Agenda of Devonport-Takapuna Local Board

1 Welcome/Karakia

Member Toni van Tonder will iopen the meeting with a karakia.

Whakataka te hau ki te uru Cease o winds from the west

Whakataka te hau ki te tonga Cease o winds from the south

Kia mākinakina ki uta Bring calm breezes over the land

Kia mātaratara ki tai Bring calm breezes over the sea

E hī ake ana te atakura And let the red-tipped dawn come

He tio With a touch of frost

He huka A sharpened air

He hau hū And promise of a glorious day.

Tīhei mauri ora!

2 Apologies

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

3 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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected

members to fully acquaint themselves with, and strictly adhere to, the provisions of

Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of

interest:

i. A financial conflict of interest, which is one where a decision or act of the local

board could reasonably give rise to an expectation of financial gain or loss to an

elected member

ii. A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members

understand the requirements of the Local Authority (Member’s Interest) Act 1968. The

guidelines discuss both types of conflicts in more detail and provide elected members with

practical examples and advice around when they may (or may not) have a conflict of

interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office

of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code.

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 21 July 2020, as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

9.1 Hannah Tunnicliffe

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Hannah Tunnicliffe and thank her for her attendance.

9.2 Melissa Powell

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Melissa Powell and thank her for her attendance.

10 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.”

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board Auckland Transport August 2020 Report	11
b ⇩	Auckland Transports Quarterly Activities to June 2020	15
c ⇩	Community Transport School Activities	17

Devonport-Takapuna Local Board

18 August 2020

Approval for Private Road Name for Subdivision at 35 - 37 Norman Road, Belmont

File No.: CP2020/10198

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Devonport / Takapuna Local Board to name a new private road being constructed within shared rights of way easements being created by a residential development and subdivision being undertaken by Juan (Mary) Chen, (the Applicant), at 35 - 37 Norman Road, Belmont.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region.

3. The Applicant has submitted the following names in order of preference for consideration by the Local Board:

· Matau Way or Place

· Koru Way or Place

· Te Hari Way or Place

4. The names are considered suitable and meet the Council’s road naming guidelines.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the preferred road name ‘Matau Way’ or ‘Matau Place’ or an alternative name ‘Koru Way’ or ‘Koru Place’ or ‘Te Hari Way’ or ‘Te Hari Place’ for the private road constructed within the residential development and subdivision being undertaken by Juan (Mary) Chen, (the Applicant), at 35 - 37 Norman Road, Belmont in accordance with section 319(1)(j) of the Local Government Act 1974.

Horopaki

Context

5. The 8 dwelling residential development and subdivision, (Council Refs BUN60323345, & SUB60323347), was approved on 22 January 2019 and is currently under construction. The dwellings are to be accessed via the private road to be named

6. In accordance with the national addressing standard the private road requires a name as it serves more than 5 lots.

Tātaritanga me ngā tohutohu

Analysis and advice

7. The Auckland Council Road Naming Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider / developer shall be given the opportunity of suggesting their preferred new road names for the Local Board’s approval.

8. Auckland Council’s road naming criteria typically require that road names reflect one of the following local themes, with the use of Maori names being actively encouraged:

- a historical or ancestral linkage to an area,

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

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

9. The Applicant has chosen Maori names that they consider symbolic and appropriate for the development.

10. In this regard the names and meanings are as follows:

Proposed Names	Meaning
Matau Way or Place (preferred)	means fishhook or grass sedges but also symbolises prosperity, abundance, strength, fertility and good luck particularly when travelling over water.
Koru Way or Place (alternative)	a curled plant shoot or fern frond, (opening), but also symbolises bringing new life, purity, peace & tranquillity
Te Hari Way or Place (alternative)	means to dance, sing, be happy, cheerful journeys, joyfulness

11. Land Information New Zealand, (LINZ) have confirmed the names are suitable from their perspective as there are no duplications within the wider Auckland region that could cause confusion for emergency services and deliveries

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

15. The naming of roads is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity. To aid Local Board decision making, the ‘Auckland Council Road Naming Guidelines’ includes:

· The Objective of recognising ancestral linkages to areas of land by engagement with mana whenua and the allocation of road names as appropriate and a Principle that Māori road names are actively encouraged, and;

· An agreed process to enable mana whenua to provide timely feedback on all proposed road names in a manner they consider appropriate.

16. The road names proposed in this report have been provided to all mana whenua for consideration through council’s central facilitator.

17. No Mana Whenua groups have offered comment on the Applicants names.

Ngā ritenga ā-pūtea

Financial implications

18. The road naming process does not raise any financial implications for the council.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

21. Approved road names are notified to Land Information New Zealand which records them on its New Zealand wide land information database which includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	35 - 37 Norman Road Belmont - Locality Map For Private Road	23
b ⇩	35 - 37 Norman Road Belmont - Scheme Plan of Subdivision	25

Ngā kaihaina

Signatories

Authors

John Benefield – Senior Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2020

Approval of the Devonport-Takapuna Local Board External Partnerships work programme 2020/2021

File No.: CP2020/10533

Te take mō te pūrongo

Purpose of the report

1. To approve the Devonport-Takapuna Local Board External Partnerships work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s External Partnerships work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2017:

· Outcome 5: Our area has a thriving local economy and vibrant, unique town centres.

Objective: Support local businesses and champion local economic development.

4. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position. In July 2020, the Governing Body adopted the council’s Emergency Budget 2020/2021, which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

5. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Retail spend reporting - $15,000

· Support for BIDs Takapuna $38,000

· Support for BIDs Milford $25,000

· Support for BIDs Devonport $25,000

6. The proposed work programme has a total value of $103,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation

That the Devonport-Takapuna Local Board:

a) approve the External Partnerships work programme 2020/2021 (Attachment A to the agenda report).

Horopaki

Context

8. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow-on effects for the budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

10. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activities.

11. The work programme responds to the outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2017. The specific outcome reflected in the work programme is:

· Our area has a thriving local economy and vibrant, unique town centres.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The proposed activities for delivery as part of the board’s External Partnerships work programme 2020/2021 are detailed below. See Attachment A for further detail.

Retail spend reporting – $15,000

13. To provide funds to Takapuna Beach Business Association (TBBA), Milford Village Business Association (MVBA) and Devonport Business Association (DBA) to purchase retail spend reports. These reports will assist the business associations to measure their performance compared to similar areas and, in addition, monitor the continued economic impact of COVID-19 on their local business community.

Support for BIDs – TBBA $38,000

14. To provide funding to undertake a range of programmes with a focus on post COVID-19 business recovery initiatives which support BID members.

Support for BIDs – MVBA $25,000

15. To provide funding to undertake a range of programmes with a focus on post COVID-19 business recovery initiatives which support BID members.

Support for BIDs – DBA $25,000

16. To provide funding to undertake a range of programmes with a focus on post COVID-19 business recovery initiatives which support BID members.

Presenting proposals to the local board

17. Before the end of the first quarter (September 2020), TBBA, MBA and DBA will present to the local board their detailed proposals on how they propose to utilize the funds. After local board considerations and feedback has been received, funding agreements will be developed and forwarded to the business associations for signing.

18. The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

21. The proposed External Partnerships work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

22. The activities in the proposed work programme align with the Devonport-Takapuna Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

23. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

24. The proposed External Partnerships work programme budget for 2020/2021 is $103,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

26. Table 4 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Retail spend reports	Not implemented	Quarterly reporting on progress	Low
Supporting BIDs - TBBA	Not implementing the recovery plan initiatives	Quarterly reporting on progress	Low
Supporting BIDs - MVBA	Not implementing the recovery plan initiatives	Quarterly reporting on progress	Low
Supporting BIDs - DBA	Not implementing the recovery plan initiatives	Quarterly reporting on progress	Low

27. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

28. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

29. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna External Partnerships work programme 2020/2021	31

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2020

Approval of the Devonport-Takapuna Local Board Community Facilities work programme 2020-2023

File No.: CP2020/10593

Te take mō te pūrongo

Purpose of the report

1. To approve the Devonport-Takapuna Local Board Community Facilities work programme 2020/2021 and approve the 2021/2022 and 2022/2023 work programmes in principle.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3. This report presents the Devonport-Takapuna local board’s Community Facilities work programme and associated budgets for approval for the 2020/2021 financial year and for approval in principle for the subsequent two financial years, 2021/2022 and 2022/2023 (see Attachment A).

4. The work programme responds to the following outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2017:

· Quality parks, beaches and open spaces that everyone can enjoy - Ngā papa rēhia, tāhuna me ngā wāhi tū wātea hirahira hei hākinakina mō te katoa.

· A place of natural beauty and rich culture - He whenua kura pokea e ōna tikanga taketake.

· Our communities are empowered, engaged and inclusive - He wāhi whakamana arotahi, whakawhirinaki rawa ō tātou hapori.

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget for 2020/2021 has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

6. The reduction in anticipated budgets has required the reprioritisation of projects and activities that can be accommodated within the local board’s revised budget.

7. The local board provided feedback to staff on the projects it would like to fund in anticipation of its reduced budgets in a series of workshops between November 2019 and July 2020.

8. A number of projects in the work programme for the 2021/2022 or 2022/2023 financial years have been identified as part of the Risk Adjusted Programme (RAP). Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason.

9. The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal renewals, slips prevention and the Natural Environment Targeted Rate programmes. Inclusion of these projects in the local board work programme is subject to approval by the relevant Governing Body committees.

10. It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the relevant Governing Body committees.

11. Additionally, there are some external sources of funding not held by council that contribute to projects such as Panuku and Auckland Transport funding.

12. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the Community Facilities work programme 2020/2021 and associated budget. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

b) approve in principle the Community Facilities work programme 2021/2022 and 2022/2023. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

c) approve the Risk Adjusted Programme (RAP) projects identified in the work programme (Attachment A to the agenda report) as projects that will commence and may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2020/2021 financial year.

d) note that approval of budget allocation in the 2020/2021 year for multi-year projects implies the local board’s support for the projects in their entirety.

e) note that the inclusion in the work programme of projects that are funded from the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development and Natural Environment Targeted Rate budgets are subject to approval of the identified budget allocation by the relevant Governing Body committees.

f) provide feedback for consideration by the relevant Governing Body committees in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets.

g) note that budget allocations for all projects in the Community Facilities work programme are best current estimates, and amendments may be required to the work programme to accommodate final costs as the year progresses.

Horopaki

Context

13. Work programmes are presented to local boards for approval each year. The 2020 – 2023 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback through a series of workshops, staff assessments of assets and key stakeholder input.

14. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budget for the 2020/2021 financial year. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

15. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 work programme. This resulted in a disruption to the work programme development process, including requiring a reprioritisation exercise for all proposed activity.

16. The work programme responds to the outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· Quality parks, beaches and open spaces that everyone can enjoy / Ngā papa rēhia, tāhuna me ngā wāhi tū wātea hirahira hei hākinakina mō te katoa

· A place of natural beauty and rich culture - He whenua kura pokea e ōna tikanga taketake

· Our communities are empowered, engaged and inclusive - He wāhi whakamana arotahi, whakawhirinaki rawa ō tātou hapori.

17. Other strategic documents that guided the development of the work programme include the Play and Sunsmart provision assessment 2018. The assessment informed the recommendation to incorporate play and Sunsmart provision to Devonport Domain and Melrose Reserve. It will also be considered for the renewals of Lansdowne Reserve, Linwood Reserve, Montgomery Reserve, Nile Reserve and Oliver (Kawerau) Reserve.

18. The Community Facilities work programme is a three-year programme, this clearly demonstrates the phasing of project delivery and enables the organisation to prepare for delivery. The local board is asked to approve a new three-year work programme each year (approve year one and approve in principle years two and three).

Tātaritanga me ngā tohutohu

Analysis and advice

19. The proposed work programme is made up of activities continuing from previous financial years and new initiatives supported by the local board.

20. Due to COVID-19 impacts, the Emergency Budget means that the budgets available to the local board are reduced from those previously anticipated and as a result, some activity that was previously proposed for 2020/2021 has been deferred or removed from the draft work programme through a reprioritisation exercise.

Capital works programme

21. Investment in the capital works programme will ensure that council facilities and open spaces in Devonport-Takapuna Local Board area remain valuable and well-maintained community assets.

22. The overall capital works programme includes projects for which the local board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes.

23. Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

24. The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects). All projects include actual anticipated spend as there will be no carry forward of capital funding from the 2019/2020 financial year.

Local Programme

25. The local programme includes those projects that the local board is funding from its discretionary capex budgets, including:

· Renewals
The local board can allocate its renewals budget towards the renewal of any council owned asset.

· Locally Driven Initiative (LDI)
The local board has the discretion to allocate its LDI capex budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use. The Emergency Budget includes a reduction in the LDI budget available for each local board from that anticipated prior to the COVID emergency.

26. In preparing recommendations for the local programme, a number of matters have been considered, including:

· strategies and plans

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

27. Table 1 shows key projects included in the work programme.

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	Budget - FY21	Total Budget
15462	Becroft Park - renew sports fields two and three	Renew sports fields two and three including the addition of a sand carpet.	$625,669	$694,139
20462	Devonport-Takapuna - renew park play spaces 2018/2019	Renew the park play spaces at Devonport Domain (with consultation with the sports club on site) and Melrose Reserve. Linking with the sunsmart and play space provision assessment.	$319,980	$385,262
26327	Lake Town Green - construct new Permaloo toilet	Construct a new permaloo toilet at Lake Town Green Reserve.	$235,000	$251,145
20584	Milford Reserve - renew toilets and changing rooms	Renew the toilet block and changing rooms at Milford Reserve.	$366,000	$1,096,000

28. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements. For example, the delivery timing of constructing the new permaloo at Lake Town Green has meant that the upgrade and renewal of the walkway at Patuone Reserve will be phased in later years.

29. The proposed work programme in Attachment A contains:

· The number of projects (excluding leases and contract lines) over three years: 57

· Indicative cost for proposed projects in the 2020/2021 financial year: $4,407,632

Regional Programme

30. The Long-term Plan 2018 - 2028 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the Governing Body.

31. Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the governing body, namely location, scope and budget. For Natural Environment Targeted Rate (NETR) projects, the local board has decision making responsibility within the parameters of the targeted rate framework and the national Kauri Dieback programme standards for protection of kauri.

32. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation

· Natural Environment Targeted Rate funding (NETR).

33. Projects in the local parks and sports field development programme are identified and prioritised based on consideration of a number of factors, including:

· Extent to which residential growth is generating demand for the project

· Current levels of provision

· Available budget.

34. Projects in the coastal renewals and slips prevention and remediation programme are identified and prioritised based on consideration of a number of factors, including:

· Asset condition

· Relative hazard and risk

· Available budget.

35. The allocation of budget to specific projects will be approved by the relevant Governing Body committee post local board work programme adoption.

36. The local board has an opportunity to provide formal feedback on the growth, coastal and slips allocations, through resolution to this report, for consideration by the relevant Governing Body committee prior to approval of the regional programmes.

37. The Natural Environment Targeted Rate programme is a regional budget under the decision making of the Environment and Climate Change Committee and reported to individual local boards.

Capital Programme Delivery

Cost estimates subject to change

38. Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

39. The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

40. A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects.

41. Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason

Changes to the work programme

42. Local boards have given a general delegation to the Chief Executive subject to terms and conditions contained in the local board delegation protocols.

43. In relation to work programmes, the delegation protocols require local boards to approve work programmes annually and require staff to seek a decision from the board for “any proposed variations to the approved work programme that may result in an overspend.” The protocols also include a range of more general requirements for reporting to boards, including “decisions of a politically sensitive nature”, “any other matters specified by the Local Board Chair”, and to report other matters on request of the Chair.

44. Staff propose that in addition to proposed work programme variations “that may result in an overspend”, other proposed variations that impact on the agreed outcomes of approved projects or the delivery of the overall approved work programme should also be referred to the board for a decision. Such changes include:

· changes to an approved projects activity description or activity benefit

· changes to project budget or timing that impact other approved projects in the programme

· cancellation of a project

· addition of a new project.

45. More minor changes that do not substantially alter the approved work programmes will be made by staff under general delegation, following discussion with the board, and noted in the quarterly reports.

Operational maintenance work programme

46. The regular maintenance of all council-owned built and open space assets plays an important part in:

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

· ensuring the enjoyment of Community Facilities assets by the users.

47. In the Community Facilities Work Programme, there are three line items dedicated to all maintenance in the local board area:

· Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management, storm damage response and streetscapes maintenance

· Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

· Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves

48. Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional regular updates to all elected members on contractor performance.

Leasing work programme

49. Community leases are a valuable way in which the council provides support to not-for-profit community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

50. The detailed list of the community leases and licences that will expire or are due for renewal over the 2020/2021 financial year is provided in Attachment B. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

51. Two additional project lines include those leases and licences proposed to be progressed in the 2021/2022 and 2022/2023 financial years respectively.

52. Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written memorandum to the local board providing the opportunity for the local board to request further information or a formal report. Expired and more complex community leases will be reported to the local board at a business meeting.

Locally Driven Initiatives (LDI) operational activities

53. There is one projects in the 2019/2020 Community Facilities Work Programme that had budget allocated from the Devonport-Takapuna Local Board locally driven initiatives (LDI) operational budget 2019/2020, with a budget allocation of $147,040.

54. This project has been included in the 2020/2021 work programme, and the LDI operational budget carried forward from 2019/2020 to 2020/2021 financial year.

55. In addition to this project carried forward, there is one new LDI operational project in 2020/2021 programme with a total of $5,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

56. Many of the activities in the 2020/201 work programme will have impact on greenhouse gas emissions and contribute towards climate change adaptation. These impacts will be considered as projects progress and will be reported to the local board at future reporting opportunities. The sorts of impacts to be considered include:

· Maximum upcycling and recycling of old material

· Installation of energy efficiency measures

· Building design to ensure the maximum lifetime and efficiency of the building is obtained

· Lifecycle impacts of construction materials (embodied emissions)

· Exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

· Anticipated increase in carbon emissions from construction, including contractor emissions

· Lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

58. The Community Facilities work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

59. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

60. The activities in the proposed work programme align with the Devonport-Takapuna Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

61. The Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

62. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

63. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

64. Financial implications of COVID-19/Emergency Budget have resulted in a reduced renewals budget per local board and significantly reduced development budgets such as growth.

65. Table 2 summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Table 2: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$3,981,179	$4,043,895	$2,186,934
Renewals - Proposed Allocation	$3,980,591	$3,549,299	$2,185,000
Renewals - Unallocated budget	$587	$494,596	$1,934

Growth and Development - Allocation	$3,241	$0	$0
Coastal Renewals - Allocation	$663,590	$185,688	$0
Slips Prevention - Allocation	$0	$0	$0

LDI Capex - Proposed Allocation	$275,000	$11,150	$0

LDI Opex - Proposed Allocation (including carry forwards)	$152,040	$0	$0

One Local Initiative (OLI) Allocation	$0	$0	$0

LTP Specific Projects	$0	$0	$0

External Funding	$0	$0	$0

Kauri Dieback (NETR) Funding	$0	$0	$0

66. The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications unless projects experience a significant overspend or underspend.

67. Regular updates on the delivery of the programme will be provided to the local board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity. This risk is mitigated by utilising the risk adjusted programme (RAP) to progress those projects identified as ready to proceed under the RAP at the beginning of the financial year.

69. If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2020/2021 financial year.

70. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

71. Staff believe that the proposed work programme is deliverable within existing resources. Delivery progress will be monitored through the year. Any resourcing challenges arising will be brought to the local board’s attention alongside consideration of implications and options to address challenges.

Ngā koringa ā-muri

Next steps

72. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

73. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Community Facilities Work Programme 2021-2023	43
b ⇩	Devonport-Takapuna Community Leases Work Programme 2021-2023	53

Ngā kaihaina

Signatories

Author

Roma Leota - Policy Analyst

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2020

Approval of the Devonport / Takapuna Local Board’s environmental work programme 2020/2021

File No.: CP2020/10676

Te take mō te pūrongo

Purpose of the report

1. To approve the Devonport-Takapuna Local Board’s environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s environment work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The work programme responds to outcomes and objectives identified in the Devonport-Takapuna Local Board Plan 2017, in particular ‘a place of natural beauty and rich culture’, ‘quality parks, beaches and open spaces that everyone can enjoy’, and ‘our communities are empowered, engaged and inclusive’.

5. The board provided feedback to Infrastructure and Environmental Services staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Bike hub feasibility study - $10,000

· Wairau Estuary enhancement planting - $20,000

· EcoNeighbourhoods - $30,000

· Pest free coordinators (Devonport and Takapuna) - $50,000

· Shorebird workshops - $5,000.

6. The proposed work programme has a total value of $115,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve its environment work programme 2020/2021 (Attachment A to the agenda report) including associated budget as summarised in the table below:

Activity name	2020/2021
Bike hub feasibility study	$10,000
Wairau Estuary enhancement planting	$20,000
EcoNeighbourhoods	$30,000
Pest free coordinators (Devonport and Takapuna)	$50,000
Shorebird workshops	$5,000
Total	$115,000

Horopaki

Context

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

11. The work programme responds to the outcomes and objectives that the local board identified in the Devonport-Takapuna Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· a place of natural beauty and rich culture

· efficient public transport and roads that keep people moving

· quality parks, beaches and open spaces that everyone can enjoy

· our communities are empowered, engaged and inclusive.

12. The development of the work programme was also guided by plans and strategies such as the National Policy Statement for Freshwater Management, the Regional Pest Management Plan, and the Low Carbon Strategic Action Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The proposed work programme is made up of activities continuing from previous financial years, and new initiatives supported by the local board.

14. The proposed activities for delivery as part of the board’s environment work programme 2020/2021 are detailed below. See Attachment A for further detail.

New project: Bike hub feasibility Study - $10,000

15. The local board has indicated its support for a new bike hub feasibility study to be undertaken in the 2020/2021 financial year. This would support the local board plan objectives of ‘efficient public transport and roads that keep people moving' and ‘our communities are empowered, engaged and inclusive.’

16. Bike hubs support the community to learn and apply basic bike maintenance skills. Bike hubs also divert bikes from the waste stream and recondition them so they can be provided back into the community at low or no cost.

17. The project will identify community partners and a location for a community-led bike hub service, develop a sustainable operating model and secure funding and support from other sources to enable the establishment of the bike hub and its programmes.

18. The initiative would require a multi-year funding contribution from the Devonport-Takapuna Local Board, as the purchase, establishment and fit out of the bike hub (stage two) would be carried out in the 2021/2022 financial year. This will be sought as part of the board’s 2021/2022 work programme in mid-2021.

New project: Wairau Estuary enhancement planting - $20,000

19. The Wairau Estuary enhancement planting project will support the local board’s objectives of ‘quality parks, beaches and open spaces that everyone can enjoy’ and ‘a place of natural beauty and rich culture.’

20. The estuary is a highly degraded body of water. This has been highlighted by the test results carried out through Auckland Council’s Safeswim programme. Many local residents concerned about water quality in the Wairau Estuary.

21. In August 2019, staff from Auckland Council’s Healthy Waters department held a public workshop to understand the community’s values and aspirations for the Wairau Estuary.

22. The Wairau Estuary Enhancement Plan was developed by Healthy Waters in early 2021 with the aim of restoring the estuary by undertaking native planting, weed management, and erosion mitigation works. This project seeks to implement the first portion of the plan by undertaking native planting and weed management.

23. This is a multi-year project, and the board will be requested to fund stage two of this work in the 2021/2022 financial year. Stage two will involve further planting, maintenance, pest control and bank stabilisation.

New project: EcoNeighbourhoods - $30,000

24. The board has indicated its support for a new EcoNeighbourhoods project in the Devonport-Takapuna Local Board area. A budget of $30,000 enable EcoNeighbourhoods to be set-up and trialled, drawing on the learnings and expertise from delivering this project in other local board areas over the past five years.

25. An EcoNeighbourhood comprises of groups of six or more neighbours from different households within a local board area, with an objective to adopt sustainable practices and increase resilience within their homes and neighbourhoods. The project utilises a community empowerment approach and is promoted through various local channels. A project coordinator will set up four to six groups using the available budget.

26. An EcoNeighbourhood group decides what sustainable living actions they wish to undertake, and the project co-ordinator supports these groups to act. Groups receive up to 12 hours of facilitation support and can receive up to $1,000 to fund activities. This includes incentives, discounts and training to support behaviour change.

Pest free coordinators (Devonport and Takapuna) - $50,000

27. The local board provided $50,000 locally driven initiatives operational funding towards the employment of two pest-free coodinators for Devonport and Takapuna in the 2018/2019 financial year (resolution DT/2018/96) and again in the 2019/2020 financial year (resolution DT/2019/110.). These coordinators have been mobilising community support for pest free and restoration efforts across the area.

28. These coordinators help to achieve the local board plan objective to ‘develop and deliver a pest-free strategy for Devonport-Takapuna.’ The board has indicated it would like to continue funding for pest-free coordinators for Devonport and Takapuna in the 2020/2021 financial year.

29. The continuation of this project will:

· support the implementation of the Restoring Takarunga Hauraki Pest-Free Plan 2017 and the Pest Free Takapuna North Plan 2019

· support and enable community groups and schools to lead and undertake restoration action

· support the community to protect their local native biodiversity by controlling pest animals and weeds

· support the community to enhance native habitat (including planting native trees to provide food for wildlife, planting native ground or shrubs to add structure and resilience to coastal native forest)

· protect and enhance local native ecosystems protected to provide safe refuge for native wildlife.

30. Continued support for this initiative in 2020/2021 will allow the coordinators to expand their outreach, and to build on their existing relationships to enable greater environmental outcomes across the local board area.

31. A number of pest-free initiatives have been growing in strength across the wider North Auckland region, and this project will therefore support wider biodiversity aims across the North-West Wildlink.

New project: Shorebird workshops - $5,000

32. The Devonport-Takapuna Local Board area includes the breeding ground for several rare shorebirds including dotterel and little penguins.

33. This programme involves running a series of shorebird workshops, giving residents information about rare birds and ways to monitor and care for them.

34. By educating residents about the importance of the area, it is hoped residents will keep their dogs away from the breeding grounds. It will also help residents understand how they can be involved in monitoring, restoration and pest control efforts to support these rare birds and to protect their habitat.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. Table 1 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Bike Hub feasibility study	This project will respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. This project aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints.
Wairau Estuary enhancement planting	Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored.
EcoNeighbourhoods	This project aims to reduce emissions and increase community resilience through the priorities of the local community such as reducing energy demand, reducing waste, trying out sustainable transport options, increasing local food production and consumption, improving biodiversity and reducing pests.
Pest free coordinators (Devonport and Takapuna)	Pest control helps to increase the survival and regeneration of native trees, consequently aiding carbon sequestration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

37. Biodiversity staff working on restoration projects work closely with colleagues from Parks, Sport and Recreation as some of the restoration work happens on public land. They also work closely with Community Empowerment Unit staff and strategic brokers to advertise programmes to local audiences and potential volunteers.

38. The bike hub feasibility project will be led by Environmental Services staff, with support from staff from Parks, Sport and Recreation and Service, Strategy and Integration staff to find a suitable site. They will also approach other parts of the council and council-controlled organisations (including Panuku and Auckland Transport) and outside funding agencies to investigate additional funding sources for the establishment of the bike hub.

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

Local impacts and local board views

39. The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Devonport-Takapuna Local Board area, in alignment with the board’s local board plan outcomes and objectives.

40. The proposed environment work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

41. It is recognised that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

42. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

43. The pest free coordinators for Devonport and Takapuna work in conjunction with Tūpuna Maunga o Tāmaki Makaurau Authority for any biodiversity restoration co-management of Maungauika.

Ngā ritenga ā-pūtea

Financial implications

44. The proposed environment work programme budget for 2020/2021 is $115,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

46. Table 2 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Bike hub feasibility study	There is a chance that staff cannot find a suitable location for the bike hub. This project is dependent on getting sufficient community interest to enable a sustainable, community-led operating model and multi-partner funding that will result in predictable operating hours for users of the bike hub.	Staff will work with the parks team to identify a range of potential locations. Staff will work with existing community organisations and residents to identify people who may be able to operate the bike hub. Staff will liaise with potential funders including Panuku and Auckland Transport. If the feasibility study shows that the bike hub is unrealistic for this time, then funding in future years for the implementation will not be sought.	Low
Wairau Estuary enhancement planting	This project is dependent on securing the right contractor who has the expertise and ability to empower the community.	A suitable contractor has already been identified and is interested in this work. There is also significant community interest in being involved with this project.	Low
EcoNeighbourhoods	The collective knowledge of this project sits with three people (two contractors and a staff member). If both contractors are lost then there would be a significant workload to maintain the project. There is a risk that the community is not interested in participating.	There are several local people who could deliver this project using existing documentation, should the contractors change. The board and staff have good networks which will be used to encourage community members to sign up.	Low
Pest free coordinators (Devonport and Takapuna)	This project is dependent on landowner and community support to undertake restoration action. The long-term sustainability of the initiative requires community leadership and coordination to support both individuals and groups across the local board area.	The projects have been going for multiple years. Both the Devonport and Takapuna pest free coordinators have established significant community buy-in.	Low
Shorebird workshops	There is a risk of low interest and uptake on registration for the shorebird workshop. People interested and attend the workshops but fail to act on the information they have learnt.	Environmental Services staff and the pest free coordinators have strong links into the community. They will use these and other marketing channels to gain registrations. There are existing opportunities and networks for people to undertake practical work to give effect to the advice that will be provided at workshops.	Low

47. Resourcing of the proposed work programme is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity. Staff will also signal if any other unforeseen circumstances may impact on the delivery of the activities outlined in this report, alongside options to address such challenges.

Ngā koringa ā-muri

Next steps

48. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

49. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport - Takapuna Local Board’s environment work programme 2020/2021	63

Ngā kaihaina

Signatories

Author

Anna Halliwell - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2020

Approval of the Devonport-Takapuna Local Board community services work programme 2020/2021

File No.: CP2020/11046

Te take mō te pūrongo

Purpose of the report

1. To approve the community services work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s community services work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The community services work programme includes activities to be delivered by the following departments:

· Arts, Community and Events.

· Libraries.

· Parks, Sport and Recreation.

· Service, Strategy and Integration.

4. The work programme responds to the following outcomes and objectives identified in the Devonport-Takapuna Local Board Plan 2017:

· Quality parks, beaches and open spaces that everyone can enjoy.

· Our communities are empowered, engaged and inclusive.

· Our area has a thriving local economy and vibrant, unique town centres.

5. COVID-19 put significant pressure on Auckland Council’s finances. The Emergency Budget 2020/2021 was adopted by Governing Body in July 2020 (GB/2020/76).

6. While the budget has reduced capital and asset based services (ABS) operating budgets, locally driven initiatives (LDI) operational funding has not been reduced.

7. The local board provided feedback to staff on the activities it would like to fund in anticipation of its reduced budgets in a series of workshops.

8. The proposed work programme has a total LDI operational budget value of $1,122,365, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $10,429,449. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

10. Projects from 2019/2020 LDI operational budget have been carried forward where there was an agreed scope and cost which have not been delivered. These are shown as separate activity lines in the work programme.

11. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the community services work programme 2020/2021 and associated budget (Attachment A to the agenda report).

b) note that activities with locally driven initiatives (LDI) operational budget carried forward from 2019/2020 are included in the work programme (Attachment A to the agenda report).

Horopaki

Context

12. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. Local board feedback from these workshops have informed the work programme.

13. The work programme responds to local boards priorities as expressed in its local board plan.

14. The COVID-19 pandemic has exerted considerable pressure on council’s financial position, which has had flow on effects for the budgets available in the 2020/2021 financial year.

15. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021.

16. The budget reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. This does not include a reduction of locally driven initiatives (LDI) operational funding.

17. COVID-19 occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

18. Table 1 shows the business objectives and strategic alignment for community services departments. These also guided the development of the work programme.

Table 1: Adopted community-based strategies and plans

Department	Business objectives	Strategies and plans
Arts, Community and Events	Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride	· Hire Fee Framework · Events Policy · Toi Whītiki · Thriving Communities
Libraries	Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life	· Auckland Libraries Strategy 2020
Parks, Sport and Recreation	Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity	· Parks and Open Space Strategic Action Plan · Sport and Recreation Strategic Action Plan · Auckland Growing Greener Framework · Urban Ngāhere Strategy
Service, Strategy and Integration	Provision of service and asset planning advice and support more integrated delivery of community outcomes	· Community Facilities Network Plan · Parks and Open Space Strategic Action Plan

Tātaritanga me ngā tohutohu

Analysis and advice

19. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

Asset Based Services (ABS) operational activities

20. The Emergency Budget reduced the anticipated asset based services (ABS) operational budgets across all 21 local boards. This has required a reduction in asset based services (ABS) operational budgets in the local board’s community venues, libraries and facilities.

21. Staff provided advice about how services delivered from community facilities could be adjusted to achieve the savings of the Emergency Budget. Staff discussed proposed changes at workshops with the local board in July 2020.

22. Proposed changes to community venues, facility programming and opening hours in response to budget constraints are:

Libraries: Devonport Library, Takapuna Library

23. Libraries will have no reductions to approved standard opening hours: 112 hours per week across two libraries.

24. Efficiencies will still be required and will be managed across the library network. Analysis of staffing resource vs customer use has shown where efficiencies can be achieved by optimising staffing levels within the local board area.

25. The local programming budget has been reduced. There will be a reduction in the number of external partners coming in to support programming, however, programmes will continue to be run by staff within libraries for 2020/2021.

Pools and leisure centres

26. Maintaining access to, and the safe provision of, core services is a minimum service level that will continue:

· ensuring aquatic facilities are available every day and are staffed with lifeguards who can help people stay safe in the water

· ensuring leisure centres are open and staffed to provide the local community with access to active recreation services.

27. Staff considered the following options to reduce budgeted spend and improve operational efficiencies in pools and leisure centres:

· optimise services based on utilisation and prioritise the communities that need our services the most

· assess alternative delivery options, for example, contracting or partnering to provide term, holiday and sports programmes

· adapt frequency of value-add activities due to pressure on staff budgets and availability, for example e.g. use of aqua run in the pool or fitness boot camps.

28. At the July 2020 workshop staff recommended that no additional LDI funding be allocated for the pools and leisure service because operational efficiencies and sustainable cost savings are achievable through ongoing business improvement activities.

Locally Driven Initiatives (LDI) operational activities

29. LDI operational activities in the work programme respond to the local board plan and local board feedback. Community services LDI activities are detailed at Attachment A.

30. The proposed work programme has a total LDI operational budget value of $1,122,365, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year

31. The Corporate and Local Board Performance team have identified projects from the LDI operational budget 2019/2020 where there was an agreed scope and cost which have not been delivered. Carry-forwards are expressed as separate activity lines in the work programme.

COVID-19 impacts on the community were considered while developing the work programme

32. Staff acknowledge that our communities have faced significant challenges during the COVID-19 pandemic lock down.

33. In preparing recommendations for the 2020/2021 work programme, a number of COVID-19 related matters have been considered. The 2020/2021 work programme seeks to prioritise activity that responds to these needs:

· newly vulnerable communities

· financial constraints

· accessibility restrictions

· community resilience

· community response and recovery.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

ID number	Activity name	Climate impact
5	Takapuna Pool and Leisure Centre operations	In partnership with Community Facilities operations, Pools and Leisure facility management teams are implementing opportunities to reduce climate impacts, starting with reductions in water and energy consumption.
6	Ecological volunteers and environmental programme FY21	Integrating nature into urban environments • increase in native forest/ urban cooling • offset carbon emissions • protect water quality by planting along rivers and coastlines • improve our living environment • soil retention, erosion control and flood mitigation and coastal protection • Nitrogen sequestration
9	Devonport-Takapuna Greenways Plan 2015 review	Increasing capacity of cycle and pedestrian connections to minimise private vehicle use will have a positive effect on climate change impacts
24	Auburn Street Reserve Service assessment	Park development that is sustainable and contributes to reducing the impact of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

36. The activities in the proposed work programme provide important community services to the people of the local board area. Work programme activities support the outcomes and objectives outlined in the Devonport-Takapuna Local Board Plan 2017.

37. They contribute to building strong, healthy, and vibrant communities by providing services and spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities.

38. These activities improve lifestyles and a sense of belonging and pride amongst residents.

39. The community services work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The feedback received from the workshops has informed the proposed work programme.

Tauākī whakaaweawe Māori

Māori impact statement

40. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

ID number	Activity name	Activity description
1996	Te Kete Rukuruku (Māori naming of parks and places) tranche one	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.
569	Taha Māori - Māori Responsiveness	Facilitate hui and engagement opportunities between mana whenua, the local board and community organisations. Encourage local community organisations to increase their knowledge and awareness of local Māori history. Identify opportunities to engage and work collaboratively with mana whenua and mataawaka on activities, events and opportunities that enable responsiveness to Māori.
1313	(Libraries) Whakatipu i te reo Māori - we grow the Māori language. Celebrating te ao Māori and strengthening responsiveness to Māori - Devonport -Takapuna	Champion and embed te reo Māori in everyday communication. Celebrate and promote te ao Māori through events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori. Seek opportunities to engage with local iwi and mana whenua to collaborate on initiatives.

41. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

42. Where aspects of the proposed work programme are anticipated to have a significant interest or impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

43. Activities are funded from one or multiple budget sources which include: ABS operational expenditure and LDI operational expenditure.

44. The total community services work programme LDI operational budget for 2020/2021 is $1,122,365. This budget was unaffected by the Emergency Budget.

45. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $10,429,449. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

46. Each activity line has a budget allocation, which covers the delivery for the 2020/2021 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

47. Where activities are cancelled or no longer required during the financial year, the local board can reallocate the budget to an existing work programme activity or to create a new activity.

48. Project where budget has been carried-forward from 2019/2020 are shown expressed as separate activity lines in the work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes. New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level.

50. The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level. Some activities can be adapted to be delivered at different COVID-19 Alert Levels.

51. Resourcing of the work programmes is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity.

52. The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overspend.

53. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

54. As the work programme includes ongoing activity and annually occurring events or projects, the associated risks have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

55. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

56. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

57. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

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