Agenda of Whau Local Board

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

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

The following are declared interests of the Whau Local Board:

Member

Organisation

Position

Kay Thomas

· New Lynn Citizens Advice Bureau

· Friends of Arataki

· Western Quilters

Volunteer

Committee member

Member

Susan Zhu

· Chinese Oral History Foundation

· The Chinese Garden Steering Committee of Auckland

Committee member

Board Member

Fasitua Amosa

· Equity NZ

· Massive Theatre Company

· Avondale Business Association

Vice President

Board member

A family member is the Chair

Catherine Farmer

· Avondale-Waterview Historical Society

· Blockhouse Bay Historical Society

· Portage Licensing Trust

· Blockhouse Bay Bowls

· Forest and Bird organisation

· Grey Power

Member

Trustee

Patron

Member

Te’eva Matafai

· Pacific Events and Entertainment Trust

· Miss Samoa NZ

· Malu Measina Samoan Dance Group

· Pasifika Festival Village Coordinators Trust ATEED

· Aspire Events

Co-Founder

Director

Director/Founder

Chairperson

Director

Warren Piper

· New Lynn RSA

· New Lynn Business Association

Associate Member

Member

Jessica Rose

· Women in Urbanism-Aotearoa, Auckland Branch

· Kaainga ora

· Forest & Bird

· Big Feels Club

· Frocks on Bikes

· Bike Auckland

Committee member

Programme manager Sustainability

Member

Patron

Former co-chair

Former committee member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council.

External organisation	Leads	Alternate
Aircraft Noise Community Consultative Group	Warren Piper	Catherine Farmer
Avondale Business Association	Kay Thomas	Warren Piper
Blockhouse Bay Business Association	Warren Piper	Fasitua Amosa
New Lynn Business Association	Susan Zhu	Kay Thomas Warren Piper
Rosebank Business Association	Fasitua Amosa	Warren Piper
Whau Coastal Walkway Environmental Trust	Fasitua Amosa	Jessica Rose

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 22 July 2020, as true and correct.

5 Leave of Absence

That an apology from Member T Matafai for Leave of Absence, be received.

The board resolved at its Wednesday 22 July 2020 meeting to extend granted

leave of absence to Member T Matafai for the period Wednesday 23 July 2020 to Thursday 27 August 2020 inclusive.

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - Social Enterprise Auckland (SEA)

Te take mō te pūrongo

Purpose of the report

1. Sathya Mithra Ashok, Executive Director, Social Enterprise Auckland (SEA) will be in attendance to introduce the organisation to the local board, and the work it does to support the community of small businesses, impact-oriented organisations and social enterprises around Auckland.

Whakarāpopototanga matua

Executive summary

2. SEA is a project that began in 2012. In 2015, SEA became a member-based organisation and an Incorporated Society. The members include social enterprises, social entrepreneurs, and businesses with a desire to create social impact.

3. SEA aspire to connect social enterprises and impact-oriented businesses, and amplify their economic and social impact. Their ultimate aim is achieving a culture where all organisations create social benefit as a normal part of their work

4. Examples of impact oriented businesses would include The Recreators - a social enterprise which promotes upcycling either through purchasing pre-made, custom-made products or by learning to do it yourself (DIY) through workshops. Downlights NZ is another example of social enterprise supporting young adults with Down syndrome and intellectual or learning disabilities.

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) receive the presentation on Social Enterprise Auckland (SEA) and thank Sathya Mithra Ashok for her attendance.

Attachments

a Social Enterprise Auckland presentation..................................................... 120

8.2 Deputation - Film industry (Kristian Eek)

Te take mō te pūrongo

Purpose of the report

1. Kristian Eek, producer and production manager, representing several film industry organisations, will present to the local board to foster relationship-building, and to highlight the importance and benefits of the film industry particularly in times of COVID-19 recovery.

Whakarāpopototanga matua

Executive summary

2. Kristian Eek represents NZ Advertising Producers Group, Film Auckland, Screen Producers and Development Association, and the Screen Industry Guild of Aotearoa NZ.

3. The process for filming in public spaces is complex and involves multiple stakeholders, often working with limited timeframes. Over the last year, film industry organisations worked closely with Screen Aukland on several issues, in particular on improving their relationship with stakeholders. Screen Auckland have their own relationship facilitator who supposedly liaises with the local boards.

4. This deputation is highlighting the important benefits of the industry and to open the door for general discussion with the local board directly, including specific location issues.

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) receive film industry organisations’ presentation and thank Kristian Eek for his attendance.

9 Public Forum

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

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

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Whau Local Board

26 August 2020

Auckland Transport Update Report for Whau Local Board
August 2020

File No.: CP2020/11370

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Whau Local Board on Auckland Transport (AT) matters in its area and an update on its local board transport capital fund (LBTCF). To make a decision on progressing or not the Avondale Pavers project.

Whakarāpopototanga matua

Executive summary

2. A decision on whether to proceed or not with a modified version of the Avondale Pavers project is requested. Also included is a list of the public consultations sent to the local board in July 2020 for comment and the decisions of the Traffic Control Committee (TCC) of AT for July 2020 as they affect the local board’s area.

Ngā tūtohunga

Recommendations

That the Whau Local Board:

a) receive AT’s update for August 2020

b) approve the 20/21 allocation of $220,000 to the Avondale Streetscape Upgrade (reduced option) to allow AT to undertake consultation and delivery of Stage 1.

Horopaki

Context

3. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. We report on a monthly basis to local boards, as set out in our Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play 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. At a workshop held on Wednesday, 19 August, AT updated the local board on the effects of the Auckland Council Emergency Budget allocation to the Local Board Transport Capital Fund (LBTCF) and on the limited budget now available in 2020/21 financial year for projects in the Whau Local Board area.

Emergency Budget

5. Following the setting of the Emergency Budget the region-wide LBTCF programme received $5,000,000 for the 2020/21 financial year.

6. Advice from the Finance Department set the following criteria for the fund following the setting of the Emergency Budget:

· The $5million for 2020/2021 will be split in the usual manner, using the Local Board Funding Policy

· Currently, with budgets unknown for 2021/2022 and 202220/23 financial years, local boards are unable to draw future years allocations into the current year to fund projects

· Local boards are encouraged to target delivery of smaller projects or complete design and documentation for a project that can be physically delivered in 2021/2022.

Whau Local Board Budgets

7. The following are the allocated budgets for this local board utilising the $5million allocated for 2020/2021, and on the advice of the Executive General Manager Finance, using a possible allocation for planning purposes of $10m for 2021/2022 and $10m for 2022/2023.

8. The figures for the two future years are currently unknown and will be subject to consultation early in 2021 to set the new Regional Land Transport Plan (RLTP) budget. They are provided to allow local boards to plan which projects they are likely to be able to afford in subsequent years and allow targeted funding in 2020/2021.

Financial Year	Allocated Budget
2020/2021	$227,456
2021/2022	$468,686**
2022/2023	$468,686**

**Subject to confirmation late in 2021/22

Project Status

PROJECT NAME

STATUS

EXTERNAL CONSULTATION COMPLETED

Avondale Streetscape Upgrade

(original option)

Concept Design completed for full upgrade which includes new footpaths, vehicle crossings, lighting, seating, litter bins plus other minor works. Estimated Cost for full upgrade $1,800,000

No – on hold due to lack of clarity around budget. Would need full public consultation.

Avondale Streetscape Upgrade

(reduced option)

Due to budget cuts look to reduce to strictly a “renewal of footpaths” only project. Estimated Cost $1,200,000

Consultation could be reduced to only the Business Association and affected businesses

9. With budgets limited for the foreseeable future, the local board may wish to consider delivering this project in a reduced form and in stages. The project would change from a full streetscape upgrade to a footpath “renewal” project focusing mainly on the replacement of the pavers with exposed aggregate concrete.

10. Working with AT Road Corridor Delivery team, who would deliver the project through their existing maintenance contract, they have advised that they could transfer $300,000 of their proposed renewals budget in 20/21 to this project, which would allow a sizeable section of the town centre to be completed if the local board also allocated $220,000.

11. At this stage, providing Road Corridor Delivery do not get further reductions in budget in 2021/2022, they advise they could also look to provide another $300,000 to the project next financial year.

12. With this additional funding some possible options to deliver the reduced design are as follows:

· Complete a section of work valued at $520,000 as soon as practical (possibly late 2020 or early 2021)

· Complete a second section valued at up to $760,000 after July 2021 when funding for 2021/2022 is confirmed

· If the local board preferred to deliver the project continuously, it could be targeted to time the work across the financial year, i.e. May 2021 to September 2021 at a cost of $1,200,000. The risk with this option is that the risk and potential impact of COVID-19 remains, and this may further impact on the available budgets in 2021/2022. It also places the project in mid-winter which is not the ideal time for concrete work.

13. Below there are possible stages that could be endorsed, though the local board will determine this after the completion of the consultation with the effected parties.

14. AT is requesting the local board to approve the allocation of $220,000 to the reduced option to allow AT to deliver in 20/21.

Community Safety Fund

15. The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Council. Current funding means that projects being developed in the programme will not be able to be constructed in this financial year. Public consultation and the design work informed by this consultation are still progressing with a view to having projects designed and ready to go when money becomes available.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

17. 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

18. 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

Clearway Request, Rosebank Road, Ask Street and Avondale Town Centre

19. AT have added this to its programme for investigation and consideration for developing a clearway along these roads. At this stage AT do not have a timeframe for this investigation.

Local Board Issues Being Investigated

20. The local board has requested the following issues be investigated. These investigations will be progressed as resources allow:

· BID CCTV camera networks

· Lighting in Blockhouse Bay.

New Lynn to Avondale Shared Path Update – 20 August 2020

21. Work continuing on the shared use path from Arran St to New Lynn train station, including construction of the new bridge over the Whau River. Fencing and landscaping underway for completed sections of the path. Work is shortly to commence on Stage 1 of the project Blockhouse Bay Rd to Chalmers St. In agreement with Kāinga Ora construction of the path is also to commence along their site at 92 – 104 St Georges Rd. This section includes important enabling works for the underpass below the rail corridor which connects to Chalmers Reserve.

Wolverton Street Culvert Project Update - 17 August 2020

22. Current update as of 20 August for the Local Board Information

Culvert 1

· Finished construction of the temporary works retaining wall on the north side to support the carriageway during excavation

· Preparation for the underground services relocations that are scheduled to start this week

· Preparing to build retaining walls along the stream. This work will be done with input from ecological specialists to ensure that we are reducing the environmental impact of the project

· COVID-19 Level 3 - the works are continuing and the crew is upholding the required protocols such as social distancing

· The traffic volumes are such that we are keeping a single lane east bound and two lanes westbound as a static traffic plan until traffic demand increases.

Culvert 2

· AT has installed most of the stage 1 north side piles for the bridge and retaining wall

· Preparing to install the capping beam for the piles

· COVID-19 Level 3 - the works are continuing and the crew is upholding the required protocols such as social distancing

· The traffic volumes are such that we are keeping a single lane east bound and two lanes westbound as a static traffic plan, until traffic demand increases.

Local Board Workshops

23. The local board to note that AT attended the following workshops in June and July 2020:

· Avondale Pavers – board’s approval on final concept for consultation

· Progress towards final shortlist for next LBTCF

· Update on current programme with particular accent on Te Whau Pathway

· Wolverton Culverts Project Update

Consultation documents on proposed improvements

24. Consultation documents for the following proposal have been provided to the Whau Local Board for its feedback

· Proposal for new bus layover in Copsey Place, New Lynn

25. 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.

Auckland Transport’s Traffic Control Committee (TCC) report

26. Decisions of the Traffic Control Committee (TCC) during the month of July 2020 affecting the Whau Local Board area are listed below:

Date

Street (Suburb)

Type of Report

Nature of Restriction

Decision

1-July-20

Ash Street / Rata Street, Avondale

Amended Permanent Traffic and Parking changes

No Stopping At All Times / Clearway / Bus Stop / Traffic Signal / No Passing

CARRIED

1-July-20

Totara Avenue / Hetana Street / Puriri Street / Rosebank Road / Blockhouse Bay Road / Crayford Street / St Georges Road / Veronica Street / Portage Road / Chalmers Street / Donegal Street / St Jude Street / Trent Street / Tait Street / Kelvinside Terrace, New Lynn

Permanent Traffic and Parking changes

Lanes / Lane Arrow Marking / Cycle Lane / Cycle Path / Shared Path / No Stopping At All Times / Bus Stop / Traffic Island / Road Hump / Pedestrian Crossing / Traffic Signal / Stop Control / Give-Way Control / Flush Median / Edge Lines / Shoulder Marking / Keep Clear / No Passing

NOT CARRIED

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

28. The proposed decision of receiving the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. With the Council’s emergency budget now confirmed the LBTCF for the 20/21 financial year has been set at $5million for allocation across the 21 local boards. Allocation will still be based on the Local Board Funding Policy. Decisions about the 2021/2022 and 2022/2023 financial years will form part of the LTP/RLTP discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID-19 crisis. This constrained budget situation will present real challenges to both the local board and AT, and workshops are currently scheduled with all local boards to discuss how best to utilise the available funds.

30. The Community Safety Fund is funded from AT’s safety budget and currently has no construction funding available in 2020/2021. However, public consultation and the design work informed by this consultation are progressing with a view to having projects designed and ready to go when money becomes available.

Ngā koringa ā-muri

Next steps

31. AT will provide another update report to the 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 (Whau Local Board)

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manger

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

No.	Title	Page
a ⇩	Geo Maps of asset recycling sites	21

Whau Local Board

26 August 2020

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

File No.: CP2020/10591

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

· Outcome 1. Well-planned towns, facilities and housing

· Outcome 3: It’s 20 minutes to all we need by walking, cycling and public transport

· Outcome 6: Celebrating our creative edge in our streets, neighbourhoods and communities

· Outcome 7: Our heritage is known, protected and our stories are shared.

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendations

That the Whau Local Board:

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

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

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

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

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

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

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

Horopaki

Context

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

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

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

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

· Outcome 1. Well-planned towns, facilities and housing

· Outcome 3: It’s 20 minutes to all we need by walking, cycling and public transport

· Outcome 6: Celebrating our creative edge in our streets, neighbourhoods and communities

· Outcome 7: Our heritage is known, protected and our stories are shared.

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

· Whau Play Network Gap Analysis

· Whau Open Space Network Plan

· Whau Neighbourhood Greenways Plan

· New Lynn Urban Plan 2010 – 2030 (still a working document that should be guiding council planning in the area).

18. The Community Facilities work programme is a three-year programme, which 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 Whau Local Board area remain valuable and well-maintained community assets.

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

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

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

Local Programme

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

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

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

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

· strategies and plans

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

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

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	FY21 Budget	Budget
17967	Avondale - develop new community centre and library	Develop a new integrated community centre and library in Avondale. FY18/19 - FY21/22 - investigation and design (including consultation) FY22/23 - FY23/24 - physical works Risk Adjusted Programme (RAP) project.	$861,186	$21,110,000
28690	Archibald Park – install basketball half court and seat	Design and install a basketball half court with backboard and hoop. Include a seat. FY20/21 - investigation and design FY21/22 - physical works Risk Adjusted Programme (RAP) project.	$6,500	$51,500
24184	Arthur Currey Reserve - develop park for recreation	Develop park following consultation with local residents. Consider the retirement village which borders the park and include park furniture, exercise equipment, swing, footpaths, gardens. (Optimisation fund - budget has come from the sale of a subdivided portion of 37 New Windsor Road) FY20/21 - FY21/22 - investigation and design (including consultation) FY21/22 - FY22/23 - physical works Risk Adjusted Programme (RAP) project.	$17,900	$207,900
24036	Chalmers Reserve - park development	Develop park following consultation with local residents. Consider additional park furniture and shelter, upgrading the playground and providing youth play/activity opportunities, also additional planting. (Optimisation Fund - budget has come from the sale of 37 New Windsor Road). Auckland Transport are installing a shared path through the park. FY20/21 - FY21/22 - investigation and design FY21/22 - FY22/23 - physical works Risk Adjusted Programme (RAP) project.	$20,000	$371,000
20591	New Lynn Community Centre – upgrade facility	Upgrade facility to a fit for purpose standard. FY17/18 - FY19/20 - investigation and design FY19/20 - FY20/21 - physical works Risk Adjusted Programme (RAP) project. (Includes LDI capex funding of $300,000)	$745,177	$950,000
15387	Te Whau Pathway Stage 2A - develop boardwalk connections	Develop the Te Whau Pathway boardwalk connections between Roberts Field, Ken Maunder and Rizal Reserve and Queen Mary Reserve and Archibald Park. Te Whau Pathway will be a 12km shared path linking Manukau Harbour to the Waitematā Harbour, following the Whau River. Te Whau Pathway Project is a collaboration between Auckland Council, the Whau and Henderson-Massey Local Boards, Auckland Transport, Te Kawerau a Maki, Ngāti Whātua Ōrākei and the Whau Coastal Walkway Environmental Trust. FY17/18 - FY18/19 - investigation and design FY19/20 - FY20/21 - obtain resource consents Risk Adjusted Programme (RAP) project.	$370,579	$2,402,836

28. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements. For example, the delivery timing of the playground upgrade at Crum Park and the project to remediate the slip at the entrance to Green Bay Beach will be phased in later years.

29. The proposed work programme in Attachment A contains:

· Number of projects (excluding leases and contract lines) over three years: 71

· Indicative cost for proposed projects in the 2020/2021 financial year: $4,866,375

Regional Programme

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

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

32. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation

· Natural Environment Targeted Rate funding (NETR).

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

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

· Current levels of provision

· Available budget.

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

· Asset condition

· Relative hazard and risk

· Available budget.

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

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

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

Capital Programme Delivery

Cost estimates subject to change

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

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

Risk adjusted programme

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

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

Changes to the work programme

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

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

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

· changes to an approved projects activity description or activity benefit

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

· cancellation of a project

· addition of a new project.

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

Operational maintenance work programme

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

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

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

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

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

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

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

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

Leasing work programme

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

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

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

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

Locally Driven Initiatives (LDI) operational activities

53. There are no projects in the 2019/2020 Community Facilities Work Programme that had budget allocated from the Whau Local Board locally driven initiatives (LDI) operational budget 2019/2020 and are being carried forward to the new financial years. Additionally, there are no new LDI Opex projects in the 2020/2021 programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· Maximum upcycling and recycling of old material

· Installation of energy efficiency measures

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

· Lifecycle impacts of construction materials (embodied emissions)

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

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

· Lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

55. 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

56. 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.

57. 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.

58. The activities in the proposed work programme align with the Whau Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

59. The Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions. Table 2 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori impact assessment of proposed activities

ID number	Activity name	Māori impact
15387	Te Whau Pathway Stage 2A - develop boardwalk connections	Project steering groups includes mana whenua representation. Iwi participation from project inception has be a key part of its success. Māori design principals have guided the project throughout.
24217	Whau - renew park and facility signage FY20/21	Signage renewal will incorporate Te Kete Rukuruku – gifting of Māori names to parks and reserves.

60. 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.

61. 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

62. 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.

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

Table 3: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$1,211,227	$425,957	$993,628
Renewals - Proposed Allocation	$1,211,227	$425,957	$993,628
Renewals - Unallocated budget	$0	$0	$0

Growth and Development - Allocation	$390,579	$916,647	$0
Coastal Renewals - Allocation	$0	$0	$0
Slips Prevention - Allocation	$0	$20,000	$132,500

LDI Capex - Proposed Allocation	$188,896	$725,967	$625,750

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

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

LTP Specific Projects	$861,186	$2,813,162	$11,217,340

External Funding	$2,214,487	$4,155,347	$5,610,167

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

64. 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.

65. 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.

66. Relevant staff from Auckland Council’s Finance department have been fully involved in the development of all local board work programmes including this one and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Community Facilities Build Maintain Renew Work Programme 20_23	35
b ⇩	Whau Community Leases work programme 20_23	49

Ngā kaihaina

Signatories

Author

Helen Biffin - Work Programme Lead

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

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

File No.: CP2020/11104

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

· Arts, Community and Events.

· Libraries.

· Parks, Sport and Recreation.

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

· Well-planned towns, facilities and housing.

· Great neighbourhoods with strong community connections, capacity and voices.

· It’s 20 minutes to all we need by walking, cycling and public transport.

· Enhanced natural environment.

· Celebrating our creative edge in our streets, neighbourhoods and communities.

· Our heritage is known, protected and our stories are shared.

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

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

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

8. The proposed work programme has a total locally driven initiatives (LDI) operational budget value of $1,218,960, which can be funded from within the local board’s draft locally driven initiatives (LDI) operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $9,280,619. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

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

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

Ngā tūtohunga

Recommendations

That the Whau Local Board:

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

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

Horopaki

Context

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

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

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

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

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

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

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

Table 1: Adopted community-based strategies and plans

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Asset Based Services (ABS) operational activities

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

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

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

Community venues: New Lynn Community Centre

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

24. Staff have been requested to provide advice about how the ACE venues service can be adjusted to achieve the savings of the Emergency Budget.

25. The total proposed savings for ACE venue in Whau area is $15,871:

	Pre-COVID programming budget	Savings at 3.5%	Total FY21 programming budget
Avondale Community Centre	19,738	- 3,938	15,800
New Lynn Community Centre	59,802	- 11,932	47,869
Total	79,540	- 15,871	63,669

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

Libraries: Avondale Library, Blockhouse Bay Library, New Lynn Library

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

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

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

Locally Driven Initiatives (LDI) operational activities

30. 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.

31. The proposed work programme has a total LDI operational budget value of $1,218,960, which can be funded from within the local board’s draft LDI operational budget for the 2020/2021 financial year

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

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

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

34. 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

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

Table 2: Climate impact assessment of proposed activities

ID number

Activity name

Climate impact

136

137

139

Ecological programmes:

Volunteers

Te Whau Pathway

Whau River Catchment: Park community partnership

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.

2904

Ngāhere (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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

37. 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 Whau Local Board Plan 2017.

38. 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.

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

40. 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

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

Table 3: Māori impact assessment of proposed activities

ID number	Activity name	Activity description
203	Te Kete Rukuruku	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.
1447	Māori Responsiveness: E Tu - responding to the key aspirations and priorities for Māori Whau	Support the Kaiwhakaawe - Māori broker to strengthen connections with Māori and the wider community, agree shared goals with mana whenua, local Māori and organisations and scope Treaty of Waitangi training and opportunities to support te reo and te ao Māori. Support locally-led marae and community initiatives. Support Matariki celebrations at hubs and houses and Māori initiatives across the west Auckland region.
1509	(Libraries) Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Whau	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.

42. 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.

43. 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

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

45. The total community services work programme LDI operational budget for 2020/2021 is $1,218,960. This budget was unaffected by the Emergency Budget.

46. 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 $9,280,619. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

47. 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.

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

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

50. Relevant staff from Auckland Council’s Finance department have been fully involved in the development of all local board work programmes including this one and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

52. 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.

53. 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.

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

55. 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.

56. 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.

57. 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

58. 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.

59. 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 ⇩	Whau Community services work programme 2020/2021	59

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries and Information

Mace Ward - General Manager Parks, Sports and Recreation

Authorisers

Claudia Wyss - Director Customer and Community Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

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

File No.: CP2020/11003

Te take mō te pūrongo

Purpose of the report

1. To approve the Whau 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 outcomes and objectives that the local board identified in the Whau Local Board Plan 2017, in particular ‘enhanced natural environment’.

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 local 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 local board indicated its support for the following projects, with budgets as listed below:

· Friends of Oakley Creek restoration project - $3,500

· Household and communities engagement: Ethnic communities engagement - $5,000

· Low Carbon Network - $9,000

· Manukau Harbour Forum - $1,750

· Whau Environment Assistance Programme - $35,000

· Whau River Event - $15,000

· EcoMatters Environment Trust funding - $111,150.

6. EcoMatters Environmental Trust delivery will involve the following initiatives, totalling $111,150:

· Bike hub - $20,800

· Community Nurseries - $10,600

· EcoMatters Environment Centre and Sustainability Hub - $43,400

· EcoMatters Sustainability Hub Activation - $10,600

· EcoWest Festival - $9,550

· Healthy homes on a budget - $10,550

· Love Your Neighbourhood - $5,650.

7. The proposed work programme has a total value of $180,400, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

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

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

Ngā tūtohunga

Recommendations

That the Whau Local Board:

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

Activity name	2020/2021
Friends of Oakley Creek restoration project	$3,500
Household and Communities Engagement: Ethnic Communities Engagement	$5,000
Low Carbon Network	$9,000
Manukau Harbour Forum	$1,750
Whau Environment Assistance Programme	$35,000
Whau River Event	$15,000
EcoMatters Environment Trust funding	$111,150
Total	$180,400

b) note that EcoMatters Environment Trust will deliver the following projects in the 2020/2021 financial year:

i) Bike hub - $20,800

ii) Community Nurseries - $10,600

iii) EcoMatters Environment Centre and Sustainability Hub - $43,400

iv) EcoMatters Sustainability Hub Activation - $10,600

v) EcoWest Festival - $9,550

vi) Healthy homes on a budget - $10,550

vii) Love Your Neighbourhood - $5,650

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

Horopaki

Context

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

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

12. The 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.

13. The proposed work programme responds to the outcomes and objectives that the local board identified in the Whau Local Board Plan 2017. The specific outcomes that are reflected in the work programme include ‘enhanced natural environment’ and ‘it’s 20 minutes to all we need by walking, cycling and public transport’.

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.

Friends of Oakley Creek Restoration Project – $3,500

16. To achieve the local board plan objective ‘the water quality of our rivers and streams is improving’, the board has indicated that it would like to provide further funding towards Friends of Oakley Creek as they continue their work to protect, preserve, enhance and restore the ecological health of Oakley Creek and its environment.

17. Deliverables for the 2020/2021 financial year include:

· growing and distributing 250 native plants

· organising and undertaking one community planting day

· supporting three local community groups with various aspects of ecological restoration and access to resources.

18. The board contributed $5,000 towards this project in 2019/2020. It is recommended that the board allocate $3,500 towards this support in the 2020/2021 financial year.

Household and communities engagement: Ethnic communities engagement – $5,000

19. To achieve the local board plan initiative to ‘encourage and support our Māori leaders, Pasifika, Chinese, Indian and other ethnic and resettled communities to contribute to Whau’s future’, the board has indicated it would like to continue to support the household and communities engagement project in the 2020/2021 financial year.

20. This project supports ethnic communities to engage in projects that benefit the environment and provide positive social outcomes for their communities. The local board allocated $5,000 for this project in 2019/2020, and staff recommend the board allocate a further $5,000 in 2020/2021.

21. Funding in 2020/2021 will be distributed via the EcoMatters Love Your Neighbourhood initiative, which will provide rapid response assistance up to a value of $500 per project to support the Whau’s diverse communities to undertake volunteer-driven practical environmental initiatives. These may include environmental clean-ups and restoration, community planting and food growing, and associated translation services.

Low Carbon Network – $9,000

22. To achieve the local board plan objective ‘fund and promote environmental, waste minimisation and low-carbon activities and education programmes’, the board indicated it would like to continue to fund the creation of a low carbon network in the 2020/2021.

23. This project will support a community-led network of individuals, households, community groups, and businesses working together within the local board area to promote, support and implement community level low carbon activities. The local board allocated $8,000 for this project in 2019/2020, and staff recommend that a further $9,000 is allocated towards the network in 2020/2021.

24. Participants determine the direction of the network and priority areas they would like to focus on through a low carbon broker. This could include activities such as:

· promoting low carbon-related activities in the local board area to their networks via online channels

· hosting and supporting low carbon events that promote low carbon initiatives

· implementing carbon reduction actions in accordance with the Whau low carbon action plan.

Manukau Harbour Forum – $1,750

25. To achieve the local board plan objective ‘the mana of our harbour, waterways and maunga is recognised’, the board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2020/2021 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). All of these local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the Manukau Harbour.

26. In 2019/2020, eight of the member local boards provided $8,000 and the Franklin Local Board provided $6,000 to co-fund the Manukau Harbour Forum. This was allocated to a number of activities, including a communications budget, a Manukau Harbour Forum coordinator, SeaWeek engagement, and the South Auckland Young Environmentalists group. Some activities planned for 2019/2020 were able to be delivered within the financial year, due to COVID-19 restrictions. A combined local board budget of $43,650 has been carried forward to support the continuation of the forum’s work programme in the 2020/2021 financial year.

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

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

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

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

Whau Environment Assistance Programme – $35,000

28. To achieve the local board objective ‘more of our parks, coasts and waterways are restored’, the board has indicated it would like to continue to support the Whau environmental assistance programme in the 2020/2021 financial year. The local board allocated $35,000 towards this project in 2019/2020.

29. Funding allocations towards environmental activities are determined within the network, as projects are collaboratively developed. Examples of projects funded in 2019/2020 are:

· the Waitahurangi wildlink (kiore kore) – a pest free corridor along the Avondale Stream from Olympic Park to Blockhouse Bay Intermediate

· developing rongoā gardens to engage members of the Māori community

· storytelling about the big trees in Whau and the important role they play in the health of the landscape.

30. The network will be convened by a member of the Whau community and facilitated by council staff. The benefits of this funding include:

· local native ecosystems are protected and enhanced, providing safe refuge for native wildlife

· collaboration and coordination of community efforts towards environmental outcomes

· people becoming more engaged and partnering with the local board and the council to protect biodiversity.

New project: Whau River Event – $15,000

31. To achieve the local board plan objective ‘the water quality of our rivers and streams is improving’, the board has indicated it would like to provide new funding of $15,000 towards the Whau River Event. This event started as the ‘Flotilla Whau’ (previously supported by the Whau Local Board) and has now been refined with an environmental focus, tailored to the local community.

32. The event will involve activities on both land and on water. The benefits of supporting this event include:

· reconnecting the local community to the Whau River

· providing environmental education and raising awareness for issues affecting water quality

· involving local schools to perform and highlight Māori and Pacific culture

· an opportunity for local groups to recruit of volunteers for local community and environmental projects.

EcoMatters Environment Trust funding – $111,150

33. To achieve the local board plan outcome ‘enhanced natural environment’, staff recommend that the board fund EcoMatters Environment Trust. This will enable the trust to continue to deliver a number of environmental projects in the Whau Local Board area.

34. For the 2020/2021 financial year the amount has a total of $111,150. The projects proposed for delivery for the are listed in Table 1 below, with a brief description and the key deliverables the trust will provide through these projects.

Table 1: Key deliverables for projects delivered by EcoMatters Environment Trust

Description of project

Deliverables for 2020/2021

Bike hub ($20,800)

This funding will be used to:

· continue to develop and operate the repair centre for second-hand bikes at the EcoMatters precinct

· continue to develop and deliver bicycle skills programmes in conjunction with partner organisations

· develop a bike hire service that educates users about active transport and the Whau River environment.

· Continued repair centre operations

· A sustainable operational model for the bike hire service is developed

· The Whau Local Board’s support will be acknowledged through signage at the EcoMatters precinct

· Funding and support from other sources for the development of the bike hub and its programmes will be received.

Community Nurseries ($10,600)

Establishment of community nurseries is supported and advice is provided to the community on how best to establish and maintain these.

· Minimum of 2500 native plants germinated and potted on for future planting

· Minimum of 2000 native plants available for community planting projects within the Whau Local Board area (plants generated from this initiative in the 2019/2020 financial year)

· Provision of nursery advice to community groups and interested parties to assist projects to establish new nurseries.

EcoMatters Environment Centre and Sustainability Hub ($43,400)

Funding will support the management, operation, and promotion of the EcoMatters Environment Centre and associated education programmes.

· The centre will be open for at least 30 hours per week, providing a free or affordable meeting space to environmentally-focused community groups

· Promotion of the centre is targeted to, and the users of the centre represent, the diversity and distribution of the population

· Deliver a minimum of 26 sustainability-related seminars or workshops within the funding period.

EcoMatters Sustainability Hub Activation ($10,600)

• continue to implement improvements to the EcoMatters precinct at Olympic Park in response to the 2014 review

• make ongoing improvements to the quality of the information and user experience for visitors to the centre.

· Expanded education programmes developed and advertised

· Community organic garden and urban organic food production systems are developed and maintained

· Improvements made to the quality of the signage, information, and user experience for visitors to the centre.

EcoWest Festival ($9,550)

Funding to support the running of the EcoWest festival held in west Auckland which will run from March-April 2021.

· This funding will support the community-based environmental festival with access to free public events that provide information and practical ideas for making sustainable living choices

· The festival will be marketed to businesses, institutions and community groups acknowledging Whau Local Board funding

· A minimum of 30 events will be held in the Whau Local Board area.

Healthy homes on a budget ($10,550)

Workshops targeted at ethnic and faith-based communities, and vulnerable households on topics around sustainable living and reduction of their ecological footprints.

· A minimum of six workshops will be delivered in the 2020/2021 financial year

· Ethnic and faith-based communities and vulnerable households within the Whau Local Board Area will have the skills, knowledge and resources to make positive choices for sustainable living and reduction of their ecological footprint.

Love your neighbourhood ($5,650)

Rapid response assistance of up to $500 in value to support volunteer-driven practical environmental initiatives (such as clean-ups, restoration, community planting and food growing). Not-for-profit preschools can also apply for this assistance.

· The mechanism for requesting assistance will be published on the EcoMatters website from September 2020

· Love Your Neighbourhood assistance will be promoted in conjunction with the EcoWest Festival (February to April 2021)

· Details of the initiatives supported will be reported to the board on a quarterly basis.

Activities carried forward from 2019/2020

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Household and Communities Engagement: Ethnic Communities Engagement	This project aims to reduce emissions by reducing energy and water consumption, inimizing waste, increasing local and seasonal food production, and restoring and/or protecting native bush habitat.
Low Carbon Network	This project aims to increase community climate resilience by building community connections and skills sharing.
Manukau Harbour Forum	This project will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Whau Environment 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 the Whau with reduced greenhouse gas emission, and greater carbon sequestration, pollution absorption by native plants and oxygen levels produced by these native plants.
Whau River Event	Freshwater ecosystems provide many services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored.
EcoMatters Environment Trust funding	EcoMatters initiatives respond to Auckland Council’s climate emergency declaration and commitments to address climate change by supporting and enabling community climate action. Projects aim to reduce carbon emissions and increase community resilience to climate impacts, using currently available solutions for immediate progress. Community climate action involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways, creating new social norms.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

38. The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Whau Local Board area. Particular focus areas for the 2020/2021 work programme include Oakley Creek, the Manukau Harbour and the Whau River.

39. The projects noted above align with the local board plan outcome ‘enhanced natural environment’. The proposed environment work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Household and Communities Engagement: Ethnic Communities Engagement	This project targets ethnic communities and provides no specific outcomes to Māori. Opportunities will be explored to foster connections between ethnic community groups and mana whenua.
Manukau Harbour Forum	Mana whenua have expressed particular interest in improving Te Manukanuka o Hoturoa (the Manukau Harbour). In May 2019, the Manukau Harbour Forum members indicated that they would like to fund mana whenua engagement and support. This is proposed to occur in the 2020/2021 financial year, led by the coordinator.
Whau Environment Assistance Programme	There is potential for parts of the programme to be delivered by mana whenua and Māori communities.
Whau River Event	Mana whenua will be asked to provide feedback on the project through Healthy Waters mana whenua forum meetings. Representatives from Te Kawerau ā Maki and Ngāti Whātua are also part of the Te Whau Pathway steering group and will be invited to participate in the planning and delivery of the event.
EcoMatters Environment Trust funding	The funding provided by the local board to EcoMatters has an impact on Māori wellbeing and building capacity for Māori. EcoMatters regularly hold traditional Māori weaving workshops as part of their seminar and workshop education programme. There is potential for Healthy homes on a budget to contribute to Māori well-being through educating Māori groups about energy, water and waste, which may result in financial savings and home livability improvements.

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

Ngā ritenga ā-pūtea

Financial implications

43. The proposed environment work programme budget for 2020/2021 is $180,400 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total draft budget for 2020/2021.

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

45. Relevant staff from Auckland Council’s Finance department have been fully involved in the development of all local board work programmes including this one and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. 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.

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

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Low Carbon Network	The success of the Low Carbon Network is dependent on the motivation of the community and membership being willing to be involved and act.	The facilitator will support the engagement process and generate interest. Participation in the network will be monitored regularly to ensure there is sufficient community interest.	Low
Manukau Harbour Forum	This project is dependent on the sourcing of a suitable contractor to coordinate the forum. Low attendance of the forum would mean that coordinator hours do not achieve value for money in times spent organising meetings and activities. There is a risk that the make-up and direction of the forum may change pending discussions with the Environment and Climate Change Committee on the forum.	A coordinator is currently contracted for quarter one 2020/2021. This coordinator has indicated that they could continue to support the forum for the remainder of the financial year, subject to the forum’s agreement to continue to fund this role. Staff will schedule bimonthly meetings well in advance to ensure members can prioritise attendance. The current work programme of the forum will be a consideration of any recommendations around the make-up and or direction of the forum and or Manukau Harbour investment.	Low
Whau Environment Assistance Programme	There is a risk that the enthusiasm of Whau community does not translate into action on the ground. There is also a risk that the community groups fail to collaborate.	The facilitator will canvas community groups for what they will find most valuable from the programme, with a focus on enabling action. Finding common interests in what community groups would like to achieve and sharing skills across groups will help the facilitator to encourage collaboration.	Low
Whau River Event	As this is an outdoor event, adverse weather will affect deliverability. There is a risk of not finding the right contractor to deliver on the expected outcomes. There is a risk of lack of uptake from local community.	Contingency plans will be developed for adverse weather. Potential experienced contractors have already been identified. Ensuring consultation and collaboration with the local community will minimise this risk.	Low
EcoMatters Environment Trust funding	EcoMatters initiatives are dependent on longstanding partnerships with three local boards (Henderson-Massey, Waitākere Ranges and Whau). Funding for the EcoMatters Environment Centre and Sustainability Hub underpins ongoing operations and the ability of EcoMatters to deliver this and other projects.	All three local boards have expressed a willingess to continue funding the EcoMatters Environment Centre and Sustainability Hub in 2020/2021, which will ensure continuity of the local board initiatives.	Low

48. 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

49. 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.

50. 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 ⇩	Whau IES Work Programme 2020 2021	87

Ngā kaihaina

Signatories

Author

Nick FitzHerbert - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

Approval of the Whau Local Board Plans and Places work programme 2020/2021

File No.: CP2020/10734

Te take mō te pūrongo

Purpose of the report

1. To approve the Whau Local Board Plans and Places work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

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

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

· Our heritage is known, protected and our stories are shared

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

· Community response – minor heritage activations - $15,000

6. The proposed work programme has a total value of $15,000, which can be funded from within the local board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

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

Ngā tūtohunga

Recommendation

That the Whau Local Board:

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

Horopaki

Context

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

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

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

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

· Our heritage is known, protected and our stories are shared.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Community response – minor heritage activations - $15,000

13. A fund to respond to any heritage projects that arise during the year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. 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

15. 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

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

17. The activities in the proposed work programme align with the Whau Local Board Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

18. 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

19. The proposed Plans and Places work programme budget for 2020/2021 is $15,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total draft budget for 2020/2021.

20. The local board’s approval will not have significant financial implications unless projects experience a significant overspend or underspend. Regular quarterly updates on projects will be provided to the local board tracking expenditure and identifying any projects at risk of non-delivery, overspend or underspend.

21. Relevant staff from Auckland Council’s Finance department have been integrally involved in all stages of the work programme development budget, and their input has been sought around all financial aspects of the process, including the adoption of this work programme. No particular issues have been identified by Finance staff.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. 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.

20. The success of this programme is dependent on working with the community to identify activation opportunities. The staff will leverage already established relationships and publicity channels to ensure uptake.

21. 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

22. 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.

23. 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 ⇩	Whau Local Board Plans and Places work programme 2020/2021	95

Ngā kaihaina

Signatories

Author

Anna Boyer – Senior Specialist Community Heritage

Authorisers

John Duguid - General Manager - Plans and Places

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

Approval of the Whau Local Board ATEED work programme 2020/2021

File No.: CP2020/11371

Te take mō te pūrongo

Purpose of the report

1. To approve the Whau Local Board Auckland Tourism, Events and Economic Development (ATEED) work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

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

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

· Strong local businesses and more quality local jobs

· Whau is growing more new local business and quality jobs.

· PopUp Business School - $36,500

· Young Enterprise Scheme - $1000.

6. The proposed work programme has a total value of $37,500, which can be funded from within the local board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

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

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) approve the Auckland Tourism, Events and Economic Development (ATEED) work programme 2020/2021 (Attachment A to the agenda report).

Horopaki

Context

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

· Strong local businesses and more quality local jobs.

Tātaritanga me ngā tohutohu

Analysis and advice

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

PopUp Business School (Whau) – $36,500

13. The PopUp Business School provides a free 10-day business school to provide education, support for local people interested in starting their own business. Examples elsewhere have had positive results in terms of the numbers of businesses established. By supporting local residents, by providing entrepreneurial training the generation of local businesses will be increased and local employment opportunities provided. A contribution from the Ministry of Social Development is also being made. ATEED will manage the contract and provide logistical support on behalf of the Whau Local Board.

Young Enterprise Scheme – $1000

14. 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.

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

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. The Kick Start days - the first day students get to meet the Young Enterprise team and find out about their 2021 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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 ATEED 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 Whau Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

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

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
PopUp Business School	The numbers of Māori participating on the course and establishing a Māori owned business are collected as a part of the reporting on the effectiveness of the project.
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 ATEED work programme budget for 2020/2021 is $37,500 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the local board’s total draft budget for 2020/2021.

24. Relevant staff from Auckland Council’s Finance department have been fully involved in the development of all local board work programmes including this one and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
PopUp Business School	Low attendance	Concerted locally targeted social media promotion and use of local networks to reach target audience	Low
PopUp Business School	COVID-19 alert level change	The PopUp has been trialled as a virtual event and could be run as such if required	Medium

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board ATEED work programme 2020/2021	103

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager Local Economic Development

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

Whau Quick Response Round One 2020/2021 grant allocations

File No.: CP2020/10321

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in Whau Quick response 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 Whau Quick Response Grants Round One 2020/2021 (refer Attachment B).

3. The Whau Local Board adopted the Whau Local Board Community Grants Programme 2020/2021 on 6 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

4. The local board will approve their annual budget for 2020/2021 at their 26 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 $130,503.

5. Fourteen applications were received for Quick Response Round One 2020/2021, requesting a total of $27,642.42.

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) agree to fund, part-fund or decline each application received in Whau Quick Response Round One in Table One

Table One: Whau Quick Response Round One 2020/2021 grant applications:

TaApplication ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2121-116	Polynesian Entertainers Limited	Arts and culture	Towards workshop tutor costs, co-ordinator, health and safety costs, including hand sanitizer, surgical masks, wipes, practice sticks.	$2,000.00	Eligible
QR2121-121	Arogya Mantra	Arts and culture, Events	Towards Onam festival costs at Avondale Town Centre, including performers and coordinator's costs	$1,914.00	Eligible
QR2121-106	Afghans Funeral Services Charity in New Zealand	Community	Towards education and sports activities	$2,000.00	Eligible
QR2121-107	Crescendo Trust of Aotearoa	Community	Towards the opening and launch of "Te Urunga Social Impact Hub" between September and December 2020, including marketing and performers costs	$2,000.00	Eligible
QR2121-112	New Windsor Playcentre	Community	Towards playcentre facility appliances, including cordless phones, cat flaps, alarm, blinds and digital keypad locks	$1,251.91	Eligible
QR2121-113	Glendene Playcentre under the umbrella of "Te Whānau Tupu Ngātahi o Aotearoa – Playcentre Aotearoa"	Community	Towards a fence upgrade at the Glendene Playcentre	$2,000.00	Eligible
QR2121-115	Pet Refuge New Zealand Charitable Trust	Community	Towards the internal fitout for the establishment of a pet refuge shelter.	$2,000.00	Eligible
QR2121-117	YMCA North Incorporated	Community	Towards a youth Halloween event, including venue hire, entertainment, prizes, and event promotion	$1,958.66	Eligible
QR2121-118	West Auckland Men's Rebus	Community	Towards the hall hire and audio visual equopment for the West Auckland Rebus monthly meetings	$1,000.00	Eligible
QR2121-102	The Therapy Box	Community	Towards an Intern's salary for the Therapy Box	$2,000.00	Eligible
QR2121-119	Environmental Education for Resource Sustainability Trust	Environment	Towards the purchase and delivery of 266 plants and 60 classroom recycling bins for 64 schools and preschools.	$1,900.85	Eligible
QR2121-103	Glendene Community Society Incorporated	Sport and recreation	Towards sports activity gear, food, prizes, and volunteer donations for the Family Sports Day at Harmel Reserve	$400.00	Eligible
QR2121-110	Bay Olympic Soccer and Sports Club	Sport and recreation	Towards the 'Club Open Day' including costs of food, prizes and entertainment for leisure activities on 21 November 2020	$1,567.00	Eligible
QR2121-114	Netball Waitakere	Sport and recreation	Towards the school holiday programme at Te Pai Centre	$5,000.00	Ineligible
Total				$27,642.42

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Whau Local Board adopted the Whau Local Board Community Grants Programme 2020/2021 on 6 May 2020 (Attachment A). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. 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.

14. 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

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

16. 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”.

17. A summary of each application received through Whau Quick Response Round One 2020/2021 (Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

19. Four applicants applying to Whau Quick Response Round One indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

21. The local board will approve their annual budget for 2020/2021 at their 26 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 $130,503.

22. Fourteen applications were received for Quick Response Round One 2020/2021, requesting a total of $27,642.42.

23. Relevant staff from Auckland Council’s Finance department have been fully involved in the development of all local board work programmes including this one and have not identified any financial implications.

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 Whau Local Board allocation of funding for the Quick Response Round One, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Grant Programme 2020/2021	111
b ⇩	Whau Quick Response Grants Round One 2020/2021 Applications	115

Ngā kaihaina

Signatories

Author

Erin Shin - Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Glenn Boyd - Relationship Manager Henderson-Massey, Waitākere Ranges, Whau

Whau Local Board

26 August 2020

Road Name Approval for a New Private Road at 3-7 New Windsor Road, New Windsor

File No.: CP2020/09489

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Whau Local Board to name one new private road, being a commonly owned access lot (COAL), created by way of a subdivision development at 3-7 New Windsor Road, New Windsor, by 357NWR Ltd.

Whakarāpopototanga matua

Executive summary

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

3. On behalf of the Applicant 357NWR Ltd, consultants Anchor Consulting Ltd have proposed the road name options presented in the table below for consideration by the local board.

4. Any of the proposed road name options would be acceptable for the local board to approve for use in this location, having been assessed to ensure that they meet Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met, and the names are not duplicated anywhere else in the region. Mana Whenua have also been consulted.

5. The proposed name options for the new private road at 3-7 New Windsor Road, New Windsor, are:

Table 1: Proposed Road Name options for 3-7 New Windsor Road, New Windsor
Lot 100 (COAL)
Applicant’s Preferred Name	Brightwell Place
First Alternative	Hiwi Court
Second Alternative	Rima Close

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) Approve the name Brightwell Place for the new private road, being a commonly owned access lot (COAL), created by way of subdivision at 3-7 New Windsor Road, New Windsor, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references SUB60337012 and BUN60337010).

Horopaki

Context

6. Resource consent reference BUN60337010 (LUC60337011 and SUB60337012) was approved on 13^th September 2019 for land use and subdivision consent to demolish the existing dwellings at 3, 5 and 7 New Windsor Road, New Windsor, and replace them with 15 new dwellings on freehold lots, with a new private accessway for the rear lots in the form of a commonly owned access lot (COAL).

7. The accessway will be retained in private ownership by nature of the COAL arrangement.

8. In accordance with the National Addressing Standards for road naming (the AS/NZS 4819-2011 standard), the COAL requires a road name because it serves more than five lots.

9. Site and location plans of the development can be found in Attachment A.

10. From the site plans shown in Attachment A it can be seen that six of the new dwellings will face onto New Windsor Road, and so those dwellings will take their address from this road. It is only the rear dwellings that will take their address from the new COAL.

Tātaritanga me ngā tohutohu

Analysis and advice

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

12. Auckland Council’s road naming criteria typically require that road names try to reflect local themes, with the use of Māori names being actively encouraged. Theme examples include:

- a historical, cultural, or ancestral linkage to an area; or

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

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

13. Themes: The proposed road names draw on historical and physical attributes of the site, and two of the names are in Te Reo Māori, as described in the table below:

Table 2: Proposed Road Name Meanings for 3-7 New Windsor Road, New Windsor

Proposed names

Meaning, as described by applicant

Brightwell Place

Applicant’s Preferred Name

This name is a reference to the historical context of Avondale, known for a significant number of market gardens which utilised glasshouses.

‘Brightwell Bros.’ was a glasshouse contractor that carried out specialist glass house repairs, painting, and glazing, and operated from New Windsor Road, Avondale in the 1930’s.

There are several historical references to the company in the New Windsor Road location, with the example below sourced from the Papers Past website: https://paperspast.natlib.govt.nz/newspapers/NZH19311212.2.191.69.2?query=brightwell+new+windsor+r

Hiwi Lane

Alternative option

Hiwi means ‘Ridge’ (of a hill) in Te Reo Māori, which is relevant because the development site is accessed from New Windsor Road, which runs along a natural ridge rising from the lower topography of the visual catchment from Avondale Racecourse up New Windsor Road to the top of the ridge at the intersection of New Windsor Road and Maioro Street.

The name Hiwi Lane is intended to reflect the land at the ridge, to connect the physical attribute of the site to its naming, to encourage ‘way finding’ for residents and visitors. Logically a road named ‘Ridge’ would be located at a ridgeline, as is this road.

Rima Close

Alternative option

Rima means ‘Five’ in Te Reo Māori, which is significant because the parent titles of the development site are 3, 5 and 7 New Windsor Road. The new private road (COAL) is located on the land area that was previously number 5 New Windsor Road, providing access to all of the 15 new lots / houses.

Naming this private road as Rima (Five) recognises the link to the historical site address, particularly given the fact that the title for no. 5 New Windsor Road was created in 1931.

14. Assessment: The names proposed by the Applicant have been assessed to ensure that they meet Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met and the names are not duplicated anywhere else in the region. Mana whenua have been consulted – see the Maori Impact Statement section of this report.

15. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use in this location and not duplicated elsewhere in the region.

16. Road type: ‘Place’, ‘Lane’ and ‘Court’ are all acceptable road types for the new private road, suiting the form and layout of the road, as per the Auckland Council Road Naming Guidelines.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

20. The naming of roads is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity.

21. To aid local board decision making, the Auckland Council Road Naming Guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent process, and the allocation of road names where appropriate, as well as a process to enable mana whenua the opportunity to provide feedback on all road naming applications in a manner and scale that they consider appropriate. Depending on the scale of the development and its level of significance, not all road naming applications receive comments from mana whenua.

22. Mana whenua were contacted by council on behalf of the Applicant, through the Resource Consent department’s central facilitation process. Representatives of the following mana whenua groups with an interest in the local area were contacted on 28 June 2020: Te Rūnanga o Ngāti Whātua, Ngāti Whātua o Kaipara, Ngāti Whātua Ōrākei, Ngāi Tai Ki Tāmaki, Te Kawerau ā Maki, Te Ākitai Waiohua, Te Ahiwaru Waiohua, Ngāti Te Ata Waiohua, Ngāti Paoa, Ngāti Maru, Ngāti Tamaterā, Waikato-Tainui.

23. After the agreed timeframe no responses were received on the proposed names. There are many reasons that mana whenua can choose not to comment on road naming applications. In this case it is likely that no comments were received because the subject site is not registered as a Site of Significance to Māori, and a Cultural Values Assessment was not required for the resource consent for the development. Also, this is a relatively small infill development with an accessway that will be retained in private ownership by nature of the COAL arrangement. Often mana whenua feel that their resources are better spent commenting on public road names, and developments that are larger, greenfield, or generally more significant to them.

24. Despite no responses being received as part of the mana whenua feedback process, the Applicant has nevertheless followed the Auckland Council Road Naming Guidelines’ Principle that “the use of Te Reo Māori road names is actively encouraged” by proposing two Te Reo road name options. These were confirmed as accurate using the online Māori Dictionary resource. If these names were incorrect this would have prompted a response from mana whenua. Since no responses were received, we can conclude that the names are accurate and linguistically acceptable.

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments