Auckland Development Committee Agenda - October 14

Note: The reports contained within this agenda are for consideration and should not be construed as Council
cil policy
unless and until adopted. Should Members require further information relating to any reports, please contact
the relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Auckland Development Committee will be held
on:

Date:
Time:
Meeting Room:
Venue:

Thursday, 16 October 2014
9.30am
Reception Lounge
Auckland Town Hall
301-305 Queen Street
Auckland

Auckland Development Committee

OPEN AGENDA

MEMBERSHIP

Chairperson Deputy Mayor Penny Hulse
Deputy Chairperson Cr Chris Darby
Members Cr Anae Arthur Anae Cr Calum Penrose
Cr Cameron Brewer Cr Dick Quax
Mayor Len Brown, JP Member Josie Smith
Cr Dr Cathy Casey Cr Sharon Stewart, QSM
Cr Bill Cashmore Cr Sir John Walker, KNZM, CBE
Cr Ross Clow Cr Wayne Walker
Cr Linda Cooper, JP Cr John Watson
Cr Alf Filipaina Cr Penny Webster
Cr Hon Christine Fletcher, QSO Cr George Wood, CNZM
Cr Denise Krum
Cr Mike Lee
Member Liane Ngamane

(Quorum 11 members)

Tam White
Democracy Advisor

9 October 2014

Contact Telephone: 09 307 7253
Email: tam.white@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

Responsibilities

This committee will lead the implementation of the Auckland Plan, including the integration of
economic, social, environmental and cultural objectives for Auckland for the next 30 years. It will
guide the physical development and growth of Auckland through a focus on land use planning,
housing and the appropriate provision of infrastructure and strategic projects associated with these
activities. Key responsibilities include:

Unitary Plan
Plan changes to operative plans
Designation of Special Housing Areas
Housing policy and projects including Papakainga housing
Spatial Plans including Area Plans
City centre development (incl reporting of CBD advisory board) and city transformation projects
Tamaki regeneration projects
Built Heritage
Urban design

Powers

(i) All powers necessary to perform the committees responsibilities.
Except:
(a) powers that the Governing Body cannot delegate or has retained to itself (see
Governing Body responsibilities)
(b) where the committees responsibility is explicitly limited to making a recommendation
only
(ii) Approval of a submission to an external body
(iii) Powers belonging to another committee, where it is necessary to make a decision prior to the
next meeting of that other committee.
(iv) Power to establish subcommittees.

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ITEM TABLE OF CONTENTS PAGE
1 Apologies 5
2 Declaration of Interest 5
3 Confirmation of Minutes 5
4 Petitions 5
5 Public Input 5
5.1 Ben Ross 5
5.2 Ms Marjia Batistich, Bell Gully, representing the Southern Gateway
Consortium : Proposed Plan Change 35 (Puhinui 6
5.3 Milford Residents Association : Plan Change 34 Milford Intensive
Residential Development Overlay Auckland Council District Plan,
North Shore 6
5.4 Avondale Committee Action group 6
6 Local Board Input 7
7 Extraordinary Business 7
8 Notices of Motion 7
9 Update on the Puhinui Structure Plan 9
10 Mangere Gateway - Rennie Homestead Future Use 33
11 Adoption of the Pukekohe Area Plan 73
12 Approval of Private Plan Change 34 - Milford Intensive Residential
Development Overlay - Auckland Council District Plan, North Shore
Section 77
13 Consideration of Extraordinary Items

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1 Apologies

An apology from Member Josie Smith has been received.

2 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.

3 Confirmation of Minutes

That the Auckland Development Committee:
a) confirm the ordinary minutes of its meeting, held on Thursday, 11 September 2014
and the extraordinary minutes of its meeting, held on Thursday, 9 October 2014,
including the confidential section, as a true and correct record.

4 Petitions

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

5 Public Input

Standing Order 3.21 provides for Public Input. Applications to speak must be made to the
Committee Secretary, in writing, no later than two (2) working days prior to the meeting
and must include the subject matter. The meeting Chairperson has the discretion to
decline any application that does not meet the requirements of Standing Orders. A
maximum of thirty (30) minutes is allocated to the period for public input with five (5)
minutes speaking time for each speaker.

5.1 Ben Ross
Purpose
1. Mr Ben Ross wishes to address the committee on the following topics:
i) where to with Auckland's City Building Post Election
ii) the City Rail Link and a funding mechanism not being explored in Auckland
that would fund both the CRL and kick start development in the City Centre
area (this also ties in with points one and three)
iii) reaction to the Finance and Performance Committee's decision to sell land in
Manukau City Centre and what alternative could have been taken for
Manukau's development with the Land (as it will have consequences to other
Auckland Development projects on Council land across the City).
Recommendation
a) receive and thank Mr Ben Ross for his presentation.

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5.2 Ms Marjia Batistich, Bell Gully, representing the Southern Gateway
Consortium : Proposed Plan Change 35 (Puhinui)
Purpose
1. Ms Marjia Batistich, Bell Gully, representing the Southern Gateway Consortium will
address the Committee regarding the Proposed Plan Change 35 (Puhinui).
Recommendation
a) receive the presentation from Ms Marjia Batistich, representing the Southern
Gateway Consortium.

5.3 Milford Residents Association : Plan Change 34 Milford Intensive
Residential Development Overlay Auckland Council District Plan, North
Shore
Purpose
1. Ms Marry Bott and Ms Debbbie Dunsford, representatives of Milford Residents
Association wish to address the committee regarding the approval of Plan Change
34 Milford Intensive Residential Development Overlay Auckland Council District
Plan, North Shore.
2. The Milford Residents Association (MRA) worked very closely with council on the
PC34 Appeal and they wish to express their thanks to the staff for the way they
supported MRA. The Milford community also benefited from Local Board funding for
a community-led visioning project for Milford which led to a more informed outcome
on PC34. MRA also want to advise the committee about the substantial costs borne
by the community, some of which are still outstanding.
Recommendation
a) receive and thank the representatives of Milford Residents Association for their
presentation.

5.4 Avondale Committee Action group
Purpose
1. Silvia Spieksma, Avondale Community Action group, will address the committee in
relation to lots of public land that is currently being sold off in Avondale to meet the
increase in demand for housing. As a community, Avondale Community Action are
concerned that the current and future needs of their community, with an increasing
population, are not being met.
Recommendation/s
a) thank Silvia Spieksma, representing the Avondale Community Action group, for her
presentation.

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6 Local Board Input

Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of that
Chairperson) is entitled to speak for up to five (5) minutes during this time. The
Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical,
give two (2) days notice of their wish to speak. The meeting Chairperson has the
discretion to decline any application that does not meet the requirements of Standing
Orders.

This right is in addition to the right under Standing Order 3.9.14 to speak to matters on the
agenda.

Ms Lydia Sosene, Mangere-Otahuhu Local Board chair will speak at item 10: Mangere
Gateway - Rennie Homestead Future Use.

7 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.

8 Notices of Motion

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

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Update on the Puhinui Structure Plan Page 9

Update on the Puhinui Structure Plan

File No.: CP2014/23657

Purpose
1. To provide an update on the Puhinui structure plan as per resolution no. AUC/2014/28 of
this committee.
2. To seek confirmation that council will not initiate a change to the Metropolitan Urban Limits
(MUL) as identified in the Operative Auckland Regional Policy Statement (ARPS) in
response to Private Plan Change 35 (Puhinui Gateway) to the Auckland Council District Plan
(Manukau Section) and that the matter of urban expansion is to be addressed as part of the
hearings on the submissions to the Proposed Auckland Unitary Plan (PAUP).
Executive summary
3. The Puhinui structure plan area consists of approximately 1100 hectares of land, located
east of the Auckland International Airport (see Attachments A). It is located outside the
current Metropolitan Urban Limits (MUL) and the proposed Rural Urban Boundary (RUB) as
identified in the PAUP. The area has significant natural and cultural values and is subject to
a range of environmental and infrastructure constraints. A private district plan change
request from the Southern Gateway Consortium to rezone part (150ha) of the Structure Plan
area for urban activities (business) is at the pre-hearing stage. The plan change applicant
also requested the Council to promulgate an extension to the MUL to include the private
plan change area.
4. The Auckland Development Committee (ADC) at its meeting in February 2014 approved the
preparation of a structure plan for the Puhinui area to inform the council position on the
future land use and development framework for the whole of the structure plan area. The
ADC also agreed that any decision regarding a change to the MUL in response to PPC35
will not occur until the structure planning process is completed. The Committee requested an
update on the Puhinui structure plan before the end of 2014.
5. This report provides an update on the findings of the latest technical investigations which
focussed on infrastructure services and highlights the following:
Watercare has confirmed that there is some, though limited, capacity to service the
Puhinui structure plan area through the South-western Interceptor.
The stormwater management strategy for the Puhinui structure plan is based on the
principles of retention of all permanent and intermittent streams and their riparian
margins, using water sensitive design and targeted approach to contaminant
management.
Traffic modelling of the preliminary strategic roading network shows that the
development of the core structure plan area (south of Waokauri Creek) will result in
significant increases in traffic and delays over the wide area of the transport network.
The estimated cost of strategic roading infrastructure upgrade is estimated around $120
million for which there is currently no funding. Even with such investment, significant
delays in travel times (congestion) across the network is still predicted.
Further investigations are required to confirm a feasible staged transport network and
infrastructure funding agreement to enable staged development of the structure plan
area.
6. Based on all the investigations to date, this report recommends that certain areas within the
structure plan should be included within the RUB (see Attachment D).

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Recommendations
That the Auckland Development Committee endorse the following principles/approach to
advance planning for future development in the Puhinui Structure Plan area:
a) parts of the Puhinui Structure Plan area can be urbanised, subject to development
control conditions regarding the nature, scale and location of development to protect
significant environmental, ecological, archaeological, landscape and cultural values
being in place
b) future development of the Puhinui Structure Plan area is contingent upon resolution
of significant issues around the availability, costs, timing and staging of major capital
investments, particularly in upgrades and new links to the strategic and local
transport network; and infrastructure funding agreements between asset providers
and developers being in place
c) the matters of determination of location of the Rural Urban Boundary, appropriate
zoning and development controls can be most efficiently addressed through the
Proposed Auckland Unitary Plan hearing process
d) Auckland Council will not promulgate a change to the operative Auckland Regional
Policy Statement to move the Metropolitan Urban Limits to provide for urbanisation of
the Puhinui Structure Plan area, but will propose extending the Rural Urban
Boundary to include parts of the Puhinui Structure Plan area as identified in
Appendix D of the report through the Proposed Auckland Unitary Plan hearing
process
e) future development of the Puhinui Structure Plan area will need to be staged and
Auckland Council, Auckland Transport, Watercare Services Ltd, Iwi, the Southern
gateway Consortium, other landowners/developers will continue to work
collaboratively to address and resolve outstanding matters relating to feasibility,
timing, sequencing and funding of infrastructure services, with particular attention to
finding solutions, including temporary works to enable staged land development.
Comments
Background
7. The Auckland Plan has not identified the Puhinui structure plan area for urban growth up to
2040. It is zoned Rural Production under the Proposed Auckland PAUP. A Mangere Puhinui
Precinct is applied to this area to recognise its special qualities, including the rural character,
high quality soils, areas of high landscape values and significant natural and/or cultural
values. The structure plan area also contains large parcels of open space zoned areas,
including Pukaki Crater, Portage Road Reserve, Colin Dale Park and Puhinui Reserve.
8. The following summarises the background to the Puhinui structure planning process:
14 March 2013: council accepted for public notification a Private Plan Change Request
(PPC35) from the Southern Gateway Consortium to rezone 150 hectares of land from
rural zoning to business zoning (see Attachment A). With respect to the shift of the MUL
to incorporate the PPC35 area, council deferred its decision to promulgate a change to
the ARPS, until a masterplanning process for the Puhinui study area is undertaken to
ensure an integrated planning approach for the Puhinui area as a whole.
13 February 2014: The Auckland Development Committee (ADC) approved the
preparation of a structure plan for the Puhinui study area to inform the council position
on the future land use and development framework for this area. ADC also requested
that an update on the Puhinui structure plan be reported back before the end of 2014.

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9. In accordance with the resolution of the ADC, the preparation of the Puhinui structure plan
was initiated in February 2014. A structure plan establishes the spatial development pattern
of land use and the transport and services network within a defined area. It provides for
detailed examination of the opportunities and constraints relating to the land to ensure that
the effects of development are addressed in advance of the development occurring. This
report provides an update on the findings of the latest technical investigations which focus
on infrastructure services.
Wastewater Servicing
10. Wastewater in the southern area is serviced by the Southern Interceptor and the South-
western Interceptor. At present, the southern wastewater servicing strategy is based on the
Auckland Councils RUB in the PAUP. The Puhinui structure plan area is outside the service
area given the current rural zoning and position outside of the RUB. In November 2013
Watercare advised council that the South-western Interceptor, which runs within the Puhinui
structure plan area, is at capacity and is unable to accommodate additional growth.
Watercare also advised that the Southern Interceptor has very limited capacity. The South-
western interceptor was not able to receive increased flows as any additional capacity was
allocated to other southern growth areas and Special Housing Areas.
11. Watercare has undertaken further modelling work in 2014 to help inform the wastewater
servicing strategy for the wider southern area, including the Puhinui structure plan area. This
work involved examining the whole of the southern wastewater area (incorporating all the
new southern RUB areas identified in the PAUP).
12. As a result of this modelling work, and confirmation of likely flows from the PPC35 area,
Watercare has confirmed that there is some capacity (though limited) to service the Puhinui
structure plan area through the South-western Interceptor. As the Puhinui structure plan
area sits outside the MUL and the RUB, there is no funding allocated in Watercares 2012-
2022 Asset Management Plan. The developers would need to fund the cost of new water
and wastewater transmission pipes along Puhinui Road, all Infrastructure Growth Charges
and the cost of local reticulation.
Transport Network
13. The only road access to the southern half of the Puhinui structure plan (south of Waokauri
Creek), is via State Highway 20B (Puhinui Road), which serves as a key strategic access to
the Auckland International Airport from the east. Auckland Transport (AT), New Zealand
Transport Agency (NZTA) and Auckland International Airport Limited have indicated that
there are significant capacity issues associated with Puhinui Road given the lack of other
transport links.
14. One of the core components of the Puhinui structure plan is the integration of land use and
local and strategic transport network. This involves the identification of the proposed roading
network and hierarchy, to support multi modal transport and accessibility that is
interconnected and ensures a number of access points to and from the structure plan area.
15. Engagement with the key stakeholders has highlighted the following as the key transport
issues for the Puhinui structure plan:
SH20B (Puhinui Road) is a key strategic route to the airport and the efficiency of this
corridor must be protected. Access will therefore be limited to a few key points.
An appropriate local roading network needs to be developed to allow access to the
peninsula without relying solely on the State Highway network.
Any network developed needs to provide opportunities for walking, cycling and public
transport.
The proposed SMART rail corridor alignment should be protected.

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Any network must integrate with planning in the surrounding area notably the Airport
Masterplan and East West study.
Any network must give consideration to cultural and environment constraints.
16. In partnership with AT, a conceptual roading network has been developed for the Puhinui
structure plan area (see attachment B). These possible transport links into the structure plan
area are identified for modelling purposes to provide for network resilience and take
pressure off the State Highway network in the area. It is noted that these options are
currently at investigation phase only, and preliminary traffic modelling has been undertaken
to determine which links are necessary. The possible transport links are:
Creation of a new road link connecting McLaughlins Road with Kiwi Tamaki Road.
Construction of a new bridge across State Highway 20, connecting to Noel Burnside
Road.
17. Each of the links identified above have their own challenges, and has not been assessed
from a feasibility point of view (other than from an engineering perspective). For example,
the Wilco Road extension traverses land that is designated by the Ministry of Justice, who
may or may not support such a proposal. Their impact on the Southern Consortium
development proposals is yet to be investigated. Further discussions with the affected
parties are necessary prior to the finalisation of the transport strategy.
18. NZTA has raised concerns regarding the predicted significant travel time delays, many of
which will directly affect SH20 and SH20A/B. NZTA is also concerned about the impact of
such traffic generation on the interchanges to the State Highway Network. It is noted that
further consultation is also required with the representatives of Auckland International Airport
to understand their concerns.
19. The increased traffic generation would require, at a minimum, the construction of the two
new roading links into the structure plan area, four lane arterial roads, a new interchange on
SH20B and likely further upgrades to SH20 and SH20A/B with respect to further lane
capacity. The estimated cost of this infrastructure upgrading is estimated around $120
million. This does not include additional costs to NZTA for State Highway improvements, for
example the cost of the new interchange close to Campana Road is estimated to be in
excess of $120 million.
20. The initial costings information shows that significant investment in roading infrastructure will
be needed to enable the development of the Puhinui structure plan area to occur. The
financial investment required would need to be funded by multiple parties, including AT and
NZTA. None of the required funding is currently budgeted for by either AT or NZTA.
Discussions regarding developing a funding agreement are yet to commence.
21. The strategy of the structure plan is to determine the overarching conceptual roading
network to ensure that the future development of the area is not compromised. Having
established this, it is possible to enable staged development which feeds into this network.
AT will continue to work with the key stakeholders to develop a staging plan for the transport
network which is linked to staged development within the structure plan area, and in
particular, for the Southern Gateway Consortium development area.
Stormwater Management Strategy
22. The Puhinui structure plan area adjoins the Manukau Harbour with Pukaki, Waokauri and
Puhinui Creeks flowing into it. Manukau Harbour and these creeks are identified as
Significant Ecological Areas (SEA) in the PAUP in recognition of its high habitat values. The
part of the Manukau Harbour adjoining Puhinui Reserve and Puhinui Creek support
thousands of international migratory birds and New Zealand endemic wading birds. Part of
the area is a wildlife refuge. Pukaki-Waokauri Creek is a Tangata Whenua Management
Area.

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23. Given the presence of SEA and a Tangata Whenua Management Area, it is important that
there is a high level of certainty that the future development of the Puhinui structure plan
area will not adversely affect water quality, and ecological and cultural values associated the
stream network and the sensitive receiving environment.
24. A stormwater management plan is being considered as part of the Puhinui structure plan
process to identify comprehensive stormwater solutions, recognising that stormwater runoff
is a major factor in the quality and health of urban coastal and freshwater systems. A
comprehensive stream survey has been undertaken to identify the different classifications of
streams present within the Puhinui structure plan area. The draft Streams Assessment
Survey maps the location of streams and natural wetland and classifies streams or rivers
into three categories: permanent, intermittent or ephemeral outreaches.
25. In line with the PAUP guidance, the stormwater management strategy for the Puhinui
structure plan incorporates the following principles:
Retention of all permanent and intermittent streams to retain natural water systems.
Protect and enhance riparian margins.
Set aside adequate flood plains from development.
Incorporation of water sensitive design
Hydrology (for stream health) retain the first 10mm of runoff (on site) and detain the
remainder of the 95
th
percentile event.
Targeted approach to contaminant management (e.g. control of high contaminant
generating roofing materials) and treatment of high contaminant sources (e.g. roads and
carparks).
Hybrid of an on-site and off-site flow and quality controls using treatment train approach.
This provides certainty of contaminant management, minimise size of wetlands (ideally
locate these within the 100 year flood plains) and accommodate on-site retention within
landscaped area requirement.
26. Based on the above high level principles, Attachment C illustrates the location of permanent
and intermittent streams, natural wetland and the extent of riparian margin areas. It also
shows the indicative locations and sizes of the catchment scale wetland swale systems.
Catchment-scale wetland-swale systems will exist downstream of the piped network, prior to
discharge to the stream. These assets will provide the residual detention required by the
Unitary Plan (approximately 25 mm of additional rainfall), as well as additional water quality
polishing and spill containment.
27. The finalisation of the stormwater management strategy is dependent on the confirmation of
the proposed roading pattern. There is also on-going work to discuss and seek agreement
regarding the Southern Gateway Consortiums stormwater management proposal and
network discharge consent application.
RUB Movement Investigations
28. One of the core objectives of the Puhinui structure plan is to inform the council position on
whether the subject area should be urbanised or not. If it is to be urbanised, then
consideration needs to be given to whether or not a live zone chosen from the PAUP suite
of zones can be applied to the subject area, or whether the area should be zoned Future
Urban. Areas given a live zone are regarded as stage 1 development areas.
29. The analysis to date shows that the Puhinui structure plan area can be divided into three
distinct portions as shown in Attachment D. Area A consists of the northern portion of the
structure plan area, generally east and west of the Pukaki Crater. The area along Pukaki
Road is dominated by market gardening. It also contains the Pukaki Marae and papakainga
housing.

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30. It is considered that Area A should remain outside the RUB and retain its current rural
zoning for the following reasons:
It contains Class 1 soils, being the most versatile and productive of all soil classes.
Parts of the area are within the High and Moderate Aircraft Noise Contours, in close
proximity of the Auckland International Airport, both under the operative provisions and
the new contours detailed in the submission by the Auckland International Airport to the
PAUP.
A significant portion of this area is within the 57dBA noise area, which is affected by
aircraft engine testing, hence creating a noisy environment. It would not be appropriate
to introduce more people to this noisy environment, as it has the potential to generate
reverse sensitivity issues for the operational requirements for the Auckland International
Airport.
The rural zoning enables the retention of an open character between Pukaki Crater and
Crater Hill area.
31. Area B consists of the middle portion of the Puhinui structure plan area, with Waokauri
Creek forming its southern and western boundaries. This area generally contains the Crater
Hill geological feature and its margins. Crater Hill is listed as being of national significance in
the New Zealand Geopreservation Inventory. It contains the Self Crater and Underground
Press lava caves, which are also of national significance. A significant portion of this area is
identified as an Outstanding Natural Feature (ONF) in the PAUP (see Map 1 in Attachment
E). The Te Akitai Waiohua Cultural Heritage Assessment identifies the whole of area B as
being a site of cultural significance. The archaeological survey report for the Puhinui
structure plan area identifies a significant portion of Crater Hill area as an archaeological
landscape of exceptional significance, containing 56 individual archaeological sites (see
Map 2 in Attachment E). Archaeological landscapes are areas where there is a high
probability of further archaeological sites being present, given the past known occupation.
32. While it is acknowledged that Area B is special given the cultural, geological and
archaeological values present within this area, it is recommended that this area be included
within the RUB on the basis that the precinct provisions to be applied to this area will ensure
that these important values are not compromised. Any partial movements of the RUB in this
location will not ensure the defensibility of the RUB line, which is only able to be secured by
moving the line to the coast.
33. Area B includes two sub-areas. The first is the most northern block, located immediately
east of Tidal Road (identified as Tams site in Map 3 in Attachment E). This area is excluded
from the ONF area and archaeological landscape area identified for Crater Hill. However, it
is within the cultural site of significance to Te Akitai Waiohua. The majority of this site is
within the Moderate Aircraft Noise Contours as submitted by the Auckland International
Airport in its submission to the PAUP, and therefore, new residential development is not
considered appropriate in this location. Recognising that this block is contiguous with the
adjoining business uses, and given the need to increase the supply of business land in the
region, it is recommended that this area be included within the RUB, and given a live zone
as part of stage 1 of the release of land. It is important that precinct provisions be developed
for this site to address appropriate interface treatment issues between this site and the
adjoining Crater Hill area.
34. The challenge for the Crater Hill area is to determine the most appropriate land use for this
area recognising that the important geological, cultural, archaeological and natural values
associated with this area are not compromised. The matter of the detailed precinct plan and
the appropriate zoning to be applied to this site is to be further discussed with the key
stakeholders and the landowner in the future.
35. One of the key issues for consideration for Crater Hill area is how to balance the aspirations
of the landowner seeking residential development versus the long term protection of the
significant values associated with the Crater for the wider public benefit. As part of the
structure plan exercise, Crater Hill site was assessed to determine whether any portion of
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the site is able to be developed in light of the constraints present on the site. This
investigation has identified that the area proposed to be zoned to Quarry under the PAUP
should be further investigated to enable some form of residential development. The
landowner has commissioned a land contamination report and a geotechnical report to
assist council in understanding the feasibility of this option. It is noted that while this may be
an option for consideration, this is not supported by Te Akitai Waiohua, nor councils own
landscape expert (Mr Stephen Brown - see Attachment F for his comments). In summary, Mr
Brown is of the view that development on the quarry portion would disrupt the integrity of the
crater as a landform and geological feature, obstruct views into the crater from SH20 and
adversely affect the Manukau Memorial Gardens.
36. Area C consists of all of the land south of Waokauri Creek. A significant portion of this area
is located within the High and Moderate Airport Noise Contours, and is not an appropriate
location for new residential development. This area also contains other key provisions
relating to the operational requirement of the Auckland International Airport, such as Runway
End Protection Areas, Obstacle Limitation Surfaces, Specifications to Discharges to Air with
the Approach Path.
37. Due to its strategic location beside the Auckland International Airport and adjacent urban
uses, Area C has potential for development and faces significant pressure for urbanisation.
The Auckland Plan and Economic Development Strategy have identified strategic issues
related to business land demand and have made clear the business land targets the region
will need to work towards over the next 30 years. The provision of new business land is an
explicit part of the Auckland Plans development strategy, and it is expected that up to 1400
hectares of new business land could be required over the 30 year horizon of the Auckland
Plan. This is split between 1000 hectares for industrial activities and 400 hectares for
commercial activities.
38. It has been highlighted that land to meet industrial growth is the most pressing given it needs
to be well located, highly serviced including good transport connections, and be of sufficient
size to accommodate the nature of industrial activities. Land must also have adequate
separation from sensitive activities such as residential uses that can be negatively affected
by noise, other discharges, traffic and other impacts from industrial activities.
39. It is recommended that Area C be included within the RUB provided that all the
infrastructure, cultural heritage and funding issues are addressed, for the following reasons:
It is strategically located beside the Auckland International Airport to meet the business
needs of the region.
It provides for a contiguous block of approximately 400 hectares for business uses,
consisting of large land parcels.
A significant portion of the area is located within the High and Moderate Aircraft Noise
Contours, making it an ideal location for business activities, as residential development
is not desirable in this location.
It is located beside the Wiri Industrial Area, and therefore, provides for the contiguous
extension of the existing industrial areas.
SH20 acts as a significant buffer and provides separation from established residential
areas to the east, therefore, significantly reducing negative future impacts of business
development on surrounding residential uses.
Timing of MUL Shift vs RUB
40. At its February 2014 meeting, the ADC agreed that any decision to initiate a change to the
MUL in response to PPC35 should not occur until the Puhinui structure planning process is
completed. As discussed in the previous sections, parts of the structure plan area can be
urbanised. However, the policy context for an MUL shift is predicated on certainty regarding
infrastructure services and associated funding agreements. For the structure plan area,
there are still outstanding infrastructure servicing issues to be worked through. On this basis,
an MUL shift at this time cannot be supported.
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41. Council has received a number of submissions to the PAUP seeking that the Puhinui
structure plan area be incorporated within the RUB. The Auckland Unitary Plan Independent
Hearing Panel has released the provisional hearing schedule, which states that the hearings
on the Regional Policy Statement part of the Unitary Plan, seeking changes to the RUB in
the southern area will be heard in February 2015.
42. Even if the outstanding infrastructure servicing matters as part of an MUL shift are to be
addressed and agreement reached urgently, any gains in terms of time frames are not
significant (see table below). Furthermore, promulgating an MUL shift alongside the PAUP
hearing process is not an efficient use of resources and is therefore not recommended.
Option A initiate MUL shift Option B Follow the PAUP Process
Now to
February 2015
Finalise
outstanding
infrastructure
servicing issues
and prepare
change to ARPS
Now to
December
2014
January 2015
Attend pre-hearing meetings, prepare
evidence for PAUP hearing

Prepare rebuttal evidence
February 2015 Notify MUL shift,
with supporting
information
February
2015
Hearings on Regional Policy
Statement matters relating to
submissions on southern RUB matters
March - April
2015
Summarise
submissions and
notify further
submissions
March 2015
onwards

Work on submissions on rezoning and
precincts

May July
2015
Complete further
submissions and
prepare Planner
Report for
hearing
August 2015 Hearing
October 2015 Decision
November
2015 onwards
Appeals and
Environment
Court process
February 2016 Final Decision
Sometime in
2016
Hearings on Precinct provisions
August 2016 PAUP Decisions
Consideration
Local board views and implications
43. The Puhinui structure plan area is within the boundaries of the Otara Papatoetoe Local
Board and the Mangere Otahuhu Local Board. Council staff have met with the Chairs of both
of these Local Boards to provide them with an update on the matters outlined in this report.
Further updates to the Mangere-Otahuhu and Otara-Papatoetoe Local Boards were held on
29
th
of September and the on 6
th
of October respectively. The Local Boards were also invited
to a Puhinui structure plan workshop held on 8 August 2014.
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Mori impact statement
44. The rohe of Puhinui is a place of deep cultural and spiritual significance to Te Akitai
Waiohua. The policy framework of the PAUP seeks to enable Mana Whenua to identify,
articulate and integrate their values in the resource management processes affecting
ancestral lands.
45. Consultation has been undertaken with Te Akitai Waiohua to understand their position on
the matter of the RUB movement as it applies to the Puhinui structure plan area. While Te
Akitai Waiohua is appreciative of the growth pressures facing the Puhinui area, it is strongly
opposed to any RUB movement without understanding the impacts of future development on
their cultural heritage values.
46. Te Akitai Waiohua has prepared a cultural heritage assessment for the Puhinui peninsula to
inform the structure planning process. The report highlights a series of key sites of
significance that connect the people of Te Akitai Waiohua to the Puhinui peninsula. Most of
these sites are located either within the structure plan area or in close proximity to it. Sites of
significance include: Pukaki Crater; Wiri and McLaughlins Mountains; Crater Hill and
Kohuora Park; Wiroa Island; Waokauri, Otaimako, Tautauroa and Puhinui Creeks; headland
pa sites; and Pukaki Chapel.
47. The Cultural Heritage Assessment Report has been very useful in informing the strategic
direction of the Puhinui structure plan, in particular:
The stormwater management strategy seeks to ensure that the permanent and
intermittent stream network within the structure plan area is retained and enhanced. This
recognises the importance of these waterways to the iwi.
Part 30 of this report states that the area around the Pukaki Marae and Pukaki Crater
should not be included within the RUB. This recognises that many of the sites of
significance to Te Akitai Waiohua are located within this area and retaining this area
outside the RUB will ensure that the existing cultural heritage values are not
compromised.
The cultural values associated with Crater Hill are recognised and the structure plan will
seek to ensure that these values are not compromised. However, it is acknowledged that
this is a challenging issue given that the crater is in private ownership, and council has to
consider alternatives to the holistic protection of the site. Te Akitai Waiohuas strong
objection to this approach is noted.
Part 39 of this report recommends that the bulk of the area below Waiokauri Creek be
included within the RUB. A number of sites of significance are located within the area
between Waokauri Creek and Puhinui Road. This area requires further consideration in
terms of detailed precinct provisions to specifically address cultural heritage matters.
48. All the other iwi that have an interest in the Puhinui structure plan area were invited to a key
stakeholder workshop held on 8 August 2014 to enable information sharing on the project.
Along with Te Akitai Waiohua, Ngati Tamaoho Trust and Huakina Development Trust
attended the workshop.
Implementation
49. Significant investment in new and upgrades to existing infrastructure, especially the
transport network, is required to service future development of the Puhinui structure plan
area. There is currently no funding provision for such capital investments, nor is a funding
agreement in place. The infrastructure funding issue requires further collaborative work.

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Attachments
No. Title Page
A Map of Puhinui Structure Plan Area 19
B Conceptual Roading Network for the Puhinui Structure Plan 21
C Overview of Stream / Stormwater Management Strategy 23
D Recommendations Relating to the RUB Movement 25
E Crater Hill Area 27
F Preliminary Landscape Analysis of Crater Hill Development Proposal 29

Signatories
Authors Sukhdeep Singh - Principal Planner
Authorisers Penny Pirrit - Regional & Local Planning Manager
Roger Blakeley - Chief Planning Officer

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Mangere Gateway - Rennie Homestead Future Use Page 33

Mangere Gateway - Rennie Homestead Future Use

File No.: CP2014/21998

Purpose
1. The report is to update the Auckland Development Committee on the potential use of the
Rennie Homestead and surrounding site as a visitors centre as part of the Mngere
Gateway Programme (MGP).
Executive summary
2. In July 2014, the Auckland Development Committee (ADC) endorsed the investigation into
the use of Rennie Homestead and adjoining land as an alternative location for the Mngere
Gateway and Visitor Centre and Visitor Experience. The Rennie Homestead was identified
as a potential alternative to the originally proposed Otuataua Stonefields Historic Reserve as
the latter was considered to be a culturally sensitive site.
3. In particular, the ADC instructed staff to investigate the physical and financial viability of
using the property as a visitor centre and this has been undertaken based on:
The potential tourism generating uses that could be developed at the Rennie Homestead
and surrounding site
The ability to adapt the Rennie Homestead and surrounding site for these uses
The high-level costs for implementing the above
Iwi views on these proposals
4. Staff have examined the Business Case developed to support the previously proposed
visitor centre at the Otuataua Stonefields site as this provides a consistent basis for
assessing the potential of Rennie Homestead. The tourist activities, supporting infrastructure
and financial assumptions within the Business Case are outlined in the report below and in
more detail within the appendices of this report.
5. Having considered the potential visitor attractions, the appropriateness of the Rennie
Homestead, the viability of the proposed centre, the financial requirements and iwis
uncertainty about the Homestead as a preferred location, it is not considered Rennie
Homestead can be supported as a location for the Visitor Centre in the context of the
financial constraints faced by Auckland Council under the proposed Long Term Plan.
Recommendations
a) note that staff have investigated the potential use of Rennie Homestead as a visitor
centre based on tourist activities, supporting infrastructure and financial assumptions
that are consistent with those previously proposed on the Otuataua Stonefields site
b) note the investigations have indicated that the use of Rennie Homestead and
surrounding site as an alternative visitor centre location require a substantial capital
budget ($3.6m) and operational (a minimum of $971,000) funding subsidy from
council across a range of financial years
c) note budget requirements assume the Centre achieves 100,000 visitors and 45,000
paying visitors a year
d) note Rennie Homestead is not considered entirely suitable as a location to receive
100,000 visitors a year
e) note that whilst the Mngere-thuhu Local Board and local iwi are supportive of the
development of a visitor centre, further discussions would be required with one iwi
group to agree that the Rennie Homestead is a suitable location
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f) note that the visitor centre project does not lie within any of the councils emerging
Spatial Priority areas
g) resolve that council does not proceed with the Mngere Gateway Programme visitor
centre on the basis of the points outlined above within the financial constraints of the
proposed Long-term Plan (2015-2025).
Comments
Background and Context

6. Since 1994 the Mngere Gateway Programme (MGP) has been a regional initiative that
seeks to harness tourism as a driver of economic development for the benefit of the local
community and the wider Auckland region. The MGP seeks to build on the cultural, built and
natural heritage within the area to potentially create a sustainable eco-tourism and heritage
destination. The MGP links with objectives set out within the Auckland Plan, (including The
Southern Initiative) and the Mngere-thuhu Area Plan. A more detailed historical
background is attached as Appendix 1, a strategic policy context attached as Appendix 1.1
and a map illustrating the extent of the area attached as Appendix 1.2.
7. Central to the MGP is the development of a visitor centre to provide a base from which a
range of visitor services and experiences can be delivered. In 2012 the Regional
Development and Operations Committee (RDO/2012/35,36,37,38,39) supported the
construction of a visitor centre at the Otuataua Stonefields site. A budget of $3.6m was
allocated to the project within the in Councils current LTP (2012-2022).
8. A further recommendation was made to the Strategy & Finance Committee that operational
funding of $971,000, for the first 5 years of operation of the visitor centre, be included in the
LTP. The Business case supporting the visitor centre indicted an initial operating loss with a
possible breakeven within 5 years.
9. More recently, a report was presented to the ADC on 10th July 2014, which endorsed the
investigation of options for the use of the Rennie Homestead as an alternative location for
the Mngere Gateway Visitor Centre and Visitor Experience. Further to this, the physical and
financial viability of using the property as a visitor centre has been undertaken, based on:
The potential tourism generating uses that could be developed at the Rennie Homestead
and surrounding site
The ability to adapt the Rennie Homestead and surrounding site for these uses
The high-level costs for implementing the above
Iwi views on these proposals
The Rennie Homestead
10. The Rennie Homestead, owned by Council and now proposed as the location for the
Mngere Gateway visitor centre, has 8.9 hectares of adjoining land which presents
opportunities for a range of potential visitor initiatives. These initiatives would need to be
developed incrementally over a number of year dependent upon visitor demand and
potential interest from stakeholders and partners. It is anticipated that local iwi would run the
visitors centre with Councils role in the development evolving into one of facilitation rather
than being the direct provider of the visitor offering. More information on this range of options
is outlined below. A location plan of the Rennie Homestead is attached as Appendices 1.3.
11. Work is currently being undertaken to the property to ensure basic health and safety repairs
(e.g. roof repair) are completed. This work is being managed and funded by Auckland
Council Properties Limited (ACPL). Beyond this, the Rennie Homestead requires significant
repair and maintenance work (internal and external alterations to make the property
weatherproof) estimated to cost around $800k.
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12. There is currently no budget allocation for the latter work. This expenditure therefore would
need to be met from the $3.6m deferred to FY 2015/6 with the balance of the funding used
to develop the Rennie Homestead and surrounding site.
13. The Rennie Homestead is currently managed by ACPL as a non-service property. The
Homestead has been occupied as a privately leased residential property over the last few
years (although it is currently vacant as the essential repairs are carried out). Going forward,
staff will work with ACPL to determine a future use for the property. In the meantime, it is
envisaged that the property will continue to be used for residential purposes as this will
provide an active and secure use.
Proposed Visitor Offer at Rennie Homestead
14. The visitor offer proposed at Rennie Homestead, as outlined below, is consistent with the
tourism activities, infrastructure and assumptions as outlined within the Business Case to
support the previous Otuataua Stonefields project. As such, it is considered that assessing
the potential of Rennie Homestead and surrounding site to deliver a substantially similar
offer is a basis for making a decision on whether or not to proceed with the project.
15. Details of the visitor offer Stage 1 still need further detail but could comprise the following
within Rennie Homestead:
Guided tours: General, Extended, Exclusive (+ Workshop) and Schools (including
Otuataua Stonefields accessed from Rennie Homestead)
Audio tours
Special events
Interpretive displays
Wider Mngere Gateway Information
Visitor Toilets
Small caf (wharekai)
Retail space
A hub and central booking point for Mngere Gateway experiences (existing and
proposed) e.g. Marae-based activities, fishing/boat trips, cycling, horse-riding etc.
16. The Rennie Homestead is a scheduled heritage resource. Whist this does not prevent
interior alterations, the heritage status reflects the buildings historical importance - which is
represented by the interior as well as the external appearance. An existing floor plan of the
Rennie Homestead is attached as Appendix 1.4.
17. Further to this, it is considered that in order to make the building suitable as a tourist facility,
significant works to the interior would need to be undertaken in order to accommodate
additional (including disabled) bathrooms, disabled access, fireproofing and a more open
plan layout. This would also include a kitchen, caf, interpretive displays, visitor information
and retail space.
18. In addition to internal works, the surrounding site would also need to be developed to
provide the facilities, infrastructure and buildings for further income generating activities.
19. Externally, it is therefore proposed the following buildings and infrastructure would be
required:
Car / Coach Parking area to provide 50 car parking spaces and 2 coach parking
spaces (based on previous proposals at Otuataua Stonefields)
Associated landscaping, services and pedestrian / vehicular access
A stand-alone building (to house a carving school, for example)

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20. In brief:
Whilst there is the potential for visitor activities, the details of these still need to be
worked through;
It is questionable whether Rennie Homestead would be able to cope with the requisite
visitor numbers without alteration and/or additional facilities provided on the surrounding
land.
Anticipated costs to Auckland Council
21. Capex funding of $3.6m for the construction of a visitor centre was previously allocated
within Councils LTP (2012-2022). This funding has been recently deferred to the next
financial year (2015/16). No funding is allocated for the repair and maintenance required to
make Rennie Homestead weatherproof. This cost could be met from reallocating $800K of
the above funding.
22. In terms of timing, this repair and maintenance could be undertaken in the next (FY 15/16)
financial year. Further detailed design work and construction would then require the balance
of the capex budget to be deferred across FY 2016/17, 2017/18 and 2018/19 (three financial
years). Detailed design work would be undertaken in consultation with partners including the
Mngere - thuhu Local Board and mana whenua.
23. In terms of post-construction operation, estimates undertaken by the previous Manukau City
Council, and based on the proposal at the Otuataua Stonefields, have suggested that visitor
numbers of 100,000 per annum, of which 45,000 would be paying an entry fee, would be
required for the centre to break-even. As such the visitor centre would require additional
funding support ($194,200 per FY) over at least the first five years until the visitor numbers
outlined are achieved. Accordingly, a minimum of $971,000 opex funding would be required
in financial year 2015/16 to support operational requirements. The range of assumptions and
estimates are outlined in Appendix 1.5.
24. Beyond this, estimates in the Business Case suggest the centre could potentially become
financially self-sufficient (breakeven) through income generating community/tourism
activities. Again, the tourism generating activities would require more detail and need to be
developed on the wider site. It is also anticipated that the presence of a major partner (such
as a carving school for example) could also assist with visitor numbers. Such an activity
would require an external standalone building to accommodate such an operation/offer.
25. It should be noted that previous tourism ventures undertaken by Council (e.g. The Pa
Homestead at Monte Cecilia Park), have required additional Council subsidy beyond what
was originally anticipated.
26. Discussions with Councils Regional Parks team have indicated that a standalone, basic
barn like facility is likely to cost approx. $1m. The remaining $1.3m capex budget could
then be utilised to construct a car and coach parking area, any remaining internal works,
along with the external landscaping, servicing and access works.
27. The activity and associated works to Rennie Homestead and the surrounding site would
require Resource Consent under the current Auckland Council District Plan Operative
Manukau Section (2002). Under the Proposed Auckland Unitary Plan, the proposals would
again be considered a discretionary activity and require resource consent. Both plans aim to
ensure a rural / faming character is maintained within this area.

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28. An indicative summary of costs and timing is outlined below and a more detailed financial
assessment is attached as appendix 1.5.
Financial Year Stage of work Anticipated cost
2014/15 Essential repair and
maintenance in order to
make the building Health and
Safety compliant (undertaken
by ACPL)
$200,000 (from
ACPL budget and
not subject to
budget proposals
outlined in this
report)
2015/16 Complete Repair and
Maintenance (external fabric,
interior and prevent future
deterioration) to make
weatherproof.
Start initial consultation and
design work (focus on
external landscaping, car
parking area and stand-alone
building)
$800,000
2016/17 Complete Planning, Design
and Engineering,
consultation and consent
work.
Start construction on external
work.
Complete visitor centre
specific fit out infrastructure
(e.g. caf fit toilets electrical
work)
$500,000
2017/18 Complete construction of
external landscaping,
access, car / bus parking and
standalone building)
$2,300,000
Total Capex $3,600,000
2017/18-onwards (over five
years minimum)
Operational expenditure $971,000
29. Having considered all the information above and the attached Business Case, the Rennie
Homestead could have the potential to be used as a visitor centre, but would require the
following budgets:
Capex allocation of $3.6m across 3 years within the proposed LTP (2015-2025)
Opex allocation of $194,200 to cover operational loss in at least first five years 9a
minimum of $971,000 in total) within the proposed LTP (2015-2025)
30. Within the context of the proposed LTP, which seeks to prioritise general rate funded capital
projects, it should be noted that the proposed visitor centre does not lie within any of
Councils emerging Spatial Priority areas. These Spatial Priority areas will be a significant
factor in determining future Council investment.

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31. In brief:
The financial viability of the Visitor Centre is reliant on the centre achieving 100,000
visitors per annum, of which 45,000 would be fee paying and there appears to be no
certainty that these figures will be achieved.
Even assuming these figures are achieved, the Visitor Centre would still require $3.6
million capex budget and $971,000 opex budget to subsidise the centre for the first 5
years until visitor numbers could be built up.
32. Given:
budget constraints faced by the Council over the next Long Term Plan;
the potential need for additional budget;
the uncertainties surrounding visitor numbers and viability;
the question about the suitability of the Rennie Homestead as a location;
the continued uncertainty about whether it is the preferred option for iwi (referred to
below),
the Visitor Centre is not supported in this location.
Consideration
33. Extensive discussions have taken place with the Mngere-thuhu Local Board which has
been committed to the MGP Mangere Gateway programme for the last 10 years. The Board
strongly supports the use of the Rennie Homestead site as an alternative visitor centre. The
Mngere-thuhu Local Board presented views for ADC consideration at the July 10th
meeting and it is understood the Local Board will again present at this meeting.
34. In addition, the Mngere-thuhu Local Board has taken an active role in liaison with mana
whenua (Waiohua) see below.
35. The Mngere Gateway Programme delivers on Mori outcomes and on The Mori Plan for
Tmaki Makaurau.
36. Discussions, led by the Local Board, have taken place with Waiohua Te Akitai and Te
Ahiwaru. The views of the two mana whenua iwi groups are summarised below by the
Mngere-thuhu Local Board:
Te Ahiwaru (of Makaurau Marae) at a hui held on 9
th
September 2014:
a) Te Ahiwaru support the intention to locate the visitors centre at Rennie Homestead -
provided Makaurau Marae are consulted with in a meaningful way and the centre is
relevant in encapsulating their views.
b) The visitors centre can tell the History of Early Maori but also Early European settlers. It
is a unique piece of Auckland, New Zealand and has great potential for Economic
Development.
c) The MGP needs to be focused on Marae in Mangere and the relationship with other iwi
hapu, not just a focus on Rennie Homestead, but this could be the flagship project with
direct benefit to not only Maori, but Tourists and the greater Auckland.
d) Te Ahiwaru are keen to ensure that the ADC understand that the MGP is not just about
the visitor centre, it is about the history, heritage, and all the area has to offer. People
visitors and locals must know, understand and learn about the place, experience the
area and location through a walk-about, paddling, and a hangi. The history needs to be
retold somehow as Auckland Council is responsible for helping mana whenua restore
and allow the lands at Ihumatao to be healed moving forward.
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e) The officer report must reflect the nature of the vision and not focus on the Rennie
homestead alone; the stories or narratives are critical and also about who speaks to
them. The story and passion for the local heritage and history is not quite conveyed in
officer language or reports
f) That the MGP is not about negative stories or images but the variety of cultural practices
and buildings in the area help to bridge connections with the whare representing a place
for learning Te Ahiwaru are well placed to speak about the area and its history. Te
Ahiwaru also have connections to other iwi
g) The MGP is not limited to the Stonefields. Te Ahiwaru are building a relationship with the
airport to progress on project ideas. Council needs to support the resource / funding of
the MGP through a range of options and Te Ahiwaru wish to work under a collaborative
framework, a network that brings in other iwi groups too e.g. Robinson Road Marae

Te Akitai (of Pukaki Marae) at a hui held on 14
th
August 2014

a) This project is not about Rennie Homestead alone. There is concern with focusing on
this single option.
b) Pukaki Marae are mana whenua of Mangere. Te Akitai agree with the intention to
provide a visitor centre but Council should present a range of options.
c) Te Akitai support retention of budget for implementing projects within the area.
d) Otuataua Stonefields is waahi tapu land and not suitable for this MGP Visitors Centre.
e) However, a Cultural Impact Assessment should be prepared, as the site of Otuataua
Stonefields needs to be preserved and protected according to Mori traditions.
f) Rennie homestead is the first part of a much wider programme and, should support
planned growth and address TSI outcomes such as employment, tourism and economic
development.
g) There are broader implications if this opportunity is missed as the programme is of
benefit to the region, there is a role for ATEED and stakeholders like the airport to play in
bringing in resources
h) The report should reflect the dual history of the place
i) There is a perception that this is a council project and that needs to change must be
owned by a wide range of stakeholders
j) That conversations with the two iwi show that there is room for many players to
contribute.
k) Council must re-build the connections with external stakeholders
Implementation
37. Details relating to implementation are outlined above.

Attachments
No. Title Page
A 1.0 Mngere Gateway Programme and Visitor Experience 41
B 1.1 Mngere International Gateway Area 57
C 1.2 Mngere Gateway - Strategic Context 59
D 1.3 Rennie Homestead Location Plan and Information 63
E 1.4 Rennie Homestead Floor Plan 67
F 1.5 Financial Performance 69

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Signatories
Authors John Dunshea - Manager City Transformation

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Appendix 1
MNGERE GATEWAY PROGRAMME
VISITOR CENTRE AND VISITOR EXPERIENCE

1 CONTEXT

Appendix 1.1 indicates the area known as Mngere- International Gateway.
The core purpose of the Mangere Gateway Programme is to harness tourism for local economic
development for the benefit of the community and indigenous people.
Lifting the economic performance of South Auckland is essential to the Auckland region and to New
Zealand as a whole. Creating Mngere Gateway as a globally significant international visitor destination
could drive social and economic benefit to Mngere-thuhu, the area of The Southern Initiative (TSI)
and the regional economy. The Programme delivers specifically on Mori outcomes presenting
opportunities for meaningful employment and entrepreneurial initiatives. The Programme meets the gap
in Aucklands visitor market for greater representation of Mori and Pasifika visitor experiences (ATEED
Visitor Plan).

The Mngere Gateway Programme is a regional programme that links directly with the Auckland Plan and
with The Southern Initiative -International Gateway & Destination workstream as well as the Mngere-
thuhu Area Plan and the Mngere-thuhu Local Board Plan, Councils Economic Development
Strategy, the ATEED Visitor Plan and the Mori Plan for Tmaki Makaurau (see appendix 1.2).

International tourism is New Zealands largest export industry after dairy and continues to grow with
ambitious targets to double visitor numbers by 2025. Tourism directly employs 5.7 per cent of the
workforce nationwide and, indirectly, a further 3.1 per cent. Tourism produces a net financial benefit to
central government and is argued as cost neutral to local government (Dwyer and Forsyth - 2007)

The potential economic benefits to the region of the Mngere Gateway Programme have been estimated
at $40m per annum in additional GDP (Berl, 2008) and with the potential to create 700 jobs per annum.

Estimates completed in respect of Manukau suggested that a 10% increase in visitor numbers would
result in around $600k of additional business rates and $1.05m increase in residential rates (Covec
2010).

The visitor destination allows an economy to grow beyond the constraints of the resident population. It
becomes a catalyst for private sector development, stimulates community pride and engagement and
creates a range of employment opportunities which will bring diversity into the environs of the airport
and The Southern Initiative.

In terms of the existing LTP and current Council activities, the Mngere Gateway Programme comprises
of three areas of activity:
Mngere Gateway operational funding for support, development and facilitation (including Mori
and Pasifika initiatives);
Mngere Gateway Avenue Route capex funding which potentially is funding for initiatives such as
the internal interpretation of King Tawhiaos Cottage, development of the visitor experience at Mangere
Mountain Education Centre (a CCO), walking routes, signage, landscape interventions etc
Capex funding (see below) for the Mngere Gateway visitor centre/visitor experience.
The visitor centre is intended as the base for the Mngere Gateway visitor experience and delivery of a
range of visitor experiences across the area. It is an important component of the Programme which will
generate increased visitation and new markets, acting as a catalyst for other community initiatives and
private investment.

The Otuataua Stonefields was originally chosen for the visitor centre. In 2012 the Regional Development
and Operations Committee (RDO/2012/35,36,37,38,39) supported the Mngere Gateway Programme,
under the umbrella of The Southern Initiative, and agreed on the proposed site for Stage 1 of the visitor
centre including funding of $3.6m in Councils LTP (2012-2022).
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(Stage 2 of the visitor centre, estimated now at $5m+, is unfunded. This comprised an underground
space for taonga, additional space for visitor experience and a viewing platform out to the Manukau
Harbour).

The Regional Development and Operations Committee also made a further recommendation to the
Strategy & Finance Committee that operational funding of $971k, for the first 5 years of operation of the
visitor centre, be included in the 2012-2022 LTP. The financial model (appendix 1.4) indicated that a
near breakeven point could be achieved within 5 years. This opex funding has since been diverted to
other priorities as the visitor centre was not progressed as anticipated.

A report was presented to the Auckland Development Committee on 10
th
July proposing investigation of
the Rennie Homestead an alternative base for the Mngere Gateway visitor centre and visitor
experience.
The recommendations of the Committee were:
a) note the previous Regional development & Operations Committee (March 2012 Resolutions
RDO/2012/37, RDO/2012/38) endorsing the Otuataua Stonefields Historic Reserve as the location for the
visitor centre and visitor experience

b) note, on the basis of discussion with partners, that staff consider that the decision to locate the
visitor centre on the Otuataua Stonefields Historic Reserve should be revisited

c) approve the investigation of the Rennie Homestead and adjoining land as an alternative location
for the Mngere Gateway Visitor Centre & Visitor Experience

d) request staff to prepare a report outlining options for use of the Rennie Homestead and adjoining
land as the base for the visitor centre and visitor experience for a future meeting of the Auckland
Development Committee and within 3 months of the date of this report.

Council owns the Rennie Homestead immediately adjacent to the Otuataua Stonefields (appendix 1.3).
This property requires significant repair and maintenance work estimated to be around $800k. It is
suggested that this expenditure, along with some further capital expenditure for development, could be
funded from the $3.6m currently identified for Stage 1 of the visitor centre on the Otuataua Stonefields.
The repair and maintenance work on the Rennie Homestead, together with alterations to accommodate
use as a visitor centre, could be completed in time for the international visitor season commencing
around October 2015.

The Rennie Homestead, now proposed as the location for the Mngere Gateway visitor centre, has 8.9
hectares of adjoining land which presents opportunities for a broad range of visitor initiatives. These
could be developed incrementally over a number of years, according to visitor demand and interest from
potential stakeholders and partners. Councils role should evolve into one of facilitation rather than
necessarily being the direct provider of the visitor offering.

The visitor centre should be considered as one component of a wider strategic plan to grow the regional
economy, to deliver Mori outcomes and within the wider context of the The Southern Initiative, the
aspirations of the Mngere-thuhu Local Board, Tangata Whenua and initiatives such as Te Papa, the
development of Puketutu Island as a regional park and, potentially, World Heritage Status for the
Auckland volcanic plain.

Consideration should also be given to the opportunities created by projected growth in visitor numbers
through Auckland International Airport (almost doubling from 2.7m in 2013 to 5.2m by 2025). Other
complementary initiatives include Te Araroa, the long distance pathway and the National Cycleway, both
of which traverse the area and other initiatives such as the Watercare Coastal Walkway and Councils
Greenways and Cycleways Strategies.

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2. BACKGROUND

The Mngere Gateway programme is a collaborative initiative across Council, together with external
stakeholders, notably Te Waiohua, AIAL, ATEED, to develop a visitor destination based on an area north
of the airport to Kiwi Esplanade at Mngere Bridge and west of George Bolt Memorial Drive, including the
coastal area of the Manukau Harbour (see appendix 1.1 for map). It builds on the extraordinary wealth
of cultural, built and natural heritage within the Mngere Gateway area to potentially create a major eco-
tourism and heritage destination for the Auckland region, attracting international visitors and visitor
spend.

The area depicted on the map (appendix 1.1) is the cultural heart of the Gateway. Longer term it has
been proposed that the visitor destination could embrace a wider area to the south and to the east. The
amalgamation of separate local authorities of the Auckland region now creates a greater opportunity to
extend across the Manukau Harbour to embrace Awhitu, the Waitakeres and Onehunga.

The Programme comprises implementation projects and programmes around the Otuataua Stonefields,
Mngere Mountain and the Mngere Mountain Education Centre, visitor information, interpretation, and
proposals for cycleways, walkways, and driving routes which link key points of interest. It incorporates
landscape, streetscape, environment and re-vegetation initiatives to enhance the overall amenity values
of the area for the community and visitors.

Central to the programme is the visitor centre as a base for the visitor experience(s). The visitor centre
is critical to unlocking the economic potential of the area and will put a stake in the ground establishing
a clear message that the Mngere Gateway is valued and that its character should be preserved.
Increasing the number of visitors to the area will provide impetus to other community and private sector
initiatives. Specifically it will create new opportunities for the Mngere Mountain Education Centre
(MMEC). Currently MMEC delivers mainly to the non-profitable education market and, consequently,
struggles to be sustainable.

The aim is to create a flagship international visitor destination incorporating best practice principles of
sustainability across all four well-beings (social, cultural, environmental and economic), to deliver a
better place for people to live and to work; and to create diverse opportunities for employment and
entrepreneurial initiatives in the environs of the airport. The programme contributes to Auckland
becoming the Worlds most liveable city and to meeting the gap in Aucklands market for Mori and
Pasifka visitor offering.

The values of the programme are based on the principles of Responsible Tourism which seeks to:

Minimise negative environmental, social and cultural impacts;
Generate greater economic benefits for local people and enhance the wellbeing of host
communities by improving working conditions and access to the tourism industry;
Involve local people in decisions that affect their lives and life chances;
Make positive contributions to the conservation of natural and cultural heritage and to the
maintenance of the worlds diversity;
Provide more enjoyable experiences for tourists through more meaningful connections with local
people, and a greater understanding of local cultural and environmental issues;
Provide access for physically challenged people;
Be culturally sensitive engendering respect between tourists and hosts.
Responsible Tourism Declaration Kerala 2008

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The Programme aligns with, or overlays the work of, main other units/departments of Council, especially
The Southern Initiative and therefore requires a coordinated and collaborative delivery of multiple
projects, programmes and business-as usual-activities.

3 MNGERE GATEWAY VISITOR DESTINATION

Over recent years Mngere Gateway has grown as a visitor destination. On Sundays, the area is very
well used by cyclists. Mngere Bridge which, at one time, seemed to be losing business to the out of
town shopping precincts, is now well supported by its community and attracting visitors to its pavement
cafes and its vibrant kiwi and pacific ambience. Ambury Regional Park attracts very significant visitor
numbers (350,000 per annum). Many visitors to the Park are local and regional but domestic and
international visitation has grown.

Mngere Gateway is a cultural heritage landscape of deep significance to Auckland, to New Zealand and
internationally. It can tell the stories of human occupation and land use over at least the last 8 centuries
and through 30 generations. Ihumtao was the birthplace of the Kingitanga movement. In May 1857
a large hui of Tainui and other rangatira, and missionaries, including Bishop George Selwyn, was held at
Ihumtao. The meeting lasted several days leading to a request to Ptatau Te Wherowhero that he
should be King. Thus Ihumtao retains a special place in the history of the Tainui people because of its
direct association with Te Wherowhero and the foundation of Kingitanga.

Te Wherowhero reigned for just over 2 years and was then succeeded by his son, King Tawhiao whose
cottage is now located next to the Mngere Mountain Education Centre. King Tawhiao reigned through
the tumultuous years of the Land Wars. External restoration of the cottage is complete but the cottage
cannot be opened to the public, by King Tuheitia, until such time as the internal interpretation is
completed from the Mangere Gateway Avenue Route funding.

Tangata Whenua are crucial to the Mngere Gateway destination programme. Waiohua and Te Kawerau
o Maki have engaged and supported the Programme over the years. The stated intention of the
Programme is to work with Tangata Whenua to build and support development of capacity and capability
and to meet the aspirations of Tangata Whenua for meaningful employment and opportunities to develop
their own entrepreneurial activities and sustain their culture.

3.1 Key existing attractions and features of Mngere Gateway are:

Otuataua Stonefields NZHPT Grade II listed site. Evidence of Mori occupation, farming etc, finest
remaining example of 19c Mori mission station complex in the Auckland region.
Puketapapa - Aucklands smallest volcano
Mngere Mountain Aucklands best preserved volcanic cone
King Tawhiaos Cottage once home of the 2
nd
Maori king
Marae Makaurau, Pukaki, Te Puea, Te Manukanuka Hotorua
Mngere Mountain Education Centre
Ambury Regional Park
Kiwi Esplanade lava flows and new boat ramp giving access to the harbour Awhitu, Waitakeres,
Onehunga etc
Petrified kauri forest - Ihumatao
Te Araroa long distance pathway,
Nga Tapuwae Mataoho (Mngere Gateway heritage route)
Watercare Coastal walkway
National cycleway - proposed route
Puketutu Island one of the sites of the signing of the Treaty of Waitangi
Built Heritage Rennie Homestead, St James Church etc
Mngere Bridge Town Centre
Old Mngere Bridge,
Villa Maria Vineyard Estate & Conference Centre
Airport Environs: Abbeville Estate, Treasure Island Golf, JKs World of Golf, Butterfly Creek, Bike track and
Bike hire depot
Other volcanic features in the area including Puketutu Island, Mangere Lagoon, the Wiri Lava
caves, Pukaki Lagoon, McLaughlins Mountain, Maungataketake.
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As well as cultural and historical significance, this area has significant geological interest being a major,
and contiguous, part of the Auckland volcanic field. Mngere Mountain (Te Pane Mataoho) is probably
Aucklands best preserved volcano. The Otuataua Stonefields, a 100 hectare lava field, is the largest
remaining area of what was once the 8,000 hectares of the Auckland volcanic field. Puketapapa (or
Pukeiti), Aucklands smallest volcano. is located on the Otuataua Stonefields and Puketutu Island is being
developed as a regional park.

Mngere Gateway has archaeological, cultural, historical, scientific, technological and educational value
and, over the years the area has attracted ecologists, geologists, archaeologists, artists, photographers
and poets. It holds the opportunity to tell the science around the geological landscape of Auckland, the
pre-colonial, settlement and urban development, intertwined with the Mori legends and stories of
Waiohua and of Mataoho, the god of volcanoes.

Councils vision of the International Gateway & Destination requires coordination and leadership to
develop Mngere Gateway as a unique, differentiated, destination which will deliver the social and
economic benefit to this area of South Auckland but also across the region by way of increased visitation.

4 MNGERE GATEWAY VISITOR EXPERIENCE

4.1 Strategic Intent

The strategic intent is to achieve a standard of quality and uniqueness in visitor experience that is
recognised as world class delivering:

An authentic experience of Mori heritage and culture and interpretation of the unique landscape
of the Mngere Gateway area and its significance within the Auckland Volcanic Field

An understanding of the indigenous settlement of Auckland, European settlement and
urbanisation

An opportunity for iwi to develop their visitor products and services which can sustain their
cultural heritage and support their papakainga

A multi-disciplinary showcase of Aucklands pacific culture, art and commitment to sustainable
practices

A must do experience contributing to Aucklands reputation as one of the worlds top visitor
destinations

4.2 The Visitor Centre

The visitor centre is a base and conduit for delivery of the Mngere Gateway visitor experience. The
visitor experience is the guided and self-guided walks across the Otuataua Stonefields. Within the visitor
centre there would be interpretive displays and activities such as storytelling, together with a small caf
and retail space.

In 2012 the Regional Development and Operations Committee (RDO/2012/35,36,37,38,39) endorsed a
site on the Otuataua Stonefields for Stage 1 of the proposed visitor centre, approving the capex funding
of $3.6m and recommending opex funding of $971k over the first 5 years, after which the financial
model indicated that a near breakeven point would be achieved. This opex funding was approved by the
Strategy & Finance Committee and incorporated into the 2012-2022 LTP but has subsequently been
diverted to other priorities.

Stage 2 of the proposed visitor centre incorporated a subterranean room which could be used for the
display of taonga. The cost of this second stage was estimated at $5m but was not incorporated into
Councils 2012-2022 LTP. A decision to proceed with Stage 2 was predicated on demonstrating that
Stage 1 was financially sustainable.

A number of factors now prompt a review of the location for the proposed visitor centre as proposed by
the Auckland Development Committee (AUC/2014/81).
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Firstly, the Otuataua Stonefields site had always been contentious and there are differing views within
Waiohua as to the suitability of the Otuataua Stonefields for the proposed visitor centre and to the
specific site currently identified.

Secondly, Council now owns the adjacent Rennie Homestead (appendix 1.3), a double fronted early 19
th

century bay villa. This heritage property was purchased in 2010, after a several years of extensive
negotiation, by the former Manukau City Council, with a view to incorporating it into the Mngere
Gateway visitor offering and into the open space network. For the last 4 years the property has been
managed as a tenancy by ACPL.

A building survey in 2012 indicated that the property required quite extensive repair and maintenance
work estimated at approximately $1m. ACPL have recently undertaken around $200k of this
expenditure to bring the property up to a level where it can be tenanted again.

Further expenditure of approximately $800k remains. Councils 2012-2022 LTP does not incorporate
funding for this work. Consequently it is proposed that this work could be funded from the $3.6m
identified for the proposed visitor centre on the Otuataua Stonefields and that the visitor centre could be
relocated to the Rennie Homestead. The property has 8.9 hectares of adjoining land which could be
used to extend the visitor offering and to create opportunities for additional revenue streams.

The main advantages of the Rennie Homestead and adjoining land, as the main visitor centre are:

The land is not culturally sensitive to the same extent as the Otuataua Stonefields and therefore
more flexible use is possible.
The Rennie Homestead is fronted by a public highway and offers increased accessible for visitors
The site has direct, Council owned access onto the Otuataua Stonefields
The 8.9 hectares of adjoining land provides opportunity to develop additional infrastructure and
buildings required.
There are potential opportunities for partnerships and access to external funding.

The main disadvantages are:

As with the Otuataua Stonefields, differences also exist within Waiohua as to the suitability of the
Rennie Homestead as the location for the visitor centre.

The visitor centre would not be embedded to the same extent, within the cultural landscape of
the Otuataua Stonefields although the Mngere Gateway area as a whole is part of an extensive and
contiguous cultural landscape.

Pedestrian access to the Otuataua Stonefields is not as convenient for visitors although, during
the main visitor season, a small transportable building could act as a meeting point/ticket office at the
main entrance to the Otuataua Stonefields.

4.2.1 The Rennie Homestead Visitor Centre

The Rennie Homestead, with the adjoining land and potential to widen the visitor experience and create
additional revenue streams, offers considerable advantage. A further benefit is the ability to develop
incrementally and to use farm-type buildings for external covered space. The use of standardised
buildings rather than purpose-built, would enable greater flexibility as small businesses developed and
moved off site. Additionally, the mix and flexibility offered by the site may open up opportunities for
partnerships and access to other funding sources.

4.2.2 Rennie Homestead Visitor Centre Capital Costs

Capex funding of $3.6m for the Visitor Centre/Experience is currently within Councils LTP (2012-2022).

No capex funding is allocated currently to the essential repair and maintenance required for the Rennie
Homestead. It is proposed that this cost could be met from the above funding, together with adaptation
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of the Rennie Homestead to a visitor centre and, potentially, provision of some external accommodation.
Indicative costs and timing are:
4.2.3 Rennie Homestead - Stage 1

At 211 square meters, the Rennie Homestead property itself is not considered to be large enough to
house all the necessary facilities and operations to support the Stage 1 (see below) development of a
visitor centre. As such, additional buildings will need to be constructed.

This visitor offering (Stage 1) would be similar to that proposed for the visitor centre on the Otuataua
Stonefields and could comprise of the following within Rennie Homestead itself:

Guided tours: General, Extended, Exclusive (+ Workshop) and Schools (including Otuataua
Stonefields accessed from Rennie Homestead)
Audio tours
Special events
Interpretive displays
Wider Mngere Gateway Information
Visitor Toilets
Small caf (wharekai) (potential to use locally grown produce)
Retail space (potential for sale of locally produced offerings)
A hub and central booking point for Mngere Gateway eco and cultural tourism experiences which
contribute to the existing and potential future destination portfolio e.g. Marae-based activities,
fishing/boat trips, cycling, horse-riding etc.

Externally, it is proposed the following buildings and infrastructure would be required:

Car / Coach Parking area to provide 50 car parking spaces and 2 coach parking spaces (based on
previous proposals at Otuataua Stonefields)
Associated landscaping, services and pedestrian / vehicular access
A stand-alone building (to house a carving school, for example)

Financial Year Stage of work Anticipated cost
2014/15 Essential repair and
maintenance in order to make
the building Health and Safety
compliant (undertaken by
ACPL)
$200,000 (from
ACPL budget and not
subject to budget
proposals outlined in
this report)
2015/16 Complete Repair and
Maintenance (external fabric,
interior and prevent future
deterioration) to make
weatherproof.
Start initial consultation and
design work (focus on external
landscaping, car parking area
and stand-alone building)
$800,000
2016/17 Complete Planning, Design and
Engineering, consultation and
consent work.
Start construction on external
work.
Complete visitor centre specific
fit out infrastructure (e.g. caf
fit toilets electrical work)
$500,000
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2017/18 Complete construction of
external landscaping, access,
car / bus parking and
standalone building)
$2,300,000
Total Capex $3,600,000
2017/18-onwards (over five
years minimum)
Operational expenditure $971,000

A hub and central booking point for Mngere Gateway eco and cultural tourism experiences which
contribute to the destination portfolio eg. Marae-based activities, fishing/boat trips, cycling, horse-
riding etc.
The above visitor offering is based on that proposed for the Otuataua Stonefields. The capex
expenditure for repair and maintenance of the Rennie Homestead, together with its conversion to a
visitor centre, can be met from the $3.6m currently in Councils LTP (2012-2012).
The operational expenditure, estimated at $971k over the first 5 years of operation, before achieving
breakeven, would need to be re-instated into Councils LTP (2015-2025).
Guided tours will be delivered by tangata whenua who will ensure the protection of the waahi tapu
located on the Otuataua Stonefields. The guides will incorporate lessons about tikanga and explanations
as to its relevance today. They will give visitors a deeper understanding of the Otuataua Stonefields
and its significance as waahi taonga. This will become a rich part of the visitor experience as
international visitors in particular are fascinated with how traditional maturanga (knowledge) and tikanga
are incorporated into contemporary Mori life
The business model for Stage 1 is currently based on the direct employment of guiding services.
However, a key objective is to facilitate development of the cultural guided tours as a stand-alone
business managed and operated by iwi and, to this end, funding for the Haere Whakamua programme
has been provided through the Mngere Gateway Programme.
The Haere Whakamua programme, led by Community Arts & Development in conjunction with the
University of Auckland, has been working with Waiohua (Te Ahiwaru) over the past year to develop the
entrepreneurial skills required to enable iwi to develop, manage and operate their own guided walks.
Iwi have the potential to develop other visitor activities such as horse riding, fishing and marae-based
activities. The most successful Mori visitor experiences are not dissimilar from other visitor activities
but when operated and managed by Mori, with a Mori dimension, values and storytelling have added
appeal, particularly in the international market.

4.2.4 Rennie Homestead - Stage 2
Stage 2 of development of the Rennie Homestead would be to expand the range of the visitor offering.
This can be done incrementally over a number of years subject to potential partners and the availability
of funding sources which might also come through external partnerships, grants etc.
Activities inside the homestead might be extended to include traditional Mori healing and massage
romiromi / mirimiri and an expanded range of workshops but further expansion of the visitor offering is
likely to be based on the adjoining land.
Therefore, the external space allows a variety of opportunities to be considered which showcase Mori
and Pacific culture, arts and crafts etc.
Such initiatives might include:

Individual workshops for indigenous arts and crafts

Carving & Waka building
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Horse riding / horse whispering etc

Small spaces for social enterprise/innovation

Events & Performances

Camping/overnight accommodation

Bicycle hire
Cultivation / Food forest / Farming potentially with apprenticeships and programmes for schools
to teach children about growing their own vegetables and healthy eating - Initiatives such as this
may receive external funding.
Artist in Residence
In the main, it is envisaged that Councils role would be facilitation rather than that of being a direct
provider. Funding for the above Stage 2 initiatives might be through partnerships, private investment,
grants etc. Some Council investment in infrastructure might be required but this would depend on the
economic viability and on social, cultural and environmental benefits.

The criteria, by which a potential visitor offering will be evaluated, would include:

The extent to which it supports development The Southern Initiative International Gateway &
Destination

The contribution to Mngere Gateway as an eco-tourism and cultural heritage visitor destination

The visitor appeal and projected visitor numbers

The mix in the visitor offering

The extent to which it can become self-financing
Small tourism ventures suffer from an imbalance between delivering the experience and managing the
administration and marketing of their activity. Therefore, it is suggested that these activities could
be delivered collaboratively and that providers of visitor products and services could buy-in to
these services.

4.2.5 Carving School
The Mngere Gateway Programme has previously incorporated proposals for a carving school. This would
be a significant visitor attraction but also a working school sustaining traditional crafts and training
apprentices. The former Manukau City Council entered into discussions with Te Puia (Maori Arts & Crafts
Institute), Rotorua which, at that time, was looking to develop a satellite facility. Unfortunately, these
discussions did not come to fruition. Te Puia in Rotorua hosts around 450,000 visitors annually which is
indicative of the visitor appeal. It is anticipated that if such a visitor attraction was developed in the
Auckland region then it would attract significant business from the cruise ship and conference market
where time constraints limit opportunities for longer distances.
A collective of six pan-tribal Auckland carvers, Nga Whaotapu o Tmaki Makarau, the Sacred Chisels,
came together earlier this year. (The collective, Nga Whaotapu o Tmaki Makarau, the Sacred Chisels
are currently carving the lintel for the doorway of the new Auckland Council building on Albert Street).
Their purpose is to develop the next generation of carvers through an apprenticeship programme, to
sustain their craft and to produce carving for the Auckland region to build a strong, visual Mori identity
for the region.
Currently eighty per cent of carving sited in the Auckland region has been done outside the region. The
youngest active carver in the Auckland region is 38 and young people are not coming into the craft.
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Very informal exploratory discussions have taken place with Rewi Spraggon, who formed Nga Whaotapu
o Tmaki Makarau, the Sacred Chisels, earlier this year. It is understood that there is interest in
developing a carving school and workshop at the Rennie Homestead. This would, potentially, increase
visitor numbers by 20-30 per cent and consequently have a positive impact on revenue streams.

4.3. VISITOR CENTRE OPERATIONS

4.3.1 Commercial Goals

The commercial goals are to:

Consistently attract over 100,000 visitors to the Visitor Centre from the fifth year of operations
onwards

Have 45% of all visitors take a paid guided tour of the Otuataua Stonefields by the fifth year of
operation - rising to a target of consistently above 50,000 paying visitors pa

Facilitate opportunities for iwi, and other providers, to operate sustainable visitor products and
services

Optimise performance with the aim of achieve break-even EBITDA in year five of operations

Keep the offerings fresh to sustain revenue streams primarily through renewing operating
assets, displays and interpretation every four years.

4.3.2 Visitor Centre Opening Hours
To build Mngere Gateway as an international visitor destination it will be important to deliver a 7 day
operation to meet the expectation of the casual visitor. It is anticipated therefore that the opening hours
of the visitor centre would be 10am to 4pm over a 7 day period with some adjustment for seasonal
demand and the number of visitors.
4.3.3 Operational Staff

Staffing resources, including a management position, are as below. These requirements were originally
calculated in respect of the visitor centre being on the Otuataua Stonefields but no substantive change is
envisaged with relocation the visitor centre to the Rennie Homestead.

The figures have been extensively reviewed both internally and externally and are comparable with the
Botanic Gardens.

The total FTE number is proposed as 4.5 at start up increasing, as shown, to 6 by Year 5.

Y1 Y2 Y3 Y4 Y5
FTE 4.5 5 5.5 5.5 6
Total personnel costs (includes on-costs) ($000s) $295 $327 $353 $353 $379

Employment of part-time staff, up to the FTE equivalent, would give more flexibility and the ability to
better adapt to visitor demand. It is also proposed that there will be an overlap of personnel with the
Mngere Mountain Education Centre (a CCO of Council) and opportunities for collaboration with Ambury
Regional Park should be considered. Longer term, personnel requirements for Puketutu Island could be
factored in.

As visitor numbers increase it is anticipated that on-site providers could undertake some unpaid staffing
duties against either payment of commissions or site rental etc. Some volunteering can also be
expected which would be particularly useful to handle peak volumes. Similarly there will be
opportunities to attract WWOOFers (Worldwide Workers On Organic Farms). Opportunities would also
exist for student and training placements, especially through links with Manukau Institute of Technology.
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None of these additional resources have been factored in but is typical of the support found at Aucklands
historical and cultural visitor attractions.

5 MARKETING
5.1 Overall market size

Somewhere in the range 90,000 to 450,000 visitors to Auckland region annually are interested in some
form of heritage and cultural experience, with museums and galleries being the main attraction. This
figure of 450,000 visitors interested in some form of heritage/ cultural experiences matches the visitor
numbers at Te Puia in Rotorua.

Auckland Airport is continually developing capacity and services to ensure it will sustainably cope with an
anticipated 24 million passengers a year by 2025 and the 40 million visitors expected by 2044, reflecting
New Zealands growing popularity as one of the worlds leading tourism destinations.

5.2 Competitive environment

In the Auckland region, there is an absence of Mori product for the international and the domestic
visitor market. This is identified in the Auckland Visitor Plan (2012) which highlights the need for more
attractors, especially those with a Mori and Pacific presence (appendix 1.2)

Auckland War Memorial Museum offers daily Mori kapa haka concerts in the Mori Gallery.
These are priced at $25 per adult with a tour of the Mori section of the museum at $10. Children are
$12.50 and $5 respectively. Attendance is understood to be in the range 100,000 to 150,000 visitors a
year annually
.

Tamaki Hikoi offers a 1 hour guided tour of the Auckland Domain and a 3 hour that includes the
Museum concert. There is also a 3 hour guided tour operating on Maungawhau Mt Eden but without
the benefit and opportunities of a nearby papakainga and without the supporting infrastructure of the
wider heritage destination. The 1 hour walk is priced at Adult $40 and Child $20. The 3 hour walk/tour
is priced at Adult $95 and Child $40 Around 8,000 visitors take these comprehensive tours annually.

Arataki Visitor Centre. Free entrance. Walks are self managing and free. Visitor numbers
average around 150,000pa. The majority of visitors are New Zealanders.

Te Hana is a traditional experience, whereas the Mngere Gateway experience will be an
archaeological and cultural heritage experience combined with history and the present day life of the
local iwi. Therefore the Mngere Gateway experience is significantly different. Located north of the city
Te Hana it is difficult for international visitors to access without their own transportation.

Mngere Mountain Education Centre (MMEC) is part of the Mngere Gateway product mix
and programmes and activities across the Rennie Homestead and MMEC will be coordinated and
complementary.

Marae Precinct, Puketutu Island This venture will be multi-tribal between Waikato Tainui,
Makaurau marae and Te Kawerau o Maki. It is understood from iwi that this will be more along the lines
of a venue which can be pre-booked for functions and meetings.

The key point of difference with the Mngere Gateway Visitor Centre and visitor experience is that this
venture will be one of only a few in the entire country where the site has been in continual Mori
occupation by its people from the time of their arrival in the country through to the present day. This
lends credibility to Mngere Gateway, and particularly Ihumtao as having a significant cultural history,
as well as its obvious volcanic history.

International visitors seek authenticity. Nothing can be more authentic than interpretations of a
landscape and social history told by people whose children are the thirtieth generation to be born on this
land. Throughout New Zealand there are only a handful of Mori tourism ventures that introduce visitors
to contemporary Mori life. Most ventures focus solely on recreating a traditional type experience.

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The location of the proposed venture, close to the airport, will be a significant factor in attracting visitors.
A significant number of visitors arrive into Auckland, then move on to visit only the South Island where
there is only a handful of Mori tourism experience. These factors, and the airport location, will ensure
that the Mngere Gateway Visitor Centre, and the associated attractions and facilities within the heritage
destination of Mngere Gateway, gain a significant share of the international tourism market.

The aim of the Visitor Centre and the visitor offering is not to compete with the long established (and
internationally recognised) Mori tourism centre, Te Piua at Rotorua. The intention is to offer an
alternative, complementary experience that provides both a truly spectacular historic site in the form of
the Otuataua Stonefields and to introduce visitors to contemporary Mori life.

There is undoubtedly space in the Auckland marketplace for more Mori tourism product, especially
where there is strong heritage values and archaeological significance with linkages to the living village
or papakainga.

5.3 Projected Demand

Primary product

Between 90,000 to 450,000 visitors to Auckland region annually are interested in some form of heritage
and cultural experience. It is accepted that this is a wide bracket. What is evident is that experiences
with a cultural overlay attract more visitors than a stand-alone cultural experience.

It is quite realistic to attract up to 100,000 paying visitors per annum in the $5 to $20 price offer range
to effective visitor sites and attractions. International visitors will pay for Mori related experiences,
especially those which are authentic, experiential and where there is inter-action with indigenous people.

Attracting 8,000 to 10,000 paying international visitors to high end tours is quite achievable and
visitors will pay between $40 and $100 for a good quality tour with an capable guide

New Zealanders will take a guided tour but it may need to be a lower cost- option.

Schools will pay between $2 and $7 per child for a relevant programme and are avid users of
curricular aligned offerings

It is suggested that total visitor numbers should grow relatively rapidly from 35,000 to 100,000 per
annum over five years and that 45% of these will purchase guided tours by year 5.

The financial model uses the following growth and demand model. There is a sizeable increase in
visitors projected from Year 1 to Year 2 based on the experience of other attractions.

Y1 Y2 Y3 Y4 Y5
Annual visitors 35,000 80,000 90,000 100,000 100,000
Visitors taking tours 33% 36% 39% 42% 45%
Total visitors taking tours 11,550 28,000 34,200 37,800 45,000

The business case remains cautious, as even in year 5 of the forecast, only 9000, or 20% of the 45,000
overall visitors are predicted to take the high-end Exclusive Experience tours still comfortably within
the band of 8,000 to 10,000 customers predicted market size.

While the school tours market is essentially a different market from the visitor market, both are included
in the overall numbers.

Therefore the product mix of those paying for tours, as used in the financial forecasts, is as follows:

Type of Tour Percentage of the total taking tours
Adult walk with audio 25%
Child with audio 10%
School 30%
Group - Adult guided 14%
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Group - Child guided 1%
Experiential Tour and Workshop 12%
Exclusive Experience Tour Workshop 8%

The above analysis suggests that, provided the experience is done well and kept current, the total
market potential could be above the 100,000 annual visitor count that this business plan is predicated
on.

5.4 Expressed Interest from Agents, Wholesalers and Visitors

Feedback from agents and wholesalers was sought in 2012 in relation to the proposed visitor centre on
the Otuataua Stonefields and the programme of associated visitor experiences. Whilst the location of
the visitor centre is now proposed as the Rennie Homestead, the programme will be similar although it
will include a wider Mngere Gateway experience and therefore appeal to a wider range of markets.

We consider that the feedback is still relevant. Sample comments received from agents and wholesalers
were:

I think this would be a very interesting experience for all of our clients and sounds like exactly
the kind of programme theyre generally looking for!!! German FIT Travel Agent

I think this would be a good option to include as part of a half or full day tour. You mention
that there is a 2-hour tour with a workshop I think this option would be more appealing for most
clients the ability to join in the activities instead of just hearing about them. Australian FIT Travel
Agent

We are keen to see new itineraries and products developed, and are happy to offer these to our
clients/agents. In particular, experiences with a cultural aspect are always high on the must do list for
more and more consumers, and so this type of product could potentially be a good fit. US Wholesaler
Product Manager (High end clientele & FIT)

Agents and wholesalers also mentioned the need for a more centrally based Mori product as Te Hana is
perceived to be too far for some to travel and some visitors do not have the time or inclination to visit Te
Puia at Rotorua. One of the criticisms levelled at Te Puia is its commercial nature.

A pilot guided walk was tested in January 2012 with international FIT visitors from Dominican Republic,
Germany, USA and UK. When asked to indicate what they would pay for the tour, the visitor responses
were between $45 and $95, confirming that the proposed pricing strategy is in line with the market.

Visitors were also asked to rate the quality of their experience across a range of criteria (1 being the
lowest and 5 being the highest): authenticity, personal interaction, guiding, service, quality, location.
The rating was consistently either 4 or 5.

The following comments were received from the visitor pilot group.

Good tour! The combination of a warm welcome, walk and food was perfect. Most important for
international visitors is the authentic interaction with your people. German visitor)

Felt very welcome. Very lovely people. Very much liked the atmosphere and traditional
greeting. (German visitor)

The best part of the tour for me was the walk through the Stonefields and the interaction with the
maori guides. They are friendly and hospitable people and I hope they can keep telling their
stories and history. (US visitor)

Wonderful, magical ! (US visitor)

This was very special loved the guides sincerity, knowledge, warmth, sensitivity and
storytelling. (Domestic visitor)

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6 MANAGEMENT
Management, operations and the visitor offering will be coordinated with the Mngere Mountain
Education Trust (a CCO of Council). It is anticipated that there will be some form of joint management.

Council may operate the visitor centre itself or seek an external partner, although a management
contract may involve additional costs over and above Council operating the facility itself. However, it is
understood that the Manukau Institute of Technology Faculty of Business and Information Technology
may have some interest in a management contract. An arrangement such as this could provide
training opportunities for students but could also provide access to a wide range of management skills.
It is imperative that management personnel have experience of delivering a tourism venture aimed at
the international marketplace and have the appropriate experience in marketing such a venture. The
visitor centre manager will have a hands-on role having experience in the tourism sector, marketing,
entrepreneurial spirit and business acumen together with cultural alignment.

Ideally the manager will have experience in providing advice to small businesses working in, or seeking
to enter, the tourism market.

7. GOVERNANCE

Because of the diverse stakeholder interests in its success, it is likely that there will be an advisory board
or committee to assist with governance and direction of the venture. As the venture matures, the
advisory board could be formalised into a special purposes trust settled by Auckland Council. The board
could possibly incorporate a governance role in relation to the Mngere Mountain Education Centre or the
role of the existing Mngere Mountain Education Trust, a CCO of Council, could be extended. This might
be a reason for retaining the Mngere Mountain Education Centre within the Regional Parks portfolio
rather than transferring it back to Local Sports Parks.

Consideration will need to be given to the relationship with the Maunga Authority in managing Mngere
Mountain and also governance arrangements in respect of Puketutu Island.

8. FINANCIAL PERFORMANCE

The intention is that Stage 1 of the visitor centre should become self-funding within 5 years. Self-
funding is likely to be achieved earlier once a major attractor, such as a carving school, is progressed.
With a projected increase of 20-30 percent in visitor numbers, self-funding could be achieved between
years 3 and 4.

The financial model for the proposed visitor centre on the Otuataua Stonefields was based on achieving
this target. Advice has been sought and, other than any difference in interest costs, the income /
expenditure model would remain the same for the Rennie Homestead. Therefore, the financial
performance, and move towards a break-even point, is considered attainable. The model has been
extensively reviewed both internally and externally and is considered robust.

Stage 2 of the proposed Rennie Homestead visitor centre will enable a wider mix of visitor offering
appealing to a wider market, including the regional and domestic market. Consequently it will attract
greater visitation, additional revenue streams and support financial sustainability. Until proposals for
Stage 2 are developed it is not realistic to progress a comprehensive financial model.

A graphical representation of Stage 1 (annual paying and non-paying visitors) for tours; annual deficits
(EBITDA) follows. It demonstrates that a near break-even will be achieved at Year 5. An earlier break-
even might be expected if a major attractor, such as a carving school, were included in the mix.

The detailed financial breakdown is attached as Appendix 1. 4.

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Rennie Homestead Visitor Centre
Annual Visitors and Financial Info at a Glance
Annual
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MNGERE INTERNATIONAL GATEWAY - A REGIONAL VISITOR
DESTINATION
Strategic Alignments

Auckland Plan Transformational Shifts
Dramatically
accelerate the
prospects of
Aucklands
children and
young people
Strongly commit to
environmental
action and green
growth
Move to
outstanding
public
transport
within one
network
Radically
improve the
quality of
urban living
Substantiall
y raise
living
standards
for all
Aucklander
s and focus
on those
most in
need
Significantly
lift Maori
social and
economic
wellbeing

Southern Initiative
within 5 years
Early, strong
family
attachment and
learning
opportunities
that set
children up for
success at
school and in
life
Clear pathway
and support for
further
education,
training or
employment for
every young
person leaving
school
Create an
outstanding
international
gateway and
destination
area
Economic
development
and jobs for
local people
Housing
development in
Mangere and
Manurewa
Increased
services and
use of Public
Transport

Mngere-thuhu Area Plan
Key Moves
Revitalise and
celebrate the
unique Mori
and multi-
cultural
character and
history of the
Mngere -
thuhu centres

Provide for rail
to the airport
Improve the
water quality
and access to
and around the
Manukau
Harbour
Promote Airport
and Mngere
Gateway as a local
and regional
employment,
tourism and
recreation
destination
Progressively
enhance Mngere
residential areas
through
comprehensive
planning and
redevelopment

Mngere-thuhu Area Plan Framework 2042
Uses a range of environments to show how Mngere thuhu could develop over the next 30
years and informed by the three theme-based outcomes
Three theme-based outcomes
Economic and Community
Development
Transport and Network
Infrastructure
Natural Heritage and Character
The Mori identity of
Mngere thuhu is
recognised, enhanced and
protected
An integrated transport network
Recognise, protect and manage
the high landscape, heritage and
ecological values
Residents and visitors have
access to safe, high-quality
social infrastructure
Ease of freight movement
Important historic heritage is
identified, protected, celebrated,
and made a focus for community
A regionally significant
employment area and
Offers a choice of walking and
cycling routes
The quality of the natural
environment is restored, protected
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continues to experience
business growth, providing
more local job opportunities
and valued by the community
Improved road and highway
network to meet future demand
The volcanic, natural and built
landscape treasures are
recognised, protected and valued
A variety of high quality and
safe public open spaces and
linkages providing coastal
and recreational
opportunities
Improved infrastructure
systems for better water
quality in the Manukau
Harbour and Tmaki Estauary
A quality and built environment
with green spaces, connected
neighbourhoods, sustainable
buildings and vibrant centres
Infrastructure networks
accommodate Mngere
thuhus growth

DESTINATION

Economic Development Strategy

The Mngere Gateway Visitor Destination Programme directly contributes to the Auckland
Councils Economic Development Strategy by delivery of an international visitor destination.
Tourism is a key export industry for New Zealand, second only to dairy in terms of its contribution
to GDP. Visitors enable Auckland to grow beyond the constraints imposed by the size and
spending power of its resident population. Visitor spend more than residents. Furthermore, they
do not need the same level of infrastructure. Estimates by Berl suggest that the Mngere
Gateway Visitor Destination, fully developed, could contribute an additional $45m per annum to
the local economy and create an additional 7,000 new jobs over 10 years.

Specifically the Mngere Gateway Programme contributes to:

ACTION 3.1 BUILD UP THE INTERNATIONAL CAPABILITYOF BUSIENSS TO MAXIMISE GLOBAL
GROWTH OPPORTUNITES
3.1.5 Work in partnership with iwi to identify and support international commercial opportunities
from the Mori asset base in Auckland and support the innovative and entrepreneurial capacity of
iwi / Mori
3.1.6 Work in partnership to develop international commercial opportunities in the Pacific and
leverage Auckland as the gateway to the Pacific, and support the innovative and entrepreneurial
capacity of Pacific peoples
ACTION 4.1 CHAMPION EDUCATION, SKILLS AND CAREER DEVELOPMENT IN AUCKLAND
4.1.2 Work with local boards to support education, skills and employment in their communities
4.2.3 Facilitate targeted interventions to improve skills outcomes for Mori
4.2.4 Facilitate targeted interventions to improve skills outcomes for Pacific peoples
ACTION 5.1 AUCKLAND IS NATIONALLY AND INTERNATIONALLY RECOGNISED AS HAVING
EXCEPTIONAL VISITOR AND EVENT EXPERIENCES
5.1.1 Significantly grow Aucklands visitor economy through growing demand for Auckland and
enhancing the visitor proposition (see Auckland Visitor Plan)
5.1.3 Deliver destination marketing into key international markets that promotes Aucklands event,
retain and visitor offerings
5.1.5 Promote the city centre as a focus for cultural institutions and develop a diverse supporting
network of cultural programmes across Auckland
ACTION 5.2 PROMOTE MORI CULTURE TO CREATE A UNIQUE VISITOR, TALENT AND
INVESTIMENT PROPOSITION

5.2.1 Support iwi / Mori to explore the potential of establishing Mori to explore the potential of
establishing Mori entrepreneurship initiatives and points of difference for Auckland that
build on rich cultural heritage

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5.2.3 Provide partnership opportunities for authorised Mori tourism ventures to accentuate
Aucklands point of difference through utilisation of waai tapu and cultural sites of significance,
and deployment of signage in Te Reo
ACTION 5.3 PROMOTE PACIFIC AND MIGRANT CULTURES TO CREATE A UNIQUE VISITOR,
TALENT AND INVESTMENT PROPOSITION
5.3.1 Support Pacific peoples entrepreneurship initiatives that build on rich cultural heritage and
connections to countries of origin, and create cultural innovation for commercialisation
5.3.2 Support migrant entrepreneurship initiatives that leverage talent, international connections
and cultural capacity

DESTINATION

Auckland Visitor Plan
The Auckland Visitor Plan clearly identifies New Zealands Mori culture and heritage as its key
point of difference and recognises that there is a shortfall of authentic Mori attractors, products
and services. A further need is identified for the development of Pacific attractors, products and
services.

Mngere Gateway has significant potential to meet this gap in the marketplace and
specifically contribute to:

Strategic Goal 5: Develop attractors
Identify and develop four economic and four social anchor events for Auckland
Facilitate the sustainable development of an anchor cultural attraction in a prominent City
Explore the feasibility of a regular cultural welcome ceremony for visitors
Strategic Goal 6: Enhance Aucklands Fabric
Advocate for greater Mori & Pacific presence in Aucklands attractions, public spaces and frontline visitor
services
Support and influence initiatives that have the potential to enhance the visitor experience

The Mori Plan for Tmaki Makaurau: Te Pai me te Whai Rawa o Tmaki
Mori: Healty & Prosperous Tmaki Mori

The Mngere Gateway Visitor Destination Programme directly contributes to The Mori Plan for
Tmaki Makaurau. It seeks to celebrate and value and future-proof the sustainability of mori
culture and heritage, to provide meaningful employment and build prosperous and strong
communities.

Specifically the Mngere Gateway Programme contributes to:

WHANAUNGATANGA - DEVELOP VIBRANT COMMUNITIES
A city / region that caters for diverse Mori lifestyles and experiences
Mori communities and culturally vibrant across Tmaki Makaurau
Mori have the skills to realise economic opportunities
RANGATIRATANGA - ENHANCE LEADERSHIP & PARTICIPATION
People engaged in their communities
Mori are active across all sectors of the economic community
Mori are actively involved in decision-making and management of natural resources
MANAAKITANGA - IMPROVE QUALITY OF LIFE
Satisfaction with our environments and standard of living
Mori are earning income and returns that fulfil their lifestyle expectations
The mauri of te talao in Tmaki Makaura is enhanced and restored for all people
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WAIRUATANGA - PROMOTE DISTINCTIVE IDENTITY
Recognised sense of identity, uniqueness and belonging
Mori heritage of Tmaki Makaurau is valued and protected
Mori businesses are uniquely identifiable, visible and prosperous
KAITIAKITANGA - ENSURE SUSTAINABLE FUTURES
Intergenerational reciprocity
Mori cultural wellbeing is future-proofed
Whnau wellbeing and resilience is strengthened
Mori businesses are improving and enhancing the quality of their people, asset and resource base
Mori are kaitiaki of the environment

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Rennie Homestead
The house known as Rennie Homestead, on a site of 8.9 hectares, is described in the Cultural Heritage
Inventory (No. 2356) as a :particularly well kept and unaltered Bay Villa with the main reasons for
scheduling being the two bays at right angles to each other and the decorations around the verandah
Built in 1905 for Thomas Morton Rennie by Jack Camplin, the house was sited on the Rennie farm in
Ihumatao Road and was constructed of Kauri weatherboards and iron roofing. The exterior is scheduled in
the Auckland Council District Plan (Manukau Section), identification number 73.

619 Oruarangi Road, Mangere

Legal Description ALLOT 177 PARISH OF MANUREWA
Ward Manukau
Local Board Mangere-Otahuhu
Current Use Residential House on large park
Business Owner Auckland Council Regional and Local Planning
Zone Mangere Puhinui Rural Zone
Market Value $2,740,000
Area 8.9031 Hectares

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Rennie Homestead

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Appendi x 1. 4

Financial Performance

The summary Income and Expenditure forecast result are as follows. It should be noted that the figures
relating to financial performance are based on those for the Otuataua Stonefields visitor centre but have
been reviewed in relation to the Rennie Homestead and no substantive change is envisaged.

SUMMARY INCOME STATEMENT (000s) Y1 Y2 Y3 Y4 Y5
TOTAL REVENUE $322 $765 $918 $1,064 $1,154
TOTAL DIRECT COSTS $308 $468 $537 $559 $614
GROSS MARGIN $14 $298 $381 $505 $540
TOTAL OTHER COSTS $454 $529 $559 $575 $592
SURPLUS / (DEFICIT) EBITDA -$440 -$231 -$178 -$70 -$52
Depreciation $213 $213 $213 $213 $213
Interest expense $228 $213 $197 $163 $204
SURPLUS / (DEFICIT) EBT -$880 -$656 -$588 -$446 -$468

The financial position is forecast as follows:

FINANCIAL POSITION (000s) Y0 Y1 Y2 Y3 Y4 Y5
ASSETS
Visitor Centre Bldg $3,000 $2,940 $2,880 $2,820 $2,760 $2,700
Operating Assets $610 $458 $305 $153 $610 $458
Current Assets $0 $0 $0 $0 $0 $0
TOTAL ASSETS $3,610 $3,398 $3,185 $2,973 $3,370 $3,158
FUNDING
External Loan (by Council) $3,610 $3,358 $3,105 $2,853 $3,210 $2,958
Retained earnings (After Depr /
Interest) $0 -$880 -$1,536
-
$2,124
-
$2,570
-
$3,038
Council funded shortfall (or Equity) $0 $928 $737 $705 $604 $664

TOTAL FUNDING $3,610 $3,398 $3,185 $2,973 $3,370 $3,158

Operating assets are comprised as follows, written off over four years, and renewed at the fourth year at
same estimated values. Displays and fit-out are for an adequate (but not top end of the range)
presentation.

Indoor interpretation display 120,000
Outdoor interpretation 90,000
Fixtures and fittings fit out (info desk, display, caf) 200,000
Web development 50,000
Server/ WiFi/ ICT 50,000
Audi: i-phone/ i-pad audio program/ content development 100,000
Total operating assets $ 610,000

The immediate objective of the commercial activity of the Visitor Centre tour offerings and retail trading
activity is to reach breakeven by about the 5
th
year, before considering depreciation and interest costs of
funding. This is considered a reasonable reflection of the balance between funding the private good and
the public good objectives and risks. At year 5 the forecast delivers an operating deficit of -$52,000
before depreciation and interest - close but not quite achieving breakeven. Cumulative EBITDA for the 5
years is -$971,000. Five year cumulative Net Deficit after depreciation and loan interest, is $-3.0m.

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The forecasts are considered a best fit set of assumptions and expectations. Sensitivity analysis at the
5
th
year of operation is as follows:

Assume only 40% of year 5 visitors take a tour (vs. 45% in base case). EBITDA deficit
increases to -$72,000 (vs. -$52,000 in base case)

Assume 50% take tours in the 5
th
year (vs. 45% in base case). EBITDA deficit reduces to -
$24,000 (vs. -$52,000 in base case).

These two options suggest the rate of tour uptake is somewhat but not highly sensitive to an
approximately 10% variance in tours uptake by the 5
th
year.

Assume visitors in the 5
th
year increase to 110,000 (base case 100,000) and those taking tours
increase to 50% (base case 45%). This results in an EBITDA surplus of $44,000 (base case-
$52,000) and shows the combined benefit of increased tours and retail sales to increased
visitors. The assumption also demonstrates that breakeven is within 10% of additional arrivals
participation at year 5.

Assume there is no retail activity (caf, merchandise sales and booking fees). In year 5 the
EBITDA will be a deficit of -$319,000 (base case -$52,000). This demonstrates the high
importance on retail and tours working together to give the customer experience and commercial
viability. It must be noted that this scenario includes assumptions that if thee is no retail
offering visitors will reduce by 20% (80,000 vs. base case of 100,000) and tours by 10% (41%
vs. base case of 45%) if there is no retail offering.

The key assumptions used in the financial and business forecasts are given in below. The figures have
been calculated by Morrison Low & Associates based on the proposed asset, funding, volumes, pricing,
services, pricing, timing and cost structures.

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Summary Income Statement

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Detailed Assumptions

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Adoption of the Pukekohe Area Plan Page 73

Adoption of the Pukekohe Area Plan

File No.: CP2014/19286

Purpose
1. To seek approval from the Auckland Development Committee for Auckland Council to adopt
the Pukekohe Area Plan.
Executive summary
2. In February 2012 the Auckland Future Vision Committee endorsed the sequence and co
governance approach for the preparation of area plans. The first two area plans to be
prepared were for Mangere-Otahuhu and for the Hibiscus and Bays. The second round
comprises Otara-Papatoetoe and Devonport Takapuna.
3. The Franklin Area Plan is not currently scheduled to be prepared until later in the
programme. Pukekohe is however identified within the Auckland Plan as one of two satellite
towns that will accommodate some of Aucklands growth over the next 30 years. Having
regard to the need to shape and influence the extent of this growth, work commenced in late
2012 to prepare a Plan for Pukekohe and its surrounding hinterland (as distinct from the
whole of the local board area). The plan area was largely determined by the extent of the
proposed areas of growth / Rural Urban Boundary (RUB) set out in the draft (March 2013)
Unitary Plan.
4. In March 2013 a working group was established comprising the local Councillor and the
Franklin Local Board to oversee the development of the Pukekohe Area Plan. Phase 1
identified a series of influencers to growth which informed the initial phase of engagement.
This took place in June/July 2013 and sought the communitys views on these influencers,
together with some suggested changes to the proposed Unitary Plan zonings within the
town. Views were also sought on the location of the RUB. Following this, nine key moves
were developed together with initial proposals for the distribution and phasing of
development within the Future Urban Zone (FUZ). A further round of engagement on these
proposals took place in March/April of this year.
5. Feedback from these two rounds of engagement informed the preparation of the draft area
plan which contains key moves and actions to support delivery of the future growth in a
planned way. The last phase of engagement was held in late July this year to inform the
finalisation of the area plan. The Board agreed to a number of changes that were made
following final engagement.
6. Approval is sought from the Auckland Development Committee to adopt the final Pukekohe
Area Plan included as Attachment A.
Recommendation
a) approves the adoption of the Pukekohe Area Plan.
Comments
7. In February 2012 the Auckland Future Vision Committee endorsed the sequencing of area
plans and also endorsed a co-governance approach to their development. The first two area
plans to be prepared were for Mangere-Otahuhu and for the Hibiscus and Bays. The second
round comprises Otara-Papatoetoe and DevonportTakapuna.
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8. The Franklin Area Plan is not currently scheduled to be prepared until later in the Area Plan
programme. Pukekohe is however identified within the Auckland Plan as one of two regional
satellite towns that will accommodate a considerable amount of Aucklands growth over the
next 30 years. Its population is projected to double, rising from 21,000 in 2013 to 50,000 by
2040. There is predicted to be a consequential increase in employment opportunities, with
an additional 9000 jobs being created.
9. Having regard to the growth pressures and the need to shape the future development of the
area, work commenced in late 2012 on a plan for Pukekohe and its surrounding hinterland
including the adjacent settlements of Paerata, and Buckland. Unlike other area plans which
are based upon local board boundaries, the plan area was set with reference to the extent of
the proposed area of Future Urban Zone (FUZ) as provided for by the RUB, the area of land
identified within the Unitary Plan for development within the next 30 years.
10. In March 2013 a working group was established comprising the local Councillor and the local
board to oversee the development of the Pukekohe Area Plan. The board agreed on a
number of principles to guide growth:
Pukekohe to remain as a separate satellite town with a distinct identity to Auckland
Pukekohes western elite soils should be protected from growth
Support growth around one town centre and a number of local centres
Pukekohe needs a self-sustaining employment base to offer its residents job choice
Future employment focus should relate to new growth areas e.g south east Pukekohe
and Paerata
Include Waikato as part of the growth and infrastructure planning
Respect cultural values and landscapes.
11. The first phase of formal engagement in June/July 2013 sought feedback on the above
principles, the key constraints that influenced the work and areas to be included within the
RUB. Details were also provided of proposed Pukekohe Town Centre zonings, and heights
as well as uses and conceptual proposals for other areas for development. The feedback
from phase one was used to inform the priorities for growth, the notified UP zoning for the
town, together with the line of the notified RUB.
12. A series of key moves were subsequently developed and agreed with the local board in
November 2013. These informed the second phase of engagement, which took place in
March/April of this year. As part of this phase the opportunity was taken to consider potential
land uses within the future urban zone. The last phase of engagement was held in late July
this year to inform the finalisation of the area plan.

Key components of the Area Plan

13. Area plans are driven by the Auckland Plan and are one mechanism used to implement its
development strategy. The area plan seeks to deliver the Auckland Plan at a local level. It
sets out a high level strategy for the staging and zoning of future growth areas around the
town, what transport and infrastructure is required to enable this growth, how the local
economy can be grown, how living standards can be improved for the people of Pukekohe
and how the environment and places of significance can be protected.
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Key Moves

14. The area plan promotes nine key moves. Key moves are outcomes that have a physical or
spatial aspect and when realised will make a transformational contribution to making the
area of Pukekohe and its surrounding areas a great place to live, work and visit. These
contribute to achieving the vision for Auckland to be the worlds most liveable city. The key
moves are detailed in Part B of the area plan and are summarised below:

Provide for growth in the Future Urban Zone
Enable at least 100ha of new business land
Electrification of the rail line from Papakura to Pukekohe (with a potential station at
Paerata)
Improve accessibility and connectivity throughout Pukekohe and Paerata
Support land development around Pukekohe Train Station
Investigate tertiary education opportunities
Protect and enjoy Pukekohe Hill, Paerata Bluff and Pukekohe East Crater
Maintain and improve Pukekohe environmental quality and special ecological areas,
including the Tutaenui and Whangapouri streams
Develop Town Centre Character Guidelines.

Prioritisation

15. The delivery of the key moves is supported by a project prioritisation schedule which is set
out in the last section of the document. These projects will help transform Pukekohe over the
next 30 years. The plan shows where work will be focussed and will support ongoing
alignment between the Auckland Plan, Long Term Plan (LTP), Unitary Plan and projects of
other infrastructure investors.

Community Engagement

16. Three rounds of public engagement have been held to inform and shape the area plan.
During the first phase of consultation approximately 600 people were engaged with at three
evening events for stakeholders/directly affected landowners, two Saturday market events,
three public open day events as well as meetings with CCOs. Ninety-six written responses
were received. Approximately 100 people attended the March/April 2014 drop sessions with
34 written responses received. A similar number attended a drop in session during the last
phase of engagement in late July this year. Changes to the area plan following the last
round of engagement were agreed with the local board prior to the area plans finalisation.
Consideration
17. The area plan has been developed collaboratively with the local ward Councillor and the
Franklin Local Board. The working group met on a regular basis to discuss aspirations,
develop the influencers to growth and to establish and agree the key moves together with
the way that the area plan can help to deliver on the outcomes and directions of the
Auckland Plan. Key actions within the area plan have been aligned with those in the
emerging local board plan.

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18. On 17 June 2014, the Franklin Local Board approved the draft area plan for final community
engagement and delegated the authority to make final changes to the Chair and Deputy
Chair prior to submission of the area plan to the Auckland Development Committee for
adoption.
19. In developing the Pukekohe Area Plan, the team has engaged with representatives of Ngati
Tamaoho, Ngati Te Ata, Te Akitai o Waiohua, the Huakina Development Trust and
representatives of the Nga Hau e Wha marae. Input was also sought from Ngai Tai Ki
Tamaki and Ngati Paoa. A series of engagements have been held as part of the
development of the plan, including a number of individual hui in 2013 and 2014, a workshop
at Nga Hau e Wha marae and an innovative approach where a hui was held on Pukekohe
Hill with local iwi representatives.
Implementation
20. Area plans are a key mechanism to implement the Auckland Plan and enable greater level
of detail in terms of outcomes and aspirations expected across the region. Area plans
complement local board plans by providing a long term, comprehensive and integrated look
at the local board area or a specific area - such as Pukekohe. The Pukekohe Area Plan
aligns with the Unitary Plan and with the emerging local board plan and will inform future
long term plans where facilities and items for capital investment may be required. The
implementation and prioritisation actions in the area plan will inform and help to shape the
forward work programmes for the council, council controlled organisations and other key
delivery partners.
21. The recommendation to adopt the final draft of the Pukekohe Area Plan is consistent with
the councils policies and strategies and does not trigger the significance policy.
22. The implementation of the actions contained within the area plan will require collaboration
with other parts of council and council controlled organisations. This will require ongoing
resource and staff commitment to integrate planning approaches and project management
to coordinate activities. A number of delivery actions are currently unfunded and will need to
compete with other projects in terms of prioritisation within the Long Term Plan.

Attachments
No. Title Page
A Pukekohe Area Plan (Under Separate Cover)

Signatories
Authors Craig Cairncross - Principal Planner

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Approval of Private Plan Change 34 - Milford Intensive Residential Development Overlay - Auckland
Council District Plan, North Shore Section
Page 77

Approval of Private Plan Change 34 - Milford Intensive Residential
Development Overlay - Auckland Council District Plan, North Shore
Section

File No.: CP2014/22629

Purpose
1. To seek a resolution approving Private Plan Change 34, Milford Intensive Residential
Development Overlay, enabling it to become operative.
Executive summary
2. Private Plan Change 34 Milford Intensive Residential Development Overlay (PPC 34)
has completed its statutory process and is ready for approval and operative status
thereafter.
3. PPC 34 is an overlay of controls (to the Business Suburban 2 zone) which enable consent
to be applied for (as a restricted discretionary activity) for up to 250 residential units in
apartment and townhouse forms, in eight defined footprints and to varying heights, around
the Milford shopping mall site. The notification of any application is to be determined on a
case by case basis under Section 95D of the Resource Management Act 1991.
4. The private plan change request was first lodged in 2008, but then put on hold until 2010,
and renotified in 2011. The Council hearing was in 2012, and the commissioners declined
the request in February 2013. The applicant, Milford Centre Ltd, appealed this decision. The
Environment Court subsequently adopted the plan change, but in a modified form, reducing
the heights of the three tallest building envelopes and making various other text changes.
This outcome was similar to an alternative the Council had put forward, one which the Court
commended the Council for proposing. In its final decision, the Court awarded nominal costs
in favour of the Council and the Milford Residents Association.
Recommendation/s
a) approves Private Plan Change 34 to the North Shore section of the Auckland Council
District Plan Milford Intensive Residential Development Overlay pursuant to
Clause 17 of the First Schedule to the Resource Management Act 1991.
b) delegates to the Manager North West Planning the authority to complete the process
to make Private Plan Change 34 to the North Shore section of the Auckland Council
District Plan operative pursuant to Clauses 17 and 20 of the Resource Management
Act 1991.
Comments
5. PPC 34 enables more intensive forms of residential development to be developed on the
Milford shopping mall site, in eight defined building footprints and to varying heights around
the perimeter of the site (refer to Attachment A, and Appendix 15P at the end of the
attachment).
6. PPC 34 is an overlay to the operative Business Suburban 2 zone, incorporating Appendix
15P defining the building footprints and specifying maximum heights for apartment
structures, and introducing new policies, rules and detailed assessment criteria. The overlay
enables consent to be applied for (as a restricted discretionary activity) for up to 250
residential units in apartment and townhouse forms, to be built around the Milford shopping
mall site, largely in the sites existing parking areas. The notification of an application is to be
determined on a case by case basis under Section 95D of the Resource Management Act
1991.
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Page 78

7. The Environment Court, on appeal, adopted the plan change after making some key
changes to the notified version of the plan change. These altered the allowable heights of
the three tallest building envelopes on the site. Envelope 1 (near Omana Road) was
reduced from a height of RL63 to RL45, a reduction of approximately 6 storeys, to 10 or 11
storeys; Envelope 5 (near Milford Road) was reduced from RL59 to RL45, a reduction of
approximately 5 storeys, to 8 storeys; and Envelope 3 (Omana near the roundabout) was
reduced from RL38 to RL33, a reduction of approximately two floors to 6 or 7 storeys.
8. The Court in its decision complemented the Council (and the Milford Residents Association
in support) for putting forward a feasible alternative to the appellants plan change (interim
decision, para 127) We commend the Councils leadership in developing the alternative.
It also commented that it essentially reached the same decision as the Council
Commissioners on the applicants proposal for much the same reasons. But the Court
noted that the commissioners had no developed alternative to consider which could have
led to a different outcome as it has for {the Courts} decision.
9. The Court made what it described as very small and nominal costs awards in favour of the
Auckland Council and the Milford Residents Association, of $20,000 and $5,000
respectively. This arose because the appellants urban design experts lodged lengthy
statements of evidence which the Court found to be unnecessary and unrelated to the key
issues.
10. PPC 34 was initially lodged with the North Shore City Council in 2008. When notified, it
attracted a large number of submissions in opposition, and then went on hold awaiting
further information. It was reactivated in 2010 and renotified in September 2011. A hearing
commenced in July 2012 and was completed in October. The Councils hearing
commissioners rejected the plan change by a decision publicly notified on 28 February 2013.
The applicant, Milford Centre Ltd, then appealed the decision to the Environment Court and
various affected (section 274) parties joined the proceedings. The Court hearing occurred in
November 2013, and the Courts interim decision, adopting the plan change in a modified
form, was issued on 12 February 2014. The final Court decision as to wording changes and
costs is dated 1 May 2014. There was then some dialogue between the applicant and the
Council as to the wording of the amended notification rules, but no further wording changes
were requested of the Court as a result of these discussions.
11. All steps in the statutory process have now been completed, and the plan change can be
approved, enabling it to become operative. It will become operative on a date coinciding with
the publication of the amended District Plan pages. This final administrative step is
delegated to the relevant manager.
Consideration
12. There is no provision within the Act for local boards to have any role at this final stage of
processing a plan change.
13. This report addresses a procedural matter, the final step in the Resource Management Acts
plan change approval process. The following iwi groups were notified, and no submissions
were received during the period: Ngati Paoa Whanau Trust; Te Kawerau Iwi Tribal Authority
Te Runanga O Ngati Whatua, Ngati Whatua O Orakei Maori Trust Board; Hauraki Maori
Trust Board Te Hao O Ngati Whatua; Te Tinana O Ngati Whatua.
Implementation
14. The plan change will become operative at the time other District Plan pages are updated
and published, within a few weeks of the resolution.

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Attachments
No. Title Page
A PPC 34 Milford Intensive Residential Development Overlay - Final 81

Signatories
Authors Ewen Patience - Principal Planner, Area Planning and Policy North

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