Agenda of Upper Harbour Local Board

No.	Title	Page
a ⇩	Upper Harbour Local Board open unconfirmed minutes - 23 July 2020	9
b ⇩	Upper Harbour Local Board minutes attachments - 23 July 2020	15

Upper Harbour Local Board

20 August 2020

Development of open space land at Hobsonville Point - Te Uru Precinct

File No.: CP2020/10304

Te take mō te pūrongo

Purpose of the report

1. To approve the development of a new pocket park at Hobsonville Point – Te Uru Precinct.

Whakarāpopototanga matua

Executive summary

2. In January 2020, a resource consent for a residential development was granted to Fletchers Residential Limited which included the development of a pocket park.

3. Fletchers prepared a concept plan for the pocket park, in consultation with council staff, for the local board’s consideration and approval.

4. The initial design was considered by the local board in May 2020 and the design was revised to reflect the feedback received.

5. This report seeks approval of the design of the pocket park (refer Attachment A), the construction of the playground for the park, and for the asset to be taken on by council when completed.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve the pocket park detailed design dated 20 July 2020 (refer to Attachment A to the agenda report), subsequent construction of the playground by Fletchers Residential Limited, and that the asset be taken on by Auckland Council at practical completion.

Horopaki

Context

6. A new pocket park at 60 Clark Road was proposed for the Hobsonville Point – Te Uru Precinct, which Auckland Council accepted as part of the Infrastructure Funding Agreement (IFA) between the Hobsonville Land Company Limited (HLC) and Waitākere City Council (now Auckland Council), originally dated 28 October 2010. The reserve was added to the agreement schedule and appears in the updated reserves plan agreement dated 4 September 2018.

7. On 7 January 2020, council granted resource consent to Fletchers Residential Limited for the third stage of the area known as Te Uru Superlot 2 at 60 Clark Road, for a comprehensive residential development on the TU6 and TU7 blocks.

8. The development will create 97 dwellings and supporting infrastructure and includes a pocket park allotment (Lot 400) to be created in Stage 2 and vested to Auckland Council at nil cost as a recreation reserve, pursuant to the Reserves Act 1977.

9. The pocket park is 537m² and will be vested in council and is shown on the Scheme Plan for this development.

10. The proposed park forms part of the wider Hobsonville Point open space network and play strategy developed on behalf of HLC.

11. Within that play strategy, the developer’s landscape architects have designed the park to cater for a broad range of ages, in particular play for older people, such as chess boards and incorporation of wheelchair access around the picnic table, with all hard surfaces wheelchair accessible.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Landscape Package Concept Drawings prepared by Kamo Marsh Landscape Architects for the pocket park (Revision 0, dated 7 February 2020) were considered during the resource consent process and have undergone revision to reflect Community Facilities specialists’ feedback from a maintenance and landscape design perspective.

13. The concept plan was revisited when it was issued for Engineering Plan Approval (EPA) review.

14. The site constraints of the pocket park (tapering triangular shape, size 537m², proximity to roads) mean it is necessary to consider the type of public amenities appropriate in a small open space.

15. Nearby is a new playground at 27 Sidney Wallingford Way, a large neighbourhood park which opened in late 2019 as part of the development known as Buckley B Stage 3.

16. This playground is commonly referred to as Western Park and provides recreational and play opportunities for a range of ages and interests within walking distance, approximately two minutes’ walk of the pocket park.

17. Facilities at Western Park include a barbeque, seating, fitness equipment, stepping logs in a nature play area, parkour type concrete structures, a kickaround area, drinking fountain and seesaw.

18. The proposed development of the Te Uru pocket park includes picnic tables, bench seating, inset chessboard and timber pergola.

19. Landscaping and specimen trees will provide visual relief for the adjacent apartment blocks, along with areas for social connection for future residents to meet and will complement the open space offered in the neighbourhood.

20. The concept plan (Revision 0) issued for EPA review was considered by the local board in May 2020.

21. Following feedback from the local board, the concept plan was revised (Revision B, attached to this report).

Naming of the pocket park

22. Establishing an appropriate name for the pocket park will follow the Draft 2018 Interim Park Management Guidelines in a similar way that is currently being undertaken for the naming of Western Park.

23. This pays careful attention to council’s Māori Language Policy adopted by the Governing Body in 2016. The policy recognises the council’s commitment to meeting its responsibilities under Te Tiriti o Waitangi.

24. The naming process is underway as part of a larger ongoing design for culture process that the developer is undertaking with Ngāti Whatua o Kaipara.

25. The name will be developed as part of this process and will be brought to a future local board workshop. Local boards have delegated decision-making authority for naming community parks and facilities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. It is anticipated that the park’s soft landscaping and specimen trees will result in a net positive benefit to climate change. The trees will, over time, absorb and store carbon dioxide emissions created by human activities in relation to construction and use of the playground. Natural materials (timber) are also used in the design and solar lights draw on a natural source of energy.

27. As it is proposed to be a local playground for local residents, it is expected that most users will walk to the playground.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. The park’s hard and soft elements were discussed with Community Facilities and Parks, Sports and Recreation specialists during the consenting stage and have been considered from a servicing, maintenance and landscape design perspective.

29. Proposed solar bollard lighting has been confirmed by Community Facilities as satisfactory for use in parks.

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

Local impacts and local board views

30. Local board feedback on the park’s concept design was provided in May 2020 to inform the EPA stage for public assets being developed by a third party and the overall use of the land for that purpose.

31. The EPA requires the consent holder to submit for the approval of the council, as future asset owner, detailed engineering and landscaping plans for all hard assets/park furniture/fixtures/planting /grassing to enable reserve development to be undertaken.

32. The local board provided direction on:

· use of materials that incorporate art and design for passive recreation

· incorporation of seating and shade

· incorporation of play for older people such as the chess boards

· incorporation of wheelchair access around the picnic table and consideration of the importance that all hard surfaces are wheelchair accessible.

33. The local board also requested the following amendments to the design be made:

· that the design incorporates ground markings for games (e.g. hopscotch or other markings for child play) – a hopscotch grid is shown in Attachment A and the ground surface changed to concrete to accommodate the painted line markings

· that the paved surfaces around the perimeter of the park (including the precast concrete pavers) are suitable (smooth) for narrow wheels (e.g. scooters and bikes) to ride on.

34. A revised concept design (Revision A) based on local board feedback was discussed with the Community Facilities Landscape Specialist who considered that the design should be suitable for bikes (including balance bikes and scooter wheels) to navigate and will not present a trip hazard.

35. It was also recommended that the designer be advised to achieve this at the construction stage by ensuring there are no big gaps between the pavers and that they are joined together properly to lie flat. This requirement will be included in the EPA memo for compliance.

36. This design was presented to the local board at a workshop on 25 June 2020. The local board advised that they were satisfied with the utility of the proposal and that it could proceed to a business meeting for approval by local board resolution.

37. The local board made two requests following the presentation of the revised design. These points were discussed with Community Facilities:

· a request for a specimen fruit tree as part of the soft landscaping – Community Facilities recommended a pear tree as suitable

· noting a lot of grey concrete, the local board asked if more colour could be achieved in the hopscotch area through use of tinted concrete – Community Facilities have advised that bold colour could be achieved through surfaces similar to play surfaces at Potters Park in Balmoral which are applied on top of concrete.

38. The developer has addressed this in their design and included specimen pear trees and coloured markings to the concrete paving in 'Mapei Race-track'. Colours to be confirmed, to be in alignment with the Hobsonville Point Chromatic Reference Plan. Community Facilities have confirmed this is suitable.

Tauākī whakaaweawe Māori

Māori impact statement

39. Ngāti Whātua o Kaipara were consulted at the Placemaking Advisory Group and mana whenua workshop on 20 February 2018. An iwi narrative was incorporated into the design and precast concrete pavers include a pattern to be developed with this iwi.

40. The Reserves Act 1977 is subject to the Conservation Act 1987 which requires that the Reserves Act 1977 be interpreted and administered to give effect to the principles of Te Tiriti o Waitangi.

41. Council must consult with and have regard to the views of iwi or hapu before undertaking action and making decisions about reserves for which it is the administering body. Mana whenua engagement is therefore required under the Conservation Act 1987 and Reserves Act 1977.

Ngā ritenga ā-pūtea

Financial implications

42. The local board has decision-making responsibility for the development and management of the pocket park once the asset is vested to council.

43. On 28 October 2010, an Infrastructure Funding Agreement (IFA) between Waitākere City Council and HLC was signed where the parties agreed the reserves to be vested by HLC within the Hobsonville land to fully satisfy the reserve requirements of the development.

44. The development of reserves to be vested under the IFA will satisfy any requirement for development contribution for Parks infrastructure in regard to the Hobsonville land (land area subject to the IFA). This means that any growth programme funding that may have been collected for the Hobsonville land has been fully offset for works to be completed by HLC. The standard of reserve development to be completed by HLC in accordance with the agreement is to equal, and may exceed, council’s usual standard of reserve development.

45. Annual median consequential operational costs (opex) are estimated by Community Facilities at $1653, with a range between $1405 and $2332. Maintenance of the hard and soft landscaping is expected to begin five years following practical completion, in accordance with the IFA. Community Facilities have confirmed there is ongoing consequential opex that would be available for future funding after the asset is vested to council. This consequential opex would take the form of asset-based services opex and the board are not expected to fund from their locally driven initiatives opex budget.

46. Practical completion is expected to be in the 2020/2021 financial year. It is anticipated that the play items will transfer to council for maintenance at practical completion for health and safety reasons.

47. Council staff sought advice from the local board’s Lead Financial Advisor about the financial implications, who was satisfied with the proposal.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The key risk for the delivery of the playground is inadequate handover.

49. This will be managed ensuring a rigorous practical completion and handover process where all documents will be required including warranties, as-builts and producer statements. The IFA is also a mitigation measure to ensure accountability.

50. A playground safety assessment against NZ Standard 5828:2015 will be required at practical completion.

Ngā koringa ā-muri

Next steps

51. Fletchers Residential Limited wish to develop the park as soon as possible. Following local board approval, work will commence in quarter 1 of 2020/2021.

52. Engineering details have been received and are attached to the report (Attachment A).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Te Uru Pocket Park concept design	39

Ngā kaihaina

Signatories

Author

Wendy Zapart - Senior Parks Planner

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Classify an unclassified local purpose (drainage) reserve – 17R Pharlap Drive, Ōtehā Valley

File No.: CP2020/10153

Te take mō te pūrongo

Purpose of the report

1. To classify a parcel of land pursuant to Section 16 (2A) of the Reserves Act 1977 as local purpose (drainage) reserve.

Whakarāpopototanga matua

Executive summary

2. The land at 17R Pharlap Drive, Ōtehā Valley, is currently held in fee simple as unclassified local purpose (drainage) reserve subject to the Reserves Act 1977.

3. The land is legally described as Lot 710 DP 489340 and held in Record of Title 703896.

4. Classification is a mandatory process under the Reserves Act and if not undertaken, means the council is not meeting its statutory obligations.

5. Classification of the land is to enable a right of way easement to be granted to an approved residential subdivision on an adjacent property at 43 Ōtehā Valley Road.

6. The proposed easement has been approved by Healthy Waters who manage and maintain local purpose (drainage) reserves.

7. The local board, however, holds delegated authority under Section 16 (2A) of the Reserves Act to classify all council owned reserves.

8. This report recommends that the Upper Harbour Local Board approves the classification of the local purpose (drainage) reserve as indicated in Attachment A to comply with the statutory requirement to classify reserves according to their principal or primary purpose.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve, pursuant to Section 16 (2A) of the Reserves Act, the classification of Lot 710 DP 489340 held in Record of Title 703896 and comprising 2989m² as local purpose (drainage) reserve.

Horopaki

Context

9. Classification is a mandatory process under Section 16 of the Reserves Act 1977 which involves assigning a reserve (or parts of a reserve) the appropriate classification. The classification determines the principal or primary purpose of the reserve.

10. Classification will enable council to grant a right of way easement over a portion of the reserve to an approved subdivision on an adjacent property at 43 Ōtehā Valley, as indicated in Attachment B.

11. The local purpose (drainage) reserve contains a stormwater pond that is managed and maintained by Healthy Waters.

12. Healthy Waters has consented to the right of way subject to the reserve being formally classified.

13. Local boards hold delegated authority under Section 16(2A) of the Reserves Act 1977 to approve classifications of council owned reserves, subject to all statutory processes having been satisfied.

Tātaritanga me ngā tohutohu

Analysis and advice

The land

14. The land is held in fee simple by Auckland Council as an unclassified local purpose (drainage) reserve and described as Lot 710 DP 489340 and held in Record of Title 703896.

Reserves Act 1977

15. The Reserves Act 1977 came into force on 1 April 1978 and requires all reserves to be classified for their primary purposes.

16. The purpose of local purpose reserves, as set out in Section 23 of the Reserves Act 1977, is to provide for ‘the purpose of providing and retaining areas for such local purpose or purposes as are specified in any classification of the reserve’.

17. The local purpose (drainage) reserve classification is the most appropriate as this reserve contains a stormwater pond constructed and managed by Healthy Waters. This was also the intended purpose for the reserve when it was originally acquired.

Specialists’ comments/consultation

18. Land Advisory and Healthy Waters have been consulted and support the proposal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. There is no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The proposed reserve classification has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice. Classification of the reserve will enable council to grant the right of way easement.

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

Local impacts and local board views

21. While the local board does not control and manage local purpose (drainage) reserves, it does hold the delegated authority under Section 16(2A) of the Reserves Act 1977 to approve classifications of council owned reserves, subject to all statutory processes having been satisfied.

22. The proposal to classify this land as local purpose (drainage) reserve fits within the delegated authority held by the board.

Tauākī whakaaweawe Māori

Māori impact statement

23. There is no express requirement to consult mana whenua under the Reserves Act. However, Section 4 of the Conservation Act 1987 states:

4: Act to give effect to the Treaty of Waitangi

This Act shall be so interpreted and administered as to give effect to the principles of the Treaty of Waitangi

24. Auckland Council is committed to meeting its responsibilities under Te Tiriti O Waitangi and its broader legal obligations to Māori. There is general agreement among mana whenua representatives to the council’s assessment, rationale, and proposals for the classification of reserves.

25. Iwi identified as having an interest in the land will be notified by email and given the opportunity to respond prior to the classification being gazetted.

26. There are no sites of value or significance to mana whenua identified in the Auckland Unitary Plan – Operative in Part in relation to this land.

Ngā ritenga ā-pūtea

Financial implications

27. There are no financial operational implications for the local board as this reserve is managed and maintained by Healthy Waters.

28. Publication in the New Zealand Gazette records the local board’s resolution. A permanent public record of the classification will be obtained after registration of the published gazette notice against the titles containing the two reserves. The cost of publication is approximately $100 and will be borne by Community Facilities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. The Upper Harbour Local Board does not resolve the classification of the land as recommended. This decision would contravene the requirements of the Reserves Act.

30. It will permit the issue of a right of way easement over the reserve.

Ngā koringa ā-muri

Next steps

31. Land Advisory staff will complete the classification requirements.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Pharlap Drive locality plan	45

Ngā kaihaina

Signatories

Author

Wendy Morrice - Specialist Technical Statutory Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Upper Harbour local parks - additional classifications

File No.: CP2020/10783

Te take mō te pūrongo

Purpose of the report

1. To confirm land to be held under the Local Government Act 2002 and make decisions on the classification of land under the Reserves Act 1977.

Whakarāpopototanga matua

Executive summary

2. As part of the classification programme and development of the local parks management plan under the Reserves Act 1977 (RA), additional classification decisions are needed for some local parks in the Upper Harbour Local Board area for the reasons outlined below:

· Some parcels were excluded from earlier reports to the local board, including new parcels that were recently acquired.

· The park values of one RA parcel which the local board has resolved to classify has been investigated further and change to the classification is recommended to align with the primary values.

· Technical advice has confirmed that six parcels that were thought to be automatically classified under Section 16(11b) of the RA still require a resolution of the local board under Section 16(2A).

· A further resolution is required to confirm the proposed reclassification of 10 parcels following the close of public notification with no submission received.

3. Criteria have been used to assess the classification of each parcel, including consideration of the local park’s values, current and likely future use of the local park, workshop feedback from the local board and consultation with mana whenua.

4. The status and recommendations for parcels of land included in this report are as follows:

Land status	Recommended actions
Two parcels held under the LGA	Retain one parcel at Herald Island Fire Station and Post Office under the LGA, as identified in Attachment A. Publicly notify the proposal to declare one parcel at Taihinui Historical Reserve as reserve and classify under s14(1) of the RA, as identified in Attachment A.
19 unclassified parcels held under the RA	Classification is required for 19 parcels under s16(2A), as identified in Attachment B.
10 classified parcels under the RA	Approve the reclassification of 10 parcels under s24(2)(b) as identified in Attachment C, following the close of public notification.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) confirm that one parcel of land will continue to be held under the Local Government Act 2002, as described in Attachment A of the agenda report (dated 20 August 2020).

b) approve public notification of the proposal to declare and classify pursuant to Section 14(1) of the Reserves Act 1977 one parcel described in Attachment A of the agenda report (dated 20 August 2020).

c) revoke the resolution regarding the classification of Lot 5 DP 152983 (Taihinui Historical Reserve), being part of resolution c) UH/2019/48.

d) approve the classification of 19 parcels of reserve land pursuant to Section 16(2A) of the Reserves Act 1977, as described in Attachment B of the agenda report (dated 20 August 2020).

e) approve the reclassification of 10 parcels of reserve land pursuant to Section 24(2)(b) of the Reserves Act 1977, as described in Attachment C of the agenda report (dated 20 August 2020).

Horopaki

Context

Background information

5. Upper Harbour Local Board has allocated and delegated decision-making responsibility for all local parks in the local board area.

6. On 21 June 2018, the local board resolved to prepare an omnibus open space management plan for all local parks in the local board area (local parks management plan), to assist park management and to meet obligations for reserve management planning under the Reserves Act 1977 (RA) (resolution number UH/2018/66).

7. The local parks management plan will be a statutory reserve management plan prepared in line with Section (s.) 41 of the Act. It will cover parkland held under the RA as well as the Local Government Act 2002 (LGA), and include land covered by existing reserve management plans.

8. In April 2019, a comprehensive park land status investigation was completed for all local parks in Upper Harbour. This was an essential preliminary task in developing the draft local parks management plan and a statutory requirement under the RA. Section 16 of the RA requires all land held as reserve under the RA be classified appropriately.

9. The classification of reserve land in Upper Harbour has been covered in three previous reports to the local board as shown in the following timeline.

*One parcel was incorrectly publicly notified

10. In completing further investigation of existing parcels and an assessment of acquisitions of new parcels, it was discovered that several parcels required further classification decisions.

11. A further resolution of the local board is also required to confirm the reclassification actions for 10 parcels following the close of public notification.

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed actions for land held under the LGA

12. The local board have the option to hold parkland under the LGA or the RA. Any land held under the LGA which the local board wishes to manage under the RA must be declared reserve and classified appropriately in accordance with s.14 of the RA.

13. When reviewing the future land status options for land under the LGA, staff considered the following:

· Why does the council own the land and how was it acquired?

· What is the current and likely future purpose of the land?

· What potential does the land have for protection, enhancement and development?

· Is there likely to be a need to retain flexibility for future use?

· What is the status of adjacent parcels of land within the same park?

Retain land at former Herald Island Fire Station and Post Office under the LGA

14. The land parcel (Lot 215 DP 31409) occupied by the former Herald Island Fire Station and Post Office is recommended to be retained under the LGA to provide flexibility for current and future use of the site (refer Attachment A).

15. The buildings are leased to the Herald Island Residents and Ratepayers Association for a museum and small-scale community use, including a community library.

Declare and classify one parcel at Taihinui Historical Reserve held under the LGA

16. One parcel (Allot 663 Parish of Paremoremo) at Taihinui Historical Reserve, bordering the Upper Harbour Highway, is held under the LGA and was originally taken under the Public Works Act 1928 for public access to a limited road (refer Attachment A).

17. The land has considerable reserve value and function as a significant ecological area adjacent to two parcels of reserve and the New Zealand Transport Authority does not have a designation over the land for future roading developments.

18. We propose the land be declared reserve under s.14 of the RA and classified scenic reserve 19(1a) to be consistent with the adjacent land parcels also classified in this report. As this parcel is zoned Residential – Large Lot, public notification of the proposal is required.

Proposed actions for land held under the RA

19. For land held under the RA, the following options have been considered:

· classify according to its primary purpose

· reclassify to align to its primary purpose

· revoke the reserve status and hold the land under the LGA

· continue to hold the land as unclassified reserve under the RA.

20. The option to continue to hold the land as unclassified reserve has been discounted as it would mean that the local parks management plan would not comply with the RA and the council would not be meeting its statutory obligations under the RA.

21. In the context of this investigation, staff have not identified any parcels of local park that warrant revocation of the reserve for management under the LGA.

Classification of land held under the RA

22. Classification involves assigning a reserve (or part of a reserve) a primary purpose, as defined in s.17 to 23 of the Act, that aligns with its present values. Consideration is also given to potential future values and activities and uses.

23. Staff have identified 19 parcels of unclassified reserve land that require classification under s.16(2A) of the RA (refer to Attachment B for proposed classifications).

24. This includes six parcels that were thought to be automatically classified. Further technical advice has confirmed those parcels vested under s.44 of Counties Amendments Act 1961 are not automatically classified in accordance with s.16(11b) of the RA and still require a resolution of the local board under s.16(2A) of the RA.

25. Staff have considered the Reserves Act Guide and the following questions when determining the primary purpose and appropriate classification for each parcel:

· What was the intended purpose of the reserve when it was acquired?

· What are the main values of the land or potential future values, uses and activities?

· What potential does the land have for protection, preservation, enhancement or development?

· What is the status of adjacent parcels of land within the park?

· Is there likely to be a need to retain flexibility for future use?

Correcting decisions to classify parcels of Taihinui Historical Reserve

26. A scenic reserve 19(1a) classification is recommended for Lot 5 DP 152983 and Lot 10 DP 113399 at Taihinui Historical Reserve and recognises the significant ecological values and high natural character of the site (refer Attachment B).

27. To classify both parcels as scenic reserve 19(1a), the local board needs to revoke part of an earlier resolution to classify Lot 5 DP 152983 as historic reserve (resolution c) UH/2019/48) and pass a new resolution to classify both parcels as scenic 19(1a).

28. Following further investigation into the history of the site and its natural values, staff found that the primary purpose of the reserve was to preserve areas of natural scenic value.

29. A classification of scenic reserve 19(1a) also provides for the management of other features, including historic and cultural heritage, to the extent compatible with the primary purpose of the reserve. This applies to the recorded pa site on the headland (CHI 6840).

Confirm reclassification of land held under the RA following public notification

30. At its business meeting on 5 December 2019, the local board approved public notification of proposals to reclassify nine parcels and two part parcels, pursuant to Section 24(2)(b) of the RA, as described in Attachment C.

31. This included the proposal to reclassify part of Malcolm Hahn Memorial Reserve containing indigenous bush from local purpose (community building) reserve and recreation reserve to local purpose (esplanade) reserve subject to survey.

32. These were publicly notified on 23 January 2020 in the North Harbour News in accordance with the requirements outlined in Section 119(1)(b) of the RA. The submission period closed on 24 February 2020 and no submissions were received.

33. The local board may choose to approve the proposed reclassification actions as they were publicly notified or to change those actions. As there have been no submissions, staff recommend that the local board approves reclassifying the parcels as described in Attachment C.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The decisions in this report are largely administrative and it is anticipated there will be no direct impact on greenhouse gas emissions.

35. However, future management and potential development of park land, which is determined by its purpose, could have a potential positive or negative impact on greenhouse gas emissions. The degree and nature of the impact is dependent on the specific management and development of each park. Two examples of potential impacts are:

· A potential reduction of emissions by classifying land as scenic reserve. The purpose of a scenic reserve is largely to protect and restore the natural environment; ecological restoration of a site could result in a reduction of emissions and increase in carbon sequestration.

· A potential increase in emissions through increased traffic, following the development of a community facility; the development of facilities could be enabled through the classification of local purpose (community use) reserve or recreation reserve.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. The land classification investigations that have formed the recommendations in this report have been discussed with relevant council units, including Parks, Sport, and Recreation, Community Facilities (including Leasing), Heritage, and Environmental Services, who have provided information and technical advice to inform reserve classification proposals.

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

Local impacts and local board views

37. Workshops were held with the local board on 7 November 2019 and 16 July 2020 to present the classification recommendations detailed in this report. The local board were supportive of the recommendations.

Tauākī whakaaweawe Māori

Māori impact statement

38. In January and July 2020, mana whenua huis were held to discuss the proposed actions for land held under the LGA described in Attachment A and unclassified land held under the RA described in Attachment B.

39. The first hui was attended by representatives from Ngaati Whanaunga, Te Ākitai Waiohua, Ngāti Whātua o Kaipara, Te Kawerau ā Maki and Ngāi Tai Ki Tāmaki.

40. These representatives had sought further investigation and discussion on Taihinui Historical Reserve as they were concerned about staffs’ intention to amend the proposed classification from historic reserve to scenic reserve 19(1a).

41. To address these concerns, staff invited subject matter experts from council’s Heritage and Environmental Services departments to present technical advice about the primary purpose of the reserve and achieving consistency across the parcels.

42. All representatives were supportive of a classification of scenic reserve 19(1a), with cultural heritage features to be managed under this classification.

43. The second hui in July 2020 was attended by representatives from Ngaati Whanaunga and Te Ākitai Waiohua, with other mana whenua who have an interest in the Upper Harbour area invited to give feedback via email. The proposed actions for land status and classification were supported.

44. Mana whenua views on the proposed reclassifications in Attachment C are described in the report to the 5 December 2019 business meeting (reference CP2019/19417). Mana whenua generally supported the proposed actions except in one case.

45. Te Kawerau ā Maki, Ngaati Whanaunga and Te Ākitai Waiohua representatives sought to protect the area of indigenous bush at Malcolm Hahn Memorial Reserve that borders an ecologically significant marine environment. They proposed that the bush be surveyed off from the rest of the reserve and reclassified as local purpose (esplanade) reserve.

46. Representatives from Ngāti Whātua o Kaipara and Ngāi Tai Ki Tāmaki were supportive of this proposal with an amendment from staff to reclassify the area as scenic reserve 19(1b). The local board agreed to survey off the bush but preferred reclassification as local purpose (esplanade) reserve which is reflected in this report.

Ngā ritenga ā-pūtea

Financial implications

47. This report has no financial implications for the local board. The cost for the gazette notices for the classifications will be covered through existing departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. The following table outlines the risks and mitigation associated with the classification and reclassification of reserves. This reflects the relevant risks listed in the 5 December 2019 business meeting report, with an update following public notice period closing.:

Risk	Mitigation
Perception that land held under the LGA is at risk of sale or disposal	Emphasise the restrictions on disposal of parks under Section 138 of the LGA and the requirement to undertake consultation, including prior to granting leases for more than six months.
RA classifications constrain the range of uses that land can be used for	The lack of submissions on the proposed reclassifications mean no additional risks around the range of uses contemplated have been identified.

49. The absence of public submissions could indicate a lack of community awareness about the public notification of these reclassifications. However, the risk of potential objections to these proposals is considered to be minor given that the changes align the classifications with the current use of the land parcels being considered in this report.

50. The revocation of part of a previous resolution is intended to ensure reserve land is correctly classified according to its primary purpose to avoid any future issues.

Ngā koringa ā-muri

Next steps

51. Once the local board has approved the classification actions, they must be included in a notice published in the New Zealand Gazette.

52. Approval of gazette notices has been delegated from the Minister of Conservation to the General Manager Community Facilities. A report will be prepared seeking his signature to the gazette notices.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Parcels held under the Local Government Act 2002	55
b ⇩	Parcels to be classified under Section 16(2A) of the Reserves Act 1977	57
c ⇩	Parcels to be reclassified under Section 24(2)(b) of the Reserves Act 1977	59

Ngā kaihaina

Signatories

Author

Jessica Morris - Service and Asset Planner

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Auckland Transport monthly update - August 2020

File No.: CP2020/10195

Te take mō te pūrongo

Purpose of the report

1. To receive an update on traffic-related matters in the Upper Harbour Local Board area.

Whakarāpopototanga matua

Executive summary

2. Included is a list of the public consultations sent to the local board in July 2020 for comment and the decisions of AT’s Traffic Control Committee (TCC) for July 2020.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

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

Horopaki

Context

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

4. Council’s confirmed Emergency Budget has resulted in a reduced amount of funding available to local boards in the 2020/2021 financial year. Allocation of available funds will be provided to all 21 local boards on the basis of the Local Board Funding Policy.

5. Decisions about the 21/22 and 22/23 financial years will form part of the Long-term Plan / Regional Land Transport Plan (LTP/RLTP) discussions. However, early indications are that these years will also see a more constrained capital programme than prior to the COVID‑19 crisis. The specific budget available for the LBTCF in 21/22 and 22/23 will be determined by prioritisation of the capital programme through the RLTP and will be subject to the usual consultation and submission processes.

Community Safety Fund (CSF)

6. The Community Safety Fund is funded from Auckland Transport’s safety budget and is dependent on the level of funding Auckland Transport receives from council. Current indications are that this level of funding will be significantly constrained.

7. Public consultation and the design work informed by this consultation is progressing, with a view to having projects designed and ready to go, when money becomes available.

Tauākī whakaaweawe āhuarangi

Climate impact statement

8. AT engages closely with Auckland 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.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. The impact of information in this report is confined to AT and does not impact on other parts of the council group. Any engagement 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

Scott Point pedestrian safety issues

11. Outside the proposed new school at 11 Scott Road:

· works are beginning on the new school and it is expected that a temporary footpath will be provided in front of the school while construction is underway.

12. Outside the Hobsonville Settlers Church at 1 Scott Road:

· a letter was sent to the church in June 2020 requesting they relocate their fence

· a follow-up call to the church has since occurred and AT are awaiting a formal response re their support, or otherwise, in relocating the fence

· any changes to the church’s fence will not be immediate; however, AT are working with the church to establish an interim temporary footpath by removing a fence panel.

13. It is important to note that this will not be a straightforward project and AT is awaiting budget confirmation which is expected to be costly.

Local board issues under investigation

14. The local board has requested the following issues be investigated, and they are still under investigation:

· Rahui Reserve path safety issues

· Kyle Road – public transport for students at Albany Junior and Albany Senior High Schools from Kyle Road East / Upper Harbour Primary School area.

Consultation documents on proposed improvements

15. Consultation documents for the proposals listed below have been provided to the Upper Harbour Local Board for feedback and are summarised for information purposes only.

16. After consultation, AT considers the feedback received and determines whether to proceed further with the proposal as consulted on or proceed with an amended proposal if changes are considered necessary.

· proposal to signalise the Hobsonville Road/Sinton Road East intersection

· proposal to install broken yellow lines on Egret Court, Unsworth Heights

· proposal to upgrade two existing pedestrian crossings to raised zebra crossings on Brigham Creek Road and Airport Road, Whenuapai

· proposal to install P120 time restriction on one side of Bushland Park Drive, Albany

· proposal to improve road safety by adding broken yellow lines on Nugget Avenue at the intersection with Hobsonville Point Road in Hobsonville

· proposal to improve access by adding broken yellow lines on Horizon Way in West Harbour

· local board endorsement of a kiosk at the Albany bus station.

Traffic Control Committee (TCC) report

17. Decisions of the TCC during the month of July 2020 affecting the Upper Harbour Local Board area are listed in the following table:

Street (suburb)	Type of report	Nature of restriction	Decision
Squadron Drive / Autumn Blaze Street / Hiki Street / Gecko Road / Skua Road, Hobsonville	Permanent traffic and parking changes	Shared path / give-way control / road hump	CARRIED
Totara Road / Buckley Avenue, Hobsonville	Amended public election sign site report	Removal of public site for the display of election signs	CARRIED

Tauākī whakaaweawe Māori

Māori impact statement

18. The decision to receive this monthly update report has no impacts or opportunities for Māori. Any engagement with Māori or consideration of impacts and opportunities will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

19. The decision to receive this monthly update report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. AT will not be able to report with certainty on its programme.

21. However, under both proposed revisions to the budget, AT’s capital and operating budgets will be reduced. Therefore, it is expected that some projects that were planned for 2020/2021 may not be able to be delivered and AT understands this will be disappointing to communities that had already been engaged with.

22. Both the Community Safety Fund and the LBTCF may be impacted by these budget reductions. The only way to mitigate this risk is to clearly communicate the board’s priorities so supporting staff can plan and make the best use of any available funds.

Ngā koringa ā-muri

Next steps

23. AT will provide a further update report to the Upper Harbour Local Board in September 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Owena Schuster – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Panuku Development Auckland - Upper Harbour Local Board six-month report: 1 September 2019 to 29 February 2020

File No.: CP2020/07706

Te take mō te pūrongo

Purpose of the report

1. To receive an update on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 01 September 2019 to 29 February 2020

Whakarāpopototanga matua

Executive summary

2. Panuku is charged with balancing financial and non-financial outcomes in order to create and manage sustainable and resilient places where people want to live, work, invest, learn and visit. The activities of Panuku cover four broad areas:

· redevelopment of urban locations, leveraging off council-owned land assets, mostly within existing suburbs

· review of and, where appropriate, redevelopment of council non-service property

· management of council property assets including commercial, residential, and marina infrastructure

· other property related services such as redevelopment incorporating a service delivery function, strategic property advice, acquisitions and disposals.

3. Panuku Development Auckland currently manages 20 commercial interests in the Upper Harbour Local Board area.

4. One property was purchased in the Upper Harbour Local Board area during the six month reporting period.

5. No properties were sold in the Upper Harbour Local Board area during the six month reporting period.

6. Panuku is awaiting direction from Auckland Council regarding the property subject to the rationalisation process.

7. Panuku leads a multi-year redevelopment programme of the council’s Housing for Older People (HfOP) portfolio (Haumaru). There is one Haumaru village in the Upper Harbour Local Board area.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

receive the Panuku Development Auckland - Upper Harbour Local Board six-month report for 01 September 2019 to 29 February 2020.

Horopaki

Context

8. Panuku helps to rejuvenate parts of Auckland, from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

9. The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world class city, Panuku plays a significant role in achieving the ‘Homes and Places’ and ‘Belonging and Participation’ outcomes.

10. Panuku leads urban redevelopment in Manukau, Onehunga, Wynyard Quarter, waterfront, Northcote, Avondale, Takapuna, Henderson, Papatoetoe, Ormiston and Flat Bush, Panmure, Pukekohe, city centre and redevelopment of the Haumaru portfolio.

11. Panuku manages around $3 billion of council’s non-service property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others. ‘Non-service properties’ are council-owned properties that are not used to deliver council, or council-controlled organisation (CCO), services.

12. As at 31 December 2019, the Panuku-managed regional property portfolio comprised 1674 properties, containing 1035 leases. This includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

14. Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

15. Following is a high-level update on activities in the Upper Harbour Local Board area:

Unlock Hobsonville

16. On 27 February 2020, a workshop was held with the local board by Auckland Council Sports and Recreation and Panuku to discuss the opportunity for the Wasp Hangar building to be used for an indoor recreation facility.

17. Avanda completed their first eight homes in the Unlock Hobsonville Airfields Precinct. There are another 510 homes planned for this area.

Properties managed in the Upper Harbour Local Board area

18. Panuku currently manages 20 commercial and non-residential interests within the local board area.

Portfolio strategy

Optimisation

19. Optimisation is a self-funding development approach targeting sub-optimal service assets approved in 2015. The process involves an agreement between Community Facilities, Panuku and local boards and is led by Panuku. It is designed to equal or enhance levels of service to the local community in a reconfigured form while delivering on strategic outcomes such as housing or urban regeneration with no impact on existing rate assumptions.

20. Using optimisation, underperforming assets will have increased utility and efficiency, lower maintenance and operating costs, as well as improved service delivery benefiting from co-location of other complementary services or commercial activities. Optimisation will free up a range of under-capitalised development opportunities such as air space, full sites, or part sites.

21. Using optimisation as a redevelopment and funding tool, the Local Board can maximise efficiencies from service assets while maintaining levels of service through the release of some or all of that property for sale or development.

22. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds in accordance with the service property optimisation approach.

Portfolio review and rationalisation

Overview

23. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes.

24. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

25. Panuku works closely with Auckland Council and Auckland Transport to identify potential surplus properties to help achieve disposal targets.

Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$30.4 million disposal recommendations

Target for July 2019 to June 2021:

Unit	Target	Achieved
Portfolio review	$45 million disposal recommendations	$20 million disposal recommendations as at 23 February 2020

Process

26. Once identified as no longer delivering the council service use for which it was acquired, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with the local ward councillors, the Independent Māori Statutory Board and finally, a Governing Body decision.

Acquisitions and disposals

27. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. Panuku purchases property for development, roads, infrastructure projects and other services. These properties may be sold with or without contractual requirements for development.

Acquisitions

28. Panuku does not decide which properties to buy in a local board area. Instead, it is asked to negotiate the terms and conditions of a purchase on behalf of the council.

29. Panuku has purchased eight properties for open space across Auckland in the time period between October 2019 and April 2020, at a cost of $31.5 million.

30. One property has been purchased in the Upper Harbour Local Board area during the reporting period for open space (the one property purchased in the Upper Harbour Local Board area in this period is 4 Spedding Road, Whenuapai).

31. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

32. In the reporting period between October 2019 and April 2020, the Panuku disposals team has entered into seven sale and purchase agreements, with an estimated value of $7.5 million of unconditional net sales proceeds.

33. Panuku 2019/20 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

34. No properties have been sold in the Upper Harbour Local Board area during the reporting period.

Under review

35. Properties currently under review in the Upper Harbour Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the Governing Body:

Property

Details

Hobsonville Marina (Clearwater Cove, West Harbour)

At the Planning Committee meeting in September 2018, the committee resolved that the Auckland Plan Strategy and Research team undertake further work on a strategy and a forward plan with respect to the future of Auckland marinas.

Panuku has not progressed a marina proposal in anticipation of a marina strategy.

Housing for Older People – Haumaru Housing

36. The council owns 1452 units located in 63 villages across Auckland, which provide rental housing to low income older people in Auckland.

37. The Housing for Older People (HfOP) project involved the council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

38. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

39. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

40. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

41. The following Haumaru Housing village is located within the Upper Harbour Local Board area:

Village	Address	Number of units
Windsor Court	480A East Coast Road	18

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. The Panuku Priority Location programmes support regeneration of existing town centres, developing underutilised sites within the urban area, close to transport links. Increasing the density of housing results in reduced carbon emissions through improved utilisation of existing infrastructure and transit-oriented development. The provision of easy, safe and attractive walking and cycling routes reduces reliance on private motor vehicles and enables low carbon lifestyles. Panuku has adopted a minimum standard of a Homestar 6 rating for all homes, resulting in warmer, drier and more energy efficient buildings.

43. Climate change increases the probability of hotter temperatures and more frequent flooding and drought in the Upper Harbour Local Board area. Panuku seeks to future-proof our communities by:

· specifying adaptation and resilience in the design of buildings and spaces.

· specifying that infrastructure and developments are designed to cope with warmer temperatures and extreme weather events.

· use of green infrastructure and water sensitive design for increased flood resilience, ecological and biodiversity benefits

· provision of increased shade and shelter for storm events and hotter days.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. The views of the council group are incorporated on a project-by-project basis.

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

Local impacts and local board views

45. Any local or sub-regional impacts related to local activities are considered on a project-by-project basis.

Tauākī whakaaweawe Māori

Māori impact statement

46. Panuku works collaboratively with mana whenua on a range of projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

47. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Ngā ritenga ā-pūtea

Financial implications

48. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. There are no risks associated with receiving this report.

Ngā koringa ā-muri

Next steps

50. The next six-monthly update is scheduled for October 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Perin Gerrand - Engagement Coordinator

Authorisers

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Approval of the Upper Harbour Local Board Local Economic Development work programme 2020/2021

File No.: CP2020/10897

Te take mō te pūrongo

Purpose of the report

1. To approve the Upper Harbour Local Board Local Economic Development work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

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

3. The work programme responds to the following outcomes and objectives identified in the Upper Harbour Local Board Plan 2017:

· A thriving local economy that supports quality of life.

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:

· Young Enterprise Scheme - $2000.

6. The proposed work programme has a total value of $2000 which can be funded from within the local board’s draft 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 Upper Harbour Local Board:

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

Horopaki

Context

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

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position which has had flow-on effects for the budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021 which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of 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 Upper Harbour Local Board Plan 2017. The specific outcome that is reflected in the work programme is:

· A thriving local economy.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The proposed activities for delivery as part of the board’s Local Economic Development work programme 2020/2021 are detailed below (refer to Attachment A for further detail):

Young Enterprise Scheme – $2000

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

14. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge, including:

· business fundamentals

· planning

· interpersonal relations

· financial

· decision-making

· reporting

· risk management

· teamwork.

15. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

19. The proposed 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 Upper Harbour Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

21. Table 1 below outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes:

Table 1: Māori impact assessment of proposed activities

Activity name	Māori impact
Young Enterprise Scheme	In implementing the YES, Māori students at participating schools will be able to benefit from the experience and learnings from the YES

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 $2000 of the local board’s 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 2 below shows the identified significant risks associated with activities in the proposed 2020/2021 work programme:

Table 2: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Young Enterprise Scheme	There is a risk that the ‘Kick Start’ days do not proceed due to changes in the COVID-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled, the full impact on the need for the local board support is identified.	Medium

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 ⇩	Upper Harbour Local Economic Development work programme 2020/2021	75

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor, ATEED

Authorisers

John Norman – Strategic Planning Manager Local Economic Development, ATEED

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Approval of the Upper Harbour Local Board’s Environment work programme 2020/2021

File No.: CP2020/10961

Te take mō te pūrongo

Purpose of the report

1. To approve the Upper Harbour Local Board’s Environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

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

3. The work programme responds to the outcome ‘our environment is valued, protected and enhanced’ that the local board identified in the Upper Harbour Local Board Plan 2017.

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

· new kiwis zero waste education initiative - $18,000

· construction and demolition waste leaders - $23,000

· restoration of the Waiarohia Stream - $10,000

· survey of inanga spawning sites - $15,500

· sustainable schools project – our local streams - $30,000

· Upper Harbour North-West Wildlink assistance programme - $80,000

· sediment related water quality testing - $25,000.

6. The proposed work programme has a total value of $201,500 which can be funded from within the board’s draft LDI budget for the 2020/2021 financial year.

7. The board also has $112,952 of asset-based services operational (ABS opex) budget for the continuation of the septic tank pump-out programme. In addition to this, a budget of $28,000 has been carried forward to the 2020/2021 financial year for the completion of the board’s 2019/2020 Pest Free Upper Harbour project. This project experienced delays due to staff changes and subsequent COVID-19 restrictions.

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 Upper Harbour Local Board:

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

Activity name	2020/2021
New kiwis zero waste education initiative	$18,000
Construction and demolition waste leaders	$23,000
Restoration of the Waiarohia Stream	$10,000
Survey of inanga spawning sites	$15,500
Sustainable schools project – our local streams	$30,000
Upper Harbour North-West Wildlink assistance programme	$80,000
Sediment related water quality testing	$25,000
Total	$201,500

b) note that $28,000 of locally driven initiatives budget has been carried forward for the 2019/2020 Pest Free Upper Harbour project for completion as part of the attached work programme in 2020/2021.

c) note the allocation of $112,952 asset-based services operational budget towards the septic tank pump-out programme in the 2020/2021 financial year.

Horopaki

Context

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

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

11. The COVID-19 pandemic occurred partway 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 Upper Harbour Local Board Plan 2017. The specific outcome that is reflected in the work programme is ‘our environment is valued, protected and enhanced’.

13. The development of the work programme was also guided by plans and policies such as the National Policy Statement for Freshwater Management, the Waste Management and Minimisation Plan, and the Regional Pest Management Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

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

15. The proposed activities for delivery as part of the board’s Environment work programme 2020/2021 are detailed below (see Attachment A for further detail).

New project: New kiwis zero waste education initiative - $18,000

16. To achieve the local board plan objective to ensure ‘our environment is valued, protected and enhanced’, the board has indicated it would like to support a new zero waste education initiative for new kiwis in the 2020/2021 financial year.

17. English Language Partners North Shore will be contracted to deliver this work which will involve a series of waste minimisation education sessions and worshops. These initiatives will empower immigrants and former refugees to be champions for Auckland's zero waste target.

18. The project will involve classes, writing competitions and site tours of recycling facilities to support migrants and their families to understand waste and its environmental impact. Surveys will be conducted to see what waste minimisation behaviours have been undertaken over the financial year.

New project: Construction and demolition waste leaders - $23,000

19. The board has also indicated it would like to support a new construction and demolition waste leaders project in the 2020/2021 financial year.

20. The construction and demolition sector is the biggest contributor of waste in Auckland. This budget will support a construction and demolition waste advisor to work alongside the council’s waste team to reduce the amount of construction and demolition waste produced from building sites.

21. The advisor will work with builders and developers in the Scott Point area to improve waste management behaviours on building sites, sorting and separating waste. The advisor will also promote alternative destinations for reusable timber and materials, such as community recycling centres.

22. Examples of industry leaders whose practices and successes can be communicated to the wider construction and demolition sector will be identified by the advisor through this project.

23. This is a pilot project for Upper Harbour, noting the significant development occurring in Scott Point. If successful, it will be championed in other parts of Auckland experiencing intense development.

New project: Restoration of the Waiarohia Stream - $10,000

24. The board has indicated it would like to support the restoration of the Waiarohia Stream in the 2020/2021 financial year. This project is expected to last five years and will involve working with community and iwi to restore the stream.

25. Environmental Services is funding the creation of a management plan for both the Rawiri Stream and the Waiarohia Stream, and Healthy Waters is undertaking naturalisation work in the Rawiri Stream.

26. Local board funding will be used for the implementation of the plan in the Waiarohia Stream in the 2020/2021 financial year. This will include weeding and planting work, pest control and water quality testing work.

New project: Survey of inanga spawning sites in the Upper Harbour area - $15,500

27. The board has indicated it would like to support a new project to survey inanga spawning sites in the Upper Harbour area in the 2020/2021 financial year. Funding in the 2020/2021 financial year will help to establish a baseline of current inanga populations within local streams.

28. The data collected will identify areas that need urgent protection and restoration efforts to ensure the survival of inanga and other fish species. The community will be engaged and empowered to maintain, enhance and promote the restoration of their local waterways.

Sustainable schools project: Our local streams - 30,000

29. To achieve the local board plan objective to ensure ‘our environment is valued, protected and enhanced’, the board has indicated it would like to continue supporting its Sustainable Schools stream project in the 2020/2021 financial year.

30. In the 2017/2018 financial year, the board allocated $20,000 towards this project, and $30,000 was allocated in each of the 2018/2019 and 2019/2020 financial years.

31. Engagement as part of the 2019/2020 project was only able to be undertaken with four out of the 10 local schools that staff had planned to work with, due to the closure of schools as a result of COVID-19. Staff recommend that the board allocate a further $30,000 to enable the continuation of this project in the 2020/2021 financial year.

32. Funding will support the continued provision of expertise and assistance for schools in the Upper Harbour Local Board area to connect with their local streams. This will be achieved through testing and monitoring water quality and connecting with community restoration groups working in the same catchment.

33. Seven schools previously involved will continue, two new schools will be approached, and environmental science students from Massey University will join the project in 2020/2021.

Upper Harbour North-West Wildlink Assistance Programme - $80,000

34. The board has indicated it would like to continue supporting the Upper Harbour North-West Wildlink Assistance Programme in the 2020/2021 financial year. In 2018/2019, the network received $80,000 from the local board via the Upper Harbour North-West Wildlink assistance programme, and a further $60,000 in 2019/2020.

35. The Upper Harbour community is now highly active in caring for the local environment and provides a forum for groups to collaborate and plan together through the Upper Harbour Ecology Network (established in the 2016/2017 financial year). The network is convened by a member of the community and facilitated by biodiversity staff. The network consists of members from 24 community organisations and reaches individuals right across the local board area.

36. Funding for this project is distributed to community groups for environmental initiatives via the Upper Harbour Ecology Network. Senior Parks, Sport and Recreation and Biodiversity staff ensure the funds reach a large number of people and support a large number of restoration and environmental goals.

37. Further funding in 2020/2021 will be used to grow the capability of the Upper Harbour community to deliver North-West Wildlink outcomes across the whole local board area. Feedback from the Upper Harbour Ecology Network and local board will be used to shape the delivery approach of this assistance programme.

Sediment related water quality testing - $25,000

38. To achieve the local board plan objective to ensure ‘our environment is valued, protected and enhanced’, the board has indicated it would like to continue to fund a sediment related water quality testing project in the 2020/2021 financial year. In 2019/2020, this project was funded $25,000.

39. Water quality testing and analysis will be carried out to gather evidence around which contaminants in the waterways are related to sediment discharges from small site development in the Upper Harbour Local Board area.

40. This is the second year of a three-year programme, which will align with the council’s regional strategic approach to sediment programme, as endorsed by the Environment and Community Committee in December 2018 (resolution number ENV/2018/169).

Septic tank pump-out programme - $112,952 (ABS opex)

41. This programme manages the triennial pump-out of septic tanks within the former Waitākere City Council area. Within the Upper Harbour Local Board area, 4300 households pay a targeted rate for maintenance of rural sewerage systems. These households are visited every three years to have their tanks pumped out and cleaned.

42. In the 2019/2020 financial year, $114,870 was received for this programme, and in the 2020/2021 financial year $112,952 will be received.

43. This project was approved by the Governing Body to continue when considering the first round of consultation feedback on the draft Annual Budget 2020/2021 and is contracted until 1 July 2021. After this, it will be discontinued in the Upper Harbour Local Board area.

44. The local board will be consulted on any proposed changes to the scheme before staff report back to a committee of council on the topics outlined above.

Activities carried forward from 2019/2020

45. The Corporate and Local Board Performance team have identified the projects from the Upper Harbour Local Board LDI operational budget 2019/2020 where there were agreed scopes and costs which were not fully delivered.

46. A budget of $28,000 has been carried forward to the 2020/2021 financial year for the completion of the board’s 2019/2020 Pest Free Upper Harbour project. This project experienced delays due to staff changes and subsequent COVID-19 restrictions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. Table 1 below 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
New kiwis zero waste education initiative and the construction and demolition waste leaders project	These projects will reduce waste going to landfill. The contribution of waste to overall greenhouse gas emissions in the Auckland region is approximately 3.1 per cent as per the Auckland Greenhouse Gas Inventory to 2016.
Restoration of the Waiarohia Stream, and survey of inanga spawning sites in the Upper Harbour area	The implementation of stream restoration and protection efforts will minimise the impact of flooding, improve native biodiversity and enhance carbon sequestration. This will help protect the stream banks from erosion caused by the increased rainfall events resulting from climate change.
Sustainable Schools project – our local streams	Actions to improve local streams that include native planting will enhance carbon sequestration by plants, as well as reducing erosion and increasing the resilience of streams to storm events. Improving the quality of water that flows to the sea reduces the pollution and silt that enters the world’s most important carbon sink: the ocean.
Upper Harbour North-West Wildlink Assistance Programme	The project will contribute to fewer native plants being eaten, hence the survival and regeneration of increasing amounts of native vegetation. This will aid in large areas of Upper Harbour with greater carbon sequestration, pollution absorption by native plants and oxygen levels produced by these native plants.
Sediment related water quality testing	As the weather gets more variable with larger rain events expected, this project will help to ensure that small building sites have appropriate erosion and sediment controls in place to minimise the risk of flooding and poor water quality.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. 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.

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

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

Local impacts and local board views

50. The projects proposed for inclusion in the board’s Environment work programme will have positive environmental outcomes across the Upper Harbour Local Board area. Particular focus areas for the 2020/2021 work programme include Scott Point and the Waiarohia Stream.

51. The projects noted above align with the local board plan outcome ‘our environment is valued, protected and enhanced’. 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

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

53. Table 2 below 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
Construction and demolition waste leaders	This project will be guided by the Waste Management and Minimisation Plan, which embraces Te Ao Māori and kaitiakitanga.
Sustainable Schools Project – Our Local Streams	No direct engagement with mana whenua will occur for this project. However, many schools are already connecting with local iwi. This project will provide opportunities to build on these connections as well as exploring Māori perspectives on the importance of water in te Ao Māori (Māori world view) and kaitiakitanga of the local environment.
Upper Harbour North-West Wildlink Assistance Programme	No specific engagement with mana whenua or Māori community groups has been undertaken for this project. However, mana whenua representatives are invited and encouraged to attend the group meetings.
Sediment related water quality testing	Managing water resources and maintaining water quality are significant issues for Māori. The role of mana whenua as kaitiaki for the environment is identified in the Schedule of Issues of Significance to Māori in Tāmaki Makaurau. This project will provide information that can be used to better focus restoration efforts by mana whenua in their role as kaitiaki.

54. 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

55. The proposed Environment work programme budget for 2020/2021 is $201,500 of the board’s LDI operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

56. The attached work programme also includes a $28,000 LDI carry-forward for the completion of the board’s 2019/2020 Pest Free Upper Harbour project, and $112,952 ABS opex for septic tank pump-outs.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. 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.

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

Table 3: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
New kiwis zero waste education initiative	Participants may not put some of the information they have been taught into practice.	All students will receive appropriate education through the Waste Solutions team and English Language Partners. Waste Solutions staff will help participants identify and overcome any barriers to good waste practice.	Low
Construction and demolition waste leaders	The risks include a lack of awareness or willingness by builders to engage with the project. There is a risk of language barriers being encountered when communicating with construction workers.	One developer has already signalled they would like to be involved. A translator will be considered if language barriers become a large issue and if budget allows.	Medium
Restoration of the Waiarohia Stream and the survey of inanga spawning sites in the Upper Harbour area	There is a risk that community members will not engage in this project.	Community volunteers will be recruited through the pony club, through the Upper Ecology Network and social media advertisements.	Low
Sustainable schools project – our local streams	This project is dependent on the contractor being available to continue the work. The project relies on school participation and needs to link to school outcomes. If schools have other priorities, they may not have time to participate.	The current contractor has been approached and is interested in running this programme again. Schools currently engaged will be asked to confirm their continued involvement, and new schools will be approached if any existing schools do not continue.	Low
Upper Harbour North-West Wildlink Assistance Programme	This project is dependent on the volunteer time of the participants in the Upper Harbour Ecology Network	The network has been running for a number of years and the amount of volunteer time and engagement is very high.	Low
Sediment related water quality testing	There is a risk around contractor availability.	There are multiple contractors available to deliver this work, so this risk is low.	Low

59. 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

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 ⇩	Infrastructure and Environmental Services Projects for Upper Harbour 2020/2021	87

Ngā kaihaina

Signatories

Author

Anna Halliwell - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

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

File No.: CP2020/10752

Te take mō te pūrongo

Purpose of the report

1. To approve the Upper Harbour 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 building, maintaining and renewing all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3. This report presents the Upper Harbour 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 (refer Attachment A).

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

· Empowered, engaged and connected Upper Harbour communities

· Healthy and active communities

· Our environment is valued, protected and enhanced.

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget 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 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 (NETR) 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 Upper Harbour Local Board:

a) approve the Community Facilities work programme 2020/2021 and associated budget (refer to Attachments A and B to the agenda report).

b) approve in principle the Community Facilities work programme 2021/2022 and 2022/2023 (refer to Attachments A and B to the agenda report).

c) approve the risk adjusted programme projects identified in the work programme (refer to 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 Attachments A and B, 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 partway 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 Upper Harbour Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· Empowered, engaged and connected Upper Harbour communities

· Healthy and active communities

· Our environment is valued, protected and enhanced.

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

· Upper Harbour Local Board Strategic Play Assessment which has guided the recommendations for projects including Huntington Reserve – develop play space, Greenhithe War Memorial Park – renew playspace, and Devonshire Reserve Playspace – renew and upgrade playground

· Upper Harbour Greenways Plan and refresh plan which has guided the recommendations for the project Upper Harbour - implement actions from the Greenways Plan

· Auckland Urban Forest (Ngahere Strategy).

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

Capital works programme

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

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

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

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

Local programme

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

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

· Locally driven initiative (LDI) – the local board has the discretion to allocate its LDI capex budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use. The Emergency Budget includes a reduction in the LDI budget available for each local board from that anticipated prior to the COVID-19 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 below shows key projects and the budget allocated in the 2021 financial year (FY21):

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	FY21 budget	Total budget
16182	Scott Point - develop sustainable sports park	The development of a sustainable sports park with greenways, community hub, courts and open space infrastructure. This facility development is estimated for delivery over a 6 to 8-year period. This project includes: · development of a master plan incorporating leading edge sustainable designs · undertake investigation and concept designs · undertake detailed designs · obtain resource consents · construction of five sports fields with lighting, baseball backstop fences, car park and pathways network · FY16/17-FY19/20 - planning, design and consenting · FY20/21-FY23/24 - physical works (Auckland Transport contribution to park roads $4,100,000) (LDI capex contribution $100,000) (Part share of the Northern Corridor Improvements funding (to be decided) $6,044,000) Note: the funding required to complete future stages is not confirmed and is subject to future funding availability Risk adjusted programme (RAP) project	$178,715	$19,087,919
15894	Sunderland Lounge – exterior and interior renewal	Explore and implement options to improve acoustics and HVAC in the Sutherland Lounge FY21/22 - investigation, scope and design and undertake physical works	$186,446	$2,016,531
20709	Upper Harbour - implement actions from the Greenways Plan	Implement priorities from the refreshed Upper Harbour Local Board Greenways Plan Community Services have completed strategic assessments to inform future greenways (pathways) priorities which will be discussed with the local board to confirm their priorities and then progress to the next stage of delivery FY18/19-FY19/20 - investigation and design into the proposed priority greenways FY20/21-FY23/24 - physical works (LDI capex contribution $290,000) (Growth capex contribution $800,000) Risk adjusted programme (RAP) project	$0	$1,384,198
22283	(OLI) Upper Harbour - develop an indoor sports facility	Investigate the development of an indoor sports facility in the Upper Harbour area FY18/19 - investigation and design FY21/22 - continue investigation and design and commence physical work	$0	$771,856

28. Of particular note in the work programme is the ‘One local initiative (OLI) Upper Harbour – develop an indoor sports facility’ project. The investigation and design of this project is on hold in 2020/2021 due to the funding restraints in the Emergency Budget caused by COVID‑19; however, funding is set to resume in FY2021/2022. The complete funding needed to build the facility has not been budgeted yet and will need to be provided for in a future long-term plan (LTP).

29. Also of note is the Scott Point Sustainable Sports Park project, a small budget remains in FY21 to finalise the detailed design and tender documents. No physical works will commence on the park in FY2020/2021. The New Zealand Transport Agency (NZTA) Northern Corridor Improvements project compensation budget of which a proportion was to be used for this project has been deferred to FY22.

30. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements. For example, the delivery timing of building renewals and refurbishments, such as the ‘Meadowood House – refurbish building project’, has meant that walking track upgrades and renewals like ‘Upper Harbour - renew walkways and paths’ will be phased in later years.

31. The proposed work programme in Attachment A contains:

· number of projects (excluding leases and contract lines) over three years: 41

· indicative cost for proposed projects in the 2020/2021 financial year: $1,218,768.

Regional programme

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

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

34. Regional budgets include:

· local parks and sports field development (growth)

· coastal renewals

· slips prevention and remediation

· natural environment targeted rate (NETR) funding.

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

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

· current levels of provision

· available budget.

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

· asset condition

· relative hazard and risk

· available budget.

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

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

39. The NETR programme is a regional budget under the decision-making of the Environment and Climate Change Committee and reported to individual local boards.

Capital programme delivery

Cost estimates subject to change

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

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

Risk adjusted programme (RAP)

42. A number of projects have been identified in the work programme as RAP projects.

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

Changes to the work programme

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

45. In relation to work programmes, the delegation protocols require local boards to approve work programmes annually and require staff to seek a decision from the 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.

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

· changes to an approved project’s activity description or activity benefit

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

· cancellation of a project

· addition of a new project.

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

Operational maintenance work programme

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

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

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

49. In the Community Facilities work programme, there are three line items dedicated to all maintenance in the local board area:

· full facilities maintenance contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management, storm damage response and streetscapes maintenance

· arboriculture maintenance contracts – these contracts include all tree management and maintenance

· ecological restoration maintenance contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves.

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

Leasing work programme

51. Community leases are a valuable way in which the council provides support to community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

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

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

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

Locally driven initiatives (LDI) activities

55. There are three projects in the 2020/2021 Community Facilities work programme that have budget allocated from the Upper Harbour Local Board LDI capex budget, with a combined budget allocation of $469,315.

56. In addition to these projects, there are three new LDI opex projects and one project carried forward from 2019/2020 in the 2020/2021 programme, with a combined budget allocation of $82,000.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· maximum upcycling and recycling of old material

· installation of energy efficiency measures

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

· lifecycle impacts of construction materials (embodied emissions)

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

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

· lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

61. The activities in the proposed work programme align with the Upper Harbour Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

66. Table 2 below 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	$518,738	$545,693	$649,385
Renewals - proposed allocation	$518,738	$545,693	$649,385
Renewals - unallocated budget	$0	$0	$0
Growth and development - allocation	$178,715	$450,000	$500,000
Coastal renewals - allocation	$0	$0	$0
Slips prevention - allocation	$0	$0	$181,041
LDI capex - proposed allocation	$469,315	$529,516	$270,000
LDI opex - proposed allocation (including carry-forwards)	$82,000	-	-
One local initiative (OLI) - allocation	$0	$664,464	$0
LTP specific projects	$0	$0	$0
External funding	$0	$0	$0
Kauri dieback (NETR) funding	$0	$394,645	$0

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

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

Table 3: Significant risks and mitigations for activities

ID number

Activity

Risk

Mitigation

Rating after mitigation

20469

Exeter Reserve renew steps to Devonshire Place and renew walkways

Storms and extreme weather conditions may exacerbate the existing state of the tracks and cause further damage to the steps and walkways

The project has been added to the RAP so that planning can commence, and physical work can be completed early should budget capacity allow in the 2020/2021 financial year

The site will continue to be monitored to ensure the asset does not deteriorate significantly

Medium

Ngā koringa ā-muri

Next steps

74. 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.

75. 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 ⇩	Upper Harbour Community Facilities - build maintain renew work programme 2020-2021	103
b ⇩	Upper Harbour Community Leases work programme 2020-2021	113

Ngā kaihaina

Signatories

Author

Kris Bird - Manager Sports Parks Design & Programme

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Approval of the Upper Harbour Local Board Community Services work programme 2020/2021

File No.: CP2020/11088

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 (ACE)

· Libraries

· Parks, Sport and Recreation (PSR)

· Service, Strategy and Integration (SSI).

4. The work programme responds to the following outcomes and objectives identified in the Upper Harbour Local Board Plan 2017:

· Empowered, engaged and connected Upper Harbour communities

· Healthy and active communities

· Our environment is valued, protected and enhanced.

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

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

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

8. The proposed work programme has a total LDI operational budget value of $835,903 which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the ‘Analysis and Advice’ section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $9,692,504. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

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

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

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) approve the Community Services work programme 2020/2021 and associated budget (refer to Attachment A to the agenda report).

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

Horopaki

Context

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

13. The work programme responds to the local board’s 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 LDI operational funding.

17. COVID-19 occurred partway 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 below 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 ABS operational budgets in the local board’s community venues, libraries and facilities.

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

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

Community venues: Albany Hub

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. There are two elements to these impacts:

· reduction in programming budget and delivery

· level of service changes linked to staffing reduction.

26. While there are no reductions proposed to the programming budget for Albany Community Hub - Te Pokapū ā-Hapori o Ōkahukura, there is an impact from staff reductions.

27. Staff have developed options to respond to the staff reductions and recommend that Albany Community Hub - Te Pokapū ā-Hapori o Ōkahukura operates as an activated venue for hire.

28. This option enables the required Emergency Budget savings, ensures service and programmes to the community are maintained, is cost-effective, and aligns to decisions of the local board and organisational goals.

Libraries: Albany Village Library

29. Libraries will have no reductions to approved standard opening hours: 56 hours per week across one library.

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

31. 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

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

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

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

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

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

· assess alternative delivery options, e.g. contracting or partnering to provide term, holiday and sports programmes

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

34. 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

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

36. The proposed work programme has a total LDI operational budget value of $835,903 which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

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

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

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

39. 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

40. Table 2 below 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
26	Albany Stadium Pool: 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
27	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
31	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
34	Greenways Plan Prioritisation	Increasing capacity of cycle and pedestrian connections to minimise private vehicle use will have a positive effect on climate change impacts

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

42. 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 Upper Harbour Local Board Plan 2017.

43. 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.

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

45. 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

46. Table 3 below 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

1042

Māori responsiveness Upper Harbour

Support local Māori to deliver initiatives that support social and economic outcomes and build strong relationships and share information and local Māori history with the community

1331

(Libraries) Whakatipu i te reo Māori - we grow the Māori language

Celebrating te ao Māori and strengthening responsiveness to Māori - Upper Harbour

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

47. 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.

48. 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

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

50. The total Community Services work programme LDI operational budget for 2020/2021 is $835,903. This budget was unaffected by the Emergency Budget.

51. 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 $9,692,504. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

52. 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.

53. 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 create a new activity.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. 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.

56. 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.

57. 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.

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

59. 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.

60. 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.

61. 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

62. 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.

63. 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 ⇩	Upper Harbour Community Services work programme 2020/2021	123

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

Eric Perry - Relationship Manager

Upper Harbour Local Board

20 August 2020

Upper Harbour Quick Response Grants round one 2020/2021 grant allocations

File No.: CP2020/10318

Te take mō te pūrongo

Purpose of the report

1. To provide the Upper Harbour Local Board with information on applications in the Upper Harbour Quick Response Grants round one 2020/2021 to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in the Upper Harbour Quick Response Grants round one 2020/2021 (refer Attachment B).

3. The Upper Harbour Local Board adopted the Upper Harbour Local Board Community Grants Programme 2020/2021 on 21 May 2020 (refer Attachment A). The document sets application guidelines for contestable grants.

4. The local board will approve their annual budget for 2020/2021 at their 20 August 2020 business meeting. This report is also being considered at the same meeting which will include the community grants budget for the 2020/2021 financial year. The draft community grants budget is $217,383.

5. Twelve applications were received for Quick Response Grants round one 2020/2021, requesting a total of $35,299.53.

Ngā tūtohunga

Recommendation/s

That the Upper Harbour Local Board:

a) agree to fund, part-fund or decline each application received in the Upper Harbour Quick Response Grants round one 2020/2021:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2117-111	Pet Refuge New Zealand Charitable Trust	Community	Towards the internal fit-out for the establishment of a pet refuge shelter	$5000	Eligible
QR2117-108	Sea Cadet Association of New Zealand	Sport and recreation	Towards the costs of new sails and an inflatable boat for the TS Bellona Sea Cadet Unit	$4290.26	Eligible
QR2117-114	Greenhithe Tennis Club Incorporated	Sport and recreation	Towards the purchase of a heat pump and installation costs at Greenhithe Tennis Club facility	$2847	Eligible
QR2117-103	Albany Senior High School	Events	Towards the ‘75th Anniversary of Atomic Bombings of Hiroshima and Nagasaki’, including catering, stationery, food, and gifts for guests	$2665.30	Eligible
QR2117-112	Environmental Education for Resource Sustainability Trust	Environment	Towards the overall costs to deliver native plants and recycling bins to schools in the Upper Harbour area	$4997.95	Eligible
QR2117-101	North West Toy Library Incorporated	Community	Towards the purchase of outdoor games, toys and toy containers for the North West Toy Library	$1984.02	Eligible
QR2117-104	Aotearoa Pasifika NZ Prisoner Reintegration Education Socio-Cultural Support Services Charitable Trust	Community	Towards an annual radio fee to deliver a youth empowerment radio show from September to November 2020	$1920	Eligible
QR2117-113	Habitat Hobsonville	Environment	Towards the purchase of tools, gloves and compost bags for the Tool Library	$975	Eligible
QR2117-102	East Coast Bays' and Districts Cricket Club Incorporated	Sport and recreation	Towards the net hire for indoor cricket	$2340	Eligible
QR2117-105	Kaipātiki Project Incorporated	Environment	Towards the project delivery cost for three months	$4290	Eligible
QR2117-110	Dorian Scott	Environment	Towards the coordinator's salary and printing costs	$990	Eligible
QR2117-115	Albany Chinese Association	Arts and culture	Towards venue hire and English tutor fees from September 2020 to March 2021	$3000	Eligible
Total				$35,299.53

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. The 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 Upper Harbour Local Board adopted the Upper Harbour Local Board Community Grants Programme 2020/2021 on 21 May 2020 (refer Attachment A). The document sets application guidelines for contestable grants.

10. The community grants 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 grants 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. 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

· educating about sustainable lifestyle choices that reduce carbon footprints.

13. Seven applicants applying to the Upper Harbour Quick Response Grants round one indicated that their project responds to community climate action.

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 Upper Harbour Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grants 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 the Upper Harbour Quick Response 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 Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

20. Four applicants applying to Upper Harbour Quick Response Grants round one 2020/2021 indicated that their project targets 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 annual budget for 2020/2021 at its 20 August 2020 business meeting. This report is also being considered at the same meeting, which will include the community grants budget for the 2020/2021 financial year. The draft community grants budget is $217,383.

23. Twelve applications were received for the Upper Harbour Quick Response Grants round one 2020/2021, requesting a total of $35,299.53.

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.

Ngā koringa ā-muri

Next steps

25. Following the Upper Harbour Local Board allocation of funding for the Upper Harbour Quick Response Grants round one 2020/2021, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Upper Harbour Local Board Grants Programme 2020/2021	141
b ⇩	Upper Harbour Quick Response Grants round one 2020/2021 applications	145