Agenda of Maungakiekie-Tāmaki Local Board

No.	Title	Page
a ⇩	Councillor Josephine Bartley Monthly Update	9

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Chair C Makoare Monthly Report	15

Maungakiekie-Tāmaki Local Board

25 August 2020

CCO Review report feedback

File No.: CP2020/11760

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the report of the independent panel’s review of Auckland Council’s council-controlled organisations (CCO).

Whakarāpopototanga matua

Executive summary

2. The independent panel that was set up to conduct a review of CCOs concluded its review at the end of July 2020 and has now submitted its findings (hereafter Review).

3. The Review is available online at: https://ourauckland.aucklandcouncil.govt.nz/media/35576/cco-review-final.pdf

4. The Review investigated how effective the CCO model is and whether there were any viable alternatives; whether the council has adequate accountability measures and is using them effectively; and the CCO culture.

5. The Review found that the CCO model is the right one and clear benefits are evident but there is room for improvement. It found that the lack of strategic direction to CCOs is a key failing and that the council has available mechanisms to ensure accountability but is not using these effectively. The Review highlighted the need for strategic planning and direction, effective use of accountability mechanisms and increased monitoring of CCO performance. In terms of culture, the Review found little evidence of a group culture and highlighted a need for greater collaboration across CCOs (and with the council), especially when working with and responding to the public.

6. The Review proposes a package of 64 recommendations. One of these recommendations is for a proposed merger of RFA and ATEED.

7. The Governing Body will be considering the Review at its meeting on 27 August 2020 and has had informal discussions in workshops on its findings and recommendations. Local board chairs were invited to attend one of these workshops (19 August 2020).

8. The Governing Body is expected to give some direction and make decisions on the package of recommendations from the Review at its meeting on 27 August.

9. The Governing Body will also be receiving another report at its meeting on 27 August seeking a decision on the proposed merger of RFA and ATEED and outlining an implementation process for that work.

10. Local boards are invited to share their views, if any, on this issue in addition to general views about the Review.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) welcome the findings and recommendations in the review of CCOs by the independent panel

b) welcome the proposal in recommendation 34 on how to address CCO-local board engagement and request that this work be started as soon as possible

c) identify any views and preferences on the recommendation to approve a merger of two CCOs (namely Auckland Tourism, Events and Economic Development and Regional Facilities Auckland Limited)

d) note that local boards will be able to provide input on the other relevant CCO review recommendations as they are further developed for implementation

e) identify views and preferences, if any, on the other findings and recommendations in CCO review.

Horopaki

Context

11. In late 2019, the Governing Body requested a review of CCOs by an independent panel and directed the panel to focus on three key areas:

· the effectiveness of the CCO model, roles and responsibilities – how effective it is and whether there are viable alternatives

· the accountability mechanisms between CCOs and the council – are the mechanisms adequate

· the culture of CCOs – how do CCOs engage with and respond to the council and public concerns?

12. In conducting the review, the independent panel consulted CCOs, local boards, the Independent Māori Statutory Board, key stakeholders and requested public feedback. The panel received 2250 submissions and considered a wide range of written material (e.g. statement of intents, annual reports, local board and Māori engagement plans, council policies and plans). The panel also held workshops with councillors, local board chairs, CCO chief executives and chairs, and iwi as well as drop-in sessions with the public.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The Review concludes that the CCO model remains the right one for Auckland, as it strongly brings together business discipline, agile decision-making, a streamlined administrative structure, operational efficiencies and specialist skills and expertise that would not be possible if the council assumed direct control of CCO functions. The panel notes that most interviewees agree with this conclusion but also acknowledges that some submitters thought CCOs should be brought in-house.

14. The Review is divided into four parts – introduction, CCO model, CCO accountability and CCO culture. Each part is divided into three parts: the relevant facts and feedback, an assessment of current problems and the proposed improvements.

Part Two: CCO model

15. The Review concluded there were sound reasons why Auckland Tourism, Events and Economic Development (ATEED) and Regional Facilities Auckland Limited (RFAL) should remain as CCOs. However, given the similarities in the outcomes and potential duplication in some services, the Review recommends a merger of these entities. (recommendation 1)

16. Key recommendations relating to Auckland Transport (AT) that may be of interest to local boards include a recommendation to jointly prepare the regional land transport plan (recommendation 4) and reviews how AT designs, consults on, funds and implements minor capital works including how it involves local boards in the design of its annual work programme. (recommendation 6)

17. Key recommendations relating to Panuku that may be of interest to local boards are outlined in recommendations 8-14 and includes a recommendation that the council assumes responsibility from Panuku for identifying and deciding which non-service properties to sell (excluding Panuku project location areas (recommendation 11). This recommendation is highlighted because it addresses an area that has been of significant interest to some local boards (for example decisions to classify service properties as non-service).

18. The Review acknowledges the need for a property strategy as well as several other strategies on key issues that CCOs work on – water (specifically a three waters strategy), economic development and stadiums. (recommendation 14 and 15)

19. The panel also concluded that the council should review the way it requires CCOs to monitor and report on risks and risk mitigation measures. (recommendation 19)

Part Three: Accountability

20. The Review also highlighted the absence of strategic direction to CCOs and recommends the council draws up detailed, implementable strategies that give CCOs more strategic direction (recommendation 20) and establishes a strategic planning process to facilitate the necessary conversations between Governing Body and CCOs.

21. The panel also reviewed current accountability mechanisms and concluded that the council has available to it all the mechanisms it needs to hold CCOs accountable – both to the council and to the public. However, the Review concluded that in many instances the council was not using these levers as effectively as it could and in one important instance accountability powers are not used at all – referring to Sec 92 of the Local Government Auckland Council Act (LG(AC)A) which gives the council the power to direct a CCO to act in accordance with a plan or strategy.

22. Some concrete suggestions that address these issues include supporting the use of statement of expectations (recommendation 22), developing templates for statements of intent and a set of common key performance measures (recommendation 23), rewrite the governance manual to focus squarely on expectations of CCOs and removing policies to a separate document (recommendation 29) and exercising the statutory powers under Sec 92 of LG(AC)A if there are any concerns that a CCO is not acting consistently with any strategy (recommendation 33).

CCO/Local board relationship

23. The Review looked at the role of local board plans and local board engagement plans that are developed by CCOs to cement CCO-local board relationships and ensure CCO accountability (pages 60-61) and noted that the engagement plans were not particularly effective as an accountability mechanism. It also noted that there does not appear to be a recognised or consistent process in place so local boards can have a say about how elements of their local board plans can be included in a CCO’s statement of intent.

24. The Review concludes that the CCO-local board relationship is not working as it should and proposes a series of practical suggestions on how this can be reset. These are outlined in recommendation 34 and reads as follows:

Recommendation 34: CCOs and local boards reset how they engage with one another, by means of:

· a workshop to develop a more meaningful way for CCOs and local boards to work together

· the preparation of joint CCO engagement plans for each local board

· more initiative by local boards in integrating their own planning with CCO planning

· liaison between CCOs and local boards at a more senior level so CCOs can quickly remedy local board concerns

· the preparation of joint CCO six-monthly reports for each local board

· the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

25. The Review also outlined some practical recommendations that could improve the experience for local boards:

· development of joint engagement plans for each local board (reducing the number of plans from 105 to 21)

· combined CCO 6-monthly report

· recommend local boards present and share their plans with CCOs – to help improve engagement and to help CCOs understand local board aspirations and identify future work opportunities in the local board area

· liaison between CCO and local boards to be at a more senior level

· make better use of technology so boards and communities have up-to-date information

· CCOs to actively work with local boards at the planning stage of local projects so they can have meaningful input into their design, and also so boards can have a commitment to the projects and publicly support them.

26. The monitoring of CCOs is acknowledged as inadequate and under-resourced and recommends more resourcing towards this.

Community responsiveness

27. The Review also concluded that CCOs are not responsive enough to wider community concerns and recommends some improvements. (recommendation 41-43)

28. Recommendation 42 is for the council to give CCOs direction about what it considers the meaning of “commercial interest and public interest”, and how to balance these objectives.

Part Four: Culture

29. There are various recommendations to address issues that relate to the culture of CCOs. Included in these are recommendations that the CCO board membership should be more ethnically diverse, and include more mana whenua appointments.

30. The Review touched on practical issues such as branding, job descriptions, shared services including procurement, reporting to the council on complaints received and various others. The range of recommendations aimed at addressing these issues are contained in recommendations 44-64.

31. The Review highlighted that the public feedback on CCO culture-related issues was not overwhelmingly positive. It is noted that the public unquestionably regards CCOs and the council as not taking sufficient account of their views and recommends that the council and CCOs explore options to give ratepayers a more effective voice in what happens in Auckland.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Climate impacts were not considered for this report on procedural matters, however the impact of implementing individual recommendations, if any, will be considered as part of the programme of implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. The panel met with representatives of the council group including CCOs during its Review.

34. A joint submission by CCOs to the Review can be found online at: https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/council-controlled-organisations/stakeholderupdates/cco-joint-submission.pdf

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

Local impacts and local board views

35. During the review, the panel engaged with local board chairs, holding two workshops and meeting with some chairs individually and collectively following requests by these members to understand their views on the model and how engagement between local boards and CCOs could be improved.

36. Sixteen local boards also provided written submissions to the panel, three local boards reserved the right to provide further comment when the recommendations of the Independent Panel were released and two local boards did not provide feedback due to COVID-19 or other reasons.

37. Local board chairs were invited to the Governing Body workshop on 19 August where the panel presented their findings.

38. Local board views on these findings are not known as local boards have yet to formally consider the Review.

Tauākī whakaaweawe Māori

Māori impact statement

39. The Review elaborates on issues and recommendations relating to Māori responsiveness and relationships between CCOs and the Independent Māori Statutory Board and the Mana Whenua Kaitiaki Forum.

40. The panel found that there are adequate mechanisms to ensure CCOs comply with their obligations to Māori at governance and senior management levels. However, the use of the mechanisms requires attention. The panel received feedback that there is confusion about roles and relationships, lack of clear direction and collaboration. Recommendations 35-40 address their findings in this area.

Ngā ritenga ā-pūtea

Financial implications

41. Implementing the review will have financial implications. Some recommendations will provide cost savings (including merger of ATEED and RFAL) with more accruing over time.

42. The detail of financial implications will be presented in a report to the Governing Body.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. We have not undertaken a risk assessment for this procedural report. The risks associated with the Review findings and recommendations will be outlined to the Governing Body.

Ngā koringa ā-muri

Next steps

44. Governing Body will receive the report on 27 August and will give direction to staff and the CCO Oversight Committee on the implementation of the Review.

45. An update on the process for establishing an implementation work programme will be provided to the 22 September CCO Oversight Committee.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Helgard Wagener - Relationship Manager - Aotea / Great Barrier and Waiheke Local Boards
Authoriser	Louise Mason - GM Local Board Services

Maungakiekie-Tāmaki Local Board

25 August 2020

Auckland Transport Update August 2020

File No.: CP2020/11558

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Maungakiekie-Tāmaki Local Board (the board) on Auckland Transport (AT) matters in its area and on its Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. This report provides an opportunity to highlight Auckland Transport activities in the Maungakiekie-Tāmaki Local Board area and contains information about the following:

· general advice on the 2019-2022 Local Board Transport Capital Fund

· and the community Safety Fund;

· an update on the AMETI project;

· a progress update on the Glen Innes Bus layover project;

· general interest items on Covid-19 and the recovery of public transport; opening of the Community Bike fund; AT and supplier diversity in Aotearoa; confirmed funding for improving road safety around schools; the safe speeds programme – a month on;

· decisions of AT’s Transport Control Committee that affect the Maungakiekie-Tāmaki Local Board area.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport August 2020 update report.

Horopaki

Context

3. AT is responsible for all of Auckland’s transport services, excluding state highways. It reports on a monthly basis to local boards, as set out in its Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role of local boards within and on behalf of their local communities.

4. This report updates the Maungakiekie- Tāmaki Local Board on Auckland Transport (AT) projects and operations in the local board area, it updates the local board on their consultations and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

5. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by Auckland Transport (AT). Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of AT’s work programme. Projects must also:

· be safe

· not impede network efficiency

· be in the road corridor (although projects running through parks can be considered if there is a transport outcome).

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

7. With the Auckland Council’s emergency budget now confirmed, the LBTCF for the 2020/2021 Financial Year has been set at $5.0 million for allocation across the 21 local boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 2021/2022 and 2022/2023 financial years will form part of the Long-term Plan/Regional Land Transport Plan discussions but early indications are that these years will also see a more constrained capital programme than prior to the Covid-19 crisis.

8. The specific budget available for the LBTCF in 2021/2022 and 2022/2023 will be determined by the prioritisation of the capital programme through the RLTP and will be subject to the usual consultation and submission processes.

9. AT is analysing and considering the effects of Covid-19 on LBTCF budgets and local board work programmes. AT will attend workshops with each local board in August or early September to discuss and advise on the best use of the limited budget.

10. Before the Covid-19 situation developed, Maungakiekie-Tāmaki Local Board was developing a number of proposals for the 2019-2022 LBTCF allocation. Rough order of costs for these projects were requested but with the change in the budget allowance, estimated costs only have been prepared for these projects.

11. AT will attend a workshop with the board in early September 2020 to advise how the board might get the best value out of its 2019 -2020 LBTCF allocation.

Community Safety Fund Projects

12. The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Auckland Council.

13. Current indications are that this level of funding will be constrained even though Auckland Council recently indicated an increase in this budget. Projects will need to be prioritised according to DSI (death and serious injury) data and therefore local board community safety projects are unlikely to be delivered in the 2020/2021 financial year.

14. Public consultation and the design work on local board community safety projects is progressing, with a view to having projects designed and ready to go, when money becomes available.

15. The local board’s Community Safety projects are noted below.

· Selwyn St pedestrian safety improvements;

· Farringdon pedestrian safety improvements;

· Elstree Ave pedestrian safety improvements;

· Bailey Rd pedestrian safety improvements;

· Panama Rd School pedestrian safety improvements (installed;)

· Harris Rd pedestrian safety improvements (installed);

· Electronic speed feedback signs at Apirana Ave and Dunkirk Rd;

· Hamlin Rd pedestrian safety improvements (red-line project).

AMETI Update

16. The AMETI - Eastern Busway is Auckland Transport’s biggest project. It is worth $1.4 billion and is New Zealand’s first urban busway. The busway will eventually provide congestion free ‘bus only’ lanes for commuters from Botany to Panmure.

17. In setting the new emergency budget, Auckland Council confirmed its commitment to this project and it now seems unlikely that the changes proposed in the Emergency Budget will have any significant effect on the project’s timeline, scope or design.

18. Auckland Transport has now selected its alliance partners for the next stages of the project. The planned timeline is outlined below:

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

b) Throughout 2021: Throughout next year, the project’s focus will be to consultant mainly with effected landowners but also with the wider community.

c) During 2021 – It is planned that a Notice of Requirement process confirming properties (or parts of properties) that need to be purchased along the route will start next year,

d) During 2021 – The team is trying to start ‘enabling works’ or small pieces of construction work that prepare the areas for larger projects i.e. moving utilities, compacting ground to stabilise it for building large structures on etc.

e) 2022 – 2025: Construction period.

New Busway Bridge Launch

19. On 10 August 2020, Elected Members were invited to the busway bridge launch event.

20. As part of the $1.4b Eastern Busway a new bridge is being slowly pushed across the Tāmaki River. There are four spans and each one is connected to the section behind it. Each launch of the bridge is around 50 metres and takes up to ten days to inch across the river.

21. This construction method is a first for New Zealand and speeds up the assembly. The first of the steel bridge spans were delivered to the construction site earlier in the year and are the largest single steel spans ever to be fabricated in New Zealand. The new busway bridge is more than 200 metres in length and contains 1,000 tonnes of steel and 2,000 tonnes of concrete.

22. The bridge will be an integral part of the completed busway, supporting high frequency bus travel between Panmure and Pakuranga and eventually Botany once the full project is completed in 2025.

23. The bridge runs alongside the existing Panmure Bridge and will include new cycling and walking paths and lookout platforms.

AMETI Eastern Busway Traffic update

24. Last month the project created some unexpected traffic congestion. AT traffic monitoring staff, AT Operation Centre and the public all reported the problems. Auckland Transport reacted quickly by taking action to inform the community and help manage the situation including:

a) Installing electronic message boards in the area, particularly on the Ellerslie-Panmure Highway advising people to use Pakuranga Highway.

b) Paying for radio advertising advising people to use the alternative route.

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

25. Safety measures implemented as a result of issues experienced recently with traffic between Ellerslie-Panmure Highway and Queens Road, Panmure included barrier sticks, improved signage and firm road markings. AT has monitored the area since the improvements were made and we are not aware of any further incidents.

26. Some risky driver behaviour is still taking place at times with traffic attempting U-turns and illegal turns into Ireland Road - however these have decreased. Turning restrictions from Panmure to Ireland Road will be removed by October and residents / stakeholders are being informed of these timingsIn late July and early August, eastbound traffic will be redirected onto busway lanes between Panmure Bridge and Ti Rakau Drive. 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 lane numbers however, Auckland Transport expects traffic will slow initially as people get used to new layout. Advertising for this change started in July 2020. Figure 2 shows the proposed changes.

Figure 2 – Pakuranga Road new layout

27. A major closure is planned for three to four days at the intersection of Pakuranga Road and Ti Rakau Drive. The exact dates are yet to be confirmed but the closure is planned to coincide with Labour Weekend. The idea being that it is better to have a big impact for short time over a holiday weekend than to have a long running intermittent closure.

The Panmure Sign

28. The Panmure sign was removed in 2019 as part of Eastern Busway intersection work and is currently stored outside on a property in St Johns, Auckland.

29. AT will discuss a way forward for the sign and its relocation at a workshop in the coming month.

Glen Innes Bus Layovers – In Construction

30. AT is in the process of delivering four additional on-street bus layovers to support bus operations in Glen Innes. This is to complement the original four spaces that were delivered in 2018 to support New Network Central Suburbs rollout.

31. This expansion was required as it soon became clear that the operational requirements needed to support bus services in the area were in excess of what was initially envisaged. Once the new spaces are operational, it will allow better distribution of bus layover and reduce bus congestion issues at the southern end of Apirana Ave.

32. The project scope was widened significantly to incorporate a raised pedestrian crossing to improve pedestrian safety across Apirana Ave to the north of the town centre.

33. Due to conflicts with an existing traffic management plan, works at the bus layover site can only take place at weekends. Poor weather recently has delayed the work. The work is expected to be completed by mid-August.

COVID-19 Recovery for Public Transport

34. Throughout New Zealand’s response to COVID 19, Auckland Transport has played a role in providing essential public transport services, keeping roads open and making sure that projects re-opened quickly, and that project planning continued.

35. A key part of Auckland’s recovery is the 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. The number of people using public transport in Auckland has achieved the highest rate of usage since lockdown compared to 21 other major cities around the world based on research by the UITP (International Association of Public Transport)

36. Public transport use in Auckland now ranges between 68% and 74% compared to pre-COVID levels. With tertiary students, returning this month the figure is likely to increase.

37. Auckland Transport’s team and public transport service suppliers worked to encourage confidence in the use of public transport during all Alert Levels from 4 down to 1, including regular cleaning and fogging of vehicles, physical distancing on board, use of AT Mobile APP to indicate space on board relative to physical distancing and quick changes to service timetables.

38. Recovering public transport patronage is important for council because public transport provides a significant amount of operational revenue.

Community Bike Fund Open for Applications

39. Community groups around Auckland can now apply for a fund which encourages more people to ride bikes, more often.

40. Auckland Transport’s (AT) Community Bike Fund is now in its third year. The fund is part of AT’s ongoing commitment to support cycling as a transport choice.

41. Past recipients have ranged from learn to ride sessions for women from refugee or migrant backgrounds, to family fun days across Auckland. Grants of between $300 and $5,000 are available, with applications open from 13 July 2020 until 23 August 2020.

42. For more information on how to apply visit: https://at.govt.nz/about-us/news-events/community-bike-fund-open-for-applications/.

Auckland Transport commits to supplier diversity in Aotearoa

43. Auckland Transport (AT) is committed to driving socio-economic change through procurement by partnering with Māori and Pasifika businesses to deliver transport projects.

44. On the 24^th July 2020 AT unveiled a new $800,000 upgraded entranceway, driveway and carpark at Makaurau Marae in Mangere – which was completed this month by a 100 per cent Māori-owned business.

45. To ensure supplier diversity, AT worked with an intermediary organisation, He Waka Eke Noa - which facilitates relationships between businesses like AT, and Māori and Pacific-owned businesses. AT also formed a strong partnership with The Southern Initiative (TSI) using its purchasing power to create employment and social enterprise opportunities.

46. The project was funded by the Regional Land Transport Plan under the marae and papakainga safety programme and is part of the ‘Better outcomes for and with Māori’ initiative in Auckland Transport’s (AT) Statement of Intent 2018-19 to 2020-21.

Funding confirmed to make school streets safer for children

47. A range of projects will soon be underway making it safer for many Auckland children travelling to school.

48. Auckland Transport (AT), with funding from Waka Kotahi NZ Transport Agency and Accident Compensation Corporation (ACC), will be working together with schools and communities to design projects. Projects could include opening school streets for play, reducing speed outside schools, new pedestrian crossings, and getting more kids riding bikes and walking.

49. Up to 12 schools across Auckland will be involved with Owairaka District School and Sunnyhills Primary School confirmed to take part so far. Other Auckland schools will be given the opportunity to express their interest in the coming months.

50. ACC has committed $1.4 million to AT programmes that will improve safety outside the school gate. In addition to this, AT was awarded just over $840,000 of funding to support additional safety-based school programmes from Waka Kotahi’s Innovating Streets fund. The Innovating Streets fund aims to make our streets safer and more people-friendly.

51. Statistics show that other AT initiatives such as the Travelwise programme are working. For the fourth year running, there have been no deaths for active school aged road users (5-18yrs) on weekdays between 7am-9am and 3pm-5pm.

Project details:

Safe School Streets Pilot: will use temporary changes to trial safety improvements near the school gate. Once we fully understand what’s needed, a permanent change will be delivered. These changes will be designed together with schools and communities. This could include parking changes, new drop off and pick up zones, new pedestrian crossings, and speed calming measures.

School speed reduction: will reduce the speed around several schools using temporary changes like street art and planter boxes to reduce the risk of death and serious injury. These changes will be designed together with schools and communities.

School Streets active mode shift programme: aims to get more children walking and cycling through community bike programmes, walking school buses, and temporary school street closures.

Safe Speeds Programme – A Month On

52. 30^th July 2020 marked one month since Auckland Transport (AT) introduced safer speeds on more than 600 roads across Auckland.

53. As part of Auckland Transport’s Safe Speeds programme, there are now lower speed limits for Auckland’s City Centre, and on some roads in the Rodney and Franklin Local Board areas. Speed limits on approximately 100 other roads across the region also changed on 30 June 2020.

54. Setting safe speed limits is just one part of AT’s significant road safety investment between 2018 and 2028. In 2018-19, AT delivered approximately $45 million of safety engineering improvements, as well as increased road safety education.

55. See more about safe speeds: https://at.govt.nz/projects-roadworks/vision-zero-for-the-greater-good/safe-speeds-programme/speed-limit-changes-around-auckland/

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

57. One of AT’s core roles is 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

58. The impact of information in this report is mainly confined to Auckland Transport. Where LBTCF projects are being progressed by Auckland Council’s Community Facilities department or Panuku, engagement has taken place. Any further engagement required with other parts of the council group will be carried out on an individual project basis.

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

Local impacts and local board views

Transport Workshops

59. AT held a workshop with the Board in early August. Matters covered included:

· Glen Innes roundabout

· Royal Oak roundabout

Auckland Transport Consultations

60. AT provides the Maungakiekie-Tāmaki Local Board with the opportunity to comment on transport projects being delivered in its area. No consultations were sent to the local board during July 2020 for comment.

Traffic Control Committee resolutions

61. The decisions of AT’s Traffic Control Committee affecting the Maungakiekie- Tāmaki Local Board area during the July 2020 reporting period are noted below.

Street Name

Nature of Restriction

Type of Report

Decision

Rawhiti Road / Ngatiawa Street, One Tree Hill

Permanent Traffic and Parking changes

No Stopping At All Times / Bus Stop / Stop Control / Removal Of Bus Stop

Approved with Conditions

New (Unnamed) Access Road (Off Domain Road), Panmure

Permanent Traffic and Parking changes

No Stopping At All Times

Approved in Principle

Tauākī whakaaweawe Māori

Māori impact statement

62. The proposed decision of receiving this report has no impacts on Māori.

63. AT is committed to meeting its responsibilities under Te Tiriti o Waitangi-the Treaty of Waitangi-and its broader legal obligations in being more responsive or effective to Māori.

64. Our Maori Responsiveness Plan outlines the commitment to Auckland’s 19 mana whenua groups 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

65. The proposed decision of receiving the report has no financial implications for the Maungakiekie-Tāmaki Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. Auckland Council adopted its Emergency Budget 2020/2021 at the end of July. AT’s capital and operating budgets have been reduced through this process and some projects planned for 2020/2021 may not be able to be delivered.

67. Both the Community Safety Fund and the Local Board Transport Capital Fund are impacted by these budget reductions.

68. AT will attend workshops in August and early September 2020 to discuss with local boards how to get best value from their 2020/2021 LBTCF allocations. Community Safety projects will continue in design and will be delivered once funds become available.

Ngā koringa ā-muri

Next steps

69. AT will inform the Maungakiekie- Tāmaki Local Board in early October 2020 on AT’s forward works programme for 2020/2021. The details of this programme are still being developed.

70. AT will provide another update report to the Board in September 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Lorna Stewart – Elected Member Relationship Manager
Authoriser	Jonathan Anyon – Manager Elected Member Relationship Unit

Maungakiekie-Tāmaki Local Board

25 August 2020

Maungakiekie-Tāmaki Local Grants Round One 2020/2021 grant allocations

File No.: CP2020/10787

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Maungakiekie-Tāmaki Local Grants Round One 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Maungakiekie-Tāmaki Local Grants Round One 2020/2021 (Attachment B).

3. The Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2020/2021 on 28 April 2020 (Attachment A). The document sets application guidelines for community contestable grants.

4. The local board will approve their work programmes for 2020/2021 at their 25 August 2020 business meeting, which will include the draft community grants budget of $120,000 for the 2020/2021 financial year. This report is also being considered at the same meeting.

5. Twenty-three applications were received for Local Grants Round One 2020/2021, requesting a total of $148,596.43.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) agree to fund, part-fund or decline each application received in Maungakiekie-Tāmaki Local Grants Round One 2020/2021, listed in Table One.

Table One: Maungakiekie-Tāmaki Local Grants Round One 2020/2021

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2111-110	Dolphin Theatre Incorporated	Arts and culture	Towards the royalty fees and advertising costs for the theatre production "A Christmas Carol".	$3,500.00	Eligible
LG2111-119	Pukepuke 'o Tonga Limited	Arts and culture	Towards the cost of delivering free five weeks "Pukepuke 'o Tonga -Ko koe mo au" workshops and a final showcase including the cost of venue hire for the workshops, catering, van hire, facilitator fees, stationery, instruments, and costumes.	$9,278.80	Eligible
LG2111-103	Mount Wellington Playcentre	Community	Towards the purchase and installation of two new ranch slider doors.	$7,374.00	Eligible
LG2111-104	Glen Innes Chinese Groups Incorporated	Community	Towards venue hire, purchase of a projector and sound system, purchase and delivery charges for costumes from China, bus hire, stationery and administration costs for the China National Day, a Christmas event, and the Chinese New Year celebration festival.	$6,921.00	Eligible
LG2111-105	Maungarei Community Christian Trust	Community	Towards the cost of entertainment, traffic management, face tattoos, lollies, and prizes for the "2020 Light Party" on 31 October 2020.	$5,117.63	Eligible
LG2111-106	Steev Laufilitoga Maka	Community	Towards the cost of delivering dance workshops for seniors at Te Oro from 8 November 2020 to 7 November 2021.	$10,000.00	Eligible
LG2111-109	Mountains to Sea Conservation Trust	Community	Towards the cost of running a fully funded "Te Papa Kaitiaki Programme" for 60 students of Te Papapa School, including the costs of Experiencing Marine Reserves, Whitebait Connection, and Para Kore Ki Tāmaki components excluding the administration levies.	$4,011.00	Eligible
LG2111-113	Communicare-Civilian Maimed Association (Auckland) Incorporated	Community	Towards the weekly venue hire of the Royal Oak Friendship Centre for one year from 1 September 2020 to 31 August 2021.	$1,043.00	Eligible
LG2111-114	Te Waipuna Puawai Mercy Oasis Limited	Community	Towards a part-time coordinator's salary from 1 October 2020 to 30 September 2021.	$10,000.00	Eligible
LG2111-116	Everybody Eats Charitable Trust	Community	Towards the purchase of two new laptops for staff, a rug, furniture specifically a table and couches, and equipment for the restaurant operating at 306 Onehunga Mall.	$10,000.00	Eligible
LG2111-120	Pet Refuge New Zealand Charitable Trust	Community	Towards the internal fit-out for the establishment of a pet refuge shelter.	$5,000.00	Eligible
LG2111-123	Panmure Business Association Incorporated	Community	Towards the purchase and installation of decorative lighting on two trees around the local board area.	$2,820.00	Eligible
LG2111-127	Dance Therapy NZ	Community	Towards programme facilitation, marketing, materials, coordination, and administration costs for the "Arts 4 Us", "Stars" and "Dance 4 Us" programme.	$10,000.00	Eligible
LG2111-128	Great Potentials Foundation	Community	Towards the purchase of a webcam.	$1,308.44	Eligible
LG2111-132	Maungakiekie Community Sports The Synergy Projects Trust	Community	Towards the cost of three facilitators and resources for a "Community Sports and Music Programme at the Oranga Community Centre and the local primary schools.	$9,976.00	Eligible
LG2111-112	Maungarei Community Christian Trust	Environment	Towards the purchase of plants, soil, gardening tools and materials.	$6,073.86	Eligible
LG2111-124	Iain Hook	Environment	Towards the cost of flyers and predator monitoring tools.	$6,466.00	Eligible
LG2111-131	Environmental Education for Resource Sustainability Trust	Environment	Towards the purchase and delivery of native plants and classroom recycling bins for registered schools and preschools.	$2,270.70	Eligible
LG2111-133	Arogya Mantra	Events	Towards the cost of performers, coordination, and marketing for the “Glenn Innes Diwali Celebration” on 8 November 2020.	$5,956.00	Eligible
LG2111-101	One Tree Hill College	Sport and recreation	Towards the removal and installation of backboards from the main gymnasium to the older gymnasium, purchase and installation of a new basketball system and equipment including four basketball sprung hoops, two new glass backboards.	$10,000.00	Eligible
LG2111-108	Special Olympics Auckland	Sport and recreation	Towards the venue hire costs for the “2021 Basketball and Swimming Special Olympics National Summer Games” qualifying events.	$2,300.00	Eligible
LG2111-122	Te Papapa Onehunga Rugby Football & Sports Club Incorporated	Sport and recreation	Towards the referee and coordination cost of the "Te Papapa-Onehunga Rugby Football and Sports Club Summer Community Sports Programme" from 26 October 2020 to 26 February 2021.	$9,180.00	Eligible
LG2111-126	The Auckland Table Tennis Association Incorporated	Sport and recreation	Towards the purchase of ten table tennis tables and part of the Seekapong application cost for the 'Tables in Communities” project.	$10,000.00	Eligible
Total				$148,596.43

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Maungakiekie-Tāmaki Local Board adopted the Maungakiekie-Tāmaki Local Board Community Grants Programme 2020/2021 on 28 April 2020 (Attachment A). The document sets application guidelines for community contestable grants.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

13. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

15. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Maungakiekie-Tāmaki Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

18. A summary of each application received through Maungakiekie-Tāmaki Local Grants Round One 2020/2021 (Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

19. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes.

20. Fourteen applicants applying to Maungakiekie-Tāmaki Local Grants Round One indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-Term Plan 2018-2028 and local board agreements.

22. The local board will approve their work programmes for 2020/2021 at their 25 August 2020 business meeting, which will include the draft community grants budget of $120,000 for the 2020/2021 financial year. This report is also being considered at the same meeting.

23. Twenty-three applications were received for Local Grants Round One 2020/2021, requesting a total of $148,596.43.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

25. The grants budget is dependent on the Arts Culture and Events (ACE) work programme being approved at the August business meeting. If there is a delay in the ACE work programme approval, the quick response grant round decisions can be deferred until the ACE work programme is approved.

Ngā koringa ā-muri

Next steps

26. Following the Maungakiekie-Tāmaki Local Board allocation of funding for the local grants round one, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Grants Programme 2020-2021	45
b ⇨	Maungakiekie-Tāmaki Local Grants Round One 2020/2021 grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

25 August 2020

Approval of Maungakiekie-Tāmaki Local Board Community Facilities Work Programme 2020 - 2023

File No.: CP2020/10573

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki 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 Maungakiekie-Tāmaki Local Board Plan 2017:

· Maungakiekie-Tāmaki has quality infrastructure

· Maungakiekie-Tāmaki is the place to be

· Maungakiekie-Tāmaki is an active and engaged

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

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

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

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

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

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

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

Horopaki

Context

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

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

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

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

· Maungakiekie-Tāmaki has quality infrastructure

· Maungakiekie-Tāmaki is the place to be

· Maungakiekie-Tāmaki is an active and engaged

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

· Maungakiekie-Tāmaki Local Board Plan 2017

· Captain Springs Reserve Concept Plan

· Fergusson Domain Master Plan

· Maungakiekie-Tāmaki Greenways Network Plan

· Mt Wellington War Memorial Reserve, Panmure Wharf Reserve Master Plan

· Onehunga Bay Reserve Concept Plan

· Tamaki Waterway Concept Plans

· Tamaki Transformation Programme

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 Maungakiekie-Tāmaki Local Board area remain valuable and well-maintained community assets.

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

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

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

Local Programme

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

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

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

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

· strategies and plans

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

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

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	FY21 Budget	Total Budget
23878	Boundary Reserve East - development	Development of open space infrastructure to meet the demands of the new subdivisions in the area and population growth across the local network. This stage is to deliver Boundary Reserve east between Tripoli and Riverside Roads. The development is part of the Tamaki Regeneration Plan including pathways and associated landscaping. FY19/20 - investigate and design FY20/21 to FY21/22 - physical works Risk Adjusted Programme (RAP) project	$321,889	$370,000
18415	Taniwha Reserve - general park development	Development of open space infrastructure to meet the demands of the new subdivisions in the area and population growth across the local network. The development is part of the Tamaki Regeneration Plan including pathways and riparian improvements. FY18/19 - FY19/20 - investigation and design FY20/21 - FY23/24 - physical works	$1,578,654	$2,683,655
17225	Onehunga War Memorial Pool - comprehensive renewal	Comprehensive renewal to include a full paint and refurbishment; renewal of the auto dosing system; pool pumps replacement; refit outdoor changing rooms; refurbish swim club building and changing rooms; upgrade of the air conditioning infrastructure and upgrade pool concourse area. FY18/19 - investigation, design and planning FY19/20 to FY21/22 - physical works	$826,000	$2,946,410
9404	Jubilee Bridge – renew and upgrade bridge	Renew and upgrade the Jubilee Bridge. The desired outcome is to increase the greenway/cycleway provision in the area and incorporates an arts feature as agreed by the local board. FY19/20 and prior - investigation and preliminary design FY20/21 - detailed design and further consultation (if required) FY21/22 to FY23/24 - physical works Risk Adjusted Programme (RAP) project	$496,817	$4,200,872
29099	Waikaraka Park – replace seating infrastructure	Purchase and re-install seating at the stadium. FY20/21 - planning, consenting and physical works. FY21/22 - deferred payment for the seating.	$100,000	$460,000

28. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements.

For example, the delivery timing of the renewals at the Ian Shaw Reserve carpark and the Onehunga War Memorial Pool has meant that the planned renewal works at Dunkirk Activity Centre and Fergusson Domain have been phased over multiple years.

29. The proposed work programme in Attachment A contains:

· Number of projects (excluding leases and contract lines) over three years: 45.

· Indicative cost for proposed projects in the 2020/2021 financial year: $4,728,002.

Regional Programme

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

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

32. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation

· Natural Environment Targeted Rate funding (NETR).

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

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

· Current levels of provision

· Available budget.

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

· Asset condition

· Relative hazard and risk

· Available budget.

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

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

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

Capital Programme Delivery

Cost estimates subject to change

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

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

Risk adjusted programme

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

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

Changes to the work programme

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

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

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

· changes to an approved projects activity description or activity benefit

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

· cancellation of a project

· addition of a new project.

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

Operational maintenance work programme

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

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

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

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

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

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

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

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

Leasing work programme

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

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

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

52. Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written 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 no projects in the 2019/2020 Community Facilities Work Programme that had budget allocated from the Maungakiekie-Tāmaki Local Board locally driven initiatives (LDI) operational budget 2019/2020.

54. There is one new LDI Opex project in the 2020/2021 programme with a budget allocation of $45,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. 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

56. 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

57. 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.

58. 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.

59. The activities in the proposed work programme align with the Maungakiekie-Tāmaki Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

60. 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.

61. 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.

62. 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

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

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

Table 2: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$2,363,545	$2,541,129	$2,873,309
Renewals - Proposed Allocation	$2,363,545	$2,541,129	$2,873,309
Renewals - Unallocated budget	$0	$0	$0

Growth and Development - Allocation	$180,185	$18,765	$1,000,000
Coastal Renewals - Allocation	$0	$50,000	$202,500
Slips Prevention - Allocation	$10,000	$0	$0

LDI Capex - Proposed Allocation	$53,400	$1,329,121	$0

LDI Opex - Proposed Allocation (including carry forwards)	$65,000	$0	$0

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

LTP Specific Projects	$156,817	$2,156,817	$573,105

External Funding	$1,898,654	$699,000	$0

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

65. 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.

66. 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

67. 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.

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

69. 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.

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

Ngā koringa ā-muri

Next steps

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 ⇩	Maungakiekie-Tāmaki Local Board Community Facilities 2019 - 2022 Work Programme – Build, Maintain, Renew	61
b ⇩	Maungakiekie-Tāmaki Local Board Community Facilities 2019 - 2022 Work Programme – Leases	73

Ngā kaihaina

Signatories

Authors

Angie Bennett - Work Programme Lead

Authorisers

Rod Sheridan - General Manager Community Facilities

Paul Amaral – Head of Area Operations Community Facilities

Marcel Morgan – Manager Area Operations Community Facilities

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

25 August 2020

Approval of the Maungakiekie-Tāmaki Local Board community services work programme 2020/2021

File No.: CP2020/11096

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· Arts, Community and Events.

· Libraries.

· Parks, Sport and Recreation.

· Service, Strategy and Integration.

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

· Maungakiekie-Tāmaki is an active and engaged community.

· Maungakiekie-Tāmaki is a community that cares about its environment.

· Maungakiekie-Tāmaki is the place to be.

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 (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 locally driven initiatives (LDI) operational budget value of $1,174,193, which can be funded from within the local board’s draft locally driven initiatives (LDI) operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $8,022,537. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

10. Identified projects from 2019/2020 LDI budget have been carried forward, where there was an agreed scope and cost which were not 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 Maungakiekie-Tāmaki Local Board:

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

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

Horopaki

Context

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

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

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

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

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

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

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

Table 1: Adopted community-based strategies and plans

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Asset Based Services (ABS) operational activities

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

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

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

Community venues: Onehunga / Te Oro / Oranga

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 ACE venues service can be adjusted to achieve the savings of the Emergency Budget.

25. The total proposed savings for ACE venue in Maungakiekie-Tāmaki area is $52,684:

	Pre-COVID programming budget	Savings at 3.5%	Total FY21 programming budget
Onehunga Community Centre	73,627	- 14,691	58,936
Oranga Community Centre	33,963	- 6,776	27,186
Te Oro	156,448	- 31,216	125,232
Total	264,039	- 52,684	211,354

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

Libraries: Glen Innes Library, Onehunga Library, Panmure Library

27. Libraries will have no reductions to approved standard opening hours: 160 hours per week across three libraries.

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

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

Pools and leisure centres

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

· ensuring aquatic facilities are available every day and that 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.

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

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

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

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

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

Locally Driven Initiatives (LDI) operational activities

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

34. The proposed work programme has a total LDI operational budget value of $1,174,193, which can be funded from within the local board’s draft LDI operational budget for the 2020/2021 financial year

35. 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 were 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

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

37. 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

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

Table 2: Climate impact assessment of proposed activities

ID number	Activity name	Climate impact
163 164 165 166 1991	Recreation centre operations: Glenn Innes Pool & Leisure Centre Lagoon Pool & Leisure Centre Lagoon Stadium Onehunga War Memorial Pool and Leisure Centre Sir William Jordan recreation centre: operations	In partnership with Community Facilities operations, Pools and Leisure facility management teams are implementing opportunities to reduce climate impacts, starting with reductions in water and energy consumption.
167	Ngahere (Urban Forest) Growing programme	• 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.
170	Ecological volunteers programme	Integrating nature into urban environments: • increase in native forest/ urban cooling. • offset carbon emissions. • protect water quality by planting along rivers and coastlines. • improve our living environment. • soil retention, erosion control and flood mitigation and coastal protection. • nitrogen sequestration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. 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

40. 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 Maungakiekie-Tāmaki Local Board Plan 2017.

41. 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.

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Table 3: Māori impact assessment of proposed activities

ID number	Activity name	Activity description
172	Te Kete Rukuruku	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.
814	Māori Responsiveness: Advancing Prosperity for Māori in Maungakiekie-Tāmaki	· Engage with Mana Whenua, Mataawaka and Marae in our Local Board area to work towards Advancing Māori wellbeing. · Promote Māori success, innovation and enterprise, Recognise and provide for te Tiriti o Waitangi outcomes and Showcase Maori identity and vibrant Māori culture as directed in our Auckland Plan 2050. · We will look at partnering with neighbouring local boards where Manawhenua are represented in more than one Local Board area to explore collaboration possibilities.
817	Māori Responsiveness: Ruapotaka marae support	Support Ruapotaka Marae to progress the marae redevelopment project by liaising with the marae on behalf of council, coordinating the council response, and providing capability building opportunities, professional advice and liaison services to the marae as required.
1301	(Libraries) Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Maungakiekie-Tāmaki	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.

45. 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.

46. 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

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

48. The total community services work programme LDI operational budget for 2020/2021 is $1,174,193. This budget was unaffected by the Emergency Budget.

49. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $10,349,046. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

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

51. 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.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. 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.

54. 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.

55. 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.

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

57. 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.

58. 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.

59. 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

60. 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.

61. 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 ⇩	Maungakiekie-Tāmaki Community services work programme 2020/2021	83

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

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

25 August 2020

Approval of the Maungakiekie-Tāmaki Local Board’s environment work programme 2020/2021

File No.: CP2020/10605

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. The Maungakiekie-Tāmaki Local Board identified an aspiration in its 2017 local board plan that ‘Maungakiekie-Tāmaki is a community that cares about its environment’.

4. To give effect to this aspiration, staff developed a number of projects for the local board to consider funding through its 2020/2021 work programme.

5. 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.

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

· Tāmaki Estuary Environmental Forum – $9,000

· Manukau Harbour Forum – $1,750

· Experiential learning and action for water in schools – $40,000

· Pest education and management for schools – $20,000

· Low Carbon Lifestyles $30,000

· Industrial Pollution Prevention Programme - Penrose and Mount Wellington – $29,000

· Love Your Neighbourhood – $10,000

· Maungakiekie Birdsong – $20,000

· Maungakiekie-Tāmaki bike hub – $15,000

· Point England north planting – $12,000.

7. The proposed work programme has a total value of $186,750, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

8. In addition to the above projects, $4,730 has been carried forward from the board’s 2019/2020 Manukau Harbour Forum budget to the 2020/2021 financial year. This budget will support the continuation of the forum’s work programme, which experienced delays in 2019/2020 due to COVID-19.

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

Ngā tūtohunga

Recommendations

That the Maungakiekie-Tāmaki Local Board:

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

Activity name	2020/2021
Tāmaki Estuary Environmental Forum	$9,000
Manukau Harbour Forum	$1,750
Experiential learning and action for water in schools	$40,000
Pest education and management for schools	$20,000
Low Carbon Lifestyles	$30,000
Industrial Pollution Prevention Programme - Penrose and Mount Wellington	$29,000
Love Your Neighbourhood	$10,000
Maungakiekie Birdsong	$20,000
Maungakiekie-Tāmaki bike hub	$15,000
Point England north planting	$12,000
Total	$186,750

b) note that $4,730 of locally driven initiatives budget has been carried forward for the 2019/2020 Manukau Harbour Forum work programme, for completion as part of the attached work programme in 2020/2021.

Horopaki

Context

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

11. 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.

12. The proposed work programme responds to the outcomes and objectives that the local board identified in the Maungakiekie-Tāmaki Local Board Plan 2017. In particular, the work programme will support the board to achieve its outcome that ‘Maungakiekie-Tāmaki is a community that cares about its environment’.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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 board’s environment work programme 2020/2021 are detailed below. See Attachment A for further detail.

Tāmaki Estuary Environmental Forum – $9,000

16. To achieve the local board plan initiative to ‘work with the Tāmaki Estuary Environmental Forum to identify, advocate for, and implement initiatives that will improve the F rating of the Tāmaki Estuary’, 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 2019/2020, the five member local boards each provided $5,000 to co-fund the Tāmaki Estuary Environmental Forum coordinator. Further funding is sought for 2020/2021 to continue to 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 $9,000 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.

Manukau Harbour Forum – $1,750

21. To achieve the local board plan initiative to ‘work with the Manukau Harbour Forum to identify, advocate for, and implement initiatives that will clean up, improve and protect the Manukau Harbour’, the board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2020/2021 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). All of these local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the Manukau Harbour.

22. In 2019/2020, eight of the member local boards provided $8,000 and the Franklin Local Board provided $6,000 to co-fund the Manukau Harbour Forum. This was allocated to a number of activities, including a communications budget, a Manukau Harbour Forum coordinator, SeaWeek engagement, and the South Auckland Young Environmentalists group. Some activities planned for 2019/2020 were not able to be delivered within the financial year, due to COVID-19 restrictions. A combined local board budget of $43,650 has been carried forward to support the continuation of the forum’s work programme in the 2020/2021 financial year.

23. Staff recommend that each of the nine member boards contribute a further $1,750 each towards the forum in the 2020/2021 financial year. This will allow for a total budget (including the 2019/2020 carry forward) of $59,400 for the 2020/2021 financial year. Staff recommend that this funding supports:

· a Manukau Harbour Forum coordinator to progress the aims of the forum, including identifying desired outcomes for the Manukau Harbour Forum and completing a stocktake of all work on water quality planned in the Manukau Harbour catchments

· mana whenua engagement on the future structure of the forum, and exploration of opportunities for shared outcomes led by the forum’s coordinator

· funding for a Youth Sustainability Wānanga which would involve students from all nine member local board areas.

Experiential learning and action for water in schools – $40,000

24. The board has indicated that it would like to continue to support the experiential learning and action for water in schools project for 2020/2021. This will be the third year of local board support. This initiative was funded for the first time in the 2019/2020 financial year with $40,000 of local board funding. Staff recommend the board allocate a further $40,000 towards the programme for the 2020/2021 financial year.

25. This project aims to educate and empower school students to undertake investigations and actions in their schools and local communities with a focus on freshwater and marine environments. Specific activities to be undertaken in 2020/2021 include:

· experiential freshwater and marine education sessions to connect students with their local environment

· professional development for teachers to support students’ learning and inquiry

· facilitation of student-led inquiry and citizen science to understand local issues

· facilitation of student-led action projects to protect or enhance the local environment

· connecting schools to each other and to their community.

Pest education and management for schools – $20,000

26. The board has indicated that it would like to continue to support the pest education and management in schools project for 2020/2021. This will be the third year of local board support. This initiative was funded for the first time in the 2019/2020 financial year with $20,000 of local board funding. Staff recommend the board allocate a further $20,000 towards the programme for the 2020/2021 financial year.

27. This project educates and empowers school students to undertake investigations and management of both native biodiversity and introduced pests in their schools, households and wider local environments. Specific activities to be undertaken in this project will include education sessions with students, professional development for teachers and facilitation of student-led action to protect and enhance the local environment.

Low Carbon Lifestyles – $30,000

28. This project has the dual objectives of supporting households to create warmer, drier homes, and to reduce household energy use and associated carbon emissions. The local board allocated $26,250 towards this project in the 2019/2020 financial year. Staff recommend the board allocate a further $30,000 towards this project in the 2020/2021 financial year.

29. The project involves door knocking at homes in defined geographic area and holding a doorstep conversation with residents. This conversation includes:

· giving residents personalised information on the costs and carbon emissions relating to their energy use

· recommending specific actions including information on associated cost savings

· encouraging residents to make a commitment to take up to three actions per household

· providing an information sheet that records any recommendations and commitments that were made

· providing a fridge magnet and a five-minute sand flow shower timer to act as prompts and encourage action to reduce hot water use.

30. In the 2020/2021 financial year, follow-up visits will also be offered to private rental tenants who experience issues with mould or fuel poverty, as well as owner-occupiers who experience fuel poverty. Fuel poverty is when a household is unable to afford adequate household energy to reach and adequate indoor temperature.

31. The follow-up visits will provide more in-depth tailored advice, free resources and practical interventions such as LED lightbulb fitting, draught stopping, hot water cylinder wrap and moisture management resources according to the needs of the household. These measures can reduce household energy costs.

Industrial Pollution Prevention Programme - Penrose and Mount Wellington – $29,000

32. This educational programme informs businesses about the impacts their activities may be having on local waterways. The project contributes to improved water quality and increased awareness about how businesses contribute to water pollution, as well as improved business practices and a reduced risk of pollution events.

33. The programme involves a site inspection and discussion with business owners about potential issues around pollution, waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up visit is conducted. The programme also involves a mapping exercise to ensure that commercial businesses understand how the stormwater network connects to local waterways.

34. Due to extensive growth and changes in business ownership, a programme of revisits is recommended to educate new businesses and follow up on existing practices. Uptake of the recommendations from the initial programme in this area in 2016 was 52 per cent, suggesting these areas are open to education and willing to participate.

35. The local board allocated $12,000 to this project for the 2019/2020 financial year, which targeted businesses in the Penrose area. Staff recommend the board allocate $29,000 towards the programme in 2020/2021. This will enable further visits in the Penrose area, as well as revisits to the Mount Wellington area.

Love Your Neighbourhood – $10,000

36. This initiative continues the support of the Love Your Neighbourhood project funded by the board in previous financial years. The board allocated $10,00 to this initiative for the 2019/2020 financial year. Staff recommend the board allocate a further $10,000 towards the programme for the 2020/2021 financial year.

37. This project enables locally driven environmental initiatives, providing funding and practical assistance to community groups, individuals, schools and pre-schools to undertake projects.

38. In the 2020/2021 financial year, this project will:

· provide rapid response assistance up to a value of $500 to support volunteer-driven practical environmental initiatives such as environmental clean-ups and restoration, community planting and food growing

· provide practical assistance to not-for-profit preschools to enable environmental education initiatives, such as edible gardens, and water saving and collection devices.

New project: Maungakiekie Birdsong – $20,000

39. To achieve the local board plan key initiative to ‘support community initiatives that protect and look after the environment’, the board has indicated that it would like to fund a new project for Maungakiekie Birdsong. Staff recommend the board allocate $20,000 towards this initiative in 2020/2021.

40. This is a new initiative to educate and empower residents, businesses and schools to undertake pest control and monitoring around Maungakiekie. This will help support native wildlife and birdsong to flourish in and around the maunga as well as encouraging the community to become kaitiaki of their local area.

41. The funding will provide support to the coordinator of Maungakiekie Birdsong as well as pest control tools and resources.

42. The Maungakiekie Birdsong project has existing support from the community and is supported by the Cornwall Park Trust Board.

New project: Maungakiekie-Tāmaki bike hub – $15,000

43. The board has indicated that it would like to support the Maybury Reserve bike hub for the 2020/2021 financial year. In 2019/2020, the board provided a $25,000 Strategic Partnerships grant to EcoMatters Environment Trust to establish a bike hub in Glen Innes. Tāmaki Regeneration and Auckland Transport provided funding to enable the regular operation of the bike hub from December 2019 through to June 2020. Staff recommend the board allocate $15,000 towards this initiative in 2020/2021 to fund the continued operation of the bike hub.

44. This project will support the community to learn and apply basic bike maintenance skills. Bike hubs also divert bikes from the waste stream and recondition them so they can be provided back into the community at low or no cost. The project provides communities with the skills, knowledge and resources to make positive choices for sustainable living and reduce their ecological footprint.

45. Local board funding for the 2020/2021 financial year will:

· contribute to the operation of the community-led EcoMatters bike hub at Maybury Reserve

· develop a sustainable operating model for the bike hub

· secure funding and support from other sources to enable the development of the bike hub and its programmes.

New project: Point England north planting – $12,000

46. To achieve the local board plan objective of ‘clean, beautiful waters and waterside areas’, the board has indicated that it would like to fund a new project for riparian planting in Point England Reserve. Staff recommend the board allocate $12,000 towards this initiative in 2020/2021.

47. This is a community-led planting project which will provide shade and coverage to the riparian margin of Ōmaru Creek. Some planting along the creek’s edge on either side of the planting location was completed in previous years, but a 55 metre gap was left due to the possibility of earthworks that would disrupt any new plantings. Those earthworks are no longer moving forward, so the strip is now available to plant. The community would like to connect the two planting sites, providing habitat enhancement along Ōmaru Creek.

48. Ōmaru Creek has suffered from degraded water quality due to increased urbanisation further upstream. Planting the riparian margins with native species will increase shade and coverage, discouraging weeds and providing enriched habitat for native fish and birds.

49. Local board support of approximately $2,000 per year will be sought for two to three years after the initial project is completed to ensure that plants are able to establish well and to provide for any replacement planting that is required.

Activities carried forward from 2019/2020

50. The Corporate and Local Board Performance team have identified projects from the Maungakiekie-Tāmaki Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which were not fully delivered.

51. To support the continuation of the Manukau Harbour Forum’s work programme, $4,730 of the local board’s funding has been carried forward from 2019/2020 to the 2020/2021 financial year. The forum’s work programme was not fully completed in 2019/2020 due to COVID-19 restrictions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Table 1: Climate impact assessment of proposed activities

Activity name	Climate Impact
Tāmaki Estuary Environmental Forum and Point England north planting	Freshwater ecosystems provide many ecological services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored.
Manukau Harbour Forum	This project will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Experiential learning and action for water in schools	Regeneration of waterways will connect communities to the local environment. The impact of understanding and making the behaviour change to improve the marine environment will contribute to climate change resilience.
Pest education and management for schools and Maungakiekie Birdsong	Enhancing biodiversity and ecosystem resilience plays a key role in climate change mitigation and adaptation, including carbon sequestration through tree plantings, reduced damage to native vegetation and improved natural regeneration.
Low Carbon Lifestyles	This project aims to reduce emissions and increase community resilience by lowering household energy consumption.
Industrial Pollution Prevention Programme - Penrose and Mount Wellington	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian planting. This educational programme will inform business owners on how to mitigate risk of stormwater pollution, ultimately increasing healthy freshwater ecosystems.
Love Your Neighbourhood	This project aims to reduce emissions by reducing energy and water consumption, minimising waste, increasing local and seasonal food production, and restoring native bush habitat. This project will build community resilience through increased sustainable living and increased community connections.
Maungakiekie-Tāmaki bike hub	This project aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints. This project will build community resilience through increased sustainable living and increased community connections.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53. 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.

54. Infrastructure and Environmental Services staff delivering planting and pest control projects will work closely with Parks, Sports and Recreation staff, as some of the restoration work is undertaken on public land.

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

Local impacts and local board views

55. The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Maungakiekie-Tāmaki Local Board area. Particular focus areas for the 2020/2021 work programme include Penrose, Mount Wellington, Point England and land around the Maungakiekie maunga.

56. The projects noted above align with the local board plan outcome ‘Maungakiekie-Tāmaki is a community that cares about its 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

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

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

Table 2: Māori impact assessment of proposed activities

Activity name	Māori impact
Tāmaki Estuary Environmental Forum	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 the mauri of the Tāmaki Estuary.
Manukau Harbour Forum	Mana whenua have expressed particular interest in improving Te Manukanuka o Hoturoa (the Manukau Harbour). In May 2019, the Manukau Harbour Forum members indicated that they would like to fund mana whenua engagement and support. This is proposed to occur in the 2020/2021 financial year, led by the coordinator.
Sustainable schools projects including: • Experiential learning and action for water in schools • Pest education and management for schools	No direct engagement with mana whenua will occur for these projects, however through working through schools we will engage with the wider Māori community. This engagement approach will include: • te reo Māori – common kupu (words) will be used when teaching students about sustainability and environmental concepts • kaitiakitanga – students will be taught about this concept and encouraged to act as guardians for their local place • realising rangatahi potential – students will be encouraged to see themselves as scientists and shown career pathways, learning skills on a pathway for many green jobs.
Maungakiekie Birdsong	The Tūpuna Maunga o Tāmaki Makaurau Authority will be engaged through this project as the project works in the area surrounding Maungakiekie.

59. 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. This may include activities such as Point England north planting, Love Your Neighbourhood and the Maungakiekie-Tāmaki bike hub.

Ngā ritenga ā-pūtea

Financial implications

60. The proposed environment work programme budget for 2020/2021 is $186,750 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

61. The attached work programme also includes a $4,730 LDI carry forward for the continuation of the Manukau Harbour Forum’s 2019/2020 work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. The COVID-19 pandemic could have a further negative impact on the delivery of 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.

63. The identified risks and proposed mitigations associated with activities in the proposed 2020/2021 work programme have been outlined in Attachment B.

64. 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

65. 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.

66. 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 ⇩	Maungakiekie-Tāmaki Infrastructure and Environmental Services Work Programme 2020/2021	107
b ⇩	Maungakiekie-Tāmaki Infrastructure and Environmental Services Risks and mitigations 2020/2021	111

Ngā kaihaina

Signatories

Author

Emma Cowie - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

25 August 2020

Approval of the Maungakiekie-Tāmaki Local Board Plans and Places work programme 2020/2021

File No.: CP2020/10726

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki Local Board Plans and Places work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Plans and Places 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 Maungakiekie-Tāmaki Local Board Plan 2017:

· Maungakiekie-Tāmaki is the place to be

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

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

· Local History of Maungakiekie-Tāmaki - $20,000

6. The proposed work programme has a total value of $20,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. The Corporate and Local Board Performance team have identified projects from the Maungakiekie-Tāmaki Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which have not been delivered. The Local History of Maungakiekie-Tāmaki project total $29,000 budget will be carried forward to 2020/2021 for delivery of the remaining budget, and noted in the work programme.

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the Plans and Places work programme 2020/2021 (Attachment A to the agenda report)

b) note that the following activities not completed in 2019/2020 have been carried forward into the 2020/2021 financial year and are included in this work programme:

i) Local History of Maungakiekie-Tāmaki (Year 1)- $29,000

Horopaki

Context

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

10. 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.

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 Maungakiekie-Tāmaki Local Board Local Board Plan 2017. The specific outcome that is reflected in the work programme is:

· Maungakiekie-Tāmaki is the place to be

Tātaritanga me ngā tohutohu

Analysis and advice

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

Local History of Maungakiekie-Tāmaki (Year 2) - $20,000

14. The purpose of this project is to improve public understanding of the local history of the Maungakiekie-Tāmaki Local Board area in order to support its inclusion in community development. This project will take place over two years. The stage of the project is about ‘Celebrating and Sharing’ what we learnt in the first year of the project. This will include innovate ways of engaging with the communities of Maungakiekie-Tāmaki and sharing their stories and heritage.

Activities carried forward from 2019/2020

15. The Corporate and Local Board Performance team have identified projects from the Maungakiekie-Tāmaki Local Board Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which have not been delivered. These projects total $29,000.

Local History of Maungakiekie-Tāmaki (Year 1) - $29,000

16. The purpose of this project is to improve public understanding of the local history of the Maungakiekie-Tāmaki Local Board area in order to support its inclusion in community development. This project will take place over two years. The first year is the ‘Knowing and Growing’ stage. This stage is about developing a better understanding of the local history of the MTLB area. It will be done in collaboration with the Heritage Libraries Team.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The proposed work programme does not 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 Plans and Places 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.

20. The activities in the proposed work programme align with the Maungakiekie-Tāmaki Local Board 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 Plans and Places work programme budget for 2020/2021 is $20,000 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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. The success of this programme is dependent on the engagement and participation by the community. Staff will leverage already established relationships and publicity channels to ensure uptake in the programme.

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 ⇩	Maungakiekie-Tāmaki Plans and Places Work Programme 20-21	117

Ngā kaihaina

Signatories

Author

Anna Boyer – Senior Specialist Community Heritage Plans & Places

Authorisers

John Duguid - General Manager - Plans and Places

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Maungakiekie-Tāmaki Local Board

25 August 2020

Approval of the Maungakiekie-Tāmaki Local Board Local Economic Development work programme 2020/2021

File No.: CP2020/11482

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki 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 and objectives that the local board identified in the Maungakiekie-Tāmaki Local Board Plan 2017:

· Maungakiekie-Tāmaki is an active and engaged community.

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:

· Business Growth Accelerator - $5,000

· PopUp Business School - $2,500 (carry forward)

6. The proposed work programme has a total value of $7,500, 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 Maungakiekie-Tāmaki Local Board:

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

b) note the carry forward funding for the PopUp Business School of $2,500.

Horopaki

Context

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

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

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

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

· Maungakiekie-Tāmaki is an active and engaged community

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.

Business Growth Accelerator – $5,000

13. The Business Growth Accelerator aims to provide practical and accessible support to help micro businesses recover from the Covid-19 crisis and enable them to grow their business operation through innovation as well as learning best practice from their peers. Micro-businesses are the target audience. A series of workshops will be designed to develop business capability in the areas such as finance, digital marketing, e-commerce capability, and social media promotion. It’s envisaged that the workshops will be delivered online. These workshops would be recorded and shared to wider business community.

Activities carried forward from 2019/2020

14. The Corporate and Local Board Performance team have identified projects from the Maungakiekie-Tāmaki Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which were not delivered. These projects total $2,500.

15. The PopUp Business School that was scheduled to take place in March 2020 was postponed due to Covid-19. Most of the upfront costs had been paid though a final payment of $2,500 was scheduled for payment on delivery of the event. The event will now take place from 17-28 August 2020. The funds for this project will be carried forward for the final payment and have been added to the 2020/2021 work programme.

16. Table 1 outlines the activities and budgets that have been confirmed as part of the Emergency Budget, which have been added to the work programme to be delivered in 2020/2021.

Table 1: Activities with LDI operational budget carried forward from 2019/2020

Activity name	Budget
PopUp Business School	$2,500

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Business Growth Accelerator	The programme will be delivered online and virtually. This will reduce need for attendants to travel

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

Local impacts and local board views

19. 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.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Business Growth Accelerator	Māori businesses would benefit from participating in the course and further develop their capabilities and business skills
PopUp Business School	The numbers of Māori participating on the course and establishing a Māori owned business are collected as a part of the reporting on the effectiveness of the project.

22. 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

23. The proposed local economic development work programme budget for 2020/2021 is $7,500 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. 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.

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

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Business Growth Accelerator	Budget from ATEED to fund this programme is not available.	The project scope will be reviewed and reduced to meet available budget level.	Medium
Business Growth Accelerator	The project supplier is unable to deliver to the reviewed scope. Finding a new supplier is causing delay to the programme delivery.	Multiple suppliers will be contacted to ensure a suitable supplier is founded as soon as possible	Low

26. 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

27. 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.

28. 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 ⇩	ATEED work programme 20_21	125

Ngā kaihaina

Signatories

Authors

Jonathan Sudworth – Local Economic Development Advisor - ATEED

Authorisers

John Norman – Strategic Planning Manager LED - ATEED

Nina Siers - Relationship Manager for Maungakiekie-Tāmaki Puketapapa

Chairperson	Chris Makoare
Deputy Chairperson	Debbie Burrows
Members	Don Allan
	Nerissa Henry
	Peter McGlashan
	Maria Meredith
	Tony Woodcock