Agenda of Hibiscus and Bays Local Board

Hibiscus and Bays Local Board

20 August 2020

Auckland Transport Update to the Hibiscus and Bays Local Board August 2020

File No.: CP2020/11489

Te take mō te pūrongo

Purpose of the report

1. To provide an update on Auckland Transport activities in the Hibiscus and Bays Local Board area and a summary of the Community Safety Fund.

Whakarāpopototanga matua

Executive summary

2. This report covers:

· a summary of Auckland Transport projects and operations in the local board area

· a summary of the local board’s Community Safety Fund

· a summary of the consultations and general information items sent to the local board.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) receive the Auckland Transport Update August 2020.

Horopaki

Context

3. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. We report on a monthly basis to local boards, as set out in our Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play in the governance of Auckland on behalf of their local communities.

4. This report updates the local board on Auckland Transport projects and operations in the Hibiscus and Bays Local Board area, it summarises consultations and Traffic Control Committee decisions, and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

5. The LBTCF is a capital budget provided to all local boards by the Governing Body and delivered by Auckland Transport. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme.

6. With the Council’s emergency budget now confirmed, the LBTCF for the 2020/2021 Financial Year has been set at $5.0 million, for allocation across the 21 local boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 2021/2022 and 2022/2023 Financial Years will form part of the LTP/RLTP discussions but early indications are that these years will also see a more constrained capital programme, than prior to the COVID crisis. The specific budget available for the LBTCF in 2021/2022 and 2022/2023 will be determined by the prioritisation of the capital programme through the RLTP and will be subject to the usual consultation and submission processes.

7. The CSF is a capital budget established by Auckland Transport for use by local boards to fund local road safety initiatives. The purpose of this fund is to allow elected members to address long-standing local road safety issues that are not regional priorities and are therefore not being addressed by the Auckland Transport programme.

8. The CSF is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from Council. Current indications are that this level of funding will be significantly constrained. Public consultation and the design work is progressing so that projects are designed and ready to go when money becomes available.

Tātaritanga me ngā tohutohu

Analysis and advice

Response to resolutions

9. In response to resolution number HB/2019/45: a) request that, prior to any consideration of the Disposal recommendations report – Whangaparāoa and Brightside Road properties, a copy of the report considered by the Auckland Transport Board be provided to the local board to inform then and to understand the reasons that the land in questions is no longer required for Whangaparāoa Road widening.

10. Auckland Transport has incorporated the front of the properties on Whangaparaoa Road into the road corridor to allow for any future road widening on Whangaparāoa. The remaining land, which is not required for any transport purpose, has been transferred to Auckland Council.

11. The property on Brightside Road will be required by NZTA for the delivery of the Penlink Project.

Auckland Transport projects and operations in the local board area

12. The table below has a general summary of projects and activities of interest to the local board with their current status. Please note that all timings are indicative and are subject to change:

Item	Update
301 Beach Road, Campbells Bay - Pedestrian Improvements	The project team are evaluating public feedback and will advise the local board of the next steps.
544 Hibiscus Coast Highway, Hatfield's Beach – Access Improvements	Public consultation closed on 28 July 2020. The feedback is being evaluated and the project team will advise the local board of the next steps.
522 Beach Road, Murrays Bay - Broken Yellow Lines	Public consultation closed on 27 July 2020. The feedback is being evaluated and the project team will advise the local board of the next steps.
Anzac Road, Browns Bay – Pedestrian Improvements	Public consultation has closed. The feedback has been evaluated and an update is expected mid-August.
Beach Road and Bute Road, Browns Bay – Roundabout upgrade	Project is currently in detailed design stage. Progress on this project is on hold until available budgets are confirmed for2020/2021.
Central Boulevard and Milner Avenue, Silverdale - Parking Time Restrictions	This project has been approved by the Traffic Control Committee. Construction is underway and is expected to be complete in the next 4 weeks.
East Coast Road – Electronic Message Signs	Complete.
Glenvar Road and East Coast Road improvements - footpath and intersection upgrades, bus lanes, cycle facility upgrades, and safety measures.	The Single Stage Business Case is still being reviewed. Progress on this project is on hold until available budgets are confirmed for 2020/2021.
Hibiscus Coast bus station	Construction is underway. Completion expected early 2021.
Hibiscus Coast Highway – Footpath Project between Noel Avenue and Puriri Avenue	External consultation completed and currently in close-out phase. Progress on this project is on hold until available budgets are confirmed for 2020/2021.
Hibiscus Coast Highway – Footpath Project between Silverdale Street and Millwater Parkway/Hibiscus Coast Highway Intersection	The two separate projects (Batch B and Batch C) are being re-designed together by the consultant. Progress on this project is on hold until available budgets are confirmed for 2020/2021.
Hibiscus Coast Highway - Signalised crossing in Orewa, existing refuge island upgraded to a signalised toucan crossing for cyclists and pedestrians (Community Safety Fund Project)	The external consultation for this project was closed out and is in detailed design. Progress on this project is on hold until available budgets are confirmed for 2020/2021.
Kenneth Hopper Place, Manly - Broken Yellow Lines	Public consultation closed on 27 July 2020. The feedback is being evaluated and the project team will advise the local board of the next steps.
Orewa Town Centre Safety Improvements	Auckland Transports response to public feedback has been shared with the local board, Community Liaison Group and submitters.
Ramsgate Terrace – Proposed bus lanes and pedestrian improvements	Public consultation is underway. Feedback closes on 23 August 2020.
Saddleback Rise, Murrays Bay - Pedestrian Crossing (Community Safety Fund project)	Public consultation closed on 21 July 2020. The feedback is being evaluated and the project team will advise the local board of the next steps.

Local Board Transport Capital Fund

13. Auckland Transport will update local boards on the status of the LBTCF as soon as decisions around the budget are finalised.

14. At its meeting on 19 March 2020 the local board requested that AT provide scopes and rough order costs for projects for potential funding through the LBTCF available for the 2019 – 2022 electoral term. Auckland Transport has produced these costs, discussed with the local board at workshop on the 11 June 2020 and produced the following prioritised list.

Priority	Project	Rough order of cost
1	Browns Bay – Inverness Street	$1,475,581
2	Hatfields Beach – Option 2	$1,585,000
3	Beach Road – Stage 2	$1,375,000
4	Hillary Square – Option 1	$60,000
5	Laurie Southwick Parade – Footpath Option	$462,000

15. A report seeking a decision to progress these projects will be brought to a future local board business meeting when Auckland Transport can advise local board’s on the funds available in the LBTCF.

Community Safety Fund Projects Update

16. The CSF is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from Council.

17. Now that Auckland Council’s emergency budget is confirmed, Auckland Transport is reviewing all CSF projects. It is possible that projects are delayed or even stopped. When more detailed information is available it will be provided to the local board.

18. The below table has an update on the projects in the Community Safety Fund:

Name	Project Description	Update
20 Ramsgate Terrace, Mairangi Bay – conversion of existing raised table to a zebra crossing	Upgrade existing speed table to a raised zebra crossing. Crossing may need to be relocated depending on results of a pedestrian survey.	Progress on this project is on hold until available budgets are confirmed for 2020/2021. (It should be noted that AT Metro are consulting on a bus lane project on this same stretch of road. Their proposal also includes a signalised mid-block crossing which is further towards the roundabout servicing a separate pedestrian desire line. See “Ramsgate Terrace” project in section 12.)
214 Hibiscus Coast Highway, Orewa – Signalised Crossing for both cyclists and pedestrians linking shared paths across Hibiscus Coast Highway	Signalised crossing for both cyclists and pedestrians linking shared paths across Hibiscus Coast Highway	Public consultation has closed on this project. Detailed design for a signalised crossing on 214 Hibiscus Coast Highway is currently underway.
Name	Project Description	Update
Hatfields Beach	New gateway treatment on Hibiscus Coast Highway on either approach to Hatfields Beach. Also, installing a new pedestrian refuge with side islands.	Public consultation has closed on this project. The feedback is being evaluated and the project team will advise the local board of the next steps.

Traffic Control Committee Decisions

19. AT's resolution and approval process ensures the most appropriate controls and restrictions are put in place and can be legally enforced. The decisions made by AT’s Traffic Control Committee in the Hibiscus and Bays Local Board during July 2020 is as follows:

Street Name	Report Type	Nature of Restriction	Decision
Central Boulevard / Milner Avenue	Permanent Traffic and Parking changes	Cycle Lane / No Stopping At All Times / Give-Way Control / Delineators / Footpath	Carried
Browns Bay Road / Masterton Road / Hyde Road	Permanent Traffic and Parking changes	No Parking On The Grass Berm / No Stopping At All Times / P30 Parking / Flush Median / Traffic Island / Lanes / Lane Arrow Marking / Stop Control	Carried
Fitzwilliam Drive	Permanent Traffic and Parking changes	No Stopping At All Times / Edge Lines / Pedestrian Crossing / Road Hump / Footpath / Bus Stop / Bus Shelter / Give-Way Control	Carried

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Auckland Transport engages closely with Council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and council’s priorities.

21. Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The impact of information (or decisions) in this report is confined to Auckland Transport and does not impact on other parts of the council group.

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

Local impacts and local board views

23. Auckland Transport regularly corresponds with the local board on matters of interest in their area. This is for the local boards information and to provide an opportunity for the local board to provide feedback.

Information items sent to the local board:

24. Please see below for a summary of items sent to the local board for their information or feedback:

Item	Date sent to Local Board
Update: Whangaparaoa Rd/Tower Hill/Main St LB	03/07/20
Ramsgate Terrace - Proposed PM Peak Hours Bus Lane	06/07/20
FYI: Kenneth Hopper Place, Manly - Broken Yellow Lines	06/07/20
FYI: 522 Beach Road, Murrays Bay - Broken Yellow Lines	06/07/20
FYI: 544 Hibiscus Coast Highway, Hatfields Beach	08/07/20
FYI: East Coast Rd - Proposed Bus Lane	13/07/20
LBTCF for 2020/21 Financial Year	21/07/20
Ramsgate Terrace - Consultation Materials	27/07/20
Update: East Coast Rd - Proposed Bus Lane	31/07/20

Tauākī whakaaweawe Māori

Māori impact statement

25. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

26. There are no financial implications in receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Auckland Transport is reviewing our Programme in response to Auckland Council’s emergency budget.

28. Auckland Transport’s capital and operating budgets have been reduced so we can expect that some projects we had planned for 2020/21 may not be able to be delivered and we expect this will be disappointing to communities that we had already engaged with.

29. Both the CSF and the LBTCF are impacted by these budget reductions.

30. Auckland Transport will be mitigating this risk by clearly communicating with the local board on the outcomes and new funding levels so that the local board may make the best use of their available funds.

Ngā koringa ā-muri

Next steps

31. Auckland Transport will provide another update report to the local board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Ben Halliwell – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager

Matthew Kerr – Acting Relationship Manager, Hibiscus and Bays Local Board

Hibiscus and Bays Local Board

20 August 2020

Approval of the Hibiscus and Bays Local Board Community Facilities work programme 2020 - 2023

File No.: CP2020/10744

Te take mō te pūrongo

Purpose of the report

1. To approve the Hibiscus and Bays 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 Hibiscus and Bays 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 Hibiscus and Bays Local Board Plan 2017:

· Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation.

· Our people are involved and have a strong sense of pride in the look and feel of their local areas.

· A protected and enhanced environment.

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget for 2020/2021, adopted in July 2020 (GB/2020/76), 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 Hibiscus and Bays 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 Hibiscus and Bays Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation

· our people are involved and have a strong sense of pride in the look and feel of their local areas

· a protected and enhanced environment.

17. The following adopted strategies and plans also guided the development of the work programme:

· Hibiscus and Bays Local Board Greenways Plan which has guided the recommendations for the project Hibiscus and Bays- deliver Greenway Plan- Centennial Park & Mistletoe Place pathway and Bushglen Reserve – implement concept plan

· Hibiscus and Bays Strategic Parks Service Assessment which has guided the recommendations for projects including Hibiscus and Bays – playground improvements, Hibiscus and Bays – renew park play spaces and Hibiscus and Bays – install park fitness equipment

· Hibiscus and Bays Local Board Centre Plans which has guided the recommendations for the project Hibiscus and Bays - deliver Centre Plan improvements for Browns Bay and Ōrewa

· Mairangi Bay Reserve Management Plan which has guided the recommendations for the project Mairangi Bay Reserve – Implement development plan – stage one – investigation

· Auckland Urban Forest (Urban Ngahere Strategy).

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 Hibiscus and Bays 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 and the budget allocated in FY21.

Table 1: Key projects in the work programme

ID number

Activity name

Activity description

FY21 Budget

Total Budget

23983

East Coast Bays Library - comprehensive renewal

Full interior and exterior refurbishment including renewal of fixtures and fittings.

FY19/20 - investigation and high level design.
FY20/21 - detailed design, consents and planning.
FY21/22 to FY22/23 - physical works.

Risk Adjusted Programme (RAP) project

$400,000

$1,400,000

16475

(OLI) Kohu Street to Marine View, Orewa Beach - renew northern seawall

Undertake erosion prevention measures at the northern end of Ōrewa Beach between Kohu Street and Marine View.
FY18/19 - investigation, assessment and high level design submission.
FY19/20 - detailed design, scoping and consenting.
(Pending Environmental Court Decision)
FY21/22 - commence physical works.
FY22/23 - complete physical works.

Risk Adjusted Programme (RAP) project

$9,789,978

24085

Ōrewa Library - comprehensive renewal incl. roof

Renew the library including the furniture, fixtures and equipment. The configuration of the library is also to be investigated to ensure the building can provide for the population growth in the area.
FY19/20 - investigation and high level design.
FY20/21 - detailed design, consenting and commence physical works
FY22/23 - complete physical works.

Risk Adjusted Programme (RAP) project

$189,730

$500,000

ID number

Activity name

Activity description

FY21 Budget

Total Budget

16686

Metro Park West - develop reserve

Design for the development of a large 14 hectare neighbourhood reserve within a new residential sub-division, including engagement with stakeholders to ensure the park design reflects the aspirations and requirements of the local community.
Details of works and delivery timeframes to be updated once established, agreed and prioritised.
Note: the funding required to complete future stages is not confirmed and is subject to future funding availability.
FY16/17 to FY18/19 - investigate and concept plan development.
FY19/20 - FY20/21 - detailed design and consenting.
FY21/22 to FY23/24 - staged physical works.

Risk Adjusted Programme (RAP) project

$597,878

$9,340,805

28. Of particular note in the work programme is the “(OLI) Kohi Street to Marine View, Ōrewa Beach – renew northern seawall project. Final consent from the Environment Court is imminent and will be valid for the next 5 years (which can be extended if required) for physical works to commence. The detailed design phase of this project is on hold in FY2020/2021 due to the funding restraints in the Emergency Budget due to Covid-19 and funding is yet to be confirmed for FY2021/2022.

29. Also of note is the Ōrewa Library project, the funding allocated to FY2020/2021 is only to install a temporary scaffold and wrap to make the building watertight. Design will also be progressed and further work completed on the future of the building. The complete funding needed to replace the roof will need to be increased in FY2021/2022.

30. 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 Hibiscus and Bays - renew park play spaces has meant that Maygrove Park - renew playspace will be phased in later years.

31. The proposed work programme in Attachment A contains:

· number of projects (excluding leases and contract lines) over three years: 63

· indicative cost for proposed projects in the 2020/2021 financial year: $4,618,671

Regional Programme

32. 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.

33. 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.

34. Regional budgets include:

· local parks and sports field development (growth)

· coastal renewals

· slips prevention and remediation

· Natural Environment Targeted Rate funding (NETR).

35. 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.

36. 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.

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

38. 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.

39. 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

40. 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.

41. 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

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

43. 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

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

45. 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 local 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 local 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 Chairperson.

46. 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.

47. 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

48. 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.

49. 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.

50. 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

51. Community leases, commonly on public parks and reserves, are a valuable way in which the council provides support to 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.

52. 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.

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

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

Locally Driven Initiatives (LDI) activities

55. There are five projects in the 2020/2021 Community Facilities Work Programme that have budget allocated from the Hibiscus and Bays Local Board locally driven initiatives LDI capex budget, with a combined budget allocation of $518,143.

56. In addition to the LDI Capex projects there are two new LDI Opex projects in the 2020/2021 programme with a combined budget allocation of $25,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. 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

58. 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

59. 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.

60. 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.

61. The activities in the proposed work programme align with the Hibiscus and Bays Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

62. 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.

63. 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.

64. 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

65. 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.

66. Table 3 summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Table 3: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$3,347,714	$4,107,423	$3,323,759
Renewals - Proposed Allocation	$3,346,365	$4,107,423	$3,323,759
Renewals - Unallocated budget	$1,350	$0	$0

Growth and Development - Allocation	$597,878	$500,000	$500,000
Coastal Renewals - Allocation	$81,285	$423,242	$100,000
Slips Prevention - Allocation	$20,000	$169,492	$40,000

LDI Capex - Proposed Allocation	$518,143	$1,062,045	$437,000

LDI Opex - Proposed Allocation (including carry forwards)	$25,000	-	-

One Local Initiative (OLI) Allocation	$0	$5,894,326	$2,270,253

LTP Specific Projects	$0	$0	$0

External Funding	$0	$0	$0

Kauri Dieback (NETR) Funding	$30,000	$737,000	$0

67. 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.

68. 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

69. 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.

70. 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.

71. 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.

72. 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

73. 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.

74. 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 ⇩	Community Facilities Build Maintain Renew Work Programme	27
b ⇩	Community Leases Work Programme	43

Ngā kaihaina

Signatories

Author

Kris Bird - Manager Sports Parks Design & Programme

Authorisers

Rod Sheridan - General Manager Community Facilities

Matthew Kerr – Acting Relationship Manager, Hibiscus and Bays Local Board

Hibiscus and Bays Local Board

20 August 2020

Approval of the Hibiscus and Bays Local Board’s environment work programme 2020/2021

File No.: CP2020/10963

Te take mō te pūrongo

Purpose of the report

1. To approve the Hibiscus and Bays Local Board’s environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the local 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 the following outcomes and objectives that the local board identified in the Hibiscus and Bays Local Board Plan 2017:

· a protected and enhanced environment

· our people are involved and have a strong sense of pride in the look and feel of their local areas

· our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation.

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(GB/2020/76), which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

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

· Trash Free Taiaotea: Browns Bay waste minimisation initiative - $19,500

· Zero waste kindergarten project - $14,200

· North-West Wildlink streamside awareness - $40,000

· EcoNeighbourhoods Hibiscus and Bays - $30,000

· North-West Wildlink restoration - $45,000

· Restore Hibiscus Bays - $90,000

· Ko te wai he taonga: Water is a treasure - $25,000

· Sediment related water quality testing - year two - $25,000.

6. The proposed work programme has a total value of $288,700, which can be funded from within the local board’s 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 local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays 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
Trash Free Taiaotea: Browns Bay waste minimisation initiative	$19,500
Zero waste kindergarten project	$14,200
North-West Wildlink streamside awareness	$40,000
EcoNeighbourhoods Hibiscus and Bays	$30,000
North-West Wildlink restoration	$45,000
Restore Hibiscus Bays	$90,000
Ko te wai he taonga: Water is a treasure	$25,000
Sediment related water quality testing - year two	$25,000
Total	$288,700

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 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 activity.

11. The proposed work programme responds to the outcomes and objectives that the local board identified in the Hibiscus and Bays Local Board Plan 2017. In particular, the work programme reflects the outcome ‘a protected and enhanced environment’.

12. The following adopted strategies and plans also guided the development of the work programme:

Low Carbon Auckland - Auckland's Energy Resilience and Low Carbon Plan

National Policy Statement for Freshwater Management

Waste Management and Minimisation Plan

Regional Pest Management Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

13. 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.

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

Trash Free Taiaotea: Browns Bay waste minimisation initiative - $19,500

15. To achieve the local board plan objective to create ‘a protected and enhanced environment’, the local board has indicated it would like to fund the Trash Free Taiaotea: Browns Bay waste minimisation initiative project in the 2020/2021 financial year.

16. This project will support Browns Bay residents, community groups and local businesses to care for the local environment and reduce waste. It will expand on the waste audits and assessments carried out in 2019/2020 with the Silverdale Business Waste Advisory Programme.

17. A working group of businesses and community members will identify a community-led project to launch Trash Free Taiaotea. They will work to promote the initiative and educate residents and businesses on practical ways to reduce waste at the source.

New project: Zero waste kindergarten project - $14,200

18. The local board has also indicated it would like to fund a zero waste kindergarten project in the 2020/2021 financial year.

19. This project will support kindergartens, early childhood education centres and local residents connected to these centres to reduce their waste and live more sustainably.

20. Between 10 and 15 early childhood centres in the area will be engaged. This project will also help focus on educating new migrants and families about the importance of waste minimisation.

North-West Wildlink streamside awareness - $40,000

21. The local board has indicated it would like to fund the North-West Wildlink streamside awareness Project in the 2020/2021 financial year.

22. This project aims to raise awareness and protect freshwater and terrestrial areas that have been identified as key ‘Wild-Link Wonders’. This project will support engaged and active local communities, empowered with a sense of kaitiakitanga/guardianship, to care for and restore their local waterways by removing weeds and planting and maintaining native plant cover on private land in target areas.

23. The Weiti Wildlink, Weiti River Restoration Project will engage the local community to undertake riparian planting, raising stormwater awareness and education to support stream improvement and water quality outcomes. It will continue the existing restoration plan by maintaining the areas that have been weeded and planted in previous years.

EcoNeighbourhoods Hibiscus and Bays - $30,000

24. The local board has indicated it would like to continue to fund the EcoNeighbourhoods project in the 2020/2021 financial year. The local board allocated $30,000 towards this project in the 2019/2020 financial year, and staff recommend the board allocate a further $30,000 towards the project in 2020/2021.

25. Funding for 2020/2021 will support the new and existing EcoNeighbourhood groups, who are adopting self-selected sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods.

26. 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 (for instance, reducing energy usage and waste, supporting local food production, or improving biodiversity outcomes).

27. Groups will receive up to 12 hours of facilitation support. By the end of June 2022, a minimum of six EcoNeighbourhoods groups in the Hibiscus and Bays Local Board area will be set-up and supported using the 2020/2021 budget.

North-West Wildlink restoration - $45,000

28. The local board has indicated it would like to continue to fund the North-West Wildlink Restoration project in the 2019/2020 financial year. This project was supported by the local board in the 2018/2019 financial year with a budget of $65,000, and again in the 2019/2020 financial year with a budget of $75,000.

29. Staff recommend that the local board allocate $45,000 towards this initiative in the 2020/2021 financial year. This will enable a pest free coordinator to support restoration activities and work undertaken by the Ōrewa Estuary Wild-Link Wonders, Weiti Wild-Link, Weiti River Restoration Projects.

30. The pest free coordinator will support community organisations and local residents to create and implement restoration programmes, which will decrease pest animal and pest plant numbers.

31. The Ōrewa Estuary Wild-Link Wonders project, builds upon the local board-funded Ōrewa Estuary Restoration Plan 2017. This will involve the facilitation of a series of community activities to create long-term community-led restoration actions around the Ōrewa estuary.

32. The Weiti Wildlink, Weiti River Restoration Project also included within this budget will engage local community groups, encouraging them to continue their restoration work along the banks of the Weiti River.

33. Budgets for this project in previous years also covered the Restore Hibiscus Bays manager role. This has been separated out of this project for clarity, transparency and ease of reporting. This initiative is detailed below.

Restore Hibiscus Bays - $90,000

34. The local board has indicated it would like to allocate funding towards a manager and field advisor for the Restore Hibiscus Bays project in the 2020/2021 financial year. These roles are essential to the implementation of the 2018 strategic plan. The roles bring together a wide range of expertise to support a growth in community restoration activities.

35. The manager will focus on strategic priorities, promoting the groups and applying for funding and gaining support. The field advisor will provide technical advice, build rapport with the community, and support work on the ground. The Restore Hibiscus Bays group is collaborating with other successful community organisations such as Pest Free Kaipātiki, and the outcomes of this project will contribute to the North-West Wildlink.

36. The manager role was funded in 2019/2020 as part of the North-West Wildlink restoration funding but has been separated out for ease of reporting. Funding for this work has increased to support the provision of the field advisor role in the 2020/2021 financial year.

Ko te wai he taonga: Water is a treasure - $25,000

37. The local board has indicated it would like to continue to fund the ko te wai he taonga project in the 2020/2021 financial year. This project involves early childhood education centers, schools and Massey University students undertaking a series of sessions to improve their understanding of the importance of water, the water cycle, water pollution and water conservation.

38. At the end of the educational component of this project, there will be two rain harvesting barrels installed at each early childhood education centre or school.

39. The local board allocated $20,000 towards this project in the 2019/2020 financial year. However, engagement was only able to be completed with four schools rather than 10 as intended, due to the impacts of COVID-19. This resulted in an underspend which was put forward as savings.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. 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
Trash Free Taiaotea: Browns Bay waste minimisation initiative	This project will help raise awareness of the importance of diversion from landfill and how this relates to the wider context of climate change.
Zero waste kindergarten project	The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent as per the Auckland Greenhouse Gas Inventory to 2016. The largest source of emissions within the waste sector in Aotearoa New Zealand is solid waste disposal to landfill. This project will assist residents in taking practical steps to reducing a proportion of these waste-related emissions.
North-West Wildlink streamside awareness	Empowering and connecting communities back with their natural environment will increase resilience. The implementation of stream restoration and protection efforts are best practice in minimising the impact of flooding, while protecting the stream banks from erosion caused by the increased rainfall events resulting from climate change.
EcoNeighbourhoods Hibiscus and Bays	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.
North-West Wildlink restoration and Restore Hibiscus Bays	Contributions to impacts on greenhouse gas emissions include planting unvegetated areas, which will increase vegetative biomass and carbon sequestration. Undertaking animal and weed pest control will enable a diverse native ecosystem to flourish, and a more diverse ecosystem will have greater resilience against climate pressures.
Activity name	Climate impact
Ko te wai he taonga: Water is a treasure	The actions identified by students to improve their local water catchment and freshwater streams could include plantings, installing interpretation, and wider community education materials. These would improve community resilience in dealing with weather events by slowing water runoff and decreasing demand on stormwater infrastructure. Plantings will create carbon sinks and increase biodiversity, decrease erosion and help clean runoff before entering the water system.
Sediment related water quality testing - year two	This project will gather information on the levels of sediment entering waterways from small building sites. This data will lead to an improvement in climate resilience for Auckland. Ensuring small building sites have appropriate erosion and sediment controls in place is important to reduce and mitigate flooding events which are expected to increase due to climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. 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.

42. 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 and public parks. These staff also work closely with Community Empowerment Unit staff to advertise programmes to local audiences and potential volunteers.

43. Healthy Waters staff working on the sediment related water quality testing programme work closely with staff from Auckland Council’s compliance team. Building sites which are non-compliant with their sediment reduction measures or waste measures will be followed up by staff who have the authority to issue fines and abatement notices.

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

Local impacts and local board views

44. The projects proposed for inclusion in the local board’s environment work programme will have positive environmental outcomes across the Hibiscus and Bays Local Board area. Particular focus areas for the 2020/2021 work programme include the Weiti River and Browns Bay town centre.

45. The projects noted above align with the local board plan outcomes ‘a protected and enhanced environment’, ‘our people are involved and have a strong sense of pride in the look and feel of their local areas’, and ‘our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation’.

46. 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

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

48. Table 2 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori impact assessment of proposed activities:

Activity name	Māori impact
Zero waste kindergarten project	Consult and empower - Hibiscus Coast Zero Waste will be implementing Te Ao Maori principles into the programme with the help of a Pare Kore consultant at Te Henga o Ōrewa Marae.
North-West Wildlink streamside awareness	There is existing engagement and co-operation with the Te Henga o Ōrewa Marae and relevant Auckland Council teams, who are working in partnership with the marae. The marae currently has a landscape planting plan developed for their land and are working to ensure the restoration plan complements the marae landscaping plan.
Restore Hibiscus Bays	Te Herenga Waka o Ōrewa has agreed to host the Pest Free Hibiscus and Bays hui and will be involved in the project. This supports their role as kaitiaki of the area.

49. 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

50. The proposed environment work programme budget for 2020/2021 is $288,700 of the local 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

51. 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.

52. Table 3 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 3: Significant risks and mitigations for activities:

Activity name	Risk	Mitigation	Rating after mitigation
Trash Free Taiaotea: Browns Bay waste minimisation initiative	There is a risk of program failing to reach targets for participation influence and change mindsets within the community	Staff have created relationships and positive networks with key community organisations (including the Browns Bay business district) and individuals involved in waste and environmental efforts.	Low
Zero waste kindergarten project	There is a risk that kindergartens will not want to be involved or will not implement the suggested changes.	This project builds on the success of the pilot project and the positive relationships already established between Hibiscus Coast Zero Waste and Auckland Council, and the wider community of organisations working towards waste minimisation.	Low
North-West Wildlink streamside awareness	There is a risk that landowners and community groups not interested in participating, or the advice given does not translate into action	This programme has been going for a number of years and the volunteer response and the landowner response has been positive. Work is ongoing and practical actions are being taken by participants. Strong and positive leadership from council staff and from volunteers is vital.	Low
EcoNeighbourhoods Hibiscus and Bays	The collective knowledge of this project sits with three people. Should the contractors be lost then there would be a significant workload to maintain the project.	There are other organisations that can be approached to run this project using existing knowledge and documentation if required.	Low
North-West Wildlink restoration	There is a risk of a lack of community support and volunteering.	This project has run for a number of years and the community support is strong.	Low.
Activity name	Risk	Mitigation	Rating after mitigation
Restore Hibiscus Bays	If the support of landowners and community groups decreases, this project will be at risk. The project could be slowed down if either the manager or field advisor leave and need to be replaced.	There is considerable community support for restoration work. There are other people who could run these projects if the contractors leave.	Low
Ko te wai he taonga: Water is a treasure	There is a risk that schools will not be interested in participating.	Schools have shown a keen interest in the programme in previous years.	Low
Sediment related water quality testing - year two	There is a risk around contractor availability and co-ordination with targeted initiatives team about where they are proactively monitoring.	The contractor has a strong and growing relationship with the targeted initiatives team and the compliance team.	Low.

53. 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

54. Delivery of the activity in the 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.

55. 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 ⇩	Hibiscus and Bays 2020/2021 Infrastructure and Environmental Services Work Programme	55

Ngā kaihaina

Signatories

Author

Anna Halliwell - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Matthew Kerr – Acting Relationship Manager, Hibiscus and Bays Local Board

Hibiscus and Bays Local Board

20 August 2020

Approval of the Hibiscus and Bays Local Board community services work programme 2020/2021

File No.: CP2020/11084

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 Hibiscus and Bays Local Board Plan 2017:

· Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation

· Our people are involved and have a strong sense of pride in the look and feel of their local areas

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 a series of workshops.

8. The proposed work programme has a total LDI operational budget value of $1,434,098, 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 $15,023,047. 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 Hibiscus and Bays 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: East Coast Bays Library, Ōrewa Library, Whangaparāoa Library

23. Libraries will have no reductions to approved standard opening hours: 160 hours per week across three 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 asset-based 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. This budget however, is proposed to be supplemented (topped-up) from funding from the Local Board locally-driven initiatives budget (LDI).

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, 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 $1,434,098, 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
11 12	Recreation centre operations: - Stanmore Bay Pool and Leisure - East Coast Bays Leisure Centre	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.
13	Centennial Park Bush Society Maintenance	Addressing climate change, by showcasing major opportunities and benefits to Auckland such as: · cleaner air and water i.e. cooler streams through planting and carbon sequestration by maintaining the health of the current trees and planting new ones • healthier communities i.e. people connected to their whenua and protecting it.
14	Ngahere (Urban Forest) Growing	• Increase in native forest/ urban cooling. • Offset carbon emissions. • Improve air quality, reduce UV exposure. • Improve water quality. • Reduce the load on stormwater infrastructure system; through rainfall interception by increasing tree canopy cover.
15	Ecological volunteers and environmental programme	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.

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 Hibiscus and Bays 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
690	Māori responsiveness Hibiscus and Bays	Develop and grow connections with community and work with mana whenua, mātāwaka and marae to learn about local Maori history. Support Māori-led solutions that build whānau wellbeing and strengthen resilience. Identify initiatives that will support Māori outcomes to identify local Māori aspirations and priorities, opportunities for collaboration and participation in placemaking and based activities.
1322	(Libraries) Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Hibiscus and Bays	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.
2232	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.

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 $1,434,098. 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 $15,023,047. 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

Attachments

No.	Title	Page
a ⇩	Community services work programme 2020-2021	69

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Justine Haves - General Manager Service Strategy and Integration

Authorisers

Claudia Wyss - Director Customer and Community Services

Matthew Kerr – Acting Relationship Manager, Hibiscus and Bays Local Board

Chairperson	Gary Brown
Deputy Chairperson	Victoria Short
Members	Andy Dunn
	Janet Fitzgerald, JP
	Gary Holmes
	Julia Parfitt, JP
	Alexis Poppelbaum
	Leanne Willis

Author	Gemma Kaldesic - Democracy Advisor for Hibiscus and Bays Local Board
Authoriser	Matthew Kerr – Acting Relationship Manager, Hibiscus and Bays Local Board