney Local Board at its business meeting of 19 June 2024 (resolution number RD/2024/85).

Land, hall and current lease

13. The society occupies land at Mahurangi West Hall (the reserve) which is legally described as Section 40 Block XV Mahurangi Survey District 3504. The land is held by the Department of Conservation on behalf of the Crown and managed by the council. The land is subject to the provisions of the Reserves Act 1977 and is classified as local purpose (site for a community hall) reserve under the Act. The land classification legally supports a lease for the society’s activities.

14. Historically, the hall was utilised as a school and the society believe it to be the oldest school in Northland, standing on its original site.

15. In a deed dated 29 April 2005, the Department of Conservation on behalf of the Crown transferred ownership of the hall to the society for a nominal sum on the condition that the society restore, renovate, maintain and operate the hall for use by the community.

16. The society applied to and was granted a lease by the former Rodney District Council for the land on which the hall was located. The date of the transfer of the hall from the Crown to the society took effect on the commencement date of the lease.

17. During 2014, with funding from the Rodney Local Board and the ASB Bank, the society constructed a new toilet block and associated infrastructure, adjacent to the hall.

Mahurangi West Hall and Reserve Incorporated

18. The society was established in 2003 and has occupied land at Mahurangi West Hall (the reserve) for over two decades.

19. The society was incorporated under the Incorporated Societies Act 1908 on 3 October 2002. Contained within the society’s rules, its objects include:

a) to restore, landscape, maintain and utilise the Mahurangi West Hall and surrounds for the benefit of all members of the Mahurangi community

b) to promote community activities in the Mahurangi West Hall and surrounds

c) to promote community awareness of an interest in the historical significance of the Mahurangi West Hall

d) to encourage, support and actively participate in initiatives and activities having the object of preserving and enhancing the historical, landscape and natural environmental features of the area surrounding Mahurangi from State Highway 1 in the west, through to the coast, in the east.

20. The society owns, maintains and operates its hall and associated improvements on the site.

21. The society has provided financial accounts which indicate that its funds are sufficient to meet its liabilities and are being managed appropriately. The society has all necessary insurance cover, including public liability insurance, in place.

22. Council staff have negotiated and agreed a community outcomes plan with the society, which, if approved by the Rodney Local Board will be appended as a schedule to the new lease agreement.

Tātaritanga me ngā tohutohu

Analysis and advice

Strategic alignment

23. Under the Auckland Council Community Occupancy Guidelines 2023, the standard term of tenure for leases to groups that own their respective assets is an initial term of 10 years with one right of renewal for 10 years.

24. The land at Mahurangi West Hall (the reserve) is subject to the provisions of the Reserves Act 1977 and classified as local purpose (site for a community hall) reserve. The provision of community halls is contemplated within section 61 of the Reserves Act and the society’s activities fall within the parameters of this section. Therefore, with no change of activities, public notification is not required.

25. Additionally, during the recent preparation of the Rodney Local Parks Management Plan, mana whenua engagement was undertaken by council staff as part of the process. Engagement documentation covered the entire local board rohe which included the Mahurangi West Hall (the reserve). Therefore, further engagement is not required.

Assessment of the lease application

26. The society has submitted a comprehensive application supporting its request for a new lease and is able to demonstrate its ability to manage and maintain its improvements. Staff undertook a site visit on 7 March 2024 and observed that the society was maintaining its lease area, and that the hall was being well utilised.

27. The following table contains brief details on the society’s latest financials. While the society’s year end financials show minimal income against its expenses, the society holds adequate cash reserves at its bank.

Table 1: Financials

Income for the financial year ended 31 March 2023

Operating Expenditure

Contractor fees

Income less expenses

$10,745.00

$9,978.53

$5,294.86

$766.47

28. The society’s largest recorded expense for the financial year ended 31 March 2023 was contractor fees. Contractors are a critical requirement to ensure that the society’s hall, toilet, associated improvements and grounds are adequately maintained. This, in turn, ensures that the hall is compliant, available and attractive for use and hire by the local and wider community.

29. The hall is used for a wide range of community activities including social, recreational, educational and wedding events. Additionally, the hall is available for use as a response centre in the event of an emergency.

30. The society actively promotes healthy activities to community users, including table tennis, yoga and boot camp fitness.

31. The society also promotes regular open day community events, including offering bouncy castles and numerous other outdoor games and activities for children to play and enjoy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

· include any other outcomes that will improve environmental outcomes and mitigate climate change impacts.

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

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

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

34. Climate change does not have the potential to impact the lease. This is because the society’s hall, toilets and associated improvements do not sit within flood plain areas identified on Auckland Council’s Hazard Viewer (Attachment C to the agenda report). Similarly, the Mahurangi West Hall (the reserve) is located on high ground, well clear from any potential coastal inundation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Council staff from within the Community Directorate have been consulted on the proposed new lease. The table below contains detailed feedback:

Relevant team	Feedback
Facilities Manager and Coordinator, Area Operations, Parks and Community Facilities	Supportive of the proposed new lease.
Parks and Places Specialist, Parks and Community Facilities	Supportive of the proposed new lease.
Community Broker, Community Wellbeing	Supportive of the proposed new lease.

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

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

Local impacts and local board views

37. The progression of the proposed new lease is listed as item number 3805 on the Customer and Community Services 2024/2025 work programme approved by the Rodney Local Board at its business meeting of 19 June 2024 (resolution number RD/2024/85).

38. The recommendations in this report support the Rodney Local Board Plan 2023 outcomes as follows:

a) ‘Our People’ “Our people support each other, have what they need to live well and are able to adapt to change.”

b) ‘Our Community’. “Our community facilities, libraries and parks are great places to connect, play and learn.”

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which are outlined in council’s key strategic planning documents; the Auckland Plan, the Long-Term Plan 2024 - 2034, the operative part of the Auckland Unitary Plan, and local board plans.

40. Staff engagement with mana whenua has been recently undertaken during the preparation of the Local Parks Management Plan process. As the Local Parks Management Plan was adopted in July 2023, fresh engagement with mana whenua about the lease proposal is not required.

Ngā ritenga ā-pūtea

Financial implications

41. There is no direct cost to the council associated with the grant of a new lease. The society will continue to take responsibility for all operational and renewal costs involved with its hall, toilets and associated improvements located on Mahurangi West Hall (the reserve).

42. A new lease would afford the society with security of tenure and enable it to attend to the scheduled maintenance of its hall, toilets and associated improvements. Should the society vacate its area, there would be a risk associated with lack of maintenance. In this scenario, council would be liable for the society’s assets regardless of whether budget is allocated to or identified for renewals. Similarly, any required asset renewals do not appear in the annual work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. Should the local board resolve not to grant the society a new lease, this will negatively impact the ability of the society to undertake all current and future activities. This would have an adverse impact on the achievement of the respective local board plan outcome.

Ngā koringa ā-muri

Next steps

44. If the Rodney Local Board resolves to the grant the proposed lease, staff will work with the society to finalise the agreement in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan	19
b ⇩	Community Outcomes Plan	21
c ⇩	GIS aerial view from Auckland Council's Hazard Viewer	23

Ngā kaihaina

Signatories

Author

Karen Walby - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Lesley Jenkins - Local Area Manager

Horopaki

Context

13. Te Hana Recreation Reserve is located at 12 Whakapirau Road, Te Hana. Whakapirau Road bisects the two sections of the reserve.

Figure 1 - Te Hana Domain Recreation Reserve Location Plan

14. As a part of the Rodney Local Board’s 2023/2027 Customer and Community Services work programme, the local board approved a project to renew and upgrade the playground at Te Hana Recreation Reserve (resolution number FY25-RD/2024/83).

15. The local board has allocated $650,000 of Capex funding, including $150,000 of LDI Capex funding towards the playground renewal and upgrade.

16. The concept has now been finalised based on input from the local board, Te Ao Marama Cultural Centre, Te Uri O Hau Settlement Trust, and the Te Hana community.

17. The proposed relocation of the playground to the northern part of the reserve, next to the existing car park and toilet, has been widely supported. Incorporation of a cultural narrative has been achieved through the equipment selection, safety surface design and potentially some interpretive signage or artwork. The existing community garden will be redeveloped, and incorporated into the new playground layout so it can continue to provide the community space for food production and education.

18. An all-weather path will connect the play space to the cultural centre, and elevated mounds within the play space will create a visual connection with the centre. The equipment selection focuses on providing maximum play value, increasing provision for more age groups, and different activities.

Links to relevant local and regional strategies, policies and plans

19. Rodney Local Parks Management Plan – Te Hana Reserve (Page 61 - 62) – Management Intentions – 4. Investigate opportunities to further improve the play space in the park with the community. Consider how to provide: a diversity of play experiences in the area for a wide range of ages; Shade; improving all ability access; and adding unique local refences to lift the play network.

20. Rodney Strategic Parks Provision Assessment (2018) – (Pg 55) highlights the need for future play improvements to ‘reflect the unique character of the community – planting, natural play elements.

Tātaritanga me ngā tohutohu

Analysis and advice

21. On 11 October 2023, four options were presented at the local board workshop. Options included a status quo do nothing option, renew the playground in the existing location, upgrade the playground in the existing location and upgrade in the new location on the northern side of the road.

22. An assessment of each option considering constraints, risks and estimated cost was provided and discussed with the local board at the workshop and guidance was given to staff to complete further consultation on the playground upgrade and the proposed new location option.

Consultation / Engagement

23. At the workshop on 11 October 2023, the local board supported further consultation and preparation of a concept design. The local board requested that both the location options were shared with the local community, cultural centre and iwi / mana whenua, and that feedback be sought and considered within the playground design.

24. The design options were circulated to Te Ao Marama Cultural Centre and Te Uri O Hau Settlement Trust in February 2024 and meetings held on site. Feedback was received and considered within the preparation of the concept design. Details of the feedback are noted under the Māori impact section of this report.

25. Consultation with the local community took place in August / September 2024 through the Auckland Council Have Your Say webpage, on site signage and the local board Facebook page and via email.

Themes from engagement

26. Of the seven community submissions received, 100 per cent were supportive of the concept. 57 per cent fully supported all proposed changes and 43 per cent supported most of the changes. The views received have been themed below:

a) more skate / wheel play elements included along the concrete paths.

b) support a bigger playground.

c) more facilities in the park including improved sports fields, new basketball courts.

d) fenced dog exercise area.

e) more equipment like monkey bars, trampoline, big slide, flying fox.

27. Detailed stakeholder feedback analysis is attachment B of the agenda report.

Recommendation

28. A concept design has been developed using best practice playground design that considers maximising play value, principles of Crime Prevention Through Environmental Design, accessibility and feedback from iwi, interest groups and the community.

29. The proposed concept design includes:

· senior play tower

· junior play module

· wheelchair carousel

· see-saw

· balance trail and dry riverbed

· swings

· fish finder activity

· accessible paths and safety surfacing

· timber seating, picnic tables, fencing and bollards

· shade sails

· signage

· community gardens and amenity planting.

31. The project will deliver significant improvements to the provision of play within Te Hana and meet the needs of the community surrounding the area. The senior activities will be located within the southern area of the reserve adjacent to the existing playing courts and visible from State Highway 1. The junior and intermediate activities will be located on the northern side of Whakapirau Road, close to the car park and toilets.

30. It is recommended that the local board approve the proposed concept design as attached to this agenda report (attachment A), to allow the project to continue to detail design, procurement, and construction.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. 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.

32. 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 much as possible when delivering the project.

33. 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. Swing sets and other fixtures in good condition will be retained for reuse.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. Council staff from within the Community Directorate (Parks and Community Facilities operational management and maintenance and Community Wellbeing) have been consulted. They are supportive of the renewal / upgrade as it will improve the quality of the asset and ease of maintenance. Their feedback was incorporated as part of the concept design development process.

36. The project will deliver significant improvements to the provision of play within Te Hana and meet the needs of the community surrounding the area.

37. Collaboration with staff will be ongoing to ensure that the development of the playspace is integrated appropriately into the operational maintenance and asset management systems once completed. Further consultation with Auckland Transport will be undertaken to address the risks around the heavy vehicle movements along Whakapirau Road and lack of pedestrian connection between the two parts of the reserve.

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

Local impacts and local board views

38. The playground is located at Te Hana Recreation Reserve and is important for completing the Auckland playground network. The project will benefit the community by providing a much higher level of play value, with more activities, for more children. The playground renewal will provide better facilities for care givers which will mean they are much more likely to keep the kids at the playground for longer.

39. At the 11 October 2023 workshop, several options were initially presented to the local board, along with an assessment of each option including constraints, risks and estimated costs. The local board requested further consultation with the cultural centre and iwi as part of the concept design process.

40. The current concept design incorporates aspects requested by the local board and feedback received from stakeholders (iwi, community, groups etc).

41. The project aligns and supports the Rodney Local Board Plan 2023:

· Our People – Our people support each other, have what they need to live well and are able to adapt to change

· Our Environment - Our land, waterways and coastlines are cared for and protected

· Our Places - Our towns, villages and rural areas are vibrant, prosperous, and livable

· Our Community – Our community facilities, libraries and parks are great places to connect, play and learn.

Tauākī whakaaweawe Māori

Māori impact statement

42. 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 2023-2027, the Unitary Plan (operative in part), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

43. The playground renewal and upgrade discussed in this report will benefit Māori and the wider community through integration of a cultural narrative that reflects Māori values, culture, and traditions. It will also improve the play value and experience of the children using it, providing them with the various activities required for their physical and mental development and wellbeing.

44. Engagement with mana whenua on this project has been undertaken as part of the consultation and design process. The concept design was presented and discussed with local iwi on site and via email correspondence. A site meeting / Hui was held on 23 February 2024. Feedback from Te Uri O Hau Settlement Trust and the Te Ao Marama Cultural Centre was received supporting the project in principle, with following specific feedback which has been incorporated into the proposed concept design:

· Health and safety of children crossing Whakapirau Road should be prioritised. It is recommended that all play assets, including youth play, are located on the northern side of the road. Large logging trucks use Whakapirau Road (Note: five went past in the hour-long duration of the site meeting / Hui). Speed limit should be lowered from the top of the hill on Whakapirau Road, especially if a crossing is installe

· Relocation of youth play could be staged and undertaken when the existing courts are due for renewal. Include a footprint of area where it could be located on the northern side.

· The Cultural Centre are in support of the project. The community needs support and an asset like this for local children, and to encourage travelers to stop at Te Hana.

· The Cultural Centre are planning to include electric car charging stations in their car park and maybe reopening their café. The playground will support the use of these facilities, and vice versa.

· Play equipment selected could reflect a marae style structure.

· Incorporation of fish and local identity into surface finishes and signage, details to encourage education and place making.

Ngā ritenga ā-pūtea

Financial implications

45. A total budget of $650,000 has been approved by the local board for this project in the following financial years. At the 16 October 2024 business meeting the local board approved the deferral of this project until 2028 / 29 due to the increased budget required for the Mahurangi East Community Centre.

Table 1: Approved budget allocation for the project

Budget source	FY 22/23, 23/24	FY 24/25	FY 25/26	FY 26/27	FY27/28	Total ($)
Long-term Plan 2023-2027	$43,784	$20,000		$180,000	$250,000	$493,784
Locally-driven initiatives (LDI)			$156,215			$156,215
Total allocated budget						$650,000
Maintenance cost (of new playground)						$5,000

46. The estimated cost for the construction of the proposed concept is $570,000 which is achievable within the current allocated budget of $650,000 for the project.

47. The ongoing maintenance costs for the expected lifespan of the assets are $17,000 annually based on existing similar sized playgrounds.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. A resource consent may be required if permitted standards are not met. Potential reasons for a resource consent include:

· Auckland Unitary Plan Section E12.6.2(11) – Earthworks within one per cent AEP Floodplain

· Auckland Unitary Plan Table E36.4.1(A42) – structures in overland flow paths

· Auckland Unitary Plan Section H7.11.3.(1) Yards – Structures over 1.5m in height within any yard setback.

49. The design currently complies with these Auckland Unitary Plan standards, however the final detail design is still to be undertaken at which time the final review against these standards can be completed.

50. The following risks and mitigations have been considered:

Table 2: Risks and mitigations for the proposed concept design option

Risks identified	Mitigation
Consents
Resource consent	The design is being reviewed against the consenting triggers throughout the design process and triggers being avoided where possible. Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Building consent	A building consent may be required for the drainage connection.
Engineering Approval	An Engineering Approval may be required for the drainage connection.
Watercare Works Over Approval	There is an existing wastewater line that runs parallel with the eastern boundary of the northern part of Te Hana Reserve and connecting to the toilet at the community hall, a Watercare works over consent will be required for the concrete path that will cross and run parallel to this pipe. There is a risk for the budget allocated to the path to increase based on the Watercare consent conditions.
Health and Safety
Public are exposed to unsafe conditions during construction phase	Risks will be managed by the preparation of a Site-Specific Safety Plan, weekly and monthly health and Safety audits, and the installation of safety fencing around the construction site.
Budget
Budget is not adequate	The costs will be continually checked throughout the project against the allocated budget.
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme to allow for wet weather. Complete construction during the summer months.
Damage to existing paths due to construction works	Jakmats or similar will be used to minimise the impact of machinery on the surrounding environment. If damage were to occur, this would have to be remedied at a cost to the project / contractor. A small contingency has been factored into the budget to account for this.
Dependencies on any other project / department	All other projects identified for this reserve have been completed.
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

51. Table 3 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step. Unforeseen delays in the procurement of a physical works contractor or the consenting process have the potential to delay completion of the project beyond the identified timeframe.

Table 3: Project phasing and timelines

Project phase	Planned completion timeframe
Resource consent application (if required)	March 2025
Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed. Additional collaboration with iwi will be undertaken a part of this phase.	Jan 2025 - June 2025
Building consent and Engineering approval application	July 2025
Procure physical works contractor. The tender will be submitted to a suitable contractor as per the procurement guidelines.	November 2025
Physical works An accurate commencement date and the duration of the physical works is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified.	January 2026 – April 2026

52. Progress updates on the project will be provided to the local board as part of the quarterly report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Concept design for Te Hana Recreation Reserve at 12 Whakapirau Road, Te Hana (Under Separate Cover)
b ⇨	Community consultation feedback (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Claire Bodmin - Senior Project Manager

Authorisers

Eli Nathan - Head of Area Operations

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

Riverhead - location options for new toilet facilities

File No.: CP2024/18604

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the proposed concept for the development of a single toilet facility at Dining Road Esplanade Reserve and at Murray Jones Reserve, Riverhead, and to progress the project to detailed design, consenting and construction.

Whakarāpopototanga matua

Executive summary

2. In 2018, the Rodney Public Toilet Provision Study identified the need for new toilet facilities in Riverhead.

3. An earlier public consultation process identified Dining Road Esplanade Reserve as the preferred location. This was approved by the local board and funding was allocated as part of the 2023/2024 Customer and Community Services work programme (resolution number RD 2023/95).

4. At the8 May 2024 workshop the local board supported further public consultation on the most appropriate location for new toilet facilities within Riverhead. Further public consultation was then undertaken with the community between 10 June and 10 July 2024. Feedback from the consultation was strongly in favor of a new toilet, but inconclusive on the most suitable location for the development of a single facility.

5. While the two preferred locations could not be split in terms of numbers of supporting respondents, there was strongly opposed views on the establishment of a new toilet facility at Dining Road Esplanade Reserve. Dining Road Esplanade Reserve received the highest number of supporting responses.

6. Staff now seek a decision on the options and approval to progress the project to concept design, detailed design, consenting and construction.

7. Staff recommend the establishment of two smaller toilet facilities to be installed at both Dining Road Esplanade Reserve, and Murray Jones Reserve utilising the previously allocated $576,000 ABS CAPEX – Growth (regional) budget.

8. This recommendation considers the opposition to the Dining Road installation and uncertainty of frequency of use lends towards a smaller single toilet facility that could easily be relocated in the future.

9. Following the approval of the preferred option from the local board, the project will progress to concept design, detailed design and construction phase in the early part of 2025.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) whakaee / approve the proposed concept for the development of a single toilet facility at Dining Road Esplanade Reserve and at Murray Jones Reserve, Riverhead, and to progress the project to detailed design onsenting and construction, utilising the allocated $576,000 ABS CAPEX – Growth fund.

Horopaki

Context

10. The Rodney Public Toilet Provision Study completed in 2018 identified a shortfall of public toilet facilities at several areas within Rodney, one of which being Riverhead. The need to complete a new toilet facility in Riverhead was further underlined by the establishment of several neighborhood parks and small playground developments.

11. The Dinning Road Esplanade Reserve, Riverhead - develop toilet facilities, was approved by the local board as part of their 2023/2024 Customer and Community Services work programme (resolution number RD/2023/95). The project has allocated funding of $576,000 from ABS: Capex – Growth (regional) budget to enable creation of a new facility in Riverhead.

12. Consultation undertaken during August - September 2020 via the online platform ‘Have Your Say’, proposed either the Riverhead Point Drive location or the developing Deacon Point as the site for a new toilet facility. In April 2021, the local board approved the concept design for a new toilet block at Deacon Point, Riverhead (resolution number RD/2021/216).

13. The project was placed on hold for a two-year period and on reinitiating council staff had concerns around the site selection and completeness of the earlier public consultation.

A memo to the local board on 8 May 2024 sought and obtained support to revisit the previously approved location and undertake a further round of community engagement of potential locations for a new toilet development in Riverhead.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Several possible locations were presented to the local board at the 8 May 2024 workshop, including the status quo. These locations formed the basis for the next round of public consultation.

· Option 1 - Do not proceed with any new toilet development in Riverhead

· Option 2 - Develop a new toilet facility at Deacon Point Reserve as currently approved

· Option 3 - Develop a new toilet facility adjacent to the Riverhead Drive playground

· Option 4 - Develop a new single pan toilet facility at Dining Road Esplanade Reserve and Murray Jones Reserve

· Option 5 - Develop additional toilet facilities at the existing toilet within Riverhead Memorial Park.

15. These options captured the locations previously consulted on, plus the addition of Murray Jones Reserve.

Options assessment

16. A summary of all options is outlined in Table 1 below

Table 1: Options assessment for the development of new toilet facilities

Options	Criteria			Finance/Budget		Comments
Options	Local board outcome alignment	Risk	Implementation	CAPEX (preliminary estimate)	OPEX -yearly (preliminary estimate)
Option 1 Do nothing	Not aligned with toilet provision study	Medium	No action	$0	$0	This option is not recommended as it will not meet the development needs
Option 2 Install a new toilet facility at Dining Road Esplanade Reserve (Deacon Point)	Aligned	Medium	Services close at hand. New build designed for future relocation if required	$200,000	$9,000	This option is not recommended as it will not meet the collective community needs
Option 3 Install a new toilet facility at Murray Jones Reserve	Aligned	Low	Additional service connection. New build designed for future relocation if required	$240,000	$9,000	This option is not recommended as it will not meet the collective community needs
Option 4 Install a new single pan toilet facility at BOTH Dining Road Esplanade Reserve and Murray Jones Reserve	Aligned	Low	Both sites require service connections	$420,000	$18,000	Recommended option best meets the identified community needs
Option 5 Development additional toilet facilities within Riverhead Memorial Park	Not aligned	Low	Increase toilet services within the existing toilet block	$200,000	$2,000	This option does not meet the identified shortfall in toilet facilities

Consultation / Engagement

17. At its workshop on 8 May 2024, the local board supported the option to reconsult the Riverhead community on potential toilet locations.

18. Consultation with the local community took place between the 10 June 2024 through to the 10 July 2024 via the Auckland Council Have Your Say webpage, the local board’s Facebook page, and onsite information signage at all the proposed toilet placement options. The link to the Have Your Say page is here: Riverhead public toilet site selection | AK Have Your Say.

Themes from engagement

19. There were some strong themes that came through the responses:

a) Ninety per cent of the respondents supported the creation of a new public toilet in Riverhead.

b) There seemed to be an “old” Riverhead, “new” Riverhead dynamic in the comments. Some people felt the Murray Jones reserve “deserved” a toilet; there was an implication that “old” Riverhead is not getting its share of development from the council.

c) There were quite a few comments asking us not to place the toilets around residential areas

d) Deacon Point was the most contentious – there were many comments strongly for and strongly against the development of a toilet facility. It is possible that those strongly against live near the planned installation.

e) A lot of people were concerned about children on playgrounds/using the parks not being able to access toilets.

f) While Riverhead Drive Playground was slightly less popular than the other two sites, being “convenient for playground users” was the most popular theme in the comments. However, this was largely associated with the potential expansion of the existing Riverhead Memorial Park toilet.

20. One hundred and seventy four submissions were received: There was no clear majority of feedback received indicating a preference for any one location. The engagement response results for preferred location were:

· Dining Road Esplanade Reserve (Deacon Point) 32.7 per cent (56 respondents) support for this location

· Murray Jones Reserve 32.2 per cent (55 respondents) support for this location

· Riverhead Drive Playground 23.4 per cent (40 respondents) support for this location

· Riverhead Memorial Park 9.9 per cent (17 respondents) support for increased facilities at this location.

Preferred option

21. The community feedback provided clear support for the establishment of a new toilet facility in Riverhead. However, there no clearly preferred location with both strong support and opposition at the most preferred sites.

22. A basic conceptual artist impression shows the likely location for a new toilet facility at the two most preferred sites (Attachment A to the agenda report). Style and final placement are only indicative.

23. Based on the split community response, the establishment of two smaller, single pan, toilet facilities at two separate sites located at Dining Road Esplanade Reserve and Murray Jones Reserve (option 4) is recommended.

Reason for the preferred option

24. The recommendation to supply and install two separate toilet facilities is based on the strong support for both locations identified. The proposed approach to this development would be to design and install a single pan accessible toilet at each site. The construction detail would enable for easy removal of either of the facilities at some point in the future, if low use did not warrant continuation. This would specifically be possible at the Dining Road Esplanade Reserve location.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. 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.

26. 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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. Collaboration with staff will be ongoing to ensure that the development of the new toilet facilities 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

29. If approved the new toilet facilities would be located at both Murray Jones Reserve, and Dining Road Esplanade Reserve, the project will benefit the community by providing additional toilet facilities at either side of Riverhead where recreational activities are known to be undertaken.

30. Staff from within the Community directorate (Parks and Community Facilities operational management and maintenance, Parks and Places) have been consulted. They are supportive of the development as it will improve the quality of the park experience and meet the infrastructural growth service needs.

31. The initial new toilet development was approved by the local board in 2023 (RD2023/95) with a growth funding allocation of $576,000. The selected site at that time was Dining Road Esplanade Reserve. The locations proposed in this report facilitates the previously approved intention as well as providing a toilet facility for another location.

Tauākī whakaaweawe Māori

Māori impact statement

32. 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.

33. The recommended option as discussed in this report will benefit Māori and the wider community through the establishment of convenience facilities in locations known to be cultural significant to Māori. It should stop visitors desecrating the area by choosing to relieve themselves in an inappropriate way.

Ngā ritenga ā-pūtea

Financial implications

34. A total budget of $576,000 has been approved by the local board for this project in the following financial years:

Budget source	Previous	FY2026	Total ($)
ABS renewals (CAPEX / OPEX)	$36,000		36,000
LDI (OPEX / CAPEX)
Growth Capex		$540,000	$540,000
Total allocated budget			$576,000
Maintenance cost – annual costs			$18,000

35. Growth capex is a regional fund. In July 2024, the Planning, Environment and Parks (PEP) Committee provided ‘in principle’ approval for the financial year 2025/2026 work programme, which includes the budget of $540,000 for the Riverhead Toilet Facilities. Future growth capex funding allocations will be considered and approved by the Community Committee.

36. High level indicative cost estimates for the design and construction of each option are included in the options assessment. The estimated cost for the preferred option (option 4) is $420,000 which is achievable within the currently allocated budget for the project.

37. The ongoing maintenance costs for the expected lifespan of the assets is $9,000 annually (per facility). This cost will be met through the local board’s operational expenditure budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent	Preparation and processing of the consent may have an impact on the timeframe for construction. Staff will endeavour to meet the deadlines.
Building consent	Preparation and processing of the consent may have an impact on the timeframe for construction. Staff will endeavour to meet the deadlines.
Health & safety
Public are exposed to unsafe conditions during construction phase	Health and safety measures that will be put in place to manage any risks.
Construction
Poor weather during construction may delay delivery	Construction methodology and programme to allow for wet weather.
Damage to existing paths due to construction works	Note measures that you will put in place to mitigate damage due to use of machinery. A small contingency has been factored into the budget to account for this.
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.
Financial	“In principle” approval has been received from the Planning and Environment Committee however the FY2026 regionally funded work programme will not be confirmed until July 2025. The resource consent application will not be submitted until July 25 by which time funding will be confirmed.
Negative feedback from community	Responses provided through the public consultation would indicate that some of the residents living near Dining Road Esplanade Reserve are strongly against the development of a toilet at this location

Ngā koringa ā-muri

Next steps

39. The table below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step.

Project phase	Planned completion timeframe
Resource consent application	July 2025
Detailed design	July 2025
Building consent application	July 2025
Procure physical works contractor / build partner The tender will be submitted to the council’s full facilities contractor / to a suitable contractor as per the procurement guidelines.	September 2025
Physical works Accurate commencement and duration of the physical works is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified.	December 2025-May 2026

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Riverhead - new toilet concept designs	43

Ngā kaihaina

Signatories

Author

Aaron Pickering – Senior Project Manager

Authorisers

Eli Nathan - Head of Area Operations

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

Adoption of the Rodney Local Board Emergency Readiness and Response Plan

File No.: CP2024/17895

Te take mō te pūrongo

Purpose of the report

1. To adopt the Rodney Local Board Emergency Readiness and Response Plan (Attachment A to the agenda report).

Whakarāpopototanga matua

Executive summary

2. The Rodney Local Board Emergency Readiness and Response Plan contributes to the delivery of the Rodney Local Board Plan 2023 objective to ‘empower communities to prepare for disasters’.

3. The development of the local board Emergency Readiness and Response Plan is key initiative number 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 Rodney Local Board Emergency Readiness and Response 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 Emergency Readiness and Response Plan. The two stages include a ‘soft launch’ post-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 Rodney Local Board:

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

b) tautapa / delegate to the Rodney 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 number 16 prioritises the preparation of Local Board Emergency Readiness and Response Plans to meet this objective. The Rodney Local Board Emergency Readiness and Response Plan contributes to the delivery of the objective to ‘empower communities to prepare for disasters.’ in the Rodney Local Board Plan 2023.

8. The purpose of the Emergency Readiness and Response Plan is to support local emergency readiness andthe development of the plan was carried out in collaboration with the Rodney Local Board over the course of 2024.

9. The Emergency Readiness and Response Plan has been developed through three workshops with the Rodney Local Board. The workshops covered the following topics:

· Workshop one (10 April 2024): The concept of the plan was introduced, Local Board Emergency Readiness and Response Leads were nominated and the process to develop the Plan agreed. The Rodney Emergency Readiness and Response Plan Working Group was then established.

· Workshop two (7 August 2024): The draft plan template was presented Input from the Emergency Readiness and Response Plan Working Group included a focus on community response groups and provisional Community Emergency Hubs. The local board confirmed a targeted group of community stakeholders with which to test the draft plan.

· Workshop three (6 November 2024): Feedback from targeted stakeholder consultation was reviewed and the final designed draft Rodney Local Board Emergency Readiness and Response Plan was presented. .

10. In addition to input from the Working Group, this 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 21 in this report.

11. The Emergency Readiness and Response 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 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 Emergency Readiness and Response Plan as a foundation, or guide, for forming their own community plans with assistance from the Auckland Emergency Management. The 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

Summary of feedback from the local board and the Emergency Readiness and Response Plan Working Group

13. Feedback on the draft Emergency Readiness and Response Plan from the local board was on the list of provisional Civil Defence Centres. This feedback has been collated and will be fed into the wider review of Civil Defence Centres underway by the Business and Welfare Unit at Auckland Emergency Management. Helensville War Memorial Hall has been added as a potential Civil Defence Centre to the plan now that upgrades on the building are complete.

14. The Working Group emphasised the need for theplan to be user-friendly and tailored to rural communities. Key emergency contact information has been incorporated at the front of the document, along with a simple decision-making matrix and a ‘Make a Plan’ template. A ‘Get Lifestyle Block Ready’ section has been added to the plan to better serve Rodney’s rural areas.

15. Auckland Emergency Management has ensured that the maps in the plan are clear and easy to navigate, with ‘calls to action’ and QR codes added to each map so readers have quick access to localised information such as Auckland Council’s flood and hazard viewers.

16. At workshop two, the local board identified a number of potential Community Emergency Hubs and community groups for the Senior Community Planning and Readiness Advisor to engage with through the development of the plan. A summary of this work is provided below.

Summary of community feedback

17. Auckland Emergency Management staff engaged with key community groups who have an interest in emergency readiness and response, as recommended at local board workshop two. The purpose of engaging with key community groups was to seek feedback and input into the plan to ensure the plan meets the needs of the community. The engagement process included community group presentations, opportunities for individual email feedback, and face-to-face meetings. Out of the groups with whom the plan has been circulated for feedback, those that have provided feedback are indicated by the asterisk below:

· South Kaipara Emergency Network*

· Kaukapakapa Emergency Network*

· Warkworth Community Resilience Group*

· Mahurangi East Residents and Ratepayers Citisens Response group*

· Mahurangi East Community Emergency Network*

· Mahurangi West Community Response Group*

· Leigh Community Resilience Group/Matheson Bay/Ti Point*

· Pt Wells Community Resilience Group

· Muriwai Community Emergency* Network Group*

· Kumeū Emergency Network*

· Waitoki Community Hall society*

· Ahuroa Volunteer Fire Brigade*

· Ahuroa Community Hall*

· Ahuroa School*

· Puhoi Emergency Group* (Community Resilience)

· Puhoi Hall Committee and Puhoi Residents.

18. Feedback received from the community groups was positive and included comments such as:

‘Thank you for sending this through, it’s very comprehensive WELL DONE’

‘I really like the idea that this could be a resource that sits in your emergency pack, and it has a section of quick reference guides’

‘The document looks really good!’

‘This is a great page that can be used in promoting resilience & actions with our community’.

19. Most of the feedback from the community confirmed community group and Community Emergency Hub information is to be included in the plan. Other community feedback requested a section in the plan that provides advice to rural communities, to include further information about preparing for, or mitigating the risk of landslides and to include reference to Civil Defence Centres from the adjacent local board areas e.g. North Harbour Stadium. The plan has also been amended to encourage members of the Rodney community to join their local Community Resilience / Readiness Group.

Feedback from council’s demographic panels

20. During June and July 2024, Auckland Emergency Management presented a draft Emergency Readiness and Response 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 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 Emergency Readiness and Response 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 Emergency Readiness and Response Plan

22. A two-stage launch strategy (Attachment B to the agenda report) is proposed for the release of the Rodney Local Board Emergency Readiness and Response Plan. The two stages include a ‘soft launch’ post plan adoption at the Rodney Local Board December 2024 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 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. report) .

Update process for the Emergency Readiness and Response Plan

24. As theplan is a new local board and community resource, Auckland Emergency Management will conduct a first review of the plan as part of the FY2025/2026 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 Emergency Readiness and Response 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 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 during 2025 and beyond will seek to embed the plan by working alongside members of the Rodney 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 Rodney Local Board Emergency Readiness and Response 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 plans.

30. Councilcontrolled organisations such as Auckland Transport and Watercare Limited, are connected to this work through both the Coordinating Executive Group) 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 plans.

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

Local impacts and local board views

31. The Rodney Local Board Emergency Readiness and Response Plan contributes to the delivery of the Rodney Local Board Plan 2023 objective to ‘empower communities to prepare for disasters’. The purpose of the plan is to support local emergency readiness and has been developeddeveloped 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 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 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.

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 plan as a foundation or guide for forming their own community plans. The 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.

34. The plan provides key emergency contact information that local board members can pass on to their communities. The 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. During 2025, Auckland Emergency Management will embed key concepts of the plan through community outreach activities. Local board members have an important role in promoting the plan and the information it includes by referencing and promoting the 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 Emergency Readiness and Response Plan 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 in a position to support the wider communities and wish to be included in the plan, Auckland Emergency Management will ensure that they are included in future iterations and updates

Ngā ritenga ā-pūtea

Financial implications

39. The activities associated with delivering and launching the plans and the community emergency readiness programme are funded through the Auckland Emergency Management operating budget and/or are resourced internally.

40. Further work to embed the key messaging associated with the plans will also be funded through Auckland Emergency Management operating budget 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 Rodney Local Board Emergency Readiness and Response Plan include:

· The plan contains critical emergency information which people feel they do not have access to through other means. Delay in, or not adopting the plan will mean that this local board area will not be able to succinctly provide this information to residents. The plan is a foundation document that will underpin community emergency readiness discussions, activities and support over 2025. This would also 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

· Should the Emergency Coordination Centre be activated, all day-to-day work to publish, launch and embed the 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

· The ability to support community groups with readiness activities using the Emergency Readiness and Response 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 Rodney Local Board Emergency Readiness and Response Plan and commence communication and launch activities as outlined in this report. This includes a ‘soft launch’ following the adoption of the plan and a full public launch over February and March 2025.

43. During 2025, Auckland Emergency Management will seek to embed key concepts of the 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 during 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 Emergency Readiness and Response Plan and the information it includes by referencing and promoting the plan at community events and other community engagements that they attend throughout the year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Rodney Local Board Emergency Readiness and Response Plan (Under Separate Cover)
b ⇨	Local Board Emergency Readiness and Response Plan Launch Strategy (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Glen Browne, Senior Community Planning and Readiness Advisor

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19152

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

b) tautapa / delegate authority to the local board chairperson to approve any changes required to finalise the local consultation document and supporting information content for the Rodney 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) Hearing-style event, Wednesday 19 March 2025, 3.30 to 4.30pm at the Rodney Local Board office, 3 Elizabeth Street Warkworth

d) tautapa / delegate authority to the local board chairperson 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 chairperson

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. The local board has 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 the 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. The local board held a workshop on 27 November 2024 to determine its proposed priorities for the 2025/2026 local board agreement. The local board is now requested to approve its local consultation document content (Attachment A) and supporting information content (Attachment B) for inclusion in the consultation material for the Annual Plan 2025/2026.

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

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

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

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

· Hearing-style event, Wednesday 19 March 2025, 3.30 to 4.30pm at the Rodney Local Board office, 3 Elizabeth Street Warkworth

18. Other Have Your Say events will also take place within the local board area and 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 the ward councillor 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 chairperson 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 chairpersons 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.

35. The draft consultation document (including local consultation content) will be prepared by staff and audited in December 2024 and January ahead of adoption by the Budget Committee in mid-February 2025. Therefore, the local board need to approve its local consultation content for inclusion in the draft consultation document by the beginning of December 2024.

Ngā koringa ā-muri

Next steps

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

37. 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.

38. 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	59
b ⇩	Local supporting information	61

Ngā kaihaina

Signatories

Author

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

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

File No.: CP2024/17580

Te take mō te pūrongo

Purpose of the report

1. To provide the local board with an integrated performance report for quarter one, 1 July – 30 September 2024 (Attachment A to the agenda report).

Whakarāpopototanga matua

Executive summary

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

3. The key activity updates from this period are:

· ID4400: Rodney Emergency Readiness

· ID4046: Rodney Youth Project

· ID20: Rodney Ecological Volunteering and Environmental Programmes (Local Parks)

· ID4056: The Forest Bridge Trust – Kiwi avoidance training.

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

5. The financial performance report compared to the budget 2024/2025 is included as attachment B to the agenda report. There are some points for the local board to note:

· The local board area’s net operating expenditure of $3.9 million is four per cent below budget for the quarter ended 30 September 2024

· Operating revenue is on budget with operating expenses four per cent below budget. From the local boards’ Locally Driven Initiatives funding, most projects are underway and on track to be completed by year end

· Capital expenditure is 154 per cent above budget for the quarter, largely driven by the timing/phasing of the asset renewals programme.

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

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

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

Horopaki

Context

7. The Rodney Local Board has approved 2024/2025 work programmes for the following operating departments:

· Customer and Community Services

· Local Environmental

· Auckland Emergency Management.

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

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Activation	Community: Community Wellbeing - Activation
CCS: Active Communities – Sport and Recreation	Community: Community Wellbeing - Sport and Recreation
CCS: Connected Communities – Arts, Culture & Heritage	Community: Community Wellbeing - Arts, Culture & Heritage
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: Grants	Group Finance: Grants and Incentives
CCS: PCF – Community Leases	Community: Parks and Community Facilities - Community Leases
CCS: PCF – Operations	Community: Parks and Community Facilities - Operations
CCS: PCF – Project Delivery	Community: Parks and Community Facilities - Project Delivery
CCS: PCF – Property and Commercial	Community: Parks and Community Facilities - Property and Commercial
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Māori Outcomes	Community: Community Wellbeing - Māori Outcomes
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
CCS: RSS – Service Strategy and Partnerships	Group Strategy & CEs Office: Service Strategy and Partnerships
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Natural Environment Design	Community: Environmental Services - Natural Environment Design
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience
I&ES: Resilient Land & Coasts	Resilience & Infrastructure: Engineering Assets & Technical Advisory
I&ES: Waste Solutions	Resilience & Infrastructure: Waste Solutions

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

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

Graph 3: Work programme by activity status and department

Key activity updates

12. The key achievements for quarter one in the delivery of the local board work programmes for 2023/2024 are (but not limited to):

· ID4400: Rodney Emergency Readiness. The Rodney Readiness Dashboard was finalised and distributed to participants and the local board at the end of the last quarter. This research identified a number of priorities for Community Emergency Groups in Rodney that would improve their ability and capacity to be ready and function well in a disaster. These priorities would be best delivered as an ongoing support and development training programme. As there are at least 25 groups across Rodney and the geographic spread and hazard potential is significant and complex, more resource than is currently available will be needed to implement the priorities identified in the research.

· ID4046: Rodney Youth Project. The Rodney Youth Project has made significant progress in quarter one. Three part - time contractors have been engaged who have a variety of complementary skills. They have undertaken a comprehensive youth survey and have a very good understanding of youth needs in Rodney. A number of new programmes are being provided across Rodney with more on the way for the summer. A youth space has been established in Warkworth at Shoesmith Hall and a programme of youth pop ups are about to start across all of Rodney which will provide new activities in more places and spaces.

· ID20: Rodney Ecological Volunteering and Environmental Programmes (Local Parks). The start of the financial year has been very busy with the completion of the planting season. 4242 plants were planted across Rodney and 3017 volunteer hours were estimated. Highlights include the two plantings at Puhoi River that will increase flood resiliency and support an identified inanga spawning habitat. Twenty new traps were also installed in Puhoi Memorial Domain as new volunteers step up through Puhoi Landcare and Restore Rodney East.

There were three school local park plantings this quarter at Kumeū River, Matheson Bay Recreation Reserve and Te Whau walkway. These events included a total of 777 plants planted and 110 student participants. Focus is now on planting aftercare and identifying planting potential sites for 2025.

· ID4056: The Forest Bridge Trust – Kiwi avoidance training. The first Kiwi Avoidance Training Session this quarter was held at Matakana Pony Club on Sunday 25 August 2024, with 17 dogs attending. This session retrained dogs in Matakana East, initially trained six months ago, following a kiwi sighting on Ward Road earlier this year. Dogs from Kawau Island also attended, addressing a training gap identified by The Forest Bridge Trust and the Department of Conservation. The training schedule for the rest of the year is planned and will be advertised in relevant areas.

Activities on hold

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

· ID26650: Whangateau Holiday Park - deliver an accessible rear amenity block

· ID30625: Sinclair Park – rebuild pavilion

· ID30623: Shoesmith Hall – refurbish facility

· ID30619: Rodney Town Centre Revitalisation – implement centre plan – stage 2

· ID40308: Rodney – refurbish community buildings

· ID30607: Mangakura - refurbish toilet block, renew carpark & minor assets

· ID40319: Snells Beach – renew open space assets.

Changes to the local board work programme

Deferred activities

14. The following activity is deferred from the 2024/2025 Parks and Community Facilities work programme:

· ID3341: Hōteo North Domain Recreation Reserve - Hōteo North School Society Inc. lease. The hall requires works before a new lease can be issued. As there is no line item for the required works in the local board's 2024/2025 budget, staff have deferred the lease process until the 2025/2026 financial year or until such time the works have been completed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

17. The local board is invested in several environmental and sustainable projects which aim to build awareness and deliver in part on climate mitigation practices. These include:

· ID4130: Okiritoto Stream Restoration Project

· ID511: Rodney West coordinators

· ID506: Restore Rodney East facilitator

· ID4117: Rodney – Celebration of Māori and Māori Zero Waste Practices

· ID4417: Rodney freshwater education project

· ID508: Pest Free Coatesville coordinator time

· ID512: Rodney – Shorebirds Trust coordinator

· ID4056: The Forest Bridge Trust avoidance training

· ID20: Rodney Ecological Volunteering and Environmental Programmes (Local Parks)

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. This report informs the local board of the performance for the quarter ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

20. The Rodney Local Board Plan 2023 provides a commitment framework through the development of initiatives that respond to Māori aspirations. The following activities have a Māori outcome focus:

· ID4117: Rodney – Celebration of Māori and Māori Zero Waste Practices

· ID4119: Te Ao Māori and community led conservation Rodney

· ID3852: Rodney – Local implementation of Ngā Hapori Momoho (Thriving Communities strategic action plan)

· ID1122: Library Services – Rodney

· ID389: Connected and resilient communities Rodney

Ngā ritenga ā-pūtea

Financial implications

21. This report is provided to enable the local board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes. There are no financial implications associated with this report.

Financial Performance

22. Operating revenue of $102,000 is currently on budget. From next quarter, revenue from Martins Bay and Whangateau Holiday Parks will be included in the financials.

23. Operating expenditure of $3.9 million relating to Asset Based Services was $149,000 above budget for the quarter primarily due to budget / timing phases for (i) repairs and maintenance and (ii) arboriculture work across local board facilities.

24. Locally Driven Initiatives funded projects are $321,000 behind budget. The major variance is in Environmental Services (Ecological Health $240,000) and finance is currently investigating this accounting reversal from financial year 2024/2025. Projects will be monitored closely, and any delivery risks will be brought to the local board as part of the next performance report.

25. Quarter one capital spend of $3.6 million represents investments in the refurbishment of the Mahurangi East Library ($416,369), Whangateau Hall Grounds toilet block ($157,324), Omaha Wharf ($173,000), Hudsons Beach Seawall ($145,000) and the Port Albert Wharf and Reserve ($130,917) and various other approved capital expenditure work programme items.

26. The complete Rodney Local Board Financial Performance report can be found in Attachment B.

Revised Capex Budget

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

28. Projects that were still in progress as at 30 June 2024 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

29. If a multi-year capital project was completed earlier than anticipated, the budget is reduced or brought forward to 30 June 2024 to reflect early completion.

30. Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

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

32. The Customer and Community Services Capex work programme financial allocations have been updated in accordance with the carry forwards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

35. The local board will receive the next performance update for quarter two (October - December 2024), at the February 2025 business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Rodney quarter one performance report (Under Separate Cover)
b ⇨	Rodney Quarterly Performance Report Q1 FY25 Fin Appendix (Under Separate Cover)

Ngā kaihaina

Signatories

Author	Robyn Joynes - Local Board Advisor
Authoriser	Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

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

File No.: CP2024/19154

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

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

Horopaki

Context

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

Month	Steps
October/November	Auckland Transport provides quality advice to the local board on the next financial year’s work programme.
March	The local board provides its feedback, prioritises projects or programmes, and request levels of engagement for each project.
April/May	Auckland Transport responds to that feedback, and a Kōkiri Agreement is written for the local board.
June/July	Auckland Transport seeks formal endorsement of the Kōkiri Agreement from the local board.

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

7. This process provides a clear annual structure for engaging with Auckland Transport. The local board is able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

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

9. However, plans evolve and change, so Auckland Transport 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 Auckland Transport about their work programme.

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

Level of engagement
Collaboration	Auckland Transport 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	Auckland Transport leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, Auckland Transport incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	Auckland Transport 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 Auckland Transport, however there is no expectation that the project must be modified based on that input.

11. Attachment A to the agenda report provides updates about all projects and programmes currently listed in the local board’s Kōkiri Agreement 2024-2025.

12. This report also includes quarterly update on road maintenance activities (Attachment B to the agenda report).

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

14. Auckland Transport 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.

15. Auckland Transport reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. Auckland Transport’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

16. The Kōkiri Agreement is a product of the Local Board Relationship Project. Auckland Transport 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 Auckland Transport will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

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

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

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

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

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

Local impacts and local board views

21. The local board endorsed the Kōkiri Agreement 2024-2025 at their 17 July 2024 business meeting (Resolution number RD/2024/108). This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

22. 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.

23. Auckland Transport’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. It also recognises mataawaka and their representative bodies and Auckland Transport’s 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

24. The Kōkiri Agreement is focused on Auckland Transport’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

25. 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.

26. 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

27. If the local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. 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.

28. 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

29. After the local board receives this report, Auckland Transport will respond to any additional resolutions.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Kōkiri Agreement updates	85
b ⇩	Road maintenance activities	91

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor, Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

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

File No.: CP2024/17668

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

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

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 Rodney Local Board:

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

Horopaki

Context

Overview of the Auckland Business Improvement District programme

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

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

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

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

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

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

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

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

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

· establishing, continuing/discontinuing BID programmes

· changes to the BID programme boundary area/map

· changes to the BID targeted rating mechanism

· issue resolution

· key stakeholder roles and responsibilities.

14. The policy sets out the engagement and reporting requirements for BID-operating business associations to ensure all BID members/BID affiliates have access to the relevant BID programme information. BID-operating business associations must use their Annual General Meeting 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.

Business Improvement District 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 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 Business Improvement District 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. This situation is 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 Business Improvement District

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 Business Improvement District

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 the council to not set the target rate and terminate the funding agreement.

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

· a failure to communicate relating to the non-compliance

· debt accumulation with no actions towards reduction

· disharmony within a business community.

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

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

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

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

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

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

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

Business Improvement District 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 (Attachment B). Although the refresh focuses on specific areas of the policy, feedback on any section of the policy is welcome.

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

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

46. The aim of the refresh is to:

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

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

Summary of proposed changes suggested for Business Improvement District 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/10 year 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 Attachment B.

Draft Business Improvement District 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. Staff 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. Attachment C to the agenda report 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) (Under Separate Cover)
b ⇨	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025 (Under Separate Cover)
c ⇨	Stakeholder Engagement Programme (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Claire Siddens, Principal Advisor Business Improvement District Programme

Authorisers

Alastair Cameron, Manager - CCO Governance & External Partnerships

Lesley Jenkins – Local Area Manager

Rodney Local Board

11 December 2024

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

File No.: CP2024/19102

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 Rodney 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 (for example 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 2024 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) Eighty-seven per cent agreed filming creates job opportunities.

b) Eighty-one 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) Eight-five 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

Author

Marie Jenkins - Project Manager, Screen Auckland

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

Waitākere Ranges Heritage Area Deed of Acknowledgement: Progress update and the Rodney Local Board's participation

File No.: CP2024/19879

Te take mō te pūrongo

Purpose of the report

1. To provide an update on the work currently underway to agree the deed(s) of acknowledgement provided for by the Waitākere Ranges Heritage Area Act 2008 (the Act), and to seek agreement on how the Rodney Local Board will participate in the process.

Whakarāpopototanga matua

Executive summary

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

3. The Rodney Local Board area includes a small part of the Heritage Area above Te Henga / Bethells Beach. Most of the Heritage Area falls within the Waitākere Ranges Local Board Area, with a small section in the Whau Local Board area.

4. Te Kawerau ā Maki and Ngāti Whātua are each at different stages in the process to agree a deed of acknowledgement. Staff recommend proceeding with agreeing a deed for Te Kawerau ā Maki (who are furthest along the process) and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual deeds.

5. The Waitākere Ranges and Whau local boards and the Policy and Planning Committee have already considered a process for agreeing the deeds and agreed in principle on the key elements of the deed for Te Kawerau ā Maki.

6. It is proposed that the deed focuses on how the parties (tangata whenua, Auckland Council and the Crown) will work together in key subject areas, rather than attempting to identify a definitive list of opportunities for tangata whenua in the Heritage Area.

7. It is proposed that the key elements of the deed will involve the parties:

a) jointly developing a Heritage Area strategic plan

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

c) jointly monitoring the achievement of outcomes

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) tuhi ā-taipitopito / note that staff are working with tangata whenua to agree deeds of acknowledgement in respect of the Waitākere Ranges Heritage Area, which includes a small part of the Rodney Local Board area above Te Henga / Bethells Beach

b) whakaae / agree to support the decisions of the Waitākere Ranges Local Board, as the local board area over which most of the Waitākere Ranges Heritage Area falls, on the process of developing deeds of acknowledgement with tangata whenua

c) whakaae / agree to receive updates on the developments of deed(s) of acknowledgement

d) tautapa / delegate authority to the chairperson of the Rodney Local Board to provide comment on behalf of the local board regarding the development of deed(s) of acknowledgement

e) tuhi ā-taipitopito / note that decisions will be sought in due course to finalise agreement to deed(s) of acknowledgement in respect to the Waitākere Ranges Heritage Area.

Horopaki

Context

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

10. It has been 16 years since the Act came into force, without a deed having yet eventuated.

11. The Rodney Local Board area includes a small part of the Heritage Area above Te Henga / Bethells Beach, as outlined in Figure 1 below. The rest of the Heritage Area sits within the areas of the Waitākere Ranges and Whau local boards, and includes Department of Conservation (DOC) land, Watercare designated land, local parks, the Waitākere Ranges Regional Park, road reserves and private land.

A map of the south america

Description automatically generated with medium confidence

Figure 1: Waitakere Ranges Heritage area. Source: Auckland Council. (2023). Waitākere Ranges Heritage Area 2017-2022: Five-year Monitoring Report. p.11 with additional annotations.

The legislative commitment

12. The purpose of the deed(s) is to identify opportunities for Te Kawerau ā Maki and Ngāti Whātua to contribute to the management of land in the Heritage Area (section 30(1)).

13. In addition, the deed(s) will acknowledge the particular historical, traditional, cultural or spiritual relationships of Te Kawerau ā Maki and Ngāti Whātua with that land (section 29(1)).

14. The deed(s) will only cover land that is owned by Auckland Council or the Crown. They will not cover any water or private land (section 29(4)).

15. The Act does not specify a timeframe by which to enter into the deed(s).

16. In addition to the opportunities identified in the deed(s), the Act also requires Auckland Council to have processes that provide opportunities for Te Kawerau ā Maki and Ngāti Whātua to contribute to council decision-making in implementing the Act.

Process to agree the deed(s)

17. In April 2024, an internal staff working group was established to coordinate the project to complete the deed(s). The working group comprises representatives from the Department of Conservation (as the Crown representative) and the various teams across the Auckland Council group that work or have interests in the Heritage Area.

18. On 18 July 2024, there was a joint workshop of the Waitākere Ranges and Whau local boards at which staff were provided with feedback and guidance on a proposed plan to complete the deed(s).

19. On 25 July 2024, the Planning, Environment and Parks Committee endorsed the proposed plan to complete the deed(s) (resolution PEPCC/2024/66). The proposed plan is detailed in Figure 2:

Figure 2: Proposed plan to complete the deeds of acknowledgement.

Engagement with tangata whenua

20. On 27 June 2024, Phil Wilson (CEO, Auckland Council) and Penny Nelson (Director-General, Department of Conservation) jointly wrote to four tangata whenua entities to formally initiate engagement on the project to complete deed(s) of acknowledgement.

21. Tangata whenua are each at different stages in the process to complete a deed.

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

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

22. It has been 16 years since the Act (and the legislative commitment to enter into a deed) came into force. Staff therefore recommend proceeding with agreeing a Deed for Te Kawerau ā Maki and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual deeds.

Tātaritanga me ngā tohutohu

Analysis and advice

Key objectives sought by Te Kawerau ā Maki

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

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

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

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

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

Key elements of a Deed with Te Kawerau ā Maki

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

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

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

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

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

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

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

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

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

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

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

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

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

29. Staff do not consider there to be a feasible third option of maintaining the status quo, which would be to develop the strategic plan, work programmes and joint monitoring with no changes to the current way in which Auckland Council and the Crown engage with Te Kawerau ā Maki. This is because Te Kawerau ā Maki, as the other party to the deed, will not agree to a status quo option.

30. If the proposed approach is to be effective and set up to succeed, there must be sufficient support for the parties’ capacities and ways of working together. Failure to agree will result in further delays to Auckland Council completing this legislative commitment that has already been outstanding for 16 years.

Option 1: Establish joint committee with Te Kawerau ā Maki and DOC (recommended option)

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

Potential membership and roles of parties

32. To represent the Treaty relationship that underpins the statutory obligation for a deed, it is proposed that the joint body would have an equal number of appointees from tangata whenua and from Auckland Council/the Crown (i.e. appointed representatives from the local board(s), Governing Body and the Department of Conservation).

33. Having tangata whenua, Auckland Council and the Crown together can better promote the legislative objective of integrated management across the different landowners.

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

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

Potential responsibilities and functions of the joint body

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

37. The key functions for the joint body could be as described in paragraph 0: to develop an overarching strategic plan for the Heritage Area and associated work programmes, and monitor the achievement of outcomes.

38. The following are options for potential responsibilities that could be held by the joint body, to be finalised after public engagement, further negotiations with tangata whenua and final decisions by decision-makers.

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

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

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

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

Potential legal structure

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

40. However, and irrespective of Auckland Council decisions on this option, it is likely to be complex to progress a parliamentary amendment to the Act or to introduce a new bill to establish a statutory entity.

41. Therefore, staff recommend that the joint body be established as a joint committee of council under the Local Government Act with another public body (being the Department of Conservation). An existing example to which Auckland Council is a party is the Kaipara Moana Remediation joint committee.

Option 2: Improve existing structures/processes

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

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

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

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

Public engagement

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

45. A draft communications plan for the deed is being developed.

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

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

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

c) understand the public’s views and preferences on the option that decision-makers have agreed to in principle. This engagement will help inform future decisions on the deed.

Rodney Local Board participation in the deed process

47. A small part of the Heritage Area (above Te Henga / Bethells Beach) sits within the Rodney Local Board area. A similarly-sized part of the Heritage Area in Green Bay sits within the Whau Local Board area. By contrast, most of the Waitākere Ranges Local Board area sits within the Heritage Area.

48. The Waitākere Ranges Local Board has expressed a high level of interest in the deed. The Waitākere Ranges Local Board Plan 2023 identified one of its aims as progressing the deed. In addition, at the 23 May 2024 meeting of the Planning, Environment and Parks Committee, the Waitākere Ranges Local Board proposed the formation of a Waitākere Ranges Heritage Area Forum to work with tangata whenua to deliver on the Act’s objectives for the Heritage Area.

49. In respect of the part of the Heritage Area over which the Rodney Local Board has governance responsibilities, staff recommend that the Rodney Local Board agree to support the decisions of the Waitākere Ranges Local Board in the process of agreeing deeds of acknowledgement with tangata whenua. Those decisions include:

a) the decisions of the Waitākere Ranges Local Board at its 5 December 2024 business meeting to agree in principle the key elements of the deed with Te Kawerau ā Maki

b) future decisions to finalise the deeds with Te Kawerau ā Maki and Ngāti Whātua.

50. It is proposed that staff update the Rodney Local Board on the deed(s) project via memo throughout the process, including on the feedback received from public engagement. Staff recommend that the Rodney Local Board delegate authority to the Chairperson to provide comment on behalf of the local board regarding the deed project. Staff can present to the full local board on request or when necessary.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

52. Greater involvement from tangata whenua in managing the Heritage Area will likely result in better climate outcomes for the Heritage Area.

53. Te Kawerau ā Maki is already active in bringing their valuable mātauranga Māori and tikanga Māori in caring for the Heritage Area. The deed would support those efforts to exercise kaitiakitanga for the benefit of the natural environment, which is an indicator of Kia Ora Te Taiao.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

c) the Parks and Community Facilities department. The Regional Operations team manages the Waitākere Ranges Regional Park and the Area Operations team manage the local parks within the Heritage Area. If a joint body is agreed, Te Waka Tai-ranga-whenua (the specialist unit that supports governance and management arrangements with iwi/hapū to which Auckland Council is a party) can support its establishment and administration.

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

Local impacts and local board views

55. Staff consider that the deed, and in particular the recommended option of a new joint body, would be beneficial for the local communities that have interests in the Heritage Area.

56. Currently, the community must navigate the various organisations that own the public lands in the Heritage Area. The deed is an opportunity for the community to work across silos, contribute to public decision-making and gain more clarity on the future of the Heritage Area.

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

58. On 4 and 5 December 2024, staff presented these key elements to the Whau and Waitākere Ranges local boards, respectively, for an agreement in principle. Their decisions will be verbally reported to this meeting.

59. On 10 December 2024, staff also presented these key elements to the Policy and Planning Committee for an agreement in principle. Their decision will be verbally reported to this meeting.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

a) development of a Heritage Area strategic plan

b) development of work programmes based on the strategic plan

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

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

a) current funding and resources within Auckland Council, for example specialist staff

b) local board funding

c) future Annual Plan budget bids

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

67. If the “do nothing” option is pursued or the deed is deferred to a later date, there is a high risk to Auckland Council’s relationship with tangata whenua. Although the Act does not specify a date by which to enter into the deed, it has been 16 years since the Act (and the legislative commitment to enter into a deed) came into force. Tangata whenua have continuously advocated for completing the deeds, including through the five-yearly monitoring reports on the Heritage Area. The relationship risk can be mitigated by clear communication on the reasons for deferral and demonstration of progress towards removing the barriers to completing the deed.

Ngā koringa ā-muri

Next steps

68. If all decision-makers (the three local boards and the Policy and Planning Committee) agree in principle to the proposed key elements and approve the proposed public engagement, staff will prepare to commence engaging with the public in February 2025.

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

70. Staff propose to update this local board via memo, and for the local board to delegate authority to the chairperson to provide comment on behalf of the local board regarding the deed of acknowledgement project. Staff can present to the full local board on request or when necessary.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Deed of Acknowledgement from Te Kawerau ā Maki (November 2022)	121
b ⇩	Initial stocktake: Current workstreams and opportunities in Waitākere Ranges Heritage Area	129

Ngā kaihaina

Signatories

Author

Michelle Chen - Principal Advisor - Practice

Authorisers

Nicholas Turoa - Tumuaki Huanga Māori

Lesley Jenkins - Local Area Manager

Rodney Local Board

11 December 2024

Request for change to local dog access rule

File No.: CP2024/19259

Te take mō te pūrongo

Purpose of the report

1. To seek a decision on whether to propose changes to local dog access rules in the Rodney Local Board area for the purposes of public consultation.

Whakarāpopototanga matua

Executive summary

2. The council has received requests to change local dog access rules in the local bord area.

3. An assessment against criteria in the Dog Control Act 1996 and Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019 found possible structural problems with the current rules (problems that place responsible dog owners, their dogs, other people, animals or property at significant risk or unreasonably restrict responsible dog owner access).

4. The assessment findings meet legislative and policy criteria to enable the local board to consider whether to change the local dog access rules related to the requests.

5. To enable the local board to decide whether to change the local dog access rules, staff identified and assessed two options against legislative and Policy criteria:

· Option one: Status quo – no change to current local dog access rule.

· Option two: Amend local dog access rule.

6. Staff recommend Option two and have prepared a Statement of Proposal in Attachment A for the local board to adopt for public consultation. Taking this approach will better achieve the policy to balance the needs of dogs, people, animals, the environment and property.

7. There is a medium reputational risk that people may feel the proposed changes do not reflect their views. This can be mitigated by communicating the reasons for the proposed changes and that the local board will consult the public before making a final decision.

8. If approved, staff will commence the public consultation process alongside other proposed changes to the council’s policy and bylaw on dogs by the Governing Body and other local boards in early 2025. The consultation will include an online feedback form and regional ‘Have Your Say’ events. The local board will consider any public feedback, deliberate, and make a final decision by mid-2025.

Ngā tūtohunga

Recommendation/s

That the Rodney Local Board:

a) ohia / endorse the assessment findings of possible structural problems with the local dog access rules in Attachment B of this agenda report.

b) whakaae / agree that option two (Amend local dog access rule) in Attachment B of this agenda report is the most appropriate response to the assessment findings.

c) whai / adopt the Statement of Proposal in Attachment A of this agenda report that contains proposed amendments to local dog access rules for public consultation using the Local Government Act 2002 special consultative procedure, to the extent it applies to locations within the local board area.

d) whakaū / confirm that the proposed amendments to local dog access rules in the Statement of Proposal in Attachment A of this agenda report, to the extent it applies to locations within the local board area:

i) are consistent with the policy, principles and criteria for deciding dog access rules in the Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019

ii) are not inconsistent with any decision in relation to region-wide dog access rules contained in the Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019

iii) are in accordance with all relevant legislative requirements, in particular the Local Government Act 2002 and Dog Control Act 1996.

e) tuhi ā-taipitopito / note local board members will be invited to attend relevant ‘Have Your Say’ events and that the local board will deliberate and make decisions on public feedback to the proposal in Attachment A of this agenda report.

f) delegate authority through the Chief Executive to a manager responsible for bylaws to:

i) appoint staff to receive public feedback at ‘Have Your Say’ events where attendance from local board members is not necessary (for example, an informal ‘drop-in’ session)

ii) make any amendments to the proposal in Attachment A of this agenda report to correct errors, omissions, insert maps or reflect decisions made by the local board.

g) tuhi ā-taipitopito / note that the local board would need to fund any bespoke public consultation initiatives and allocate funding for estimated costs in Attachment B of this agenda report (for example for signage) to implement any local dog access rule changes post consultation.

Horopaki

Context

Auckland Council has received requests to change local dog access rules

9. Auckland Council has received requests to change local dog access rules in the local board area.

10. A summary of the requests is provided in Attachment B.

Local dog access rules provide spaces for dogs and their owners that is safe for everyone, are adopted by local boards and enforced by council staff

11. The Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019 (Policy) contains dog access rules that seek to provide a balanced use of public places for dogs and their owners that is safe for everyone. This includes people, animals, the environment and property.

12. The local board has delegated authority to decide dog access rules on local park, beach and foreshore areas in their local board area (GB/2012/157).

13. The council’s Animal Management Team enforce dog access rules with the power to issue $300 infringement fines. In practice, Animal Management adopts a modern regulator approach that focuses more on education than penalties to increase voluntary compliance, including through website information, signage and interactions with dog owners during patrols.

Deciding how to respond to a request requires assessments against criteria

14. A local board decision to change a local dog access rule must meet regulatory criteria in their delegated authority; the Policy on Dogs 2019, the Dog Control Act 1996 and the Local Government Act 2002 (See Attachment C). For example, the local board cannot change any regional rule that applies on a local park (e.g the ‘no dogs on playgrounds’ rule).

15. To assist the local board in deciding how to respond to requests for changes to local dog access rules, staff complete a two-part assessment against regulatory criteria to:

· find whether evidence associated with the request^{^[1]} relates to structural problems

· identify and assess options in response to the structural problems.

16. The focus on structural problems recognises that:

· dog access rules in Auckland have been established since 1996 with the opportunity for a comprehensive local board review occurring between 2013 and 2016

· the focus now is on managing change that support responsible dog ownership, for example:

o identifying new opportunities for dog friendly access in neighbourhoods with limited off-leash areas

o only restricting access for new park developments, more people, increased presence of protected wildlife or new threats to natural habitat where the presence of dogs creates significant risk to people, stock, poultry, domestic animals, protected wildlife, natural habitat or property.

· this approach means changes to local dog access rules are not used to address the actions of irresponsible dog owners or to reconsider previous decisions^{^[2]}

· the actions of irresponsible dog owners (for example failure to control their dog) are addressed by animal management officers (for example patrols, education and fines).

Any decision to change a current rule must use the special consultative procedure

17. Any decision to change a current local dog access rule must first be adopted as a proposal for public consultation using the Local Government Act 2002 special consultative procedure before a final decision is made (See Next Steps for further details).

18. To assist the local board, staff have drafted a proposal for public consultation (Attachment A) where a change to the current rule is the recommended option.

Tātaritanga me ngā tohutohu

Analysis and advice

An assessment has found possible structural problems with current local dog access rules

19. An assessment of the evidence against regulatory criteria included the identification of structural changes and significant risk factors or opportunities to determine whether there is a structural problem with current local dog access rules related to a request.

20. The assessment findings identified possible structural problems with current local dog access rules.

21. A summary of the assessment is provided in Attachment B.

An options assessment recommends changes to current local dog access rules

22. Two options are identified that respond to the assessment findings:

· Option one: Status quo – no change to current local dog access rule

· Option two: Amend local dog access rule.

23. A comparative options assessment against criteria included a description of each option and its implementation, effectiveness, efficiency, validity and risks, and a recommendation.

24. Staff recommend Option two (Amend local dog access rule). This approach better achieves the policy to balance the needs of dogs, people, animals, the environment and property.

25. A summary and detailed options assessment is provided in Attachment B.

Staff recommend adopting a proposal to implement the changes for public consultation

26. Staff have prepared a Statement of Proposal in Attachment A to adopt the recommended options within the local board area. The proposal has been drafted to comply with relevant statutory requirements^{^[3]}.

27. Staff recommend the local board adopt the proposal for public consultation. Taking this approach will commence the statutory process to improve local dog access rules.

28. The local board is requested to attend ‘Have Your Say’ events as appropriate, deliberate and consider public feedback to the proposal.

29. It is also recommended that staff be delegated authority to receive public feedback at ‘Have Your Say’ events as appropriate or in case a local board member cannot attend.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. Environmental impacts were considered as part of the findings and options assessment. No climate impact was found relating to the change requests or the proposal.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. Input from relevant council teams was sought to inform the findings and options assessment, and those teams are aware of the impacts of the proposal and their implementation role.

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

Local impacts and local board views

32. Local impacts of any change to dog access rules were examined during the findings and options assessment, and any notable impacts are discussed in Attachment B.

33. The local board has delegated authority to decide local dog access rules in its area. This means the local board is the final decisions-makers and must consider all public feedback with an open mind before making a final decision.

34. Staff will support the local board to use the special consultative procedure to seek public feedback, deliberate and to make and implement a final decision.

Tauākī whakaaweawe Māori

Māori impact statement

35. Local dog access rules support whanaungatanga (vibrant communities), manaakitanga (quality of life) and kaitiakitanga (sustainable futures) in Houkura | the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and Schedule of Issues of Significance by helping to protect the safety of people and the environment.

36. No particular impact on mana whenua and mataawaka have been identified. Staff will engage with mana whenua and mataawaka during the public consultative process to ensure Māori are able to provide their views on the proposal.

Ngā ritenga ā-pūtea

Financial implications

37. The cost of the special consultative procedure will be met within existing budgets. This is possible because staff will combine any proposed changes to local dog access rules with public consultation on the Governing Body’s proposed changes from its review of the council’s Policy on Dogs 2019 and Dog Management Bylaw 2019 (See Next Steps).

38. The local board would need to fund any bespoke public consultation initiatives, and (similar to any new alcohol bans) allocate funding for estimated costs in Attachment B of this agenda report (for example for signage) to implement any local dog access rule changes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. The following risks have been identified:

If …

Then …

Mitigation

… the proposed change does not reflect people’s views

… those people may think the proposal is unreasonable

(medium risk)

Communication of the reasons for the proposal and that public feedback will be sought before making a final decision.

Ngā koringa ā-muri

Next steps

40. If the proposed changes are adopted, the next steps will be public consultation prior to making a final decision in mid-2025.

41. Note that the Governing Body and other local boards will also make a decision in December 2024 on proposed changes to the policy and bylaw on dogs for public consultation.

42. All Governing Body and local board proposed changes will be combined into a single public consultation process to commence in early 2025.

43. The consultation will include an online feedback form and regional ‘Have Your Say’ events.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Statement of Proposal - Proposed updates to dog access rules at local parks and beaches (Under Separate Cover)
b ⇨	Assessment of dog access rule change requests against regulatory criteria (Under Separate Cover)
c ⇨	Regulatory criteria related to local dog access rule change requests (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Nancy Chu – Principal Policy Advisor, Regulatory Practice

Authorisers

Louise Mason – General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkens – Local Area Manager

[1] Evidence could include information provided in the request and from site visits and readily available data and insights from specialised teams across council including Animal Management, Natural Environment, Parks and Community Facilities, Environmental Services and Regional Services and Strategy.

[2] While not everyone may agree with a rule, a local dog access rule is only made after public consultation. This means unless there is a structural problem, there is no need to review the rule.

[3] In particular s10(8) Dog Control Act 1996, s83 and s87 Local Government Act 2002

Chairperson	Brent Bailey
Deputy Chairperson	Louise Johnston
Members	Michelle Carmichael
	Mark Dennis
	Tim Holdgate
	Colin Smith
	Geoff Upson
	Ivan Wagstaff
	Guy Wishart

Local Board Member	Organisation	Position
Brent Bailey	Central Shooters Inc	President
	Auckland Shooting Club	Member
	Royal NZ Yacht Squadron	Member
	Muriwai Community Association Incorporated	Member
Michelle Carmichael	Fight the Tip Tiaki te Whenua Inc	Deputy chairperson
Michelle Carmichael	Tapora School Board of Trustees	Staff representative
Mark Dennis	Helensville Tennis Club	Elected member
	Helensville District Health Trust	Committee member
	Everykid Charitable Trust	Trustee
	Auckland Justices of the Peace Association	Member (JP)
	Parakai Springs Complex	Operations manager
	North West Security	Director
Tim Holdgate	Landowners Contractors Association	Vice chairman
Tim Holdgate	Agricultural & Pastoral Society Warkworth	Committee member
Louise Johnston	Blackbridge Environmental Protection Society	Treasurer
Colin Smith	Landowners Contractors Association	Committee member
Geoff Upson
Ivan Wagstaff
Guy Wishart	Huapai Kumeū Lions	Member
	Kaipara ki Mahurangi LEC	Member
	Kumeū Community Centre	Committee member
	Kumeū Small Landowners Assoc	Member
	Future Kumeū Inc Committee	Member
	Kumeū Live (Music Events)	Manager
	Kumeū Emergency Network	Member
	Kumeū Community Action	Member
	Kumeū Showgrounds Committee	Member

Activity	Description	Engagement level with the local board	Activity Status	Current update	Upcoming milestones
Shelley Beach Cafe	Eke Panuku manages the commercial lease at Shelley Beach Cafe	Inform	In progress	Eke Panuku wasn’t able to agree with potential tenants. The feedback is that hospitality confidence is low in the current market and the seasonal nature of the site.	Eke Panuku continues to market the property and will update the local board in due course.
Ti Point Forest	The site, owned by the council, is a former forestry block (planted on the site of a former landfill) on the corner of Ti Point and Leigh Roads.	Inform	In progress	Planned six-month targeted ground control spray along property boundary line/ fire break area completed.	Pest plant management programme continuing.

Author	Will Wilkinson - Democracy Advisor
Authoriser	Lesley Jenkins - Local Area Manager