I hereby give notice that an ordinary meeting of the Albert-Eden Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 15 September 2020

2.00pm

Via Skype-for-Business.
A written summary will be uploaded on the Auckland Council website.

 

Albert-Eden Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Margi Watson

 

Deputy Chairperson

Lee Corrick

 

Members

Graeme Easte

 

 

Rachel Langton

 

 

Ben Lee

 

 

Julia Maskill

 

 

Christina Robertson

 

 

Kendyl Smith

 

 

(Quorum 4 members)

 

 

 

Michael Mendoza

Democracy Advisor - Albert - Eden

 

10 September 2020

 

Contact Telephone: 021 809 149

Email: Michael.Mendoza@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Albert-Eden Local Board

15 September 2020

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

6.1     Acknowledgement - Adam Milina, Relationship Manager, Albert-Eden Local Board                                                                                                                     5

7          Petitions                                                                                                                          6

8          Deputations                                                                                                                    6

8.1     Deputation - Diane Griffin, Auckland Horticultural Council                            6

8.2     Deputation - Tom Greer, Auckland Library of Tools                                        6

9          Public Forum                                                                                                                  7

10        Extraordinary Business                                                                                                7

11        Notices of Motion                                                                                                           7

12        Notice of Motion - Member Christina Robertson - Support COVID-19 Responses in the Street Environment                                                                                                 9

13        Proposed new lease to the Auckland Horticultural Council Incorporated at 956 Great North Road                                                                                                         13

14        New Community Lease of the rear premises at 869 New North Road, Mt Albert to Auckland Resettled Community Coalition (ARCC)                                                  31

15        Local Board Annual Report 2019/2020                                                                      39

16        Auckland Council’s Year End and Quarterly Performance Report: Albert-Eden Local Board for quarter four 2019/2020                                                                               43

17        Auckland Transport September 2020 Update                                                          73

18        Project Streetscapes: Weed Management report                                                    81

19        Urgent decision - Albert-Eden Local Board feedback on the Review of Auckland Council’s Council Controlled Organisations                                                          121

20        Governing Body Members' Update                                                                          157

21        Chairperson's Report                                                                                                159

22        Board Member's Reports                                                                                          167

23        Albert-Eden Local Board Workshop Records                                                        169  

24        Consideration of Extraordinary Items 

PUBLIC EXCLUDED

25        Procedural Motion to Exclude the Public                                                               183

15        Local Board Annual Report 2019/2020

a.      Draft 2019/2020 Albert-Eden Local Board Annual Report                           183

16        Auckland Council’s Year End and Quarterly Performance Report: Albert-Eden Local Board for quarter four 2019/2020

b.      Albert-Eden Local Board Financial Performance Report                            183

C1       Statement of proposal to amend the Navigation Safety Bylaw                            183  

 


1          Welcome

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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.

 

4          Confirmation of Minutes

 

That the Albert-Eden Local Board:

a)         confirm the ordinary minutes of its ordinary meeting, held on Tuesday, 18 August 2020, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

6.1       Acknowledgement - Adam Milina, Relationship Manager, Albert-Eden Local Board

Te take mō te pūrongo

Purpose of the report

1.       For the local board to note a formal acknowledgement on the meeting agenda.

Whakarāpopototanga matua

Executive summary

2.       The members of the Albert-Eden Local Board wish to acknowledge and thank Adam Milina, out-going Relationship Manager Albert-Eden Local Board, for his contribution to the local board’s business over the last 3 terms.

3.       Adam will be transferring to the new role of Local Area Manager for the western-based Local Boards.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      acknowledge and thank Adam Milina - Relationship Manager Albert-Eden Local Board, for his contribution to the local board’s business, good governance and robust advice and guidance to elected members and staff over the last three electoral terms and wish him well in his new role as Local Area Manager for the western-based Local Boards.

 

 

 

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 Albert-Eden 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 - Diane Griffin, Auckland Horticultural Council

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Diane Griffin to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Diane Griffin – President, Auckland Horticultural Council (AHC), will be in attendance to present to the local board under Deputation regarding the Proposed lease for Auckland Horticultural Council at 956 Great North Road report in the meeting agenda.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Diane Griffin – President, Auckland Horticultural Council, for her attendance and Deputation presentation.

 

 

 

8.2       Deputation - Tom Greer, Auckland Library of Tools

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Tom Greer to deliver a presentation during the Deputation segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2.       Tom Greer, Auckland Library of Tools (ALot), will be in attendance to deliver a Deputation presentation regarding the new recycling recovery centre proposed for Western Springs and to outline the benefits and opportunities that such a centre can deliver for the community with the support and involvement of stakeholder groups such as ALoT.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Tom Greer, Auckland Library of Tools (ALot), for his attendance and Deputation presentation.

 

 

 

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.”

 

11        Notices of Motion

 

Under Standing Order 2.5.1 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) a Notice of Motion has been received from <Member Names>  for consideration under item 12.

 


Albert-Eden Local Board

15 September 2020

 

 

Notice of Motion - Member Christina Robertson - Support COVID-19 Responses in the Street Environment

File No.: CP2020/13289

 

  

 

Whakarāpopototanga matua

Executive summary

1.       Members Christina Robertson and Graeme Easte have given notice of a motion that they wish to propose.

2.       The Notice of Motion, signed by Member Christina Robertson and Member Graeme Easte as seconder, is appended as Attachment A.

 

Motion

That the Albert-Eden Local Board:

a)      receive the Notice of Motion – Member Christina Robertson - Support COVID-19 Responses in the Street Environment.

b)      request Auckland Transport to investigate and develop a suite of temporary measures that can quickly be applied during higher COVID-19 alert levels to facilitate safe, and safely physically distanced, walking and cycling on arterials and local streets.

c)      request Auckland Transport to investigate and implement temporary measures that can quickly be applied to create additional public space within the road corridor in town centres to facilitate safe physical distancing while shopping or waiting for service during higher COVID-19 alert levels.

d)      request Auckland Transport to create a process by which businesses can receive permission to create ‘parklets’ in parking spaces outside their buildings to accommodate customers during higher COVID-19 alert levels (for example; to provide waiting space or outdoor dining space as the weather improves).

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Notice of Motion – Member Christina Robertson - Support COVID-19 Responses in the Street Environment

11

      

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


 


Albert-Eden Local Board

15 September 2020

 

 

Proposed new lease to the Auckland Horticultural Council Incorporated at 956 Great North Road

File No.: CP2020/12879

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for a new lease to the Auckland Horticultural Council Incorporated (AHC) at 956 Great North Road.

Whakarāpopototanga matua

Executive summary

2.       AHC currently occupy council-owned premises at 990 Great North Road. The lease of these premises to AHC ended on 31 July 2019 and there are no further rights of renewal.

3.       AHC has continued to occupy the premises on a month by month basis.

4.       990 Great North Road is the selected site for a Community Recycling Centre (CRC). Renovations of that property are about to begin for this purpose, so it is no longer available as a community lease space.

5.       As an alternative the area at the rear of the Western Springs Garden Community Hall Building at 956 Great North Road has been renovated to provide a space for AHC activities, as near as is possible to their current facility (Attachment A).

6.       In February 2019 the board considered a staff report that recommended a lease be granted to AHC subject to conditions including a time for acceptance of the offer of a lease. The offer was not accepted by AHC and it subsequently wrote expressing terms on which a lease could be accepted.

7.       Negotiations between council and AHC during 2019 did not result in the formation of a lease.

8.       This report deals with the previous local board decisions, staff assessments of the latest information provided by AHC and staff recommendations for a new lease.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      grant a lease to the Auckland Horticultural Council Incorporated (AHC) at 956 Great North Road, for the yellow area in Attachment B, with an initial term of three years with one right of renewal of three years subject to the following:

i.        The public notification and consultation with iwi on the proposal to grant the lease and the satisfactory resolution of any submissions made in this regard

ii.       The board appointing a hearings panel to allow for submitters who wish to be heard and to make recommendations to the board for any further decisions

iii.      Rental to be one dollar ($1) plus GST per annum (if demanded).

iv.      AHC to pay a maintenance charge of $1,000 plus GST per annum

v.       AHC to be responsible for maintaining the interior of the leased premises in good and substantial repair and condition.

b)      confirm that the lease to Auckland Horticultural Council Incorporated (AHC) at 956 Great North Road, for the area outlined in yellow in Attachment B, has the following conditions:

i.        the lease is for the purposes of running a horticultural council, promoting gardening and horticultural education.

ii.       AHC must use the leased premises in a manner consistent with the attainment of the Community Outcomes Plan as outlined in attachment D and in accordance with the objectives of the AHC rules of incorporation.

iii.      Notwithstanding the above, if it wished, AHC is able to ‘hire out’ the Leased Premises (which does not include Meeting Room One/Hall Two) to its affiliates, which may include uses other than gardening and horticultural purposes.

c)      grant AHC, as part of the lease at 956 Great North Road, exclusive use of the parking area as indicatively outlined in yellow on the plan attached as Attachment C.

d)      grant Auckland Horticultural Council Incorporated (AHC) exclusive use (free of charge) of Meeting Room One/Hall Two at 956 Great North Road (as indicatively outlined in blue on the plan attached as Attachment B) on the following days/times for a three year period commencing 1 May 2021:

i.        1 September to 30 April (8 months): Thursdays from 4pm to Sunday 9pm – once per month at AHC’s discretion; and

ii.       1 May to 31 August (4 months): Eight hours per month (in one booking each month) at AHC’s discretion,

iii.      in each case subject to the following:

A)      These days and times must be booked in accordance with Auckland Council policies and procedures. Auckland Council will use all reasonable endeavours to provide AHC with an opportunity to book in advance provided AHC supplies Auckland Council with an annual schedule of the dates it wishes to advance book Meeting Room One/Hall Two upon request. Otherwise days/times will be subject to availability.

B)      Use of Meeting Room One/Exhibition Hall by AHC (and its affiliates) would only be available for gardening and horticultural purposes in alignment with the Community Outcomes Plan.

C)     If it subsequently transpired that AHC had no use for Meeting Room One/Hall Two on any of the booked times, then AHC would be required to surrender such booking back to Auckland Council for use by the general public.

D)     Any arrangements following the initial term of three years will need to be discussed and approved by the Albert-Eden Local Board prior to the lease renewal.

e)      confirm that the lease to the Auckland Horticultural Council Incorporated (AHC) will be subject to the standard terms and conditions for community lease agreements and include the specific conditions noted in recommendations (a) to (d) above, and will accord with Auckland Council’s Community Occupancy Guidelines 2012.

f)       confirm that the offer to the Auckland Horticultural Council Incorporated (AHC) for a lease of the premises at 956 Great North Road is open for acceptance until 16 October 2020 and there shall be no further negotiation on the terms and conditions.

g)      authorise that, if the lease offer for 956 Great North Road is not accepted by Auckland Horticultural Council Incorporated (AHC) by 16 October 2020, staff are directed to issue a notice to terminate the current month by month lease and to ensure that AHC vacate the premises at 990 Great North Road by no later than 20 November 2020 in order to facilitate the progression of the Community Recycling Centre project.

 

 

 

Horopaki

Context

9.       The building and site at 990 Great North Road, has been identified as the most suitable site for a central Community Recycling Centre following an investigation of options initiated in 2016.

10.     There are currently no Community Recycling Facilities within the Albert-Eden Local Board area.

11.     A lease to the current occupant, AHC, expired in July 2019 and it has continued to occupy the council-owned premises at 990 Great North Road while negotiations for its relocation to an adjacent building are considered and agreed.

12.     Renovations to an area of the building at 956 Great North Road occurred in 2019 to provide alternate premises for AHC. Negotiations with AHC to date have not resulted in agreement by AHC to terms of a new lease. This report provides recommendations to progress and resolve this matter within specified timeframes.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     The board has been in long-term discussions with AHC about alternative premises after its lease of 990 Great North Road ended on 31 July 2019. AHC has continued to occupy its current premises on a month by month basis.

14.     Although other options have been investigated in the past, the most suitable alternative location to accommodate the group is space at the rear of the Western Springs Garden Community Hall Building at 956 Great North Road (Attachment A).

15.     The last of these discussions took place on 17 June 2020 to give an opportunity for AHC to provide background on its organisation, meeting schedules, future activities and resource requirements.

16.     In February 2019 the board considered a staff report that recommended granting a lease to AHC subject to conditions (Resolution number AE/2019/15).

17.     An offer was made to AHC in March 2019 based on this resolution which was not accepted by AHC.

18.     In 2019, there were subsequent discussions between legal representatives for both Auckland Council and AHC and correspondence between the parties to try and reach an agreement. A site meeting to view the completed renovations at the Springs Gardens building occurred in July 2019 when local board members, AHC committee members, legal representatives for both council and AHC and council staff were present.

19.     An alternative requested by AHC during negotiations was full access to Meeting Room1/Hall 2 from September until April (eight months) in any year from Thursdays at 4pm until Sunday at 9pm. AHC proposed that no cost should accrue to them for that eight months use. The cost of this based on an hourly rental of $39/hour at 64 per cent utilisation is estimated to be $31,749 plus GST for the initial 3-year term of the lease ($10,583 per annum plus GST).

20.     For the remaining four months of the year the hall would be managed by council’s Venues for Hire team. If AHC uses the hall during April to September it is proposed that a concessional rental rate applies, in the form of eight hours free use per month for the first term of the lease being 36 months. Based on an hourly rental of $39/hour at 64 per cent utilisation the cost of this is $2,396 plus GST for the initial 36 months of the lease ($799 plus GST per annum).

21.     The financial implications of the foregoing proposal are described more fully in paragraph 52 but can be summarised as a revenue loss to council.

The Western Springs Garden Community Hall Building (WSGCH)

22.     The land at 956 Great North Road at Point Chevalier is described as Section 26 SO 509896, comprising 1.9360 hectares, and contained in Record of Title NA532/265 (Part-Cancelled and Limited as to Parcels). Section 26 is currently held in fee simple by the Auckland Council subject to the provisions of the Local Government Act 2002.

23.     The building is the Western Springs Garden Community Hall Building and now comprises two large meeting spaces with ancillary service areas including space that has now been converted to community use space (Attachment B).

24.     In February 2019, the board resolved to approve modification and refurbishment to the rooms at the rear of the Meeting Room1/Hall 2. The cost of the renovation works was $380,000.

25.     The renovated community use space provides separate toilets, kitchen, office, four meeting room spaces with one meeting room having an operable wall to allow it to be made into a larger meeting room, a locker space and a storage area. The area was configured to provide rooms as close as possible to a specification prepared by AHC, given the area available.  The configuration of rooms will be suitable for other community group use should AHC choose not to occupy.

26.     In addition, a car park area at the rear of the building will be included in the new lease (Attachment C). This parking area will not be marked and will be provided as space to be managed by AHC during events. The former lease at 990 Great North Road did not include carparks for the exclusive use of AHC.

27.     The AHC is also able to use the parking in the adjacent public parking area. This parking is available to the general public visiting the area (Western Springs, the Zoo) and it is not practical to reserve space exclusively for the use of AHC as its use of the facility is intermittent. There is a total of 133 spaces available in this area including 3 mobility spaces at the Springs Garden end of the carpark.

28.     The lower floor of 990 Great North Road was used by the AHC and associated groups for storage. Similar storage is not provided in the premises at 959 New North Road as the new premises are provided for the purposes of running a horticultural council, promoting gardening and horticultural education and not for storage.

29.     The proposed new lease area in the building has been renovated and is fit for community use whereas the previous premises at 990 Great North Road are in average condition and due for renewal.

Staff Proposal and Recommendation

30.     Staff have assessed the historical decisions and information and the latest information provided by AHC following the on-site meeting on 17 June 2020.

31.     Based on this review and following negotiations with AHC, staff propose:

i.          A lease to AHC with an initial term of three years with one right of renewal of three years.

AHC to be granted exclusive use (free of charge) of Meeting Room One/Exhibition Hall (as indicatively outlined in blue on the plan attached as Appendix 1) on the following days/times for a three-year period commencing 1 May 2021:

·     1 September of any year to 30 April the following year: Thursday from 4pm to Sunday 9pm – once per month at AHC’s discretion; and

·     1 May to 31 August in any year: Eight hours per month (in one booking each month) at AHC’s discretion

and subject to the following:

·     These days and times must be booked in accordance with Auckland Council policies and procedures. Auckland Council will use all reasonable endeavours to provide AHC with an opportunity to book in advance provided AHC supplies Auckland Council with an annual schedule of the dates they wish to advance book Meeting Room One/Exhibition Hall upon request. Otherwise days/times will be subject to availability.

·     Use of Meeting Room One/Exhibition Hall by AHC (and its affiliates) will only be available for gardening and horticultural purposes in attainment of the Objects of its Constitution and the Community Outcomes Plan is to be attached as a schedule to the lease.

·     If it subsequently transpires that AHC has no use for Meeting Room One/Exhibition Hall on any of the booked times, then AHC will be required to surrender such booking back to Auckland Council for use by the general public.

·     Any arrangements following the initial term of three years will need to be discussed and approved by the Albert Eden Local Board following the prior to the lease renewal.

ii.         The lease to AHC provides for the following permitted use:

·     the lease is for the purposes of running a horticultural council, promoting gardening and horticultural education

·     AHC must also use the Leased Premises in a manner consistent with the attainment of the Objects of its Constitution and the Community Outcomes Plan

·     Notwithstanding the above, if it wished, AHC will be able to ‘hire out’ the Leased Premises (which does not include Meeting Room One/Exhibition Hall) to its affiliates, which may include for uses other than gardening and horticultural purposes.

iii.        Carparks: AHC to be granted exclusive use of the parking area as indicatively outlined in yellow on the plan attached as Attachment C.

iv)        The lease will otherwise be on Auckland Council’s current community lease template and accord with the terms of the Auckland Council’s Community Occupancy Guidelines 2012.

Western Springs Garden Meeting Room 1 / Hall 2 – current usage

32.     Within the Albert-Eden network there are ten council-owned community facilities including Western Springs Garden Community Hall. In 2013 it was decided that the space previously used for commercial tenancies at Western Springs would be made available for community use and the community would be able to access both hall spaces. The venue hire team has managed both the hall spaces since the transfer. Western Springs Garden Community Hall is one of the highest utilised spaces in the Albert-Eden Local Board area.

33.     For Meeting Room 1/Hall 2, in 2018/2019 there were 2009 booked hours, with 28,570 participants and in 2019/2020 YTD there have been 584 booked hours, with 8,514 participants. This involves 98 different hirers and 39 regulars. Regular uses include religious meetings, preschools, educational groups, training, workshops. Casual hirers have used the space for youth events, birthdays, concerts, fundraisers, cultural events.   There is a 93 per cent satisfaction rating for hall 2.

34.     The 2018/2019 analysis used in the preceding paragraph provides a more usual usage pattern. The 2019/2020 use statistics are affected by Covid-19 shutdowns and do not provide the usual use patterns.

35.     As noted in 19) above, AHC requested full access to Meeting Room 1/Hall 2 to accommodate large events and displays, along with larger meetings.  Currently AHC holds these events at 990 Great North Road or rents hall space at Western Springs Garden Community Hall. Because of the high usage of the hall by the community, it is not recommended to lease this hall to AHC to manage on a long-term ongoing basis.

36.     Staff recommend an alternative to this request. This is based on an analysis of the current activities of the AHC, the use of the premises at 990 Great North Road and a schedule of future events.

37.     The alternative is:

i)        AHC are granted a lease of the area defined in Attachment B

ii)       AHC are granted exclusive use (free of charge) of Meeting Room One/Hall Two (as indicatively outlined in blue on the plan attached as Attachment B as follows 

·        1 September of any year to 30 April the following year: Thursday from 4pm to Sunday 9pm – once per month at AHC’s discretion; and

·        1 May to 31 August in any year: Eight hours per month (in one booking each month) at AHC’s discretion and subject to the following:

38.     The lost revenue for the first three years of the lease for these concessions are:

September to April       $31,749

May to August              $2,396

Total lost revenue      $34,145 for the three-year term ($11,382 per annum).

 

39.     The lost revenue will need to be met from the allocation towards the board’s Locally Driven Initiative (LDI) operating expenditure funds for the remainder of 2020/2021, but Waste Solutions has agreed to investigate options to manage the lost revenue for future years as part of the Long-term Plan.

40.     The information provided by the Venue for Hire team shows the meeting rooms in the building are well used with use increasing, and income will exceed budget this financial year.

41.     The large meeting room spaces on both sides of the building should in general continue to be managed by council’s Venue for Hire team but will be available to be booked in advance by AHC for its activities or used as a concession as noted above.

42.     It is likely that, if meeting Room One/Hall 2 was managed by AHC, utilisation would not be as high as if it remains under the management of the Venue for Hire team. AHC management of the meeting room is not recommended and the meeting room should not be included into the lease area.

43.     As the proposed lease is longer than six months, public notification and consultation with iwi is required before the lease can be granted. These processes can be undertaken concurrently and take approximately six weeks.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44.     The designated impact level of the recommended decision on greenhouse gas emissions is “no impact” because the proposal continues an existing activity and does not introduce new sources of emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45.     Since the offer was made to AHC in March 2019 there has been correspondence between the legal representative for AHC and council’s Legal Services. Local Board Services, Legal Services, Community Facilities and Waste Solutions staff have also met on regular occasions and the issue was last workshopped with the local board on 17 June 2020.

46.     The land is held under the provisions of the Local Government Act 2002. As the lease is longer than six months, public notification of the intention to lease and consultation with iwi with an interest in the area is required. These two processes can take up to two months, provided there are no submissions that require to be heard.

Infrastructure and Environmental Services Input

47.     As noted, the site at 990 Great North Road has been identified as the preferred and approved location for a Community Recycling Centre. Considerable time, effort and cost has been invested into site-specific co-design with Mana Whenua and Mātāwaka since 2016.  Consent applications are currently being processed and, once approved, renovation of the site and buildings can commence.

48.     Continued occupation by AHC of this building will have a significant impact on the timing of construction and opening of the Community Recycling Centre.

49.       The project has been successful in receiving government funding for site development as part of the ‘shovel ready’ economic stimulus package. The package will fast track the effectiveness of the Resource Recovery Network through developing fit for purpose infrastructure to support resource recovery activity. This funding is contingent on meeting strict milestone deadlines.

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

Local impacts and local board views

50.     When a new space is available for a community lease normal practice is to call for expressions of interest. This ensures that all groups seeking accommodation are assessed and the best community outcomes are delivered to the community. Local boards have discretion to forego the expression of interest process if there are extenuating circumstances. 

51.     There is no obligation for the board to provide accommodation to the AHC following the expiry of its lease. However, in this case the group wishes to continue its activities and previous boards have been supportive of AHC continuing to occupy council facilities.

52.     In considering whether to forego an expression of interest the board is entitled to ensure the activities of the group are still viable and supported by the wider Auckland community.

53.     Given the long history of this group’s contribution to Auckland horticultural activities and its need for meeting and activity space, it is appropriate that the expression of interest process is not undertaken in this case.

Tauākī whakaaweawe Māori

Māori impact statement

54.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and Local Board Plans.

55.     Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects.

Ngā ritenga ā-pūtea

Financial implications

56.     Council has spent $380,000 renovating the space in the building suitable for AHC to occupy.

57.     One of the issues raised by AHC is the financial contribution they made to renovation of the building at 990 Great North Road and the development at the Springs Gardens and that they should be compensated for this.

58.     There was no agreement entered into at the time the lease for 990 Great North Road commenced in 2004 to record any financial arrangements.

59.     The loss of revenue to council with the proposed options suggested by AHC is shown on line one of the table below. The staff recommendation for the use of Meeting Room One/Hall Two is shown on lines two, three and four below:

Description

Annual loss of revenue

1. Full handover to AHC of Meeting Room 1/Hall 2.

$33,815 per annum based on revenue received for the last 12 months of 2018/2019.

2. Use by AHC from September until April (eight months) in any year from Thursdays at 4.00pm until Sunday at 9.00pm.

$10,583 per annum estimated.

3. Cost of rental concession – proposed to be eight hours free per month for 36 months (first term of the lease).

$799 per annum estimated.

4. Annual loss of revenue for 2 and 3.

$11,382 per annum or $34,145 for the initial three-year term of the lease.

 

 

 

 

 

 

 

 

 

 

 

 

60.     The lost revenue will need to be met from the allocation towards the boards Locally Driven Initiative (LDI) operating expenditure funds for the remainder of 2020/2021, but Waste Solutions has agreed to investigate options to manage the lost revenue for future years as part of the Long-term Plan. However, there is the risk that the LDI funds may be required to cover all of the shortfall amount.

61.     The concession offered in the arrangement above is significant. Staff would recommend that the value of this needs to be conveyed to AHC as part of the offer.

62.     The cost of public notification of the intention to grant a lease will be borne by the Community Facilities Department.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63.     Making the Meeting Room1/Hall 2 available to AHC as part of the lease area will have a significant impact on community access to meeting space and a loss of revenue to the board.

64.     The alternative offer described at paragraph 37 and summarised in the table above still has a significant budgetary impact for the board and to a lesser extent the restriction to community access to the room.

65.     It is anticipated that bookings under Venue-for-Hire management will provide a higher utilisation of the space to a wider cross section of the community than under AHC management.

66.     The occupation solution offered by AHC is not supported by staff as it will:

·     Restrict community access to the space

·     Reduce the utilisation of the room

·     Reduce income to council.

 

67.     As noted, the council has undertaken works based on a specification advised by AHC at a cost of $380,000.

68.     There are other groups in the community that are seeking accommodation. If AHC is not prepared to accept the lease offer, then the space can be made available to suitably qualifying groups in the community.

69.     If a timeframe is applied to AHC for the acceptance of a lease offer and that offer is not accepted or rejected on or before the due date, there may be adverse publicity generated by AHC.

70.     There is also a risk that an eviction may be required if AHC do not accept the accommodation offer and do not vacate the premises. This report also seeks support for staff to be authorised to take action if this situation arises.

Ngā koringa ā-muri

Next steps

71.     Staff will write to the Auckland Horticultural Council setting out the terms of the proposed offer with a timeframe for a response. If the offer is accepted staff can then progress the preparation of a new lease to the group. The first steps in that regard will be public notification and consultation with iwi.

72.     If the offer is not accepted within the timeframe, staff will advise the board that an expression of interest process will be carried out to identify a suitable occupant of the community space.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Locality Plan

23

b

Lease Area Plan

25

c

Parking Schematic

27

d

Community Outcomes Plan

29

     

Ngā kaihaina

Signatories

Author

Ron Johnson - Senior Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 

New Community Lease of the rear premises at 869 New North Road, Mt Albert to Auckland Resettled Community Coalition (ARCC)

File No.: CP2020/12208

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval to grant a new community lease to Auckland Resettled Community Coalition (ARCC) for the building at the rear at 869 New North Road, Mt Albert.

Whakarāpopototanga matua

Executive summary

2.       The land and buildings at 869 New North Road, are owned by Auckland Council.

3.       Following the local board’s direction to initiate an Expressions of Interest process for the premises at the rear, staff advertised and sought applications including contacting groups on the council interest register. Prospective applicants then had an opportunity to view the premises and submit an application expressing their interest in leasing the premises.

4.       After the closing date, staff undertook a review and analysis of the applications. Staff involved in the analysis included the Community Lease Specialist, the Senior Community Lease Advisor, the Senior Local Board Advisor and the board’s Strategic Broker.

5.       Five applications were received.  One was from the current lessee, the Auckland Resettled Community Coalition (ARCC). The three highest scoring groups were Auckland Resettled Community Coalition, ECPAT (End Child Prostitution and Trafficking) Child Alert Trust and Te Ulu O Te Watu Society Incorporated (Cook Island community).

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note that public notification and consultation with iwi are required prior to granting a lease for a duration longer than six months.

b)      appoint a hearings panel (if required) for submitters requesting to be heard and to make any recommendation to the board for further decisions.

c)      grant a community lease to Auckland Resettled Community Coalition (subject to the satisfactory resolution of any submissions) for a term of three years with one right of renewal of three years.

d)      approve rent of $1 plus Goods and Service Tax (GST) per annum with a subsidised maintenance charge of $250 plus GST per annum for a building with an area of approximately 96m² and with the tenant paying for all utility charges incurred.

e)      request that a community outcomes plan be prepared, for approval by the elected members and this be attached as a schedule to the lease.

f)       note that all other terms and conditions to be in accordance with the Community Occupancy Guidelines July 2012.

 

 

Horopaki

Context

6.       The premises have been leased to ARCC as an office base, providing support for programmes for the resettled community locally, regionally and nationwide. They also provide input into government policies that affect these communities.

7.       ARCC’s lease at the premises commenced on 1 January 2017, for an initial term of one year, with a right of renewal for one year. The lease reached final expiry on 28 February 2018. They pay a rental of $1 plus GST (Goods and Service Tax) per annum and a subsidised maintenance fee of $250 plus GST per annum. They have continued to operate and provide their service to date.

8.       Following the local board’s direction to initiate an Expression of Interest process for the premises, staff advertised in February 2020 and conducted viewings of the premises in March and May/June 2020, due to the Covid 19 lockdown restrictions.

9.       Numerous groups inspected the premises and five applications were received, including one from the current lessee, ARCC.

10.     Staff presented an assessment of the applications as part of the Board’s Community Facilities work programme update on 4 August 2020. The board asked staff to submit ARCC’s usage timetable and photos of the inside of the premises.

Tātaritanga me ngā tohutohu

Analysis and advice

Property description

11.     The property is legally described as Lot 8 DP 51459, comprising 496m2 in Certificate of Title NA3A/350.  The land is held fee simple by the Auckland Council under the provisions of the Local Government Act 2002.  

Assessment of applications received

12.     This section is an assessment of the applications against the Community Occupancy Guidelines criteria.

Community Leasing Criteria

13.     All the qualifying applicants were measured and scored using a table containing criteria derived from the expressions of interest application and the Community Occupancy Guidelines 2012. The criteria are shown in the left-hand column in the table below which is a summary of the detailed analysis undertaken by staff.

Group
name

AFSC (Afghan Funeral Services Charity in New Zealand)

Auckland Resettled Community Coalition Inc- (current tenant)

E Tipu E Rea Whānau Services

ECPAT (End Child Prostitution and Trafficking) Child Alert Trust

Te Ulu O Te Watu Society Incorporated (Cook Island community)

Activity/ Purpose

Provide education and sport activities to Afghans’ families; managing and organising funeral and memorial ceremonies.

Create opportunities for migrant communities to participate, engage, network to achieve their aspirations.

Teen parent service including securing housing, accessing resources and discussing options for training and education.

Protect children from sexual exploitation through raising public awareness, advocacy, and law reform.

Promoting and fostering the welfare of the people of Te Ulu O Te Watu socially, economically, culturally and educationally.

Catchments served

Albert Eden and Whau

Mt Albert, Mt Eden, Mt Roskill, Waterview,

Pt Chevalier, Sandringham, Avondale and West Auckland; regionally and nationally

Albert-Eden

Henderson/
Massey

Maungakiekie-Tāmaki

Ōrākei

Puketāpapa

Waitākere Ranges

Whau

Auckland and nationally

Albert-Eden; Henderson/
Massey;

Māngere-Ōtāhuhu; Ōtara-Papatoetoe;

Papakura; Waitākere Ranges; Waitematā

Numbers served

70 Afghan families (about 300-350 members)

three full-time & three part-time staff;

18 to 23 ethnic community groups, Red Cross, Refugees as Survivors, English Partners

68 teen parents and their children

3,500 members plus three part-time paid staff and nine part-time volunteers

612

 

Hours of Use per week

18-25

40+

40+

18-25

40+

Eligibility

Charity

Incorporated Society

Charitable Trust

Charitable Trust

Incorporated Society

Open membership/users

Serving Afghan families specifically.

Open membership to resettled community groups, subject to them adhering to group’s rules.

Serving teen parents specifically.

Open to anyone working in the field of protecting children from trafficking.

Serving people from the Cook Islands specifically.

Financial

Multiple funding sources

Multiple funding sources and with audited accounts submitted for review.

No multiple funding source

Multiple funding sources

Multiple funding sources, however, these are donations and fundraising- which are less dependable.

Best fit Building size, configuration, location

Suitable

Suitable

The group considers the premises mostly suitable except for decoration.

Suitable

Does not meet needs in terms of location, size, accessibility, decoration, security and signage.

Local Network/ Collaboration/
Partnership

Minimal, serving Afghan families specifically.

Limited, but they work with the former refugee communities who reside in the Albert-Eden area.

The service was formerly located at the Mt Albert YMCA and held a stall at the YMCA Cultural Festival and has held both antenatal classes and young mums’ groups in both Sandringham and Mt Albert communities.

Working from home and granted a community lease of a premises in Mt Eden.

Other Cook Island community groups appear to be based in the South, so the South may offer them better local network and partnerships than at this location.

 

14.     Having been assessed against all the criteria above, each group was scored and a summary of the overall score points awarded to each applicant is as follows:

Group name

AFSC (Afghans Funeral Services Charity in New Zealand)

Auckland Resettled Community Coalition Incorporated - current tenant

E Tipu E Rea Whānau Services

ECPAT (End Child Prostitution and Trafficking) Child Alert Trust

Te Ulu O Te Watu Society Incorporated (Cook Island community)

 Scores (%)

53%

62%

54.5%

59.5%

57.5%

 

Assessment of the three highest scoring applications

15.     The following section provides an assessment of the three highest scoring applications.  E Tipu E Rea Whānau Services does have a historic local presence, but they did not score in the top three and served adjacent local board areas.

16.     The current tenant, ARCC, was the highest scoring applicant with 62 per cent.  ARCC uses the premises as an office base providing support and programmes for the resettled community locally, regionally and nationwide. They also provide input into government policies that affect these communities.

17.    ECPAT scored the second highest, but they have now been granted a community lease of the premises at 19 View Road at the board’s 21 July 2020 business meeting. Their application is no longer assessed below.

Financials

18.     Both ARCC and Te Ulu O Te Watu Society Incorporated (Cook Island community) are dependent on multiple funding sources. Only ARCC has audited accounts.

Building – Fit for purpose

19.     ARCC found the space suitable for them and the interior has been renovated to fit their purpose.

20.     Te Ulu O Te Watu Society Incorporated (Cook Island community) found that the premises only met some of their needs. The premises did not meet their needs in terms of location, size, accessibility, decoration, security and signage.

Alignment with Local Board and Auckland Plan

21.     Outcome one of the Albert-Eden Local Board Plan indicates that Albert-Eden has a strong sense of community. Enabling different parts of the community to participate continues to be a major focus for the local board.

22.     Both ARCC and Te Ulu O Te Watu Society Incorporated (Cook Island community) enables different parts of the Albert-Eden community to participate.

23.     ARCC is working well delivering outcomes for resettled communities locally, regionally and nationally. The Te Ulu O Te Watu Society Incorporated (Cook Island community) promote and foster the welfare of the people of Te Ulu O Te Watu socially, economically, culturally and educationally in the Albert Eden area, western and southern local board areas.

24.     Outcome three of the plan provides that community spaces should be well used by everyone. They provide diverse and inclusive spaces that meet the changing needs of people of all ethnicities and ages.

25.     Discussions with the local board’s Senior Advisor and Strategic Broker indicated that the Albert Eden Local Board would like the successful group to share the premises with other groups. However, this space is small and the board should be mindful of the size of the premises and how well it will be used by all the shortlisted applicants.

26.     The current tenant, ARCC, is already utilising the space well, operating their office Monday to Saturday from 8am to 6pm and having youth and study meetings in the weekend.

Conclusion

27.     The Strategic Broker advised that the Te Ulu O Te Watu Society Incorporated has a base in South Auckland. This is consistent with the society serving the southern local board catchment areas. In their application, they also indicated that the location of the premise was not suitable.

28.     ARCC serves the local resettled communities in Albert Eden and immediate surrounding suburbs. Additionally, ARCC is more financially stable with audited accounts provided.

29.     ARCC is the incumbent tenant and the highest scoring applicant. Council’s Strategic Broker advises they are serving the resettled communities in the Albert-Eden area well, and their work spans regionally and nationally. Staff recommend granting a new community lease for an initial term three years with one right of renewal for three years. This is in accord with the Albert-Eden Local Board community leasing policy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30.     The premise does not sit on a floodplain, nor is subject to coastal inundation. There are no direct impacts to the climate by approving a new lease to the premises.

31.     The successful group is required to prepare a community outcomes plan with a specific environmental objective.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32.     The Strategic Broker, from council’s Community Development, Arts and Culture group would like the successful group to have more of a local presence through partnering and collaborating with other local community groups. The Strategic Broker will work with the successful group to connect them with relevant Council units and departments to partner and collaborate with.

33.     As the lease is for a term of longer than six months public notification and iwi consultation is required pursuant to section 138 of the Local Government Act 2002.

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

Local impacts and local board views

34.     Other than providing community services to the Albert Eden community, there are no other known local impacts of granting a new community lease for the back building at 869 New North Road, Mt Albert.

35.     During the 4 August 2020 workshop, the board requested a copy of the Auckland Resettled Community Coalition’s newsletter. Staff have requested this from the group.

Tauākī whakaaweawe Māori

Māori impact statement

36.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader statutory obligations to Māori. Support for Māori initiatives and outcomes are detailed in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

37.     Staff presented the proposed lease at the Central South Mana Whenua Forum on
27 November 2019, no verbal submissions were received. Staff are currently seeking written submissions from iwi groups with an interest in the area.

Ngā ritenga ā-pūtea

Financial implications

38.     There is a cost for the public notification of the intention to consider granting a lease. This cost is borne by the Community Facilities Department.

39.     The Lead Financial Advisor advised that there are no other financial implications as the proposed lease rental remains at $1 plus GST per annum.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40.     There are no other risks to the local board in granting a new lease.

Ngā koringa ā-muri

Next steps

41.     Subject to the local board approval of the community lease, staff will prepare the Deed of Lease and Community Outcomes Plan and discuss with the successful group.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Site Plan

37

     

Ngā kaihaina

Signatories

Author

Tsz Ning Chung - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 

Local Board Annual Report 2019/2020

File No.: CP2020/13292

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek adoption of the 2019/2020 Annual Report for the Albert-Eden Local Board, prior to it being adopted by the Governing Body on 29 October 2020.

Whakarāpopototanga matua

Executive summary

2.       The Auckland Council Annual Report 2019/2020 is being prepared and needs to be adopted by the Governing Body by 29 October 2020. As part of the overall report package, individual reports for each local board are prepared.

3.       Auckland Council currently has a series of bonds quoted on the New Zealand Stock Exchange (NZX) Debt Market maintained by NZX Limited. As the council is subject to obligations under the NZX Main Board and Debt Market Listing Rules and the Financial Markets Conduct Act 2013 (FMCA), local boards may not release annual financial results in any form. Therefore, the attached annual report is being presented as confidential.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      adopt the 2019/2020 Albert-Eden Local Board Annual Report as set out in Attachment A.

b)      note that any proposed changes after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body by 29 October 2020.

c)      note that the draft 2019/2020 Albert-Eden Local Board Annual Report (Attachment A) will remain confidential until after the Auckland Council group results for 2019/2020 are released to the New Zealand Stock Exchange which are expected to be made public by 30 October 2020.

 

Horopaki

Context

4.       In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities, and the overall Financial Impact Statement for the local board.

5.       In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

6.       This is particularly important this year in light of the impacts COVID-19 had on communities and the council in the third quarter of 2019/2020.

 

Tātaritanga me ngā tohutohu

Analysis and advice

7.       The annual report contains the following sections:

Section

Description

Mihi

The mihi relates to the local board area.

Message from the chairperson

An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.

Local board members

A group photo of the local board members.

Our area

A visual layout of the local board area, summarising key demographic information and showing key projects and facilities in the area.

Performance report

Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved.

Funding information

Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Local flavour

A profile of either an outstanding resident, grant, project or facility that benefits the local community.

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

8.       The Council’s Climate Change disclosures are covered in Volume four of the Annual Report and sections within the Summary Annual Report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

9.       Council departments and council-controlled organisations comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

10.     Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the chairperson.

Tauākī whakaaweawe Māori

Māori impact statement

11.     The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2018-2028 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

12.     The annual report reports on both the financial and service performance in each local board area.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

13.     The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

14.     The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English, and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

15.     The next steps for the draft 2019/2020 Annual Report for the local board are:

·   Audit NZ review during August and September 2020

·   report to the Governing Body for adoption on 29 October 2020

·   release to stock exchanges and publication online on 30 October 2020

·   physical copies provided to local board offices, council service centres and libraries by the end of October 2020.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft 2019/2020 Albert-Eden Local Board Annual Report  - Confidential

 

     

Ngā kaihaina

Signatories

Author

Audrey Gan - Lead Financial Advisor Local Boards

Authorisers

David Gurney – Manager Corporate & Local Board Performance

Kevin Ramsay - Acting Group Chief Financial Officer

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 

Auckland Council’s Year End and Quarterly Performance Report: Albert-Eden Local Board for quarter four 2019/2020

File No.: CP2020/12963

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Albert-Eden Local Board with an integrated quarterly performance report for quarter four, 1 April – 30 June 2020, and the overall performance for the financial year, against the agreed 2019/2020 local board work programme.

Whakarāpopototanga matua

Executive summary

2.       This report provides an integrated view of performance for the Albert-Eden Local Board and includes financial performance and delivery against work programmes for the 2019/2020 financial year.

3.       The COVID-19 pandemic has resulted in significant pressure on council’s financial position. In response to the Ministry of Health’s orders and to ensure prudent financial management council’s focus and expenditure shifted to essential services. A pause on spending on non-essential services has had a significant impact on the delivery of work programme activities.

4.       Seventy-eight activities within the agreed work programmes were delivered including multi-year projects that have progressed as expected. Forty-eight activities were undelivered, cancelled, put on hold or deferred.

5.       Key activity achievements from the 2019/2020 work programme include:

·    Seventeen renewals projects on park assets and community venues have been completed.

·    Six events projects were delivered, including funding for community-led events and community-led arts projects.

·    Six community projects were completed including projects supporting youth activities, community gardens, town centre activation and business association support and support for community networks and programmes.

·    Six environmental and sustainability projects were completed including support for businesses to implement sustainable practices, ecological volunteers, streamside restoration, support for Bike Hub implementation, community weed control and Eco-Neighbourhoods.

6.       Key activities not delivered / not progressed as expected include:

·    Three community leases have been significantly delayed and six have been cancelled or deferred in quarter four.

·    Motu Manawa Marine Reserve – develop coastal boardwalk (3603) has been deferred as there is no funding available for capital works to construct the walkway until financial year 2023/2024+.

7.       Five locally driven initiative operational expenditure projects were significantly delayed and six were cancelled or could not be delivered due to COVID-19.

8.       Eighteen locally driven initiative capital expenditure projects and four renewals projects have been deferred into future years due COVID-19 lockdown and its association ongoing budget implications.

9.       Budgets of unfinished activities which meet the criteria for carry forward have been identified by Corporate and Local Board Performance team. Six projects have been carried forward into 2020/2021 work programmes.

10.     The 2019/2020 financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 30 September.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the performance report for the financial quarter four and year ending 30 June 2020.

b)      note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group results for 2019/2020 are released to the New Zealand’s Exchange (NZX) which are expected to be made public on or about 30 September 2020.

c)      note that COVID-19 has resulted in significant pressure on council’s financial position and ability to deliver agreed 2019/2020 work programme activities because:

i)        asset based services were significantly impacted. Regional and community facilities were either fully or partially closed.

ii)       spending on contracts was restricted to essential services only.

d)      note that quarter three reporting was not supplied to the local board as there was limited capacity to access information.

 

 

Horopaki

Context

11.     The Albert-Eden Local Board has an approved 2019/2020 work programme for the following operating departments:

·        Arts, Community and Events;

·        Parks, Sport and Recreation;

·        Libraries;

·        Community Facilities: Build Maintain Renew;

·        Community Leases;

·        Infrastructure and Environmental Services;

·        Plans and Places;

·        ATEED.

12.     The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board or projects funded by the Transport Capital Fund and delivered by Auckland Transport, are not captured in this graph.

 

 

Graph 1: work programme activities by outcome

 

13.     The COVID-19 pandemic has resulted in significant pressure on council’s financial position and ability to deliver agreed 2019/2020 work programme activities. In response to the orders made by Director General of Health on 25 March 2020 under s 70 of the Health Act 1956 council’s focus and expenditure shifted to essential services only. Physical distancing requirements and measures to ensure prudent financial management meant that only essential activities and services could continue.

14.     Asset-based services were significantly impacted as all regional and community facilities were either fully or partially closed depending on the Ministry of Health’s guidelines for each COVID-19 alert level.

15.     Spending on contracts was restricted to essential services while in Alert Level 4. These restrictions were reviewed as alert levels changed. There are currently no restrictions, however, there continues to be extra spending approvals in place to ensure prudent spending and delivery of value for money for ratepayers.

16.     Reporting on quarter three reporting was not supplied to the local board as council staff working from home during the lockdown had limited capacity to access information and systems which affected their ability to deliver reports in a robust and meaningful way.

Tātaritanga me ngā tohutohu

Analysis and advice

17.     The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that have been delivered as expected (completed by the end of July 2019) or multi-year activities which have progressed as planned (green), in progress but with issues that are being managed (amber), and activities that are undelivered or have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

 

 

 

 

 

 

 

Graph 2: Work Programme by RAG status

18.     The graph below shows the stage of the activity (activity status) in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes. 

Graph 3: work programme activity by activity status and department

Key activity achievements from the 2019/2020 work programme

19.     The key achievements in the delivery of the local board work programmes for 2019/2020 include:

20.     Carols at Potters Park (199), one Movies in Parks screening (205) and Albert-Eden Schools Cultural Festival (206) were delivered, and funding was provided for two community-led events through the Event Partnership Fund (204). The Community Arts and Events Programmes – Arts and Events Brokering Service (1159) delivered 25 projects and community events by 99 creative leaders and event organisers. This engaged 10,011 participants and event attendees.

21.     The following Community Empowerment Unit programmes were completed: Children and Young People (41), Community Gardens (42), Enabling Shared Use of Space (965), Thriving Town Centre Programmes (1160), Social Cohesion in New Housing Areas (1273) and Epsom Network and Community Programme Co-ordinator (1304).

22.     The following environmental and sustainability projects were completed: Albert-Eden Sustainability Kick Start, Programme (549), Ecological volunteers and environmental programme (769), Community-led streamside restoration Roy Clements Treeway (860),  Bike Hub Implementation (Tumeke Cycle Space) (468), Community weed control buffer project (421) and EcoNeighbourhoods (471).

23.     The following renewals have been completed:

·        Playspaces (1992)

·        Anderson Park tennis courts (2125)

·        Gribblehirst Park carpark (2126), buildings (2409) and fire egress (3633)

·        Mt Albert Library comprehensive renew (2199)

·        Roading and car parks in parks (2253)

·        Melville Park cricket pavilion (2450)

·        Western Springs Garden Community Hall (2531)

·        Griffin Reserve drainage (2539)

·        Owairaka Plunket (2765)

·        Fowlds Parks maintenance shed (2902)

·        Jack Dickey Community Centre kitchen (2903)

·        Potters Park pathway lighting (2906)

·        Kingsland Station toilet roof (3802)

·        Harbour View Reserve and Coyle Park seawall (3760)

·        Greenwoods Corner toilets - door replacement (3848).

Overview of work programme performance by department

Arts, Community and Events work programme

24.     In the Arts, Community and Events work programme, there are 20 activities that were completed by the end of the year or will be by end of July 2019 (green), two activities that are in progress but are delayed (amber), two activities that are significantly delayed, on hold or not delivered (red) and five activities that have been cancelled and deferred in quarter four (grey).

25.     Increase diverse community participation: Responsive programming for identified communities (40) and Western Springs Community Recycling Centre and Network Development (1308) were significantly delayed due to COVID-19 lockdown, and activities will progress in 2020/2021.

26.     Oral histories (1305), Albert-Eden Award Ceremonies (208), Local Civic Events (202), Citizenship Ceremonies (201) and Anzac Day (200) were cancelled due to COVID-19 lockdown.

27.     There are no projects that were delayed, on hold, or not delivered for a reason other than COVID-19.

Parks, Sport and Recreation work programme

28.     In the Parks, Sport and Recreation work programme, there is one activity that was completed by the end of the year or will be by end of July 2019 (green), seven activities that are in progress but are delayed (amber), and one activity that is significantly delayed (red).

29.     Parks Services Planning Programme (823) was significantly delayed due to COVID-19 lockdown. Provision studies will be completed in 2020/2021 and provided to the local board.

30.     There are no projects that were delayed, on hold, or not delivered for a reason other than COVID-19.

 

Libraries work programme

31.     In the Libraries work programme, all activities (six) were completed by the end of the year (green).

Community Facilities: Build Maintain Renew work programme

32.     In the Community Facilities: Build Maintain Renew work programme, there are 42 activities that were completed by the end of the year or will be by end of July 2019 (green), 12 activities that are in progress but are delayed (amber), one activity that is significantly delayed (red) and 23 activities that have been cancelled and deferred in quarter four (grey).

33.     Pt Chevalier heritage brochures (3780) is significantly delayed. Feedback has been sought from mana whenua on the foreword. Once complete, the brochure will be brought to the local board for approval.

34.     Four renewals projects and 18 locally driven initiative capital expenditure projects have been deferred into future years due COVID-19 lockdown and its association ongoing budget implications.

35.     Activities with significant impact other than COVID-19 are discussed below:

Table 1: Community Facilities activities with significant impact other than COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

Albert-Eden Village Centres Transformation Programme (2365)

Amber

On hold

The project is on hold to enable an appropriate scope to be developed by the Plans and Places team.

 

Sandringham Reserve heritage toilet – restore and renew facility (2494)

Amber

On hold

The project is on hold as the proposed works needed are tied to the town centre upgrades, including Sandringham Town Centre.

990 Great North Road Western Springs – refurbish interior and exterior (3599)

Amber

On hold

The project is on hold until further scoping is complete for Waste Solutions project to ensure the two projects do not have any conflicts.

Fowlds Park Action Plan – improve pedestrian safety and signage (3528)

Grey

Deferred

Construction works for improving pedestrian safety at Fowlds Park have been placed on hold pending the decision on the local board work programme.

Motu Manawa Marine Reserve – develop coastal boardwalk (3603)

Grey

Deferred

The project has been deferred as there is no funding available for capital works to construct the walkway until financial year 2023/2024+. Project will be scoped and completed in future years.

 

Community Leases work programme

36.     In the Community Leases work programme, there are three activities that were completed by the end of the year or will be by end of July 2019 (green), three activities that are in progress but are delayed (amber), three activities that are significantly delayed, on hold or not delivered (red) and six activities that have been cancelled and deferred in quarter four (grey).

37.     Activities with significant impact other than COVID-19 are discussed below:

Table 2: Community Leases activities with significant impact other than COVID-19

Activity name

RAG status

Activity status

Explanation and mitigation

956 New North Road, Western Springs: Auckland Horticultural Council Incorporated (1317)

Red

In progress

Staff working with Auckland Horticultural Council and the local board to formalise a new lease at the premises. The local board will consider options for a lease offer to Auckland Horticultural Council.

25 Poronui Street: The Auckland Playcentres Association Incorporated - Eden/Epsom (1318)

Red

In progress

 

 

Staff is awaiting Playcentre to attend to maintenance items identified in council's building conditions assessment prior to progressing a new lease. A building condition assessment was undertaken and maintenance requests have been made. Once works are completed staff will workshop the lease with the local board.

82 St Lukes Rd, Mount Albert, Auckland -Citizens Advice Bureau - St Lukes Rd Mt Albert (1324)

Red

In progress

Staff are working with the Citizens Advice Bureau and the Albert-Eden Local Board on a new lease.

Mt Albert Ramblers Softball Club Incorporated (3513)

Amber

In progress

Staff will follow up on maintenance issues with club. Once maintenance work is completed, staff will submit a report to the local board recommending a new lease.

New Zealand Playcentre Federation Inc (previously Auckland Playcentre Association Incorporated) (3514)

Amber

In progress

Staff have conducted a site visit. The application material will be reviewed and workshopped with the local board.

Auckland Resettled Communities Coalition Incorporated (3515)

Amber

In progress

A report for the local board to resolve on at their September business meeting. Staff will complete an assessment of the applications and subsequently workshop with the local board.

249-259 Gillies Avenue: Epsom/Remuera Croquet Club Incorporated (1316)

Grey

Deferred

Due to staff attending to other work programme items, the club's submitted lease renewal application will be looked at in the next financial year 2020/2021.

25 Poronui Street: The Handweavers & Spinners Guild Auckland Incorporated (1319)

Grey

Deferred

Since the writing of the quarter 4 commentary, staff has had confirmation and direction to go ahead to progress a new lease for the premises. Staff will do this in financial year 2020/2021.

25 Poronui Street: Mount Eden Tennis Club Incorporated (1320)

Grey

Deferred

Due to staff working on other work programme items, staff will attend to this item in financial year 2020/2021.

Murray Halberg Park 117 Richardson Rd, Mt Roskill: Lease to Marist Rugby League Football Club Incorporated (1321)

Grey

Deferred

The building is with the Park & Sports Specialist for review and comment. Staff will liaise with council Park and Sports Specialist on proposed project and the needs assessment.

Anderson Park, 19A Preston Ave, Mt Albert: Lease to Mt Albert-Ponsonby Association Football Club Incorporated (1322)

Grey

Deferred

Staff to confirm with the local board whether to grant a new lease to the club in the interim while future work to investigate a public toilet is not confirmed.

Fowlds Park, 1 Rocky Nook Avenue, Mt Albert: Lease to Rugby League Football Club Incorporated (1323)

Grey

Deferred

Due to staff attending to other work programme items, staff is yet to liaise with Community Facilities Land Advisory team to obtain the groups building additions and alterations information to include in the Deed of Lease Renewal.

 

Infrastructure and Environment Services work programme

38.     In the Infrastructure and Environment Services work programme, there are six activities that were completed by the end of the year or will be by end of July 2019 (green), one activity that is in progress but is delayed (amber), and two activities that are significantly delayed, on hold or not delivered (red).

39.     Epsom Rock Forest and Landowner Assistance Programme (419) was not delivered due to COVID-19 lockdown. Drains for Rain catch pit stencil programme (816) was significantly delayed due to staffing issues and then COVID-19 lockdown prevented this programme from being delivered.

40.     There are no projects that were delayed, on hold, or not delivered for a reason other than COVID-19.

Plans and Places work programme

41.     In the Plans and Places work programme, there is one activity that was completed by the end of the year or will be by end of July 2019 (green) and one activity that has been cancelled in quarter four (grey).

42.     Albert-Eden Centre Transformation Programme (1268) has been cancelled due to budget restrictions from COVID-19. The local board has advocated for this project to be picked up by Auckland Transport’s Connected Communities programme.

43.     There are no projects that were delayed, on hold, or not delivered for a reason other than COVID-19.

ATEED work programme

44.     In the ATEED work programme, the one activity was completed by the end of the year (green).

Deferred activities

45.     The Corporate and Local Board Performance team have identified projects from the local boards locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which had not been delivered. These have been added to the work programme to be delivered in 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46.     Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

47.     The local board invested in a number of sustainability projects in 2019/2020, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

·        EcoNeighbourhoods (471). An EcoNeighbourhood comprises groups of six or more neighbours from different households within the local board area, with the objective of adopting sustainable, low carbon practices and increasing resilience within their homes, lifestyles and neighbourhoods.

·        Bike Hub Implementation (468). This project will continue to develop and refine the operations of the Tumeke Cycle Space Bike Hub established at Gribblehirst Park in 2018/2019.

·        Albert-Eden Kick Start Sustainability Programme (549). The programme aims to further increase participants’ capability in environmental and sustainability related-practices within their business.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48.     When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.

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

Local impacts and local board views

49.     This report informs the Albert-Eden Local Board of the performance for quarter ending 30 June 2019 and the performance for the 2019/2020 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

50.     The local board’s work programme contains a number of projects which provide direct outcomes for Māori, such as:

51.     Local Māori Aspirations (45) – whilst key activities were paused due to COVID-19, a regular meeting schedule was in place with Te Kura Kaupapa Māori o Nga Maungarongo to introduce key staff or projects and provide the opportunity for the Kura staff to express interest in projects or suggest ideas to staff.

52.     Te Kete Rukuruku (355 / 2913) - council staff are currently liaising with mana whenua regarding Māori naming of parks to value and promote Auckland’s Māori identity and use of te reo Māori.

53.     Te Auanga / Oakley Creek – renewals (te reo signage and tohu brand symbol) (1991) – the local board is working with staff to ensure all signage includes approved te reo Māori and tohu brand symbol.

54.     Celebrating Te Ao Māori and strengthening responsiveness to Māori - Whakatipu I te reo Māori (935) - All three Albert-Eden Libraries are committed to te ao Māori and are promoting the language through everyday interactions.

55.     The local board, through its work programme responds and delvers upon council’s Māori Responsiveness Framework through the following actions:

·        fostering and building strong relationships with mana whenua and mataawaka by ensuing their views are considered prior to making decisions on local projects.

·        embedding mana whenua customary practices within the development of local projects (for example, blessings at sod-turnings).

Ngā ritenga ā-pūtea

Financial implications

56.     This report is provided to enable the Albert-Eden Local Board to monitor the organisation’s progress and performance in delivering the 2019/2020 work programmes. There are no financial implications associated with this report.

Financial performance

57.     Auckland Council (council) currently has a number of bonds quoted on the NZ Stock Exchange (NZX). As a result, council is subject to obligations under the NZX Main Board & Debt Market Listing Rules and the Financial Markets Conduct Act 2013 sections 97 and 461H. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 30 September. Due to these obligations the financial performance attached to the quarterly report is excluded from the public. 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58.     Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance by department section.

Ngā koringa ā-muri

Next steps

59.     The Emergency Budget was adopted on 30 July 2020. Work programmes for 2020/2021 were approved at the local board’s business meeting in August 2020.

60.     Delivery of the activities in the 2020/2021 work programme has commenced. There is a reduced timeframe to deliver these work programmes (10 months).

61.     As the delivery timeframe for the 2020/2021 work programmes is reduced, the reporting timeframe is likely to change.

62.     Resourcing of the 2020/2021 work programmes was based on the 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.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Work Programme Update

53

b

Albert-Eden Local Board Financial Performance Report - Confidential

 

     

Ngā kaihaina

Signatories

Authors

Claire Abbot - Local Board Services Graduate

Emma Reed - Local Board Advisor Albert-Eden

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 

Auckland Transport September 2020 Update

File No.: CP2020/13288

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update to the Albert-Eden Local Board on Auckland Transport (AT) matters in its area and an update on its local board transport capital fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2.       This report highlights AT activities in the Albert-Eden Local Board area and contains information about the following:

·    2016-2019 Local Board Transport Capital Fund and the Community Safety Fund;

·    An update on COVID-19 in the Auckland region;

·    A fare change for the new 64 bus service, a replacement public transport option for the catchment area around Mt Eden Station;

·    Results of the 2019 Crosstown Bus consultation; and

·    Decisions of the Traffic Control Committee in the Albert-Eden Local Board area.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Auckland Transport September 2020 update report.

 

 

Horopaki

Context

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

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

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

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

·        be safe

·        not impede network efficiency

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

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund (LBTCF)

7.       Following the setting of the Emergency Budget the LBTCF programme received $5,000,000 for the 2020/2021 year for allocation across the 21 local boards.

8.       Decisions about the 2021/2022 and 2022/2023 financial years will form part of the Long-term Plan/Regional Land Transport Plan discussions but early indications are that these years will also see a more constrained capital programme than prior to the COVID crisis.

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

·        The $5,000,000 for 2020/2021 will be split using the Local Board Funding Policy

·        Currently, with budgets unknown for 2021/2022 and 2022/2023 boards are unable to combine future years allocations into a single project.

·        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.

10.     The Albert-Eden Local Board’s share of the 2020/2021 allocation is $281,009.

11.     Auckland Transport attended a workshop with the Board in August 2020 where a progress report was given on the Board’s 2016-2019 LBTCF projects as well as discussion on how to plan for the next two years as it appears that budgets will continue to be constrained.

12.     The Albert-Eden Local Board’s position is outlined below - the Board has a number of projects ready to be delivered but only a limited ability to fund them.

13.     At the workshop, AT outlined some options on how to deliver these projects over the next three years with the available budget. A further workshop will be held to discuss LBTCF allocation in future years and a report will come to the Board next month asking the Board to confirm its LBTCF expenditure for 2020/2021.

14.     As public funds have already been expended in getting these projects to delivery stage, AT’s advice is to prioritise their delivery rather than to seek out new projects.

Progress Report LBTCF Projects 2016-2019

Project Name

Status

External Consultation Complete

Estimated Cost to Complete

Woodward Road Crossing Point

Design completed – Ready for tender

 

No – on hold

$60,000

Sutherland Road Cycle Markings

Design completed – Ready for tender

 

Not required

$10,000

Mt Albert South Traffic Calming

Design completed – Ready for tender

 

Yes

$427,000

Waterview Signalised Crossing

Design completed – Ready for tender

 

Yes

$290,000

New North Road Signalised Crossing

Design completed – Ready for tender

 

Yes

$310,000

Western Springs Signalised Crossing

Detailed Design in progress – could be ready to tender in 3 months

 

Yes

$320,000

Chamberlain Park Shared Path

(Total ROC IS $700,000)

Preliminary Design underway.

No

$35,000

(Preliminary  Design Only)

 

Community Safety Fund Projects

15.     The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Auckland Council. This level of funding has been constrained through the Emergency Budget process.

16.     Projects will be prioritised according to DSI (death and serious injury) data and therefore local board community safety projects will continue with planning and design but may not be delivered in the 2020/2021 financial year.

17.     All of the projects below are ready for tender and if the Board wishes, it could use LBTCF to deliver selected projects that benefit communities in order to balance-out spend in the local board area over the 2019/2022 political term.

Project Name

Status

External Consultation Complete

Estimated Cost to Complete

Waterview School (Herdman Street

Upgrade the existing courtesy crossing into a formal zebra crossing on a raised concrete speed table.

Detailed design – completed

Road Safety Audit is 25% completed

 

Yes

$115,000

Mt Eden Normal Primary School

Upgrade existing at grade zebra crossing located near the school to a raised table zebra crossing. In addition, high friction surfacing is proposed at the approaches to the crossing facility.

Detailed design – completed

Road Safety Audit is 25% completed

 

Yes

$211,000

Our Lady of the Sacred Heart School 

Installing a new signalised mid-block crossing on Manukau Rd near Banff Ave to facilitate high pedestrian crossing movement across a busy arterial with high traffic volumes.

Detailed design – completed

Road Safety Audit is 25% completed

 

Yes

$321,000

Epsom Normal Pedestrian Crossing Upgrade

 Raise existing zebra crossing outside school and upgrade existing school zone signage.

Detailed design – completed

Road Safety Audit is 25% completed

 

Yes

$166,000

 

Auckland Transport COVID-19 Update

COVID-19 Level 3 in Auckland

18.     In August 2020, community transmission of COVID-19 was confirmed in Auckland.  The government took Auckland back to Alert level 3 while the outbreak was contained.

19.     While at Alert Level 3, the Government’s advice was to stay home. Public transport continued to operate with strict health and safety requirements in place. Following Government advice, customers were asked to maintain physical distancing and wear a face covering. Fares continued to be charged through Alert Level 3 and cash fares were not accepted on public transport.

20.     Our planned renewal works continued such as road surfacing, repair and footpath works as well as essential maintenance activities such as fixing potholes continued.

21.     Auckland Transport’s construction sites operated under strict Health and Safety guidelines based on Ministry of Health Guidance and industry best practice.  Each site developed a Health and Safety Plan based on Ministry of Health Guidance and industry best practice.

COVID-19 Level 2 in Auckland

22.     As per Government advice, Auckland moved down to Alert Level 2 at 11:59pm on Sunday 30 August.

23.     The Government has advised that the general rule for Alert Level 2 is to play it safe. This means that if you are feeling sick you should stay home. Do not go to work or school feeling unwell. Do not socialise, and if you are showing symptoms of COVID-19 you should avoid using public transport when travelling to a medical appointment.

COVID 19 Level 2 in Auckland – Public Transport

24.     Public transport will be operating normal schedules under Alert Level 2, except for the cancelled after-midnight services on Friday and Saturday nights. Cash is still not being accepted. The following measures must be followed:

·        Masks will be mandatory on public transport as will physical distancing

·        Children under the age of 12 are exempted from wearing face coverings

·        Public transport capacity will be reduced due to physical distancing requirements

·        For the majority of buses, exit and entry will be through the rear door

·        The public are strongly advised to register their HOP cards and check that their details are up to date.

25.     Auckland Transport and its operators will be ensuring cleaning of vehicles is undertaken regularly and the cleaning regime has been enhanced to include antimicrobial protection fogging of facilities and our fleet. See a video of some of our cleaning here: https://www.youtube.com/watch?v=xpAHT7gpQRI

COVID 19 Level 2 in Auckland – School Buses

26.     Auckland Transport -contracted school bus services are operating again during Alert Level 2. Following the Government’s guidelines, face coverings and physical distancing are not required on dedicated school transport services and there are essentially no capacity restrictions due to the records being held on all passengers that use them.

27.     In order to operate this way, it is important that up-to-date records of passengers are maintained to facilitate contact tracing. For AT-contracted school transport services, schools have been asked by Government to maintain lists of students who use those services and work closely with AT.

28.     Hand sanitiser has been made available to students boarding and departing the bus, plus buses will be cleaned after each school run as per Government guidance.

COVID 19 Level 2 in Auckland – Customer Service Centres

29.     Most customer service centres will remain open with physical distancing rules applying to both customers and staff with the exception of Manukau Train Station, AUT and Botany. Cash fares will still not be accepted by staff under Alert Level 2.

30.     During this time, it is recommended that customers use self-service options such as ordering an AT HOP card online. Journey planning can also be done via the AT website or AT Mobile app.

 

COVID 19 Level 2 in Auckland – Parking

31.     Paid parking is continuing for both on and off-street parking under Alert Level 2. Enforcement of parking restrictions, bus lanes and other special vehicle lanes also continues.

32.     Parking and transport compliance staff will assist authorities by monitoring physical distancing behaviour across the network and assisting essential healthcare and community testing facilities with any transport related issues.

COVID 19 Level 2 in Auckland – Construction Sites

33.     Auckland Transport’s work across construction sites continues to operate, but under strict Health and Safety protocols based on Ministry of Health Guidance and industry best practice.

34.     These measures include physical distancing, compulsory Personal Protective Equipment (PPE), hygiene practices, recording site entry and exit and separating teams into zones on our larger sites.

COVID 19 Level 2 in Auckland – Public Engagement

35.     Engagement (both informing and consulting communities on upcoming projects) will continue under Alert Level 2 except for the following channels:

·        No drop-in sessions or public meetings;

·        No, or very limited, face-to-face meetings with members of the public, stakeholders or elected members.

36.     Instead of face-to-face communication, AT will engage via channels such as telephone calls, conference calls, email, Facebook live and webcasts.

64 Bus Route Fare Change

37.     The 64 route launched on 5 July 2020, connecting the suburbs of Kingsland, Mt Eden, Grafton and Newmarket. This route has been provided as part of the mitigation for the Mt Eden station closure, which happened on 11 July. Mt Eden station is closed for four years as part of the City Rail Link project.

38.     Auckland Transport wanted to offer a free fare on route 64 so that we could compensate customers for the disruption caused by the closure of Mt Eden Station. Our decision to offer free fares was taken and publicised before the second COVID-19 outbreak.

39.     A week before the bus route was to be launched, final HOP testing showed there was an issue implementing the free fare. In the AT HOP card system, a free fare creates two separate journeys: before route 64 and after route 64. This could mean customers using route 64 in combination with two or more buses or trains could pay more than they should. For this reason, when the 64 bus service was launched, we decided it was better for customers to not tag on/off with their AT HOP cards until a solution could be developed.

40.     With the second outbreak of COVID-19, AT is now asking all our customers to tag-on/off all AT buses – including route 64 –with a registered AT HOP card. This is so that contact tracing can be done if necessary.

41.     Further HOP testing has shown that introducing a $0.01 fare to the route will get around this problem and ensure that customers are not overcharged.

42.     The one cent fare will only apply to journeys that use the 64 service bus alone. Journeys that include another bus or train will not pay the additional one cent fare (as per other connected journeys on the network).

Crosstown Consultation Update

43.     In November and December 2019, AT proposed some changes to crosstown bus services that affect the OuterLink and 650 routes.

44.     The consultation ran from 18 November to 23 December 2019 and AT received 1,186 feedback responses. These responses provided us with a range of different views and themes, the key messages we received were:

·        39% told us they didn’t want to take more than one bus to complete their journey

·        5% stated they would need to walk further if the proposed changes were made

·        20% told us they liked the promise of a more reliable OuterLink service

·        10% told us they liked the increased frequency on the 650 route.

45.     No decision has yet been made on the proposed bus route changes. Whilst the purpose of the proposal remains; to complete the network of bus routes in the area that AT began in 2018, and to address the unreliability of the OuterLink, we do not believe that now is the appropriate time to make bus route changes in this area. Our rationale is based on:

·        Auckland Transport needs more time to further understand the impacts of the closure and construction of Mt Eden Station, and monitor the effect of the temporary 64 bus service on Aucklanders’ travel

·        AT also needs to consider what adjustments are required to bus stop infrastructure and services at key locations in each neighbourhood to enable easier transfer options

·        AT is very aware that there is already a lot going on in the area. We don’t wish to overwhelm the Mt Eden area with too many changes to public transport services in such a short space of time.

46.     Auckland Transport will continue to consider the responses we received from this consultation as we explore other options that would:

·        Improve reliability of the OuterLink whilst still maintaining crosstown option(s) for the southern section of the route

·        Take the usage of the new 64 bus service into consideration

·        Continue to allow for the safe operation of buses.

47.     Once these options are identified, they will be presented to the community for comment.  This is expected to be in early 2021.

48.     The report is published on the AT website, on the Central crosstown bus changes page, here: https://at.govt.nz/projects-roadworks/central-crosstown-bus-changes/

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

52.     Auckland Transport attended a workshop with the Albert-Eden Local Board in August 2020 where options were discussed on how to get best value from its 2020/2021 LBTCF allocations as well as planning for future financial years.

Auckland Transport Consultations

53.     Auckland Transport provides the Albert-Eden Local Board with the opportunity to comment on transport projects being delivered in their area.  No public consultations were sent to the Board for comment during August 2020.

Traffic Control Committee resolutions

54.     The decisions of the Traffic Control Committee affecting the Albert-Eden Board area during the August 2020 reporting period are noted below:

Street Name

 

Nature of Restriction

 

Type of Report

Decision

Owairaka Avenue / Richardson Road

 

Temporary Traffic and Parking changes (works)

 

Edge Lines / Road Hump / Traffic Island / Flush Median / Footpath / No Passing / “School” Advisory Marking / Delineators / No Stopping At All Times / Removal Of Edge Lines / Removal Of Traffic Island

 

Approved with conditions

Mt Eden Road / Boston Road

Permanent Traffic and Parking changes

 

No Stopping At All Times / Bus Stop / P60 Parking / P30 Parking / Traffic Island / Traffic Signal

 

Carried

Mount Eden Road / Enfield Street / Akiraho Street / Sylvan Avenue East

 

Permanent Traffic and Parking changes

 

No Stopping At All Times / Bus Stop / Bus Shelter / Bus Lane / Ambulance Service Lane / Flush Median / Traffic Signal / Stop Control / Lanes / Lane Arrow Marking / No Right Turn / P60 Parking / Authorised Vehicle Parking – Residents And Businesses / Removal Of Traffic Island / Removal Of Bus Stop / Removal Of Bus Shelter / Removal Of Flush Median / Bus Left/Right Turn

 

Approved with conditions

Sandringham Road and surrounding Streets, Kingsland

 

Temporary Traffic and Parking changes (event)

 

Temporary Traffic and Parking Controls

 

Carried

 

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

56.     The proposed decision of receiving the report has no financial implications for the Albert-Eden Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57.     Auckland Transport’s capital and operating budgets have been reduced through Auckland Council’s Emergency Budget process.  Some projects planned for 2020/2021 will not be able to be delivered. Both the Community Safety Fund and the Local Board Transport Capital Fund are impacted by these budget reductions.

58.     Auckland Transport attended a workshop with the Board to discuss how to get the best value out of its LBTCF allocations under the current budget constraints.

59.     Auckland Transport will workshop its forward works programme for 2020/2021 with the Albert-Eden Local Board in September 2020.

Ngā koringa ā-muri

Next steps

60.     Auckland Transport will bring a report to the Board in October 2020 with options for allocating the LBTCF for 2020/2021.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Lorna Stewart – Auckland Transport Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Auckland Transport Elected Member Relationship Team Manager

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 

Project Streetscapes: Weed Management report

File No.: CP2020/13284

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek feedback from local boards on the recommended regional methodology to edge and maintain weeds on footpaths, berms and the kerb and channel on more than 5000km of urban roads in the Auckland region.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council manages edges and weeds on footpaths, berms and the kerb and channel in the urban road corridor for statutory, asset protection, amenity, and health and safety outcomes.

3.       The service level for weed management on berms and in the kerb and channel is the same across Auckland. However, the methodologies for edging and weed control on hard surfaces, either plant-based, synthetic herbicides or thermal, e.g. hot water/steam, differ between local board areas. In some cases, different methods are used within the same local board boundaries. This reflects the continuation of legacy council approaches.

4.       In April 2019, Auckland Transport transferred services and budget to the council’s Community Facilities department to manage weeds within the road corridor on their behalf. Auckland Transport retains responsibility for the road corridor as per the Local Government Act 1974 and the Land Transport Act 1998.

5.       The transfer was completed as part of Project Streetscapes (which did not include the Hauraki Gulf Islands), a variation to the Community Facilities outcome-based maintenance contracts. Part of the project included developing recommendations for a regionally consistent approach for edging and weed control on hard surfaces in the road corridor.

6.       Community Facilities has continued with the legacy approach to weed control while completing a review of weed management methodologies. The scope of the review and recommendations are for edging and weed control on hard surfaces within the urban road corridor, excluding the Hauraki Gulf Islands. Rural roads are not included due to differences in population, roading infrastructure and land use in rural areas.

7.       The evaluation criteria for the review’s recommendations include environmental impacts, community input, the council’s commitment to reduce carbon emissions in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan and the objectives of the council Weed Management Policy for effective, efficient, and sustainable outcomes.

8.       A council People’s Panel survey was conducted in October 2019 as one mechanism to gauge how Aucklanders feel about managing weeds on footpaths and kerbs (see Attachment A).

9.       The recommendation of this review is for a combination of plant-based herbicide with spot spraying of glyphosate for difficult to manage weeds. This is estimated to lead to a reduction in glyphosate, carbon emissions and water usage across the region while achieving effective control. This approach is estimated to be achievable within existing operational budgets.

10.     Feedback is sought from local boards to be included in the recommendation to the Governing Body on a standardised approach for edging and weed control on hard surfaces in the road corridor (see Attachment B). This will be presented at the Environment and Climate Change Committee on 12 November 2020.

11.     Should a local board choose to utilise alternative methodologies to those agreed, they have the option of using locally driven initiative (LDI) funding to cover the cost difference between the agreed regional weed management method and the alternative.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      provide feedback on the recommended approach to a standardised methodology to managing weeds on footpaths, berms and the kerb and channel across more than 5000km of urban roads.

 

 

Horopaki

Context

12.     Community Facilities carries out edging and weed management on footpaths, berms and the kerb and channel across more than 5000km of Auckland urban roads. This is done for asset protection and amenity, as well as health and safety outcomes, including:

·   preventing root intrusion causing damage to the road surface, kerb and channel, footpaths and other road assets

·   ensuring vegetation growing in the kerb and channel does not interfere with water flow

·   ensuring the safety of pedestrians and road users by maintaining clear sight-lines and minimising trip hazards

·   maintaining the streetscape in a tidy and aesthetically pleasing condition.

13.     Auckland’s moderate and wet climate makes the area particularly vulnerable to the detrimental effects of weeds. The climate causes vigorous growth, easy establishment, and increased infestation of weeds. The road corridor provides a dynamic environment for the spread of weeds including through vehicle and water dispersal.[1]

14.     Uncontrolled weeds on footpaths and the kerb and channel cause damage that can lead to increased repairs and renewals with a funding and environmental impact. This damage may create trip hazards, putting people at risk.

15.     Agrichemicals are used for edging and weed control in the urban road corridor. Edging is required on both sides of the road, which is over 10,000km of footpaths and berms. The Auckland Council Weed Management Policy guides the use of herbicide by the council and supports best practice weed control.[2] All agrichemical use must follow the rules of the Unitary Plan, which ensures that, when used correctly, agrichemicals can make a positive contribution to sustainable land use.[3]

16.     The outcome-based contract specifications for the road corridor do not permit herbicide application outside schools or early learning services on days that these institutions are in use. There are limitations on the time of spraying in urban areas and the contract specifications include instructions to not complete weed control where the berm is clearly being maintained by the adjacent property owner.[4]

17.     All of Auckland is covered by a ‘no-spray register’ for berms adjacent to private property. Any resident who agrees to manage weeds to a specified standard can apply to ‘opt out’ of weed management completed by the council, through recording their intent on the no-spray register. Residents can register through a dedicated form on the council website or through the council call centre.

Tātaritanga me ngā tohutohu

Analysis and advice

Weed management in the road corridor

18.     The service level outcomes for weed management on berms and in the kerb and channel are the same across Auckland. However, the methodologies for their maintenance, either plant-based, synthetic herbicides or thermal, e.g. hot water/steam, differs between local board areas. In some cases, different methods are used within the same local board boundaries. These differences reflect the weed control methods and herbicides that were used by the legacy councils of Auckland City Council, Manukau City Council, Waitākere City Council, North Shore City Council, Papakura District Council, Rodney District Council and Franklin District Council prior to amalgamation.

19.     In April 2019, Auckland Transport transferred services and budget to the council’s Community Facilities unit to manage weeds within the road corridor. Auckland Transport retains responsibility for the road corridor as per the Local Government Act 1974 and the Land Transport Act 1998.

20.     Weed management on footpaths, berms and the kerb and channel is now part of the outcome-based Full Facilities contract for streetscapes. These include pest plant control, mowing, town centre cleaning, and waste removal completed on behalf of Auckland Transport.

21.     Community Facilities has continued with the legacy approach for edging and weed control on hard surfaces, while completing a review of the methodologies with a view to making recommendations to the Environment and Climate Change Committee for a consistent regional approach. The scope of the review and recommendations is only for the urban road corridor and does not include rural areas or the Hauraki Gulf Islands. This reflects the differences in population, roading infrastructure and land use in rural areas.

Comparison of weed management methodologies

Synthetic herbicide – glyphosate

22.     The synthetic herbicide used for edging and weed management on footpaths, berms and the kerb and channel in the urban road corridor in Auckland is glyphosate. Glyphosate is used by the council for weed management on parks and reserves, and by most road controlling authorities in New Zealand to control vegetation in the road corridor.[5]

23.     Glyphosate is a low toxicity broad-spectrum non-selective herbicide which is particularly effective on broadleaf weeds and grasses. Glyphosate is a systemic herbicide that is absorbed through green plant tissue and is then translocated throughout the plant, including the root system, to kill the entire plant.[6]

24.     Glyphosate is diluted with water and applied via foliar spray with a small left-hand steer vehicle in the urban road corridor. It is the most cost-effective method as it needs to be applied less frequently than other methods. In the urban road corridor, spot spraying with glyphosate typically occurs six times per year to achieve the desired level of service.

25.     There is some community and international debate about the health risk of glyphosate with several regions no longer using, or minimising the use of, glyphosate for weed control in public areas.

26.     Auckland Council’s agrichemical use is guided by the New Zealand Environmental Protection Agency (EPA) in their role as the regulator of hazardous substances in New Zealand. The EPA gathers information from multiple credible sources when deciding whether substances are safe to use. The EPA has granted approval for the use of glyphosate-containing substances in accordance with the EPA code of practice. Should the EPA change their position on glyphosate, the council would respond appropriately.

27.     In October 2019 the EPA stated the following:

Products containing glyphosate are considered safe, provided that all of the rules around their use are followed. …We are aware that some reports linking glyphosate to health impacts are causing concern. We are in alignment with the vast majority of regulatory bodies around the world – including in the European Union, United States, Australia and Canada - which agree that glyphosate is unlikely to cause cancer.[7]

28.     For all agrichemical use, the council complies with the Environmental Protection Agency Code of Practice (NZS 8409:2004 Management of Agrichemicals) for the storage, mixing, use, disposal and certification of contractors.

29.     Glyphosate is strongly absorbed into soil and has no residual activity.[8] Community Facilities only uses approved formulations of glyphosate, with no human hazard ratings, within the road corridor.[9] While the formulation being used within the road corridor is also approved for use in the aquatic environment, it does have a hazard rating for toxicity for aquatic life at high concentrations.[10] As per the Code of Practice, glyphosate is only used in appropriate weather conditions to minimise spray drift by rain and wind.

30.     A caution for the use of glyphosate is the development of resistance in some weed species.[11]

31.     Local boards that use spot spraying of glyphosate for weed management include Franklin, Henderson-Massey, Howick, Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, Papakura, Rodney, Waitākere Ranges, and Whau. All methodologies include some mechanical removal of weeds.

Plant-based herbicide

32.     Plant-based herbicides used in the urban road corridor include Biosafe and Bio Weed Blast. The active ingredient is a fatty acid which is a contact herbicide. When applied to weeds, it burns off the foliage, thus preventing or reducing seed production and restricting growth.

33.     As plant-based herbicides are not systemic, i.e. they do not kill down to the root, they must be applied more frequently than glyphosate to meet service levels. Although they can kill annuals, generally they will not kill longer-lived mature perennial weeds, as they re-sprout from specialised (e.g. rhizomes) root tissue after the foliage has been burned off. Fatty acid-based herbicides need to be applied to young or small plants for acceptable weed control.[12]

34.     Plant-based herbicides are diluted with water and applied via foliar spray with small left-hand steer vehicle in the urban road corridor, approximately 12 times per year. The exclusive use of plant-based herbicide is approximately three times more expensive than glyphosate because of the additional frequency and quantity of product required.[13] There is an additional cost consideration due to the corrosive impact of the fatty acid on equipment which needs to be replaced more regularly.

35.     While plant-based herbicides are inactivated on contact with the soil and have no residual activity[14], there is a health and safety risk to be managed by the operators. The active ingredient is an eye, skin and respiratory irritant. There is a strong notable odour from plant-based herbicide which can be, and has been, the source of complaints from the public.

36.     For all agrichemical use, the council complies with the Environmental Protection Agency Code of Practice (NZS 8409:2004 Management of Agrichemicals) for the storage, mixing, use, disposal and certification of contractors.

37.     Plant-based herbicide is approved for use in Auckland and has been used since prior to amalgamation. Although there are no restrictions imposed by the EPA for application within the road corridor, the products have a hazard rating for toxicity for aquatic life. Instructions from the manufacturer include applying when conditions are dry, and rain is not expected in the road corridor within the next two hours.[15]

38.     Local boards that use plant-based herbicide exclusively, include Albert-Eden, Puketāpapa, Waitematā (excluding the central business district), Waiheke and Ellerslie in Ōrākei. All methodologies include some mechanical removal of weeds.

Thermal – steam and hot water

39.     Thermal technologies include steam and hot water. Water heated to high temperatures is applied to weeds with a hose and lance to destroy the foliage. Thermal weed management leaves the roots primarily untreated.[16]

40.     Thermal technology requires significant water use, using between 10-12L of water per minute.[17] Non-potable water sources can be used to mitigate demand on treated water sources, however non-potable water is not currently available in most areas of Auckland. This leaves the implementation of this method vulnerable to water restrictions as we have seen in 2020.[18]

41.     This method utilises mobile diesel boilers to heat water to 98 degrees. Diesel boilers use up to 9L[19] of diesel an hour with associated carbon emissions of 24kg.[20] Thermal technology is more expensive than herbicide. A two-person team is required, and the application rate is slower as it requires a prolonged application to cover the foliage. Application speeds are approximately 1.1km/hr[21] for thermal compared to 1.8km/hr for herbicide.[22] Like plant-based herbicide, thermal weed management needs to be applied more frequently, approximately 12 times a year, to meet weed management service levels.

42.     Local boards that use thermal technology include Devonport-Takapuna, Kaipātiki, parts of Upper Harbour and Hibiscus and Bays. There is some use of spot spraying of glyphosate to address persistent weeds. All methodologies include some mechanical removal of weeds.

 

 

Thermal – hot foam

43.     A product called Foamstream has been trialled in Auckland in 2020. Foamstream is a soluble concentrate which is added to hot water to create a foam and has been used in the United Kingdom for weed management. [23] The foam acts as an insulator to keep the heat higher for longer. The manufacturer claims that the use of foam could reduce the frequency of treatment cycles compared to using steam/hot water alone. A review of the trial is currently underway and, if the product proves suitable, staff will seek approval from Auckland Transport and Healthy Waters for its use in the road corridor.

Combination of synthetic and plant-based herbicide

44.     This approach uses a combination of both glyphosate and plant-based herbicide. Plant-based herbicide is applied throughout the year to manage weeds, with the use of glyphosate by spot spraying at peak weed growing times on difficult to control weeds.

45.     An integrated approach results in a reduction of both products and provides more effective control of persistent weeds than by using plant-based herbicide alone. This methodology is used in the Auckland Botanic Gardens to reduce the use of glyphosate. The use of herbicide with a different mode of action in combination with glyphosate is one of the main strategies to avoid glyphosate resistance.[24]

46.     Local boards that use a combined approach include Maungakiekie-Tāmaki and Ōrākei (except for Ellerslie where only plant-based herbicide is applied). All methodologies include some mechanical removal of weeds.

Methodology comparison

47.     In 2015, a comparison of methodologies was completed (see Attachment C). The data in the table was reviewed by Price Waterhouse Coopers (PWC) and the effectiveness, environmental and human health information was independently peer-reviewed by the firm AECOM.

48.     For the current review, further analysis was completed to estimate quantities of water, herbicide and operational carbon emissions per methodology. This reflects the council’s commitments within Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan[25], the Auckland water efficiency strategy and the Weed Management Policy. The data on herbicide volumes has come from contractor reporting for the urban road corridor (as the data includes pest plant control, the use for edging and hard surfaces is expected to be lower). Water usage and fuel consumption are from product specification sheets and supplier data. These are estimates only, with volumes of herbicide and water varying by area, season and weed levels.

49.     For the purpose of this review, updated supplier costings for a regionally consistent approach were requested. The difference in pricing for alternative methodologies compared to glyphosate was expected, reflecting the different frequencies and volume of product needed. For plant-based weed control to achieve similar outcomes, more frequent treatments are required than glyphosate, thereby increasing the costs of materials, labour and fuel. Thermal technology is applied at the same frequency as plant-based herbicide, 12 times a year, with a slower application rate requiring a two-person team. These are estimates only and may not include costs for change implementation e.g. purchase of machinery etc.


 

  Table 1: Comparison of estimated operational carbon emissions, volume of water, herbicide and cost per km per year for each weed management approach

Methodology

Carbon emissions[26]

Water usage

Herbicide

Active Ingredient

(kg)

Application rate

Cost

Glyphosate

(6x per year)

1.1kg

180L

1.8L

0.9kg glyphosate

 

1.8km per hour (single operator)

$783

Combination of plant-based/ glyphosate

(10x per year)

1.9kg

870L

0.7L of glyphosate & 8L of plant-based

0.4kg glyphosate

5.6kg fatty acid

1.8km per hour (single operator)

 

$1293


Plant-based herbicide

(12x per year)

2.3kg

1350L[27]

13.5L

9.5kg

fatty acid

1.8km per hour (single operator)

$2265

Thermal technologies – steam and hot water

(12x per year)

264kg

6545L

Approx. 0.5L of glyphosate

0.25kg

glyphosate

1.1km per hour (two operators)

$3485

 Auckland Council – People’s Panel survey

50.     In October 2019, a People’s Panel survey was conducted as one mechanism to gauge how Aucklanders view management of weeds on footpaths and kerbs. The survey was sent to 39,789 members of the People’s Panel. They were provided with the information on the council website on the different methodologies[28]. However, at the time of the survey, estimated emissions, volume of herbicide, and cost were not available.

51.     Of the 5686 respondents, 66 per cent stated that they ‘care’ about the weeds on our footpaths and kerbs. The results showed that 43 per cent of residents use synthetic herbicide (e.g. glyphosate) for weed management on their own property. Synthetic herbicide (e.g. glyphosate) was the least preferred method for weed management in the road corridor by 52 per cent of respondents.

52.     Nineteen per cent were willing to pay higher rates for the council to use alternatives to synthetic herbicide, 42 per cent were not willing to pay extra, and 36 per cent indicated they may be willing to pay more[29]. There were differences in responses by local board area as detailed in Attachment A (People’s Panel results by local board).

53.     There are members of the community that believe glyphosate should not be used by Auckland Council.

Regional review recommendation

54.     The review of methodologies to manage weeds in the urban road corridor takes into consideration the Auckland Weed Management Policy, Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan and community input.


 

Table 2: Summary of the advantages and disadvantages of the different weed management methodologies

Methodology

Advantages

Disadvantages

Synthetic herbicide – glyphosate

Low cost, low frequency of application, effective weed control

Reduced carbon emissions

Risk of community objection to the use of glyphosate

Restricted weather conditions for application

Herbicide resistance in some species

Plant-based herbicide

Reduction in glyphosate used by council for weed control

Immediate effect on weeds

Increased frequency and therefore a greater volume of herbicide compared to glyphosate

Plant-based herbicide is two to three times more expensive than glyphosate

The product is corrosive and has a strong odour

Restricted weather conditions for application

Thermal technology steam/hot water/hot water with a foam additive

Thermal technology does not use herbicide

Can be applied in any weather

Immediate effect on weeds

 

High water usage and carbon emissions

Spot spraying glyphosate is still required on high volume roads and to address persistent weeds

Thermal technology is more expensive than glyphosate

Combination of plant-based and synthetic herbicide, e.g. glyphosate

An estimated region-wide reduction in the use of glyphosate, carbon emissions and water use

Minimising the volume of agrichemical use across the region

Reduction in risk of plants developing glyphosate resistance

An increase in herbicide use in some local board areas

55.     The recommendation for a standardised methodology is a combination of plant-based herbicide with spot spraying of glyphosate for difficult weeds. This is estimated to lead to a reduction in glyphosate, carbon emissions and water usage across the region. There would be an increase in the use of plant-based herbicide. This approach is estimated to be achievable within current operational budgets.

56.     Thermal methodologies, including hot foam, could be used for sensitive areas but are not recommended for a region-wide approach due to their high emissions, water usage and cost. The exclusive use of plant-based herbicide is not recommended due to the additional volume of herbicide required and its cost.

57.     Local board feedback is sought on the standardised regional recommendation and on local priorities for weed control on footpath and kerb and channel (see Attachment B). Local board priorities will be included for consideration by the Environment and Climate Change Committee on 12 November 2020.

Tauākī whakaaweawe āhuarangi

Climate impact statement

58.     Climate change adaptation – changes in Auckland’s climate may alter the prevalence and spread of weeds within the road corridor. In the future, different methodologies and products may need to be considered depending on weed species.

59.     Climate change mitigation – Auckland Council adopted Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan on 21 July 2020, which includes the reduction target for council to halve its carbon emissions by 2030 and reach zero net emissions by 2050.

60.     The choice of weed management methodologies has an impact on the council’s carbon emissions. The region-wide adoption of thermal would lead to an increase in carbon emissions at an estimated 1335 tons[30] or approximately 5 per cent of the council’s operational emissions for 2018/2019. This reflects the energy required to heat large volumes of water to 98 degrees with diesel boilers. The increase for the regional adoption of this methodology would impact on the council’s ability to meet the reduction targets of the Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

61.     Community Facilities undertakes the maintenance of green spaces within the road corridor under contract to and on behalf of Auckland Transport. Auckland Transport “manages and controls” the Auckland transport system as per the Local Government Act 1974 and the Land Transport Act 1998.

62.     Auckland Council adopted a Weed Management Policy for parks and open spaces in August 2013 (resolution number RDO/2013/137). The Weed Management Policy is to guide the management of weeds in Auckland’s parks and open spaces, including the road corridor.

63.     The recommendation for a standardised approach has been provided in consultation with Auckland Transport and with consideration of the objectives of the Weed Management Policy.

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

Local impacts and local board views

64.     The recommendations of this report will have differing impacts on local boards (except the Hauraki Gulf local boards which are excluded from the regional approach) given the different approaches currently in place. This report is to request feedback from local boards regarding their priorities for an effective, efficient, and sustainable standardised regional weed management methodology (see Attachment B).

65.     Should a local board choose to utilise alternative methodologies to those adopted as the region-wide approach, they are able to use locally-driven initiative (LDI) funding to cover the cost difference between the agreed regional weed management method and their preferred alternative.

Tauākī whakaaweawe Māori

Māori impact statement

66.     The recommendations of the review take into consideration the Weed Management Policy, with the objective to minimise agrichemicals, and Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework which were developed in consultation with mana whenua.

67.     An overview of the current methodologies and the priorities of the review were presented at the Infrastructure and Environmental Services Mana Whenua hui. The analysis and recommendations of the review will be presented to mana whenua for feedback in September 2020.

Ngā ritenga ā-pūtea

Financial implications

68.     Different methodologies to manage weeds have different financial implications. This reflects the associated costs of the methodologies to achieve weed management outcomes.

Table 3: Estimated cost of weed management methodologies per km per annum[31]

Methodology

Estimated cost per km (per annum)

Estimated cost (per annum) across 5055km

Synthetic herbicide, e.g. glyphosate

$783

$3,958,000

Combination of plant-based and synthetic herbicide

$1293

 

$6,536,115

Plant-based herbicide, e.g. biosafe

$2265

$11,499,575

Thermal technology steam/hot water

$3485

$17,616,675

69.     The recommended approach, a combination of plant-based herbicide and spot spraying of glyphosate for difficult weeds, is estimated to be able to be delivered within the existing operational budgets.

70.     To standardise thermal and plant-based methodologies across the region would require an increase in budget to meet weed management service levels. As there is no additional operational budget for streetscape maintenance, methodologies requiring additional expenditure could impact on other Full Facilities services delivered to local boards e.g. town centre and park maintenance, replanting of gardens, and ability to respond to a request for service.

71.     Should a local board choose to utilise alternate methodologies to those adopted as the region-wide approach, they could use LDI funding to cover the cost difference between the agreed regional weed management method and their preferred alternative.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

72.     The outcomes of this project have the following risks:

Options

Risk

Mitigation

No change

Continuing with legacy arrangements, with inconsistent funding

Communication on the rationale for any decision to continue with legacy weed management methodologies

Standardising a regional weed methodology

Depending on the choice of the methodology, there would be different environmental and social impacts, including community concern

Local board decision-making enables the prioritisation of funding for local priorities and the services that their communities most value

Ngā koringa ā-muri

Next steps

73.     Local boards provide feedback on the recommended approach to weed management in the kerb and channel and footpaths and rank their priorities for weed management in the road corridor.

74.     Once the feedback is received, it will be collated and included in a report to the Environment and Climate Change Committee on 12 November 2020.

75.     At the meeting of the Environment and Climate Change Committee, a decision will be made on the methodology to be applied across the Auckland region for weed management.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Results of October 2019 People's Panel Survey - Albert-Eden Local Board

93

b

Local board feedback on weed management impacts priorities

111

c

Weed control methodology table

115

     

Ngā kaihaina

Signatories

Author

Jenny Gargiulo - Principal Environmental Specialist

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Albert-Eden Local Board

15 September 2020

 

 


 


 



Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 


Albert-Eden Local Board

15 September 2020

 

 



Albert-Eden Local Board

15 September 2020

 

 

Urgent decision - Albert-Eden Local Board feedback on the Review of Auckland Council’s Council Controlled Organisations

File No.: CP2020/12597

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the local board’s input to the Governing Body on the review of Auckland Council’s Council Controlled Organisations.

Whakarāpopototanga matua

Executive summary

2.       Local boards had the opportunity to provide input into Auckland Council’s Council Controlled Organisations (CCO) Review.

3.       As the deadline for providing feedback fell prior to the next scheduled local board business meeting, the urgent decision-making process was used to approve formal local board feedback. The feedback provided is noted in this report.

4.       Council received the independent panel’s CCO Review (2020) report (the Review) at the end of July and were presented the findings by the panel on August 11 at a confidential workshop. Two further workshops were held to discuss the Review with the Governing Body and local board chairs. The Review document can be found on the council’s web page dedicated to the CCO Review:

https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/councilcontrolled-organisations/Pages/review-of-council-controlled-organisations.aspx

 

5.       The Review investigated how effective the CCO model is and whether there were any viable alternatives; whether the council has adequate accountability measures and is using them effectively, as well as accountability to Māori and the public; and CCO culture.

6.       The Review found that CCOs are a significant part of the council business and there is generally good support for the model. Clear benefits are evident from the CCO model but there is room for improvement.

7.       The Review also found that a key accountability failing by the council is the lack of strategic direction given to CCOs. In terms of culture, the Review found little evidence of a group culture and a need for greater collaboration across CCOs (and with the council) when working with and responding to the public.

8.       The Review made 64 recommendations noting that the recommendations should be considered as a package. Staff supported all the recommendations.

9.       Different approaches are required to implement the recommendations depending on the complexity, time required and dependencies on other activity. Further details on how these will be implemented will be the subject of further work programming and reporting to the CCO Oversight Committee.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note its feedback to the Governing Body on the review of Auckland Council’s Council Controlled Organisations.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Urgent Decision and Feedback on the Review of Auckland Council's Council Controlled Organisations

123

     

Ngā kaihaina

Signatories

Author

Claire Abbot - Local Board Services Graduate

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Albert-Eden Local Board

15 September 2020

 

 

Governing Body Members' Update

File No.: CP2020/00700

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the local ward area Governing Body Members to update the local board on Governing Body issues they have been involved with since the previous local board meeting.

Whakarāpopototanga matua

Executive summary

2.       Standing Orders 5.1.1 and 5.1.2 provides provision in the local board meeting for Governing Body Members to update their local board counterparts on regional matters of interest to the local board.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive Governing Body Members Christine Fletcher and Cathy Casey’s verbal updates

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 

Chairperson's Report

File No.: CP2020/00711

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the opportunity for the local board chairperson to provide a written update on projects, meetings and other initiatives relevant to the local board’s interests.

Whakarāpopototanga matua

Executive summary

2.       In accordance with Standing Order 2.4.7, the chairperson will update board members by way of a written report.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Chairperson’s report.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Chairperson Watson September 2020 Report

161

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


 


 


 


 


 


Albert-Eden Local Board

15 September 2020

 

 

Board Member's Reports

File No.: CP2020/00721

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for local board members to provide a written update on projects, events-attended since the previous month’s meeting and discuss other matters of interest to the board.

Whakarāpopototanga matua

Executive summary

2.       This is an information item and it is optional for board members to provide a written board member report for inclusion in the agenda.

3.       Local board members are recommended to use a Notice of Motion, rather than a Board Member Report, should a member wish to propose a recommendation or request action to be undertaken by staff.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the written Board Member Reports for September 2020.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 

Albert-Eden Local Board Workshop Records

File No.: CP2020/00745

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the local board to receive the records of its recent workshops held following the previous local board business meeting.

Whakarāpopototanga matua

Executive summary

2.       In accordance to Standing Order 12.1.4, the local board shall receive a record of the general proceedings of each of its local board workshops held over the past month.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Albert-Eden Local Board Workshop Records for the workshops held on 11 and 25 August 2020 and 1 September 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

11 August 2020 - Albert-Eden Local Board Workshop Record

171

b

25 August 2020 - Albert-Eden Local Board Workshop Record

175

c

1 September 2020 - Albert-Eden Local Board Workshop Record

179

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

15 September 2020

 

 


 


 


Albert-Eden Local Board

15 September 2020

 

 


 


 


Albert-Eden Local Board

15 September 2020

 

 


 


 


 

     

 


Albert-Eden Local Board

15 September 2020

 

 

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

That the Albert-Eden Local Board

a)      exclude the public from the following part(s) of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution follows.

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, as follows:

 

15        Local Board Annual Report 2019/2020 - Attachment a - Draft 2019/2020 Albert-Eden Local Board Annual Report

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(j) - The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.

In particular, the report contains detailed financial information that have an impact on the financial results of the Auckland Council group as at 31 July 2020 that require release to the New Zealand Stock Exchange..

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

16        Auckland Council’s Year End and Quarterly Performance Report: Albert-Eden Local Board for quarter four 2019/2020 - Attachment b - Albert-Eden Local Board Financial Performance Report

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(j) - The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.

In particular, the report contains detailed financial information that have an impact on the financial results of the Auckland Council group as at 31 July 2020 that require release to the New Zealand Stock Exchange..

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

C1       Statement of proposal to amend the Navigation Safety Bylaw

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(c)(i) - The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.

In particular, the report contains a working draft of a bylaw yet to be approved for public consultation.

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

   



[1] Waitākere Ranges Strategic Weed Management Plan 2015

[2] Auckland Council Weed Management Policy

[3] E34 Agrichemicals and vertebrate toxic agents - Unitary Plan

[4] Streetscapes Specifications - 19 March 2019_

[5] Transport Authorities - Glyphosate use

[6] Novachem Manual - Glyphosate 510

[7] https://www.epa.govt.nz/news-and-alerts/latest-news/use-of-glyphosate-in-new-zealand/

[8] Novachem Manual - Glyphosate 510

[9] Product Label Green Glyphosate 510

[10] Supplementary material glyphosate

[11] http://resistance.nzpps.org/index.php?p=herbicides/glyphosate

[12] Vegetation management Trial 2002

[13] Review PwC Weed Management Cost

[14] Novachem – Bio Safe

[15] Information provided by Kiwicare

[16] Back to the future - electrothermal, systemic, weedkiller

[17] Water use from Weedtechnics A4-SW900-Product-Specifications and Foamstream M1200 – Weedingtech spec sheet.

[18] Watercare - Drought response

[19] Weedtechnics A4-SW900-Product-Specifications

[20] Measuring Emissions: a guide for organisations – Emission factors for stationary combustion fuels Diesel 1 litre = 2.66 kg CO2/unit

[21] Linear km covers both side of the road e.g 2.2km. (average walking speed of between 2.9 kilometres per hour (km/h) and 6.5 km/h).

[22] Review PwC Weed Management Cost 15092015

[23] Best Practice Guidance - Notes for Integrated and Non-chemical Amenity Hard Surface Weed

[24] http://resistance.nzpps.org/index.php?p=herbicides/glyphosate

[25] https://www.aucklandcouncil.govt.nz/environment/Pages/auckland-climate-action-plan.aspx

[26] Emissions from direct/production and electricity use, but not including “embodied” or “life cycle emissions”. These emissions do not include fuel for the boiler pump or motorized sprayer.

[27] Water use -Bio Blast

[28] https://www.aucklandcouncil.govt.nz/environment/plants-animals/pests-weeds/Documents/weedcontrolmethods.pdf

[29] People Survey - 2019

[30] 264 kg x 5,055km road corridor. This could be mitigated by the use of battery power, there are no options currently available in New Zealand

 

 

[31] Costings should not be treated a final pricing but as an indication of pricing differences between methodology.