Agenda of Howick Local Board

Howick Local Board

17 August 2020

Emergency budget asset recycling - Howick Local Board area properties

File No.: CP2020/10696

Te take mō te pūrongo

Purpose of the report

1. This report seeks the views of the Howick Local Board regarding the proposed disposal of 12 sites in the Howick Local Board area as part of the Emergency Budget asset recycling programme.

Whakarāpopototanga matua

Executive summary

2. Auckland Council’s Emergency Budget requires $224 million to be realised from asset recycling. This is to be comprised of proceeds of sale from surplus council owned property and alternative commercial arrangements. Asset recycling is an important lever for the council allowing capital to be invested in the most strategically important activities.

3. The following sites in the Howick Local Board area have been identified as no longer required for an identified current or future public work requirement. The following sites are possible disposal candidates to contribute towards the council’s Emergency Budget asset recycling programme:

· 2R Ti Rakau Drive, Pakuranga;

· 116R Reeves Road, Pakuranga Heights;

· 9R Fortyfoot Lane, Sunnyhills;

· 1R Hutchinsons Road, Highland Park;

· 76R Aberfeldy Avenue, Highland Park;

· 54R McCahill Views, Highland Park;

· 80 Vincent Street, Howick;

· 20 (part) Uxbridge Road, Howick;

· 107R Uxbridge Road, Cockle Bay;

· 111R Golfland Drive, Howick;

· 65 Haddington Drive, Flatbush; and

· 31 Aspiring Avenue, 17R Hilltop Road and legal road, Clover Park.

4. The sites at 2R Ti Rakau Drive, Pakuranga and 20 (part) Uxbridge Road, Howick have been the subject of the property rationalisation process. Consultation with council departments, council-controlled organisations (CCOs) and mana whenua iwi authorities has been undertaken. The Howick Local Board has provided informal feedback relating to the proposed disposal of 20 (part) Uxbridge Road, Howick. No council development is possible for both sites due to existing activities, adjoining property assets and restrictive covenants in place.

5. One site, 80 Vincent Street, Howick has previously been recommended to the Finance and Performance Committee for disposal in December 2017. The Howick Local Board opposes a disposal of the site. 80 Vincent Street, Howick is now being reconsidered for disposal as part of the Emergency Budget asset recycling programme.

6. Public consultation was undertaken by council on the Emergency Budget 2020/2021 in June 2020. A list of properties which could potentially be utilised for asset recycling was included in the Emergency Budget 2020/2021 public consultation. Site-specific feedback opposing the proposed disposal of 9R Fortyfoot Lane, Sunnyhills was received as part of the Emergency Budget 2020/2021 consultation. No submissions relating to the other properties contained in this report were received.

7. One site, 213R Fisher Parade, Sunnyhills was initially put forward for consideration of disposal however, this no longer being progressed at this stage. Should there be any interest from one or more of the adjoining owners in acquiring all or part of this site, Panuku will progress this.

8. This report provides the Howick Local Board with an opportunity to formalise its views regarding the 12 subject sites. The board’s views will be included in the local board feedback section of the asset recycling report to the 17 September 2020 Finance and Performance Committee meeting.

9. Nine of the subject sites are reserves subject to the Reserves Act 1977. Should council’s Finance and Performance Committee approve the disposal of these nine sites, the reserve status will need to be revoked. Final revocation of the reserve status will be subject to completing the statutory requirements of the Reserves Act 1977 and Local Government Act 2002, including public advertising.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) endorse the proposed reserve revocation (where relevant) and disposal of the following sites as part of Emergency Budget asset recycling programme:

i) 2R Ti Rakau Drive, Pakuranga;

ii) 116R Reeves Road, Pakuranga Heights;

iii) 9R Fortyfoot Lane, Sunnyhills;

iv) 1R Hutchinsons Road, Highland Park;

v) 76R Aberfeldy Avenue, Highland Park;

vi) 54R McCahill Views, Highland Park;

vii) 80 Vincent Street, Howick;

viii) 20 (part) Uxbridge Road, Howick;

ix) 107R Uxbridge Road, Cockle Bay;

x) 111R Golfland Drive, Howick;

xi) 65 Haddington Drive, Flatbush; and

xii) 31 Aspiring Avenue, 17R Hilltop Road and legal road, Clover Park.

Horopaki

Context

10. Asset recycling is an important lever for Auckland Council, providing capital to be invested into the most strategically important activities. The council’s Emergency Budget 2020/2021 includes $224 million to be realised from asset recycling in the 2020/2021 financial year. This is to be comprised of proceeds of sale from surplus council owned property and alternative commercial arrangements.

11. A key consideration for asset recycling is the opportunity cost of holding an asset which is not providing a service or generating an appropriate financial return against the opportunity of investing in new assets which deliver council services.

12. In accordance with its statement of intent, Panuku Development Auckland (Panuku) is required to undertake an ongoing review of council’s property assets. This includes identifying properties from within council’s portfolio that are no longer required for public work purposes and may be suitable for sale and development.

13. At the request of council, Panuku provided a pipeline of council-owned properties with no identified current public work requirement for consideration for possible disposal as part of the Emergency Budget asset recycling target.

14. Council-owned properties with no identified public work requirement that were included in the Emergency Budget 2020/2021 will be considered for possible disposal by council’s Finance and Performance Committee during the first and second quarters of the 2020/2021 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The potential disposal of the 12 subject sites presented in this report is not considered to be an activity to which council’s Significance Policy would apply. Site specific property information for each of the subject sites is included in this section of the report.

16. The 12 subject sites presented in this report have a culminative value of $19.081 million.

2R Ti Rakau Drive, Pakuranga - property information

17. 2R Ti Rakau Drive, Pakuranga is a 2.5192 hectare site comprised of five parcels. Two parcels totaling approximately 701m²that are located on either side of the privately owned service station site at 141 Pakuranga Road, Pakuranga are subject to rationalisation. The parcels were vested in the former Manukau City Council (MCC) in 1965 as local purpose utility reserves and are subject to the Reserves Act 1977. The two subject parcels are formed as car parking and a service station forecourt.

18. Council’s Community Facilities department advised that the two subject parcels do not provide a council service use; that the service station has built assets (fuel tanks) under both parcels and cannot function without the assets and the access afforded by these two parcels. The service station assets restrict any council future development.

19. The Auckland Unitary Plan (AUP) zoning is Town Centre. The two parcels are subject to an AUP Transport designation as car parking. The area proposed for disposal has an indicative valuation of $300,000.

116R Reeves Road, Pakuranga Heights - property information

20. 116R Reeves Road, Pakuranga Heights was vested upon subdivision in the former Manukau County Council in 1961 as a reserve for utility purposes and is subject to the Reserves Act 1977. The subject area recommended for disposal is approximately 551m². It is formed and utilised as car parking by the adjoining businesses. The balance of 116R Reeves Road, Pakuranga Heights located on the corner of Gossamer Drive and Reeves Road is being retained for open space purposes.

21. The use of the council owned land for car parking is not a condition of the adjoining owner’s resource consent. In June 2019, the subject parcel of 116R Reeves Road, Pakuranga Heights was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that the subject parcel is not required for open space purposes.

22. The AUP zoning is Open Space – Informal Recreation. The council rating valuation of the entirety of 116R Reeves Road, Pakuranga Heights is $32,000.

9R Fortyfoot Lane, Sunnyhills - property information

23. Further investigations are required to ascertain how council originally acquired the approximately 2,426m² site and what encumbrances may be in place. 9R Fortyfoot Lane, Sunnyhills is a recreation reserve subject to the Reserves Act 1977.

24. 9R Fortyfoot Lane, Sunnyhills was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that this site is not required to meet council’s provision target for neighbourhood parks; the park lacks amenity; and the shape is not conducive to maximising its recreational use.

25. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $1,175,000.

1R Hutchinsons Road, Highland Park - property information

26. Further investigations are required to ascertain how council originally acquired the 2,354m² site and what encumbrances may be in place. 1R Hutchinsons Road, Highland Park is a reserve subject to the Reserves Act 1977.

27. 1R Hutchinsons Road, Highland Park was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that the site’s size and topography limits any recreational use and potential development of the site; and that the site’s location limits its ability to provide for the local community which is well supported by a range of other open spaces and park features within a 400-metre area.

28. The Parks and Recreation Policy team also advised that two plaques are located within the park and may be of local historic significance. Further investigation is to be undertaken regarding the plaques.

29. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $690,000.

76R Aberfeldy Avenue, Highland Park - property information

30. Further investigations are required to ascertain how council originally acquired the 3,185m² site and what encumbrances may be in place. 76R Aberfeldy Avenue, Highland Park is a recreation reserve subject to the Reserves Act 1977.

31. 76R Aberfeldy Avenue, Highland Park was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that other areas of council open space provide greater recreational values; and a proposed disposal of this site would not be regarded as a significant loss to the network.

32. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $970,000.

54R McCahill Views, Highland Park - property information

33. This site consists primarily of 27 car parking spaces and two bench seats in a residential area.

34. Further investigations are required to ascertain how council originally acquired the 2,090m² site and what encumbrances may be in place. 54R McCahill Views, Highland Park is a recreation reserve subject to the Reserves Act 1977.

35. 54R McCahill Views, Highland Park was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that due to its configuration primarily as car parking, it has limited recreation value; and that there is adequate open space provision in the area.

36. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $2,525,000.

80 Vincent street, Howick - property information

37. The 362m² site was acquired by the former Howick Borough Council in 1965. Although the purpose for purchase was not specified, it appears to have been for car parking purposes.

38. 80 Vincent Street, Howick provides 13 off-street car parks used primarily by neighbouring businesses for customer and staff car parking. An adjacent business has an entrance accessed directly from the site. In 2015, Auckland Transport (AT) released the site as not required for its transport infrastructure purposes and it was transferred to council for rationalisation.

39. In December 2017, the Finance and Performance Committee resolved to retain the site after consideration of a Panuku disposal recommendation report. 80 Vincent Street, Howick has continued to be managed by Panuku since 2017, however Panuku is not able to enforce parking limits or recover parking related revenue from the site.

40. The AUP zoning is Neighbourhood Centre. It has a council rating valuation of $310,000.

20 (part) Uxbridge Road, Howick - property information

41. 20 Uxbridge Road, Howick is a 3,696m² site acquired by the former Howick Borough Council in 1978. The site consists of vacant land and car parking managed by AT.

42. A parcel of approximately 485m2 area is proposed for disposal. Auckland Transport have advised that this parcel is not required for its transport or infrastructure requirements.

43. In 2005, the former MCC sold the airspace immediately above the subject parcel of land comprising 17.2 metres in height (being an area above 45.50 metres and below 59.70 metres) to an adjoining landowner and it was amalgamated into the adjoining owner’s title.

44. The proposed disposal is due to the restrictive height covenants in place preventing any council service use of the subject approximately 485m² area. The adjoining owner who owns the airspace above the 485m² parcel seeks to purchase the subject portion of 20 Uxbridge Road, Howick which is located directly under its development. The adjacent owner can proceed with its development in the airspace above the subject portion of 20 Uxbridge Road, Howick with appropriate supports going into the subject portion of 20 Uxbridge Road, Howick. This will result in council retaining a highly compromised portion of land.

45. Part of the site is zoned Open Space - Informal Recreation and the balance of the site is zoned Business - Town Centre. The area proposed for disposal has a desktop valuation of $149,000.

107R Uxbridge Road, Cockle Bay - property information

46. Further investigations are required to ascertain how council originally acquired the site and what encumbrances may be in place. 107R Uxbridge Road, Cockle Bay is a reserve subject to the Reserves Act 1977.

47. 107R Uxbridge Road, Cockle Bay was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that this site does not currently contribute to the recreational or ecological functioning of the open space network; and that the site does not have an identifiable level of service to the community as a Neighbourhood Park.

48. The remaining area formed as car parking adjacent to Beach Road, Cockle Bay is being retained for a council service use.

49. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $760,000.

111R Golfland Drive, Howick - property information

50. Further investigations are required to ascertain how council originally acquired this approximately 4,634m² site and what encumbrances may be in place. 111R Golfland Drive, Howick is a recreation reserve subject to the Reserves Act 1977.

51. 111R Golfland Drive, Howick was reviewed by council’s Parks and Recreation Policy team against council’s open space provision policies. The review found that there is adequate open space provision in the area; the subject site is not considered an important part of the local open space network; its location limits its ability to provide for the local community which is well supported by a range of other open spaces and park features within a 400-metre area.

52. The AUP zoning is Open Space – Informal Recreation. It has a council rating valuation of $920,000.

65 Haddington Drive, Flatbush - property information

53. 65 Haddington Drive, Flatbush (aka Block B2) is a 7200m² vacant site originally intended for the proposed Flat Bush Aquatic and Leisure Centre. The council no longer requires the site for this purpose. Further investigations are required to ascertain how council originally acquired the site and what encumbrances may be in place.

54. The AUP zoning is Business Town Centre. It has a 2019 registered valuation of $9.36 million.

31 Aspiring Avenue & 17R Hilltop Road, Clover Park - property information

55. This vacant site consists of three parts: 31 Aspiring Avenue; 17R Hilltop Road; and approximately 1600m²of legal road. The combined total area of approximately 4,716m² is not required for open space or transport infrastructure purposes following a review against council’s open space provision policies and consultation with AT.

56. The review by council’s Parks and Recreation Policy team found that the site’s contribution to the open space network is limited by the overhead powerlines present, and its proximity to other existing developed parks.

57. Further investigations are required to ascertain how council originally acquired the individual subject parts and what encumbrances may be in place. 17R Hilltop Road, Clover Park is a reserve subject to the Reserves Act 1977.

58. The AUP zoning is part Residential – Mixed Housing Suburban, part Open Space – Informal Recreation and the balance is legal road. The three parts have a combined council rating valuation of $1,890,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

59. This report recommends the disposal of the 12 sites included in this report and the revocation of the reserve status of nine of the sites. It is not known at this point what the potential future use of these sites will be should they be disposed of and therefore what the potential impacts could be on carbon emissions.

60. While the future use for the 12 subject sites is not known, the proposed disposal is likely to lead to land use changes. It is acknowledged that any form of construction and development can increase carbon emissions.

61. Subject to Finance and Performance Committee approval, analysis will be undertaken on a site by site basis of the climate change impact, with potential risks such as if the site is in flood plains and the potential for coastal inundation considered and mitigation strategies formed if necessary.

62. We recognise that should any of these sites be used for development purposes, that any form of construction and development can increase emissions. Emissions associated with any potential redevelopment can be reduced through development standards agreed through a future development agreement, utilisation of Panuku’s Homestar 6 policy and requirements to reduce carbon emissions in commercial developments.

63. Given the financial pressures on council’s Emergency Budget 2020/2021, the disposal of the 12 subject sites is recommended as asset recycling allows capital to be invested in council’s strategic activities and better allows council to respond to climate impacts through delivery of the Auckland Climate Action Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. Panuku has previously undertaken internal consultation with council departments and CCOs as part of the rationalisation process for the following sites:

· 2R Ti Rakau Drive, Pakuranga - Internal consultation was undertaken in September 2018. No council service use is possible due to adjoining landowner assets in place and there is no requirement to hold the property for transport infrastructure or town centre master planning purposes

· 80 Vincent Street, Howick - Internal consultation commenced in December 2016 and was revisited during 2017. No council service use requirements were identified for the site

· 20 (part) Uxbridge Road, Howick - Internal consultation was undertaken in March 2020. No council service use of the subject approximately 485m² area is possible due to the restrictive height covenants in place.

65. Consultation with additional council departments and CCOs for the remainder of the sites included in this report can be undertaken at a date to be determined.

66. All of the 12 subject sites contained in this report were included in council’s Emergency Budget 2020/2021 public consultation undertaken in June 2020. One submission opposing the proposed disposal of 9R Fortyfoot Lane, Sunnyhills was received as part of the Emergency Budget 2020/2021 consultation. No submissions relating to the other properties contained in this report were received.

67. As no current or future council service use has been identified for the 12 subject sites, they are recommended for disposal.

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

Local impacts and local board views

68. The Howick Local Board previously opposed the proposed disposal of 80 Vincent Street, Howick at its 20 March 2017 meeting on the basis it is a well utilised car park in a commercial area that is short of parking. The board further resolved at its 19 June 2017 meeting its opposition to the proposed disposal. In December 2017, the board presented its case to retain 80 Vincent Street, Howick to the Finance and Performance Committee, which was supported by the Committee.

69. Panuku attended a board workshop in June 2020 regarding the proposed disposal of 20 (part) Uxbridge Road, Howick. The board requested time for the public consultation for the Emergency Budget 2020/2021 to close and to allow the local board to review any site-specific public feedback received. The board also requested further feedback from council departments relating to the proposed development by the adjoining landowner.

70. In response council’s Plans and Places team advised that it had no additional feedback relating to the subject approximately 485m² area proposed for disposal and that there had been a pre-lodgment meeting between the adjoining landowner and council’s resource consents team. No submissions relating to 20 (part) Uxbridge Road, Howick were received from the Emergency Budget 2020/2021 public consultation.

71. This report provides the board with an opportunity to consider the information received and to formalise its views regarding the subject sites.

Tauākī whakaaweawe Māori

Māori impact statement

72. Māori have an active and specific role in Auckland, including kaitiakitanga (guardianship) of our land and marine resources. Land has a specific role in protecting, enabling and building Māori social and cultural capital. Local marae, kohanga reo, and other Māori entities offer spiritual, cultural, as well as a range of social, educational, health and justice services for the community.

73. The importance of effective communication and engagement with Māori on the subject of land is understood. Panuku has a robust form of engagement with mana whenua groups across the region. Each relevant mana whenua group is contacted independently regarding council-owned land subject to rationalisation and requested to give feedback.

74. Panuku’s engagement invites mana whenua to respond with any issues of particular cultural significance the group would like to formally express in relation to the subject properties. We also request notes regarding any preferred outcomes that the group would like Panuku to consider in our formal reporting to council. Possible outcomes could include commemoration or physical acknowledgment in the form of plaques or other mutually agreed means of recognition.

75. Panuku previously contacted mana whenua iwi authorities regarding potential issues of cultural significance for the sites at 2R Ti Rakau Drive, Pakuranga; 80 Vincent Street, Howick; and 20 (part) Uxbridge Road, Howick. In response, no site-specific comments were received.

76. For those sites where mana whenua feedback was not received prior to the Emergency Budget 2020/2021, Panuku will undertake further consultation following a decision by the Finance and Performance Committee.

Ngā ritenga ā-pūtea

Financial implications

77. Capital receipts from asset recycling of surplus property contributes to Auckland Plan 2050 outcomes, the Emergency Budget 2020/202 and 10-year budget (long term plan) by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

78. Potential risks of retaining the 12 subject sites included in this report include the ongoing maintenance costs for the sites and the opportunity cost to the council group of not realising the proceeds of sale for reinvestment in strategically important activities identified in the Emergency Budget 2020/2021.

Ngā koringa ā-muri

Next steps

79. Following receipt of the Howick Local Board’s resolution, the proposed disposal of the 12 subject sites included in this report will be considered by the Finance and Performance Committee in September 2020 as part of Emergency Budget asset recycling programme.

80. Should council’s Finance and Performance Committee approve the disposal of the nine sites that are reserves subject to the Reserves Act 1977, the reserve status will need to be revoked. Final revocation of the reserve status will be subject to completing the statutory requirements of the Reserves Act 1977 and Local Government Act 2002, including public advertising.

81. Plan changes seeking to change the AUP zoning of any of the subject sites will be undertaken concurrently as the reserve revocations to align the zoning with the respective surrounding areas.

Vanessa, can you please add ‘Ross Chirnside - Programme Lead Value for Money’ as an authoriser, as he isn’t in infocouncil.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Images of Howick Local Board area sites	21

Ngā kaihaina

Signatories

Author

Anthony Lewis - Senior Advisor, Portfolio Review, Panuku Development Auckland

Authorisers

Ross Chirnside – Programme Lead Value for Money

Marian Webb – General Manager, Assets and Delivery

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

Auckland Transport August 2020 monthly update to the Howick Local Board

File No.: CP2020/10959

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Howick Local Board on transport related matters in their local board area, including the Local Board Transport Capital Fund (LBTCF) and the Community Safety Fund.

Whakarāpopototanga matua

Executive summary

2. A decision is not required this month. This report provides an opportunity to highlight Auckland Transport (AT) activities in the Howick Local Board area and contains information about the following:

a) the wider context involving a summary of the strategic projects delivered in the Howick Local Board area and about Auckland Transport’s response to COVID-19

b) information about the Local Board Transport Capital Fund (LBTCF) including projects delivered in the last electoral term

c) an update on the Community Safety Fund (CSF).

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) receive the Auckland Transport August 2020 monthly update report.

Horopaki

Context

3. Auckland Transport is responsible for all of Auckland’s transport services, excluding state highways. Auckland Transport reports monthly to local boards, as set out in the Local Board Engagement Plan.

4. Monthly reporting acknowledges the important engagement role local boards play within and on behalf of their local communities.

5. Auckland Transport is currently delivering three key strategic projects in the Howick Local Board area and these are discussed within this report.

6. Recently, the strategic environment has changed because of the impacts of COVID-19 pandemic. Information on Auckland Transport’s response is also provided within this report.

Auckland Transport’s response to COVID-19

7. Throughout New Zealand’s response to the COVID 19 pandemic, Auckland Transport played a key role providing essential public transport services, keeping roads open and ensuring planning continued on projects so that when restrictions lifted work could start immediately. When the country moved out of Level 4, Auckland Transport was ready, immediately returning to work. Approximately 160 projects re-started after transitioning to Alert Level 3, and each successive change allowed further work to start.

8. A key part of Auckland’s recovery is an effective public transport network. Public transport is vital to Auckland’s economy because it provides lower cost transport, reduces the need for car parking and reduces congestion on the roads. Encouraging people to make use of it contributes to Auckland’s recovery.

9. Auckland has achieved the highest rate of recovery since lockdown ended, compared to 21 other major cities around the world. This information is based on research by the UITP (International Association of Public Transport) and shows that public transport use in Auckland now ranges between 68 to 74 per cent of its pre-COVID levels. With tertiary students returning this month the figure is likely to increase. See Figure one below

10. In the UITP survey, Paris followed Auckland with a 59 per cent recovery and Vienna on 56 per cent. Auckland Transport’s staff and public transport service suppliers worked to encourage confidence in the use of public transport during all Alert Levels. This included regular cleaning and disinfecting of vehicles, physical distancing on-board, an AT mobile app to indicate space on board relative to physical distancing and quick changes to service timetables.

Figure One: Global Public Transport Speed of Recovery

11. Rebounding public transport patronage is important for the council family because public transport provides a significant amount of operational revenue.

Safe Speeds programme

12. The end of July 2020 marked one month since Auckland Transport introduced safer speeds on more than 600 roads across Auckland. As part of Auckland Transport’s Safe Speeds programme. Auckland now has lower speed limits in Auckland’s city centre and on some rural roads in the Rodney and Franklin Local Board areas. On 30 June 2020 speed limits on approximately 100 other roads across the region also changed including three roads in the Howick Local Board area.

13. A survey of 610 Auckland drivers conducted from 14 to 22 July 2020 shows 61 per cent of respondents support the changes.

14. The vast majority (93 per cent) showed a level of concern with the number of death and serious injuries on New Zealand roads. Seven out of ten (71 per cent) respondents believe speed limit changes will help reduce the risk and / or severity of injury when crashes occur.

15. People especially supported speed limit changes near schools and kindergartens (86 per cent support), in local town and shopping centres (76 per cent) and on rural roads with high crash rates (71 per cent). Data shows that within the city centre, the speed limit change has had little to no impact on average journey times. Where increases in average journey times have occurred, these have generally been small. Data shows that the speed limit change has had little to no impact on average journey time, since average travel speeds tended to already be at or below the new speed limits.

16. Setting safe speed limits is just one part of Auckland Transport’s road safety investment between 2018 and 2028. In 2018 and 2019, Auckland Transport delivered approximately $45 million of safety engineering improvements, as well as increased road safety education.

AMETI - Eastern Busway

17. In setting the council’s Emergency Budget 2020/2021 confirmed its commitment to AMETI - Eastern Busway, Auckland Transport’s largest project. This $1.4 billion project is New Zealand’s first urban busway. The busway will provide congestion free, bus only lanes for commuters from Botany to Panmure.

18. It is unlikely that the changes in the Emergency Budget 2020/2021 will have a significant effect on the project’s timeline, scope or design.

19. Last month, the project created some unexpected traffic congestion. Auckland Transport staff monitoring traffic onsite, the operations centre and the public all reported problems. Auckland Transport reacted quickly taking action to inform the community and help manage the situation by:

a) installing electronic message boards in the area and on the Ellerslie-Panmure Highway advising people to use the Pakuranga Highway

b) paying for radio advertising advising people to use this alternative route

c) using social media messaging including through Auckland Transport, Auckland Council and paid channels.

20. Full capacity between Queens Road and Lagoon Drive as well as Church Crescent and Lagoon Drive returned in early July 2020 and we expect that traffic will improve as a result.

21. In late July and early August 2020, eastbound traffic will be redirected onto busway lanes between Panmure Bridge and Ti Rakau Drive, Pakuranga. This change will remain in place until late 2020. The change will include some turning restrictions into and out of side streets but there will be no reduction in the number of lanes. However, Auckland Transport does expect traffic will initially slow down as people get used to the new layout. Advertising for this change started in July 2020. Figure two shows the proposed changes.

Figure Two – Pakuranga Road new layout

22. Auckland Transport warns that major road closures are planned at the intersection of Pakuranga Road and Ti Rakau Drive that will cause three to four days of re-routing. The exact dates are not confirmed yet, but the closure is planned for Labour Weekend. As it has been recommended to complete this over a long weekend when traffic is expected to be lighter as opposed to having long running intermittent closures during normal traffic flows.

23. Auckland Transport has selected its alliance partners for the next stages of the project and a planned timeline was discussed with both the local board and key community members in late July 2020:

· Mid / Late 2020: A period of consultation and engagement with stakeholders and landowners to establish a detailed process and timeline

· 2021:

o consultation with effected landowners and the wider community

o a Notice of Requirement process confirming properties (or parts of properties) that need to be purchased along the route will begin

o enabling works will begin such as preparing areas for larger projects i.e. moving utilities, compacting ground to stablise it for building large structures on etc.

· 2022 – 2025: Construction period.

24. The project is tracking well and on budget with a planned finish by 2025. Recently, the project created a couple of periods of congestion that were swiftly addressed. As the project, progresses there will be occasional issues given its size and scale.

25. In this report, Auckland Transport has raised two possible issues in the near future and mitigating these by advertising widely to let the community know. A project this size requires patience and we all need to work together to make sure the community are informed and know that any inconvenience is temporary.

Community Safety Fund (CSF)

26. Over two years, the CSF planned to deliver a total of $20 million distributed across all 21 local boards. It is strictly for road safety initiatives and is designed to deliver safety projects identified by the local board and ward councilors.

27. A local board’s share of the fund is derived from a formula that assesses the number of deaths and serious injuries in that area.

28. The Howick Local Board’s share of the CSF is $985,896.

29. Howick Local Board has two CSF projects and progress is reported below:

a) Botany Downs Secondary College Crossing Point – The project to improve crossing facilities for Botany Downs Secondary College students crossing Chapel Road.

b) Flatbush School Road Temporary Pedestrian Bridge – Building a temporary bridge over the Flat Bush Culvert (on Flatbush School Road).

30. As the Emergency Budget 2020/2021 has been confirmed, Auckland Transport is reviewing all CSF projects. It is possible projects will be delayed or potentially stopped. At this stage, Auckland Transport will continue to record the projects and when the budget review process is completed, more detailed information will be provided to the board on the status of their two CSF projects.

Tātaritanga me ngā tohutohu

Analysis and advice

31. This section of the report contains information about local projects, issues and initiatives. It provides summaries of the detailed advice and analysis provided to the local board during workshops and briefings.

Local Board Transport Capital Fund

32. The LBTCF is a capital budget provided to all local boards by Auckland Council 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. Projects must also:

a) be safe

b) not impede network efficiency

c) be in the road corridor (although projects running through parks may be considered if they support a transport outcome).

33. The fund allows local boards to build transport focused local improvements in their areas.

34. At the beginning of this electoral term, the local board was allocated approximately $7.8 million of LBTCF to spend. However, all Auckland Transport’s budget and expenditure is being reviewed in response to the COVID-19 impacts to the council family.

35. At the time this report was written, Auckland Transport was analysing and considering the financial impacts of the COVID-19 pandemic on its work programmes. The Emergency Budget 2020/2021 provides an allocation of $5 million in this financial year across the 21 local boards.

36. In August 2020, Auckland Transport plans to finalise the amount of LBTCF available and to provide quality advice to local boards about how the available money is utilised.

37. Auckland Transport staff will keep the local board informed at an upcoming workshop in August 2020 once the financial impacts are realised from the Emergency Budget 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

39. 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

40. Auckland Transport continues to work with Auckland Council’s Community Facilities team to identify possible projects that could be delivered together such as sections of the Howick Walking and Cycling Network Plan using LBTCF funding.

41. Auckland Transport is still assessing the impacts of the Emergency Budget 2020/021. Once this is understood, development of possible options with Community Facilities will continue. Advice will be provided to the board on the progress of this by September 2020.

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

Local impacts and local board views

Auckland Transport consultations

42. Over the last reporting period, Auckland Transport liaised with the local board on two local projects, a summary is included as Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

43. There are no specific impacts on Māori for this reporting period. AT is committed to meeting its responsibilities under Te Tiriti o Waitangi-the Treaty of Waitangi-and its broader legal obligations in being more responsible or effective to Māori. Our Maori Responsiveness Plan outlines the commitment to with 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

Ngā ritenga ā-pūtea

Financial implications

44. Receiving this reports has no direct financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. The proposed decision to receive the report has no risks. Auckland Transport has risk management strategies in place for all of its projects.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of Consultation Information	43

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager, Auckland Transport

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

Approval of the Howick Local Board community services work programme 2020/2021

File No.: CP2020/11048

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 identified in the Howick Local Board Plan 2017:

· Outcome 1: Involved and connected communities

· Outcome 3: Valuing our cultural diversity

· Outcome 5: Our people are active and healthy.

5. COVID-19 put significant pressure on Auckland Council’s finances. The Emergency Budget 2020/2021 was adopted by the Governing Body in July 2020 (resolution 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 $1,811,941, 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 2020/2021 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 the 2020/2021 financial year is $20,004,328. This budget is direct operational expenditure only, it does not include revenue and excludes depreciation and finance costs if applicable.

10. Projects from the 2019/2020 work proramme 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 Howick Local Board:

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

b) note that activities with locally driven initiatives (LDI) operational budget carried forward from the 2019/2020 work programme are included in the 2020/2021 work programme (Attachment A of 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 one shows the business objectives and strategic alignment for community services departments. These also guided the development of the work programme.

Table One: 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 2020/2021 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 2020/2021. Staff discussed proposed changes at workshops with the local board on 30 July and 6 August 2020.

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

Community venues: Howick Information Service

23. Auckland Council provides art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection.

24. Staff have been requested to provide advice about how the Arts, Community and Events (ACE) venues service can be adjusted to achieve the savings of the Emergency Budget 2020/2021.

25. There are two elements to these impacts:

· reduction in programming budget and delivery

· level of services changes linked to staffing reduction.

26. In the Howick Local Board this will affect the following programming budgets for ACE venues:

Table Two: Affected community venues programming budget

Community venue	Pre-COVID programming budget	Savings at 3.5 per cent	Total 2020/2021 programming budget
Howick Information Service	$25,552	$5098	$20,453

27. The local board has the option to top this budget from their Locally Driven Initiatives budget.

28. Staff have developed options to respond to the staff reductions and recommend that the level of service from the Howick Information Service be adjusted to account for the staff reduction.

29. It is recommended that staff explore repositioning the service as a community-led community centre, by working with proven local organisations and utilising the available programme operating expenditure (opex).

30. This option facilitates the council to reach the required Emergency Budget 2020/2021 savings, whilst also ensuring that service levels and programmes are maintained.

Libraries: Botany Library, Highland Park Library, Howick Library, Pakuranga Library

31. Libraries will have no reductions to approved standard opening hours: 224 hours per week across four libraries.

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

33. 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 the 2020/2021 financial year.

Pools and leisure centres

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

· 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.

35. 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 the use of aqua run in the pool or fitness boot camps.

36. At the 30 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

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

38. The proposed work programme has a total LDI operational budget value of $1,811,941, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

39. 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

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

41. 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

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

Table Three: Climate impact assessment of proposed activities

ID number	Activity name	Climate impact
151 152 153 154	Leisure facility operations: · Pakuranga Leisure Centre · Howick Leisure Centre · Lloyd Elsmore Pool and Leisure Centre · Marina Fitness	In partnership with Community Facilities operations, pools and leisure facility managers are identifying opportunities to reduce climate impact by reducing energy consumption
160	HW: Ngahere (Urban Forest) Growing programme FY21	· 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.
161	HW local parks: 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,
710	Healthy Howick: Placemaking connectedness and sustainability	Progress the implementation of the Healthy Howick initiative through neighbourhood building and sustainability: · activate communities to develop social innovation initiatives in waste reduction and environmental protection · establish and maintain gardens and orchards in communities and schools.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43. 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

44. 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 Howick Local Board Plan 2017.

45. 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.

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Table Four: Māori impact assessment of proposed activities

ID number

Activity name

Activity description

712

Māori Engagement: Improving responsiveness to local Māori Howick

Work with mana whenua and Matawaaka to:

· identify aspirations and priorities for local Māori

· opportunities to run events and programmes

· create a framework to facilitate relationships with council and increase civic participation.

1275

Whakatipu i te reo Māori - we grow the Māori language

Celebrating te ao Māori and strengthening responsiveness to Māori - Howick

· 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.

49. 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.

50. 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

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

52. The total community services work programme LDI operational budget for the 2020/2021 financial year is $1,811,941. This budget was unaffected by the Emergency Budget 2020/2021.

53. ABS budgets were reduced due to the Emergency Budget 2020/2021 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 the 2020/2021 financial year is $20,004,328. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

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

55. 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.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. 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.

58. 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.

59. 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.

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

61. 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.

62. 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.

63. 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

64. 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.

65. 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	53

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

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

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

File No.: CP2020/10585

Te take mō te pūrongo

Purpose of the report

1. To approve the Howick 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 Howick 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 Howick Local Board Plan 2017:

· A treasured environment

· Involved and connected communities

· Our future growth is managed effectively

· Our people are active and healthy

· Valuing our cultural diversity.

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. The 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 Development Auckland 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 Howick Local Board:

a) approve the Community Facilities work programme 2020/2021 and associated budget (Attachment A – build, maintain, renew and Attachment B – leases of 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 – leases of the agenda report).

c) approve the Risk Adjusted Programme (RAP) projects identified in the work programme (Attachment A – build, maintain, renew of 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 Howick Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· A treasured environment

· Involved and connected communities

· Our future growth is managed effectively

· Our people are active and healthy

· Valuing our cultural diversity.

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

· Howick Local Board Plan 2017

· Howick Heritage Plan 2016

· Howick Walking and Cycling Network Plan 2018

· Community Facilities Network Plan Action Plan 2019

· Howick Village Centre Plan

· Greenmount Park Concept Plan

· Barry Curtis Park Master Plan.

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 the Howick 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 capital expenditure (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.

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 one shows key projects included in the work programme.

Table One: Key projects in the work programme

ID number	Activity name	Activity description	FY21 Budget	Total Budget
20448	Cockle Bay Reserve – renew play assets and fence	Renew play assets, fence and seating at Cockle Bay Reserve. FY18/19 - investigation and design. FY19/20 to FY21/22 - planning and physical works. (FY19/20 - $60,000 - LDI Capex contribution) Risk Adjusted Programme (RAP) project	$49,533	$262,214
27333	Barry Curtis Park - upgrade and improve event infrastructure	Design and upgrade event infrastructure at Barry Curtis Park to support additional events. FY19/20 - investigation, design and scope. FY20/21 to FY21/22 - physical works. (FY20/21 - $8,000 - LDI Opex contribution)	$8,000	$398,000
18657	Howick - renew park play spaces	Renew play equipment and play spaces at various sites including playgrounds and half courts. Sites identified for renewal works include but not limited to: Browns Avenue Reserve, Grace Campbell Reserve, Meadowlands Park and Orangewood Reserve. FY19/20 - investigation and design FY20/21 - complete concept design FY21/22 to FY23/24 - physical works Risk Adjusted Programme (RAP) project	$180,000	$704,658
18464	Howick – renew skate parks	Investigate the skate parks in the Howick area to ensure they are fit for purpose. FY19/20 to FY20/21 - investigate, scope and design works to renew the skate facilities. Options to be presented to the local board for consultation. FY22/23 to FY23/24 - deliver physical works. (FY20/21 - $20,000 - LDI Opex contribution)	$120,000	$520,200
17203	Howick Recreation Centre – comprehensive renewal	Comprehensive renewal of the Howick recreation centre including roof replacement and the air conditioning system. FY18/19 - investigation and design FY19/20 - complete concept design FY20/21 to FY23/24 - physical works Risk Adjusted Programme (RAP) project	$150,000	$1,479,815
16641	Ostrich Farm - design and consent - sand slits, drainage and irrigation work	Design and consent for physical works for sand slits, drainage, irrigation and lights. FY19/20 - investigation and design FY20/21 - complete concept design FY21/22 - physical works Risk Adjusted Programme (RAP) project	$120,000	$6,407,715
20066	Pohutukawa Avenue Esplanade Reserve - improve access	Install stair access as a health and safety measure following a land slip. This work is required to ensure fit for purpose and allow for maintenance access. FY18/19 - investigate, scope and plan physical works FY19/20 to FY20/21 - deliver physical works	$165,000	$182,530

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 Lloyd Elsmore Park’s renewal of the BMX track drainage has meant that Lloyd Elsmore Park’s renewal of the carpark has been staged over multiple years.

29. The proposed work programme in Attachment A contains:

· number of projects (excluding leases and contract lines) over three years: 52.

· indicative cost for proposed projects in the 2020/2021 financial year: $1,678,720.

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 financial year so that they can be delivered early in the event that other projects approved for delivery in the 2020/2021 financial year 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 local board’s, 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 activities 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 quarterly reporting. Community Facilities is also providing additional regular updates to all elected members on contractor performance.

Community 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 activities 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 memo 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 are three activities in the 2019/2020 Community Facilities work programme that had budget allocated from the Howick Local Board locally driven initiatives (LDI) operational budget 2019/2020, with a combined budget allocation of $159,500.

54. These activities have been included in the 2020/2021 work programme, and the LDI operational budget allocations carried forward from the 2019/2020 to the 2020/2021 financial year.

55. In addition to those activities carried forward there are eight new LDI Opex projects in the 2020/2021 work programme with a combined budget allocation of $150,130.

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 Howick 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 the COVID-19 pandemic and the Emergency Budget 2020/2021 have resulted in a reduced renewals budget per local board and significantly reduced development budgets such as growth.

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

Table Two: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$1,061,058	$2,449,239	$1,626,804
Renewals - Proposed Allocation	$1,060,750	$2,448,587	$1,626,500
Renewals - Unallocated budget	$308	$652	$304

Growth and Development - Allocation	$0	$0	$0
Coastal Renewals - Allocation	$0	$150,000	$407,383
Slips Prevention - Allocation	$334,840	$89,871	$77,500

LDI Capex - Proposed Allocation	$18,000	$699,176	$45,063

LDI Opex - Proposed Allocation (including carry forwards)	$150,130	$0	$0

One Local Initiative (OLI) Allocation	$0	$3,100,000	$0

LTP Specific Projects	$120,000	$6,422,668	$1,777,000

External Funding	$0	$0	$0

Kauri Dieback (NETR) Funding	$0	$85,000	$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, 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.

Ngā koringa ā-muri

Next steps

71. 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.

72. 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 work programme - build, maintain, renew 2020 - 2023	81
b ⇩	Community Facilities work programme – leases 2020 - 2023	93

Ngā kaihaina

Signatories

Author

Angie Bennett - Work Programme Lead

Authorisers

Rod Sheridan - General Manager, Community Facilities

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

Approval of the Howick Local Board environmental services work programme 2020/2021

File No.: CP2020/10646

Te take mō te pūrongo

Purpose of the report

1. To approve the Howick Local Board environmental services work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board environmental services 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 Howick Local Board Plan 2017: ‘

· Outcome 4: A treasured environment incorporating the following objectives:

o our natural and built environment is well-managed

o reduce waste through recovery, reuse and recycling.

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

· Tāmaki Estuary Environmental Forum – $9000

· Waste minimisation in schools – $45,000

· Pest free Howick – $150,000

· Litter Intelligence: Education and action for a litter-free Howick – $15,000

· Sediment related water quality testing – $25,000

· Howick stream improvement programme – $111,100

· Construction waste enforcement and leadership – $46,000.

6. The proposed work programme has a total value of $401,100, 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 Howick Local Board:

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

Activity name	2020/2021
Tāmaki Estuary Environmental Forum	$9000
Waste minimisation in schools	$45,000
Pest free Howick	$150,000
Litter Intelligence: education and action for a litter-free Howick	$15,000
Sediment related water quality testing	$25,000
Howick stream improvement programme	$111,100
Construction waste enforcement and leadership	$46,000
Total	$401,100

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.

10. 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 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.

12. The work programme responds to the outcomes and objectives that the local board identified in the Howick Local Board Plan 2017. The specific outcome and objectives reflected in the work programme include Outcome 4: A treasured environment with the objectives, ‘our natural and built environment is well-managed and maintained’, ‘our coastal environment is well managed and maintained’, and ‘reduce waste through recovery, reuse and recycling’.

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

· Auckland’s Low Carbon Strategic Action Plan

· National Policy Statement on Freshwater Management

· Waste Management and Minimisation Plan

· Regional Pest Management Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

14. 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.

15. 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.

Tāmaki Estuary Environmental Forum - $9000

16. To achieve the Local Board Plan 2017 objective to ‘support prevention of pollution at the source through a proactive educational programme’, the board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2020/2021 financial year.

17. The Tāmaki Estuary Environmental Forum includes the Maungakiekie-Tāmaki, Ōrākei, Howick, Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

18. In the 2019/2020 financial year, the five member local boards each provided $5000 to co-fund the Tāmaki Estuary Environmental Forum coordinator. Further funding is sought for the 2020/2021 financial year to continue maintain coordinator support for 12 hours per week to progress the forum’s vision for the Tāmaki Estuary.

19. In the 2020/2021 financial year, the proposed budget for this activity has been increased to $9000 for each of the five member boards. This additional funding will support Tāmaki Estuary Clean Stream Watch, a new community stream monitoring and response project, through which real time data will be captured to monitor stream water quality. This project would involve a high amount of community engagement including community guardianship of each sensor.

20. The additional funding will also enable the forum to commission scientific research to explore how native and endemic shorebirds utilise the Tāmaki Estuary. This research will build upon a strong foundation of citizen science reports prepared by local experts, as well as work commissioned by the forum in 2018 that identified key night roosting sites within the estuary and the species that were present.

Waste minimisation in schools - $45,000

21. To achieve the Local Board Plan 2017 objective ‘reduce waste through recovery, reuse and recycling’, the board has indicated it would like to continue to support this project to deliver environmental education and waste minimisation in local schools in the 2020/2021 financial year. The board contributed $40,000 to the first year of this project in the 2019/2020 financial year.

22. The purpose of this project is to support schools to develop and establish effective food waste management systems for reducing their waste to landfill. It is recommended the board allocate $45,000 to fund the following school waste minimisation initiatives in the 2020/2021 financal year:

· a part-time community waste coordinator (eight hours per week) to maintain the actions of schools already engaged in the project and increase the number of early childhood centres and new schools participating. The coordinator will also undertake data collection ($14,000)

· the purchase of equipment to establish waste management systems in schools ($20,000)

· an education programme on carbon footprints for schools ($5000)

· mentoring from schools who have made a significant reduction to their waste to share the process with new schools ($5000)

· a community waste-free event ($1000).

Pest free Howick - $150,000

23. To achieve the Local Board Plan 2017 objective ‘our natural and built environment is well-managed’, the board has indicated it would like to continue to support the development and implementation of pest free Howick initiatives in the 2020/2021 financial year. The board contributed $150,000 to this project in the 2019/2020 financial year.

24. It is recommended the board allocate $150,000 to fund the following package of pest free initiatives in the 2020/2021 financial year:

· a part-time contractor to assist staff with planning and leading the facilitation and coordination of pest free Howick activities ($35,000)

· enhancing the ecological and recreational values of high value parks through pest plant and animal control ($20,000)

· pest plant reduction on Te Naupata / Musick Point through assistance on mana whenua owned land as well as reducing pest plant seed dispersal risks to the inner gulf islands ($4000)

· ongoing animal control on Te Naupata / Musick Point working with mana whenua ($12,000)

· community awareness and education initiatives to encourage and enable individuals and groups such as the Society Totally Against Moth Plant (STAMP) to control pest plants, host weed swaps, and operate a trap library ($10,000)

· empowering local students and community groups to control pest animals through local board assisted education programmes and equipment supply ($22,000)

· restoration and community assistants to work in conjunction deliver projects in conjunction with sustainable schools ($40,000)

· pest plant control and planting maintenance on Ōtara Creek to enhance biodiversity and improve water quality ($7000).

25. Te Naupata / Musick Point forms part of a main biodiversity link that encourages native fauna to navigate between the Hauraki Gulf islands and the mainland. Staff will continue to focus on this area for both pest plant and animal control programs and work closely with mana whenua to enable them to manage pests on their own land.

Litter Intelligence: education and action for a litter-free Howick - $15,000

26. To achieve the Local Board Plan objective ‘reduce waste through recovery, reuse and recycling’, the board has indicated it would like to support a new project to establish a litter intelligence project that will enable behavioural change for waste minimisation in the 2020/2021 financial year.

27. It is recommended the board allocate $15,000 to fund the litter intelligence project in the 2020/2021 financial year. This project will fund Sustainable Coastlines to collect data, provide insights, and inspire action for a litter-free Howick. It is designed to inspire and enable educators and students to take action while gaining curriculum credits.

28. This project will reinforce the link between consumer choices and the resultant end-of-life impact of those choices. Initiatives will include:

· the coordination and delivery of two professional development workshops for school teachers

· engaging and supporting three local schools to be involved in the litter intelligence education programme

· deliver training sessions with two local community groups to facilitate the litter intelligence education programme

· deliver ‘citizen scientists’ training to students at three local schools

· conduct a survey on beach litter.

Sediment related water quality testing - $25,000

29. To achieve the Local Board Plan objective ‘our natural and built environment is well-managed’, the board has indicated it would like to continue to support a water quality testing project aimed at reducing sedimentation in receiving environments in the 2020/2021 financial year. The board contributed $25,000 to this project in the 2019/2020 financial year.

30. The purpose of the project is to determine the levels of sediment contaminants being discharged into Howick waterways as a result of small building site development activity. Water quality data will need to be collected for at least three years and will provide input into the regional strategic approach to sediment programme. This is the second year of this project.

31. This project will help to quantify of the impact of small sites development on sedimentation in Howick waterways. Testing and analysis will identify contaminants present in stormwater discharge and help to determine if soil or sedimentation is a vector for contaminants. It is recommended that the board allocate $25,000 towards this programme in the 2020/2021 financial year.

Howick stream improvement programme - $111,100

32. To achieve the Local Board Plan objective ‘our natural and built environment is well-managed’, the board has indicated it would like to increase their support for initiatives that improve water quality and stream environments in the 2020/2021 financial year. The board allocated $80,000 towards this project in the 2019/2020 financial year.

33. It is recommended the board allocates $111,100 to fund the following package of water improvement and stream restoration initiatives in the 2020/2021 financial year:

· Ōtara Waterways Trust coordinator to undertake strategic planning, project management, and meeting coordination ($19,220)

· Stream Team manager to provide expert restoration advice, develop restoration plans, and manage the training and scheduling of work for the stream team ($9,380)

· continuation of the trust’s communications campaign ($2,500)

· delivery of community planting projects including the continuation of the adopt a spot programme in two new sites ($30,000)

· planting maintenance at four sites along the Ōtara Creek catchment which were planted in previous years ($25,000)

· delivery of one Neat Streets event ($15,000)

· an industry education ‘field day’ event focused on water quality improvement and pollution prevention ($10,000).

New project: Construction waste enforcement and leadership - $46,000

34. To achieve the Local Board Plan objective ‘our natural and built environment is well-managed’, the board has indicated it would like to support new initiatives that address illegal dumping of construction and demolition waste in the 2020/2021 financial year.

35. It is recommended the board allocate $46,000 to engage a construction and demolition waste advisor to work with builders and developers to improve site practices and act in a reporting function for compliance. The advisor will focus on:

· weekly surveillance and reporting of breaches of the Litter Act 1979, the Solid Waste Bylaw 2012 and the Building Act 2004 to the appropriate compliance teams in the council

· verbal engagement with builders and developers to promote installation of silt and security fences to prevent littering, and to encourage improving site waste practices related to littering and problematic materials such as polystyrene

· developing three examples of leading practice by builders and developers in the Howick Local Board area to promote through industry associations such as Master Builders.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Table One: Climate impact assessment of proposed activities

Activity name	Climate impact
Pest free Howick	Pest control supports native forests by reducing browsing and restoring normal ecosystem function, leading to improved carbon sequestration (storing carbon in a solid form)
Sediment related water quality testing	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
Howick stream improvement programme	Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity, and carbon sequestration (from riparian planting). These services are enhanced when the ecosystems are restored, which is the aim of this project
Construction waste enforcement and leadership	These projects all work to minimise waste to landfill. 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 to taking practical steps to reducing a proportion of these waste-related emissions
Waste minimisation in schools
Litter Intelligence: education and action for a litter-free Howick

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. 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.

38. The sediment related water quality testing and construction waste enforcement and leadership projects will gather data which will be used to inform projects led by the Natural Environment Strategy team in the Chief Planning Office.

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 Howick Local Board area. Particular focus areas for the 2020/2021 work programme include Flat Bush and the Ōtara creek catchment.

40. The projects noted above align with the Local Board Plan Outcome 4: A treasured environment. 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. Table two outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table Two: Māori impact assessment of proposed activities

Activity name	Māori impact
Tāmaki Estuary Environmental Forum (Howick)	No direct Māori engagement will be undertaken as part of this project, however there is opportunity for local iwi to participate in the forum. The forum’s mission will enhance cultural values of the land and water by restoring mauri of the Tāmaki Estuary
Waste minimisation in schools	The framework and resources used in this programme will educate students about Māori perspectives, Mātauranga Māori, and Māori Tīkanga. Links will be made within schools to be fully inclusive and work with school marae where appropriate. Ngai Tai ki Tāmaki, Matariki Marae, and other local iwi will be invited to collaborate on this project
Pest free Howick	Part of this project will involve working with mana whenua at Te Naupata / Musick Point. This site has significance to iwi, and iwi representatives have expressed interest in carrying out work on this land. In the 2019/2020 financial year they set up a bait station and trap network which they are actively managing with the support of council staff. This will help to enhance cultural values of this land through the preservation of native flora and fauna via pest animal control. Part of the budget for the 2020/2021 financial year has been allocated to engage iwi directly with managing pest animals on iwi land
Howick stream improvement programme	Mana whenua will be informed about this project and will be asked to provide feedback on the project through the Healthy Waters Mana Whenua Forum meetings

43. 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

44. The proposed environment work programme budget for the 2020/2021 financial year is $401,100 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for the 2020/2021 financial year.

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

Table Three: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Tāmaki Estuary Environmental Forum	· the community may not be interested in being involved in the monitoring project or follow through with collecting data · low attendance of the forum would mean that coordinator hours do not achieve value for money in times spent organising meetings and volunteer activities.	· the coordinator will follow up and support the community on the monitoring project where needed · the forum will continue to hold bi-monthly meetings to ensure engagement continuity. The coordinator will continue to update the forum’s socials media to maintain community engagement.	Low
Waste minimisation in schools	· the contractor is unable to continue in this role · lack of school engagement or change in school staff which may impact on teacher and school engagement	· other contractors who could deliver this project have been identified · the project has been designed to have relevance to schools’ curriculum topics and therefore change in staff will likely have little impact.	Low
Pest free Howick	· staff are unable to engage a contractor · there is a community change in demand and values · school programmes are too busy or are not interested in being involved.	· a contractor has been engaged previously and other contractors who could deliver the project have been identified · staff do not believe that a change in demand is likely as the project has been strongly supported by the community for the past two years · schools have indicated strong interest in this project in past years.	Low
Litter Intelligence: Education and action for a litter-free Howick	· there is a risk of low community interest in the project.	· Sustainable Coastlines is a large organisation with high levels of community engagement and therefore this is a low risk.	Low
Sediment related water quality testing	· staff are unable to engage a contractor.	· a contractor for this project has been identified and is available and willing to undertake the work.	Low
Howick stream improvement programme	· weather events such as the drought may impact planting · there is a risk of low engagement from the local community.	· staff have contingency plans for adverse weather · Ōtara Trust have worked with the community for many years and have high levels of community engagement.	Low
Construction and demolition waste leaders	· lack of awareness or willingness by builders to engage with the project · language barriers in communicating with construction workers.	· staff have engaged with developers to gauge interest in this project and one developer has already signalled that they are interested in being involved · company representatives can be engaged to facilitate communication with their staff members who have language barriers.	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 ⇩	Environmental services work programme 20202021	107

Ngā kaihaina

Signatories

Authors

Prasanthi Cottingham - Relationship Coordinator

Jaimee Maha - Team Leader Relationship Advisory

Authorisers

Barry Potter – Director, Infrastructure and Environmental Services

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

Approval of the Howick Local Board external partnerships work programme 2020/2021

File No.: CP2020/10415

Te take mō te pūrongo

Purpose of the report

1. To approve the Howick Local Board external partnerships work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the local 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 Howick Local Board Plan 2017:

· Outcome 6: A prosperous local economy.

o Objective: Growth in local business activity which will provide increased employment.

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:

· Howick Village Business Association (HVBA) Business Improvement District (BID) top up funding of $30,000

· Greater East Tamaki Business Association (GETBA) BID top up funding of $15,000.

6. The proposed work programme has a total value of $45,000, 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 board’s quarterly performance reports.

Ngā tūtohunga

Recommendation

That the Howick Local Board:

a) approve the external partnerships work programme 2020/2021 (Attachment A).

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 has 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 activity.

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

· Outcome 6: A prosperous local economy.

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.

Howick Village Business Association (HVBA) BID top up – $30,000

13. To deliver support to their BID members, developing a post COVID-19 business support recovery plan. The plan will include identifying and surveying BID member needs, concerns and opportunities. The information collected is used to guide the delivery of support and assistance to BID members.

Greater East Tamaki Business Association (GETBA) BID top up – $15,000

14. To deliver BID member support in the recovery from COVID-19 pandemic. This will include information and education positioning GETBA to respond to business needs as the post pandemic world unfolds.

Presenting proposals to the local board

15. Both the HVBA and GETBA will present to the local board before the end of the first quarter in September 2020, with their detailed proposals on how they intend to utilise the funds. After local board consideration and feedback has been received, funding agreements will be developed and forwarded to HVBA and GETBA for signing.

16. The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. 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

18. 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

19. 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 these workshops have informed the recommended work programme.

20. The activities in the proposed work programme align with the Howick Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

21. 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

22. The proposed external partnerships work programme budget for 2020/2021 is $45,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. 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.

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

Table One: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Howick Village Business Association BID top up	Not implementing the recovery plan	Quarterly reporting on progress	Low
Greater East Tamaki Business Association BID top up	Not implementing the recovery plan	Quarterly reporting on progress	Low

25. 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

26. 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.

27. 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 ⇩	External partnerships work programme 2020/2021	115

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Howick Local Board

17 August 2020

Approval of the Howick Local Board local economic development work programme 2020/2021

File No.: CP2020/11057

Te take mō te pūrongo

Purpose of the report

1. To approve the Howick Local Board local economic development work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s local economic development 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 that the local board identified in the Howick Local Board Plan 2017:

· Outcome 6: A prosperous local economy.

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:

· Howick Tourism Development - $27,500

· Young Enterprise Scheme - $3500.

6. The proposed work programme has a total value of $31,500, 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 Howick Local Board:

a) approve the local economic development work programme 2020/2021 (Attachment A of the agenda report).

Horopaki

Context

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

· Outcome 6: A prosperous local economy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Howick Tourism Development – $27,500

13. East Auckland Tourism (EAT), in conjunction with the Howick Local Board and ATEED, develops and delivers local interventions and strategies to attract, grow and retain visitors to the area.

14. EAT has proven a high-quality agent for change in the Howick Local Board area and is also a successful collaborator across adjoining local board areas.

15. To date EAT has achieved exceptional results on the bare minimum of paid staff hours and a considerable amount of unpaid activity. The EAT 12-month strategic plan is mindful of the need for sustainable business activities, especially at this time of need in one of the key affected markets. The funds from the local board will be issued as a grant and will be used for activities such as exploring funding opportunities for approved projects, developing local tourism operators' capabilities and promoting Howick as a visitor destination by building relationships with other businesses and associations in the region.

Young Enterprise Scheme – $3500

16. Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for Year 12 and 13 students.

17. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

18. The funding from the local board will support the delivery of the overall YES program, including the Kick Start days in February 2021 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days are the first day students get to meet the Young Enterprise team, and find out about their 2021 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

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 local economic development 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 Howick Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Table One: Māori impact assessment of proposed activities

Activity name	Māori impact
Howick Tourism Development	Improved awareness of East Auckland as a historical and cultural destination with strong interest to visitors
Young Enterprise Scheme	In implementing the YES Māori students at participating schools will be able to benefit from the experience and learnings from the YES

24. 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

25. The proposed local economic development work programme budget for the 2020/2021 financial year is $31,500 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for the 2020/2021 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. 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.

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

Table Two: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Howick Tourism Development	Tourism is the significantly impacted industry under COVID-19 with subsequent loss of higher value international tourists likely for the next 18 months	The programme developed by East Auckland Tourism, in conjunction with the support and advice from ATEED is focused on the local Aucklanders and out of town New Zealanders continuing or increasing their visitation	Medium
Young Enterprise Scheme	There is a risk that the Kick Start days do not proceed due to changes in the COVID-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified	Medium

28. 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

29. 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.

30. 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 ⇩	Local economic development work programme 2020/2021	123

Ngā kaihaina

Signatories

Author

Chris Lock - Senior Strategic Advisor

Authorisers

John Norman – Strategic Planning Manager

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Chairperson	Adele White
Deputy Chairperson	John Spiller
Members	Katrina Bungard
	Bo Burns
	David Collings
	Bruce Kendall
	Mike Turinsky
	Bob Wichman
	Peter Young, JP

No.	Title	Page
a ⇩	Workshop record 2 July 2020	127
b ⇩	Workshop record 9 July 2020	129
c ⇩	Workshop record 16 July 2020	131
d ⇩	Workshop record 23 July 2020	133
e ⇩	Workshop record 30 July 2020	135

Author	Vanessa Phillips - Democracy Advisor
Authoriser	Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards